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Archive for the ‘Management trends’ Category

If the Suggestion Box = Praise
Then Lean Leadership = Supportive Feedback

Do you agree?

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Tänk på några av de personer som du alltid tycker att du får höra litet för litet av. Tänk dig att två av dessa personer sätter sig på ett podium och delar med sig av sina tankar. Tänk vidare att de skapar en agenda så du vet när du ska lägga fokus. Fortsätt tanken att de lägger ut detta på nätet – så att de som inte har möjlighet att delta på plats kan göra det via nätet – i datorn, plattan eller mobilen. Dessutom i riktig proffskvalitet!

Men det är inte färdigt än. Tänk dig att de gör detta under tjugofyra timmar. TJUGOFYRA!!! Under ett helt dygn. “Imponerande” är ett litet ord. Och jisses vilket dygn vi har fått vara med om.

Ta en titt på videon! 24Live – här är länken!

Och här är en sammanfattning av slutsatserna av detta dygn:

Jag tror det blev 20 punkter till slut – jag återkommer! Ni kan ju (som vanligt…) lita på att det kommer upp mer bilder!

Sov gott nu grabbar Johan Ronnestam, Göran Adlén, Robin Danehav! Igår var även Petter Karlsson igång!
På Twitter följer du dem som @ronnesam, @trendspanaren, @danehav och @petterkarlsson

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Ever heard the expression “the carrot and stick”? I think it is reprehensible in the society we live today. The stick symbolizes some form of punishment – and the carrot of some sort of reward. Neither really works – long term.  Why?

The stick requires that someone is a judge and performs the actual punishment. However – current research on our brains shows this type of correction is really not working – long term. Long term effects may be fatal. In the least bad maybe it leads to a change. But probably only in the short term. Unless the punished parts agrees. But it’s not very likely. Except for not really having any effect – it risks the stick holder to not only lose respect, but also to erode their own position.

The Carrot in the form of such praise has also its risks. There are many examples where we eventually forget what the reward was for from the beginning – and only optimize to get the reward. (Did anyone say “bonuses!!!” ,-))

So – are there any alternatives? I think we should replace the “stick” with the “framework”. The framework for the activities we jointly put together. Similarly, the rules and standards that apply. With this in place, I have a much better chance to lead my team to a common goal. “So we’re not supposed to correct the ones not doing their job?” says the friend of the regime (especially the older one). Yes, when we set the standards, we can even agree on what means we may take to reach the goal. Further, we can everyday come back to what we expect from each other, and what kind of feedback that leads us all towards our common goal. And great feedback and confirmation – not only for what we do but also for our personality and values replaces the praise that was part of the old model.

Perhaps the crucial reason why we should send the stick to the recycling and re-plant the carrot is that the model requires that the boss knows everything, knows everything and sees everything. A perfect person we all trust… As we know that person doesn’t exist. We need a completely different style of leadership today. You’ll find more about this in this blog (search for “LUCK”) and later in a “The Book of LUCK”

Johan

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Recently, we have several signs of “time to REALLY act”. You know the story – you find a problem, consider possible solutions – and eventually come up with a REALLY good solution. I am EXACTLY at that point. When all stars feel aligned, everything you seee and hear around you align. All strings vibrate in harmony. And signs of need for more information:

  • pitching for the Pad at Enterprise 2.0 in Boston (May 20-22 this year)
  • great number of questions from “Startup Day” in Stockholm, Sweden today (April 9, 2011)
  • and to top all this – a nomination to TED talks!

So, what’s this #LUCK thing???

Well to keep it simple:

It’s management basics, based on a few of the areas I’ve found most effective. I found failure in all of these areas – but as a counter-measure found them to support each others very well:

Lean Leadership – enhancing the working force, creativity through no blame and more

Unified Communications – by means of Social Media and other interner services

Coaching Skills – how to listen, lead and develop in other peoples brains

Kognition – how our brain works – individually and in groups

Why are they supportive to each others?

  • Lean Leadership (such as performed at Scania, SKF, Toyota et cetera) needs coaching leadership skills
  • Both Lean and Coaching relies on transparency
  • Social Media brings that transparency
  • Cognitive functions are very well managed if contained in Lean and Coaching
  • Lean may also bring the comfort zone to be creative which enhances cognition and coaching
  • Social media brings excellent tools to communicate – hence supporting K, C and L

What next?

The basic LUCK book is released in Swedish in May 2011, an English version is due in September this year. Later on, niche books are planned in volume. Currently 41 different are being planned. In addition to this, apps and web services are being introduced. The LUCK base is basically in the DNA of most of my activities. Coaching, consulting and training sessions are running regularly.

