Do you get an apple a day?

Do you have enough energy? What do you do to boost yourself? Do you get regular inspiration that empowers you as a leader? Does your organization get the necessary vitamins? Do you have a plan to energize your people to take action?

The essence of leadership

Leadership is about moving an organization towards good business results It is about inspiring people to move in the same direction. It is about fostering action that creates success.

Leadership is not about a title or a designation. It’s about impact, influence and inspiration. Impact involves getting results, influence is about spreading the passion you have for your work, and you have to inspire team-mates and customers – Robin S. Sharma

As leaders, we create strategic input, develop a vision for the company. We set common goals. We make sure the budgets are in set to reach them. We have a full agenda every day. But, have you booked time in your agenda to nourish your organization?

Nourish your organization

Have you created a strategy on how to nourish all your plans and inspire your people to have enough fuel to reach your organizational goals?

An apple a day keeps the Doctor away

Too often, we are too busy to lead to remember that we need an apple a day to fuel the organization. Our people needs an apple, the clients need an apple, our suppliers need an apple, the strategy and plan also needs to be fueled and last but not least, we also need an apple a day as leaders.

You need to find the apple that can re-boost your energy, the apple that lifts you up, the apple that gives you energy to keep going. Inspiration and motivation are key factors to move and take action. All the element needs to be nourished to bloom. It only takes a snapshot.

Leadership focus

We all have weekly meetings. The agenda is full of budgets, issues, stories. We take the time to discuss all sorts of things. Unfortunately, my experience is that we spend far too little time in these meetings to discuss how we should get the organization to move in the right direction and make success a reality.

Whatever we plant in our subconscious mind and nourish with repetition and emotion will one day become a reality –  Earl Nightingale

What you focus on is what you get. We need inspirational apples on our weekly agenda. We should focus on how we as leaders should empower ourselves to move the organization. To become better, we should have time to discuss the importance of motivating people and what we as leaders and as a team can do to make sure we create that movement.

My experience is that this happens too little in most organizations My wish for this book is that it gives leaders inspiration to empower their leadership. This is the reason why I wrote Leadership Snapshots. My wish for this book is that it gives you the inspiration to empower your leadership. A snapshot a day keeps issues away, and will give you additional time to focus on the essentials in your leadership.

It only takes and apple, it only takes a snapshot – be inspirational!

@Grete

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Why does 2+2 make 5 in leadership?

Do you find that your leadership style doesn’t always work? Do you search for new ways to exercise your leadership without finding a style that fits? Do you sometimes feel that you are out of sync?

You’re right! Be reassured, it is normal – one size, one color and one style does not fit all!

Style varies from person to person

Although kids might be raised in the same environment, with the exact same parents, you cannot necessarily apply the same parental style. Your style even varies with the age of the kids, with their interests and their personality. It depends on the country and the era in which the kids get raised. It is certainly very different in these technical days than some years ago! The way your your kids gets raised, also varies with the surroundings and the schooling. In addition, we change as parents. We become more confident, hence the children get a different framework.

At the end of the day, the most overwhelming key to a child’s success is the positive involvement of parents – Jane D. Hull

Leadership is often like parenting. Your involvement counts. You should adapt your communication to each person, too their situation and to their work preferences. All employees are different. The framework in your business is the same for all, but you still have to find the key that fits each and every employee to make them perform at their best every day!

Leadership adapted to the organizational setting

What makes leadership even more complicated, is that you must do the same exercise with your business. The way you lead depends on the history of the organization, the age, it’s experience in the market, it’s surroundings and the market situation.

Leading a new company requires a different style than leading an “old and wise” company. Leading a steady organization leaves you the possibility to delegate responsibility. Leading in tough times, crisis and bad market situations requires a tighter and more direct leadership than in good times. Leading organizations going through mergers require balancing between two cultures. Different cultures also sometimes requires different leadership styles.

Everything has a cycle and a season –  Ty Dolla Sign

Just like nature adapting to the seasons, you should adapt your leadership. There is not one style fits all situations!

Your personal leadership

During history, there has been a lot of different leadership styles that have been put forward as the correct form of leadership. There is not one secret solution… if that had been the case, only one leadership book would exist!

In addition,  to adapting to the organization and the people, you have your personal leadership style. Your style will also depend on the organization in which you operate. So yes, sometimes leadership just feels complicated. It requires a conscious strategy to find the right way to lead at each moment. You should adapt your style to your people, to your organization and to your market situation to continue to deliver results!

