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Success and Change –Achieving the Best through Culture Management.

INTRODUCTION

Increase in profitability, flexibility to meet growing demands and constant need to engage your people in your company for productivity increases are on the minds of all executives. Frequent reactions to these problems cause posters to show up on the wall, new hats and t-shirts, books to read and management excitement that last for about 6m months or maybe a year. These are true signs of another management dejour that is trying to be implemented. Today’s economy and world unrest have driven everyone to look for the business management equivalent of the get rich quick method. Just as there is no real solution for getting rich quick there is no solution for an end all save all management methodology, One that can be implemented without the complete support of everyone in the company.

CHALLENGE

The lack of ability to implement and the lack of ability to get everyone involved is not just to be blamed on the management team. The lack of complete implementation can be attributed to a number of factors;

1. The majority of the books that are published identify the theory of the concept but don’t provide you with a clear plan on implementing the concept. The press that the CEO reads can be somewhat different than what the implementation team finds out when going through the materials. It takes a very strong and talented group of individuals to be able to interpret the books that are put out on these topics into a true implementation plan. It is

also hard for individuals to judge the boundaries of these methodologies.

Frequently a model is being implemented that the CEO believes will solve 90% of the issues when in fact that model actually addresses only a limited set of the issues.

2. The management team under estimates the true amount of time and continuous dedication that it takes to have everyone buy into the plan. Management is so much a part of the process that they think that everyone should be on board. They have a tendency to forget how many times people need to be communicated with before the message gets across. Also, people need to have the message communicated in multiple ways; Pictorially, Written, Verbal, 100s and 1000s of times. Everything that management communicates should in some way tie back to the overall management mode.

3. The under estimation for the amount of change that individuals can deal with at one time. Employees can appreciate that change needs to occur, but there are limits that need to be respected. People need to have change contextualized. They need to completely understand why the change is required and they need to have the effects of the change minimized when at all possible. A management model that makes change look less intimidating and obtrusive to individuals the better. People like to hang on to something while change is occurring. They need map from what things are like today to what things will be like tomorrow. It gives them a type of bridge to cross instead of the feeling of jumping off of a cliff.

4. People need to be extremely motivated or engaged in the process of change. This is required in order for the new ideas to be as much of a success as possible. Management needs to make individuals feel as if they are included in the process of change. They need to let them know that what they have to contribute is important. Without the engagement of everyone great ideas can die on the vine.

SOLUTION

What is the solution to ensure that a company is flexible and ready for change, growth and profitability? It is encompassed in the Culture of the organization. A company’s Culture Management Model is the cornerstone to change. Having a model that is easy, promotes true teamwork, understood by everyone in the organization and can withstand good times as well as bad times is critical. The model requires that you have leadership and people engagement running in all areas of the business from receptionist to CEO. It also must be flexible to withstand change. There are so many external forces pushing on today’s businesses and today’s population like the economy, 9/11, growth, terrorism, layoffs and war to name a few, that people are grasping for stability wherever they can locate it. The culture management model can be one of those places to give individuals stability and a since of understanding. A model that is easy and understood by everyone can create a tremendous amount of energy within a company. This energy is something that can be applied when finances aren’t there to support raises or when growth is extensive and new management methodologies need to be implemented. A culture management model also allows everyone to see the big picture of how a company operates the business and how their job is an integral part of the overall success. It also allows management to be able to implement the management idea of the year and show how it only affects a certain area of the overall culture management model. It is used to express to individuals that their entire world is not changing just one element of it. This creates the people engagement that everyone needs to succeed in today’s market place.

CONCLUSION

The results of a culture management model are ones that you can take to the bank if everyone is engaged and a part of the solution. A sample of the results that you will see are;

1) A potential of a 25% productivity gain. Multiplied out on some simple terms could equate to large increase in profitability. A tool is available at the www.powershipinc.com in the Learning Tools Section.

2) Increase flexibility to react to the market place. This can be seen in decreased time to implement change in things like product variations, geography location, mergers, acquisitions, new process methodologies. Sources for assistance with increasing flexibility are;

a) The book Execution

b) The POWERSHIP^® management model at Here

3) Metrics management for accountability. The metrics are measured and monitored by everyone for leadership and people engagement purposes. Motivating through teams and peer interaction. We all like to be measured and see success. It is something that we have learned since our early days of our education. The success of metrics management can be seen in accuracy increase in forecasts, increased accuracy in delivery dates and increased enhancement to improve and hit budgetary projections through efficiencies and dedication.

a) The book The HR Scorecard by Brian Becker.

b) The book The Balanced Scorecard by Dave Ulrich.

c) The POWERSHIP^® management model at Here home page section.

Culture needs to be something that is transferable and institutionalized. The amount of power and energy that can come from a tool like this can make the Impossible - Possible.

For more information on how POWERSHIP®^® can help you, contact us at (630) 684-2262

"A company’s Culture Management Model is the cornerstone to change. Having a model that is easy, promotes true teamwork, understood by everyone in the organization and can withstand good times as well as bad times is critical."