Archive for the ‘entrepreneurial organizations’ Category

DO ANTS KNOW ABOUT LEADING & MANAGING? Part 3 ‘YESSIR’

Sunday, May 23rd, 2010

Collective intelligence”, how about that as a concept for getting things done…

The legendary Army Ants gain their fearful reputation and devastating power because they are driven by an obsessional purpose combined with an extremely high level of determination and use what is known as their collective intelligence. The amazing thing is that this all happens with no one individual taking control. Instead they all act as individuals and control (or lead) themselves. “Collective intelligence is a shared or group intelligence that emerges from the collaboration and competition of many individuals. Collective intelligence appears in a wide variety of forms of consensus decision making in bacteria, animals, humans, and computer networks” (ref: Wikipedia). In other words Army Ants really do practice management from the bottom up where each individual is empowered to act.

If we as managers and leaders are to implement effective empowerment and invert the corporate pyramid to put the customer at the top, as current business realities demand, (as does proper thinking), we must ensure that staff develop the right attributes. If those at the customer interface don’t have (or develop) their own sense of being powerful, are unwilling to be obsessed with the customers needs and wants, (as against stroking the boss), are not effectively inspired to use their own positive levels of motivation and don’t feel free to inform enthusiastically what the customers are saying, (good or bad), no collective intelligence will occur.

We often talk about staff empowerment in modern business however ants have achieved this state naturally. If simple ants use it so effectively, why can’t the intelligent top of the food chain… us… do it so well? Because we humans are totally driven by our need for self-satisfaction or gratification… we are basically selfish! So what can we as leaders do to at least move a little further along the evolutionary path (remember ants have been around 100 million years) and thus achieve at least some of the team sophistication levels of ants? Here are a few suggestions… never discipline in public, encourage the free flow of ideas, destroy inter-staff rivalry, reward teams rather than individuals, encourage those who encourage others, revere those who act in the common good, beware of creating states of ‘group think’ and never implement a ‘staff member of the month’ program or a competitive sales incentive scheme and always…

VIEW MISTAKES AS LEARNING, NOT AS A REASON (OR EXCUSE) TO WHACK SOME FOOL!

Ants management and moving (scurrying on) update the resume resume time?

Be the Entrepreneur of Your Own Career

Saturday, March 27th, 2010

To develop an entrepreneurial spirit in yourself and others you must develop in yourself and encourage in others a desire to seek feedback on performance from external customers. This tends to come hard to those more attuned to seeking acceptance from organization members interested in systems and delivery issues (often, senior management). One way to expose yourself and your staff to progress is to engage in experiential learning (learning by doing) experiences. That means you and your staff need to get involved in new areas and “out of your comfort zone activities” such as cross-functional project teams.

To measure your performance from an entrepreneurial point of view  you need to conduct performance assessment based on personal (and team) customer satisfaction levels, rather than comparison to some pre determined performance management system. In addition non-managerial, professional career schemes will need to be available to ensure a motivating future with appropriate rewards that can be envisaged/embraced by all stakeholders.

In the “old days” as a traditional manager you were expected to control inputs and encouraged to reward those who learn and posses the best process skills. Functional responsibilities were to control the people, oversee organization roles and ensure the correct skills were applied to the task at hand.

As an entrepreneur will you need to manage outputs, reward achievement, develop market-focused competencies (knowledge and skills applied to the task at hand) and develop and lead an appropriate value system.

By the way…

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

While you’re here take a look at the free blank resume form!

Entrepreneurial Characteristics

Risk taker that can live with uncertainty

Adaptable to change and able to improvise

Can see how new innovations satisfy a market

Interested in effectiveness rather than efficiency

Either creative him/herself or able to utilize those who are

Has a desire to lead in his/her area of operation or market

A continuos learner willing to make and or tolerate mistakes

Flexible, willing to change direction as the circumstances dictate

Self possessed of a sense of urgency and stimulates that sense in others

Recognizes his/her shortcomings and empowers others who compensate

Finally you need to understand that as an entrepreneurial manager you need to develop a creative outlook on what is to be done in response to and as a result of interacting with a fast changing environment. You must be very conscious of the effect of your old paradigms (norms) on how you see things an overcome the need for stability and a reliance on systems. An ability and willingness to follow hunches is essential for an entrepreneurial manager.

