Formium Development

Author: Formium

  • Successfully manage hybrid team performance with 3 proven strategies

    Successfully manage hybrid team performance with 3 proven strategies

    It’s the big problem that everyone is talking about, according to surveys, research and my own conversations with managers. How do you ensure your team is performing now you no longer see them daily in the office?

    A common mistake is building over-complex top-down monitoring systems. The more you check on people, the less trusted they feel, and this impacts negatively on how they feel about you and their work.

    So how do you balance performance, trust and accountability?

    1. Clear targets so everyone knows what is expected

    It sounds pretty basic, but I’m still finding managers who struggle with doing this consistently and effectively. Get into a regular pattern (e.g. weekly 1-1 calls) where you agree the what, the why and the when.

    Using SMART (Specific, Measurable, Achievable, Relevant, Time-limited) may be commonplace, and that’s because it works – but only if leaders put in the effort to define the sought outputs properly, enable high performance and define success criteria.

    2. Upward reporting to maintain accountability

    When it comes to monitoring the output, the key is for the team member to be given responsibility for telling you how they’ve done. This builds trust and accountability.

    You’ll need a simple structure so that you’re not bombarded with feedback from all your team members, and you can track performance consistently across the team.

    3. A coaching approach establishes and supports the culture

    A coaching approach is about people being more proactive, creative, engaged and empowered. Managers get great results from using non-directive conversations, focused on helping team members generate their own ideas and solutions.

    What have you found to be particularly effective in leading for high performance?

     

    Photo credit: Anna Shvets on Pexels
  • You can’t turn back the clock – you need to adapt to hybrid working

    You can’t turn back the clock – you need to adapt to hybrid working

    I am still hearing managers talking about when or how they will return to pre-pandemic ways of working.

    • “We need to get everyone back into the office – we need to manage performance.”
    • “There’s no point investing in our hybrid working approaches, it’s just a short-term blip”
    • “We are more creative when we all work together.”

    Maybe you’ve heard similar from your colleagues; maybe it’s you hoping to turn back the clock to how it was.

    But this is a short-sighted view.

    The changes we’ve seen – working from home, flexible working – have been coming for a long time. It’s just that the last few years have seen them taken out of a slow cooker and zapped in the microwave instead.

    Accept that change is here to stay

    Shifting mindset is easier if you focus on the practical. Try these three approaches:

    • Find the sticking plasters. Replace temporary fixes with sustainable, long-term solutions.
    • Test, learn, improve. Aim for iterative development not instant perfection.
    • Co-create. Working collaboratively with all staff helps generate a solution that is effective, empowering and actually enacted.

    “It is better to take change by the hand and lead it where you want it to go before it takes you by the throat and drags you in any direction.”

    As John Kotter graphically suggested, it is best to accept change and make it work for you.

    There are so many advantages to this new way of working, including more empowered staff, larger recruitment pools, a happier workforce and greater organisational resilience. It’s time to let go of the past and join the future.

    Picture credit: Tima Miroshnichenko on Pexels
  • The missing keystone of hybrid working?

    The missing keystone of hybrid working?

    When people talk about hybrid working, you usually hear the positives – better work/life balance, greater freedom. And if they do talk about the challenges, you’d be forgiven for thinking the main concerns are logistics: IT systems, satellite offices. Challenges around productivity are disputed as signs of an old-fashioned, controlling mindset.

    But what about the people factor?

    Recent research from LHH flagged up some major concerns for people managers. There were conflicting opinions on who decides which people can be hybrid workers. Collaborating in a hybrid environment was a struggle for 35% of the surveyed employees.

    And the biggest problem the survey identified – a lack of specific training for managers.

    Why do we expect that managers who haven’t experienced hybrid working before will automatically have the right skills and knowledge?

    Ensuring fairness, providing support, onboarding, building a team and maintaining performance in a hybrid working environment needs fresh skills and new thinking.

    “A new way of working needs a new way of leading.”

    In an ever more precarious financial environment, you need your managers to have the right tools. The foundations of future problems are being laid now and to tackle them managers need specific training, coaching, learning and development.

  • Reinventing the workforce – 6 themes from the Future of Work conference

    Reinventing the workforce – 6 themes from the Future of Work conference

    The recent Future of Work conference, Reinventing the Workforce, hosted by Management Today, featured great speakers and engaging ideas. I’ve pulled out some of the most interesting and important themes and ideas from the presentations that can help you with implementing hybrid working and creating workplaces and workforces that meet the demands of the future. Here’s the first three, and there’ll be some more next time….

     

    1. Your staff are humans first, employees second

    One of the key learning points from the pandemic has been managers’ increased understanding of the specific circumstances of their staff, and an appreciation of them as individuals, suggested several speakers. Empathy and awareness has grown, whether from a video call seeing the inside of your colleagues’ homes with their dog walking into shot, supporting them through bereavement, the need to make adjustments so they can balance work and home-schooling or appreciating the physical/resource limitations that affected many (especially younger) staff.

    “For a number of leaders [the pandemic] has reminded them of how ‘human’ their humans are”

    …said Travis Ousley, Head of People at Distributed, who went on to comment that managers are now more aware that “a company is a collection of human beings… they’re not widgets.”

    Engaging with their individual needs, ambitions and circumstances is essential, agreed Philip Eeles co-founder of Honest Burgers – “more businesses [should] see their humans as humans first rather than as employees.”

    “Humans aren’t resources” is how Eeles summed up this sentiment, aligning his company with the growing number of organisations moving away from ‘Human Resources’ as a departmental name – in favour of ‘People Teams’ and similar.

    There are scores of development interventions and working practices that rely on engaging deeply with the individual, their sense of purpose, their circumstances and desires. It appears reasonable to hope that the pre-existing shift to these more person-centric approaches may be boosted by managers’ increased empathy and understanding.

    Ask yourself:

    • Have you learned more about your team or your manager as individuals in the last year?
    • How can you use this understanding to improve the way you work?

     

    2. Be specific about how you ensure fairness

    Remote and hybrid working is going to lead to different circumstances for workers, suggested multiple speakers, and managers need to be very specific about how we ensure fairness, said Michiel Verhoeven, Managing Director of SAP UK & Ireland.

