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leadership training program

High Performance Training and Development Trends for Building Trust During Times of Uncertainty

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High Performance Training and Development Trends for Building Trust During Times of Uncertainty

In today’s rapidly developing business environment, the idea of what a high performance team looks like is also evolving. Increasingly, we are seeing more and more teams becoming dispersed geographically as the possibility of remote operations for organisations becomes commonplace. Building high performance teams can be difficult. For these teams it is more important to focus on how the individuals interact with one another in service of their goals, rather than the productivity of any one person. As the unprecedented challenges of the COVID-19 pandemic has taught us, this focus becomes especially important during times of crisis and uncertainty. 

Team Structure

Size is a significant factor in beginning to build your team. For high performance teams, a small number is needed to ensure focus and dedication. However, we must be careful not to make it too small, as the resulting lack of diversity can lead to poorer and slower decision making. Conversely, too large and ‘sub-groups’ form that can detract from the team’s objective by pursuing their own agenda instead. Bigger teams can also create ‘herd mentality’ amongst members, allowing the ownership of team decisions to be undermined. 

When selecting individuals to be part of your high performance team, it is also important to consider what skills, experience, backgrounds, and attitudes each person brings forward. This is what we refer to when we talk about diversity within these teams. Too many similar ideas prevent growth and innovation. By drawing team members from a variety of positions and levels in the organisation, there is a greater opportunity for new ideas to arise. 

Dynamics

Once the structure of your team has been determined, it is time to look at how the team performs together. Only after people begin to work together that the dynamics of the team reveal themselves. It is not enough to put the highest individual performers together and expect the team to thrive. Each person must understand how their work contributes to the greater goal or purpose, and how they both support, and are supported by the contributions of others. 

High performance teams are defined by three key dimensions of high performance teamwork. The first is coherence in direction. This is the combined effort of the team to fully understand the goals of the company and the role they play in reaching them. The second is high-quality interaction. Trust is the leading factor in this area as it drives the open communication and ability to embrace conflict that makes these teams successful. Lastly is the cultivation of an environment that encourages innovation and a willingness to take risks.

High Performance Teams Training to Build Trust

Trust is the very foundation of all high performance teams. The support that members provide for one another stems from the understanding that they are all working to achieve a united goal. Therefore, when conflicts do arise or suggestions are made, individuals work collaboratively to come to a solution. High performance training programs that focus on developing strong levels of trust help to establish a greater sense of team for participants. During times of uncertainty, teams that are lacking in trust are more prone to argumentative behaviour and blaming, rather than problem solving. Teams that can come together in the face of crises make better decisions and succeed far beyond the time the challenges are overcome. Even teams that are already considered high performing can benefit from additional development programs. The presence of an external observer may help to identify unknown problem areas and coach them to incorporate tools for overcoming them. 

By bringing together a new team of people, it will alter the structure and dynamics of their performance. To sustain a high performance team’s success during and beyond times of crisis, they must first build and develop a trusting relationship. Training programs that are specifically designed around your teams’ needs are an invaluable resource and certainly an investment worth making to ensure future success.

For more information about The Leadership Sphere and how we can help you unlock performance through leadership, by supporting your leaders at every level of the organisation with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

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High Performance Training and Development Trends for Building Trust During Times of Uncertainty

leadership development program

Leadership Training and Development Trends for High Performance During Times of Uncertainty

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Leadership Training and Development Trends for High Performance During Times of Uncertainty

In the 12 months since the world was thrown into a near complete shut down due to the spread of COVID-19, the shift in how leadership training is delivered continues to evolve. As we begin the slow return to normalcy, it is worth taking the time to reflect on how the changes we have adapted to have proven successful for developing high performance teams. Though much of our activity has been uncertain for so long, there is also a lot that can be learned from how we handled such uncertainty. What worked? What did not? And what trends will continue in a post-COVID world? 

Online Leadership Training

Perhaps the most prevalent change of the past year has been the significant increase in the use of virtual meeting spaces such as Zoom and Microsoft Teams for conducting leadership development training. Though online training systems were certainly commonplace prior to the pandemic, the necessity for their exclusive use has brought to light the many benefits they provide. When The Leadership Sphere moved the delivery of the Dare to Lead™ Program to Zoom, we were able to continue to provide high quality training to participants across Australia. The ability to develop and maintain connections will continue to be integral to the success of leadership training programs in the future.