NINE STEPS FOR SETTING UP A LEARNING ORGANIZATION

Wednesday, January 13th, 2010

With the recent economic troubles a learning organization is a must for a successful future.

The following nine points are an adapted from an old however very good, must buy book – Mitch McCrimmon’s – ‘Unleash the Entrepreneur Within’

Remembering that the only way to improve is to learn and the only proof of learning is a change in behavior, how can we create organizations that learn and more importantly change?

1. Budget, time, money and manpower to achieve both individual and organizational learning – ensure management and ALL employees see learning as a ‘real target’ and set up mechanisms to ensure accountability and to measure results. Many organizations seem to talk about being learning organizations however if it isn’t budgeted for, invested in and measured it is just a farce. Each manager needs to have learning and knowledge retention listed in their key responsibility areas and be assessed on their performance in this area at performance appraisal time.

2. Identify strategic learning areas for your business and where new products or product innovations are likely to yield the quickest and greatest payoff – invest most of you’re resources in these areas. It is also important to look at the long term learning issues that your organization needs to address.

3. Empower your work force to take risks in the market by decentralizing decision making – particularly encourage those in areas of key knowledge. As I have written in previous posts now is the time to wholeheartedly adopt transformational leadership practices in day to day operations and as a management policy.

Note: Many empowerment programs in Asian operations of international organizations run in to problems because of cultural attitudes (and beliefs) related to power and responsibility, be careful in implementing this option!

4. Set up a system of on job training, job rotation, provide incentives and support for personal development – initiate a PD (personal development) discussion process. PD discussions need to be taken seriously with personal targets set and behavior changes measured and rewarded.

The only way to improve is to learn and continuous learning is not a perhaps or maybe… today more than ever its an imperative!

**Link for direct page viewers return to main career success blog to check out other posts!

If you aren’t lucky enough to be working for a learning organization and need a change it may be time to update your resume so when you’ve finished the article take a look at the free blank resume form!

To continue…

5. Form learning partnerships with suppliers, distributors, and customers – set up feedback mechanisms such as focus groups, R&D joint ventures and customer survey mechanisms. Remember your organization can learn as much if not more from complaints as it can from compliments. Be sure that bad news is seen as an opportunity to improve and learn not only as a reason to discipline someone.

6. Have all positions applied for and include outsiders in our recruitment drive – only appoint the best in their field and avoid the all to familiar ‘best of a bad bunch’ in times of competence shortages. Promotion from within only should be a dead policy.

7. Benchmark your culture against other entrepreneurial firms – seek ways to understand key success factors for the market leaders in our field and study the oppositions’ successes. This is an area that seems to most difficult for many companies so a project team needs to address this as a serious and essential activity.

8. Set up a readily accessible knowledge bank and ‘experience’ network of mentors, gurus and experts in their field. Make sure the knowledge accumulated by expert staff doesn’t walk out the door with your retirees. With the “same old same old” mistakes made by bankers as evidenced by the recent meltdown shows that this industry particularly do not take learning and knowledge retention seriously.

9. Celebrate and recognize attempts to learn by employees who take a market risk and publicize within our organization by initiating fast real world feedback mechanisms. With today’s communication technology this is easier than ever however, someone still needs to initiate the action.

The nine steps for setting up a learning organization can at least give a good starting point for you to create a true learning organization however, it will take great effort and enormous commitment.

Leadership: Secrets of Becoming a Great Leader

Tuesday, December 1st, 2009

Leadership is about inspiring others to follow:

Old style leadership anagram

Despotic Anagram (old thinking)

Dictatorial & commanding
Evaluates rather than values
Suspicious and cynical
Power seeking & taking
Oppresses differences
Total control seeker
Intrustive & instructive
Cold and calculating

Nothing too inspiring about despots!

