Archive for the ‘Business Thinking’ Category
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Thursday, May 16th, 2013
I was fortunate enough late last week when Russ Wylie sent a link to an article by Chris Argyris titled “Teaching Smart People to Learn”.
This has been recognised by Harvard Business Review as a “Classic” and I have been thinking about the ways that we communicate and learn within organisations – especially those that employ “professionals”.
Argyris makes a number of very valid observations and there are some quotes from the article that stand out with regard to the barriers we can develop to our learning once “on the job”. It revolves around the behaviours we think we live by and the behaviours we actually demonstrate (aka: not walking the talk).
Some quotes from the article that should get you thinking (or seeking greater knowledge):
“…success in the marketplace increasingly depends on learning, yet most people don’t know how to learn…I am talking about the well-educated, high-powered, high-commitment professionals who occupy key leadership positions in the modern corporation.”
“…most people define learning too narrowly as mere ‘problem solving’, so they focus on identifying and correcting errors in the external environment…but if learning is to persist, managers and employees must also look inward. They need to reflect critically on their own behaviour, identify ways they often inadvertently contribute to the organization’s problems, and then change how they act. In particular, they must learn how the very way they go about defining and solving problems can be the source of problems in its own right.”
“Put simply, because many professionals have almost always successful at what they do, they rarely experience failure. And because they have rarely failed, they have never learned how to learn from failure. So whenever…their…leaarning strategies go wrong, they become defensive, screen out criticism, and put the ‘blame’ on anyone and everyone but themselves. In short, their ability to learn shuts down precisely at the moment they need it most.”
“The fact is, more and more jobs – no matter what the title – are taking on the contours of ‘knowledge work’. People at all levels of the organization must combine the mastery of some highly specialized technical expertise with the ability to work effectively in teams, form productive relationships with clients and customers, and critically reflect on and then change their own organzational practices.”
It is often self-evident in many organisations that I see that the senior management perpetuate the “blame game” when things go wrong. It will be externalised. The focus is “them not us”. This reeks of (quite a bit of) arrogance.
Knowing your own behavioural style and the “why” of your business and your people changes this equation totally. By understanding your own approach and how it impacts on your role and your actions, you will have a profoundly more powerful method of conveying your message and being able to provide authentic and consistent leadership.
Luckily, there are tools available to enable you to do this – the Trimetrix tool being one and the Growth Curve Xray being the other. These put the focus on where you are, the challenges you face (not in a negative way) and help you and your team get clarity around communication and activities that are required to move the team forward in a sustainable, open and powerful way. (My little plug here – we’re accredited specialists in both Trimetrix and Growth Curve so call us if you’d like to discuss.)
If you’d like to read the full article to further develop your understanding of Argyris’ thinking and observations, it can be found here.
Tags: aspiration, aspirational, aspirations, behaviour, business, change, clarity, communication, develop, development, dynamic, engagement, getting, giving, goal, goals, Growth Curve, learn, learning, motivation, opportunity, people, skill, strategic, success, support, thinking, Trimetrix, Verasage, Xray
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Tuesday, April 23rd, 2013
McKinsey have just published an article on how the culture of an organisation is impacted based on the “generosity” of the people within the organisation.
It argues that those businesses where help, support and openness create a far more effective and efficacious business for all concerned.
I reccomment you have a read here.
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Tuesday, April 9th, 2013
For years I have had to put up with lawyers telling me how good we accountants have it compared to them. “You get your clients coming back every year for their tax return – we don’t” is their chant and mantra. They bemoan the fact that they are only needed when there is an “issue”.
Given what I see as coming up, they will lose their chant.
It is becoming increasingly apparent that the world of tax returns and financial statements (or “compliance” as we know it) is going to change markedly in the years to come. The timeframe over which it occurs could well be under three years.
What we are seeing is the development of software and IT “solutions” that effectively feed information straight from your customers’ records into the Tax Office. This means that they will gather data on you more quickly and before any accountant (unless you have one doing all the entries) gets a look at it. From where I sit, this poses a range of challenges to anyone and will create a highly targetted and focussed audit approach from the regulators. When we consider the speed with which information can now be obtained on a business (daily bank feeds with automatically coded transactions), it isn’t that great a leap to have nearly everything automated.
So what does this mean for the classically-positioned compliance firm working around Australia? It means that their service offering is going to be removed from them and they are going to have to find some new ways to service their customers. It won’t be based around the “compliance factory” that has been a staple for years. It will not be around the preparation and lodgement of financial statements as this will be largely automated and make the accountant/bookkeeper redundant.
The really sad thing is that, like most change, not many accountants that I have spoken to are aware of what’s coming. They believe that things will just continue on their merry way. They are also generally the ones who haven’t grasped the whole technology thing in any way and don’t “get” the Firm of the Future thinking with regard to their businesses. This is sad.
