WHEN LEADERSHIP BECOMES BULLING AND DAMAGES CULTURE


LEADERSHIP STYLES
There are different styles of leadership (see list below) and some have legitimacy in certain circumstances.
1.       The coercive style. …
2.       The authoritative style. …
3.       The affiliative style. …
4.       The democratic style. …
5.       The pacesetting style. …
6.       The coaching style.
For more information see Goleman
CULTURE AND CONTEXT
I would warn that the coercive style is just bullying: This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.
If the aim is to control a problem then check that people agree there is a “problem”, and that there is consensus that this is the best approach.
You’ll win support of your team if the intent is to deal with someone who is undermining the team, working against key values or indeed being a bully. You’ll create distrust if you’re the one being the bully and picking on someone who is valued by the team, or who is acting in accordance with the organisational values.
For example if your organisations’ values are like Starbucks (below) its wise not to remonstrate with someone who is “challenging the status quo” or discussing issues as part of “connecting with transparency”
1.       Creating a culture of warmth and belonging, where everyone is welcome.
2.       Acting with courage, challenging the status quo.
3.       Being present, connecting with transparency, dignity and respect.
4.       Delivering our very best in all we do, holding ourselves accountable for results.
5.       We are performance driven, through the lens of humanity.
THE SCHOOL BULLY COMPARED TO THE LEADERSHIP BULLY
In school people are advised…” if the bully says or does something to you”
1.       Ignore the bully. If you can, try your best to ignore the bully’s threats. …
2.       Stand up for yourself. Pretend to feel really brave and confident. …
3.       Don’t bully back. …
4.       Don’t show your feelings. …
5.       Tell an adult.
This is more complex in the work-place, particularly if the bully is a boss.
You may not be able to ignore them if they are the boss. Standing up for yourself could be insubordination. You may not have an “adult” you can tell: Your colleagues may offer sympathy but they are unlikely to stick their neck out.  I know many HR people who will diligently listen, offer you advice, and then do nothing themselves because they don’t want to rock the boat.
HOW TO REACT TO BULLYING
I have always followed this advice…
1.       Ask for time to think – it should force a pause or moment of silence.
2.       Think about what you want to happen – don’t fight back, think forward.
3.       Get the bully to stop yelling – “Please speak more slowly, I’d like to understand” or (if on the phone) say nothing until they ask “Are you still there?”
4.       What-ever you do don’t explain – think forward, don’t justify, recriminate, excuse or offer explanation. They’re looking to exploit weaknesses (-) not strength (+)
5.       Ask “what would you like me to do?”. If so challenged they will ask you for something more acceptable than what they want. This is your exit opportunity.
6.       Don’t take criticism personally – attacks on your team, your work, your values, etc. are not attacks on you. Although it is hard to resist “fight or flight”
7.       Learn from criticism – if you wait 24 hrs before answering criticism it will demonstrate maturity, reasonableness and you may learn something!
CHOOSE A DIFFERENT ROLE
There is however a different approach that you might take. There is a theory that there are three key roles in any situation…
·         VILLAIN
·         VICTIM
·         HERO
When we live in the drama triangle, we see the other person as our  adversary — the villain. If only  they  would change, we reason, things  would be fine.  They  stand between us and happiness. Ironically, they  are usually thinking the same thing about us. To resolve conflict, we  need to relinquish our roles as victim, villain and hero and work with  the other person to solve the problem. 
We must meet the other person in the middle. This means telling them our story (in a way they will be able to hear it) and listening to  their story with curiosity. Such open communication fosters mutual understanding. This understanding provides a doorway through which we can exit the drama triangle and enter into the  circle of resolution. 
I would however concede that this is easier said than done because “telling them our story” is a direct contradiction of “What-ever you do don’t explain” . Trying to justify yourself to a bully unlikely  going to work.
For more information
ABOUT THE AUTHOR
Tim Rogers is a Qualified Change Practitioner and PRINCE2 Project Manager, with an MBA in Management Consultancy. Past projects have included the incorporation of Ports of Jersey and Operations Change and Sales Support for RBSI and NatWest. He is a tutor/lecturer for the Chartered Management Institute. 


