Our current COVID-19 situation is accelerating at an enormous speed and we can only wish that the peak will be getting closer and all our families and friends stay healthy. At the same time, it is not all gloom - it is an excellent opportunity to take responsibility for our own excellence.
The article here - How Will things Be Different When It's All Over? - is rightly asking the question: what can we as business leaders do now to prepare for the next three phases: Rebound, Recession and Reimagination.
Rebound: are your teams aligned with a collective dream? Do we all run in the same direction? And did we establish effective collaboration routines that create transparency while avoiding micro-management? When I talk to teams struggling with working from home, I often hear that people lack motivation, trust, efficient tools, etc.
Recession: one way to react is to shut down everything - total cost management. For me another question is more forward-looking: how can we maximise value creation with the existing assets. That might mean, we can find new customer groups that have an interest in utilising our assets. And we can take the economic slow-down and review our operations and make the fit for the rebound.
Reimagination: here we can be creative and see new opportunities unfolding. And a human-centric approach will allow us to go deep in understanding our existing customers how their needs have changed. Where are the new value generation opportunities? How did preferences have changed? How can I react fast to deliver on this value? Everyone in the organisation is part of the customer journey; in my experience we all need to work closely together to create an experience for our stakeholders.
Back to the article, it suggest a few inspiring success factors:
Thank you, Daniel Benes, for sharing!
One of my core beliefs is Positive Leadership; I am supporting leaders to adopt a human-centric approach to drive operational excellence. And our recent study showed, that human-centric traits are accelerating innovation: Sustainable Innovation Requires a Solid Foundation.
Some leaders respond to me that they agree to this belief and at the same time fear that they are seen to be weak. Leaders are supposed to be strong, able to command people and need to make "tough decisions" - right? In today's world, uncertainty is accelerating and we can not rely on historic recipes; traditional leadership styles will not deliver fast and sustainable success. Based on a neuroscientific understanding, these leaders will prohibit creativity, stifle motivation and drain energy.
A human-centric personality trait is a strength for today's leaders. Empatic leaders will be able to give energy to people, they will be able instil intrinsic motivation. Giving teams a clear and meaningful direction is vital for long-lasting success. Removing the barriers to creativity and agility will lead to fast results. Be bold, follow your heart and mind, and avoid falling into old patterns.
Thank you Emmanuel, for our conversation that led to this insight.
My fellow transformation practitioner, Kamales Lardi, published an article sharing her views on the challenges that occur when executing a digital transformation strategy - Digital Transformation: How to develop strategy under uncertainty. A great list for leaders to understand how we can contribute to successful initiatives. And it made me thought, can we even give it another spin, make leaders bolder?
#1 Create a Confident Leadership Team
#2 Thrive in Uncertainty
#3 Create a Frame for Fast Results
#4 Create a Human-centric Organisation
#5 Implement a Structure that Strengthens Creativity and Agility
Am I the bottleneck to our business success?
How do you translate your vision into action?
Do I appreciate the creativity and insights of all people in our organisation?
This week I coincidentally stumbled across this simple explanation of the foundation of agile. A reminder for myself - and for all of us - where does agile come from.
"A set of values and principles that guide the team’s decision making."
For example, the interaction with people is more important the processes and rules; or the collaboration with the customer is more valuable than the contract we negotiated. These will guide a team to make the right thing.
And as a leader? Give your teams a clear direction, remove barriers, motivate intrinsically, stay close with them and join the party as an equal.
What did I miss?
End of last year, we initiated a benchmark survey on how different companies experience their journey to accelerate innovation mindsets. How can we fully exploit our potential to deliver novel products, processes and experiences to our customers. We presented a number of activities and traits and asked two simple questions: are these important for innovation? and are they established in your organisation?
Here are the results of this APAC-focussed survey; they show clear indications on where to put energy and where to start:
Find here the complete survey results: The Current State of Innovation - Report.
Big Thank You to all that have participated in the survey!
In order to be successful in an environment where change and disruption are accelerating, we need to significantly speed up the way we work. Though, success is not achieved with rushing; greater velocity can be achieved with reflection on doing the right thing - slowdown to speedup. Sustainable success is based on creating a frame, empowering people and facilitating intrinsic motivation.
Where do you see these elements in your organisation?
The world is getting automated, more mundane processes are taken over by robots and all of us will be confronted to interact with smarter machines. This has an impact on the future-proof skills we require.
This McKinsey report highlights the key skills that we need to focus on for our employees:
Are you ready to solve problems with speed? Are you ready to pick-up the latest trends? How well are you collaborating beyond your silos? In my eyes, this underlies the need for new structures to create deeper understanding of the people we work with and to experiment and execute creative solutions.
