Leaders Protocol

Nurturing Human Resilience: The Cornerstone of Organisational Success

Peter — Tue, 24 Oct 2023 07:34:55 +0000

To our forward-thinking business leaders – at every level, innovative HR professionals, vocational academics, and the curious minds of tomorrow – this is for you. Understanding those with whom we work is becoming ever more relevant and important. Here’s why ….

In the fast-paced world of today, organisations are often compared to living organisms, pulsating with life, adapting, and evolving. But like any organism, the core strength lies in its individual cells. In organisations, these “cells” are us – the individuals. The heart of an organisation’s resilience beats within each one of us.

You’ve probably felt it. That unmistakable grit and tenacity that humans bring forth in the face of challenges. It’s our innate resilience. But here’s a truth I’ve come to believe over years of experience and recent research: nurturing individual resilience is the linchpin to creating a thriving, resilient organisation.

Decades of studies, including ones led by brilliant minds such as Deci and Ryan, Reeve, Maslow, Edmondson, Clarke, and many others, highlight the foundational importance of understanding basic psychological needs, personal motivation, and the concept of psychological safety. However, these aren’t just theories discussed in academia. They’re real, tangible aspects that influence our day-to-day work lives. Dive a little deeper, and it becomes evident that this isn’t merely about ensuring your team feels good; it’s about unlocking unparalleled innovation, efficiency, and adaptability.

Patrick Lencioni brilliantly contrasts the difference between a “smart” organisation and a “healthy” one. While being smart is about strategy, marketing, and finance, being healthy is about minimal politics, clarity of communication, minimal confusion, high morale, high productivity, and low turnover. It’s clear which one we’d all prefer to be part of, isn’t it? And why? In large part because our personal basic needs are being tended to; we (sometimes sub-consciously) feel more resilient and are inevitably more effective – not only in our work but across our unique and complex lives as the social species we are.

Yet, how often do we pause and consider the state of our basic psychological needs those deeply personal internal factors that have such a bearing on our resilience? How frequently do we reflect on our motivations or the quality of psychological safety within our teams? The honest answer is more often than not – not enough.

Have you ever wondered why some organisations can weather any storm, while others crumble at the slightest challenge? It’s tempting to credit robust financial strategies or cutting-edge technology. However, time and again, I’ve been drawn back to a more fundamental truth, one rooted in the very fabric of our humanity: individual resilience.

Every organisation is a vibrant tapestry of individuals, each bringing their own strengths, vulnerabilities, and unique perspectives. By recognising and nurturing the resilience within each person, we don’t just support individual growth; we lay the foundation for organisational resilience. And here’s the exciting part: it’s a journey that can only be embarked on together.

Now, let’s address the elephant in the room. Change. It’s inevitable and constant. Kubler-Ross’s change curve tells us that humans go through a series of emotions during times of change – from shock and denial to acceptance and integration. Underpinning the entire journey, we call on our resilience. Leadership plays a pivotal role during such times, ensuring that their teams’ resilience batteries are kept charged. Whether it’s the servant leader who nurtures, the transformational leader who inspires, or the pragmatic leader who strategically aligns resources, the essence remains the same: leaders are the stewards of resilience.

These are not just leadership strategies but a call to embrace our shared human experience and address our those needs that make us distinct in the animal kingdom and that have evolved with us over hundreds of thousands of years. They simply cannot be ignored.

However, here’s the catch. The journey towards cultivating resilience isn’t linear. It’s an intricate dance, oscillating between the individual’s internal world and the organisation’s external environment. Our workplaces aren’t just sites of task execution; they’re arenas where basic psychological needs, motivations, and the critical aspect of psychological safety play out daily.

So, to you, the inspiring leaders, dedicated HR professionals, and curious academics reading this, here’s my passionate plea and offer of assistance. Recognise and understand the symbiotic relationship between individual and organisational resilience. In a post-pandemic world where business resilience is one of the most common strategic challenges for businesses from sole traders to multi-national enterprises, resilience starts and ends as a profoundly personal construct within each and every individual. So, dive deeper into the complexities of human behavior, motivation, and needs, and weave them into your organisational tapestry.

And if you ever feel lost or overwhelmed, remember that you’re not alone. The constituency is huge and applies to us all – the more we turn to each other, the more we will understand. Through workshops, research collaborations, and a plethora of resources, there are so many who can be your partners in this journey.

As we gaze into a future where artificial intelligence and automation are set to revolutionise workplaces, the need to invest in human resilience becomes even more crucial. We’re not just preparing for a technological transformation but ensuring we have a workforce equipped, both mentally and emotionally, to navigate the uncharted waters ahead. The things that only humans can do will become less. Those things will be characterised by the unique, wonderful, complex qualities that make us who we are.

Bain & Co – “At the Top, It’s All about Teamwork”: Some Reflections

Peter — Mon, 23 Oct 2023 18:07:17 +0000

Identifying the intersection of the team and each individual within it may be a holy grail for senior leaders and social scientists alike. But is it relevant and if so why?

