Are you busy? Or are you productive?
This year has brought many changes and we all had to innovate with great speed. One of these areas is the way we are working. After month in this frency, I hear more and more people mentioning that they are simply too busy; too many meetings, changing priorities, new organisational structures, people leaving companies... This is stressful and I see people around me burning out. What are we doing wrong?
Inspired by this Entrepreneur article - 4 Ways to be More Productive, not just Busy - I put together a set of simple principles on how to create more value and not simply working more hours. And if you only want one line it goes like this:
1) Know Your Priorities - with external input and based on a good conversation in the team create your own priority list and keep evolving it. Reduce distractions and stop following other people's priorities.
2) Big Rocks First - based on your(!) priorities first plan your second quadrant activities - these are the important and non-urgent items - in your daily, weekly, monthly and quarterly calendar. Only then add the urgent stuff.
3) Experiment - avoid perfectionism when you deliver and frequently interact with the people you are are creating value for. Switch to try-to-learn experimentation. This means try things out, build prototypes to test your assumptions and then validate them - it is a learning journey.
4) Reflect & Energise - take regular breaks by simply looking out of the window and pause - wind down for 5-10 minutes every hour or so. This will make your creativity flow and new ideas will pop up.
How are you switching from sprinting to creating lasting success? I am sure that Iolanda Meehan, Veldhoen Company, can provide more excellent advise on this.
Agile Innovation in Uncertain Times
The last two days I joined the 4th Annual Open Innovation Virtual Summit as a participant and as a speaker. It is great to from large companies (ABB, Givaudan, Orange, Roche, etc.) how they are facilitating and rewarding ideas and innovation within their organisation. A common thread is that it is vital to put the customer at the centre of the innovation process and work together with the external ecosystem. This was creatively underlined by Gregory Poletta's introduction of the Da Vinci Mindset - think impossible!
People Excellence was at the centre of my speech where I highlighted that a new, positive leadership style is a fundamental driver for innovation and therefore vital for lasting success in today's business environment. Empower and facilitate creativity & experiment based on great relationships and a meaningful purpose.
Big thank you to the organiser Milana Dreo, Vonlanten Group, and to the two hosts Jordi Rafols and Andy Wynn. With great curiosity, I am looking forward to the next summit!
Over the years in sparring with leaders on operational excellence, the question of how to structure the organisation is coming up regularly. And as so often, the unsatisfactory answer pops up: "It depends...". Are we creating a global structure that supports the different teams? Are we focusing on a region and integrate all functions in one structure? Shall we go down the path of a matrix organisation? All options seem to have major drawbacks.
While the answer is not simple, I like to think along a few principles that guide the design of the organisation. All of us are engaged in two categories of work. One is focusing on daily operations and is directly impacting the value creation within the company. The other is more strategic thinking and reflects on the way we operate and improves and innovates the operation. So, how does that impact organisational design? Let's look at some examples.
In one global manufacturing organisation, the environment, health & safety (EHS) team was looking the best way to serve the different organisational units. On the one hand, the company is divided into different business units and regions. On the other hand, the EHS team is organised in different functions like product safety, process safety, etc. Are we creating global, functional teams that are serving the regional operations, e.g. packaging, manufacturing, import facilitation, etc.? As a result, the specific, local nuances are often neglected and the functions within the region are not well aligned. Shall we design the organisation along the regions? Then, a result is that within a function, the global alignment receives less attention.
In a service organisation, a technical delivery department was looking how to organise themselves more effectively. The company is organised according to business units (customer segments) and regions. Plus the delivery team has different subject matters like data warehouse, software platforms, user journeys, etc. Currently, the company is organised according to the subject matters. And, as a result the collaboration between these units is very poor and the speed of delivery is limited. Shall we change the organisation to a business unit and regional structure? How can we ensure alignment within the subject matter units?
Let's go back to the principles above of daily operations and strategic thinking. All of us are engaged in contributing to the value creation within our company as part of our daily work. At the same time, we also reflecting on our way of working and preparing the organisation of the future success. In my eyes, we should focus first on value creation. And the organisational structure should reflect this by creating departments and teams along the value chain. In the EHS team, this means that we are establishing regional, cross-functional teams that focus on the value creation of the customers. And for the service organisation, we establish teams along the business units and regions - incorporating the different subject matters.
Ok, great! And how can we align the different subject matter experts globally? In my experience, formal global communities of practice allows to bring these experts together and share experiences and define new standards - building the platform for future success. This is much better than engaging in complicated matrix organisations with double reporting lines.
In which area do you want to try out this organisational design?
Leading for Rebound - Survey Part II
May 2020! I clearly remember how we were looking at the later part of the year: a 'new normal' might have st in, the worst of the pandemic might be over and maybe we can travel. We were pretty wrong at the time. What seemed strange in May 2020 has often become part of our everyday life today.
At that time, we started our first survey and now, it is time for a follow-up. We want to send you the second round of our previous survey - the same questions - and we are curious to see what has changed. Please answer as spontaneously as possible. It should take you less than three minutes to complete.
What happens with your answers? They are valuable to understand the urgent - and not so urgent - needs of leaders. We intend to use this data to continuously track the leadership sentiment in organizations like yours - and help you to strengthen your leadership muscle.
About Hive 17 and morethentic:
Hive 17 and morethentic are dedicated to enable individuals, teams and organizations to drive change and growth while respecting everyone’s contribution to success. With offices in Europe and in Asia we help clients to connect cultures and to be successful in new environments.
This survey is created in collaboration with Actavia, your Singapore-based sparring partner to successfully run your business in the region.
Since several months now we engaging in a new routine: in front of our computers, we are looking at the webcam and talking to our peers or to a wider audience. When we are lucky, we receive some audio or even video back. Though, overall it is very difficult to gauge our peers and employees' engagement. What do they think? How do they feel?
We can all agree that face-to-face interactions are much richer and create a better conversation. At the same time, virtual conversations will stay and we have a great opportunity now to become better at it. Creating a wider selection of environments that allow excellence at work. And for this, we collected a few tips to become a better virtual leader.
Eye Contact - The awkward thing in video calls is that when we look at the other person's eye, they see us looking at another direction. In order that our counterparts perceive that we are looking at their eyes, we need to look directly at the camera. Something I realised that takes practice and the best way is to switch focus between video screen and camera.
Appreciate Pause - Sometimes technical things go wrong - and that is fine. We don't need to fill in every second with audio and activity. A short pause - and a longer silence break - is appreciated and gives room to think. So, next time your presentation doesn't load, give a short announcement and pause the commentary.
Gesture Engagement - We are more than our face. And often in video calls, the camera is focussing only on our face. This means, our presence is less lively and the participants will not experience our gestures. So, step back and show some of your torso and your arms.
Small Talk - The current situation and the awkwardness of talking to a computer can make us tense. Start your session with some chit chat. This will loosen up yourself and makes the entire conversation more relaxed. Let's smile and laugh more.
Less Topics - In my experience, to cover one topic we need at least 30 minutes discussion. I have seen too many virtual meetings that are trying to cover too many things. Focus on the topics that require a healthy discussions and minimise the number of different topics. Oh, and virtual sessions that last longer than 90 minutes are significantly less effectective.
What did you learn to become a better leader in the virtual environment?
Source: Your webcam is killing your leadership presence. Save it in 3 steps
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Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.