Category: business

  • Appreciative Inquiry: Strength-based organisational influence

    Appreciative Inquiry: Strength-based organisational influence

    We’ve all been there. You are tasked with delivering a significant change to processes, products or ways of working. Before you even start you are told by colleagues or staff that this will never happen, it’s impossible to do and all you feel is push-back.

    Leading change can feel like pushing a boulder up a hill with the risk that it will roll right back down at any moment.

    I’m sure this sounds familiar, as it is derived from two commonplace issues – that people often fear change and resist it, and that most organisations introduce changes by focussing on existing problems and shortcomings, such as John Kotter’s famous ‘melting iceberg’.

    But what comes of this approach? A negative atmosphere as everyone tries to dodge responsibility, and you impose a top-down change that will hopefully fix the problem. And how many times do you fix one problem only to find that you’ve now created another? Or find that people resist adopting your solution at all?

    If you think about how we apply the idea of strengths for a person – that you can deliver better change and growth by harnessing strengths rather than focussing on weaknesses – then you can imagine there is a similar approach for teams and organisations.

    Appreciative Inquiry (AI) is that approach – it focuses on finding out what already works, and how to leverage those successes and strengths. It is a collaborative approach, because unless you have everyone involved, you can’t effectively incorporate the multiplicity of perspectives. By co-creating a vision as well as the approach together, you’ll reduce resistance to change and have a more effective and lasting solution.

    The theory and research underpinning Appreciative Inquiry (AI) is extensive, as is the track record of AI being used effectively in a whole host of settings across industries, countries and sectors.

    The Appreciative Inquiry process starts with a positively stated topic choice or inquiry question, such as: “How can we deliver maximum value for our customers within our existing resources?” or “Creating innovation through collaboration with other departments or organisations” or “Becoming a high performing and fun team.” Its power comes from the combination of focusing on what works and approaching changes with an open, enquiring mind.

    The AI process then uses a simple 4D model to address the topic – Discover – Dream – Design – Deliver

    This may not seem that different from a range of other such models, until you look at what happens in each phase.

    Traditionally managers would use root cause analysis to try and understand problems. In Appreciative Inquiry, this phase is about looking positively at what is already working, helping us identify the key ingredients of success for this team or organisation. It embraces the positive traditions and stories that they have about themselves.

    Looking at existing success helps engagement and creativity and generates confidence for the next stage. You may find those existing examples of collaboration or of innovation that can act as the template for wider improvements.

    Rather than the narrow focus on solving problems with the minimum effort in the minimum time, this visioning phase is about using the positivity so everyone feels safe in challenging the status quo, in thinking about the big picture, and creating a vision that reaches into the future.

    We ask questions like “How does our version of excellence on a budget look, and crucially why does it matter?”

    When you’re grounded in what’s worked, and because you’re involving everyone, you can build a compelling dream that generates commitment to action.

    The Appreciative Inquiry approach is to focus on bridging the gap to your dream, while making sure there is alignment with values, strategy, structures and processes.

    Co-creation means working with all involved, which ensures that you don’t ‘rob Peter to pay Paul,’ and generates crucial buy-in and joint-ownership of change.

    This stage is when you work together to translate the vision into action plans and share roles and responsibilities in making it happen.

    You’ll need to maintain the momentum – keep talking together, challenging each other, reaffirming commitment to change.

    Agree how you will hold each participant accountable for delivering their commitments, but don’t fall back into negativity and top-down power.

    Reflect back on what you’ve learned about the traditions and stories people tell about themselves, and use them to overcome any obstacles. Continue to celebrate successes.

    Appreciative Inquiry is effective

    As an external facilitator who has used an Appreciative Inquiry approach with many teams, I can tell you that it works. So many top-down change programmes fail because of the fear, resistance or lack of ownership. With AI, that initial focus on ‘what works already’ gives people security, helps them understand that their particular perspective is valued. This enables them to be creative, to see the big picture and to consider what they individually need to do for the team to reach their compelling vision.

    While Appreciative Inquiry works exceptionally well on large-scale change or organisational development programmes, it is not just about externally-driven change or solving specific challenges. Some of my best experiences have been using AI approaches in team away-days to help them reflect, define their own vision and agree how they will act differently in the future, all based on what they were already great at.