Flexible Training Programs

In addition to being able to run live training programs, one of the greatest benefits of online leadership training is the fact that many courses can be self-paced. In a rapidly developing business environment, many individuals in leadership positions are finding themselves to be time-poor. Self-led or self-paced leadership development programs offer the flexibility to engage with the learning in a way that fits in with their schedule. This means that they can continue to deliver high performance in their work without being distracted by the needs of their training. Simultaneously, they can give their full focus to their training without worrying about how they’re going to meet upcoming deadlines. 

Change Management

Effective change management has been one of the most vital factors in business endurance during these times of uncertainty. Unfortunately, many businesses have struggled to cope in the face of it. This has exposed the need for leadership training moving forward to encompass a greater focus on navigating change and succeeding while also dealing with major unexpected disruptions. Managers must now, more than ever, be prepared to lead and support their teams through time of crisis.

Leading Remote Teams

We often think of leadership in a very hands on and face-to-face capacity, however the last decade has seen a consistent shift towards more remote operations for many industries. With this shift, comes the added challenge of leaders needing to manage teams whose members may rarely get to meet in person. This requires that leadership training programs reflect this and ensure the development of skills necessary for this style of business. 

Soft Skills Development

The development of soft skills within the workplace has been a growing focus for some time, and the uncertainty and stress caused by the global pandemic has highlighted how necessary such skills are in all roles, but especially in leadership. In times of crisis, leaders must exhibit higher levels of empathy and emotional intelligence to effectively support and communicate with their teams. Soft skills are becoming more integral to organisational success as workplace culture becomes more important to potential employees.

Where we go from here with Leadership Development

The importance of leadership training and development has always been widely known. However, the disruption and uncertainty caused by the COVD-19 pandemic shone a much needed light on the role that the resilience of leaders plays in succeeding through times of crisis. It has taught us that we can adapt in any situation and that what we learn under pressure can have a lasting impact in how we grow and develop into the future.

For more information about The Leadership Sphere and how we can help you unlock performance through leadership, by supporting your leaders at every level of the organisation with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

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Leadership Training and Development Trends for High Performance During Times of Uncertainty

what are the benefits of executive coaching

When is the Best Time to Invest in Executive Coaching?

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When is the Best Time to Invest in Executive Coaching?

Executive coaching is tailored leadership development for senior executives, other leaders, and high potential talent. Unlike other leadership development programs, executive coaching is a one-on-one partnership between leader and coach that addresses the leader’s specific goals and challenges. It offers the opportunity to explore and develop the skills that you aspire to possess to be a successful leader. This means that an individual may choose to take advantage of involving an executive coach at any point. There are certain times however, that it may be more beneficial to begin working with an executive coach.


Role or Career Change

One of the many benefits of executive coaching is having the ability to see the in progress effectiveness of the leadership skills they are developing. This may be of particular benefit when an individual takes on a new leadership position or enters a new industry. They may require assistance in navigating the unfamiliarity of their new position. In this situation, the coach is able to provide leadership development training that can be implemented immediately because it is contextualised within the bounds of the specific role.

Managing Conflict and Crisis

Executive coaching can also be a useful tool during times of conflict and of crisis. These moments can be especially challenging when there is a lot of change happening in a very short space of time. Here, the executive coach is a great asset to the individual as an objective sounding board for ideas. Through executive coaching programs, the coach is to help the leader gain a better understanding of their own thought processes so that they are able to resolve issues independently. 

Employee Development

Though executive coaching is often undertaken by C-level leaders and senior executives, it may be worth considering for those who have been identified as high potential talent. Investing in executive coaching prior to the appointment of a more senior role, prepares the individual ahead of time by developing the skills needed to meet their specific goals. This means that when they do take on the new position, they do so with a greater idea of their own capabilities and how they will contribute to overall company success. 

Improved Communication

One of the issues most often addressed in an executive coaching program is the need for better interpersonal communication. This is achieved using advanced leadership tools such as 360 reporting that allows the individual to understand how they are perceived by others, and also improve upon their emotional intelligence. Emotional intelligence is an important factor for being able to be understood effectively with people whose communication style differs from one’s own. 