Bain’s compelling recent article poses an intriguing observation: teams indeed outperform individual leaders. This mirrors the oft-cited idea that the whole is greater than the sum of its parts. But for this hypothesis to truly be valid, it’s not just about collective dynamism. It’s about the health and vitality of each and every individual within that team. As the world evolves, particularly with the rise of AI, our context of being a “smart” organisation will undeniably shift as we focus on that which only humans can do. We’ve excelled at gauging and measuring smartness, but perhaps, we’re more likely to sidestep the crucial aspect of health. As roles evolve, demanding uniquely human capabilities, our mental and emotional health will hold paramount importance. So, while teams undeniably surpass individual efforts, there’s an inescapable need to tune into each member’s resilience, especially in top-performing squads.

Bain outlines five commendable traits that effective top teams exhibit: Direction, Dynamism, Discipline, Drive, and Collaboration. Each trait is indeed pivotal in its own right. But there’s a foundational element that seems to be lurking in the shadows: the individual’s level of resilience – their state of being and which they bring to the team collective. For instance, for a team to truly “win together through trust and inclusion,” each member must feel they belong. They must be secure in their position, approved by their peers, and have some semblance of control over their tasks and responsibilities. This individual resilience, rooted in Approval, Belonging, Security, and Control, cannot be overstated. Moreover, as teams embrace change (Dynamism), it’s the individual’s psychological safety that becomes the bedrock for taking risks and innovating. Vulnerability-based trust and a culture of care and challenge are indispensable, yet these are either touched upon lightly or entirely overlooked in the discourse.

That said, the article’s insights are undeniably sharp and as one would expect from Bain & Co reflect a deep understanding of team dynamics. The importance of aligning around the company vision, embracing changes, working effectively with clarity, persevering through challenges, and fostering trust and inclusion can’t be stressed enough. These practices are indeed the hallmark of effective teams, and Bain’s articulation offers a poignant reminder of the same.

While we applaud and readily welcome the practices highlighted in the article, it’s crucial to underscore the individual’s context. As leaders, as buddies, as organisations, let’s ensure that each member’s resilience is nurtured. This starts with recognising and addressing their inherent needs for Approval, Belonging, Security, and Control. By fostering an environment where Psychological Safety is a given, where care and challenge are the norm, we not only equip individuals to contribute meaningfully but also set the stage for a truly cohesive, high-performing team. After all, only when each team member thrives can we genuinely claim that the collective whole has outdone the individual parts.

Human Resilience and Agile Practices: A Critical and Supportive Peek …

Peter — Mon, 23 Oct 2023 17:17:18 +0000

The ongoing discourse on Agile practices is enriched by the compelling interplay between human resilience and the practical application of Agile. By drawing insights from Jennifer Riggins‘ very thought provoking blog and a spectrum of scholars, here’s a critique and endorsement of the article’s viewpoint.

Critique:

Scope of Resilience: An over-emphasis on individual resilience as a success metric for Agile practices may overlook the holistic nuances. As inferred in Jennifer’s blog, Approval, Belonging, Security, and Control serve as linchpins in constructing personal resilience. Beyond the immediate personal realm, Organisational Health, a concept illuminated by Patrick Lencioni, signals the harmonious intersection of cohesive leadership, clear direction, and an elevated workplace morale.
Agile in the Broader Ecosystem: Agile, while revolutionary in its approach, operates within the broader delivery ecosystem of organizations, as underscored by “The Four Disciplines of Execution”(McChesney et al, 2012). Execution is not solely about Agile practices. There’s an interdependent overlap that draws on focusing on the wildly important, acting on lead measures, maintaining a compelling scoreboard, and creating a cadence of accountability.
Contextual Nuances of Agile Implementation: Though Agile practices are profound, their success hinges on the cultural and contextual milieu. A potent blend of vulnerability-based trust, Psychological Safety, and leadership consistency, championed by thinkers like Amy Edmondson and Tim Clarke is indispensable. The organic interweaving of these principles crafts a foundation for the environment wherein Agile thrives.

Support:

Holistic Perspective: Jennifer’s holistic portrayal of Agile, rooted in human facets, is commendable. Yet even today, a tangible gap exists in the practical application of resilience-enhancing strategies. While theoretical frameworks abound, leadership’s capability to nurture resilience in teams is often uncharted territory. Yet, practical tools aligned with well-established theoretical constructs can expedite this journey. Often considered “boring” and maybe lacking an immediate dopamine rush with ever increasing immediate gratification, leaders must themselves be both tenacious and resilient themselves to yield the immense organisational benefits their practice can realise.
Practical Implications: The emergence of hybrid working adds another layer of intricacy. With diverse work setups, sculpting a resilience-conducive ambiance demands intensified focus and unwavering commitment.

Agile implementation does and always has necessitated a leadership evolution, pivoting leaders from supervisors to resilience catalysts.

Training and Development: A non-negotiable aspect of modern leadership is investing in resilience training. Such initiatives fortify individuals against both professional and personal adversities.
Fostering a Safe Environment: An environment that values both care and challenge, mirroring the principles of “Radical Candor” proposed by Kim Scott, should be a leadership cornerstone. Teams should be nurtured with empathy while being constructively challenged to drive innovation and growth.
The Art of Re-thinking: Drawing inspiration from Adam Grant’s idea of re-thinking, leaders must perpetually introspect and evaluate prevalent practices. Rodriguez Pardo’s question, “If we don’t do agility, what do we do?” serves as a timely reminder. An unwavering allegiance to Agile, without evidence-backed reasoning, risks echoing hollow Agile chants. Agility, when interlaced with resilience, anticipates and navigates impending changes adeptly.

