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5 indicators about business (in)efficiency

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this Company needs more leaders! [or] this Company needs more leadership!

This is what usually comes from operative people from any Company, at any hierarchy level. However, when this sentence is said from relevant people in a Company, things are slightly worst. At first, when main people have this kind of thought, this frequently means:

  1. people working for us are not leaders
  2. people we hire are not leaders
  3. even us probably, being incompetent in hiring people and outlining these concepts, aren’t leaders

I want to highlight that leadership is something different from responsibility. Responsibility for a CEO is all about what a Company does and makes. A CEO has roles and tasks different from any other in the Company; to accomplish at these roles a CEO is surrounded by (trusted) people. These people must be trusted by the CEO who must delegate tasks and projects to them but specific and detailed cases aimed at dedicated meeting on the topics.

So, leadership. This is created and molded within a Company from its CEO that de facto is the leader. Main CEO’s activities are:

  1. define mission
  2. define vision
  3. establish a Company’s culture and keep it coherent with mission and vision
  4. create a collaborative environment with efficient and effective teamwork
  5. equally share resources

By supposing all of these are done, let’s have a look at what are litmus paper of the real efficiency and productivity situation in a Company, through the top 5 manifesto topics Companies are used to declare before having gained – and probably with no-idea on how to reach them.

We are going to conquer the world!

Talking with Company’s representatives usually comes to self-explanation. It is normal, this is human nature, mankind. Talking of themselves they tell how they are expanding in other countries, as fresh Napoleon or Julius Caesar. Then it happens that as many liers they told about offices spreaded in the world, where “offices” are just a voice mail to gather some dates. Unfortunately, to develop an international strategy all is needed are people, money, funding, investments, and probably a couple of year passives. With a website declaring 15 headquarters and a Company’s earning of 5M€ this is untrastuble.

The second indicator on these concepts are about office hours and schedules:

we adopt higher European/worldwide standars about flexibility and working hours

and you, that sometimes make an interview at 17:00 and at 18:30 can see lot of people sit and working hard, or just starting meeting, begin to have some questions: how come, if the average office ending hours in Europe are around 16:45?

Then, by talking about internationalization, they told about flexibility. This looks at me as the most over-used word: a lot of flexibility is needed to end an activity, a bit of sacrifice (what an awful word) to manage above average tasks, and there’s “a critical moment for the company, but working hard it will pass over soon” except this critical moment is getting adult. So have a look at these things, listen to words and understand what’s really important for such companies.

Talented people to develop the business: we have everything we need

Usually this is the first thing a company tells or writes everywhere

we are a forge of talents, we attract and hire them even from Australia

well, perhaps hired people are not talented or the hope is they soon become such as, or what’s the reason to declare something that should be perceived or seen automatically by others? My advice is: remember, if you need to mention, probably it’s a fake. And vice versa.

About development Companies usually talks about growth. Except nothing about this growth raise from the facts or on relevant documentation. If you ask they won’t reply. Some useful questions could be:

  1. how would you expand and how did you choose Countries and strategies?
  2. You ask me to grow on this role and I can guarantee my committment; however I can’t yet understand how will you encourage and develop the surrounding to let me get this result. Could you give me more detailed actions and strategies?
  3. What does talent mean?

Last on this topic, future forecast issues: “in 5 years we will be leaders in this industry!”. So, it is 20 years you have your company, your grow is nearly at 0% and in 5 years you foresee to be industry leader: uao, you should be wizards!

We are a highly dynamic Company

How many times did you hear something like that? So, dynamic, interesting … one moment, what does dynamic means for you?

If being dynamic means to change roadmaps, projects, strategy, then ok and I remember a sentence from Einstein telling

you can’t get different results by doing always the same thing

And I like to highlight a detail:even continuous change in a short and mid term becomes do always the same thing”: changing! So before to spin like a spit, be careful: movement is different than action. Movement has an end in itself while action is a set of coordinated steps making the strategy to get a result. So if with terms like expansionism, talents, development we stick at the previous topics, when you perceive dynamism as the above, pay attention.

Another gauge on dynamism is given by people changing. In case several people has the same role in (e.g.) one year, then the point is not about dynamism but unability to manage people, hire people, making team and good communication. We can get back to the beginning: what is the culture, mission and vision the CEO is promoting and developing?

My Grandma was used to say:

fish stinks from the head

… she was really wise!

People and roles

When in a company made of 100 people 35 have managerial roles, something went wrong. A volleyball team has 1 leader for about 15 people; a soccer team has 1 for about 30 people. A football team has up to 2-3 leaders for 50 people. The average talks about 1 leader every 20 people. So in the case, for 100 people 7 managers are more than enough.

Woooaaaaa …. “yeah, unfortunately my company is a little bit different from others”. That’s ok, sounds good; and how do you know that your company can’t be efficient with 7 managers instead of 35? Did you ever work on teamworking? If yes, did you manage by yourself with the try & error approach, or did you hire dedicated and professional people about the matters?

Another important think to consider are people: do they smile? If people are serious and grave all the above has a confirm. To have a casual appeareance is different from having fun. If you want people happy to do their job, people must be happy first. Did you ever think?

Finally a question: did you know what is the major source of satisfaction for working people? Being autonomous.

Signs of Power

This is a very common and wide topic. Starting from Van Gogh painting on the walls (very good in case they are all over the company and not only on managers’ offices) ending with ultra-modern offices for managers and running-down plants for operative workers. Than we can talk about furnitures and wall colors, light, windows, air, chairs, desks and materials. All of these is very important.

You can enter the company with your Ferrari and show off your richness in your workers’ faces. But if you share wealth people will be more happy to make you have even a Lamborghini. People talks, asks, get informed because they admire you, not judge neither grudge.

When you share poor values and fake wealth people would like to dismount your car. This is the difference, simply said.

And you, how do you behave?

Conclusions

You have read this post till here so probably you have found useful information in it. In case you are a manager and found at least a couple of points that you can manage better, do it before the third. I do know there’s no responsibility or willing by your side, it’s your training that lead you to growl insted of build effective communication bridges.

Once upon a time, when jobs were for strong and healthy people, managers were used to shout to workers because this altered their brain, who produced adrenaline, and with lots of adrenaline workers felt much less stress and fatigue and pain, their heart pumped blood and they were more productive. But we are talking about heavy, manual works made 50 and more years ago, today superseded by machines. Unfortunately, managers and training hadn’t been superseded by new ways. So that’s how they behave.

We all know time is changing, time changed. You are in time: take corrective actions before your company smells of mold.

 

If you want to know more about how to empower your company performances, and understand that small difference that makes the difference everywhere, follow me here, on LinkedIn and Facebook and let me know your opinion: any feedback on these topic is very important for improving the community and myself. And if you like this post, remember to leave me a like 😉

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