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Human performance management |
Organizational and Team Development Whether the team consists of people who've known each other for years, or whether it was just assembled across departmental lines, success or failure of a project often hinges on how well the team members work together. Of equal importance is the question whether you have the right people to work on - and lead - future tasks and projects. Helping you define and describe what 'the right people' means is often a first step. Our experts in the field of Organizational and Team Development work with you to resolve issues around Retention and Succession Planning, Leadership Development, Change Management, and Team Dynamics. We base our advice on best industry practices, and are guided by the principles of Human Performance Technology (HPT). Review our Case studies for examples |
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Managing The Change Most Forget Change management is a well-used term, bandied about whenever a new system is about to be introduced. Well-used, but poorly understood. “You need to sharpen your change management skills” managers are told, and sometimes even “We’re bringing in a change management expert.” And “We need a change management plan”.
It is encouraging that the topic of managing change comes up in these discussions at all. What kind of change? Well, for instance - introducing any kind of enterprise-wide technology solution, such as large-scale ERP software, or new and sophisticated Financial Management Systems. The unfortunate reality is that when senior (IT) management, or the system’s vendor, for that matter, talks about “Change Management”, they actually mean “Change Scheduling”. While Change Scheduling is important, it covers only the “what and when” and seldom the “how”. Allow me to explain.
The rationale for executive coaching Sometimes, a simple, low-tech performance initiative goes horribly wrong, perhaps because the concepts were poorly understood, or the goals were not defined clearly. Mostly, however, because the individual tasked with implementation received little or no support on how to achieve different results. And under those circumstances, it’s really easy to shoot yourself in the foot—almost inevitable. What was the case? During his performance review, a line manager was encouraged to involve his staff in generating ideas for productivity gains. He didn’t take much convincing. In fact, one of his pet peeves about his team was that nobody ever came up with good ideas. With a new sense of purpose, the line manager opened the next department meeting with enthusiasm, and asked his team to come up with ideas about improving customer service. After a brief pause, with the staff all looking at one another to see who would go first, one brave soul raised his hand, and made a suggestion. The line-manager’s reaction? "Tom, that’s a great idea. Why don’t you do some research and write up a proposal, and I’ll see it on my desk by the end of the week, okay?” With that, the line manager closed the meeting, and everyone went back to work. Read more...If You'd Only Known One of the most common experiences among first-time managers is the sinking feeling of never going to be any good at this thing called management. If only they’d told you ahead of time what it would be like, you may very well have declined the honour ... How can anything be so frustrating, and how can anyone get anything done if you’re in meetings with your people all the time? The answer is simple; not easy, just simple. You’re no longer supposed to get things done (yourself). Let me qualify that statement: The things you’re supposed to get done are very, very different from what you used to do, before you became a manager. Read more...Agile Strategic Planning for a Rapidly Changing World I’ve been involved in many strategic planning cycles, both a member of the executive team and as the facilitator/consultant. For anyone to whom the strategic planning process is unfamiliar, let me tell you: they are a monsters to create. But, so we had learned, and so the management gurus out there told us, they were Critical to any Organization’s Success. Absolutely Vital. (Incidentally, the capitalization of these terms is not a typo, but a reference to Winnie-the-Pooh’s penchant for capitalizing Grand Words of Great Importance; he being a Bear of Little Brain, it helps him focus on the important things in life. )
Over the years, I have come to two conclusions:
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