Growing
People
Much
is written about how management their peers and sub-ordinates.
Much of that information is credible and worthwhile
if taken on and implemented effectively. However on
closer inspection, there is much in the way of theory
but less on the practical on-line advice on how to change
and implement successfully.
The root of growing our people lies in the belief that
we, as managers and leaders, by our actions and words
create the culture and environment for all our people,
i.e. "people watch your feet not your mouth"
- our people respond in a manner directly proportional
to our day to day attitude.
Methodology
So
how do we ensure our people respond? It is relatively
easy and painless to read the latest book, watch the
video, attend a seminar or listen to a tape - from our
experience much harder to put into practice.
However
the rewards for the company and the individual harnessing
this power can create the step change in performance
which is needed in many companies.
The
crux of the matter in growing all our people
is that we expect them
to think and challenge - giving them the responsibility
and accountability to do their job not to manage
or work one level below.
The key question is: |
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HOW
DO WE WANT OUR PEOPLE TO RESPOND AND ACT?
If
we believe this is the way forward then the key to establishing
this style is sure lead by example, but the example is
one of coaching and facilitating your people into growing
their jobs, expanding their roles, creating for them the
attitude shift which they can then build on.
Approach
So
how do we create this change?
Well, the first thing to say which
may be obvious is that it doesn't happen overnight. There
are a mixture of elements which create and sustain the
change.
To begin with there has to be sustained support from the
top i.e. if
the objective is developing and growing our people then
it starts
with the senior executives leading the way - the boss
exhibiting
these characteristics.
Training is involved and required both technical but mainly
practical,
some in a classroom environment, but mainly day to day.
On going support both external and internal is essential
to foster
this long term change.
The organisation has to recognise the obvious that everyone
is
different.
The
implications of this change are wide ranging and go deep
into the values of the organisation
- from our experience here are a
selection:
The need to articulate these values
Recognise the achievement of these values
Creating an environment of continuous change
Personal development
Creating a business made up of crusaders not controllers
Flatter structures
The
benefits that organisations have gained from turning managers
and supervisors into coaches and facilitators, expanding
their
people and resources has enabled these organisations to
step up performance and compete with the best in the world.
See case studies:
Radiall
BUPA
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