One of my greatest fears is not being able to change, but to be caught in a never-ending cycle of sameness. Growth is so important – Matt Dillon

Sameness is dangerous in leadership. It makes business stagnate. It closes the door to good results and growth. Hence 2+2 makes 5, or at least rarely 4 in leadership. There is never a right answer, it always needs to be adapted. You must ensure you choose a conscious way of leading and that you tailor-make your leadership.

Good luck in adapting your leadership style to your own personal style!

@Grete

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Is there energy for creativity in your organization?

Do you sometimes just feel drained? Your energy seems to have totally vanished? The feeling of having no space left for creativity in your head? Your body just walks around with no focused purpose. You just feel like swimming around like a jellyfish with only one brain cell?

I know that feeling, and I know that quite a few of you have probably encountered the same feeling at one stage.

Get the Brain Back in Business

We tend to get a lot of advices through all kinds of media on how we can cope with low energy. We daily get tons of suggestions on how to boost our bodies for our brains to get back into shape.

Many of us tends to test all kinds of methods, food, sports and voodoo to get back that feeling of mastering our body. We simply hate the feeling of being a jellyfish!

The thing is, we are so desperate to run away from that feeling that we tend to try all remedies at once. We get a blooming start…and then, after some days, we kind of lose attention and we forget about following up on all our remedies. As a result, more than once, we fail.

Structure is the Key to Success

The reason we fail is that we tend not to structure the way we use all the remedies. We fail because we do not set up a plan that is easy to integrate into our daily routines.  We fail because we do not manage to keep up the good work we started. As a result, we fail to get our energy back!

Much of our brainpower goes unused, and many people could benefit greatly from optimizing their mental assets – Walter O’Brian

As much as human beings have that feeling of being exhausted, I believe that organisations quite often tend to feel the same way.  When the employees of a company feels like jellyfishes it tends to be a reflection of a lack of structure.

Each organisation must have a clear set up. It has the function of a spine. It holds the organisation. As a consultant, I regularly meet with companies that lacks clarity in their structure. As a result, employees do not get the possibility to use their full potential. They spend the extra energy on walking around trying to do their best. Without a structure, they use all their brainpower on trying to keep up with just doing. There is no space for creativity and people in the organisation tend to move around like jellyfishes.

Leadership Boosts Energy

Creating a clear energetic structure in the organisation liberates brainpower. People will get the possibility to use their potential constructively. Creating a clear structure gives people the opportunity to positively focus their energy in the right direction.

Leadership is about serving others. Serving your colleagues means to give them the opportunity to have space, structure and energy for creativity. It is a leader’s task to create that structure in which people can use their potential in a focused way that benefits the organization.

Structure is the art of leadership. It is about creating the framework in which people should operate. The framework defines how we do things in our organization. It links all the elements together in a way that benefits the purpose of the business.

By creating this structure, leaders opens for connecting people to the organization in a new way. It opens new possibilities and most importantly, it opens for renewed creativity which can serve the business mission!

Good luck in creating a structure boosting your organisation’s creativity!

@Grete

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Is your company happy? 🗺

If your company could express its wishes, what would it say? Is it happy with its strategic direction? Does it fulfil its mission? Do you follow the flow of where it wants to go? What does your company want? Did you adapt your strategy accordingly? Would you take the time to listen to your company if it could speak?

Follow the goal of your company

The goal of a company itself is to produce results. All companies want to blossom and be proud of what it delivers. The company wants to be seen in the market. It wants to show its success. Your company wants to be useful, it wants to be in service. It wants to have happy employees that deliver good service to satisfied clients.

When a company owns one precise thought in the consumer’s mind, it sets the context for everything and there should be no distinction between brand, product, service and experience – Maurice Saatchi

Did you adapt your strategy accordingly? Much too often, we are too busy leading and developing strategies without following the company flow.

Creating a happy strategy

The happiest country in the world was just announced to be Norway. The criteria are based on per capita gross domestic product, healthy life expectancy, freedom, generosity, social support and absence of corruption in business.

As business leaders, we should integrate the same factors into the strategy of our companies to create a sound business. Too often, we tend to focus heavily on the financial objectives. Just as for a country, this does not make our company sound and happy. Focusing too much on the financials creates an unbalance in the company.