The reasons an individual may have for considering executive coaching can be quite varied and, like executive coaching itself, all depends on what they hope to gain from it. The Leadership Sphere executive coaching programs help to embed new skills, improve interpersonal communication, and assist in change management at the individual, team, and organisational level. What matters most is that the relationship between the coach and the individual is built on trust. Therefore it is important to establish an understanding of where a person has been and where they want to go. Getting the balance of what one wants to achieve and how much they are able to be challenged is one of the hidden skills of a great leadership coach!

For more information about The Leadership Sphere and how we can help you unlock performance through leadership, by supporting your leaders at every level of the organisation with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

Executive coaching is tailored leadership development for senior executives, other leaders, and high potential talent. Unlike other leadership development programs, executive coaching is a one-on-one partnership between leader and coach that addresses the leader’s specific goals and challenges. It offers the opportunity to explore and develop the skills that you aspire to possess to be a successful leader. This means that an individual may choose to take advantage of involving an executive coach at any point. There are certain times however, that it may be more beneficial to begin working with an executive coach.


Role or Career Change

One of the many benefits of executive coaching is having the ability to see the in progress effectiveness of the leadership skills they are developing. This may be of particular benefit when an individual takes on a new leadership position or enters a new industry. They may require assistance in navigating the unfamiliarity of their new position. In this situation, the coach is able to provide leadership development training that can be implemented immediately because it is contextualised within the bounds of the specific role.

Managing Conflict and Crisis

Executive coaching can also be a useful tool during times of conflict and of crisis. These moments can be especially challenging when there is a lot of change happening in a very short space of time. Here, the executive coach is a great asset to the individual as an objective sounding board for ideas. Through executive coaching programs, the coach is to help the leader gain a better understanding of their own thought processes so that they are able to resolve issues independently. 

Employee Development

Though executive coaching is often undertaken by C-level leaders and senior executives, it may be worth considering for those who have been identified as high potential talent. Investing in executive coaching prior to the appointment of a more senior role, prepares the individual ahead of time by developing the skills needed to meet their specific goals. This means that when they do take on the new position, they do so with a greater idea of their own capabilities and how they will contribute to overall company success. 

Improved Communication

One of the issues most often addressed in an executive coaching program is the need for better interpersonal communication. This is achieved using advanced leadership tools such as 360 reporting that allows the individual to understand how they are perceived by others, and also improve upon their emotional intelligence. Emotional intelligence is an important factor for being able to be understood effectively with people whose communication style differs from one’s own. 

The reasons an individual may have for considering executive coaching can be quite varied and, like executive coaching itself, all depends on what they hope to gain from it. The Leadership Sphere executive coaching programs help to embed new skills, improve interpersonal communication, and assist in change management at the individual, team, and organisational level. What matters most is that the relationship between the coach and the individual is built on trust. Therefore it is important to establish an understanding of where a person has been and where they want to go. Getting the balance of what one wants to achieve and how much they are able to be challenged is one of the hidden skills of a great leadership coach!

For more information about The Leadership Sphere and how we can help you unlock performance through leadership, by supporting your leaders at every level of the organisation with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

Let us help you find what you’re looking for!

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When is the Best Time to Invest in Executive Coaching?

leadership in 2021

What Does Leadership Look Like In 2021?

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What Does Leadership Look Like in 2021?

Businesses across every industry were forced to make dramatic changes to the ways in which they operate over the past year. Business leaders, managers and their teams have had to adapt rapidly to (in many cases) entirely new procedures. Our senior managers and HR leaders have been at the forefront of implementing these changes to ensure success at every level. How has this last 12 months changed our perception of leadership? How have our expectations of those in leadership changed as a result? The challenges that we faced and will continue to be around as a result of COVID-19 have forced us to take a closer look at what it means to be a great leader, especially during times of crisis, and its recovery. What lessons were learned? And of course, the big question on everyone’s list is what does leadership look like in 2021?

Trust

Leadership is about more than simply being given the role of ‘leader.’ It is an important quality within a person that inspires others to be at their best. Great leaders are able to do this by creating trusting and supportive environments wherein their team are empowered to develop skills and build confidence in themselves. With many businesses still restricting some of their in-person operations, it is even more important that managers are able to trust their employees to continue to perform their role to the same standards expected of them in the office or workplace. Likewise, those same employees must also be able to trust their leaders to provide the same level of support they would receive were they not working remotely. Trust is a big part of organisational performance and evidence suggests that during COVID-19 those high performance teams who already have well established trust, performed equal to pre-COVID-19 if not higher. Yet, those teams with lower trust experienced a decline in performance.

