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Archive for the ‘Change Leadership’ Category

Need inspiration for your kick off?

Re-invent your great offerings!!!
1. arrange for groups of 4-6 people
2. make sure you have at least one smartphone in the group
3. let your groups chose one area, product, service or something else – and make a video about it. Keep time short, make sure the culture is supportive and the mentality of work is having FUN.

A bit more serious: Corporate Culture
Norms for the team – what culture is dominant at work?
Let a group visualize your current culture, and the effects of it.
Also if found not so productive – let them propose another culture, what characteristics it may have – and its effects.

Boldness as Managers: Expose yourself!
Run a SWOT on yourself as the leader  – and the team.
Use video – if you dare!
Add a part on proposed development.

Check your glasses: We live in different universae!
Yes, we all have different truths and they only partly overlap each other.
What differences do we experience – show this in a video!

Need more help?
Call us!

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How would you rate your IT Dept? Are they

Really up to date – surfing on the waves of the latest tech?
Are they “pretty good” at answering demands?
Are they passive, not listening to your needs?
Are they defendant, explaini g why it can’t be done?

Today, no business development is possible unless your IT Dept is really on their toes. To make this happen, a basic demand is the CIO should be part of the Management Team, and at least one IT/Internet expert on your board.

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While planning for assignments this fall a few items surface – and we can bring some of the relaxation from our vacations:

Meetings: keep the smile – and start on time and LISTEN!

Presentations: keep the warmth – and include dialog breaks and LISTEN!

Change management: use the forward motion – involve your staff in goalsetting. And LISTEN.

Let’s make 2012-13 the fiscal year of Dialog!

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This is a continued story from part 2.
Here’s part 1
this is part 2

More!

Cross-Feed w groups
Use other groups and let them use you too. Cross-events revitalised many groups as new ideas poured in. Prerepquisits for this is of course a group or environment where we feel safe – still trilled to do something new.

Visualize – see individuals
Observise what happens. Most people think that they are activing “wild and crazy” but from the outside we see there’s a lot more to release. Do it! Present people with great ideas – present each other. Break patterns.
(This is a skill especially important i times of change and change management)

Visualize – results, relations and More
Yes, everything we do: visualise. Graphs and tables are ok – but video and other visualizing. Look at Hans Rosling: (a bit old, but still very fun!) Never ever think statistics is boring!

Create New goals
When you reach your goals – celebrate! And… get going some plans… What’s possible to achieve? Why not challenge top managers in video or some other social tool?

Meet often
Regular meetings are key to keep a community together. Rather shorter meetings more often than the other way around.

Update norms
All groups working together need a common set of rules and frames.
I gave a few basic rules (visual of course!) when I started the groups. From time to time we had to adjust rules and directions, but only marginally. In those days cafe owners were not used to huge groups and long staying – and we weren’t either. We shop more nowadays. Lesson learned!

People have different needs
We didn’t get as far as with mapping of personalities, communication styles. At work it may recommended. Have a look or Myers-Briggs Type Indicator – or any other. You will find that although we have common pieces in our personality – but also a lot that is very different! Roughly: Do you like alternatives and freedom – or structure and boxes to check off?

We have different plans and goals
People’s plans (preferably acces To consultant profile – or à system where these Are Open. Several organizations are using fullfledged intranets where all staff is present – but the active person will most likely benefit.

Learning styles are essential
Knowledge in personal learning & communicating skills will help any Community Manager with respect again to understand differences and make the best of them!

Interpersonal skills
Understanding discussions and conflicts. Not all coflicts need to be held down. They may be very agile in solving the situation. Check, be present but let the members act. Understanding that we together really resolved the conflict.

Fingertip sense & Coaching skills
I REALLY  recommend coaching as means of leading a Community. More about this in Part 4 of this series. I’ll open a few doors to the LUCK Concept and let’s see what conclusions we can draw with some distance.

Feel free to comment, retweet and more!!!

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OK, here for the second part of the Community Management (four parts are planned).
My previous post tried to focus mostly on WHAT. What was it? Who ran it? Who were involved? I’ll return to that and possibly with some interviews… (It would be very interesting to see what CMs made of their skill!)