“THE WORLD THAT WE HAVE MADE AS A RESULT OF THE LEVEL OF THINKING WE HAVE DONE THUS FAR CREATES PROBLEMS THAT WE CANNOT SOLVE AT THE SAME LEVEL AT WHICH WE CREATED THEM” – Albert Einstein

So what we need is great teams leveraging on each others ideas and talents inspired by great leaders.

Leadership Anagram (new thinking)

Love of followers is demonstrated
Empathetic with individuals at all levels
Able to create vision & achieve the mission
Democratic decisions & communicates
Empowers & encourages others
Resilient, overcomes setbacks
Sharing, provides for followers needs
Hopeful, positive & future driven
Intelligent, uses the head and heart
Persistent, sticks to the task, never gives up

SO WHICH ONE IS MORE LIKE YOU? – (ACCORDING TO THE STAFF?)

The short wall sign you should put up in your office if you want to learn the formula to becoming a great leader!

A personal oath you can make to yourself if you want to become a great leader:

I will take a long term view, conceive and communicate a well thought out and positive vision that is tested and supported by an appropriate set of values

I will always be innovative and take care to effectively decide what is important and what is just clutter and I will actively promote that which is important.

I will readily elicit and accept help and will stay close and constantly listen to and consider the suggestions made by my key players.

I will strive with passion to build a team (rather than a group) where reward is linked to outcomes and continuous learning is the norm.

I will take care to see, recognize and celebrate the best that followers contribute and allow others to shine and share in the spotlight.

I will actively remember that now is the only time we ever have will always live in the present

I will ungrudgingly be willing to make personal sacrifices to actively ensure the best outcomes for my followers.

So do you really want a leadership role?

**Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

Leadership takes competence and confidence so remember:  “The most important words you will ever hear are those that you say to yourself about yourself when you are by yourself.” source unkown.

Ric (orglearn)

Rupert Murdoch Interview: Has he lost the plot?

Monday, November 16th, 2009

Watch this interview with Rupert Murdoch who is suggesting (stating) that News Corporation is likely to make its content ‘unfindable’ to users on Google when it launches its paid content strategy.

Couple of quotes:

“Murdoch said, “We’d rather have fewer people coming to our website, but paying.” User pays and internet… almost an oxymoron in the context he’s talking about it?

“They [users] can also, if they choose, have only a small summary of their content indexed.” Aha written ’sound bites’ and teasers… nope I’d go once and then forget their site totally… not smart Mr Murdoch!

The telling thing for me was the level of communication or quality (or lack of it) of his speech. Looks like and icon is fading to me. Pity needs to hand it over to someone a bit younger perhaps and I’m a pretty old guy myself so it hurts to say that about anyone let alone Rupert Murdoch.

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

Why WW III is Inevitable for Our Kids and Other Management Issues

Wednesday, October 28th, 2009

In his book The Human Brain That Changes Itself Dr Norman Doidge explains how the human brain is as malleable, not only in infancy as previously understood but well into adulthood and old age.

In classical neuroscience, the adult brain was considered an immutable machine, it was all about evolution and genes, what you got you were stuck with. Additionally it was believed that every part had a specific purpose, none could be repaired, IQ was fixed and that was that. Great news IT’S NOT TRUE!

Myths of the Brain

Old theory: Different parts of the brain control different parts of our body. Wrong.

Past belief: After a serious stroke, a person was crippled for life with minimal improvement likely. Wrong.

You have been told: That mental decline in old age is inevitable and if you are predisposed to it’s just bad luck. Wrong.

The Positive Side

Today’s much more sophisticated equipment and modern experiments have proven that the brain is malleable and able to change and grow. Not only is it able to respond to injury with amazing functional reorganization, it can actually respond to changes in input by coming up with a new anatomic configuration. It’s a “use it and grow it” versus ‘use it or lose it” deal, pretty much the same rule that applies to every other organ and muscle in the body.