Communication

As with trust, remote operating procedures have highlighted the importance of having excellent communication within a team. It is a skill that we can not afford to overlook. For leaders this means being able to deliver ideas and feedback by being authentic. Authentic in the sense that the language used isn’t comprised of, nor do we hide behind a lot of complicated jargon; rather, it is your own authentic voice. This lets your team know that you are being yourself and not keeping information from them. In turn, this can help to build trust between you and your team. Interestingly at The Leadership Sphere we have seen an increase in businesses looking for high performance teams training, support with development around performance management, and coaching to help senior managers and leaders with giving and receiving feedback.

Emotional Intelligence

Emotional intelligence is an important skill for leaders. Just like trust and communication,it becomes even more important during times of crisis. By developing this skillset through leadership development programs, leaders are able to gain a deeper understanding of the concerns of their team. The key word here being leadership development programs, rather than one off courses, that is a program of ongoing workshops, coaching and reviews that enable self awareness, self reflection and 360 degree feedback along the way. In doing this, they are also better equipped to guide their teams through the challenges they face both day-to-day, as well as on the global scale experienced recently. We can look at the extreme challenges brought on by the pandemic as an opportunity to reflect on our understanding of our emotional intelligence and how this affects the ways we behave during difficult situations.

“Great leaders not only must respond to change, but often be the driving force behind it.”

Flexibility

Change is an ever present part of any industry and must be met with flexibility. Great leaders not only must respond to change, but often be the driving force behind it. Having the ability to adapt quickly to unexpected or unfamiliar situations is a skill that allows for productivity to continue, even in times of transition or uncertainty. Leadership development programs can help leaders learn how to navigate change by giving them the tools needed to become more receptive of innovation. Being a flexible leader means you are able to embrace change and are open to new ideas. There have been increasing requests for support with performance management as part of The Leadership Sphere leadership development programs and high performance culture workshops, and these have been invested by organisations who are looking at change across their business and building more flexibility and resilience into their leaders and senior managers.

What does this mean for the future of leadership?

For leaders moving forward, it is imperative that we continue to embrace each new challenge that awaits us. Not to do so would be detrimental to the success and growth of any business. It is only by reflecting on the successful ways business and leadership styles have been forced to adapt, that we can recognise the path we must follow into the future. By engaging expertise from The Leadership Sphere and building out a leadership development framework and supporting leadership development and high performance development program, managers are able to strengthen their ability to lead with trust and the support of their team.

For more information about The Leadership Sphere and how we can help you unlock performance through leadership, by supporting your leaders at every level of the organisation with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

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What Does Leadership Look Like In 2021?

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Making The Move To Online Learning For Leadership Development

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Making The Move To Online Learning For Leadership Development

The way we connect, learn, and work has undergone a significant overhaul since the Coronavirus pandemic reached a global scale at the beginning of the year. As we approach the final weeks of 2020, let us reflect on the impact that this shift in operations has had and what lasting effects we may take into 2021 and beyond. Online learning has been one of the most discussed and debated issues to arise in the wake of this continual change. Though the focus has largely been on schools, it is worth investigating how we might approach the topic as it relates to online leadership development. Incorporating virtual leadership programs into your learning and development benefits not just the participants, but the whole organisation. Delivering this kind of training online, participants can take ownership of their own learning. Interesting though is the varied perceptions of what online learning is, and we should note that online learning may be self paced online learning, or a virtual classroom (which is an adapted version of face to face, for learning and development activities such as leadership development, which has best impact when delivered by an expert facilitator, live).

Advantages of Online Learning


Flexibility

Often, face-to-face training programs are run over the course of one or two days thus limiting the amount of time participants and facilitators must dig deeply into the material. When participants are given control over how and when they interact with their program means that they can take the time they need to truly immerse themselves in the learning. It also allows for the learning to take place around a potentially busy schedule rather than interrupting several days work on other commitments. This kind of self paced leadership training makes it possible to revisit topics of interest or misunderstanding as much as is needed. 

Saves on Resources

Just as online leadership programs provide a flexible option for participants, they are also a flexible option for organisations. This is because online training can be delivered at a fraction of the strain on resources as classroom style programs. Several of the costs associated with face-to-face programs can be eliminated – space, time, and distance often being the biggest obstacles. The greatest benefit of this approach is that it may allow for more people to be offered the opportunity to participate as these added restrictions are no longer a factor. As a result, team members would not have to miss out on reaching their highest potential as leaders or developing vital skills.

Progressive Learning

Though virtual programs were popular prior to the outbreak of Coronavirus, the pandemic forced many who weren’t already using the available technology to adapt quite quickly or risk falling far behind. The globalisation of most industries means that in order to be forerunners in the field, you must be embracing of innovation. The switch to remote learning and operations is something that has been occurring more and more over the last decade, even for areas beyond compliance, such as leadership development programs, development of high performance teams, executive coaching and other leadership initiatives. What might have taken another few years to become ‘the norm’ happened rapidly over a few short months. By adopting the use of new technologies as early as possible, the more prepared your leaders (and organisation) can be for the future of learning and development.

Improved Virtual Communication & Collaboration

In addition to gaining the technical skills to keep up with new learning tools as they are developed, participants of online training programs also gain the advantage of discovering how to work with others in a virtual environment. This is an unquestionable advantage in the face of globalising industries. The far reaching access to online training allows participants to take part from anywhere in the world. This provides the opportunity to discuss ideas and network with people with a broader range of past experiences and perspectives, expanding your own cross-cultural understanding. Leaders have adjusted the way they manage teams because of remote settings, and how we coach and mentor in new ways that make staff feel that they are supported, albeit from a different physical location.

It was for these reasons above that The Leadership Sphere made the decision to move the extremely successful Dare to Lead Program from being an in person workshop to an online facilitator-led course. In doing this, we have been able to continue to provide this service in a way that allows leaders in different states and  even countries to come together to share in their learning. In a global environment that is constantly shifting and evolving in new ways, we must prepare ourselves with the skills needed to evolve with it. By making the move to online learning for leadership development we can remove some of the obstacles that may hold us back and instead, allow ourselves the advantage of learning from those with whom we may not have otherwise had the opportunity. 

For more information about The Leadership Sphere and how we can support your leaders with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

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Making The Move To Online Learning For Leadership Development

team meeting online using Zoom

Do You Have The Right Leadership In Place to Survive Coronavirus?

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Do You Have The Right Leadership In Place to Survive Coronavirus?

As COVID-19 continues to disrupt the daily workings of all businesses, directly and indirectly, depending on the type of business you are in, we must stop to consider all of the ways in which it has forced us to become innovators. Without the convenience of having our co-workers and clients nearby we’ve become even more reliant on email, phone calls and web conferencing to stay in touch with each other and conduct networking and maintain personal and professional relationships. With many of us working from home rather than in the office, it is more important than ever before that our leaders are well equipped to propel us forward in times of sustained uncertainty. Corporate leadership programs offer businesses the opportunity to provide their leaders with fundamental skills that will allow them to not only survive turbulent times (not only during this pandemic), but to thrive.

Here are three key leadership skills to getting through times of uncertainty:

Accountability

It can be difficult to remain self-motivated when you’re constantly surrounded by distractions and aren’t confined to a formal office environment. Even if you’re an incredibly dedicated person, everyone has their limits. This is where it becomes important for leaders to provide their teams with a level of accountability beyond a mere deadline. Deadlines might ensure that the work gets done, but accountability serves as a greater motivator to produce excellence. Through regular check-ins with teams and individuals, employees are encouraged to assess their own progress and ability to deliver.

Clear Expectations

While we might have resolved the issue of how we communicate with our teams by incorporating a greater use of technology in our work lives, what and when we are communicating can at times be infrequent. Strong communication goes far beyond setting a list of tasks for employees to complete and leaving them to it. Providing clear expectations and understanding of individual tasks, as well as team and company goals, is vital to ensuring those expectations are met.

Resilience

Resilience is a vital skill (yes….. it is a skill!) that leaders and organisations have always had to have but now it has become critical because operating under unpredictable circumstances has now become business as usual. Since the coronavirus pandemic reached its peak in March 2020, the resilience of our leaders has been tested in unprecedented ways. Even great teams will face difficulties at some point. It is how we deal with these difficulties that determine whether we succumb to the pressure or bounce-back stronger. Targeted leadership capability development should include a focus on resilience and creative problem solving.


Knowing what the right leadership capability skills you need can be a confusing proposition, as there are many and varied opinions on what is the right investment. Interestingly, there has been a direct correlation between those organisations that are continuing to invest in leadership development and those who are finding new ways to thrive during these uncertain times. The Leadership Sphere tailors targeted programs to the needs of individual businesses as there can be no one size fits all approach when it comes to executive leadership development. Though there are several skills that prove to be integral to high performance leadership time and again. Without considering the benefits of creating accountability and setting clear expectations, during normal times and in the middle of a pandemic, we can not hope to build resilient leaders.

For more information about The Leadership Sphere and how we can support your leaders with leadership development, executive coaching and high performance team programs please visit our website or call us on 1300 100 857.

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Do You Have The Right Leadership In Place to Survive Coronavirus?

innovation management chnage management

Design Thinking – Trick or Treat?

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Design Thinking – Trick or Treat?

What is it?

According to Tim Brown, president and CEO of IDEO:

“Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.”

Lets Take a Step Back First…

Design as a “way of thinking” in the sciences can be traced to Herbert A. Simon’s 1969 book The Sciences of the Artificial, and in design engineering to Robert McKim’s 1973 book Experiences in Visual Thinking. Peter Rowe’s 1987 book Design Thinking, which described methods and approaches used by architects and urban planners, was a significant early usage of the term in the design research literature.

Rolf Faste expanded on McKim’s work at Stanford University in the 1980s and 1990s, teaching “design thinking as a method of creative action.” Design thinking was adapted for business purposes by Faste’s Stanford colleague David M. Kelley, who founded IDEO in 1991. Over the past 25 years, this practice has become most closely associated with the Hasso Plattner Institute of Design at Stanford University (commonly known as the ‘d.school’).

A Deeper Examination

According to Brown (HBR, 2008), traditionally designers were asked to make an already developed idea more attractive to consumers, however now companies are asking them to create ideas that better meet consumers’ needs and desires. The former role is tactical, and results in limited value creation; the latter is strategic, and leads to dramatic new forms of value.

Intersection

The approach brings together what is desirable from a human point of view with what is technologically feasible and economically viable (see figure below).

But I’m Not Creative!

Design thinking is a deeply human process that taps into abilities we all have but get overlooked by more conventional problem-solving practices. Design thinking relies on our ability to be intuitive, to recognize patterns, to construct ideas that are emotionally meaningful as well as functional, and to express ourselves through means beyond words or symbols. Nobody wants to run an organization on feeling, intuition, and inspiration, but an over-reliance on the rational and the analytical can be just as risky. Design thinking provides an integrated third way. It also allows people who aren’t trained as designers to use creative tools to address a vast range of challenges.

“Thinking like a designer can transform the way organisations develop products, services, processes, and strategy.” – IDEO

Bringing Together the three ‘I’s’

Design thinking consists of three overlapping spaces: inspiration, ideation, and implementation. Inspiration is the problem or opportunity that motivates the search for solutions. Ideation is the process of generating, developing, and testing ideas. Implementation is the path that leads from the project stage into people’s lives.

What About Results?

In assessing design thinking, it is clear that it is in fact a proven and repeatable problem solving protocol that any business or profession can employ to achieve big results. By using both analytical tools and generative techniques, organisations can see how their new or existing operations could look in the future — and build road maps for getting there.

There are many examples of big companies that use design thinking in their day-to-day operations, like Apple and Google. However design thinking can and does work for all types of organizations, big and small. The result can be new,  innovative avenues for growth that are grounded in business viability and market desirability.

Where is it Today?

In the September 2015 edition of the Harvard Business Review (Design Thinking Comes of Age), design thinking was described as a set of principles – empathy with users, a discipline of prototyping, and tolerance for failure chief among them. The article went on to say:

“…is the best tool we have for creating those kinds of interactions and developing a responsive, flexible organizational culture.” – HBR, Sept. 2015

The ‘Idea in Brief’ described in the same edition of HBR (below) highlights the critical role design thinking is now playing in many organisations.

change-management

So…Trick or Treat?

So based on my research, which included desk research (reading everything I could on the subject) and talking with many people in many industries, I formed the view (in my humble opinion) that design thinking is indeed a treat. It has proven itself to more than just a tool or even a process, but rather a way to manage and lead organisations.

Further Posts

I’ll be writing a series of posts centred around how design thinking can help organisations become more innovative, change ready, and agile.

Simulations

Based on my conversations and research, I discovered a firm called ExperiencePoint – who in partnership with IDEO – offer innovative, challenging and fun workshops that teach design thinking in a very applied way by way of computer-based simulations that pack several months of ‘running a project or initiative’ in to a day.

The Leadership Sphere is now accredited to conduct these programs – ExperienceChange and ExperienceInnovation – with teams, managers or anyone interested in creating a high performing organisation through innovation, change and growth.

If would like to learn more about:

Work With Us

If you’re interested in learning more about these programs and how we may be able to work with you to achieve outstanding results, then you can call us on 1300 100 857 or email: support@theleadershipsphere.com.au.

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Design Thinking – Trick or Treat?

Change Management Needs Change

Change Management Needs Change

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Change Management Needs Change

Ron Ashkenas (Schaffer Consulting) recently blogged on HBR about the state of change management as a discipline, saying that while change management has been in existence for over half a century and despite the huge investment that companies have made in tools, training, and thousands of books (over 83,000 on Amazon), most studies still show a 60-70% failure rate for organizational change projects – a statistic that has stayed constant from the 1970’s to the present.

Is ‘Change Management’ Really the Problem?

He goes on to say that given this evidence, is it possible that everything we know about change management is wrong and that we need to go back to the drawing board? Should we abandon Kotter’s eight success factors, Blanchard’s moving cheese, and everything else we know about engagement, communication, small wins, building the business case, and all of the other elements of the change management framework?

His alternative hypothesis and one we agree with is that the content of change management is reasonably correct, but the managerial capacity to implement it has been woefully underdeveloped. In fact, instead of strengthening managers’ ability to manage change, we’ve instead allowed managers to outsource change management to HR specialists and consultants instead of taking accountability themselves – an approach that often doesn’t work.

Ask Yourselves These Questions…

Ashkenas then asks the following questions for consideration if your organisation (or your piece of it) struggles with effectively implementing change:

1. Do you have a common framework, language, and set of tools for managing significant change? There are plenty to choose from, and many of them have the same set of ingredients, just explained and parsed differently. The key is to have a common set of definitions, approaches, and simple checklists that everyone is familiar with.

2. To what extent are your plans for change integrated into your overall project plans, and not put together separately or in parallel? The challenge is to make change management part and parcel of the business plan, and not an add-on that is managed independently.

3. Finally, who is accountable for effective change management in your organization: Managers or “experts” (whether from staff groups or outside the company)? Unless your managers are accountable for making sure that change happens systematically and rigorously – and certain behaviours are rewarded or punished accordingly – they won’t develop their skills.

Going Deeper.

To build on these points, I would like to offer our view at TLS:

1. Technical Lens: Change often fails because we view it through an overly technical lens, failing to appreciate the people side such as considering what changes we are really asking people to make, not just redrawing lines on an organisational chart? If you’ve ever moved a team member from one desk to another and wondered why it was so hard, you’ll know that there is always a non-technical component to every change! Maybe you’re moving them away from the pathway to the kitchen and therefore their vehicle for social connection for example?

2. 100-year Old Management Approach: Most organisations are still stuck in the last century or perhaps even the century before that! Until we equip managers with the right resources, tools and skills to approach change in a much more thoughtful way, we will continue to wonder why ‘change management’ doesn’t work.

3. Give the Work to the Rightful Owners: In our desire (and fears) to try to meet the expectations of a antiquated management approach, we assume those in authority have to also have the answers and then direct the foot soldiers to go away and do the work – and then we wonder why people don’t feel engaged, excited and accountable. We need to practice letting go of control and position the work with the right people.

One of our approaches for example, called TakeON!, gives the work of developing managers and coming up with real solutions to real problems back to the business. Leader-led conversations generate ownership, accountability and skill development in a real-world setting. Consultants are in the background supporting the process, but it’s being led in a sustainable way by people in the business. It may be useful to examine your own organisation to see where those in authority are playing that card too much and paying the price of actually managing ‘non-change’.

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Change Management Needs Change