www.pixabay.com
I like fixing things – not mechanical things. My most complicated tool is an electronic screwdriver. I enjoy working with organizations to get a project back on course, transforming a department with scattered direction or a company without a cohesive sense of brand and team.
When asked about a formula for introducing change, reinvention and direction, time and time again, it does start by taking a look at the “hard” side of the organization: its core business practices data, reporting, and outcomes. But there is also a significant emphasis on the “soft” aspects of the organization to establish a work environment where information flows freely among everyone to effectively address customer needs and improvement opportunities. Impact people to give them the opportunity to make a difference and the hard side of will follow. The following outlines a prescriptive framework with potential tactics to add to your own toolkit:
- Clarify mission. Clarify what the organization’s mission and strategy are. What do they want to accomplish? How does this relate to the department or area you have been assigned to? Anything particular they wish to modify or improve on?
- Determine measurement systems. What tools are they using to evaluate performance in achieving that mission? Is measurement taking place at the department and sub-department level? How are staff evaluated?
- Don’t prejudge with solutions to already know the cause of the problem, but verify root-causes. This can be difficult to do as your past experiences and instincts kick-in. What does organization think the obstacles are? Confirm with fact-finding that this is the true cause of the lack of meeting deliverables. With multiple staffers and departments, you may find some positioning and finger-pointing blame, with reality somewhere in the middle of all that.
- Pick your spots. Decide what you really need to focus on and what you can let go for now. It is easy to get sidetracked on items with little leverage on the outcomes but can cause a big stink when addressing them.
- Ask a lot, talk a lot, and listen a lot. Over communicate, repeat critical messages, and explain reasons why so everyone begins to live it. Be transparent and accessible to break down communication barriers: answer questions and provide information.
- Be half-full, not half-empty. Even when problems are screaming out at you, don’t scream back – making people feel defensive. You want them to be a part of the solution.
- Give credit, and timely feedback. Tell people when they are good and when their work isn’t so good.
- Push back. Key stakeholders may pressure you to address certain items perhaps of low value. You may need to say you will handle them but not now, but when and why.
- Be a buffer and advocate. Don’t let other managers run roughshod over your staff. Let them know to pick their fights with you. Work teams value knowing you are on their side.
- Provide tools and resources to do the job. This could include helping people open doors, removing barriers, and being their sounding board as needed.