The never-ending journey of organisational evolution must continue to be an area of focus for the academy. The fusion of insights across psychology, organizational behavior, and management can unravel the depth of resilience and Agile’s symbiosis.

As Agile practices become ubiquitous, its interrelation with human resilience, set against the backdrop of Jennifer’s and many other practitioner observations and insights alongside academic luminaries, gains prominence. A multidimensional approach, juxtaposing Agile within its broader organizational context and underscoring human resilience, offers a promising path forward.

We’re doing OK … honestly

Peter — Thu, 29 Jun 2023 18:41:02 +0000

You're in the cruise, you're doing OK ... so does that constitute success? Nothing bad is happening, things are progressing, and we're being patient, showing up, working hard. It'll come good, right?

I read John Cutler’s recent excellent blog titled “The Valley of Doing OK” and it resonated with so many of my own experiences and that with organisations I now work with.

John’s thesis is that doing OK is a dangerous place to be and articulates his theory really well, simply as always, elegant, and practical – I love it!

It made me think three things:

Thing 1 – Leaders

What roles do leaders play in both getting organisations into these situations – and let’s face it this is a common issue in my experience. My sense is that there are conditions leaders create, often unintentionally and have consequences that could be avoided. For example, senior leaders become conditioned to communicate good news only or least news that is couched as good news. There’s usually good intent behind their actions, nonetheless the message that may well be heard is “We’re doing OK” when actually the risk is that a slide into obscurity is around the corner or a focused push could yield huge success. Some leaders would rather not rock the boat and transmit a “Maintain course and speed” message. Once this is heard, the recipients may well just do that and risks begin to increase both in terms of likelihood of occurring and impact if they do because maintaining course and speed is not right for the business or increasingly, aspiring employees keen to develop.

So why would a CEO do that? That’s usually quite simple – it’s easy. Amidst a million tasks to do, the CEO can do the All Hands / Town Hall and deliver a simple “We’re doing fine” message. It’s passive, it’s not provocative, it’s unlikely to promote a barrage of questions. It probably won’t trigger claims for salary reviews or a mass exodus. It’s a low maintenance decision and sometimes that is OK.

Alternatively … I’ve met numerous CEOs who through no fault of their own aren’t adept or experienced about handling communications that are anything but positive. We’ve secured more investment, we’ve acquired a new client, we’ve shipped a new product, and so on. There’s a theme emerging here. The two scenarios take the “easy message” route; low maintenance and likely not to cause a stir with the audience and hopefully in the latter case, result in at least a small celebration.

The combination of the above two has in my experience given rise to senior leaders avoiding anything that may be contentious. An analogy may be that if I don’t look at my bank statement then I don’t know I’m overdrawn. If I don’t deliver a tough message then I don’t know how my organisation will react.

Doing OK inadvertently becomes a simple message that is actually dangerous, just not at the moment its delivered – the can has been kicked down the road.

Thing 2 – the audience

We’ve all sat and heard the State of The Nation from the CEO or some senior leader. We’ve all experienced the various emotional responses ranging from delight and pride to wondering who or what on earth the speaker is referring to as it bears no resemblance to your working life. My sense is that the so called “general population” has become far more demanding, and rightly so over the course of my career. A C-Suite member cannot now broadcast a message and not expect to get challenged and so in general I think its fair to say that greater care is taken nowadays to be more transparent, humble, and frankly, honest.

However, as has always been, is, and shall be evermore (big claim there), it will be the middle management, the extended leadership team, the team leads who will have the finger most accurately on the pulse of the organisational vibe. They may not understand or be aware of the strategic roadmap (that’s not to say they shouldn’t be), but if we’re talking roadmap progress, productivity, morale, sentiment, engagement and all those subjective aspects of the business, these are the people in the know – the best ones can smell it a mile away. I know from personal experience that saying to a good line manager, “Yeah, we’re doing OK” is likely to cause concern because it doesn’t really say anything and these communities tend to value precise insights and feedback on which they can act or at least synthesise to use in their own context and setting. Passive comments such as “We’re doing OK” provide no bearings on which to act are likely to result in one of two things. First, the person the senior leader is speaking to believes that they do not know and therefore quite possibly are out of their depth or have checked out or second they’re not being open, which in turn begs the question why not. Both are very sub-optimal for the recipient, do no good for the leader’s reputation, and are consequently bad for the organisation.

Thing 3 – so what should leaders be doing?

It’s OK to be doing OK but it’s not a sustainable position to be in for any period. There’s some aspects of John’s blog I disagree with here, e.g., doing the same thing because that’s what made you “be OK” doesn’t mean you’ll get the same results and remain OK because you’re not operating in a vacuum and external influences will hit hard sooner or later. John is spot on though that scepticism about change may well justifiably prevail and at the same time the same scepticism is probably a risk to making entirely valid changes to get out of the “Valley of doing OK”.

