Organisational viruses

Mario Denton

ContentsContents

Corporate viruses

Managerial derailment

Organisational Liposuction

Proposed Interventions

Conclusion

Meet the bugs(viruses) that

could destroy your organisation.

Activity mania

We like to be busy. Our badge of honour is being so busy that we don’t ever have time to think

Flavour of the month

We jump from project to crisis as separate un-integrated initiatives and cynicism about new ”projects” mount

Kill the messenger

Don’t be the bearer of bad news

Disjointed action

We don’t see the big picture and how our unit’s work fits in

with an overall strategy or purpose

Crisis jumping

When in a crisis, we act more quickly and decisively and then we often wait for the next crisis to hit before similar

action occur

Over changed

We have a capacity problem with too many changes going on around us; it

is more difficult to keep up; we are stressed out

False positive

We like “nice-speak” – be subtle, be nice, be kind, even if we disagree. This leads to passive resistance

Turfism: my business vs our business

We like to defend our turf to the exclusion of what is in the

organisation’s best interest

All things are possible

We are not clearly focused on a few critical priorities; each good idea receives attention and energy; we don’t say ”no” to good ideas which are not part of our

strategy

Caste: Value by grade

We like to label people by grade which thenleads us to evaluate their contribution

by grade and not by competence

Glacial response

We just can’t seem to get decisions made quickly

Have it my way

We don’t learn much from each other; “not invented here”

syndrome

Have you been affected by those bugs in the

workplace? Let’s see

Ask yourself these questions

• Do you lack enthusiasm for your job?

• Do you dread getting up and going to work?

• Do you hate the thought of dealing with the internal politics?


• Do you avoid certain individuals so that you just don’t have to deal with the frustration of interacting with them?

• Are you tired of inconsistencies in an office where direction, strategy, policy or procedure can change from day to day?


• Are certain philosophies and attitudes preached but not practised?

• When a new programme is initiated, do people think “This too will pass”?


• Do you find yourself looking forward to either resigning or biding your time until retirement?

• Do you feel that, no matter how hard you try, you simply cannot make a difference?

TheThe

fishfishrotsrots

from thefrom the

headhead(Bob Garratt)

Organisational Liposuction

What happens to the person who has

liposuction performed on his body, but

fails to change eatingand exercise habits?

Outward appearance may improve temporarilyOverall well-being and physical fitness do not improve

Soon , the person regains fat

Downsizing is simply a drastic measure to removeunwanted corporate fat : DOWNSIZING is institutional liposuction

As it is necessary for the overweight person to follow a well-balanced diet as to avoid the surgeon’s knife, it is of equal importance for organisations to adhere to certain organisational diets as to avoid liposuction.

Leadership diet : avoiding the fatLeadership diet : avoiding the fat

Leaders continuously assess the future

Understand their competitive position in the market

Analyse and anticipate changing customer needs

They must be proactive

They manage their key business processes well

Recommendations

Unfolding strategy

What are the

things that you

need to

Stop

Initiate

Let go Maintain

Here is the test to find whether your mission on earth is finished. If you’re alive, it isn’t.- Richard Bach

Ideas into action: Tom PetersIdeas into action: Tom Peters Ensure staff collaborate to achieve continuous improvement in performance.

Put customer satisfaction ahead of numerical targets and financial goals

Be “soft” in managing people., “hard” in expecting good performance

Live the quality message with “passion, persistence, and above all consistency”.

Welcome change and be a change agent

Eliminate silly bureaucratic procedures, demeaning regulations, and dispiriting working conditions

What have you been ignoring that is calling for your attention?

Ideas into action: Peter DruckerIdeas into action: Peter Drucker

Make sure that everybody understands what your business is really about.

Maintain a purposeful and organised search for new opportunities

Make managing knowledge a prime concern in managing the business.

Freedom to challenge everything and anything

What is

clutteringyour life?

Ideas into action: Stephen CoveyIdeas into action: Stephen Covey

Combat bad times by adopting practical, do-able counter measures.

Ensure that you are seen as fully competent in your area of professional expertise

Profound, sustainable, cultural change can take place within an organisation… only when the individuals first change themselves from the inside out

Look for credibility problems and make resolution of them a high priority

What gives yourspirit, mind, heart,and body energy?

Ideas into action: Jack WelchIdeas into action: Jack Welch

E to the fourth power. “E” stands for Energy, Energising others, competitive Edge and Execution

“ Ginger up” management by making unexpected visits and engaging in confrontational argument

Banish traditional bosses

Commit management to the relentless pursuit of unattainable perfection

Educate managers to think like owners and give them sound incentives to do so.

High performance organisationsHigh performance organisations

Performance driven and demanding

Relentlessly pursue a vision

Value “people skills”

Entrepreneurial – behave like small companies

Value creation as a key driving force

Use simple measures of what they call “ superior performance”

Eat like you’ve just had a heart attack.

Work like your job description is under consideration.

Talk like everyone can overhear what you say.

Live like you’re going to have a face-to-face with your Creator every day.

- Stephen Covey

SPECTATOR

VICTIM WORKAHOLIC

Sense of purpose

Productivity

Hi

LoLo Hi

FULFILLED

THE FOCUS OF GREAT ORGANISATIONS

1. They know what is expected of them?2. They have the materials and equipment they need to do their work right?3. They have the opportunity to do what they do best every day?4. In the last seven days, they have received recognition or praise for good work?5. Someone seem to care about you as a person?6. There is someone at work who encourages your development?

THE FOCUS OF GREAT MANAGERS: Gallup survey

7. Your opinions seem to count?8. The mission/purpose of your organisation make you feel like your work is important?9. Your co-workers are committed to doing quality work?10. You have a best friend at the organisation?11. In the last six months, have you talked with someone about your progress?12. You had opportunities to learn and grow?

BALANCING YOUR ENERGY

Hi

Lo

Burnout

Exhausted

Peak

Performance

Recharge

Time

Distress

Boredom

Challenge

EnergyHi

EMPOWERMENT

Hi

Lo

Comfort

Zone

High

Performance Zone

Apathy

Zone

Burnout

Zone

Challenge

Support

Hi

Blessings from Mario Denton

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Tel (w) + 27(0) 82 88 29903. e-mail address: [email protected]: www.strongmessage.co.za

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Organisational viruses