Thinking about what will happen flowing from this is that a lot of the accounting firms will then start lowering their prices to try and attract more customers as their prices to their existing customers will drop markedly (especially where they bill by time). This will place more pressure onto staff, more stress on their already overloaded systems and drive many to the brink.
Then have a think about those industries that have been established to “offshore” the processing – they will disappear too. If there is no need for the work, it doesn’t matter where it gets done! The flow-on from this for a number of these businesses will be significant.
However, there exists a terrific opportunity for those that do understand what is coming and make the changes necessary in their business to adapt to the new environment. The old business models will disappear and the focus of the customers will be on engaging accountans who can add value and do not bill by the hour. They will seek advisors rather than reporters. They will seek a professional relationship with a trained and experienced expert with knowledge and training in the areas that matter. I am afraid that someone who is really good at processing “I” Returns will be at a significant disadvantage in this new world.
So when my lawyer mates continue to gripe at me about how we have an “annuity stream” from tax work, I will gently remind them that this is coming to an end. My concern is that it will take a lot of our accounting friends along for the journey.
Tags: accountant, business, care, change, clarity, client, clients, communication, compliance, create, creativity, customer, customers, dynamic, engagement, financial, goal, goals, help, lawyer, motivation, opportunity, people, plan, planning, positive, profit, profitability, service, software, staff, strategic, success, support, thinking, Verasage
Posted in Accounting Firm Management, Business Thinking | 4 Comments »
Thursday, March 21st, 2013
Just received a blog post which makes eminent good sense (probably because I agree with it!) about your approach to business and your people and how it can change a lot of things if you don’t run with the herd:
http://www.raintoday.com/library/articles/it-pays-to-be-contrarian-in-business/
Tags: business, care, clarity, communication, create, creativity, dynamic, engagement, help, motivation, opportunity, people, profit, profitability, service, strategic, success, support, thinking
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Friday, March 15th, 2013
In recent weeks, I have spoken with nearly ten firms from around Australia on their desire to move from the “firm of the past” model (timesheets, billing at the end, micromanagement etc) to the “Firm of the Future” model as espoused by the Verasage Institute (www.verasage.com) and Ron Baker et al.
In all of the discussions, it has shown out that the biggest barrier that these firms face relates to micromanagement by the Partners/Directors of their people. The soul-destroying and de-motivating nature of this management approach is incredible.
Imagine if you will, an office full of highly experienced and qualified people who are wanting to help their customers achieve great things. Imagine further that these people are very smart who also want to contribute to the success of the business within which they work.
Now imagine what happens when the Partners or Directors of that business will not allow anything to be done without their direct involvement, nothing goes out unless it is signed by a Partner or Director, no customer interview happens without a Partner or Director in fact, nothing happens without a Partner or Director being involved. What message is that sending to the smart, experienced and qualified people working with them?
The message: I DO NOT TRUST YOU.
If your people are not good enough to trust, they are not good enough to employ.
Many of the Partners and Directors of a lot of accounting and legal firms are highly technically competent people. Unfortunately, they are not great managers. I am not sure whether this comes as a result of their training or whether it is a deep-seated personality issue. Either way, it impacts incredibly negatively on their business.
They simply are unable to see (or, to be honest, appreciate) the exceedingly positive things that flow when you help, assist and free your team up to be resonsible and accountable and to embrace responsibility. To show that you trust them. To allow them to make mistakes – and support them when they do.
I will finish off by providing an example – over the past couple of years, we have been dealing with a customer (fantastic bloke) and have built a relationship with the CFO of the business of which he is a part owner – another firm does their external accounting and tax work. Now, the CFO has handed in his resignation (relocating due to family issues) so we were approached to come in and assume the role of CFO. The role will be fantastic and allow our people to utilise a range of skills that they collectively possess across a number of facets of the business. Fantastic.
But the exiting CFO also wants us to assume a role with the business he is going to. He loves the relationship he has with our team. He enjoys the way that we work with him and his colleagues. And we enjoy the relationship back!
Now, the bottom line. How much time do I spend on the file? Precious little. How much involvement do I have with the original customer? Very enjoyable lunches ideally every month or so. How am I involved in the new CFO role we are taking on? I’m not. Our fantastic crew are doing it.
How would this be able to happen if I was micromanaging the whole thing? It wouldn’t. No way.
It all happens because we have a team of experienced, smart, qualified and engaged professionals who have the freedom and autonomy to act professionally and use their skills. Oh, that and the fact that I trust them.