Communication is the very essence of organisational health and must be attended to, nurtured and developed by leaders especially to help avoid getting into the “Doing OK” pickle. Whether as mentioned before, it’s the easy route CEO / C-Suite communication approach, or the team leader speaking up and most importantly being listened to when concerned about the vibe they feel on a day to day basis, leaders need to have open, authentic communication channels that are crystal clear. Second, conflict has to be a natural and welcomed part of the communication that exists between leaders. Appreciating, being aware of, and understanding the differing perspectives that the various communities will experience is vital to acknowledging that conflict about many subjects is a necessary part of the communication journey we weave in our working day – it is not a bad thing, it is not personal, it benefits everyone, and yes, it takes practice too, so definitely falls into the “Simple, not easy” bucket.

To coin Chris McChesney (4DX), we need to be playing to win. That’s a soundbite for sure and needs a blog of its own to unpack. However the essence of its meaning in this context is that if teams are set up to win, rather than passively participate its a reasonable hypothesis that they won’t settle for “Doing OK” for many reasons – again which I won’t go into here. So if leaders equip their teams with the right tools, create the right environment, and evolve a culture commensurate with success, they’re in with a fighting chance of being more than “OK”.

“You’re doing really well, we just can’t promote you because, well you know …”

Peter — Thu, 29 Jun 2023 17:14:47 +0000

Technical competence is often way too taken for granted in individual contributors who are gifted at what they do. For leadership roles however technical competence is one part of the story and the development of different, equally important skills can be real barrier for many. Here's my thoughts on astarteny's recent blog

Mel’s recent blog, drawing on her wealth of lived experience could be a super useful asset to someone who maybe is finding it a challenge to get into that first leadership role. In my experience that first step is often helped by a line manager coaching and developing an aspiring leader, introducing them to the new skills, tips, and tricks they’ll need to hone leading a team of people. Before going any further, let me be really clear – a leadership promotion track is not the only one, nor one I favour over another; its not better than a technical pathway, harder, or in any way superior – its just different and its the one I know more about to write here!

Mel hits the nail on the head – the soft skills associated with leadership aren’t necessarily easy, nor may I add do they need to be too hard either; it depends how we look at and then tackle them. In essence when faced with the situation Mel elegantly describes, feedback and insights are vital to know what to fix. In an inherently subjective landscape, there is unlikely to be prescription or a set of rules, a procedure, or structured documented process to follow – each person is unique and how you as an aspiring or new leader behaves and how they respond is not always simple to predict – agile takes on a whole new meaning!

Good luck on your journey and if you’d like to feel free to reach out, I always enjoy helping with a friendly chat about this stuff

Leader’s Protocol Methodology: Phase 0: Being a High Performing Team

Peter — Tue, 20 Jun 2023 09:50:08 +0000

Where it all begins - you as an individual and group of people you work with. Becoming a team is a collective demonstrable choice, actions, and sustained behaviours, underpinned by shared collective values. Focus on that and you'll be unstoppable

The Team – that which underpins everything else

Ever since our ancient ancestors first banded together to hunt game, raise families, and defend their communities, the notion of a team has been evident. Human history is largely a story of people working together in groups to explore, achieve, and conquer. More recently, we’ve refined our view by saying for example, “People are our greatest asset”. And in relation to teams it’s also frequently claimed that “The whole is greater than the sum of its parts”. So how do we better understand and then harness this most valuable asset and create the greatest capability it can produce.

Let’s first define a team. It’s worthwhile doing this to be clear who should be included in any activity and know why they are there! A team can be defined as two or more individuals who socially or virtually interact; possess one or more common goals; come together to perform organisationally relevant tasks; exhibit interdependencies; have different roles and responsibilities; and are embedded in an organisational system (Kozlowski et al, 2006).

Team effectiveness is based on the logic of an input–process–output (I-P-O) heuristic. Working together with other people to get the “O” as strong as possible, means the “I” needs attention. It turns out that we tend to leap straight to the “O” without understanding the relevance and importance of the “I”. In short, leaders need to know each other’s ways of working, preferences, and even more personal information as fundamental input to get the best collective results between themselves and from their teams.

All teams have an operating state sometimes referred to as the team climate. A team’s “Collective Climate” relates to the performance, team member satisfaction, and team effectiveness. Whilst climate is affected by “stuff” that is imposed on the team, informal social interaction between the team’s members has a disproportionate influence on how the team collectively responds. We need to understand how teams react so that we know how best to adapt and evolve in our ever changing environment.

Of course, we all do this everyday in our subconscious. Investing in developing people and teams means we just consciously take time to work through it and what it means for us. For example, team mental models and team transactive memory are cognitive structures that team members use all the time to organise and acquire information. Mental models are knowledge structures or information the team holds in common, and transactive memory refers to knowledge of information, who knows what about what, or who! Whilst these concepts may sound like academic mumbo jumbo, they’re very practical stuff that if leaders appreciate, can go a long way to helping develop their team, making it more cohesive, with far greater efficacy.

But of course it’s not all about sunlit uplands – every team has rough patches and that needs to be explored too. Team Affect, Mood, and Emotion all involve good or bad feelings, and differ in the responses they evoke, the cause of the situation, and the duration they last. We can all deal with a minor hiccup but if we have underlying problems that keep surfacing then they need to be fixed or conflict emerges.

