Facilitating the management of transformation
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Facilitating the management of transformation
During this chaotic period of history, what is the role, mission, power, responsibility of managers and leaders ? Ralph Stacey asks : "What are we doing together when we don't know what we're doing yet ?". Manager and facilitator, I try to venture off the beaten path.
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HR Magazine - Behaviour, not technology, must be primary driver of change

HR Magazine - Behaviour, not technology, must be primary driver of change | Facilitating the management of transformation | Scoop.it
You still need strong leadership, a clear strategy, carefully designed processes and internal capability to get value from these breakthrough communication channels. Technology is just a tool; it’s only part of the solution. 
Philippe Schoen's insight:

"You still need strong leadership, a clear strategy, carefully designed processes and internal capability to get value from breakthrough IT channels. Technology is just a tool; it’s only part of the solution."

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6 Quick Fixes To Make Meetings Less Of A Time Suck

6 Quick Fixes To Make Meetings Less Of A Time Suck | Facilitating the management of transformation | Scoop.it
The No. 1 time-waster at the office year after year is too many meetings. Think that's unacceptable? Here's how to make those notorious time-sucks as...
Philippe Schoen's insight:

This seems so silly, isn't it ? Is it really necessary to write an article about these basics ? Actually, it is...

 

The thing I like in it is the link between goal, agenda and attendees. So simple, so effective, so rare.

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The World's Most Tech-Ready Countries 2014

The World's Most Tech-Ready Countries 2014 | Facilitating the management of transformation | Scoop.it
Philippe Schoen's insight:

A strange survey which claims that a country is "tech-ready" when the most population is online... while a tiny minority of any population are the real innovators.

 

In the sixties, has the TV access been the right indicator to assess the "tech-readyness" of a country ? Just ridiculous. But it was a perfect indicator for "ad-readyness".

 

Use tech wisely, there is no magic in it. 

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The power of concrete goals

Philippe Schoen's insight:

A recent research shows that concrete and prosocial goals maximize happiness of members in a team.

 

Example : 

Abstract : making someone happy or saving the environment

Concrete : making someone smile or increasing recycling

 

One important conclusion :

 

"Participants are unable to predict this [happiness] effect, believing that pursuing abstractly framed prosocial goals would have either an equal or greater positive impact on their own happiness".

 

For a company slogan and to involve team members, slogans like "working for a better world" (the average platitude at the moment) should be replaced by something real, concrete, consistent in the field.... Let me change the title of my scoop-it :)

 

 

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The value of stakeholder engagement

The value of stakeholder engagement | Facilitating the management of transformation | Scoop.it
How companies can create, monitor and manage brand experiences and successful stakeholder relationships.
Philippe Schoen's insight:

A rebuilding model of communication (business, politics, NGO, personal...).

 

“Profitability is a shallow goal if it doesn’t have a real purpose and the purpose has to be share the profits with others. We are equally proud of what we are doing in the community, what we are doing with our people and how the company has built itself around a purpose that is not just about making money.” Howard Schultz, Starbucks CEO.

 

The bottom line of sustainable Business Models : planet, people, profit.

 

Identtify relevant stakeholders : Stakeholders, literally, include anyone who chooses to have an opinion about the brand or company. The goal of communication is to promote engagement. In order for companies to be able to pursue and execute their purpose without friction and get full credit for their sustainable business practices and citizenship commitments, they need the acceptance, permission and advocacy of relevant stakeholders.

 

It makes sense to adapt a traditional “hierarchy of engagement” framework to specifically address the types of relationships that companies need to have with stakeholders and where sustainable practices and good citizenship are integral to the company’s purpose and values. The hierarchy we have developed models four levels of engagement:

 

Understanding often begins with simply seeing and hearing other people talk about a company. Familiarity and knowledge build over time with awareness and experience. When a stakeholder understands what the company stands for, there is a foundation for engagement to occur.

 

Affinity may occur when an understanding of what the company stands for is a fit with the stakeholder’s personal values. When these values are shared, the stakeholder may identify with the company (connection), may become loyal (commitment) and may recognize it strives to deliver on its promises and commitments (belief).

 

Involvement. Stakeholders who identify with the company may get involved with the company (participation) or “go the extra mile” to transact or interact (conviction). In fact, the positive involvement the company seeks cannot occur without affinity: it implies reciprocity and mutuality.

 

Advocacy, the Holy Grail of effective stakeholder engagement, is the ultimate expression of a stakeholder-company relationship. It may occur when a stakeholder is sufficiently invested in the company’s purpose that they will actively help and support, endorse and encourage, the company.

