Ok, everyone says it, get the best people. But its not easy to do when you’re dependant upon recruitment teams, the attractiveness of your brand and projects plus the waiting time required to get them in the door.
Though, its worth having a few trusted key individuals in place. They are worth the wait/weight in gold!
So… identify a few key roles. Review your contact list. Just find the time to push and push to get them. Without them your on quicksand.
Plus with transformation, skill is important, but secondary to WILL. You need people that are prepared to do what ever is required to get the job done rather than just what they know…
Category Archives: Leadership
Get Angry
It’s not going to go well most of the time. Why would it. Asking someone to change current habits requires dedication and commitment and generally results in unpleasant side effects every so often! An organisation is the same. So if things are not going well, get angry. Show its not right.
Don’t forget your project teams need love too..
In transformation, moving from one team state to another, its easy to forget that even though all the energy of the project focuses on building the end state team the programme team also requires building and nurturing.
If all energy is placed in planning great comms about the programme, skills frameworks, tools and environments for the end state team you omit the core change driving assets – the programme team.
They needs communication, skill development, motivation, great tools too…
Change = lots of interventions of all shapes and sizes
The small things in life make a difference. Small interventions are powerful. Simple changes in behaviour, questions e.g. how do you feel?, share stories, recognition, 3rd party talks… you name it they all add up.
Sometimes we expect when we want something to change, it should happen instantly. Thats not always the case so be prepared to let many interventions all add up into a change.
Its not easy to orchestrate but by believing that many small things can make a difference is a start. The intent will mean you change what you do that others will then be impacted by.
Example. We want the organisation to accept a faster more agile way of working so up front you try and tell them. That does not work because people need to buy into it, understand the impact to themselves as well as to the outcome.
– Showed examples of where it did work
– Asked open questions to understand current thinking
– Got options out onto the table and compared and evaluated
– Conducted learning sessions
– Listened to concerns and ideas
– Asked individuals to find different solutions to the problem
– Short but frequent sessions to enable reflection
Slowly they all add up and the change happens….
Avoid making decisions, well most of them.
The aim is for your team to shape the future, learn from mistakes and drive progress. By making all decisions you enforce people to pass the responsibility to you and restrict the chance for others to grow to support and develop the team.
So actively be selective and push back on making as many decisions as possible. Question why the decision cannot be made by individuals and ask actively for all problems to have a recommendation regardless of how comfortable people feel about it.
“What’s your position?” “What’s your recommendation?”
They are not complicated questions but open the mind up to more possibilities.
It will require great trust and support if things don’t’ go perfectly but learning is critical to change effectively.
So over time individuals will become more confident to own problems and solutions, the will feel empowered and trusted, there will be faster collaboration between teams and a larger collective driving change.
Become digital 