"Managers’ leadership behaviors & operational decisions get to the root of the problem with failing change efforts including cultural transformations."
“…studies show that upper management is only aware of about 4% of all the problems...”
From a post today by Graham Garrison:
- “…studies show that upper management is only aware of about 4% of all the problems in the workplace while those on the bottom rung are aware of 100%.”
- “A huge factor is engaging managers and frontline workers before changes are implemented. The frontlines know what is working and what isn’t; get their perspective and making them a part of the change.”
In change, it's getting both the leadership & management behaviors & actions to aligned realization, reference Daryl Conner (Managing at the Speed of Change) and his Commitment Curve. Garrision highlights:
- Our experience is BOTH leadership and management are needed.
- Focusing on the “soft” side of culture, such as purposeful connections to the heart, an energizing vision, engaging through core values, or strengthening leadership behaviors are vital.
- [They must be] backed up by realigning operational processes and shifting key support systems
- Otherwise you'll end up with "highly motivated people who come to feel manipulated and powerless against 'the bureaucracy.'"
It is in the tactical and operational structures of IT, metrics/measurement, org structure and HR (compensation, what gets people hired, fired, and promoted) where leadership & manager values become "rhetoric or reality," says Garrison.