Many people said that the leadership practices following the financial crisis that started in 2007/8 would never be the same again ….. really!?!
We’re not so sure because we’re seeing organisations – and their leaders – making the same critical mistakes as they did pre-crash.
“There seems to be a perverse human characteristic that likes to make easy things really difficult”
Warren Buffet
Never have truer words been spoken in relation to changing the culture, attitudes, behaviours – and, therefore, the long-term performance – that all organisations need – now more than ever in these uncertain times.
All the processes and systems in the world designed to positively improve performance and results count for NOTHING if a basic element of human nature isn’t factored in.
This element is so basic, most organisations – and their leaders – overlook or ignore it.
Whether it’s a “good to great” change, or a “turnaround” change, the biggest pitfall in totally engaging people to give their all to making it happen is still all too common.
When we ask managers and staff, “What motivates you at work?” (and we ask this ALL the time), the responses are almost equally split into five areas: –
- Impact on the well-being of the customers (providing superior products and services)
- Impact on the working team (creating an honest and fair environment)
- Impact within society (helping to build the community, conserving resources)
- Impact on the company and its shareholders (reputation, integrity, pride and security)
- Impact on “me” personally (my development, career path, salary, benefits)
The biggest problem we find is that what the leader cares about, and is motivated by, is not necessarily the same for all of his or her people.
So, if the “change story” only focuses on the leader’s basic motivator, 80% of the workforce may well be left thinking “what’s this change programme got to do with me? It doesn’t float my boat”!
Leaders invariably fail to unleash the tremendous amounts of energy and creativity in 80% of their people, which are so crucial for the business-critical change to succeed.
One recent change programme we ran in an organisation dogged by resistance from the team showed a 17.2% efficiency improvement within three months of us helping them re-cast and re-communicate the “change story”. Another one added £66m to the bottom line in two years!
Maybe we can achieve similar results for you?
Why not call us to discuss your “change story” on 01244 681068 or, if you prefer to email us, that’s fine too.