So, today it’s about HOW. How did we do it all? How do you know if your action will succeed. Well, you don’t. There was a lot of trial-and-error! Lycky thing: We CM’s were noobs, rookies and so was our members. A kind of Klondyke (in the positive aspect). And yes, I had a feeling “this is good stuff to learn” – i didn’t really know why, but in some way all this we did for fun would sooner or later make their way into organisations.

We off on a straight path into the unknown. Yes! We were thrilled! Time was perfect, as needed “collagues” to talk to – being new as consultant wasn’t all that ease in a recession. So, Social Media made a perfect entre. I ran seven groups in total but will focus on the group “Cafe life”.  That was my main goal: to gather in groups and for discussion at cafes, preferably covering work. I was not alone – less than a month later we were 100+ and we peaked at 670 members in 2006.  Then came Facebook 🙂 Nah, not really true. A number of changes to the platform struck our groups heavily. Parallel to this other networks like Yahoo, Jaiku took its tooll. In Sweden “Lunarstorm” was huge as well. I guess that’s true everywhere – we all started in national communities – and now we’re attracted to huge networks.

Goals?
Dialog. Coffee. Great cafe’s. It’s easy to forget when you’re part of a development. In parts of town we had very few cafes – let alone even fewer wifi’s.

Intentions?
My hope was to encourage, empower and breathe for more air. Cross-functionality with other groups. Especially the groups “Skärgårdsaktiviteter” (The Archipelago Group) and a few others.

Purpose?
Nutcracking. Philosophy. Engineering. Blogs, sites and more. Bring your stuff and tell us. We’ll figure something out. And it’s amazing – most groups do! Trust the process, trust the group.

Channels to communicate?
This is probably one of my clearest views ever. After my first meeting at Shortcut I grasped the pen and signed in. The fantastic this case was the hazzle-free communication – almost no problem if you don’t attend. (Well, some – these were still the days of on-off. Not calledup modems, but we did disconnect from the service from time to time. Would you do that with your electric connection?

The tremendous change was – if you attended a meeting but didn’t manage to talk to all – you could continue on the community. It’s easy to forget the importance of this!

Communicare
The first and the last – the most important in Communities are the same as always: First expressions last. I’ve seen many communities and they treat their members in different manners. The care you share with your members are immediately and over time reflected to you. Here’s probably one of the most important skills!

Critical level
All groups of people need critival levels. How? People are funny. Watch gatherings of people. Some people love it – some not so much. We’ve found events to be slow in start if they start from zero (or one). We people have at sticking surface. Attract more and it will grow. We co-operated cross-borderwise – all arrangements then start with a number of REAL people, participating. For a “fika-paus” (coffee break in Swedish) 2 – 4 may be enough. Travelling to an island in the archipelago probably would need 8-10 people.

Welcoming new members
No matter our volume as a group – we all appreciate being welcomed! Nowadays my community management is limited to our showgroups’ “Club Jambalaya – new group”. We still welcome new members as often as we can. I attended other Communities but no matter how much you offer – if the heart is not there the community will die. It’s hard to fake passion. And I believe a CM should have a lot of that – still not dominating.

Restart after breaks
I realised during the first year or so how important a little extra spin on the wheel is needed in summertime and over  Christmas and New Year. On the second year we gained so much speed that we made it past those phases of lower activity. It’s also extremely important to level this with member’s activities (see below)

Invite others To act (delegate)
Under the first year of “Cafe life” (and the six other communities incl Gardening, Freelancing and four more) the number of arrangers grew steadily. It takes some guts to arrange something in a fastgrowing group. This may be just the same in an organisation. Who’s the one kick-starting projects? To grow and prosper a lot of people need to act – release them!

I’ll stop here. More very soon!

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Whoever you argue with – they may have a completely different opinion (and agenda). Now matter HOW wrong you think they are – they probably have THEIR reasons. If you are prepared to listen – you will understand their position. Not necessarily AGREE. But understand. And that’s a start!

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Now a day after the completion of the Enterprise 2.0 conference (from now on “E2”) things are slowly coming to a level possible to grasp. Some of the areas I will cover the next couple of days include:

Race against the Machine
Reverse Mentoring
The meaning of Big Data – even for the sole entrepreneur
Visualization of Big Data
Game Dynamics and Gamification

I’m looking forward to interacting with you on this!

Johan – currently in Boston, MA

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We live in disruptive times.
Like glitch on the curve.
Some youngsters have triple diploma, yet form a faily pre-carreer.
Large coorporations hire few – yet we face one of the greatest generation shifts ever seen.
IT departments find it hard to keep up – and people bring in their own stuff – smartphones and pads.
Information flows so fast Top Management and operational staff get it firat, middle management isn’t even left in the middle – they’re out!
Old staff have lost track, speed and direction. Motivation? Come on!!!
New staff want CEO terms and salaries.

So, you thought leadership is for you?
How on earth are you supposed to handle this? After a quest for the leadership that works in this disruptive environment I didn’find THE leadership model tha works – but I found a couple of cornerstones that I’ve integrated into a model I simply call “LUCK”. Is it the ordinary kind of luck we all know? Well, not really; you may call it an integrated leadership model. If I were in Medicine we’d talk of a coctail of cross-supporting drugs. If you’re a carpenter we’d talk of a synchronized toolbox.

So, wjhat are the components of LUCK?
Let’s start from K:
Cognition, here defined as the the way our brain receives, filters, percieve and stores information”. I’ve chosen to use the K as a sign of the deep influence of our brain by means of the internet. K is for cognition in our internetified brains. In an era of searchability we don’t need to argue on whT’s searchable, hence we can focus on our (common) target.
In the K area we understand information perceived to be a threat may trigger the fast response functions of our brain. These are normally three or four: fight, flight or defense. Pretenfåd you’re dead may be the fourth. We also understand tje importance of belonging. To a group, a clan or an idea. We all need to be seen, heard and acknowledged.
Most people are ambitious but they need a target – a goal. But more than that – they need to be part of it. They need.to understand your strategy.

Coaching skills:
What IS coaching? Simply put, to make people able to teach your common goals. How do hou do that? Well, you need to understand other people, how to interact with others in order to reach results. You need transparency – opening up yourself opens others.
You need open access to their “mental hard drive” – and that only happens if you bild trust. So, it all starts with – yourself! 🙂

Unifying internet tools and services:
Communication between people has always been essential for our survival. With an evergrowing amount of information this is already a challenge most of us are facing ds
Aily.
As mentioned before in the K perspective we all want to belong. And in times of continuous change we need To be updated on other units’ success. If not, risk is they will halter or under-perform.
Visualizing
Sharing
Co-working
Streaming
Socializing

Leanleadership:
No Blame
Added value
Remove waste
Spaghetti diagrams
Go to gemba
Heijunka – even out the flow
Teamwork on change work

I will return in coming posts to HOW we do this – how we’re training staff and what results are being accomplished. Meanhwile, feel free to comment and ask questions!

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Get ready!!! All too many people tell me “well, we’ll dive into lean and other improvement strategies if you start showing red”. Well, sorry – that’s gonna be FAR too late. Just like the universe – the pace of development is not slowing down. Despite economical crisis (and there are GOOD reasons there IS a crisis) development does not by far slow down.

And more and more corporations and organisations are getting the mechanisms of transparency! Now, that’s nothing new – chefs all over the world have shown transparency pays off! Used to be filthy places where your food was prepared – Is: clean places – the Hotel Anglais in Stockholm, Sweden even replaced their back wall with a huge glass screen!

Check this story on Nike on processexcellencenetwork.com and consider if there’s anything here for you to learn?

The article claims improvements include:

“A
50% reduction in defect rates
40% faster lead times
20% improvement in productivity
30% reduction in time taken to introduce a new model “

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Soooo many organisations asking questions refer to “the blame game” in their organisations, making it more important to be prepared for the attack than being forgiving and – creative! Why is “No Blame” SO important in Lean organisations? Well, they’ve discovered that if you are allowed to make misstakes you are more likely to take correct decisions.

The reasons are evident: our brain contains since millions of years means and functions to protect ourselves – physically as well as mentally. But – this machine is built for a hostile environment in the past, an environment few of us meet daily. (And should we do so – do not worry – the protective system starts in microseconds!)

So – train yourself in shaping a “no blame” culture. If we excercise often, soon it’s a normal behaviour of yours.

How?Before blamining – ask for their reason. Search for several solutions. And if you’re a manager – excercise delegating to a higher degree.
Less motivated staff? Check their view of your common targets and goals. Are they understood? triggering? Increase involvement, follow up more often (but in a no-blame-manner)

So, what do you think about this?

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