A strategy delineates a territory in which a company seeks to be unique – Michael Porter

The wholeness needs to be included to create a happy company with good flow in the long-term perspective. Each company needs an internal flow where all the mechanics work together to best serve the market. When we include the happiness criteria above into the strategy, the company becomes a whole. It gets a solid foundation. It reveals its happiness through its uniqueness.

The reflection of a happy company

We are strongly influenced by the situation in our industry, the balance of our company and the mood of our colleagues. We get influenced by going to your company every day. As a consultant visiting different kind of companies, it is fascinating to see how this reflects in the internal structure in the company.

The mission of the company is reflected in the way it is organised and lead. Do you focus on the wholeness you want to create as a leader? Do you focus on creating a happy company that fulfill its mission?

Happiness is a choice. You can choose to be happy. There’s going to be stress in life, but it’s your choice whether you let it affect you or not – Valerie Bertinelli

Recruit people that are willing to play the game of wholeness, being positive and solution oriented. Put a ping pong table into the offices, make a sunny beach coffee corner, host creative workshops and create processes with flow.

Listening to your company will give you the opportunity to create a joyful company which is complete and fulfill its mission. Your company will be proud and would want to show it to the market which reflects rewards.

Good luck with listening to your company!

@Grete

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Did you prepare for your climbing challenges?

Did you have any new year’s resolutions for your company? What kind of mountains are you about to climb in 2017? Did you write your objectives? Did you share them with your employees? Do you enjoy the challenge?…and most importantly, did you prepare for it?

The good thing with getting into a new year is that we get new possibilities to get the business going.

Prepare for climbing new challenges

All climbing expeditions prepare their mountain trip in advance. As a manager, one of our biggest roles is to ensure that the rest of the team has the necessary equipment to succeed with their part of the climbing.

The technical equipment needs to be in place. As a consultant, I have more than once met with managers stating they cannot afford to buy updated equipment. I usually reply “Did you calculate the cost of not doing it”? It might be that new technology make you much more productive, hence, the investment cost can actually trigger a total cost reduction.

There’s always the question of how to begin, you have to be very precise – Bert Hellinger

In order to ensure you succeed, your work processes should also be reviewed and probably simplified according to the objectives. It is important that you as a Manager take the lead in this process to make sure you create the necessary focus. Your people need to see you as a driver to choose to be a part of your team.

Get your support team onboard

It is easy to set objectives. Too often, as Managers we pass them on to the organisation without giving the framework. It is so clear in our head, that we forget to inform people why each and everyone is important to reach the top together. Your team needs to know what they should provide in order to make the team succeed together.

Another important managerial task is to ensure your team members have the necessary preparation to be able to achieve their objectives. They might need to be trained in new technologies. They might need to become better to communicate. They might need a coach or a mentor to mentally prepare for the ride. Mental training is a key part to succeed.

Physical strenght will get you to the start line, but mental strenght will get you going

Be honest with your people about challenges. You have to prepare the organisation that an additional mountain might pop up. They usually come from nowhere, and you have to deal with them in parallel. Your people need to be warned upfront to quickly get onboard.

Your role as a leader

Your enthusiasm spreads quickly. You have to enjoy the view of the challenge! You’re supposed to be the driving force. You need the extra energy to make people walk the extra mile.

More than once I have experienced  those tough days as a Manager when it is difficult to breathe, hard to motivate others, difficult to work. Make sure you have an internal or external person in the team that motivates you when you are down.

You need to show your team that you take action on planned objectives immediately. Sooner is better than later. You want your people to copy you to keep the momentum. Do as a flower: the flower does not believe it will blossom and think it has to wait. If you wait, the energy will be gone.

Follow your bliss and the universe will open doors where there were only walls – Joseph Campbell

Good luck with your climbing challenges!

@Grete

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What about Your 100 Calendar Days?

How did you spend your 100 days? Did you project the future? Did you set the structure for your future delivery? Did you set the direction for your surroundings? Why are these first days in a new job so important?

Just as any President, you get the same 100 days to set the framework for your delivery when you start in a new job. These famous days becomes a reflection of what you will deliver throughout the period you hold the job.

Set the Direction

During these first days it will be your main task to set the structure for your future delivery. You should clearly draw the big lines of your vision and where you want to bring the organisation. You need to create the flow and the spine of your leadership.

In the big picture, architecture is the art and science of making sure that our cities and buildings fit with the way we want to live our lives – Bjarke Ingels

Make sure you define who you want to be as a leader. You need to embrace and take your role. Nobody will give it to you. You need to set the expectations for yourself and for your surroundings.