    Like several contributors he considered the example of the hybrid meeting, with some people in the same room and some connected on a video screen. It’s an interesting case study to consider, because so many people (including me) have pre-pandemic experience of virtual attendees being second-class participants, struggling to hear, to make their point heard and rarely being directly consulted.

    Verhoeven suggested solutions can be as simple as establishing clear ground rules at the start of meetings – consciously focusing on how all participants will include each other, whether in-office or virtually connected. He also floated the idea of continuing with virtual meetings, even if some people are in the same office and could meet in person, to maintain equality.

    Beyond this instance of the hybrid meeting, there will be numerous challenges as people begin to work increasingly in different ways and settings. As Lorna Helps, founder of Vibrant Thinking, urges – it is up to organisations to ensure that ‘different’ does not mean ‘unfair.’

    Challenge yourself:

    • How will you ensure fairness between those in the office and those working remotely – on a practical and day-to-day level?
    • What are the potential areas where individuals’ differing personal circumstances could lead to friction with their colleagues?

     

    3. Solve the right problem

    The challenges of a fair and effective return to the office are multi-dimensional and interconnected, and there is a danger, according to Stephen Scott, Divisional Growth Director at Capital People Solutions, that we develop solutions to the wrong problem.

    He gave the example of people wanting to be in the office because it increased their exposure to senior management, and thus chances of recognition, allocation and ultimately promotion. I think we can all recognise the proximity bias that comes from working in the head office, or on the same floor as senior managers. Stephen Scott pointed out that trying to design a complicated hybrid working system which ensured everyone had equal access to the office/manager wasn’t the right approach – instead the organisation should acknowledge and tackle the proximity bias itself.

    Similarly, Lorna Helps of Vibrant Thinking referred to organisations trying to solve the question of ‘how do we cope if everyone wants to turn up in the office at the same time?’ The problem, she stated, was that organisations were starting from the wrong end by focusing on fine detail issues.

    Instead, they should start with Who questions and learn about their staff, then move onto What in terms of their roles and objectives and use this rich information about their workforce to make more relevant and effective responses to the final How questions.

    An interesting point was raised by Katie Lloyd, Development Director at BBC News, in terms of how to get feedback to understand the important problems and issues. Her model of pulse surveys – short, 5 questions maximum, run frequently as a litmus test – sounded a lot more flexible, effective and suitable than a traditional big annual staff survey when looking to adapt and respond to internal or external change.

    Consider:

    • Are you tackling the problems not the symptoms? Try using root cause analysis tools such as 5 whys to get to the real heart of the problem
    • Are you focusing on How before Who? Have you got too involved in the detail without understanding the needs, constraints and circumstances of the people affected?
    • How do you hear staff opinions? Is there a place for short, sharp and high-frequency surveys?

     

    4. Purpose underpins performance and ability to adapt.

    In the face of the stresses and challenges of adapting to remote/hybrid working the message is to focus on an individual’s sense of purpose. Leena Nair, CHRO at Unilever, argued passionately that understanding and articulating an individual’s purpose was central to their autonomy and resilience – which supports their adaptation to new ways of working. If people can understand how change aligns with their purpose, she stated, then the change is no longer being ‘done to them.’

    It was fascinating to hear how such a large company, no doubt seen by many as hard-edged, has embraced the concept of purpose – putting it as one of the four pillars of their individual development plans (along with energy, skills and leadership) and encouraging people to be upfront about their sense of purpose and share it with colleagues and managers.

    The importance of intrinsic motivation and sense of purpose in driving meaningful success was foremost in Dr Cath Bishop’s presentation. The ‘meaningful’ is important here – an Olympic medalist herself, Dr Bishop shared the concept of ‘standing on the podium but feeling empty’ – and the difference between the short-term external rewards of ‘winning’ versus the success that gives fulfillment, lasting value and improves future performance. I’ve definitely added her book, The Long Win, to my reading list.

    Think:

    • How do you define success?
    • Can you articulate your sense of purpose? Have you ever shared it with anyone?
    • Could your team members articulate their purpose? – and if they can, do you know it?
    • Could ‘purpose’ play a more important role in the development of yourself and others?

     

    5. Let people find their own way

    Organisations should avoid over-engineering solutions for hybrid working problems, suggested Stephen Scott, Divisional Growth Director at Capital People Solutions. He pointed to those companies that have invested in solutions such as ‘digital water coolers’ as an attempt to recreate happenstance conversations for staff working remotely – and suggested that the company should take a step back, as people will always find their own way to communicate and socialise informally. Companies should be focusing on their fundamental strategy and purpose instead, he suggests as this is central to their relationship with their employees.

    Indeed, when developing hybrid working systems, make them as light-touch as possible, Lorna Helps of Vibrant Thinking argued, as it is the restrictions of over-complicated and inflexible frameworks that can lead to employees feeling not in control and experiencing stress.

    Consider:

    • How do you make sure that you’re sufficiently in control – but not too controlling?
    • Could you take a step back? Are there areas and activities where it would be better to let the staff generate bottom-up, organic solutions and feel more in control?

     

    6. Focus on your culture for long-lasting results

    Paul Drucker may have declared ‘culture eats strategy for breakfast’ but in many organisations culture and values have been seen as less-important factors. However, that seems to be changing, stated Katie Lloyd, Development Director at BBC News, pointing to how the internal cultures of many organisations have been exposed for public comment and criticism. Issues such as discrimination, bias and toxic working conditions regularly appear in social and mainstream media alike, influencing consumers, stakeholders and potential employees. Katie Lloyd highlighted that organisations need meaningful engagement with their staff, including frequent highly-targeted surveys, to understand how their people really feel.

    And the emphasis on culture should not be just about avoiding the negative. For Leena Nair, CHRO at Unilever, the most exciting development is the ability to translate the effects of ‘culture’ into metrics and indicators. She identifies that the high-engagement and value-driven culture of Unilever is instrumental in higher-than-expected retention levels and that the business benefits can now be tracked and calculated – e.g. in terms of reduced recruitment costs, effort and time.