Part 2 – soon due – will elaborate on applications of the LUCK concept.

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Not surprised at all… All managers who apply a coaching philosophy to their leadership will be the winners in the long run. I come to think of the old saying in Sales “Selling is not telling”. Neither is leadership.

More on this from Financial Post here

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Just a short reflection after spending my normal sleeping hours over here in Stockholm, Sweden. Great game and congratulations to both team for a great fight, and Green Bay for the victory!

Now, can we as consultants and managers learn anyting from watching a game like this? Well, I can spend hours talking about Vision, Mission, Strategy and Tactics. For the football team as well as for your (and my) organisation. And there’s more:  In the transition from strategy to tactics, we know there are needs of

Structure – what yards to the future are we following? At what pace should we get there? And in what shape are we travelling? And reaching our destinations? What’s our game plan? Who’s the quarterback of your team?

Practicing – are we simulating and allowing ourselves to practice stuff we haven’t already tried? Play off, play a little? How can we prepare ourselves for new moves?

Psychology – do we know about how our brain works in individual work – and in our teams? What’s our kicker thinking when preparing a field goal attempt?

Seeing, understanding, supporting – are we present as managers. I mean, are we IN the game – or just “planning” it? Do we know, REALLY KNOW what’s going on– and the causes of it? And do we support our team members like they do at the SB? Just look at the different means coaches use to support and lead.

What did YOU learn at Super Bowl today?

 

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As Daniel Pink points out in this excellent talk on WWW.TED.COM – management is not something from nature. It is created during the era of industrialism. As is our current school system. This commented by Sir Ken Robinson here.

Now if compliance with your ideas as a manager is what you expect – just continue directing and leading. But, if you want more – to release the true inner passion and knowledge – then we need to bring on someting new. Because we make very poor use of our talents. Let’s do what Sir Robinson proposes: “Let’s move from “getting on” to “loving what you do”!

How?
Key words are
* self directions
* getting the issue of money off the table
* releasing the passion and creativity – such as the 24 hrs of something else…

Tools?
Oh yes, check the LUCK concept!

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Heard of “Change Management”? You need only to check Amazon.com to see the vast range of titles digging into this area of human development. We’ve all experienced change – in all aspects of life. Often we develop, moving into new areas of activity. We get promoted, fired, change life style – or get to be parents. For most people, change that comes pretty naturally.

So what about change i organisations and corporations? Well, this and a few coming days I will do something I rarely do: apply total focus in ONE area. That area is CHANGE. Of course, as a manager for approx 15 years and consultant for another 10, I know what change is about. But I want to learn more – to get to the very core of change.

My first take: I believe there is a lot to learn from distinguishing Change Management from Change Leadership.

What are your views on this – so far?

(to be continued…)

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I’ve been blessed with such great people – friends, relatives and new friends. Travelling on your own definitely opens new perspectives. Meeting with relatives and especially very young children opens your heart. Imagine to almost three years old ballerinas in pink outfits performing the Nutcracker in their most personal way… Except for that – what impressions? And how’s writing? Well, impressions are great – and writing could be better.

Currently, there are two books to be finalized – the LUCK Basics book – and the Delegating book – a book in mobilizing process. A few discussions stay in my mind. One with Luiz from Brazil – an investor visiting his son in New York. We met at Starbucks 8th and 43rd and discussed high and low in management, leadership and communications. One day  I hope to be in Brazil to talk further. And meanwhile – let’s talk further here! My advice to all travelling in business: skip hotel breakfast! Go to the closest local cafe and start talking! I’ve had some of my best networking in occasions like these.

Another was more of a surprise. As I was finalizing my breakfast at the Hyatt Regency Hotel in Dallas (a great hotel with excellent bar, breakfast and all other services you can think of) – one of the managers (I take it) asked what I thought of the new venue. All is new, dresses, buffet, furniture – and well, in some way we entered the discussion of work. She gave me some additional pieces to the LUCK book of Hotel Management – maybe released in 2012 (starting to have realistic plans over here now ;-))

As they say in Texas – Thank y’all!

(now transferred to San Francisco)

Johan

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Jag har varit en trogen tågresenär hela mitt liv. Jag har det inskrivet i min miljöpolicy att jag i möjligaste mån ska resa med tåget. Men nu har jag fått problem – de företag jag nyttjar måste följa någon form av vettig praxis kring hur man kompenserar sin kund i allmänhet – men har en vettig syn på kunden i synnerhet!