Conflict and divisiveness are common in teams and organisations. Left to fester, conflict becomes an unhealthy contributor to a team dynamic, discussion, and can be present in the most placid topics of conversation. Conflict can wreck cohesion and have a major impact on efficacy. Nonetheless, it is not necessarily a bad thing. In fact, as we’ll go on to see its actually essential.

Underpinning my methodology is the foundation stone of the team being able and willing to work together. Being constructive, humble, open to differing opinions, and a sense of vulnerability are generally pre-requisites for the exercise to be successful. In order to frame Phase 0, Lencioni’s The Five Dysfunctions of a Team is a key point of reference. A tale of organisational woe, its chapters will resonate for any leader and can be applied to any team.

Depending on the team characteristics, we can choose from a number of applied exercises. There is no “Tripod building using only drinking straws to balance a house brick” type games. I am sure they have a value, but I do not see it in a leadership development setting. There are real problems to be solved, so let’s focus on them and them alone. In my experience we can cover all of them focusing on the following topics as a means to get us there:

Establishing Trust
Embracing Conflict
Cementing Commitment
Being Accountable
Relentless focus on results

These team based exercises are vital to develop the collective horsepower a group of people can create. However, the very notion of a team comprises individuals – sometimes people who may have paid less attention than necessary to themselves as leaders. Therefore prior to any team event, individual sessions are recommended. This is a very focused intervention session centred on running a comprehensive assessment using the Hogan tool. This provides the delegate with some key data points that are always useful not only for the upcoming team event but even more so for their own ongoing development. Whilst less concerned with identity, Hogan focuses uniquely on two aspects vital to a leadership role and leadership behaviour. First the reputation you create as a leader and second shining a light on your likely de-railers or in other words, how you’re likely to respond under pressure or stress.

Coupled with a focused and intense (yet fun at the same time), team event, Phase 0 provides the personal and team tool kit to ensure Phase 1 to 3 can be executed to maximum effectiveness by all in the room.

Gossip and Why You Should Pay Attention To It

Peter — Mon, 19 Jun 2023 18:46:15 +0000

Your organisation is riddled with gossip - along with every other one in the world! The giving and receiving of information about others is something that defines us as humans. It turns out that it's not all bad too, despite the connotations the term tends to conjure. Read on for more ...

The Tapestry of Talk: Gossip’s Role in Shaping Organisations’ Ability to Perform

The chatter of gossip, often dismissed as trivial, runs like an undercurrent through the rivers of organisational communication – all organisations, all communications (convince me otherwise!). In this blog I take a peek into the enigmatic world of gossip, illuminating its complex role in shaping both individual and corporate reputations within an organisation. As humans we are unique in our ability to gossip with the intent of learning or sharing something about someone.

Defining Gossip in the Organisational Context:

For the purposes of this discussion, we’ll define gossip as the exchange of information between two or more people (most often it turns out to be just two), typically face to face, sharing information, observations, and judgments about named third parties not present.

The two Faces of Gossip:

Gossip’s influence within organizations is a matter of balance: it has the potential to build bridges or walls, to create or destroy, to uplift or undermine. One thing for sure – ignore it at your peril as a leader. It can help you or write you off and you can and do influence that probably on a daily basis. Structured properly you may even want some gossip to help mould and shape company narratives and personas, inform culture, recognise behavioural norms, and even catalyse change.

Why do we gossip?

Gossip is a universal human behaviour, one deeply rooted in our evolutionary history. Whilst the great apes do not gossip, they spend a significant amount of their waking hours observing and learning about their social groups which tells them a lot about their social situation – gossip without language? People gossip for several reasons. Firstly, gossip is a tool for social bonding. Sharing information about others can foster connections and build trust between the gossipers. If we gossip with a colleague, we are endowed them with what we probably believe is valuable. Whether it is or not is a whole different story, but often we want to give and gossiping is one way to do this.

Secondly, it can also serve as a form of indirect aggression, a way to harm others’ reputations without direct confrontation. Whilst this is increasingly high risk in today’s multimedia, digitally social and complex world, our desire for direct human to human communication is unlikely to be that affected despite many assertions to the contrary. The advent of the printing press was alleged to be the thing to destroy communication as has every communication development since – but we still like to gossip!

Thirdly, gossiping can elevate an individual’s social status by demonstrating access to valuable information (Emler, 1994). Sharing “valuable” information whether personal, private, commercially valuable, or even state secrets all feed our desire to have value and be liked.

Lastly, it serves as an informal learning mechanism, where people can learn about social norms, expectations, and consequences of behaviours without directly experiencing them. Often people want to understand something about someone and would rather ask a thord party than the person directly. Despite its potential drawbacks, gossip serves essential social and psychological functions, helping individuals navigate complex social environments within organisations.

Positive Impacts of Gossip:

Fosters Connection and Cohesion: Gossip can act as the invisible thread that binds individuals together, creating a sense of shared identity and group cohesion (Robbins and Karan, 2018).

Promotes Informal Learning: As an informal yet vital channel for sharing information, gossip facilitates “underground” organisational learning, providing insights into the cultural and political dynamics of the workplace (Begemann et al., 2018).

Regulates Behaviour: Gossip, when harnessed effectively, can deter negative behaviour and promote organisational norms. Fear of negative reputational outcomes can keep individuals’ actions in check (Emler, 1994).