 

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Facilitation & Management : 5 Heresies of Management

Facilitation & Management : 5 Heresies of Management | Facilitating the management of transformation | Scoop.it

What is the place of a manager today ? According to some theories, organizations are open systems in a complex and chaotic environment. If this is true, the most efficient organization of an open system is self- organized : an organization where each member decides, acts and adapts independently.

In such a model, the manager is part of the system. Therefore he/she has an influence. But which one?

In many companies, the main function of the manager is controlling. Is it really useful to control a team when this team works at its best when the members self-organize ?

In view of this, Ralph Stacey asks the big question : "what are we doing when we don’t know what we are doing yet ?". Addressing to managers, the question is : « what should be the manager’s attitude and scope of intervention to facilitate self-organization and reduce control? »

Articles on this topic are becoming more numerous. Management theories converge with innovative management practices in a small number of companies.

As a facilitator, and also manager of a small team of 15 people, I suggest 5 "heresies" of management. I call them heresies, because they go against conventional practices of the controlling managers :

Heresy 1: The facilitating manager has no right answer, but good questions. In organizations where the contribution and intelligence of each employee is required, the intelligence of the manager should be focused on ... management of intelligence. His role is to ask the right questions to orchestrate the right answers.

Heresy 2: The facilitating manager creates the conditions of trust: relationship, competence , reliability and honesty[4]. The manager is first a manager of efficient relations in his/her team. Confidence replaces control.

Heresy 3 : The facilitating manager organizes the co-development. Co-development is not merely a few meetings where employees are authorized to express their opinions. It is a comprehensive process that includes an active dialogue on sense, targets, planning, implementation, and shared evaluation.

Heresy 4: The facilitating manager connects his/her team to the stakeholders . If the organization is an open system, the more a diversity of stakeholders are involved, the more the organization will be adaptive and effective to its environment.

Heresy 5: The facilitating manager accepts blur and error. This is probably the largest effort zone for managers. No stage of his/her projects is fixed , precise, immutable. The manager is no longer in charge of controlling a fixed process, but he/she is in charge of a framework and a set of shared values in which each member of his/her team moves and interacts freely.

In conclusion, which of course is a set of questions, I would let the reader ponder Ilya Prigogine’s observation: " When the system is allowed to evolve, patterns emerge spontaneously : spots, stripes ... Such structures , called dissipative structures, stay only in an unbalanced system that is constantly fed by reagents. Otherwise, the reaction runs and classical diffusion takes over." Is the manager's role today to constantly feed his/her team and organization with reagents ? What kind of reagents ? I'd like to hear your thoughts.

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The Morning Rituals of 15 Highly Successful Small-Business Owners

The Morning Rituals of 15 Highly Successful Small-Business Owners | Facilitating the management of transformation | Scoop.it

The How do you start your day? Many of the business owners interviewed exercised before heading to the office.

Philippe Schoen's insight:

The role of a leader is to share a vision with his/her team and to energize people. How to ensure an every day high level of energy?

 

In this article, 15 leaders give their tips. What we can learn from these accounts :

 

- The majority wakes up before dawn, in average at 5:30 am in the morning.

- They do something before breakfast. Most working out : cardio, hike, pool... but also yoga or meditation

- Breakfast is important, most leaders having a big and full of energy meal

- They begin to work at home, alone : checking and answering mails, working on strategic projects, organize thoughts, jot down new ideas...

 

Some interesting stories :

- Watching the sunrise

- Chatting with his dog

- Taking time with his/her child

- Dancing

- Beginning working in the office with a stand up meeting

 

These behaviours and rituals meet the recommendations of 

Jim Loehr and Tony Schwartz (The Power of Full Engagement). Manage your four energies with rituals :

 

- physical energy (sleep, exercise, healthy drink and eat)

- emotional energy (relationship, love, positive thinking)

- mental energy (facilitate focus and concentration)

- spiritual energy (a sense in your life)

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Six Ways to Ignite Your Ideas! #PresentationTips

We see a bright future for presentations! Let's leave the dark ages of "Death by PowerPoint" behind us. Here are some tips to help you SHINE on your next presen

Via Ariana Amorim
Philippe Schoen's insight:

Brilliant presentation about... presentations. 6 ways to convice :

 

Design, not only function :

- clarity

- beauty

- simplicity

 

Story, not only argument :

- timeles

- contagious

- simple

- inspirational

 

Symphony, not only focus on datas :

- extract meaning

- detect patterns

- connect the dots

- simplify the complex

- see thing in a new way

 

Empathy, not only logic :

- put yourself in your audience's shoes

- recognize when they are getting it… or not

 

Play, not only seriousness :

- serious isn't dull

- keep to witty banter

 

Meaning, not only accumulating :

- infuse purpose and meaning

- tell your stories with infectious enthusiasm

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Anne Landreat's curator insight, January 27, 2014 6:00 AM
Philippe Schoen's insight:

Brilliant presentation about... presentations. 6 ways to convice :

 

Design, not only function :

- clarity

- beauty

- simplicity

 

Story, not only argument :

- timeles

- contagious

- simple

- inspirational

 

Symphony, not only focus on datas :

- extract meaning

- detect patterns

- connect the dots

- simplify the complex

- see thing in a new way

 

Empathy, not only logic :

- put yourself in your audience's shoes

- recognize when they are getting it… or not

 

Play, not only seriousness :

- serious isn't dull

- keep to witty banter

 

Meaning, not only accumulating :

- infuse purpose and meaning

- tell your stories with infectious enthusiasm

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The Dark Side of Emotional Intelligence

The Dark Side of Emotional Intelligence | Facilitating the management of transformation | Scoop.it
In some jobs, being in touch with emotions is essential. In others, it seems to be a detriment. And like any skill, being able to read people can be used for good or evil.
Philippe Schoen's insight:

Beyond emotional intelligence : when it becomes that emotions are used as a weapon, by a client, a partner, a colleague or anyone, you have to protect yourself :

 

- become aware of what's going on

- counter-attack with your emotions

- only then, stay rational and say what you have to say

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How One Company Replaced Meetings and Bureaucracy With Pairs, Ceremonies, and Storytelling

How One Company Replaced Meetings and Bureaucracy With Pairs, Ceremonies, and Storytelling | Facilitating the management of transformation | Scoop.it
At Menlo Innovations structure--and multiple keyboards--allows you to split the difference between chaos and bureaucracy.
Philippe Schoen's insight:

A very simple organization structure, a lightweight structure. Put your energy in :

 

- work in pairs

- storytelling instead of procedures

- ritual instead of meetings

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The Naive Optimist — No Managers: Why We Removed Bosses at Treehouse

The Naive Optimist — No Managers: Why We Removed Bosses at Treehouse | Facilitating the management of transformation | Scoop.it
No Managers: Why We Removed Bosses at Treehouse
Philippe Schoen's insight:

Managing without manager : the story of the 60 pple company Treehouse.

 

How to replace the functions of :

 

- Communicating messages from top to bottom

- Settling disputes

- Managing careers

- Keeping their teams motivated and happy

- Shielding their teams from things they didn’t think they needed to know

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Onora O'Neill: Ce qu'on ne comprend pas de la confiance | Video on TED.com

La confiance est en déclin et on doit la rétablir. Voilà une suggestion souvent entendue lorsqu'on parle de construire un monde meilleur. Mais la philosophe Onora O'Neill croit qu'on ne comprend pas vraiment le sens de cette suggestion.
Philippe Schoen's insight:

About trust, the elementary cement of a team :

 

The important is not trust but trustworthyness : trust is the response of trustworthyness

 

A trustworthy relationship in particular aspects with another is based on three condtions :

- is the other competent ?

- is he honest ?

- is he reliable ?

 

So this could be the very first you should assess before hire a team member, and at first, the manager.

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What Change Agents Value at Work

What Change Agents Value at Work | Facilitating the management of transformation | Scoop.it
Look for five key competencies.
Philippe Schoen's insight:

Oh wow... best change agents are not kind people :(

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Faire partager son diagnostic

Faire partager son diagnostic | Facilitating the management of transformation | Scoop.it
Philippe Schoen's insight:

Sort of lampoon against the arrogance or lack of awareness of the managers who don't understand that when they explain the change strategy to their employees, they cannot understand that they are less motivated than themselves.

 

Eric Albert says that the diagnosis has to be shared with employees at first. An essential time in which everybody feels involved in the change process.

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How to Execute a 15-Word Strategy Statement

How to Execute a 15-Word Strategy Statement | Facilitating the management of transformation | Scoop.it
A case study of a swimwear company.
Philippe Schoen's insight:

A three step process :

 

- observe your customer

- tell a story

- write a 15 word strategy statement from the essential value of your story

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Forget the Strategy PowerPoint

Forget the Strategy PowerPoint | Facilitating the management of transformation | Scoop.it

Create a rational, emotionally compelling written statement instead.

Philippe Schoen's insight:

A three step presentation of the future of your organization :

 

- tell the big opportunity, short, realistic, emotionally compelling

- describe your vision

- state the strategy

 

The main point is to clarify the "big opportunity", which has to be really thrilling for all the stakeholders.

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Change Management: 4 Factors that Distinguish Successes from Failures

Change Management: 4 Factors that Distinguish Successes from Failures | Facilitating the management of transformation | Scoop.it
By Judith E. Glaser

Many MANAGEMENT GURUS, ACADEMICS, and CEOs are writing on change, yet there is a difference between theory and actual change. If you are entrusted to make change happen, run a division, have a strategic HR role, or are in the C...
Philippe Schoen's insight:

Oh well, nothing really new in this article, except that it emphasizes the role of long time to achieve a change in a team :

 

- accepting resistance as natural part of change : take the time for authentic dialogue

- give enough place and time for conversations, in order to lose the fear, rather than to anticipate gain. That matters : "Each person is having his or her own internal dialogue, and usually fear loss, rather than anticipate gain." 

- share stories for sharing emotions : as change is not only a question of facts, but also a question of feeling and emotions, let the team members express their feelings in stories can be judged as a waste of time. It's certainly not.

- as the author writes : "Proclamations and policy changes are not change-worthy practices for changes in DNA.". It takes time to practice new rituals. Some researchers say a ritual needs 6 weeks to take root.

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Why Good Managers Are So Rare

Why Good Managers Are So Rare | Facilitating the management of transformation | Scoop.it
Gallup data shows they have a combination of hard-to-teach traits.
Philippe Schoen's insight:

They ain't so rare. The moments when you are ready to call on all these talents are rare. Gallup finds that great managers have the following talents:
 

They motivate every single employee to take action and engage them with a compelling mission and vision.They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.They create a culture of clear accountability.They build relationships that create trust, open dialogue, and full transparency.They make decisions that are based on productivity, not politics.
 

Gallup’s research reveals that about one in ten people possess all these necessary traits. While many people are endowed with some of them, few have the unique combination of talent needed to help a team achieve excellence in a way that significantly improves a company’s performance.

So, don't despair or worry about it. Try to create a context in which you can fullfil as much talent as possible. I met Superman only in comics.

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Stakeholders engagement the 7 principles

Discover the 7 principles of the APMG Best Practices Practical People Engagement.


Via Blue Sky Change
Philippe Schoen's insight:

This slides should simply be printed and sticked up on the wall of your office. So every people could be inspired by these principles because actually in a complex environment we are the leader of ourself.

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Freakonomics » The Inefficiency of Long Hours

Freakonomics » The Inefficiency of Long Hours | Facilitating the management of transformation | Scoop.it
Philippe Schoen's insight:

Overworked people become “less efficient and less effective.” And the effects are cumulative.


One of the important mission of the manager is to ensure that every work hour is highly efficient.

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Change vs. Transformation

Vimeo héberge des vidéos de haute qualité pour les mordus d'images.
Philippe Schoen's insight:

Change is not the same than transformation. In this video, learn the difference with a brilliant presentation of Chris McGoff.

 

Change fixes past issues.

Transformation builds a vision of the future.

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Ucka Ludovic Ilolo's curator insight, January 6, 2014 11:05 PM

interisting point here ! 

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How to Get Employees to Be More Accountable

How to Get Employees to Be More Accountable | Facilitating the management of transformation | Scoop.it
Employees will respect their deadlines when you spell out these three specifics, says leadership expert Lee J. Colan.
Philippe Schoen's insight:

Simplicity in chaos : get employees to be more accountable by beginning with a specific expectation : who, what, when

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RSA Animate -- Drive: The surprising truth about what motivates us

Vimeo héberge des vidéos de haute qualité pour les mordus d'images.
Philippe Schoen's insight:

Profit is not yet a motivator. Pay people enough to take the issue of money off the table, but give them :

 

- autonomy if you want engagement (listen to the amazing story of Atlassian)

- mastery by satisfying the urge to get better at stuff

- purpose : wa are purpose maximizers, not only profit maximizers

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Ten Game-Changing Technological Trends Transforming the World | Jump the Curve with Jack Uldrich

Ten Game-Changing Technological Trends Transforming the World | Jump the Curve with Jack Uldrich | Facilitating the management of transformation | Scoop.it
Global futurist Jack Uldrich shares ten game-changing technological trends that will fundamentally transform the world in the coming years.
Philippe Schoen's insight:

Looking for a way for new growth and development trends ? An inspiring post about 10 new technologies beyond new technologies.

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The Organization of Your Dreams

The Organization of Your Dreams | Facilitating the management of transformation | Scoop.it
It’s easy to describe, but takes hard work to create.
Philippe Schoen's insight:

- Difference : “I want to work in a place where I can be myself.”

- Radical honesty : “I want to know what’s really going on.”

- Extra value : “I want to work in an organization that makes me more valuable.”

- Authenticity : “I want to work in an organization that truly stands for something.”

- Meaning : “I want my day-to-day work to be meaningful.”

- Simple rules : “I do not want to be hindered by stupid rules.”

 

Simple, but it has to be authentic.

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