Posts Tagged ‘ Business ’

Strategy: Ignore Culture at Your Peril

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It’s December – not only is it peak Christmas shopping time for some (I am completely unprepared!), it’s also when leaders are formalising their strategic planning for 2016 and beyond.

Organisations are thinking about strategic change; whether this is incremental or a larger scale transformational change.

If your organisation needs to make some difficult choices for the year ahead you should ensure close attention is paid to culture.

‘Culture eats strategy for breakfast’ – Peter Drucker

We regularly review our corporate, regional and departmental strategies, but how many of us also take this time to review our culture and it’s alignment with strategy?

Perhaps it’s because the perceived ‘emotional’ side of culture seems at odds with the more ‘rational’ side of strategic planning.

Culture impacts the way employees react and behave to any change in strategy, so ignore it at your peril!

What is Culture?

According to Segal-Horn and Faulkner, in their book Understanding Global Strategy, culture includes:

‘knowledge, values, preferences, habits, customs, practices and behaviour’

Which…

‘have the power to shape attitudes and behaviour’ within organisations.

Culture can be created, written down and driven formally by an organisation; the values may be developed collaboratively with employees, communicated by HR or the leadership team and ‘lived’ daily within the workplace.

However, there are also assumptions made by employees and ways of working that have developed over time. How many times do we hear it’s the way we work around here…?!

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Working with Culture to Facilitate Change

Creating a Forcefield analysis is an ideal way to ‘view the forces at work in an organisation that act to prevent or facilitate change’ (Johnson, G et al, Exploring Strategy).

Forcefield Analysis.png

This kind of analysis requires us to ask ourselves tough questions on what can block (resisting forces) or aid (pushing forces) change when creating a strategy.

Culture can be a fundamental catalyst for change and can be used as a vision for what change would look like once the strategy is implemented. However, it can also be a barrier.

A forcefield analysis can shine a light on the potential for resistence to a change in strategy. This in turn can lead to initiatives that are introduced in-line with the new strategy to:

  • Build trust
  • Break down any negative power structures within the organisation
  • Address information concerns and ‘fears’
  • Improve and increase lines of communication between management and employees

Barriers to strategic success must not be ignored and culture is a crucial factor that can make or break new policies.

I think of the aspects of culture like waves in the sea – work against it and you will struggle, take it into account and you can use them to your strategic advantage.

Top 3 Reasons Why Being a Great Leader Isn’t Easy

A few months back, I asked a group of leaders for a show of hands on who had experienced either oversupervision or undersupervision. Almost every hand went up. But then I asked how many had themselves oversupervised or undersupervised their direct reports. Only one or two hands shyly peeked out from the crowd.

So what’s going on? Well, leaders can sometimes be unaware of what they should and should not be doing. And this lack of awareness separates good leaders from great leaders. Great leaders know that leading is a never-ending journey that can be filled with treacherous obstacles.

So what do you need to know to become a great leader?
 
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British vs. American Culture!

Are MBA’s worth it?

studyingI have spent the last two years of my life completing my Masters in Business with an Emphasis in Strategic Human Resource Management. I spent on average around 15 hours a week studying, writing essays and completing exams. If anyone has completed an MBA part time whilst working full time you will appreciate how tough it is.

As my MBA is coming to a close, my question is, was it worth it?

I suppose I need to ask myself, what did I want to achieve from an MBA?

Did I learn a lot? – Yes

  • I received a well rounded view of various different aspects of business. I can now liaise with different departments at a higher level.
  • How to work in a team of peers when there is no authority.
  • Most importantly my masters taught me about work ethic, discipline and striving to do well.

Will it help my career? – I’m not so sure.

People keep asking me, so what are you going to do with your MBA when you finish. Will you get a promotion? Will you get another job? Will it earn you more money? I honestly hadn’t thought about it. So I thought my trusty friend the internet would help me out.

Ronald Yeaple’s study found post MBA pay was 50% higher than pre MBA pay. After 5 years of completing an MBA pay increased by 80% compared to post MBA Starting pay. This data is from a well ranked university in the Forbes top 50. However looking on the internet a lot of high paying jobs do state on the applications that an MBA is desirable.

In 2013/2014 539,440 were enrolled in postgraduate degrees in the UK. Although that is less than a third of undergraduates, it shows there is still fierce competition. In the US 100,000 MBA’s are awarded annually. Jobs remain relatively constant, so if you are doing an MBA to stand out, there are a lot of other people doing it too.