Negative Impacts of Gossip:

Breeds Mistrust: Gossip has the potential to create an environment of suspicion, potentially damaging relationships and fostering a culture of uncertainty.

Instigates Conflict: Negative or controversial gossip can ignite disputes within teams or between individuals (Greenslade-Yates, 2017).

Poses Reputational Risk: Damaging gossip can have a lasting impact on a person’s or an organisation’s reputation (Cruz, 2012). Misinformation can lead to lasting negative perceptions that are hard to rectify.

Gossip and the Weaving of Organisational “Stories”:

Gossip serves as a storytelling mechanism, circulating tales of triumph, downfall, scandal, and redemption that collectively form an organisation’s narrative. This narrative, shaped significantly by gossip, can define the reputation of an organisation in the eyes of both its internal and external stakeholders (Waddington, 2015).

Gossip’s Impact on Reputations:

Reputation, built on the shared beliefs and evaluations about an entity’s character, can be profoundly influenced by gossip. Gossip is arguably the single biggest influence in building and destroying reputations. Your reputation is in large part made up by what people say about you when you’re not around – so its worth paying attention to. Gossip plays a crucial role in either reinforcing or reshaping beliefs, thus contributing significantly to reputation management.

Case Study – The Power of Gossip:

Consider the case of a successful business I have worked with, where a rumour circulated about the CEO’s impending resignation and pregnancy. This gossip, originating from a private conversation between two employees, spread quickly through the organisation – typically being embellished each time it was passed on. Soon, the rumour had grown arms and legs and was totally out of control.

As anxiety grew, the CEO decided to address the gossip directly. In an open forum, she acknowledged the rumour, clarified that she was not resigning (or pregnant), and used the occasion to praise her team’s dedication and reiterate her commitment to the company’s mission. It also opened discussions about succession planning and aired several other topics known to the subject of gossip.

In this case, the gossip, initially destabilising, was turned into a positive rallying point for the organisation, reaffirming shared goals and strengthening team cohesion.

Gossip, often ignored or derided, is a force to be reckoned with in organisational dynamics. When properly managed, it can foster cohesion, facilitate learning, and serve as an effective tool in reputation management. Left unchecked, however, it can create an environment of mistrust, conflict, and reputational risk.

It is imperative for organisational leaders, especially CEOs, COOs, and HR Directors, to recognise and understand the influence of gossip. They can then strategically leverage its positive potential while curtailing its potential harm, transforming this seemingly insignificant aspect of communication into a powerful tool for shaping stronger, more resilient organisations. Any leader who says “I do not listen to gossip” is probably underestimating its role, power, and their position to understand the organisation they lead.

“Strategy isn’t real until it manifests in all the practices, incentives, and constraints surrounding your team”.

Peter — Mon, 19 Jun 2023 06:57:42 +0000

The challenge of making strategy real for the majority of the people in your organisation is elegantly brought to life by the ever thought provoking John Cutler

Eloquently as always, John brings to life why making strategy real is hard. I took three things from this excellent blog.

A solid foundation of trust between the executive team and those “doing the doing” is critical. Not for one meeting, but a trust that permeates the daily working relationships
Communication authenticity needs practice so that the discussions to get to an optimal point can be had without them becoming adversarial. That means being able to relax into healthy conflict and emerge feeling positive and heard – and not whether you “won” or “lost”
The ability to make progress – whether great or poor is essential. Procrastination, repetitive pivoting, and reasons why its not the right time to start xyz is the ultimate killer. Accountability and clarity of purpose will drive action. Give it max 6 weeks of focused execution – there will be progress and those making the progress will know what to do next if points 1 and 2 are securely locked in place.

Executing Strategy: Turning Intent into Reality.

Peter — Sat, 10 Jun 2023 09:43:26 +0000

An enormous subject I love to work with. No one blog can do it justice, but here's some of the things that strike me as being very relevant when getting to grips with making a plan breath life and succeed

Section 1: The Problem Statement

The strategy is the backbone of any organisation, the ambitious plan that charts a path from where we are to where we aspire to be. It’s a constellation of intentions, goals, and objectives that promise growth, transformation, and ultimately, success. However, despite the colossal time and resources poured into the creation of strategic plans, they often do not come to fruition. The stark truth is, many organisations fail to bridge the gap between strategic intent and reality, creating a perennial issue that hampers business development.

Firstly, the common pitfall organisations fall into is the lack of clear communication of their strategy. It’s easy to underestimate the importance of articulating strategy in a way that’s comprehensible to everyone within the organisation, from the boardroom to the front line. Miscommunication, or a complete lack thereof, results in a disconnection between different levels of the organisation. The strategy may be designed at the top, but its execution is often at the grassroots level. If the people responsible for its implementation don’t understand the strategy, they can’t contribute to its execution effectively.

There’s a famous TED Talk by Simon Sinek, “Start with Why,” where he suggests that people don’t buy what you do, they buy why you do it. This holds for internal teams as well. A lack of understanding of the ‘why’ behind the strategy leads to a lack of ownership, enthusiasm, and ultimately, execution.

