Tag: organisation

Be careful who you lend your brand to

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BP

First, the Texas oil refinery disaster.  Now the Gulf of Mexico.  BP’s brand risks freefall. 

Before the merger with Amoco, BP was renowned for its progress with safety and ethics.  Its late ’90s approach to managing corporate memory and knowledge was world-leading.

Now, we see how easily culture can move (for worse, as well as better).  And the risk that takeovers have for the parent company. 

The wider lesson?  Who do you give your personal brand to?  What might a poorly managed alliance do to you, your team or your organisation?

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Obscuring changes the picture

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Kings Cross 4/3/10

The work on Kings Cross station carries on apace.

A bit of covering and suddenly a different view – radically so in certain lights!

What we obscure matters.

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Selling science sustainably

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The New Scientist magazine offers some interesting observations on the recent debate about climate change science in its lead editotrial (http://www.newscientist.com/article/mg20527492.500-honesty-is-the-best-policy-for-climate-scientists.html) and main article (http://www.newscientist.com/article/mg20527493.700-can-we-trust-the-ipcc-on-the-big-stuff.html?full=true). These:

– reaffirm the basic conclusions of the science on the causes of climate change

– propose sustainability as the big overarching theme of our time (of which climate is a part)

– warn  against an ‘anti-human stance’

– insist that the scientific and public debate should be balanced with all evidence given fair weighing and treatment (and that doom mongering has the opposite effect to that desired by those who do it)

– highlight that governments wanting detailed forecasts of the possible impacts on their own countries has led to many questionable forecasts of what climate change will lead to (especially short-term over the next 10-20 years)

– take a positive view of the Earth’s ‘nine lives’  in being able to accommodate mankind (even though the article points out that three of the boundaries have been crossed already).

It’s a shift from a lot of the positioning and language around selling the science of climate change and sustainability that has been to the fore over the last few years.

Most of the thinking around helping humans change (whether as individuals or for organisational life) stress the need both to understand what is really going on now and to find a positive way to plan for the future.

It’s a message for us all in everything we do to be honest about what we know, what we don’t know, what we think might happen and what we can start to do to make things different.

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Is your strategy working?

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Finding a taxi around Elephant and Castle in south London has often proved hard.

Until yesterday, when one came along the road as I stepped out of a meeting. Chatting to the driver, I mentioned the challenge of finding a cab there. He said he went up that road regularly every day. Having dropped a passenger in central London or the City, his strategy is to return to the King’s Road in west London via Blackfriars bridge and Lambeth. And it works. He never has any problem “making his money”. Other cabbies, he said, often sit on ranks in the City for half an hour waiting for a fare to come along.

Everyone needs a strategy. If you are a high-tech company, are you going to licence your IP, provide a service or become a product company? If you are a hospital, how are you going to continue making life better for patients in the face of funding pressures?

Without a strategy, achieving your goals is just luck. How is your strategy working?

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Changing polarities

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Management not Administration.

Leadership not Management.

Transformative not Transactional Leadership.

All are familiar polarities.

Replace the “not” with “and” – and we are starting to get there.

And what is leadership?  Our definition: “Leadership comes from anyone who wants to make a difference to the thinking and actions of others.”

Influence more than instruct.  Encourage rather than demand.

This is relevant for executive and line managers.  For workers ‘at the bottom’.  As customers.  As consultants.

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3Ms for successful mass meetings

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Are you planning on gathering together a large group of colleagues or collaborators? Maybe to work on a critical issue or develop your plans for the coming year?

Here are three things we think go towards making successful ‘mass meetings’:

1. Mix them up – make sure that people sit with and get to know those they haven’t met before or don’t spend much time with. Do this right from the start to create an atmosphere that encourages new conversations.

2. Move them around – always create space (both in terms of time and room layout) to get people out of their seats. This increases energy and gets people thinking differently. Try having them stand up to talk or work together.

3. Motivate them to do something different afterwards – focus people in on one thing they can change themselves that will help achieve your shared aims. Show them (or create together) a vision for what they can personally contribute and then help them work out the simple first steps to achieve this.

These 3Ms can work for smaller meetings too if you’d like to put some life back into tired gatherings.

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Familiar and fresh?

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A cold winter morning. Queue for coffee at the AMT concession in the railway station.  In front the person asks for “a small cappuccino to take away” .  They only do one size and only takeaway.  The person after me says “a cappuccino with sweeteners”.  “We only do one size, and do you have your own sweetener for us to add?”.  Me: “A cappuccino, no sugar, with chocolate sprinkles”.  “OK, coming up.”

Not clever.  Just, I have been trained.  I know the ritual.  Familiarity breeds easy. But ingrained rituals can hinder innovation.  Keeping the familiarly/freshness balance alive is key.

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Organisation choices

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3 modes of organisation – for conscious choices in organisational life:

a)   The sort of conversation – creative and opening up, yes/and plus appreciative OR debate and critique, yes/but and challenge

b)   The approach to personal responsibility – taking charge or making a request; give or get

c)    The nature of line management – direct or devolve

There is not a good and bad, rather the need to signal and agree which moment by moment.

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