 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.
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 Digital transformations are in everybody's mind and talk - the topic of the decade, I would almost call it. And multiple studies are quoted that 70% of them have failed. Is it because we set the wrong targets? Do these initiatives fail because leaders are not committed? Can we achieve success while applying the same processes and methods of the past?
On my side, I like to think of transformations in a different way. Instead of leading people from a situation A to a situation B, I suggest to enable the teams to define and achieve their own change - perpetually as a continuous journey. The based principle in my experience to achieve sustainable and fast success for transformations is intrinsic motivation - with two core elements. Frame - the first key element provides two things to the team members: a direction and boundaries. There are many names and input for this frame: vision, dream, values, strategy, beliefs... All of them are contributing to ensure that our people are putting their efforts on the right things, established in a collective and positive way. Empowerment - the second key element allows the people to act fast within the defined frame. The main goal of empowerment is to remove barriers and facilitate speed in achieving the collective dream. This is achieved by providing our people with an autonomy of responsibility which means allowing people to experiment, fail and learn. As a result, we will strengthen creativity and agility - contributing value in a short period of time. This frame and empowerment is a structure which is best achieved by starting with small steps. First, creating a safe environment to get used to this new way of operating. Team members and leaders alike need to experience the benefits, define how this works best for them and enjoy the journey. Then we can expand this new operating model to more, bigger and exciting challenges. Where do you see success in digital transformation?  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?  Beside reading a lot of Science-Fiction books (inspiration to think far far out of the box) and Wired UK (for the latest tech trends), I am also following McKinsey for their solid insights into the business world. And they have this series of Five-Fifty which are great in today's fast paced world; and this one is about change: Five Fifty: The changeable organization.
Yes, we need to change; and yes, we are afraid and resist change. Still I believe that in order to "manage" change, we need to enable our people and our organisation to define the change and then be excited about it. Here is what the research of McKinsey tells us about this.
How do you prepare for exciting digital transformations? * Organizational health: A fast track to performance improvement  The year 2020 has started in a weird way. And the current virus situation many companies start to struggle. In this context, I see many leaders react in the same way: push for targets!
Here an example. The productivity team has a target to achieve 4 million savings in production costs. Initially a tough objective. Now, imagine production slumps down 20%. We have reached our target. Do we celebrate? Did we really get more excellent? How will our productivity results look like if production is increased by 20%? Instead of focusing on lagging indicators and financial targets, I advocate to look at how do we operate. How do our structures support collaboration in cross-functional teams? How well are we aligned and promote transparency? Can I talk about my mistakes? Who is listening to my ideas? Companies that want to achieve sustainable success, need to look more at how we are doing business, focus more on values and principles. Look at the financial indicators once in a while to see if we are on the right track. And, set targets to operate in an effective way - especially for yourself as a leader.  You heard it enough: a clear vision, a meaningful purpose, a comprehensive strategy is the foundation for a successful business. And why is this so important? I share here an alternative and simple idea.
Today we often observe that teams and entire organisations are pushed to achieve some financial targets - and they all rush, putting a lot of effort to reach these objectives. Is everyone running in the same direction? Are they joining their efforts to create a larger momentum? In this context, "collective dreams" might be superior to typical lagging indicators:
Where do you success with your collective dreams? 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?  Today is a special day. Let's sit down and think about what are the positive traits of the people around us. Yes, what is great about our family and friends. And also what are the good deeds of our colleagues, peers, clients, suppliers, business partners, and don't forget that person which you were angry with earlier this week...
 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   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 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?  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.
 "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  Last week, the community of Design Thinking professionals met in Singapore. On Friday, we discussed how culture can be influenced and how Design Thinking might support transformation - very interesting question...
I have started to use Design Thinking in order to cultivate customer value focus, agility and cross-silo collaboration. With great success. Another thought we developed is around intrinsic motivation. Design Thinking facilitates: * a clear definition of challenges that supports purpose; * autonomy due to the focus on empathy (button up thinking) * the iterative prototyping allows mastery (getting closer and closer to the customer needs) How do you see the connection between transformation and design thinking?  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"
Andy Puddicombe 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 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: Spotify: https://bit.ly/30Ip4jg MING Labs  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?  As a change management professional you sometimes get asked about gamification. A question that is... interesting. When people talk about gamification, they often mean badges, leaderboards, levels... Then I ask myself, what keeps me in the game (for me, mainly sports)? Beating my personal record. That's it; not the medals, not the competitors, not the cheering crowd.
I think this is very much what mastery is about; we want to become better and better in a certain subject matter. If we want to sustainably transform people, one important aspect in my eyes is to understand how people are motivated from within. Let the people define their own KPIs; allow them to identify an area where they want to become a master. And they will define the change and they will push it forward. What are your experiences?  Pull intrinsic transformation! Instead of pushing change to people.
This week, me and my colleague had a very insightful conversation about how to lead people through change. The question is, how can we prepare people for upcoming change. Can we really get people ready for change? Or will they always fear it? I suggest a different path of thought. Let the people discover and design their own transformation journey. Create motivation and excitement for a new strategy and then allow them to run towards these goals. As a leader you might only focus on removing the barriers. In this sense, I believe that true success can be reached by creating a meaningful purpose, facilitating cross-silo collaboration and cultivating a willingness to experiment. Where do you see the leading indicators for success? |
TimTim is a change practitioner in the area of innovation and excellence. He is working with teams to accelerate innovation, collaboration and agility. Archives
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