How I can help
To get a real handle on a company and its staff, and why desired outcomes are not being reached, I like to meet the person I will be working most closely with, and one or two other senior leaders/managers if possible. All discussions are held in a spirit of openness and confidentiality and the understanding that positive change is the way forward – but the decision as to what changes will be made and how those changes will be instigated is entirely up to you! The options for making big changes could be to make surprisingly small tweaks.
If management and staff are demotivated, stressed, not adequately trained for the job, given too much to do in too little time, not clear on what they are required to do or not fit enough for the work they are doing then they will not reach the desired performance level. Individual and company goal-setting, understanding how each job fits into the company structure and on-going information as to how well the individual and company is performing against targets are some of the ways which could be explored to increase performance at all levels. Finding and eliminating sources of stress can also improve thinking and decision-making.
Improving efficiency depends on reducing costs or increasing the outputs associated with those costs. Staff and machinery are usually the biggest cost. Unfit, poorly-trained staff, staff exhibiting unwanted behaviours or staff suffering from stress could be costing more than realised. Or maybe investing in new machinery or out-sourcing could be the answer.
Too many companies operate like dysfunctional families! There are factions and cliques, moans and groans and disrespect between different functions. If a company is looking to change the way it does things, then consistent communication and leadership is vital.
Reduce sickness absence
Britain loses and estimated £100bn/year in sickness absence, the commonest reason for being off sick being stress, with musculo-skeletal aches and pains (usually backache) in second place. Aligning the culture with values and behaviours, improving communications between management and different departments and incorporating resilience and emotional intelligence training into the work-place has been shown to reduce absenteeism and presenteeism.
Company Culture, Values and Behaviours
A company’s reputation is built on the behaviours exhibited by their staff internally and externally. All too often, expected behaviours are not communicated from the leadership to other staff, are not clarified, are inconsistent or not adhered to. Behaviours depend on the values of the company which arise from the culture. Exploring what a company stands for or wants to stand for can be transformational and challenging!
Improving resilience whilst understanding self, considering where best to focus energy and skills and inspiring others by adopting effective management and performance development systems can release senior management from the day-to-day doing to developing the business. As a business leader, transforming you can transform your business.