Source: Adapt Consulting Blog

The recipe approach to make culture



In an earlier blog I suggested that it should be possible to Codify culture. I think it can be as simple as a recipe of factors (environment, peer group, education, common goal) and practice: ostensibly  “fake it till you make it”
See earlier blog
I then suggested that in successive blogs I would explain the recipe of factors and how to bring them together to make culture.
THE RECIPE FOR SUCCESS
Lane4, the management consultancy which uses Olympians and other sports people to talk about plans, strategy, team-work was set-up by Olympian Adrian Moorehouse. Their philosophy is based on a motto “The aim of this establishment is to create an environment where champions are inevitable” and when you look at managers, coaches, physios, and the competitive and collaborative processes, plus the use of data (watts, power, speed, timings, bio-mechanics, heart-rate) it is clear that a centre and pursuit of excellence leaves nothing to chance.
The Cultural Web identifies six interrelated elements that help to make up what Johnson and Scholes call the “paradigm” – the pattern or model – of the work environment. By analyzing the factors in each, you can begin to see the bigger picture of your culture: what is working, what isn’t working, and what needs to be changed. The six elements are:
STORIES – The past events and people talked about inside and outside the company. Who and what the company chooses to immortalize says a great deal about what it values, and perceives as great behavior.
RITUALS AND ROUTINES – The daily behavior and actions of people that signal acceptable behavior. This determines what is expected to happen in given situations, and what is valued by management.
SYMBOLS – The visual representations of the company including logos, how plush the offices are, and the formal or informal dress codes.
ORGANIZATIONAL STRUCTURE – This includes both the structure defined by the organization chart, and the unwritten lines of power and influence that indicate whose contributions are most valued.
CONTROL SYSTEMS – The ways that the organization is controlled. These include financial systems, quality systems, and rewards (including the way they are measured and distributed within the organization.)
POWER STRUCTURES – The pockets of real power in the company. This may involve one or two key senior executives, a whole group of executives, or even a department. The key is that these people have the greatest amount of influence on decisions, operations, and strategic direction.
Finally, a lot of my work with Island Games, Commonwealth Games and working with businesses helping people and process development is based on Robert Dilts model “I can do that here”
See blog
Whilst there is no one-size-fits-all approach nor a standard set of ingredients, but there are common themes and I’d like to explore the following in future blogs.
Ingredient  No1: Environment
Ingredient  No2: Behaviour
Ingredient  No3: Capability
Ingredient  No4: Belief
Ingredient  No5 : The Individual
The above assume you already have the people (good, bad, happy or sad) and that you aim to change culture by leadership and management and are not in a position to build culture by selective recruitment.
BUILDING CULTURE BY SELECTIVE RECRUITMENT.
If you are in a position to build culture by selective recruitment, then I highly recommend three excellent blogs by Dr. Cameron Sepah [Clinical Professor at UCSF Medical School. Startup & VC Advisor] and strongly recommend these for anyone interested in change/leadership psychology
Your Company’s Culture is Who You Hire, Fire, & Promote: Part 1, The Performance-Values Matrix
Your Company Culture Is Who You Hire, Fire, & Promote: Part 2, Anatomy of an Asshole
https://www.linkedin.com/pulse/your-company-culture-who-you-hire-fire-promote-part-2-sepah?published=t
Breaking Bad: Why Good People Become Evil Bosses
If you have experience of this, or would like to made a contribution to my next blog please contact me: timhjrogers@adaptconsultingcompany.com
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.

Source: Adapt Consulting Blog

Codifying culture or Are leaders born or made?


Some organisations have a great culture because of great leadership, great people, great values great practices. Is it possible to codify this so that organisations without the charismatic leadership, dynamic high-fliers and brilliant processes can harness the benefits of great culture?
Bob Hope is credited with saying “The most important thing is honesty. Once you can fake that, you’ve got it made.” Or a variation “The secret of success is sincerity. Fake that and you’re in.”
Is it possible to “fake it till you make it”
I think so.
There are plenty of telesales businesses that follow scripts, dancers that have strict choreography and actors who have lines and stage direction to help them deliver a great performance.
Both positive and negative values (including sexism and racism) are learned from parenting, peer groups and society influence on the individual. It is clear that people are influenced by their environment, education, opportunity and social groups. It is also clear that outstanding individuals can reshape the people and the world around them. People like Martin Luther King or Nelson Mandela.
I would argue that even if you do not have a charismatic leader you can achieve a great culture through planned interventions and carefully orchestrated social engineering.
If you believe “We are what we repeatedly do. Excellence, then, is not an act, but a habit.” (Will Durant) then establishing great culture is simply a matter of following simple steps and getting better with each repetition. This is how we teach dance or karate, so why not leadership and culture. According to Malcolm Gladwell with 10,000 hours you can be fantastic at anything and according to Josh Kaufman [TEDxCSU] you can become quite good at many things with as little as 20 hours.
In this blog I have attempted to suggest that it is possible to codify culture and that leaders are not born but made (by education, opportunity, circumstance and followers). In my next blog I will explore how to codify culture.
If you have experience of this, or would like to made a contribution to my next blog please contact me: timhjrogers@adaptconsultingcompany.com
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.