    Many of my clients use an external facilitator because it helps create a level playing field for all participants, and because we can more easily ask the big questions and identify the ‘we’ve always done it like that’ assumptions. But any manager can learn how to use an AI approach – there’s a wealth of accessible resources to help you – books, websites, videos, webinars.

    Eszter Molnar Mills is a strength-based leadership and organisation development specialist.

    She helps organisations and individuals reach enhanced performance by reflecting on what works, and by developing skills and strategies for improvement.

    Through Formium Development, Eszter supports organisations, teams and individuals through consultancy, executive and team coaching, and facilitation.

    If you’d like help or advice on implementing the Appreciative Inquiry approach, then please get in touch.

     

     

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  • The future of learning and development?

    The future of learning and development?

    The days are numbered for sheep-dip, classroom-based training courses, chosen by the L&D team, and often forgotten by the following week.

    Well, maybe not numbered, but the recent CIPD/ Towards Maturity report – Driving Performance and Productivity provides evidence that companies relying on old-fashioned models of learning and development are being outstripped by those embracing a learning approach that is more collaborative, multi-channel, integrated and accountable.

    The report’s message is that the top 10% of companies, for performance and productivity, are benefiting from using these modern methods – sometimes 3 times as much as the average, and massively above those in the lowest 25%.

    Here’s a few key findings:

    • 76% of the ‘Top Deck’ (highest performing 10%) are confident in incorporating the use of new media in learning design (33% average, 14% bottom quartile)
    • 62% routinely collect information on the extent to which learning points have been understood (30% average, 5% bottom quartile)
    • 71% collect information from learners on the extent to which learning points have been applied at work (24% average, 2% bottom quartile)
    • 73% involve learners in the design of the most appropriate learning solution (25% average, 1% bottom quartile)

    So the challenge to L&D teams is – how can you harness these approaches so that your company benefits? How can you incorporate these ideas into your strategies, and how to shift the culture towards collaboration, individual accountability for learning, and greater integration into strategic and operational needs?

    The report provides compelling ROI evidence that I’m sure will help those arguing for greater resources or the input from colleagues. But the important takeaway for me is the change management and strategic thinking that will be required to embed these ideas. It is about changing the perception of learning and development from a top-down obligation to a more bottom-up opportunity to thrive.

     

    Eszter Molnar Mills is a strength-based leadership and organisation development specialist and founder of Formium Development. She helps organisations and individuals reach enhanced performance by reflecting on what works, and developing skills and strategies for improvement. Eszter leads our learning partnership work; contact us to discuss how we can support your learning and development strategy.

  • Impactful women leaders

    Worldwide, at the lower levels of organisations over half of the staff members are female but if you look higher the number of women shrinks. Therefore, we’d like to share with you list of 5 impactful leaders who just happen to be female.

    Sheryl Sandberg – The COO of Facebook and founder of the Lean In Foundation. The non-profit organisation is part of a movement to develop a more equal world – as detailed in her book, Lean In ­– and supports women in the workplace and through empowerment groups.
    Ann Francke – Author of the FT Guide to Management and CEO of the Chartered Management Institute, a non-profit organisation aiming to create better led and managed organisations, through creating more qualified managers and establishing management as a true profession.
    Meg Whitman – Business executive, currently the President and CEO of Hewlett Packard Enterprise, and also the Chairwoman of HP Inc. A former manager at Disney and Hasbro, she is still best known for leading the online auction site, eBay.
    Tamara Box – The chair of the Financial Industry Group and the head of Structured Finance at Reed Smith, and worldwide acknowledged expert in strategic financial advice. Tamara is passionate about engaging millennials and women in the professional world. Also, she is one of our autumn interviewees.
    Carolyn McCall – The CEO of EasyJet is one of the business leaders who has been asked to join the United Kingdom’s Prime Minister’s Business Advisory Group – the body that advises the PM and the Government on business difficulties.

  • #Girlboss review

    #Girlboss review

    Sophia Amoruso is an interesting and inspiring millennial. She is the founder of one of the fastest-growing retailers on the planet, Nasty Gal and the author of #Girlboss, a book about her and the company’s story. The business began with selling off vintage clothing and accessories on eBay, currently she is the leader of internationally recognised brand and business.
    #Girlboss isn’t a typical self-help personal development handbook; it’s more like a good peptalk given by a person who transformed her hobby into an outstanding company and shares her real life experiences through the pages.