Knowing this we, if we are smart can come up with various methods that we can consciously apply to reshape and ‘improve our brain. Dr Doidge’s book “The Brain that Changes Itself” gives insights about learning and shaping our mind and if applied in a positive way how we can help us improve our chances for a more successful rewarding and even happier life. The book is very uplifting as we explore all the possibilities we can exploit because of the way we can improve our brains performance and even repair it through mental exercise if it is damaged. ‘Doidge is positive in his outlook presenting ideas on how our thoughts can switch on specific genes and alter our brain anatomy.  He presents a sound case for how intelligence can be improved with brain exercises, how we can improve our cognition, perception and talents even by allowing our imagination shape our minds’. I guess this is similar to the old idea of imagined performance which is all positive in outcomes and how mental practice can be a great adjunct to actual physical practice which creates varying inputs based on actual outcomes that will range from poor to excellent.

There are many therapies explained in the book however the one that stands out for me is the story of the amputee that has 10 years of excruciating “phantom” pain in his missing elbow. When he is assisted by putting his good arm into a box lined with mirrors his brain is fooled into thinking it is his missing arm and he does some stretching exercises and the within a month his brain reorganizes its misfiring brain circuits and the illusion of the arm and its pain vanishes. Pretty powerful stuff.

What it Means for Managers Insights from: Agile Advice Dot Com

Agile Brains – Agile Teams

http://www.agileadvice.com/archives/2007/07/the_brain_that.html

‘Insight: Practice and practice. The method here is to follow an exact and complete set of rules until they are perfected and only after that try variations. By perfecting the rules, we allow our brains to demonstrate that we have truly internalized (or mapped) the knowledge’ i.e. put it into long-term memory and created a habit.

‘Insight: Practice as it relates to time and frequency. Shorter iterations allow for more repetition of the basic rules and structures, which allows for more effective internalizing. Under the right conditions, brain maps change quickly (minutes), but in order to “stick”, the changes have to be reinforced over the course of months.’

‘Insight: The importance of practice when we are delivering training (rather than when we are coaching a team). Instruction will be much better if it is simply packed with a mini project that is executed over multiple extremely short iterations.’

The Learning Mind has a Downside

Doidge also explains how the plastic nature of the mind affects mental mind maps in even mundane daily activities.  Societal and cultural differences and behaviors can have as much impact on the mind as trauma and physical injury which means our attitude and abilities are constantly changing in line with our personal experiences, indoctrinations, social differences or environment.

As one reviewer of the book put it: “These implications of rewiring the mind however, are also to be cautioned.  The brain is actually so malleable it is also quite vulnerable to its surroundings and seemingly little impact input to the mind can make a drastic change to the way we perceive and handle the world around us.  The impact of media and television are showing significant impact and damage on the mind leading to disorders become more and more prevalent in today’s young people. This is something to be cautious of as people can highly influence and shape the mind as well.  Parents, peers, and leaders all make a significant contribution to the structure of our brains and while it can be changed, it is not always easy to do so.”

From this still relatively new experimental data,  “the entirety of human experience: creativity, love, addiction, obsession, anger” and particularly the all important issue of human empathy and compassion “can be seen as a series distinct electrical associations are manipulated by the brain itself and of course by the brains, thought and actions of others… for better or worse”.

Neuroplasticity well may prove a curse as the brain can also as Doidge puts it “think itself into ruts”, ‘with electrical habits difficult to eradicate’.

So here’s the reason for the headline: ‘the implications for external re-engineering of the human brain are ominous, for if the brain is malleable it is also endlessly vulnerable, not only to its own mistakes but also to the ambitions and excesses of others, whether they are misguided parents, well-meaning cultural trendsetters or despotic national leaders’.

The real cruncher comes in the Appendix which is a must read where Doidge explains the indoctrination techniques of North Korea and how the brains of the North Koreans have been physically altered to such an extent that no reasonable use of logical argument will ever change their attitude to the outside world. So what you might think… then ask yourself what is happening to home schooled kids in America or Madrassa indoctrinated single view kids in Pakistan or single view of the world children of some other Middle Eastern countries.

Suddenly your optimism may dissipate.

Doidge’s book tells us that our brains are remarkably flexible, malleable… plastic and provides an enlightening and hopeful portrait of the endless adaptability of the human brain, until you think about the ramifications of the information presented in the Annexure.