Nu är vi vägs ände. Visserligen twittrar SJ numera – vilka individerna är kodar de inte in (trots att det är möjligt) så om det är personligt kan man väl ha åsikter om. De gör nog så gott de kan – men det har allvarliga brister:

* De twittrar endast under arbetstid vilket oftast är 9 – 18. Vardagar. Övrig tid gäller alltså webbsidan/formulär eller att ringa kundtjänst.

* Det är en utvalda skara som twittrar – varför övrig personal i Kundtjänst inte twittrar har jag inte fått något svar på.

* När något kraschar för SJ verkar standardproceduren vara att kunden tar smällen – sen kompenserar vi i efterhand. Det kan låta som en bra strategi – men den har sina brister. STORA brister. Så stora brister att många sedan länge övergett just den strategin.

Vad är det då som brister i det jag upplever av SJ? Låt mig först nämna att jag har FULL förståelse att det finns en RAD faktorer som SJ inte kan påverka – och som drabbar både deras personal, servicenivån och ytterst – oss kunder. Jag har gjort mitt yttersta i min tidigare kritik av SJ (@sj_ab – skapa en twinglychannel om ni inte gjort det – där finns många förbättringsförslag!) att sålla ut sådant där SJ och dess personal har direkt och påverkande effekt, en förmåga att skapa något bra utan att vara beroende av andra aktörer.

OK, kompensationsmodellen:

Ett tåg, ett flyg kan inte avgå som beräknat, är överbokat – eller som igår – ett tågset saknar en förstaklassvagn. Åtgärder?

Alt 1: Låt kunden lösa situationen – personalen kommer ha fullt upp med normala leveranser. Kompensera dem som fyller i formuläret på sajten.

Alt 2: Tydliggör situationen för kunderna som är berörda. Öppna handlingsalt. för dem. Kan några tänka sig att stanna kvar på den ort de befinner sig – en kort stund – eller ett dygn? (Jag hade såna tankar men frågan ställdes ju aldrig…) Kompensationen kommer just när problemet är som mest aktuellt.

Om vi nu tittar ur ett LUCK-perspektiv på dessa två alternativ ser vi att alt 1 skapar irritation i stunden – dessutom i en grupp som tillsammans förstärker intrycket, kommunicerar ilskan till vänner och bekanta – idag dessutom i realtid via Facebook, mobilsamtal och Twitter. Kompensationen kommer någon vecka senare. Den har ingen som helst koppling till det inträffade – i vår hjärna. Det är som att belöna en hund för att den kommer in på kommando – fast en vecka senare.

Det andra alternativet använder flyget sedan länge. “Ja men de har det ju lättare – de har ju lokaler, bra ljudanläggningar och har alltså utrustning för kommunikation med sina kunder!” Ja, det är sant – och?…. SJ skickar inte ens ett mail när jag beställer min biljett – om jag inte klickar i den lilla rutan. Har ni sett formuläret man fyller i för EN biljett? Jisses SJ – det GÅR. Ja, SJ har ju en “Service Academy”. Jo, det är sant – se här! (Och jag ska inte bara kritisera – om det är de som tränat ombordpersonalen så har de lyckats – men hur ser kopplingen till kundsnittet ut?)

En dag när jag orkar och kan frigöra tid ska jag skriva om alla incidenter som i grunden tyder på att man faktiskt inte har koll på kundattityden – och ännu mindre – rätt dålig koll på hur MÄNNISKOR fungerar…

Under tiden jobbar jag vidare med organisationer som vill något med kunden!

Vad tycker du – Är jag för hård?

Faktaruta:

LUCK – vad är det?
LUCK är en akronym – som innefattar några av de faktorer jag tror kommer vara helt avgörande för långsiktigt byggande av välmående, etiskt justa och ekonomiskt framgångsrika organisationer. De ingående komponenterna är
L: Lean Leadership – individen i centrum (både kund och anställd), kontinuerliga förbättringar. Men även en “no blame”-kultur. Och transparens.
U: Underlättande internetverktyg. En rad tjänster och programvaror som underlättar kommunikation och ledarskap. Några exempel: chatt, wiki, kollaborativa verktyg, förstärkt verklighet, geolokalisering mm
C: Coachande förhållningssätt: ledarskapet tar avstamp i medarbetarens perspektiv – men med vårt gemensamma mål i sikte, tydlighet, ansvar, resultat. Transparens och ödmjukhet.
K: Kognition: att leda och vara på ett sätt som passar vår hjärna. Att förstå värde- och hot-system, försvarsmekanismer, reptilhjärna, Maslow, perceptiva filter och behov samt inre och yttre värld.
Slut på faktarutan.

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