Focusing on the Causes (Not the Symptoms)
Posted by lsaliba | Filed under Organization, Strategy
A senior level manager of a national services company recently contacted me asking for help. His company had descended into an operating dynamic of daily fire-fighting, with no end in sight. After some discussion, it became clear that the company had experienced a significant, unanticipated growth spurt and capacity could no longer meet demand.
The result: A daily shifting of priorities as the organization attempted to continue functioning within an outdated structure, using systems which were no longer adequate.
When the problem is perception
Such a dynamic was not unexpected given their recent growth rate, but what made this situation challenging was that the company’s C-level executives did not share the reality the rest of the organization was experiencing. The company had gone through similar experiences in its history and had always found a way to manage through without changing the present business model.
Changing perception at the top
The exercise then became one of assisting the manager in making clear to the C-level executives all of the ways in which this period was unlike any which had preceded it. This required separating the symptoms from the causes and convincing the executive team that what the business was experiencing was not temporary phenomena. It was a problem which, left unaddressed, could send them into a downward spiral.
Fortunately, we were able to guide the manager in making his case. The company then put an organization-wide assessment and planning initiative in motion, which resulted in greater efficiency and allowed the company to better cope with the unexpected growth.
As is often the case, our role here was to guide the company in viewing itself more clearly, separating an established corporate mindset from a changing reality. In business it may feel counter-intuitive to think of growth as anything but positive, but unplanned growth can be as terminal as lack of growth. In either case, the insights of a change management consultant can often help focus on the cause, rather than the symptoms, of the problem.
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What Should You Expect from a Consultant?
Posted by lsaliba | Filed under Strategy
Of course it depends on the assignment, but it helps to think beyond the title and to the primary function needed, which could be….
An expert who possesses knowledge not readily available in house.
A teacher who can translate business theories into practical applications.
A detective who helps uncover the less obvious drivers behind organizational dynamics.
A coach who provides recommendations and feedback so as to achieve higher levels of performance.
A provocateur who helps push an organization beyond its self-imposed limits.
A navigator who can help a business set and follow the most advantageous course.
A monitor who can be the knowledgeable, trusted outsider providing greater objectivity.
A catalyst for change who can bring guidance, focus and energy.
What I find interesting is that in over 25 years of consulting, I was never referred to as any of the above, but have been asked to fill each and every function listed and more.
So what does this say in terms of setting expectations when engaging a consultant?
First, think beyond the scope of work and consider what the actual function is you are asking to be filled.
Second, determine if there are performance metrics which can be linked to the function and be sure they are captured in the contract.
Third, ask whomever you are evaluating for relevant experience related to the function.
And finally, keep the expectations front and center in each project review session and refresh as the project progresses.
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Hiring the Best Candidate
Posted by lsaliba | Filed under Management
There’s a stack of resumes on your desk. Some are reasonably strong candidates but none are a perfect match for the position you are looking to fill.
You’re tempted by the applicant who has done great things at another company but, as Harvard Business School’s Boris Groysberg has shown, a star employee at one company doesn’t necessarily shine in a new job. Then there’s the in-house candidate who is showing some real promise and needs to be given new challenges or you risk losing him or her to another company.
Before you make a decision, take the time to revisit the position you are hiring for.
What is the role and how does it fit into your business strategy?
When you wrote the position description, you had a picture of what your company needed. Did that picture get lost in the process of looking at the strengths of your candidates? It can be tempting to create, or recreate a position to fit a dynamic candidate. But does altering the role really fit your business strategy?
Maybe when you wrote the position description you were looking at one aspect of your business but in reviewing resumes you’ve started viewing the role slightly differently.
Time to step back and ask yourself some questions to be sure the role is clear in your mind:
• If you are hiring a new CIO, is the candidate’s previous industry knowledge transferable? For example, is it important that they have earphones manufacturing knowledge to do the job? Or would they be able to perform equally well based on their real estate development background?
• Do you need a diplomat to take over the management of a difficult situation or a strong leader who can take a decisive role in bringing about a new vision?
• Who will the candidate’s team members be? If you bring in that star from outside, are team dynamics likely to suffer or improve? Will your in-house candidate be able to work effectively within the team in a different role?
Having carefully considered these issues, as well as any others specific to your company’s situation, you will be in a better position to hire the candidate who best fits the needs of your business.
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Integrating Corporate Philanthropy Into Your Business Model
Posted by lsaliba | Filed under Organization, Strategy
Webster’s Compact English Dictionary defines philanthropy as love of mankind, especially as demonstrated by benevolent or charitable actions, but for many people the term has been pared down to a more simplistic description: private initiatives for a public good.
A recent blog post by Dan Pallotta at the Harvard Business Review (http://blogs.hbr.org/pallotta/2011/09/steve-jobs-worlds-greatest-phi.html) has sparked an ongoing debate over Steve Jobs’ contribution to society. The blog post focuses on how Jobs’ work has helped people on many levels, yet many posters excoriate Jobs’ lack of obvious philanthropic work. This is something every business needs to think about.
How Businesses Contribute to the Public Good Every Day
We believe that employing people who are then able to support themselves and their families is serving the public good. The public good is also served by providing high demand skills training for employees, ensuring they are employable in the longer term. Companies that help turn around failed schools or manufacture low cost anti-retrovirals provide another level of philanthropy.
But the public increasingly looks to business to give back to the community in more obvious ways, particularly when the company is highly successful. So, how do you do this?
Integrating Philanthropy Into Your Business Model
First, your business is about making a profit. This is critically important in that there would be far fewer charities without successful businesses to support them. Profit can be used to everyone’s benefit, shareholders, employees, and charities.
Second, developing a sound philanthropic strategy can provide your company with a competitive advantage by putting your charitable works into public view. A sound business strategy addresses how much money goes to charity, what organizations are supported, how much of a hands-on role the company plays in local charity activities and similar issues to get the most value from philanthropic activities.
If this sounds cold and calculating, it needs to be. With so many worthy groups struggling to carry out their work, it is easy to get pulled in many directions or end up donating to poorly managed charities which don’t make the best use of your contribution. You don’t manage the rest of your business this way. It makes no sense to waste hard earned profits on poorly thought out charitable giving.
Choosing wisely ensures that everyone, your company and the public, benefits.
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