PEOPLE & ORGANISATIONAL DEVELOPMENT: Developing the long-term capabilities of others and the organisation as a whole, and finding satisfaction in influencing or even transforming someone’s life or career. (Ross Dawson – Supporting business ecosystems, workforce change)
TEAM LEADERSHIP: Focusing, aligning and building effective groups both within one’s immediate organisation and across functions.
STRATEGIC ORIENTATION: Ability to think long-term and beyond one’s own area, involving three key dimensions: business awareness, critical analysis and integration of information, and the ability to develop an action-oriented plan. (Ross Dawson – Visionary Leadership)
CHANGE LEADERSHIP: Transforming and aligning an organisation through its people to drive for improvement in new and challenging directions.
COLLABORATION & INFLUENCE: Working effectively with, and influencing those outside of your functional area for positive impact on business performance.
RESULTS ORIENTATION: Being focused on improvement of business results.
MARKET KNOWLEDGE: Understanding the market in which a business operates, including the competition, the suppliers, the customer base and the regulatory environment.
EXTERNAL CUSTOMER FOCUS: Serving and building value-added relationships with customers or clients.
COMMERCIAL ORIENTATION: Identifying and moving towards business opportunities, seizing chances to increase profit and revenue.
Derived from the CIO Council competency framework
From Evernote, using the memory of the less good days of the CBK for a better result.
Don’t hide – face it.
Don’t let anxiety chew you up. Initiate contact to accelerate tension reduction.
Change ‘who is in charge’ – disarm them by taking control of the situation or at least your own responses.
Manage your SELF TALK
”Stop your thoughts.” Change your thought processes – STOP!
Remember that replaying old issues makes the next meeting START anxiously, in a charged way.
Get thru the few minutes and reclaim your life.
Move on immediately. LOOK AT YOUR WATCH & STOP, REFOCUS.
Think of success. Use your time wisely.
AIM TO REDUCE TENSION BY 1% EACH INTERACTION:
DON’T WHINGE. WIN!
Don’t dump. Move on from this whinging position and model the right techniques. Focus on what you can change.
Lose the need for recognition – No ‘I told you so’. Leave the other person with their dignity and ‘face’.
Anticipate and plan for others’ likely concerns.
Systems thinking – change one part of a system to change the whole system.
Start thinking of ways to make ‘concerns and anxieties’ a tangible issue for management (something that can be fixed).
Consider the intention/ motivation of the other person. Are they BAD? Or did they make you make choices you didn’t want to make (in hindsight)?
Your boss only has a few minutes interaction with you each day – don’t ‘take your boss home or to bed!’
Put first things first
Seek first to understand…
Sharpen the saw
Begin with the end in mind
Think Win Win
Recovered from Evernote, notes I made an eon ago:
1. Set the job parameters
2. Select your delegate
3. Explain the work
4. Advise the rest of the team
5. Follow up on check points/deadlines regularly
6. Assess the completed work – don’t expect it to be perfect straight off
In addition, make sure you set realistic deadlines and diarise key dates with the delegate and that they understand why certain deadlines need to be met. Finally, make yourself available to answer any questions that may arise..
This is a book review I did for a Law journal back in 2010. It presages an interest in different modes of engagement and variations on organisational hierarchy.
When Managers Rebel by David Courpasson and Jean-Claude Thoenig (Translated to English by Matthew Cush) Palgrave Macmillan, Basingstoke, 181 pages
The authors, two French sociologists, have worked with a range of organisations for over 20 years, carrying out surveys and running training programmes. They only recently became interested in exploring executive rebellion thematically, having previously considered individual accounts as random aberrant behaviours.
Reviewing two decades worth of notes, Courpasson and Thoenig have examined over 40 instances of managers saying ‘I’ve had enough!’ (or its French equivalent). The authors have analysed these stories to understand and consider if it’s possible to harness the creative energy of office rebellions and if organisations can benefit from structural changes, especially in decision-making.
The accounts come from banking, building, construction, engineering, manufacturing, steel milling and other industries. The narratives focus on the boundaries between individuals and the organization and the points of friction between top management and the plans they seek to implement on middle management and the organisation below. They feel authentic, are engaging and compelling and are written in a clear flowing form.
The closing chapters link the narratives to the need for more evolved organisational forms, proposing concepts and definitions including adhocracy (relatively informal structures favoured by professionals), post-bureaucracy (informed consensus through shared goals) heterarchy (self-managing non-hierarchical networks) and polyarchy (essentially, majority rule).
This a fascinating work, in the ongoing tradition of French philosophical review. The language of rebellion and revolt echoes the Gallic experience and adds energy to the bureaucratic back-room behaviours described in the case studies.
As a reader, I was left with an impression of the wasted potential in organisations, through flawed communication primarily, that left people shaken, disheartened and ‘walking out the door.’
This book is highly readable but I feel the ideas need be liberated from the language of the social scientists and translated, for the rest of us. Not just in words but in models for action. This is a work for business schools, current and future business leaders, HR and organizational development specialists and anyone else interested in making workplaces less wasteful and more humane places to work to engage with.
We need to act, to take these emerging forms and patterns and make them happen to establish and build vital post-hierarchical organisations that support creativity and innovation as well as perform key functions better, faster, cheaper and sustainably.
‘Capitalizing on the power of microfactories and the crowd, we may be able increase the speed and scope of innovation in manufacturing. Instead of investing our energy in just a few ideas, maybe we’ll eventually test hundreds or more. And in the process, who knows what genius designs we’ll find?’
How Microfactories Can Bring Iterative Manufacturing to the Masses SingularityHub 13 April 2016