Secondly, the relentless pace of change in the business environment presents a significant challenge to strategy execution. Many strategic plans, meticulously crafted, find themselves outpaced by rapid technological advancements, shifting market dynamics, and evolving customer preferences. Strategies are not set in stone; they must be adaptable to external changes. A failure to revise and adjust the strategy in response to these changes often results in the strategy becoming obsolete even before it’s implemented.

Harvard Professor Rosabeth Moss Kanter, in her podcast ‘Thinkers50’, cogently stated, “A strategy doesn’t get you anywhere if you can’t develop the ability to execute it.” This underscores the third common issue – a lack of necessary skills and capabilities to execute the strategy. Even the most innovative strategies are destined to falter if there isn’t a team with the right skill sets to deliver on it. It is crucial that the human resource strategy aligns with the overall business strategy.

Lastly, there is the problem of inadequate measurement and follow-up. Peter Drucker’s famous quote, “What gets measured gets managed,” encapsulates this issue. Without proper key performance indicators (KPIs) and regular follow-ups, it’s challenging to track progress and hold people accountable. This often leads to misalignment between operational activities and strategic goals, and subsequently, the non-realisation of strategic plans.

The failure to execute strategy isn’t due to a lack of strategic planning but is a manifestation of problems such as miscommunication, inability to adapt to changes, a mismatch of skills, and inadequate measurement and follow-up. The challenge, therefore, lies not in formulating the strategy, but in its execution, in turning intent into reality. Our exploration of this subject will proceed by delving deeper into each of these issues, offering insights, solutions, and recommendations to bridge the chasm between strategic intent and organisational reality.

Section 2: The Pace of Change and Strategy Execution

Navigating the high-speed highway of modern business involves constant adaptation and evolution. Today’s landscape is one where the pace of change – driven by technology, competition, market dynamics, and customer expectations – is relentless. It’s in this setting that organisations often struggle to execute their carefully crafted strategies. The key to success lies in managing change effectively, staying focused on strategic priorities amidst the whirlwind of daily operations, and providing calm and stability.

Managing Change

At the core of strategy execution is the ability to manage change. Change can be daunting, often met with resistance. It’s the leaders’ role to transform this resistance into receptiveness. This calls for excellent communication, involving employees in the process, and giving them the resources needed to adapt.

Managing change also requires agility. Agility means not being married to a strategy that’s outdated due to changes in the business environment. Leaders should be prepared to revisit and revise the strategy, ensuring it aligns with the current context. As a Harvard Business Review article pointedly stated, “In an era of constant change, the spoils go to the nimble.”

The Whirlwind and Strategic Focus

The concept of the whirlwind, presented in the book ‘The 4 Disciplines of Execution,’ refers to the urgent daily activities that consume our attention and resources, often at the expense of strategic goals. The whirlwind is unavoidable and necessary for maintaining operational functions. However, when the whirlwind becomes all-consuming, it can divert focus and resources away from executing strategy.

It’s crucial to distinguish between what’s urgent and what’s important. Not all urgent tasks are important, and not all important tasks are urgent. Strategic goals, although not usually urgent, are critical to long-term success. Leaders must ensure these goals are not lost in the whirlwind. This could involve setting aside dedicated time for strategic activities or establishing clear ‘lead measures’ (proactive measures that drive goal achievement), as suggested in ‘The 4 Disciplines of Execution.’

Providing Calm and Stability

In the face of constant change and the whirlwind of daily activities, leaders must provide a sense of calm and stability. This allows teams to focus on their work without being constantly derailed by changing priorities or uncontrolled chaos.

Leaders can provide stability by clearly communicating the strategy, setting expectations, and helping teams understand how their work contributes to strategic goals. A leader’s ability to remain composed and make thoughtful decisions amidst change and chaos can have a calming effect on the team, allowing them to focus on their tasks rather than worrying about the uncertainty.

Focusing on What Moves the Needle

When it comes to executing strategy, it’s essential to focus on what “moves the needle,” meaning activities that have a substantial impact on strategic goals. However, these activities are often challenging, requiring significant effort, resources, or changes in behaviour.

There’s a natural tendency to focus on easier tasks, those we can quickly tick off our to-do lists. But while these tasks may give a sense of accomplishment, they often don’t contribute significantly to strategic goals. Leaders must cultivate a culture of discipline and resilience, encouraging teams to take on challenging tasks that move the needle, even if they’re harder or take longer to complete.

Dealing with the pace of change while executing strategy is a balancing act. It involves managing change effectively, maintaining focus on strategic goals amidst the whirlwind of daily operations, and providing a sense of calm and stability. It’s about focusing on what truly moves the needle, embracing the challenges that come with it, and staying agile and adaptive in the face of change. This approach turns the daunting pace of change into an ally rather than an obstacle in the journey from strategic intent to reality.

Section 3: Measurement and Accountability in Strategy Execution

Measurement is a critical component of strategy execution, serving as a navigational aid that guides an organisation towards its strategic objectives. However, the process of setting up effective metrics and ensuring accountability can be a complex task. In this context, we’ll explore why we measure, what we should measure, and how to do so effectively. Additionally, we’ll comment on the roles of accountability and ownership, and the significance of rewards and recognition.

Measurements for Success: Why, What, and How

Measurement provides a structured approach to assess progress, identify areas for improvement, and ultimately, drive action towards achieving strategic goals. It offers an evidence-based perspective on whether the strategy is working or needs adjustment.