    The importance of identifying the organisational benefits of culture was echoed by Katie Lloyd, who proposed that the overall business objectives should be considered as the correct measure – ultimately culture impacts on everything the business does.

    As Leena Nair argued, those of us who focus on culture should be excited. Through metrics we can show that culture is as important as strategy when it comes to business success. And it is social capital – a manifestation of culture – that will support us in adapting to new ways of working.

    Challenge yourself:

    • How much do you really know about your team or organisational culture?
    • Is culture seen as important by senior management? By the staff?
    • What are the measures you could use to evidence the importance of culture?

     

    Reflection

    It’s apparent that the pandemic has accelerated numerous pre-existing trends yet also forced many organisations into thinking about entirely new workforce approaches. One thing is clear – and it was mentioned on numerous occasions – don’t expect to get this right first time.

    Everyone should be clear that implementing these new ways of working is an iterative process, and that compassion and understanding is needed as everyone needs to work together in the face of unprecedented change.

     

    Book a free call to explore this further

    If you want to talk through these ideas and challenges some more, then click here for a free 30 minute strategy call. I’ll help you decide what your next steps could be to support your team’s success.

     

     

    Photos by Nathan Dumlao on Unsplash ; Sarah Stierch – CCBY2.0 – via Flickr ; Lex Photography on Pexels ; Florian Schmetz on Unsplash ; Alan Stanton – CC BY-SA 2.0 – via Flickr ; Fauxels on Pexels ; Nick Morrison on Unsplash

  • “I just wanted to say that was nicely done” – a 3 step approach to catch remote workers doing things right

    “I just wanted to say that was nicely done” – a 3 step approach to catch remote workers doing things right

    When I was developing the 5C model for best-practice remote working, I revisited Ken Blanchard’s book which introduced us to the concept of ‘catching people doing things right’ – placing as much attention and energy on identifying when people are doing their job well (and praising them for it) as we do looking for and addressing mistakes.

    It’s a performance management technique that I really recommend. It leverages lessons from positive psychology that emphasise how well people react to positive encouragement. A performance management approach that solely focuses on errors and problems can create a downward spiral, affecting team culture and morale. Furthermore, there’s research that suggests for staff to flourish they need 3-5 positive comments for each negative comment, as criticism lodges more easily, both emotionally and cognitively.

    If you’ve got access to KPIs, targets, numbers – or visible outputs such as reports, collateral or products – then spotting good performance can be straightforward. But this is only one aspect of performance – it won’t necessarily pick up all the attitudes, behaviours, skills and attributes your team needs for long-lasting success. There are very few organisations which only focus on the numbers and don’t value proactivity, excellent customer interactions, teamwork and good communication.

    When it comes to those behaviours, ‘catching it done right’ relies to a large extent on indirect communication – on overhearing conversations, seeing how people react, spotting when people are helping each other or proactively providing solutions. It’s a technique that’s ideal for an office-based team with high-frequency in-person contact. So now that most people are working remotely for some or all of the time, this is a lot tougher – and it’s even more difficult to do this fairly.

    So follow my three step process to focus on the positive side of performance management when remote/hybrid working:

    1. What did you do pre-pandemic?

    Reflect on how you used to catch people doing things right, and how you praised good performance. What were the mechanisms you used? Were they accidental or purposeful? Were they quantitative or qualitative? Did you rely on other people?

    Also consider whether it was a fair approach – did everyone have the same chance to be spotted? Was there bias related to proximity, or maybe the nature of their role, projects or tasks?

    2. What do you want to praise?

    You need to have clarity on what is doing ‘something right’ so that you are consistent and fair.

    While quantitative measures such as KPIs are easier to monitor, the real value of this approach is trying to identify ‘soft skills’ and positive attitudes and behaviours – such as taking initiative, going the extra mile, bringing solutions not problems, giving great customer service.

    • Organisational standards: Can you use existing frameworks such as Person Specifications, behavioural competencies, appraisal or talent development processes? What is in the JD/PS of the next role they want? If there is a formal Reward & Recognition programme what does it focus on?
    • Team expectations: What is the culture of the team? Is there a Team Charter or other agreement that sets out how people should act, support, challenge and help each other?
    • Hybrid working: Are there behaviours which are harder to deliver in a remote / hybrid environment and that you want to encourage? – for example, working across team/ department boundaries.

    3. How to spot the behaviour?

    There isn’t an easy one-size-fits-all approach to ‘catching people doing something right’. You’ll need to consider the first two steps and then see what will work in the specifics of your organisation and hybrid working model (e.g. frequency of contact). Quantitative measures such as KPIs and performance metrics are easy, so let’s look at the more difficult-to-spot behaviours:

    A network, not a wheel: Can you shape the team culture so that praise and acknowledgement from peers becomes normal? In this way it doesn’t just rely on the manager as the hub of everything. To encourage such a network of positive sharing, I’ve known meetings which included a formal ‘compliments’ section, and also managers who request praise for peers during 1-1 meetings. Now there are obviously issues of dynamics, bias and subjectivity to consider, but a high performing team should be communicating honestly – that means both criticism and praise.

    Agree informal approaches: Many managers provide informal feedback when they interact with someone from another team who is performing well. You could agree with relevant managers (e.g. same floor, office or department – or a key functional relationship) to provide positive feedback on each other’s team members. You can role model this behaviour by making sure that you pass on praise to your peers about their team members.

    Revamp formal organisational approaches: How do company-wide systems need to change to reflect the priorities and practicalities of remote and hybrid working? Effective approaches include adapting recognition schemes so they reward cross-silo nominations and creating an award for demonstrating resilience.

    Make it fair: When designing your system, make sure that everyone has an equal chance to be spotted, in terms of the tasks you allocate and your level of contact. Does the hybrid model mean you’re having more in-person contact with one employee than another? If there are differences, what do you need to put in place to provide an equal opportunity for recognition and praise (e.g. proactive liaison with others who might interact with the person more than you)

    Make success public: Make your recognition and appreciation of those who’ve being doing well part of 1-1 and team meetings. It’ll set standards and help build a positive team culture.

    Over to you

    It would be great to hear your thoughts on this – have you found it harder to praise your team for their work when remote working? Or has there been so much extra effort that it has not been such a problem yet?

    If you need further assistance with implementing these approaches, or other support for developing an effective hybrid-working model, then Formium Development can help with a range of bespoke solutions from consultancy support through to our online training Remote Leadership Mastery.

    Find out how we can help you

     

     

    Eszter Molnar Mills is a leadership, management and organisational development specialist, who helps organisations and individuals reach enhanced performance by reflecting on what works, and developing skills and strategies for improvement. Founder and director of Formium Development, Eszter’s particular interests involve the impact of positive psychology and strength-based approaches on individual and organisational development. She has recently supported managers with the transition to remote and hybrid working, and is researching the role of leadership for implementing Industry 4.0.

  • Towards Leadership 4.0 – 3 challenges for Learning & Organisational Development

    Towards Leadership 4.0 – 3 challenges for Learning & Organisational Development

    Industry 4.0 is not just about technology – this preliminary research identifies 3 key challenges for Organisational Development professionals to support managers build a workforce with the right skills, knowledge and approach. Photo by Lenny Kuhne on Unsplash.

    Recent years have seen such an ever-greater use of technology in manufacturing that some declare it as a ‘fourth industrial revolution’ or Industry 4.0. While multiple definitions abound, most people agree that Industry 4.0 is characterised by capturing data (using the Internet of Things) throughout a product’s journey and using that data to maximise process efficiency and meet customers’ increased expectations of bespoke solutions.

    As Judit Nagy summarises, Industry 4.0 represents a revolutionary change for organisations:

    • New technology (such as RFID sensors enabling real-time tracking of products and materials during the manufacturing process)
    • New procedures (e.g. enhanced data analysis, machinery programming)
    • New organisational capabilities (e.g. proactively providing life-long learning to support adaptation and continuous innovation)
    • Potential for new business models / organisational structures (e.g. partnerships and JV)

    It’s not just about technology and machinery

    Industry 4.0 is often portrayed as all about technology and machinery, systems and processes. It’s even been suggested that there’s been less academic research about the human factors, which is worrying, as we should all know that whatever change you want to make, you need to focus on the people – they’re the ones who’ll make it work or not. This has been a cornerstone of change management for a long time – since at least Leavitt’s Diamond in 1972. So, as Organisational Development professionals, I think we need to be asking questions and looking for ways to help smooth the interaction between ‘technology solutions’ and ‘human resources.’

    The significant opportunities and risks inherent in I4.0 make this one of the most fascinating business transitions and I am keen to better understand the needs of organisations, and of leaders in particular. As part of my visiting lecturer role at the University of Debrecen, I recently delivered a conference presentation on this subject at New Trends and Challenges in Management – Special Focus on Industry 4.0 – conference hosted by the University’s Faculty of Engineering. I’ve summarised my results below, which included a preliminary survey of managers in organisations and/or sectors affected by Industry 4.0 – though the small size and range of roles/seniority precludes any deep statistical analysis.

    I’d love to hear your views – especially from managers and Organisational Development or HR professionals working in Industry 4.0 environments. Do you think that the human factors have been neglected? What are the leadership characteristics that you think are most important? How do we best support managers in I4.0 environments?

    The importance of human factors

    If the literature has placed less importance on human factors, we wondered how managers viewed them? We asked them a series of questions covering obstacles to Industry 4.0, how staff might react, and what support they as managers would value. In each case, it was clear that workforce issues were raised most frequently, so deserve attention.

    Now this is probably influenced by perspective – the managers we asked should have had good knowledge about their teams whereas they may have not been sufficiently senior to appreciate some of the other issues we raised (e.g. financial and organisational risk factors such as ‘fear regarding loss of IP control’)

    Interestingly, managers anticipated that their workforce was more likely to see the positive impacts and opportunities generated by Industry 4.0: more interesting work, career progression, making existing jobs more interesting, job enrichment and learning opportunities. Yet the highest negative potential staff reaction was ‘slow to engage with L&D’ – which could conceivably undermine all of these potential positive reactions.

    When it came to obstacles, themes about staff quality, quantity and outlook ranked highly – but most telling was that ‘distrust’ was chosen by the highest number of respondents (at 64% this was almost 20 percentage points higher than the second place item). With ‘uncertainty’ also scoring highly, it suggests that managers have work to do in bridging the gap with the workforce.

    Leadership characteristics for industry 4.0

    Competency frameworks and leadership behaviours are used extensively for recruitment and development. While these are bespoke to each organisation, there is usually a commonality of behaviours and attitudes that are sought. However, there does not yet appear to be a consensus on the leadership characteristics required for the new approaches, dynamics and realities of Industry 4.0.
    It’s worth bearing in mind Richard Kelly’s idea that for each phase of the industrial revolution there’s a dominant leadership characteristic:

    • First (mechanisation): Charismatic leadership – the personal characteristics and actions of the leader drove and mobilised the organisation.
    • Second (mass production): Directive leadership – more scientific management and top-down approaches became embedded.
    • Third (automation & information): Relational leadership – including transformational leadership (stimulating followers to be more autonomous and creative) and transactional leadership (achievement of followers’ goals)
    • Fourth (inter-connection and integration): To be confirmed? It’s suggested by Valeria Guzman that this will need to build on and surpass the transformational leadership of the Third industrial revolution; for example Saqib Shamin suggests Industry 4.0 managers will need to champion learning and innovation to a greater extent than before.

    We anticipated that leadership for Industry 4.0 will cover two distinct aspects – the first around thinking skills, analytics, creativity and innovation, the second around relational, people-focused skills. Therefore we asked the managers to assess the importance of ten leadership characteristics identified by Guzman from the literature.

    The results (below) were interesting – there was some consensus around the importance of these characteristics, but none were identified as clear outliers. Although 4 characteristics were deemed ‘moderately or less’ important by the majority, none of them were rated as less than moderately important.

    While the sample size and scale precludes any meaningful analysis, we can say that anyone developing a leadership behaviours framework suitable for Industry 4.0 should consider aspects from all of these behaviours.

    Learning & Development needs to up its game

    One of the few clear messages that came through the survey was the extent to which managers consider that Learning & Development is central to the success of Industry 4.0.

    When asked to consider how their staff might react to Industry 4.0, “Slow to engage with development and learning” came joint second. This could be driven by a host of conflicting supply/demand factors (e.g. quality / quantity of opportunities or workforce attitudes and expectations). However, it appears that both were similarly important – in the question about obstructing factors (see chart above) an almost equal number of managers chose ‘old-fashioned training and ‘lack of continuous learning demand’.

    This was reinforced by a further question on managers’ support needs, where the greatest need identified was in developing their staff’s technical skills and knowledge – and in shifting the culture. When it comes to the manager’s own skills, it is notable that a need to improve their ‘management and leadership skills’ far outweighed change management and technical skills.

     

    The three challenges for L&D professionals

    While we must not forget the limited scope of the research sample, it appears that there is a clear challenge for L&D professionals to:

    1. Offer training and development opportunities that are relevant, up-to-date, attractive and effective.
    2. Work with managers in creating a culture of continuous learning and development.
    3. Develop managers’ own management and leadership skills.

    It would be great to hear your views on these three challenges. Are they relevant to your situation? Have you already taken steps to address them? Are there other bigger human factors? Please comment on the article and let me know

    Complete the survey

    If you have time, it would be great if you could complete the survey – or share it with colleagues.
    https://www.surveymonkey.co.uk/r/4thindustrialrevolution

     

    References

    Guzman, VE; Muschard, B.; Gerolamo, m.; Kohl, h.; Rozenfeld, H. Characteristics and Skills of Leadership in the Context of Industry 4.0. (2020) Procedia Manufacturing 43; 543–550

    Kelly, R. Constructing leadership 4.0. Swarm Leadership and the Fourth Industrial Revolution, Palgrave Macmillan. 2018

    Leavitt, H.J. Managerial Psychology. Chicago: University of Chicago Press, 1972

    Nagy, J.; Oláh, J.; Erdei, E.; Máté, D.; Popp, J. The Role and Impact of Industry 4.0 and the Internet of Things on the Business Strategy of the Value Chain—The Case of Hungary Sustainability (2018), 10, 3491

    Shamim, S.; Cang, S.; Yu, H.; Li, Y. Management Approaches for Industry 4.0, IEEE CEC (2016) 5309-5316Towards leadership

  • 3 ways to get your remote team performing well

    3 ways to get your remote team performing well

    “When we were in the office I could always sense how people were doing, if they were overloaded, taking too long on something, or were happy and motivated. It wasn’t any formal system, I just knew.”

    Does this sound familiar? One of the biggest challenges of remote working has been maintaining staff performance. In one study, a massive 43% of respondents stated their work was a lower standard than when office based.

    In the initial ‘crisis management’ phase there were a number of unique factors at play – it’s hard to work well when you’re using an ironing board as a desk, feeling isolated, home-schooling, or coping with sickness or bereavement.

    However, as full or partial remote working becomes ‘business as usual’ it is going to be essential for managers to understand how to sustainably keep remote workers’ performance levels up.

    Research into employee performance, both covid-specific and generally, highlights that as much as formal performance monitoring structures it is important to pay attention to levels of engagement and motivation. And this is difficult; without being in the same space frequently, how do managers assess levels of energy and enthusiasm?

    In our Remote Leadership Mastery programme we help leaders and managers understand the many problems of shifting to long-term remote and hybrid working, and provide solutions rooted in Positive Organisational Scholarship and strengths-based approaches. We’ve included three of these solutions here:

    1. Provide clarity on goals, tasks and expectations

    When working remotely there is a greater danger that people head off in the wrong direction, or spending longer on a task than its value warrants. In an office managers can provide ‘course correction’ through informal methods – e.g. ad hoc conversations, overheard conversations and observing behaviour. Indeed, ‘managing by wandering around’ is a well-recognised technique.

    When all or part of your team is working remotely, you need to be more purposeful in how you set tasks:

    • Are the expectations clear? What is the sought outcome and how will success be measured? It’s important that everyone involved understands the parameters of the task, e.g. whether you want a ‘Ford Fiesta’ or a ‘Rolls-Royce’ solution.
    • Is the priority clear? This isn’t just about timescales, it is about quality, effort, focus and managing resources.
    • What are the milestones? Not always suitable, but setting review points is a great way of making sure the task is staying on track. This could be a formal review of work completed to date, or just a catch-up conversation.

    2. Communicate the purpose

    Interestingly, a focus on the purpose and meaning of work was identified by Forbes as one of the 10 biggest business trends for 2021, up there with sustainability and the ‘usual suspects’ of big data, automation and virtual interfaces. When people are working remotely, it stands to reason that they feel more isolated from the company as a whole than when working in an office with colleagues. ‘Silo working’, already a major problem for many organisations pre-covid, is accentuated.

    But what does this have to do with performance? Well, studies show that staff perform best when they are engaged, when they see the big picture and understand how their work feeds into it. You’ve probably heard of the story that JFK asked a NASA cleaner “what do you do?” and received the reply “I’m helping put a man on the moon”. Whether true or not, it’s a great illustration of how a clear purpose can unify a workforce – and there are numerous accounts of how NASA’s performance was really enhanced by focusing on this single goal.

    Managers can highlight purpose and meaning by:

    • Talking about the big picture. In team or one-to-one meetings ensure that everyone knows where the organisation is heading and for whom it makes a difference (e.g. customers, clients, the environment, society as a whole) – and the team members know how their work helps make this happen.
    • Make the reason clear when setting tasks. If people understand the overarching purpose they can engage more fully, prioritise better, and are more likely to deliver work that achieves the right outcome.

    3. Allocate by strengths

    To maximise performance, you want to tap into your team members’ internal motivations. The best way is to identify and harness their strengths – the tasks which they enjoy doing, which they are great at and which they find energising and rewarding.