Five Fifty - Soft Skills for a Hard World
"Live the best life you can. Life is a game whose rules you learn if you leap into it and play it to the hilt. Otherwise, you are caught off balance, continually surprised by the shifting play. Non-players often whine and complain that luck always passes them by. They refuse to see that they can create some of their own luck." - Darwi Odrade
from "Chapterhouse: Dune" by Frank Herbert
On a daily basis, we are pushing our teams for speed and cost. Do we get better, sustainable results? Neuroscience tells us we might be wrong in doing so.
Without going too deep into neuroscience, establishing new mindsets is literally about rewiring our brains. Neurotransmitters from new paths in our mind; this is creating new learning and helps us to transform. Two conditions support this rewiring.
Our brain will only be able to rewire when we are in a positive emotional state; we are open to new thoughts and discoveries. In addition, the new neural paths will be build over time based on repeating the new patterns. One simple and effective way to start is to visualise the positive outcome and repeat towards achieving it.
Instead of creating pressure, engage with our people and discuss with them how success looks like and what actions we think will lead us to this success. And let's have fun along the way.
Source: The Neuroscience of Habits, by Brigitte Najjar (Udemy)
This article is an excellent summary on how to be an inspiring leader and apply a coaching style. And, in my experience these five points are applicable for all of us, not only millenials.
Do you thrive while being micromanaged and kept in the dark of the big picture? Do we feel great by being exploited for the task at hand and standing in front of a huge obstacle? Aren't we all in for a long-term career across multiple organisations (and open to join an old boss)?
Let's make leadership easier for us leaders and us team members:
1. Provide structure and sharpen their focus
2. Create opportunities for growth
3. Encourage ‘quick wins’
4. Foster an environment for learning
5. Give opportunities to bolster their CVs
How to Coach Millennials
In the recent months, I am very happy to support various teams in getting more agile. Last week, I had a call from one of the sites: "Tim, we have a huge problem! Some of our experiments have failed and some teams can't finish their projects" - "Hey, that's great! What we are focusing on is that we experiment and learn - getting faster along the way."
In a conversation earlier this week we reflected on this. Cultivating an agile mindset not only means applying the processes and methods for developing new solutions. In the example above, the teams struggle with significantly shorter project times and delivering experiments instead of fix deliverables - as usual, this is a journey.
Therefore, we need to experiment and use agility in applying the methods, concepts and processes of becoming agile. Experiment to experiment, be agile in becoming agile - if that makes any sense.
Implementing visionary solutions is like climbing a mountain. And so is to change a mindset of people. Why not using the same approach to take small steps to conquer the summit?
The first time I saw this video (The 7 Habits) I felt so... confirmed, I think. In my experience in the business and as a father I can only attest and share many stories about how we better pull people to their success than push.
Yes, you can put people under pressure and they deliver what you want - until you let go of the pressure. If you want to create a drive in people and then they run with their own energy, isn't this a more sustainable and actually effortless approach? I think in theory this is called an eco-systematic approach; dealing with the context of a situation in a more human-centric way (yes, I need to read more about this).
How can you pull people and create an inner drive? First of all, patience. Then, here some tips:
* agree together on a meaningful purpose and on how the result will look like
* provide freedom on how to reach the result
* engage in frequent coaching conversations; ask how does it go, what are the concerns, repeat the purpose
* hey, and why not join them on their quest, on the same level - just because it is fun
What are your experiences in this field?
For the last about 150 years, we have become very good at becoming efficient. We have automated farming, manufacturing, and are full steam ahead in automating services.
In this process, we focused on making individuals and small units hyper-efficient. We looked at organisations as a system and producing in large scale based on rigid processes; using people as robots in these systems.
Today, the world is changing rapidly, predictions become less accurate and the systems don't operate in a stable environment anymore. In this context, how do we know that we are optimising the right processes and systems? Are we wasting efforts on the wrong things?
In order to be fast and successful in this uncertain environment, I suggest to focus back on the effectiveness of the overall organisation. Cultivating our relationships with peers, suppliers, customers. And, creating structures and routines which allow us to learn fast, reflect and focus on the right things.
Where do you want to reduce waste today?
Today, I have a very quick Friday Share. What is the foundation to be successful?
1) follow your dreams, values and beliefs
2) have an authentic relationship with yourself and the people and things around you
Thank you Jags Burhm for our insightful conversation today!
Happy Friday to all
We at Hive17 Consulting are devoted to creating an environment for people to work with passion, engagement and fun via positive leadership and intrinsic motivation. We believe that it takes more than perfect processes, systems, organizational charts and value statements to make your company successful. Our people need to understand, shape and believe in the change journey. And for us, it is clear that this foundation will unleash people’s full potential.
Where is your heart: in Design Thinking? or in Agile? Both concepts are used a lot in the context of innovation and excellence. I heard a lot of arguments from both "camps" which is superior and that the one is a subset of the other - rich discussions.