This “neuroplastic revolution,” (or discovery) has dramatic implications for the future of our children in a more and more polarized and violent world. There is great potential for misuse of the brain’s plasticity – brainwashing being the assumption – Doidge leaves speculations about the future of neuroplasticity to us, the readers.

Who Knows What in Your Organization?

Monday, October 26th, 2009

Wall Street Journal October 26 2009

“In-house experts, with their specialized knowledge and skills, could be invaluable to both colleagues and managers. But often workers who could use their help in other departments and locations don’t even know they exist.”

Great article talks about assisting staff and mangers to locate the expertise they need within their own organization.

“..so-called expertise-locator systems have become a hot topic in corporate IT. To date, most such systems are centrally managed efforts, and that’s a problem. The typical setup identifies and catalogs experts in a searchable directory or database that includes descriptions of the experts’ knowledge and experience, and sometimes links to samples of their work, such as research reports.”

The article goes on to explain the shortcomings of this traditional approach.

It then discusses the value of social networks, blogs, wikis, tags and web pages. Actually a great solution is coming in the form of Google Wave which may actually the dramatically change way we all collaborate in the future… it really is a wave of innovation. Google it and watch the video.

The rest of this very informative article is here-> http://bit.ly/3JmGOD Sorry you will need to cut and paste however the article is worth it!

So who knows what in YOUR organization and are you able to put your managers in touch with the expertise they need?

Sound Advice from Jack Welch

Wednesday, October 21st, 2009

“The Economist” Magazine once described Jack Welch, the ex-boss of General Electric as… ‘the man who has some claim to being the world’s most successful manager of the past quarter century’. A few quotes I have collected over recent years may give us some insights into the issues we as managers need to consider;

‘the best big company’s try to think like small ones’

‘you have to destroy your own company to survive’

“it is a badge of honour to learn something here (GE), no matter where it comes from”

‘GE’s values – meritocracy, dignity, simplicity, speed (and)

a hatred of bureaucracy – if bureaucracy gets in your way, scream at it’

“Face reality as it is, not as it was or as you wish it to be”

“Be candid with everyone”

“Don’t manage, lead”

“Change before you have to”

“If you don’t have a competitive advantage, don’t compete”

“Control your own destiny, or someone else will”

”The idea flow from the human spirit is absolutely unlimited”… ”All you have to do is tap into that well. I don’t like to use the word efficiency. It’s creativity. It’s a belief that every person counts.”

”This place (GE) runs by its great people…the biggest accomplishment I’ve had is to find great people … and they seem to thrive here.”

“boundaryless behaviour” (defined as business behaviour that tramples rank and bureaucracy to engage every mind in the company in pursuit of the best idea)

“We have to get everybody involved. If we do that, the best ideas rise to the top”

“…an organization’s ability to learn, share that learning, and then act on that learning is absolutely the biggest competitive advantage that an organization has…”

“The competition is out there; it isn’t in here (GE) and getting an organization to look out there and not in here is the major thing that a large company has to focus on”

…from The Economist “At GE, JACK WELCH HAS ESTABLISHED A CULTURE OF CONSTANT SELF-TRANSFORMATION THAT OTHERS SHOULD EMULATE”… (Sept 18-24 ‘99)

Of course Jack Welch has his detractors…

(from http://money.cnn.com/2006/07/10/magazines/fortune/rules.fortune/index.htm)

Anti Jack View                                 Jack’s “assumed” View

Agile is best; being big can bite you.  Big dogs own the street.

Find a niche, create something new.   Be No. 1 or 2 in your market.

The customer is king.                         Shareholders rule.

Look out, not in.                                 Be lean and mean.

Hire passionate people.                      Rank your players; go with the A’s.

Hire a courageous CEO.                      Hire a charismatic CEO.

I particularly believe in and try to live by:

“IF BUREAUCY GETS IN YOUR WAY, SCREAM AT IT”… FOR US LESSER MORTALS…  I GUESS WE NEED TO LEARN HOW TO SCREAM WITH TACT!

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!