    Look at how you assign tasks:

    • Align. Can you align activities with an individual’s strengths?
    • Describe. Can you describe the work in such a way that the individual recognises that it will engage their strengths?
    • Balance. When setting up a project team (or delegating to multiple staff) do you have the balance of strengths that the work needs?

    Does this chime for you?

    I hope you find these ideas helpful. It would be great to know how you’ve got on with managing performance during remote working – have you noticed any differences? What has worked for you?

    And if you want to know more about successfully managing remote and hybrid teams, check out our Remote Leadership Mastery programme. As many organisations are adopting hybrid or remote working as a long-term strategy rather than as an interim measure, managers will be facing a new set of challenges and risks. Through a series of workshops and one-to-one coaching we’ll provide you with the tools and ideas so that you and your team can thrive in this next ‘new normal’.

  • How do you create a virtual coffee machine?

    How do you create a virtual coffee machine?

    Since the pandemic began, many organisations have flagged up their fear of losing the creativity and relationship-building that came from chance encounters. The happenstance conversations that came from making a coffee, waiting for a lift, or getting some water are seen as vital for forging connections within and between teams and sparking novel solutions. And think of all those times when you leave a meeting and then have a great conversation about the issues as you’re walking back to your desks?

    In a fascinating article from back in 2014 a senior Samsung executive states their new office “is really designed to spark not just collaboration but that innovation you see when people collide.”

    So what is happening without this collision? One of the big problems is that the absence may not be felt in the short-term; it is only as we move into the long-term of remote and hybrid working that this lack of connections will impact on creativity, relationships and performance. You’ll see it in greater friction and blame between teams when things go wrong, you’ll notice fewer cross-team solutions and you’ll see teams proposing new ideas that get quickly shot down by other teams.

    So how do you get round this? Our Remote Leadership Mastery course introduces managers to our Creating Collision 3-step process:

    1. Identify the mechanism

    We encourage managers to consider the mechanism that they’re trying to replace, as that will help them choose the right solution.

    Mechanisms that underpin the ‘collision is beneficial’ theory can include:

    • Social bond as a bridge between teams: “I know Alex a bit, so I’ll approach her first about what the sales team are doing on this problem…”
    • Opportunity to answer/raise questions: “…by the way, I’ve been meaning to ask your team about…”
    • Opportunity to gather/offer knowledge: “So what are you up to now…..? Oh, we tried something like that last year and learned….”
    • Opportunity to gain/offer differing perspectives: “But if you try that, it’ll cause problems for the Finance team’s workflow…”
    • Opportunity to suggest enhancements: “Well if you’re thinking of doing that, it would be really helpful for us if you could…?”

    2. Learn from others

    Many organisations have tried differing approaches to this problem, and we always encourage our course participants to share their knowledge and we all learn from each other.

    Some great ideas that we’ve come across include:

    • Virtual coffee machine: An always-open chat room that anyone in the company can enter. Employees are encouraged to take 10-15 minutes coffee breaks just chatting with whoever is there.
    • Chat partners: Employees are assigned a person at random to have a conversation with – using emails, video chat or telephone.
    • Communication champions: Each team member is assigned another team in the organisation and tasked to build up a link.
    • Cross-team projects & activities: Encouraging and actively designing projects, working parties and discussion groups to maximise engagement from across all teams. In the past we’ve seen Diversity working groups, fundraising groups and traditional ‘social committees’ all play a great role in forging connections.

    3. Share leadership

    A top-down solution probably isn’t the best approach. This is an area where you need your team, and all the other teams, to be driving this forward. Your role should be to think about how to get everyone to appreciate the issue, accept responsibility, and give them the freedom and resources to discover and try out some solutions. You’re going to need solutions that fit the organisational and team cultures – but most importantly with individuals.

    So it’s unlikely a single solution will address all the mechanisms that you’re trying to replace. In an office there are multiple opportunities for collision, and you need to replicate this variety when remote or hybrid working.

    Finding the solutions to the lack of collisions is actually a great example of using a project to create new collisions – get teams working together, forging new connections and promoting innovation and creativity!

    Get some help

    Unsurprisingly it is this final element of implementation that proves most difficult for managers and leaders. On Remote Leadership Mastery this is where we spend the most time, discussing in the interactive workshops how to identify the mechanisms you want to address, to assess your organisational and team cultures, to consider which approaches fit best and to develop a strategy for successful implementation.

  • Are you ready for another ‘new normal’ ?

    Are you ready for another ‘new normal’ ?

    A few weeks ago, I heard a business leader referring to life at the moment as the ‘interim normal’ because he didn’t want to accept that this was ‘the new normal.’

    I’ve got some sympathy with this approach – the last year has seen deeper and wider changes in organisations, management and leadership than we’ve seen in any other twelve months. People have endured almost constant change, with plans made one week being totally revised the next.

    Labeling this as an ‘interim normal’ can help people cope – it won’t be like this forever.

    But the danger is going too far the other way – many people seem to think that we’ll all be back in our offices soon, and the ‘old normal’ will return. But it’s clear to me that home-working is here to stay – whether it is full-time, part-time or occasional activity. Organisations and employees are keen to maintain the advantages of home working such as less time commuting, a reduction in expensive office space and access to a wider recruitment pool.

    But let’s not forget that the shift to home working has come at a cost. I’ve seen companies taking a hit on productivity, teamwork, collaboration, morale and innovation. Many of these organisations, leaders and teams seem to be relying on temporary fixes, superhuman effort, adrenaline, desperation and a hope that they can keep treading water until the ‘old normal’ returns.

    But if the ‘old normal’ isn’t coming back, the big question is – how many of the supposedly ‘temporary’ fixes are fit for the long-run of hybrid office-home working?

    My challenge to you is to spend a few minutes thinking ahead, and wondering:

    • What short-term pains are you putting up with, that really can’t become long-term problems?
    • What temporary patch-up job was good enough for crisis management in 2020, but not suitable for steady state operations?
    • Where are you relying on unsustainable effort from individuals rather than well-balanced workloads, skills and expertise?
    • What are your plans for dealing with the problems of increased home-working, such as difficulties with on-boarding new staff, promoting morale and managing performance?​

    I’ve been helping staff from a variety of organisations to adapt to some of these remote leadership challenges, to work smarter and implement new ways of working. So often when we try to address problems we focus on the gaps, on what is missing or working badly. Whilst this is a natural reaction, I’ve seen a real opportunity for leaders, managers and organisations to benefit from a remote leadership and change management approach that focuses on strengths and builds on what is already working.