Source: Adapt Consulting Blog

Don’t tick that box for them!



We all know and understand the risks of a tick-box mentality which means people or organisations take the minimal and potentially superficial approach to addressing issues.
Whether it’s to pass an audit, regulatory compliance or assure the supplier, boss or customer that everything is OK, simply doing the minimum to ensure you are legal, decent and honest is seldom enough to protect you if it all goes wrong.
I am reading a book “The Infiltrator” (by Robert Mazure) and it’s revelatory as a true story of the biggest drug cartel in history and the systemic failures of people, process and technology to stop money laundering.
It’s always a challenge in any business to engage staff to be interested, to be passionate, to be informed and to take ownership. Without strong leadership and shared responsibility many organisations end-up with a “do the minimum” approach which although ostensibly compliant is seldom robust.
This is foolish but its becomes insidious if someone is asking YOU to tick the box for them.
“Can you approve this?” is something of which to be wary.
“We just need YOU to satisfy our [Auditor, Regulatory, Customer, Client, Board]”  is something to be cautious of agreeing to because you’ll get little thanks if everything is OK and a whole lot of woe otherwise.
There is a lot of criticism for managers or civil servants who attempt to outsource risk or responsibility by standing behind consultants’ reports and professional indemnities. The bigger fools are surely those that sell their brand or reputation cheaply without being certain what they are underwriting.
A true partnership is not one where Customer-A outsources risk and responsibility to Supplier-B, but one where both organisations work together to fully understand and satisfy all the requirements.
This is the difference between outcome (a robust solution) and output (a completed form). The outcome should be a solution this is suitable, feasible and acceptable and this should precede the output, which is a ticked box.
What do you think?
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.

Source: Adapt Consulting Blog

Beware the difference between want and need!


As a young project manager starting-out I noticed that the supplier for the project had recently tendered unsuccessfully for a large government project in the UK. The tender bid cost £1m. I said to the supplier: “You must be making a lot of money on the contracts you win, to be able to offset the costs of those you don’t”
The reply caught me by surprise and shaped the next 20 years as a project and change manager.
The response was: “The bid reflects exactly what your client asked for and is reasonably priced. The truth is that we know that what the client asked for is not what they need, and we will make all our profit by charging them for changes.”
I was sceptical: “But what if a client knew exactly what they wanted, and had a project manager that ensured you delivered exactly that?”
The response was simple. “Neither of those circumstances are likely ever to happen, but if they did we’d make a loss. But there is no such thing as a client who knows exactly what they need, or a project manager that is precise with the contract or its management”
Sadly after the elapse of 20 years I have found that to be consistently true.
Even when a project manager is willing to hold a supplier to account the client’s requirements are seldom sufficiently well-defined to provide solid ground. Instead there is debate, discussion, flexibility and compromise.
What do you think?
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.

Source: Adapt Consulting Blog

Having a solution with no problem? Selling to an unwilling customer?


One of the difficult aspects of managing change is when someone can see a problem and a solution, but makes the mistake of going directly from A to B and hitting a brick wall.
Often the reason isn’t that the person you are trying to convince doesn’t like the solution, but more simply they don’t see that there is a problem. It it’s not broke don’t fix it.
There are a dozen reasons I don’t like the phrase “It it’s not broke don’t fix it”. If we all took that approach we wouldn’t have left the cave, nor invented cars to replace carriages or any of the other industrial or technological achievements of the last 100 years.
So what’s the best approach?
Henry Ford once said “If I asked the customer what they want they’d asked for faster horses”.
Another visionary was Steve jobs. At a 1982 planning retreat, someone on the Mac team, “thought they should do some market research to see what customers wanted. ‘No,’ [Jobs] replied, ‘because customers don’t know what they want until we’ve shown them.’”
What these approaches have in common is SPIN
SITUATION
What is the current situation?
PROBLEM
Why is this sub-optimal or unacceptable?
PROGNOSIS
What is the likely outcome if change doesn’t happen?
IMPLICATIONS
What are the implications for the person organisation?
NEED
What do they need to address all the points above?
By taking a step-by-step approach you will have checked a deeper understanding of issues, challenges, perceptions, concerns at each step culminating in an agreed need. Only when you get to this stage have you got a customer who may be interested in your solution.
What do you think?
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.