High achievement always takes place in the framework of high expectation – Charles Kettering

Defining the process flow and adapting the structure to the future is one of your main tasks. Include your people. Make it a teamwork session. Make sure you communicate clearly to create a common comfort zone.

Respect your Predecessors and Previous Achievements

Respect and acknowledge history. Listen. Do not set aside everything that has been done before. Be aware that some employees arrived before you and that they have an extensive competency about the way the company works.

Great leaders help their people see how they can directly impact the company’s objectives and their own personal goals – Chip Conley

You need to show the wholeness. Make people understand why each person is an important part of the puzzle you’re about to create. Be a leader “on tour” and discuss with your employees. Get input on what they want to preserve and what they expect from you. If you are in a bigger company, make sure you participate to department meetings.

The best way to predict the future is to create it – Peter Drucker

Your mission is to create trust, produce a sense of belonging and building respect to move your organisation into the future.

Prepare for the Future

Spending time together with your team is the task that should be first on your priority list. More than once I have experienced being fully booked with daily tasks two weeks after starting in a new job…. hence you need to focus your time on those who are your team players and whom you should motivate to create results.

At one point I took on a new job, and I just didn’t have time to do anything but work – Sharon Olds

This also requires that you spend some time upfront thinking about what kind of leader you want to be, how you will motivate people, how you will make decisions, what are your qualities in this job, what should be your focus area and what you should delegate.

Be ready the day it starts. An excellent suggestion is to have a teambuilding with yourself upfront to prepare for your new job. This would ensure you do not get into the nitty gritty before getting the total overview.

…and last, but not least, make sure you enjoy these first 100 days. Your enthusiasm is contagious and will enable you and your team to fulfil your vision together.

I still get the jitters every time I start a new job! I love it – makes you feel alive – Camille Guaty

Good luck with shaping your future!

@Grete

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Are You still In Shock?

What happens when we start sliding into the curve of change? Why do we have different reactions to change? What does it take to get through each step of the curve? How can you as a manager best follow your organisation through the curve of change?

The world is changing. People are in shock. The curve starts. Some slide through the curve of change with ease and some don’t. Before starting change, make sure you’re aware of the rule of the game to be able to adapt your leadership accordingly.

Assisting your Employees through the Curve of change

As soon change starts, all humans go through the curve of change. As a leader of the organisation, your job is to lead your people through the curve and employ adapted leadership tool at each step. The complicating factor is that your team members will all be at different places in the curve – and you have to adapt collectively and individually.

When you have announced the change, people go into denial and shock. Your job is to provide information and give people time to digest. Make sure you communicate the information in larger quantities that you would have naturally done, this reduces the impact of the next step.

The most important phase to manage as a leader is when your people are getting into their angriness and starts actively resisting. You have to be prepared for it. You have to go through objections upfront. Speak about the problems, it reduces their importance. Be present and LISTEN to people – be patient!

If you’re going through hell, keep going – Winston Churchill

Eventually, the exploring phase with some optimism will arrive. This is the right timing to introduce training while still letting your team the time to adapt. Always remember that you are ahead of the game of feelings.

Sometimes it takes a few seconds to get through the curve and sometimes, it requires months or even years. Your people get to the stage of acceptance. Your team starts to produce as one unit. They embrace the change and value them – there’s new commitment in the organisation.

How to Minimize Future Shocks

We all have a comfort zone. The larger the comfort zone, the quicker we adapt to change. This is also valid for organisations. You have to focus on increasing the comfort zone in your organisation. You have to provide a secure framework which gives people the possibility to go outside their comfort zone.

Before you undertake an organisational change, you have to create a structure that gives your people the confidence that something supports the change. You have to create a structure where people feel secured. It will also make your team apply their competencies in constructive manner.

I can’t change the direction of the wind, but I can adjust my sails to always reach my destination – Jimmy Dean

I’ve managed through a lot of changes. Early in my career, I learned that a clear structure is a map people can use to adapt through change. It gives confidence that the unknown is taken care of. It provides security, which again increases the comfort zone.

Strengthen your Organisational Change Muscle through Culture

The culture of an organisation represents the glue that holds the organisation together. In order to successfully move your employees through the curve of change you should make sure your have a clear identity and culture. A sense of belonging and loyalty is an essential part of the glue that makes the organisation successfully transfer through a period of change.