Deciding what to measure is paramount. The ‘4 Disciplines of Execution’ proposes focusing on ‘lead’ and ‘lag’ measures. While lag measures track the success of your strategic goals (they ‘lag’ behind the effort), lead measures track the actions that drive or ‘lead’ to the achievement of those lag measures. This dual focus helps align daily activities with the strategy, providing real-time insight into performance.

The ‘how’ of measurement is about the mechanisms and tools used. For some organisations, this could be balanced scorecards or strategy maps; for others, it could be digital dashboards. The crucial aspect is ensuring these tools are accessible and understood by everyone involved in executing the strategy.

Accountability and Ownership for Metrics

Accountability and ownership are the engines that drive measurement from a passive to an active process. When individuals or teams are accountable for specific metrics, they are more likely to take ownership of the actions required to influence those metrics positively. In ‘Playing to Win,’ the authors emphasise the significance of assigning accountability, stating that strategic choices without clear ownership merely represent a wish list.

Playing to Win and The 4 Disciplines of Execution

‘Playing to Win’ advocates making tough choices to create a winning strategy. This echoes the ‘4 Disciplines of Execution,’ which suggests focusing on a small number of wildly important goals (WIGs) and giving them top priority. The connection between these concepts underscores the importance of focusing on the metrics that matter most, those tied directly to the strategic objectives, and having a clear action plan to ‘win’ in those areas.

Reward and Recognition – Team and Individuals

A powerful motivator in strategy execution is the use of reward and recognition. Rewards can be tied to the achievement of key metrics, creating a direct link between individual or team performance and strategic success. Moreover, recognising individuals or teams who contribute significantly to strategy execution can create a sense of pride and ownership, fuelling motivation. While individual recognition can boost morale and motivation, team recognition can foster collaboration, breaking down silos that might hinder strategy execution. As business strategist John C. Maxwell once said, “Teamwork makes the dream work,” and this is particularly relevant in the context of strategy execution.

Effective measurement, clear accountability, a focus on what’s vital, and thoughtful reward and recognition systems form the basis of successful strategy execution. By paying attention to these aspects, organisations can bridge the gap between strategic intent and the realisation of those strategies, ensuring their journey from planning to execution is not just efficient but also effective.

Mastering the Art of Strategy Execution in Business: Fundamental Principles

Peter — Wed, 07 Jun 2023 17:54:08 +0000

A subject that I spend lots of time working on with leaders and teams. Every project is unique and at the same time lots of factors re-occur.

TL;DR

Strategy execution involves more than just grand plans and theoretical models. Real-world success necessitates comprehensive engagement of the entire team, clear and effective communication, fostering organisational health, ensuring accountability, establishing measures of success, and maintaining focus on strategic priorities. Drawing from lots of resources – academic literature, books, social media, and podcasts, this blog post explores each factor, illustrating why these elements are crucial and how they can make or break your strategy execution.

Engaging the Whole Team

Harvard Business Review often emphasises the importance of holistic team engagement in strategy execution. A strategy that’s inclusive fosters a sense of belonging, leading to higher employee productivity and satisfaction. Netflix’s ‘Freedom and Responsibility’ culture, documented in Patty McCord’s book “Powerful”, is an excellent example of a company engaging its entire team, encouraging them to think like business owners.

Effective Communication

Effective communication is a pivotal pillar of any successful strategy execution. A study by Project Management Institute found that ineffective communication leads to an average loss of $75,000 per year for small companies. Elon Musk’s tweets provide a unique example of how communication can shape public perception and drive company strategy. On the “WorkLife” podcast with Adam Grant, Musk elaborated on his communication style, proving that clear, concise, and timely communication is vital in keeping everyone on the same page.

Organisational Health

Organisational health is about creating a supportive environment that enables everyone to perform at their best. This involves nurturing positive office dynamics, promoting work-life balance, and fostering continuous learning. McKinsey’s study [5] on organisational health suggests that healthy organisations are twice as likely to outperform their competitors. Google’s ongoing commitment to creating a thriving work environment, as depicted in the book “Work Rules!” by Laszlo Bock], underlines the influence of organisational health on a company’s performance.

Accountability

Without a strong culture of accountability, even the most brilliantly conceived strategies can fall flat. Accountability cannot be thrust onto people; they must accept it, and own it. According to a survey by the American Management Association, 21% of companies believe that they have an effective accountability system. But success stories like the one described in Patrick Lencioni’s “The Advantage” show the tremendous impact accountability can have on strategy execution.

Measures of Success

Establishing clear measures of success is crucial for tracking progress and adjusting the course as necessary. According to a study published in the Strategic Management Journal, companies using performance metrics for their strategic initiatives achieved a 60% success rate compared to 35% for those who did not. Instagram co-founder Kevin Systrom, in an interview on the “Masters of Scale” podcast, discussed the importance of defining and using the right success metrics during Instagram’s early growth.

Maintaining a Clear Focus

Last but not least, maintaining a clear focus on strategic priorities is vital. In his book “Good to Great,” Jim Collins describes how companies that focus on what they do best outperform their competition. Moreover, the infamous #DeleteFacebook campaign underscored how companies can lose sight of their strategic focus, highlighting the necessity of remaining vigilant about core business objectives.