    “A #GIRLBOSS is someone who’s in charge of her own life. She gets what she wants because she works for it. As a #GIRLBOSS, you take control and accept responsibility.” – says Amoruso at the beginning of the publication.
    This book is far better as a story than as a business guide – which is probably why Netflix is turning it into a TV show.

    #Girlboss is a combination of a memoir, a manifesto and a business book. It won’t explain to the reader how to reach success but it can give a few ideas and it’s definitely a great reading experience. Amoruso’s book could inspire young people who are thinking about setting up a business.
    The book is available on amazon.co.uk and amazon.com.

  • The Financial Times Essential Guide to Negotiations

    The Financial Times Essential Guide to Negotiations

    This book provides what it promises on the cover – how to achieve win-win outcomes in each of your business deals.  A straightforward, practical guide that lists what is required to achieve success.

    Geof Cox’s book comes with a great, logical and easy-to-follow structure:

    1.Planning it

    2.Doing it

    3.Reviewing it

    The writer recognises and comments older models for the negotiation process by Chester Karras, Roger Fisher & William Ury, Neil Rackham and others.

    The recommended resources concentrate on prep work and communication skills as well as the effective use of set-piece negotiation models. Novices are warned about tricks and dubious tactics and for advanced negotiators, the author suggests strategies for complex situations, such as negotiating across cultures or with several stakeholders.

    In line with the style of the FT Essential Guides series, Cox uses practical case studies and instances, along with easily adaptable tables and diagrams all throughout his book.

    The task and results-orientated publication’s style is simple, clear and easily interpretable.  Reading Cox’s book itself is not a guarantee of success but following the steps, taking his advice and learning from others’ mistakes will definitely help you to accomplish negotiation success in the long run.

    The book is available on amazon.co.uk and amazon.com.

  • Doing good, doing business

    Doing good, doing business

    Social enterprise is a dynamic and also motivating way to do business, it’s an interesting and fast growing sector, a movement not only in the UK but around the globe.

    Social enterprises are businesses trading to address social problems, improve communities, people’s quality of life or the environment. It seems the same as charity work but it is different. These organisations make and do things to make profits like every other business, but they are reinvesting their profits to make even more good. They do this in various ways: reinvesting in community projects, providing services for people who otherwise might not get them, or creating jobs for people who would otherwise be left out from work. That’s what Unseen Tours did, does and will do.

    Unseen Tours is a prize-winning, not-for-profit social enterprise in London. Presently, they offer 6 alternative sightseeing tours through the capital’s most vibrant and exciting neighbourhoods- Brick Lane, Brixton, Camden, Covent Garden, London Bridge and Shoreditch-, led by homeless and  previously homeless guides.

    “We never wanted to be a charity, we wanted to make profit and reinvest that money, that’s why we are a social enterprise.”– says Faye Shields, the director.
    Everything started in 2010 as a project by Sock Mob Events, an informal volunteer network– so called simply because through regular weekly walks these people offered socks, food and friendship for men and women living on the streets of London.

    Their guides earn a living through the tours. They directly get  60% of the ticket sales. And what about the other 40%? It’s also reinvested, out of that 40% the guides also receive their travel and mobile top-ups every month and the remainder is used for essential operational costs. Any profit Unseen Tours makes is directly reinvested into the enterprise to engage more guides and widen the scope of the tours.

    People are needed to run an organisation. The team that works behind the scenes of the successful social enterprise is formed of volunteers. They fit volunteering around their full-time job responsibilities to help making Unseen Tour a success.

    The enterprise works like a real organisation; they have a director, the different tours have coordinators, they even have a person to manage their social media.
    Unseen Tours offers a one-of-a-kind experience of London and unique insight into the capital’s life whilst giving visibility and voice to people who often feel unseen and unheard.

    Unseen Tours is a social enterprise with great purpose– to change perceptions of the homeless and to provide an income to individuals who might otherwise be excluded from work. They are doing good but also business. With their business strategy, so far they have helped 20 homeless or formerly homeless people back on their feet.

    To find out more about Unseen Tours and to book a tour visit their website here. Take part and win prizes in their newest campaign, share your unseen story with #MyUnseenStory on Facebook, Twitter or Instagram.

  • Business approaches for tackling poverty

    Business approaches for tackling poverty

    The authors suggest that few of the most sustainable and scalable solutions to poverty and deprivation are those based on business – instead of charitable – methods. This chimes with Melinda Gates’ TED talk about adaptable strategies from Coca Cola that could make non-profit organisations more effective.