Do you think MBA’s are worth it? Please share your experiences on how your MBA has helped you or hasn’t.

5 Things People Do To Look Really, Really Busy

Moral Courage

“Real courage is when you know you’re licked before you begin, but you begin anyway and see it through no matter what.”
Harper Lee, To Kill a Mockingbird


Courage is a well-admired human trait; but when asked what courage is, what do you think of?

Is it a soldier, fighting a battle far from home against a fierce, unknown enemy?
What about a fire-fighting hero running in to save someone from a burning building?
Perhaps your imagination stretches to a fictional hero, rushing in to save the day?

All of these are an example of physical courage – someone’s life is in imminent danger, and our courageous hero puts everything right again.

But forget about your cape-wearing, pants-on the-outside, lycra-clad hero. What about normal, average people?  The British have a wonderful phrase for this: “The man on the Clapham Omnibus” – people going about their everyday business.

This could encompass individuals who blow the whistle on corporate corruption, at risk of losing their job; or – an example from one of my favourite books (Harper Lee’s “To Kill A Mockingbird”); a Lawyer, who stands up to defend someone who is innocent, even though society condemns them for doing so. Could these people be described as ‘courageous’?

In a word: yes!

The courage demonstrated by holding on to one’s own values – regardless of whether this is on the battlefield, or in the boardroom – is Moral Courage.

Lisa Dungate defines Moral Courage perfectly in her blog on Lions Whiskers, where she explains that: “Moral courage means doing the right thing, even at the risk of inconvenience, ridicule, punishment, loss of job or security or social status”.

Novelist, J.K. Rowling’s Harvard Commencement Speech for the Class of 2008 provides some moving examples. The  video of her speech, from TED.com, is 21 minutes long; but at 12 minutes she gives an emotional recollection of her time working at Amnesty International, with people who risked their own lives to speak out about the persecution, abuse, and torture taking place in their home lands.

Everyday moral courage often isn’t this extreme, but that does not mean that it is any easier to practice: moral courage might mean being different or disagreeing publicly.

As difficult as it is – displaying moral courage can earn respect, trust, and admiralty; and by practicing moral courage very day it gradually will become easier.

Let’s take moral courage away from the corporate setting, for a moment; and consider practicing in every day situations:

  • You and your friends are deciding what movie to see, or where to get dinner, but you don’t like the choice they all prefer. Instead of going along silently, or pretending to agree, say, “Well, it wouldn’t be my first choice, but if you all like it, that’s OK with me.”
  • One of your friends has gotten a tattoo, and everyone is admiring it, but you don’t like tattoos. Instead of letting everyone believe that you also think tattoos are really cool, have the courage to express a different view. “I’m glad you like his tattoo, but personally, I just don’t see the appeal.”

You don’t need to be being rude; or enforcing your own opinions on others, to demonstrate moral courage.

But, as professionals, how can we use these skills to make values-driven decisions consistently?

The Ivey Business Journal gives examples of moral courage in leadership: In August 2008, when Michael McCain, CEO of Maple Leaf Foods, stood in front of the press to accept responsibility for the contaminated meat scandal that resulted in numerous deaths, he undoubtedly needed courage.  Southwest Airlines CEO, James Parker, would have needed courage when he went against the industry job-slashing trend following 9/11 when he courageously announced that he would keep all employees

Why is moral courage important in leadership?

Moral courage is crucial in developing authenticity – it empowers individuals to discover and demonstrate what they stand for – even if this is at the disapproval of others. By developing self leadership through action in moral dilemmas, professionals and leaders can ensure both integrity and impact.

Actions speak louder than words.  Leaders at all levels need to act out their expectations, behave honestly and openly, and demonstrate loyalty. They need to establish and maintain open communications, so that those working with them know that their suggestions will be listened to – that they have a voice. People need to know that their leader isn’t going to act on a whim, just because it’s the majority decision. All of these qualities are facilitated by a leader who has courage.

Leaders with moral courage can be trusted by colleagues to do the right thing. It takes courage to tell the boss something that they do not necessarily want to hear; or to redirect an employee; or to make unpopular decisions.

An awareness of the importance of doing the right thing – which is not necessarily the popular thing – can help leaders demonstrate moral courage when they face ethical challenges in the workplace, and uphold ethical working environments and business standards.

Top 5 Office Pet Peeves (Leadership Quote)

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