What most can agree is that the underlying concepts are pretty similar - why not use both? In programs I have conducted - especially in order to become excellent - I have combined them to accelerate creativity and speed.
There is a huge overlap: both concepts are about empowerment, experimenting, minimal viable products, fundamental concepts of agility (arguably from Lean Manufacturing).
Where they distinguish are in two particular areas; and it is good to understand their strength apply where most valuable. Here is how I make the simple distinction.
> Create Ideas: human-centric Design Thinking helps to go deeper in your understanding of the customers and stakeholders.
> Execute Ideas: the strong focus on iterations in Agile, combined with the scientific approach of measuring assumptions are great to accelerate momentum when solutions are implemented.
How do you see the two concepts play with each other?
"The Value of Everything"
Everybody is talking about innovation and yes, it is a critical components for the sustainable success of companies - and entire societies.
This article (long read) shares the experience of successful innovation in a larger scale - how governments can push creativity and successful new solutions for cities, provinces, countries - large scale. And the result:
>> Innovation is driven by a mission <<
In detail this means:
* let's be bold and inspirational
* aim at high ambitions that are risky
* define clear timelines and results
* connect people across silos
* give research teams autonomy and allow them to experiment
How are you applying these points in your team / lab?
This economist has a plan to fix capitalism. It's time we all listened
Linkage has organized a great event earlier this year and shared here their insights.
1) Be authentic
2) Leadership requires intention
3) Collaboration is key
4) Look to your own "Success Circle"
5) Seek out your opposite
6) Never stop learning
Do we need more inspiring people that can give us direction and at the same time provide space to others to grow? I do believe so...
What are your favourite leadership traits?
6 Leadership Truths from Learning Teams at Linkage’s Global Institute for Leadership Development (GILD) 2019
During the last two days, the regional Design Thinking community met in Singapore to exchange experiences, thoughts and questions. Here my key take-aways...
"Experience design is about *real people*, real life; let's focus on empathy and ethics."
"Idea creation is *messy and random*; don't kill it with KPIs."
"Use Design Thinking as a *pull* to a new way of working."
"Continuous improvement brings detractors to passives; experience design brings passives to promoters."
"Good design is about an integrated view of the entire business and brings alignment across all stakeholders; that is where the value comes from."
"Design thinking transforms to drive value creation, better collaboration, a culture of experimentation and a common purpose."
A big thanks to the organisers, speakers and participants! I enjoyed the event a lot.
"Instead of forcing change, create an environment where change can happen"
What is the difference between Efficient and Effective?
This is a very illustrative video that shows how difficult it is to shoot for short-term efficiency. In my eyes, effectiveness means I am creating a platform that enables to deliver excellent results in a sustainable way - again and again.
How do you create this platform of excellence?
> agree on a purpose, an ambition, common results
> provide autonomy on how to reach these results
> engage in frequent conversations and enable a smooth journey
> join them in their quest, support as a participant
How do you see this happening in your work?
FranklinCovey: the Win-win Agreement
This is where diversity meets innovation. Do you want to through the ball very far? Then you will get more crazy ideas when you connect with people that are different from you: different departments, different regions, and why not with your customers and suppliers?
Diversity for me means to absorb insights and opinions from any person you interact with; irrespective from their gender, race, education, hair colour, social status, etc. This is the start of deep learning.
Today, in our production facilities in Thailand we started to discuss how we can execute ideas to improve productivity in a different way: achieve results in a faster way while keeping the big picture in mind.
The excellent outcome of today's workshop was the definition of Focus Topics. We took the solution ideas we created during a Design Thinking workshop in August and modularised them into smaller chunks that can be implemented as minimal viable products. The teams have now selected the first Focus Topic which will be implemented in the next three months. The graphic below vitally supported the understanding of this concept - visualisation is such an important aspect in discovery.
The objective of this approach is not only to create tangible results fast; we also aiming to cultivate agility and a new mindset. Looking forward to see the results soon.
“This is what transformation is about: Giving people a purpose, connecting them to the right people across different silos, and engage them, motivate them and make it fun.”
For our third podcast episode of #LostInTransformation, we sat down with Tim Wieringa, internal consultant for innovation and collaboration at Huntsman. What are the 3 most important challenges when managing change? And how long does it take to change people’s mindsets and routines? Tim opens up about facilitating a move from Command & Control towards Facilitate & Guide, shares his tips on introducing new behaviors in companies, and talks about the role of culture and trust in reaching business goals. Tune in now to find out more:
How can you stay positive every day? For me it is about getting energy from within:
* know and live your values
* be mindful
* stay fit.
Starting a sunny Friday after an early morning gym session...
How do you stay positive?
Tim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility.