One of the critical aspects of improving engagement levels in the workplace is what I refer to as "Segmentation". Segmentation (not stereotyping) allows us to work, interact and play with people in a way more likely to interest and therefore engage them in what they are doing, being taught etc.
In this TED talk Ali Carr-Chellman pinpoints three reasons boys are tuning out of school in droves, and lays out her bold plan to re-engage them: bringing their culture into the classroom, with new rules that let boys be boys, and video games that teach as well as entertain. Ali presents some disturbing statistic but also suggests a solution intended to re-engage boys in learning:
This is a challenging notion for many in these politically correct days. However, I believe, segmentation and therefore understanding other peoples views allows others to communicate with impact by creating resonance, interest and common ground with those they are communicating with.
Sunday, 23 January 2011
Friday, 21 January 2011
Making Change Stick - Keep it Simple Stupid
Transformation expert and new blogger Jon Biddlecome has posted a useful (and simple) article on his thoughts on making change stick. Jon's views on what he calls "the blindingly obvious , standard change management tools and approaches", is especially useful:
a. Appropriate involvement / engagement of employees and leaders. From my personal perspective involvement must be clear, precise, relevant and not done to tick a box. For me it’s like the pig and the chicken in a breakfast. The Chicken is involved and the pig is committed. I think you must only engage those you need on side and then aim for commitment not involvement.
b. Show them what good looks like. There needs to be a clear vision that is shared, understood and appropriately communicated. This needs to be underpinned by an unshakeable case for change that is bought into by all the relevant stakeholders and is driven by the sponsor.
c. Communicate with purpose. Just what’s needed, to just who needs it, just when they need it and make the communication sticky. Something that stands out and sticks in the mind and is repeated until embedded. Make sure the communication is two way and tested for how it was received. As ever the key here is answering the What’s In It For Me? question and listening to the people on the ground. Communicate with balance, not just hearts and minds and not just system and process.
d. Leadership. Provide leaders with the tools; ensure they are role models for the change and don’t let them wriggle out. Feet to the fire. If the sponsorship changes use the case for change to remind the senior team why they set out to achieve on the programme. The other thing your leaders and sponsors need for successful change is what one of my close friends calls “Oomph.” Motivating and driving the troops in the face of fire is one of the keys to success.
e. You need the right people on the bus. More than that, they need the right skills. So either pick the right people or get them trained up. Equally I personally believe any upskilling needs to be focused and measured against a return on investment or you’ll just waste time and money. Often when making this investment the group that get overlooked are the sponsors and senior managers. They, more than most will need additional skills to make a complex change a success.
I am currently engagemed in a large public sector transformation programme and this straight forward advice really resonates with me. The challenge? Making the blindingly obvious stick!
Supporting Materials: Bain's view
a. Appropriate involvement / engagement of employees and leaders. From my personal perspective involvement must be clear, precise, relevant and not done to tick a box. For me it’s like the pig and the chicken in a breakfast. The Chicken is involved and the pig is committed. I think you must only engage those you need on side and then aim for commitment not involvement.
b. Show them what good looks like. There needs to be a clear vision that is shared, understood and appropriately communicated. This needs to be underpinned by an unshakeable case for change that is bought into by all the relevant stakeholders and is driven by the sponsor.
c. Communicate with purpose. Just what’s needed, to just who needs it, just when they need it and make the communication sticky. Something that stands out and sticks in the mind and is repeated until embedded. Make sure the communication is two way and tested for how it was received. As ever the key here is answering the What’s In It For Me? question and listening to the people on the ground. Communicate with balance, not just hearts and minds and not just system and process.
d. Leadership. Provide leaders with the tools; ensure they are role models for the change and don’t let them wriggle out. Feet to the fire. If the sponsorship changes use the case for change to remind the senior team why they set out to achieve on the programme. The other thing your leaders and sponsors need for successful change is what one of my close friends calls “Oomph.” Motivating and driving the troops in the face of fire is one of the keys to success.
e. You need the right people on the bus. More than that, they need the right skills. So either pick the right people or get them trained up. Equally I personally believe any upskilling needs to be focused and measured against a return on investment or you’ll just waste time and money. Often when making this investment the group that get overlooked are the sponsors and senior managers. They, more than most will need additional skills to make a complex change a success.
I am currently engagemed in a large public sector transformation programme and this straight forward advice really resonates with me. The challenge? Making the blindingly obvious stick!
Supporting Materials: Bain's view
Be Happy - Go Freelance
A recent survey amongst UK freelancers has uncovered a beacon of hope and positivity amid the gloom of current economic forecasts and rising unemployment figures. It would seem that 77.5% of freelance and contract workers surveyed over the Christmas break, believe their business will improve over the coming year.
The survey asked 24,000 'sellers' of services to give their verdict on the forthcoming year. They received a resounding positive response. Many freelancers that took part in the survey cited a general improvement in outlook amongst their clients. Additionally, they point to a growing trend to restructure businesses with flexible workforces; to meet the demands of the expected growth.
Perhaps understandably, optimism was muted amongst freelancers who work exclusively within the Public sector. Even contractors that serve the private sector do not credit an improvement in the general economic climate for their buoyant outlook. Most freelancers point to a growing trend amongst employers toward the use of a temporary workforce as the key factor over an improvement in the general economic climate.
The findings of the research also encompassed a 'happiness index' claiming that staggering 86.3% stated they were happier as freelancers since switching from permanent positions. The happiness was measured on a scale from ‘moderate to ecstatic’. Nearly 20% of freelancers described themselves as 'Blissfully happy'.
Whatever the next few months bring it is certain that an increasing proportion of the workforce will seek new work and alternative employment through online communities and websites. If this improves the levels of positivity in the UK workplace (even if only until the redundancy money runs out) then it can only be seen as a positive thing.
Perhaps understandably, optimism was muted amongst freelancers who work exclusively within the Public sector. Even contractors that serve the private sector do not credit an improvement in the general economic climate for their buoyant outlook. Most freelancers point to a growing trend amongst employers toward the use of a temporary workforce as the key factor over an improvement in the general economic climate.
The findings of the research also encompassed a 'happiness index' claiming that staggering 86.3% stated they were happier as freelancers since switching from permanent positions. The happiness was measured on a scale from ‘moderate to ecstatic’. Nearly 20% of freelancers described themselves as 'Blissfully happy'.
Whatever the next few months bring it is certain that an increasing proportion of the workforce will seek new work and alternative employment through online communities and websites. If this improves the levels of positivity in the UK workplace (even if only until the redundancy money runs out) then it can only be seen as a positive thing.
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