A lot of times when you go through a very traumatic situation and it’s emotionally difficult to deal with you come back spiritually stronger. It changes you in a way – Elvis Stojko

Our change muscle is strengthened each time we go through change. It’s build throughout a lifetime. The muscle is stronger when there is a culture and a secure framework that hold people through changes.

When your employees are more confident with adapting to changes, they will also for sure be happier at work. Initiatives and suggestions starts coming from below. This is certainly the most rewarding phase for a leader!

Good luck with getting through your curve of change!

@Grete

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Did you Promise Your Employees a Rose Garden?

Is your organisation flourishing? Did you give fertilisers to your team? Did you check out if your employees are doing well? Did you provide your employees with space to grow? Did you remove weeds? Did you adapt the organisation to the new season? Have you prepared the organisation for good and bad weather?

Being a leader requires understanding of business nature. There are days with sunshine and days with rough weather and the organisation should be rigged accordingly.

Nature has Cycles – so has Business

Nature has seasons. Flowers and plants go with the flow. They naturally accept that they have cycles. They accept that they are in the right element. They accept the flow of nature.

Too often in business I meet organisations that have forgotten that they are a part of a natural flow and that there are cycles in business life too. Too often leaders take for granted that their business is going to continue to flourish without taking the shaping actions to prepare for the future.

We forget that the water cycle and the life cycle are one – Jacques Yves Cousteau

Gardeners would prepare for winter times already in the summer – they do not sit and wait for winter before taking actions. So should every good leader. The main task is to rig the organisation to be in its right element at any time.

A Gardener Takes Action Before Tough Weather – so Should a Leader

Rough times are natural in business. We all tend to forget what we have been through earlier. It is a leader’s role to remember and to take this into consideration in future decisions.

Along with the sunshine there’s gotta be a little rain sometime – Martina McBride

Throughout my career, I learned the hard way that I have to dare taking quick decisions. As soon as I have seen the rain coming, I have taken action. It is dangerous to sit and wait to see if it will pass! As a leader, you have to take the decisions early enough. Too many bankruptcies are due to lack of leadership and action.

Just as a gardener, I also learned that as a leader I have to remove weeds in the organisation on a regular basis. Sometimes you even have to gently remove beautiful flowers in order to make sure that there is space to grow in the future. This is a tough process, especially in good times as most employees do not see the risk that not doing it can choke the organisation in the long run.

A Good Gardener is Passionate – so is a Good Leader

As a leader you have to be passionate about preparing the organisation for the future. Any leader should focus on making sure the organisation is in flow with the market at all times. The internal structure should naturally be adapted to the business cycles.

A garden requires patient labor and attention. Plants do not grow merely to satisfy ambitions or to fulfill good intentions. They thrive because someone expended effort on them – Liberty Hyde Bailey

As a leader, you have to cherish your team like a gardener. You have to be watering with attention and training in order to stand out in the marketplace. All leaders in the organisation should be trained to maintain focus on natural business cycles.

Business life is tough. A rose garden is beautifully made of roses that have flowers with thorns. So is business. The importance is to be in flow with the natural cycles. Throughout rough times, you’ll be the best leaders if you are honest, respectful and treat your surroundings with carefulness and dignity.

Beauty surrounds us, but usually we need to be walking in a garden to know it – Rumi

Aim at being a good looking and well treated organisation…and remember that making other elements flourish is easier when you flourish yourself!

Good luck with making your company flourish!

@Grete

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What’s Next?

Do you feel the heat? Did you survive the fire? Have you been through a lot of changes lately? Have you reduced your workforce? Are your budgets reduced? Have you changed your processes? Have your organisation been through a trauma? Did you adapt your organisation to the future?

Change is demanding. Change requires time. Change requires efforts. Change requires energy. Change is done. What´s next?

View your Organisation As Is

You have just been through change. Be aware that the flames still stick to your shoes even when you have succeeded in implementing the change project itself. Your next step is actually the most critical in the whole change process.

There are only two mistakes one can make along the road to truth; not going all the way, and not starting – Buddha

Whenever you have been through turbulent times, you have to acknowledge and see your organisation as it is. Is your organisation reduced? Are your people tired? Do you have enough staffing to do the required tasks? Have people had the possibility to grief over their lost colleagues? Have you given them the time to learn how to operate their new everyday life?

What you resist persists – Virginia Satir

Be honest, do not believe it´s over, – it will require effort, time and energy to get back to normality. As a leader, you have to accept that the organisation needs time to get into a new flow.