    The practical guide, Scaling Up includes a wide variety of case studies of both the families this kind of approach has helped, and the organisations and social entrepreneurs who have successfully applied it. The book comes across as an extremely well researched while written with the practitioner in mind. Examples from around the world including India, Latin America and Africa range from the more familiar cases of microfinance and housing to community savings and utilities.

    The authors recommend a range of strategic and market-driven approaches which can help people at the bottom of the economic pyramid, effectively challenging many assumption of the traditional charitable / donor-reliant approach to NGO-led development. The opportunity to achieve scale is explored both as the traditional scaling of the organisation itself, and as increasing its influence on the ecosystem.

    The contents are practical, addressing core management problems just like finance and marketing in a new context. The book is very well structured, the only tougher aspect to its presentation is the excessive amount usage of acronyms, which grates in spite of a glossary at the front of the book.

    Reading the book is more than likely to be of instant benefit to managers already working in social enterprises or the third sector, but Scaling Up is a remarkable read for any leader curious about the economics of social justice.

    The book is available on amazon.co.uk and amazon.com.

  • Big Data by Bernard Marr

    Big Data by Bernard Marr

    Big Data is an expression that we hear often but not everybody understands what it is and how to use it beneficially. Bernard Marr’s book is a guidebook for all businesses on harnessing the potential of data. He argues that data by itself is valueless, data only has value if it is converted to insight– what he terms Smart Big Data.
    Marr explains why “Big Data is the heart of the smart revolution” – and details how every facet of our life and world has become smart: health, parenting, homes, sport as well as love. Really successful companies realise who are their customers, what are they doing, what do they like, what are their needs now and in the future. Those businesses have that knowledge because they have collected their customers’ digital trace and know how to use that data.
    Marr’s award-winning book is a practical guide, loaded with tips for business owners, leaders, managers or anyone working within this field. It’s a reader-friendly book about what could have been a dry topic. For all those who aren’t convinced in the importance of Big Data, Marr makes a convincing case that it is a phenomenon and sensible use can lead to success.
    The book is available at amazon.co.uk and amazon.com.

    Agi Galgoczi

  • Strength-based Recruitment

    Strength-based Recruitment

    Capp founder Alex Linley defines a strength as ‘‘something that you do well and enjoy doing. When using a strength, people feel authentic and energised as they deliver successful performance.’’

    We asked Gurpal Minhas, Head of Customer Solutions at Capp & Co Ltd (www.capp.co) , to explain strength-based hiring. Capp work with a range of UK and multinational corporations across the  FMCG sector to banking, helping them hire for what applicants are great at doing alongsidewhere their energy passion and motivation lies.

    In contrast to traditional competency-based selection, a strength-based approach allows companies to focus on more than just what candidates have previously done or on their competencies, and to consider their potential, engagement and energy. Minhas outlines the business benefits as shorter time to competence, improved engagement, improved performance and reduced attrition. On an individual level, employees  are more engaged, and “there’s an increased level of self-esteem because they’re able to work on things that they enjoy and do well.” – he adds.

    A strength-based approaches are also shown to create a level playing field between applicants with different social or cultural backgrounds, to improve the employer brand and to attract better-matched candidates.

    The process starts with a Success Analysis. The Success Analysis identifies what the best people currently do in that particular role within the organisation. It also considers what the future of the job entails, for instance, how it will look in 2020 or 2025. The requirements are established through stakeholder interviews, focus groups and a review of the existing job description. Where a company has a competency framework, assessments using the competency framework and the strengths framework can be jointly applied. “That’s where that makes a big difference because you continue to be able to use existing language in the organisation, but you’re getting a lot more specific to what you’re looking for” adds Minhas.

    The Sucs Analysist establishes a number of  core strengths and potentially some role-specific strengths, such as ‘relationship manager’ or ‘Technofinity’ – all of which will be used in attracting and selecting the best candidates, based on a balance of performance, energy and use.

    Candidates are assessed against the required strengths through assessment centres, the Situational Strengths Tests and Strength-based Interviews. “A strength-based interview is quite different from competency-based interviews in the fact that assessors are  not probing candidates and likewise applicants can’t necessarily  prepare for the questions. We may ask 12 questions in 45 minutes, whereas in a competency interview we might ask 6 questions in half an hour. The  questions are shorter and significantly more varied. Candidates are having to share a bit more depth about what they do and how they approach tasks. We ask about how you feel about working on tasks- something that with a standard competency response, you can’t necessarily answer,.” explained Gurpal.

    When using strength-based interviews, 74% of assessors felt they could better distinguish between low, average and high performers and 85% of candidates agreed the strength-based interview allowed them to show who they really were. In particular Generation Y and Generation Z candidates are eager to learn about themselves, gain more self-insight and feel recognised as individuals. Working in partnership with EY, Capp found in a representative sample of over 1000 students, 65% of graduates would select a job that would allow them to use their strengths rather than a role that paid them a higher salary.

    Ultimately strength-based recruitment allows the selection of employees who are naturally, authentically good at the role and are energised by it, which in turn leads to better performance.

    Founded in 2005, Capp have an established academic background in positive psychology and an extensive experience in the provision of strengths-based talent management solutions.

    The Capp vision is “To match the world to their perfect job” – whether that’s an individual seeking a new challenge or someone growing and developing with their current employer.

    You can benefit from the opportunities presented by better understanding applicants’ unique strengths by incorporating strength-based questions into your current selection practice. 9 Strengths-Based Interview Questions for you: Click Here for Your Copy

  • Positive Change Management webinar replay

    Positive Change Management webinar replay

    In today’s fast changing environment agility and the ability to make change effectively is a key organisational requirement. According to research many change management initiatives fail, risking employee’s resistance and change fatigue.

    View this webinar recording to explore:

    • The key change management mistakes to avoid
    • Successful approaches to effectively leading change
    • How to minimise resistance, engage and motivate your people
    • Positive change management methodologies

    The accompanying guide to better understanding your stakeholders – and the presentation slides – can be found here.

  • Women in leadership

    Women in leadership

    A summary of  Sheryl Sandberg’s Lean In

    Sheryl Sandberg, Chief Operating Officer (COO) of Facebook, presented a TED Talk on why are there so few women in leadership positions. Her book, Lean In started from that 15 minute talk. Sandberg’s argument is that excuses and justifications will not get women anywhere. In her book she provides useful suggestions to urge women to take their place in the working world while taking ownership of a leadership concept. Women have to take a seat at the table, even if they feel uneasy at first, says Sandberg.

    They have to lean in and have the will to lead. She says women have to break with internalised attitudes that hold them back. Throughout the book, Sandberg carefully weighs the double binds, internal and external, that hold back women from achieving their goals, their potential at the workplace.

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    Sandberg’s work is a combination of hard data, academic research, her own experiences, observations and life lessons with a hint of humour. Lean In is more than a book, it’s kind of a feminist manifesto as she calls it; part of a movement to create a more equal world.
    The book is available at amazon.co.uk and amazon.com.

    Agi Galgoczi

  • The business starter pack

    The business starter pack

    The First Mile by Scott D. Anthony

    Many people think about starting their own business. Lots of us started a business in childhood – do you remember the cliché of the Lemonade Stand from American movies? Yes, some people stop right there, but some try again and run their businesses for years.

    But how to start? The first mile of an innovation is that critical stretch when your idea moves from concept to the real world. Hidden traps, risks and challenges are everywhere. Scott D. Anthony’s book will come and give you a hand. The First Mile is a practical and easy-to-follow guide to starting a business.

    The book has two parts. The chapters of the first part build the First Mile Toolkit – a 4-step process for managing strategic uncertainty. You will learn how documenting an idea helps surface hidden assumptions; how to evaluate that idea from multiple angles; focus on the most critical strategic uncertainties; then test rigorously and adapt quickly. DEFT, the easy-to-note acronym is a reminder that you need to be adroit at handling the twists and turns of the first mile.

    Part two describes four common challenges, signs that you may have not followed the ‘yellow brick road’ and tips for getting back on track and get to your ‘Emerald City’.

    The challenges:

    • Making a wrong turn
    • Running out of fuel
    • Picking the wrong driver
    • Spinning out

    Anthony explains why each challenge happens and what the questions are that need to be discussed. He summarises this in a table, on a single page but I highly recommend reading the detailed versions. He speaks about interesting examples and in a very reader friendly way, highlighting the key messages of every chapter.

    Scott D. Anthony shares real-life experiences in his easy-to read and follow guide. The First Mile is a great a starter pack with a toolkit, tips and tricks to starting a business.