    The more I’ve heard about these issues with remote leadership, the more I thought about putting together some kind of program that would let me help others using the experience that I’ve had myself.

    So I’m currently developing a series of online workshops and coaching that will help managers and leaders overcome the challenges of remote leadership and put positive leadership in practice.

    To hear more, come along to my Remote Leadership Masterclass – a free 60-minute webinar on Monday 29th March at 1230 BST.

    You’ll learn:

    • A surefire technique for assessing your remote leadership to work out where you’re doing great, and where you could do better.
    • The new risks your organisation face when changing to hybrid working.
    • A different way of thinking about leadership that will help you build an integrated and successful team.
  • Even the little words count – what your communications say about you

    Even the little words count – what your communications say about you

    When lockdown occurred in the UK back in March, businesses and shop keepers posted messages in their windows informing customers of their closure. A simple act, you’d think, without much meaning. But I’d argue that some of the examples I saw on walks around my local streets show that even the smallest communication gives you an opportunity to demonstrate your values, showing that you care for your customers and are acting professionally.

    We’re playing our part: many notices made it clear that they were deciding to take action to protect themselves, their customers and their community – whereas others highlighted they were following government rules to close. The former businesses appeared to be proactive, taking responsibility, and choosing to act for the greater good. The others might have meant that they didn’t want to close, but it didn’t come out like that in their sign.

    If we think about theories of control and power, the businesses who stated it was their choice to close implied they were responding to an intrinsic motivation for action, that they had control over their activities.

    We care about you as customers: obviously this is easier for some businesses – many (but significantly, not all) hair and beauty businesses were able to demonstrate their real reciprocal relationships with their customers, with light-hearted comments about fixing their hair whatever state it would be in post-lockdown, references to the staff team by their first names, etc.

    This was in stark contrast to two national chains (one pub, one coffee shop) who displayed standard printed notices declaring the venue was shut and little else (apart from a warning that no stock was left on the premises). This language and style came over as cold and uncaring.

     

    Keep in touch: a handful of companies emphasised that customers could keep in touch via social media. Again, this is more relevant and effective for certain business sectors, but it really made a difference, helping create a sense of a community, of customers being seen as more than just a source of revenue.

    Reflection

    I appreciate that before lockdown businesses were acting under great pressure and confusion and may have rushed to get this communication done, but the difference in tone and approach between businesses is noteworthy – even when both are in the same industry and same size.

    So my suggestion to you is that you think about all your communications, whether to staff or customers:

    • Use them as an opportunity to display your values, and think about the message written between the lines.
    • Many companies – both office-based and retail – have reported a benefit from communicating more often and trying different communication methods – could you do likewise?
  • People with Purpose

    People with Purpose

    Prior to lockdown I enjoyed a couple of days in Lyme Regis, the English seaside town renowned for its fossils – and the setting for the newly-opened film Ammonite, which tells the fascinating story of Mary Anning, the original 1800s fossil hunter.

    What is amazing about Lyme Regis are not just the fossils embedded in the cliffs but the huge boulders and stones, just lying on the beach, full of ammonites – the traces of sea life from millions of years ago.

    These relics from the past sparked a conversation about what we leave behind, what is frequently referred to as “legacy” – or “the work you are meant to do.” When this concept first started becoming popular in management and leadership studies it seemed to me a little, well, self-important – why should ‘little ole me’ be thinking about my professional and personal legacy in this way?

    But the positive psychology research backs up the value of this thought process – people who act with a purpose are more fulfilled in their activity, get more done and are happier overall. When we reframe what we are doing as part of something bigger, an overall aim or goal, we perform better.

    This is reinforced by the science of strengths – that we are at our best when we are using those skills and aptitudes that we are good at, and that make us feel energised and enthused.

    We’ve seen so many examples of the power of a purpose in recent months as individuals, communities and societies have pulled together for the greater good.

    While the legacy we leave after us, in our jobs, our communities or friendships, may not be visible or held in memory for long – and definitely not in comparison with an ammonite – I recommend you spend some time thinking about your purpose:

    Ask yourself:

    • What is it that you are great at? How can you do more of this?
    • What drives you? Think about what underlies your decisions, how you choose to spend your time. What are the things you really care about?
    • What energises you? What are those activities that you can totally lose yourself in?
    • In your roles – professional, personal and community – is there an underlying theme in what you do, how you do it and what you are interested in?
    • Looking back in 20 years’ time, what will you want to have achieved? What will it look and feel like?
    • Or look back – what have been the things you think you were particularly praised for?

    If you want to look deeper, one of the best things I can recommend is working with a coach to help you identify your purpose, and work out how to engage it throughout all aspects of your life. Contact us for more details or click here for more information about coaching.

  • Change under pressure – 10 lessons from the NHS response to Covid-19

    Change under pressure – 10 lessons from the NHS response to Covid-19

    We’ve all heard inspiring tales of resourcefulness and innovation in the face of Covid-19, from people, communities, companies and institutions across the globe. I found this recent report, Providers Deliver, from the UK’s National Health Service to be a fascinating selection of how local hospitals and health teams, working with their staff and partnerships, have managed to successfully change under pressure.

    Here are the 10 key lessons that I’ve identified in the report:

    Have a clear goal – the Countess of Chester hospital introduced a revolutionary whole-hospital rota to maximise use of their resources. Darren Kilroy, executive medical director, stated this was designed to ensure “everyone would be focused around one common goal” of helping meet the needs of Covid-19 patients.

    When faced with so many competing issues, having a single clear goal makes it easier for people across roles, teams and departments to accept the need for change, and fully embrace a new way of working. Darren considered the single aim had a major impact: “people learned new skills, and as it got going the junior staff enjoyed being part of it because they were dealing with something very real and making a difference. It became a really enjoyable roster to be involved in as everyone was really engaged.”