Create a New Framework

In my experience, we too often push the organisation through a change without reviewing the consequences upfront. We tend to forget to plan for what happens after the change has taken place. As leaders, we need to move the organisation from a recovery position towards a performing organisation.

No problem can be solved from the same level of consciousness that created it – Albert Einstein

Your next step as a leader is to adapt the organisational framework to ensure that the change is fully embraced. The organisation as a whole needs to get guidance into the new way of operating. Together you have to create a new and adapted structure.

Processes need to be aligned with the new structure. Some tasks need to be added, other tasks need to be removed. All employees have to get updated job descriptions adapted to the change. The organisation chart should be adjusted. People should be trained for the new way of operating. All will have to understand their role in the new system.

Communicate Out of the Flames

As always, communication is key. Honesty and integrity is a given. The organisation always requires more information than you originally planned for. In the same way as you should communicate you vision before starting the change, you need to present it again when the change is done. Your new direction must be crystal clear to everybody.

In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing – Theodore Roosevelt

Communication is a two way process. Be present amongst your team. Include people, organise workshops, host a motivational session, give direct feed-back, be positive and remember to thank people for their presence in the process.

Act like you would have done if your family just got through a big change. Either it is losing a family member, moving house, changing your family structure, dealing with sickness or simply discovering new ways of doing things. You would make sure you stick together, communicate and that all roll up their sleeves to move on.

Change is constant and your organisation has to aim for continuous improvement at all time. A leader’s job is to create a change friendly environment that motivates people to step into the future at all time.

Good luck with your next step in forming a performing organisation!

@Grete

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What would your organisation chart look like?

Do you have a classical management structure? Is your organisation chart made of boxes with positions? Have you ever had a closer look on what tasks the management team should perform? What would your organisation chart look like if you could design it from scratch?

Most organisation charts I see are made of traditional boxes. Except for minor differences, organisation charts pretty much look the same in all types of businesses.

The classical use of organisation charts

It’s a basic need for any organisation to have a structure to be able to fulfil its reason for existing. Organisation charts are made to get a quick visual overview of how the company is structured.

An organisation chart is a diagram that shows the structure of an organisation and the relationships and relative ranks of its parts and positions – Wikipedia

I have been working with a lot of companies where the organisation chart unfortunately is a historical document. Usually the chart is a reflection of traditional job descriptions. Most management teams are organised in boxes in which we put people and tasks.

The renewal of the top management team is done when one person leaves a box. A new person with more or less the same competency is often entered into the same box. The interaction of the boxes in the organisation chart is depending on the personal connection of the people who occupy the positions.

With a classical organisation chart, the relationship between the people in the boxes reflects the performance of the organisation. It’s a resource focused company.

Remove the dust of your organisation chart

Very few managers are in the position to start building the top team completely from scratch. Do not though take your organisation for granted. Make the effort to review your organisation chart.

Are all the boxes still needed? What tasks are performed by the managers holding the positions? Are some tasks done twice? Are all the tasks relevant? Is the job done because it always has? Are the boxes adapted to the persons in your team? Do people hold on to their tasks? Are you aware of your competency gap? Is your top structure flexible?

The classical organisations chart is close to 200 years. Is it time to remove the boxes?

We need creativity in order to break free from the temporary structures that have been set up by a particular sequence of experience – Edward de Bono

Globalisation, rapid innovations and a high cost focus are good reasons to energise your top structure. It might be an idea to move away from a resource focused organisation chart towards a top structure organised in flow.

LEAN your team out of the box

Take the time to position your top management structure. The efficiency of your top structure mirrors down in your organisation. Create a top structure with flow that is adapted to the value your organisation should provide to your clients.

Everyone is born with an instinct of success and ability to make it, but only the ones who think out of the box succeed – Unarine Ramary

Remove the boxes. Get the overview of all the tasks performed by the members in your management team. Validate that the tasks are still required. Remove the overlaps. Put the tasks in a logical order. Create a natural flow that is suited to serve your organisation.

Each time I have participated to this exercise, it is fascinating to see the results. The members of the team get quite a few A-ha moments during the process. The interactions and connections between the team members are strengthened. It makes room for flexibility. Creativity raise. Efficiency is increased. The organisation flows into place.

As a leader, you need to be personally involved in making your new organisation structure. The company never gets clearer than you are. Creating the frame of your company is your number one task to get a performing organisation.

Good luck with refreshing your leadership flow!

@Grete

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