Time to Turn Your Business Model Upside Down Part One

Tuesday, October 20th, 2009

Historically businesses have built the management structure based on a pyramid resembling early military and bureaucratic structures where the power and decision making was with a select few at the pinnacle. Under this tradition the customer (enemy in the case of the military) only received what they were seeking at the whim of that elite group. For example, not too far in the past if you wanted a telephone connection (in most countries) it could take weeks, or even months, before the connection was made. A great example of a modern ‘power at the top’ based monopoly is the visa section of almost any embassy you wish to visit. The misuse of power, the lack of interest in the ‘customer’ and the long lines of frustrated ‘victims’ bear testimony to the shortcomings of all-powerful bureaucracies.

OLD DAYS – MONOPOLIES / LESS COMPETITION / LESS EXPECTANT CUSTOMERS / (STILL ‘NOW’ FOR SOME)


Boss Responsibility/Decisions are made at the top


Middle Management


Staff Staff Staff Staff Responsiveness/Support stay at the ‘bottom’


Customer Customer Customer Customer Customer

If, as it is now more than ever, a reality that a vast array of alternative choices are available, the power over the organization rapidly shifts to the receiver of products or services and away from the providers. Two great examples of this “reality” are the telecommunications and banking industries. As these industries have been deregulated, providing the customer with the power to choose, the management and staff of these industries have had to find new technologies, systems and of course methods of structuring themselves to maintain their market share. The ‘new’ reality therefore looks more like this:

TODAY – TOUGHER COMPETITION / GLOBALIZATION / MORE CHOICE / EDUCATED & EXPECTANT…


Customer Customer Customer Customer Customer


Staff Staff Staff Staff Responsibility and Decisions are made at the top


Middle Management


Boss Responsiveness and Support stay at the ‘bottom’


So the burning question becomes:

ARE YOUR STAFF SERVING THE CUSTOMER OR THE BUREAUCRACY?

As you can see in this model (as Ken Blanchard’s staff explained to me some years ago) it is important to note that the responsibility to manage, particularly the customer relations remains at the top. In part two I will discuss what this means for both staff and management.

THE CHANGING ROLE OF MANAGERS IN ENTREPRENEURIAL ORGANIZATIONS part 4

Friday, October 16th, 2009

Finally on this topic… what was… and now what needs to be… two key areas;

In TRADITIONAL organizations much was done to train managers to act as the leader. Leadership traits where researched honed and developed. People studied how to become more powerful and influential and how to control communication flows, corporate budgets and scarce assets whilst still maintaining cordial relationships with staff they where trying to motivate. Humans where seen a resources to be used (or manipulated) effectively. In ENTREPRENEURIAL organizations leadership needs to be shared across the entire workforce and true empowerment needs to take hold with people being seen more as ‘potentials’ that are inspired to contribute for personal growth and achievement. WHY… the need for the most knowledgeable to lead at each stage of complex project cycles. The need to solve problems or satisfy individual customer ‘wants’ utilising more customised products and services means greater levels of complex expertise have to be brought to bear.

In TRADITIONAL organizations managers had to be planners… they where responsible for annual plans and allocation of budgets. In ENTREPRENEURIAL organizations the emphasis now needs to be managers as strategists. Managers need to come up with broad directions and implement rolling targets that account for current levels of market knowledge plus they need to be able to put together feasibility studies to capitalize on bottom up opportunities. WHY… rapid changes in market conditions including; competitors, customers, politicians, regulators, environmentalists, unions, consumer groups and the general public. Opportunities in modern market can be fleeting. Even more dramatic events such as the 2008/09 economic downturn can destroy plans as quickly as they are made and only those with competent overall strategists can quickly change direction.

THE SIX P’S… PROPER PLANNING PREVENTS PITIFULLY POOR PERFORMANCE, NOW BECOMES… SAVVY STRATEGIES SCULPTURE SUSTAINED SUCCESS

Concepts from ‘Unleash the Entrepreneur Within’ – Mitch McCrimmon

Ric (orglearn) **Link for direct page viewers return to main career success blog to check out other posts!

While you’re here take a look at the free blank resume form!