Source: Adapt Consulting Blog

How much communication is needed for projects?



Never underestimate the ability for any professional to make something appear more complicated than it is.  This is rarely more true than it is with Project Management.
I would like to suggest that managing a project from concept to completion is about answering the following questions at critical points in the journey. If you can answer and have agreement from all your stakeholders to all these questions then not only are you likely to have a successful project, but you will also have strong support and adoption.
CONCEPT
Is this worth doing?
PLANNING
How should be organise ourselves to do it?
What are the key steps and outcomes?
DESIGN
Will this deliver what we need?
TEST
How will we test and ensure it does what is expected?
DEPLOYMENT
How do we engage, support and train people to adapt and adopt the new product or approach?
HAND-OVER
Is everything OK and complete?
CLOSE AND REVIEW
Did we achieve the intended outcomes, and what have we learned?
What do you think?
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.

Source: Adapt Consulting Blog

Who or what is a customer?



Many businesses talk a lot about customer focus. I’d like to suggest that identifying exactly who the customers is may be a good start to delivering customer satisfaction. The problem is that the customer could be one or many people.
The client to buys the product
The consumer who uses the product
The user who identified the need
The advisor who made the recommendation
The approver or authoriser who agreed the choice
It makes communication and engagement more interesting when you realise you need to satisfy all these people, each of whom may have different needs, expectations and priorities.
This is why stakeholder and message management is such a vital part of delivering change.
What do you think?
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.

Source: Adapt Consulting Blog

Don’t think talking about change will deliver change



I was invited to lunch yesterday to what was presented as a discussion forum about change, leadership, politics, philosophy with a combination of good food and great company. 
I enjoyed it. But to be honest it was more a whinge session about office politics without any commitment to do anything about it. It is what a psychologist would describe as bonding by “…ain’t it awful…” stories.
I attempted to provoke some passion and ownership by asking “what do you really care about” and positive action by asking “what change would you make”. Both received mute response.
I followed-up with a challenge: would you rather be liked or right? They were evasive.
These were very interesting and capable people, but when I thanked my host I asked “do you actually want to do something or whether the intention is only debate”. The reply was a little disappointing “Debate only! Those days are gone!”
The irony is that these people are capable of effecting the change they would like to see and based on what they said change would benefit everyone in their organisation. Is the missing ingredient leadership or courage?
Or perhaps the group dynamic would change if they resolved the problems that brought them together.
What do you think?
ABOUT THE AUTHOR
Tim Rogers is an experienced Management Consultant, Project and Change Leader. He is also Commonwealth Triathlete and World Championships Rower and a Tutor/Mentor on the Chartered Management Institute.

Source: Adapt Consulting Blog

Give me a grade “C” idea with grade “A” implementation


I met an old friend the other day who has recently moved to the UK and now acts as an investor angel for business and tech start-ups. I was curious as to how the mix of old, wise, experience works with young, naïve passion.
I asked if his role was to fire their enthusiasm to seem them through the difficulties or perhaps take a more conservative approach to warm them of all the pitfalls and keep them practical and grounded.
I was pleased the despite being older than his entrepreneurs my friend was no less passionate.
He reflected on a business trip to Israel and the meeting tech entrepreneurs. A Minister present asked what is more important, the idea or the implementation. The leader of the business incubator didn’t hesitate in their reply. It is implementation.
There are 1000 Facebooks. There are 1000 Googles. There are 1000 Amazons. What makes those businesses a success was not that they were truly unique in their concept but that they had strong foundations in their implementation.
Like Lord Sugar I can be cynical about MBAs. My experience is that an MBA can tell you 1000 reasons why a business might fail, but not guarantee any success. It seems the most successful people like Sugar and Branson are unburdened by lots of theory but they are good at implementation.
Sugar didn’t invent the PC. Branson didn’t invent the plane, train or bank.
Their success is in implementation.
However this is not the implementation of on-time, on-budget or to-specification.  Achieving this is hard enough but products and services can achieve this but still fail to succeed.
In this case implementation is about engagement, it goes beyond the transition from theory to reality and instead has at its heart adoption.  In a post-fact society perhaps adoption is less about functionality and more about trust.
Trust is less about ideas (what you say) and more about action (what you do).
ABOUT THE AUTHOR
Tim Rogers is a Qualified Change Practitioner and PRINCE2 Project Manager, with an MBA in Management Consultancy. Past projects have included the incorporation of Ports of Jersey and Operations Change and Sales Support for RBSI and NatWest. He is a tutor/lecturer for the Chartered Management Institute. 


Source: Adapt Consulting Blog