    Have clear parameters – in the press we sadly saw many stories where a company tried to help out but were impacted by the rigorous demands of medical or regulatory requirements. Understanding the constraints is vital to achieving effective change. It is notable that the provision of PPE in Northumbria and the repurposing of the sleep apnoea machine in Leeds were undertaken with close attention to these quality standards.

    Find and work with partners – the only silver lining in the tragedy of the early months of coronavirus was seeing how individuals, communities and companies rallied round, trying to do their bit to help.

    Faced with a shortage of quality PPE, Northumbria Healthcare NHS Foundation Trust developed an eye-catching solution – working with a PPE manufacturing consultant to establish its own network of textile manufacturers. Eventually the partnership has set up a bespoke factory, generating jobs and providing PPE for regional customers.

    London Ambulance Service NHS Trust took an radical approach to partnership working: firstly 170 mechanics from the Automobile Association supported them to keep all their ambulances on the road, reconditioned 50 newly-sourced second-hand vehicles and refitted some non-emergency transport vehicles.

    But it wasn’t just about the vehicles, a creative approach was needed for staffing. Chief executive Garrett Emerson explained: “I then had a conversation with the commissioner of fire services about using firefighters to work alongside our clinicians and increase the numbers of ambulances we could deploy in London. We just agreed to get on with it and make it happen.”

    This is another newly-forged partnership that will have long-term benefits: as Garrett Emerson comments, they hope “to keep a small number of firefighters on a rotational basis continually within the service, keeping their skills up with the ability to stretch to larger numbers in the event of pressures.”

    Value your people – “to influence and drive change, [your staff] have to be well cared for” – Patrick Scott, Bradford District Care NHS Foundation Trust.
    It’s like that old saying, ‘treat your employees like they can make a difference and they will’. The report highlights that it’s not just about basic welfare in a hazardous and stressful situation, it is also about really listening, communicating proactively and giving employees responsibility and authority to make changes.

    Give people space to innovate – many of the examples show what people can do when tasked with solving a specific problem, within clear operational parameters, and outside of usual protocols/constraints for e.g. funding, staffing or governance. The advice from Julian Hartley, chief executive at Leeds Teaching Hospitals is telling: “You don’t micromanage or try to second guess everything. If you have the necessary cultural ecosystem, the set of relationships feeding off one another, and technology and innovation in one branch of medicine, it can cross-fertilise very quickly into another.”

    Break the silo – so often when I’m working with large institutions, I’m asked about breaking down boundaries, so it is fascinating that most of these examples show how a crisis can spark people working across traditional divides.

    In Leicestershire Partnership NHS Trust staff developed a new multi-agency mental health service to reduce pressure on A&E. Saskya Falope, manager of this new mental health urgent care hub stated “It has allowed us to think differently about how we use our resources and has allowed partnerships to really come together, using everybody’s expertise rather than working in silos.” And this working across boundaries has positive results – “Working with colleagues in social care, housing and acute trusts, gets patients the right care that they need rather than the fallback always being A&E in an acute hospital.”

    Reflecting on the Countess of Chester hospital’s new whole-hospital rota, Darren Kilroy stated: “there’s been a much more cohesive sense of shared understanding across traditionally quite disparate groups of staff, and there’s a much clearer understanding of how a hospital has to work together to get the job done”.

    Use your existing resources better – focusing on what you have rather than what you haven’t is a great way of thinking differently about a problem. This was exemplified by the staff at Leeds Teaching Hospitals NHS Trust who took their stock of an obsolete sleep apnoea machine and worked with the mechanical engineering department of University of Leeds to repurpose it to make up for a shortfall in ventilators.

    This is not just a local success story though – by continuing their research, the University has designed a device that is sufficiently cheap and quick to manufacture that it could help lower-income countries across the world.

    Ask your end-users – for a change to be really effective, engaging the people who use the service can reap rewards. When setting up the mental health support hub in Leicestershire, the manager Saskya Falope said they “started collecting patient feedback and ideas from very early on…we asked patients what do you like or not like about A&E? How can we do it differently?” Asking such open questions can generate unexpected insights, such as changing the bright lighting usually found in A&E to something more soothing.

    Bring your people with you – The University Hospitals of North Midlands NHS Trust innovated by installing temperature scanners at access points, aiming to reassure the public that the hospital was still safe for patients with non-covid health issues. To ensure it would be successful it was piloted in an administrative area, and thought was given how to get the staff on board – as Tracy Bullock, chief executive commented: “Making sure you’ve got the right engagement with the staff and making sure you’ve got their buy in and they understand the standard operating procedure that runs alongside it is essential… it’s getting your comms right.”

    Staff at the Countess of Chester hospital knew a change to a radically new way of working rota could be problematic, so prepared the ground carefully, as Darren Kilroy explains: “quite a few weeks of engagement, sharing with the juniors what the roster would look like, undertaking the comms that would inform how this would work, and making sure it was attractive to those members of staff who were going to work on this roster who weren’t used to dealing with patients of this kind”.

    Don’t be afraid to change – a highly-regulated sector such as healthcare can discourage the risk-taking that is inherent in change, but the teams in this report were able to harness the compelling purpose and unprecedented situation. Tracy Bullock at University Hospitals North Midlands sums this up: “We were definitely a bit nervous at first, because we knew no one else in the NHS had done this before. But there was something about just biting the bullet. It’s intuitive, if it goes right and you think it’s going to help, you have to just go with it. That was the key bit of learning for me.”

    Reflection

    What I really value in this report is the range of changes: from smaller-scale and temporary solutions to those with long-term and even global benefits. The report reinforces that the ability to change under pressure is underpinned by the organisational culture and individual skills, abilities, relationships and experience.

    I know for many people and businesses this is a desperate time without any upside, and my heart goes out to you – I don’t want to minimise your situation. But I am fascinated by how some organisations have been able to change under pressure, so my question is: how have you changed the way you work, and how is it having benefits for you, your customers and community?

     

    Picture credit: Edgar Soto on Unsplash