Tags: accountant, achieve, aspiration, aspirational, aspirations, business, care, clarity, communication, create, creativity, customer, Director, dynamic, emotion, emotions, employ, employment, engagement, experience, experienced, generosity, getting, giving, help, interview, management, motivation, opportunity, Owner, Partner, people, Principal, qualified, review, service, skill, skills, strategic, success, support, thinking, trust, trusting, Verasage
Posted in Accounting Firm Management, Business Thinking | 3 Comments »
Tuesday, February 26th, 2013
From my mate Ed Kless of Verasage who shared this:
A toothpaste factory had a problem. They sometimes shipped empty boxes without the tube inside. This challenged their perceived quality with the buyers and distributors. Understanding how important the relationship with them was, the CEO of the company assembled his top people. They decided to hire an external engineering company to solve their empty boxes problem. The project followed the usual process: budget and project sponsor allocated, RFP, and third-parties selected. Six months (and $8 million) later they had a fantastic solutution – on time, on budget, and high quality. Everyone in the project was pleased.
They solved the problem by using a high-tech precision scale that would sound a bell and flash lights whenever a toothpaste box weighed less than… it should. The line would stop, someone would walk over, remove the defective box, and then press another button to re-start the line. As a result of the new package monitoring process, no empty boxes were being shipped out of the factory.
With no more customer complaints, the CEO felt the $8 million was well spent. He then reviewed the line statistics report and discovered the number of empty boxes picked up by the scale in the first week was consistent with projections, however, the next three weeks were zero! The estimated rate should have been at least a dozen boxes a day. He had the engineers check the equipment, they verified the report as accurate.
Puzzled, the CEO traveled down to the factory, viewed the part of the line where the precision scale was installed, and observed just ahead of the new $8 million dollar solution sat a $20 desk fan blowing the empty boxes off the belt and into a bin. He asked the line supervisor what that was about.
“Oh, that,” the supervisor replied, “Bert, the kid from maintenance, put it there because he was tired of walking over every time the bell rang.”
So how many times do we look for a complex solution to what is really a pretty simple problem?
Tags: business, care, clarity, communication, create, creativity, dynamic, engagement, getting, giving, goal, goals, help, logic, logical, motivation, opportunity, people, plan, planning, practical, sensible, staff, strategic, success, support, thinking
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Wednesday, February 20th, 2013
Some-where – I knew then and firmly believe now – there is a simpler way to lead organisations, one that requires less effort, produces less stress than the current practices – Margaret Wheatley & Myron Kellner Rogers – “A Simpler Way”
Whenever human communities are forced to adjust to shifting conditions, pain is ever present – John P Kotter – “Leading Change”
It has long been my mantra that the old model of micro-management and motivation with a stick will not work effectively for very long. It may have worked in the past where many roles (prior to the widespread adoption of IT and the internet) were highly process driven.
In more recent times, we are wanting to engage the people with whom we work to provide their intelligence, not their brawn, in their work – both with us and with the customers whom we serve. The use of intellgence (especially emotional intelligence) is critical in more and more professions today than it may have been in the past.
Much of the information that customers now want they can access themselves – it is the interpretation and application of that information that is critical for them in the success or otherwise of their business ventures. Here is where the professional comes in. Our work in the “professions” now requires us to have proper interpersonal relationships with people rather than remote contact. As people become more connected to information, they generally become more disconnected from each other. Hence the need to connect properly as professionals.
In the “here and now” of the current age, people are craving real contact. This requires people to step out from behind the computer and get off email Facebook, Twitter etc and actually relate.
This is where leadership comes in. This is where we, as leaders of our businesses, need to enable our people to thrive and engage. We need to provide the environment that enables this to occur. We need to encourage them to take ownership of the customer relationship and to invest the time and effort to establish, develop and nurture relationships (internally as well).
Many of the frustrated business owners I speak to express concern over the fact that their people won’t engage with their customers. But the truth is often related to the fact that they implement management systems and processes that actively discourage such relationship building. The timesheet is one of the most perfect examples I can nominate. It is used to assess peoples’ performance based on inputs of time, not outputs of results, quality of relationships or support to co-workers. These are the qualitative things that matter to your people. They want to produce results for their customers, they want to learn, develop and thrive. In so doing, they become far more effective in their roles and become far better team members for your business.
The previous thinking that an employee was a “cog in the wheel”, a servant for you and/or your business or a follower of the “Dear Leader” needs to be replaced.
How about we replace that thinking with the view that your team members are resources for the business and each other, partners with you in the business and innovators who can help create new and better ways of doing things for your customers and your business?
So, when it comes to leadership, what thinking are you adopting and what tools are you using to lead your people? Are they going to get you to where you want to go or are they installed to maintain a system that is inherently flawed?
Tags: aspiration, aspirational, aspirations, assistance, business, care, clarity, communication, create, creativity, dynamic, engagement, generosity, getting, giving, goal, goals, help, motivation, opportunity, people, service, staff, strategic, success, support, thinking, Verasage
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Thursday, January 17th, 2013
I have to admit that I HATE the phrase/title Human Resources.
The focus should be on people, their talent, their development and maximising their satisfaction and enjoyment of the role they play in your organisation. Where you achieve this, they will manage themselves and create the environment and culture that will enable them and your business to thrive. They are not “resources” like a computer. They are collection of talented, unique and wonderful individuals who seek to contribute and gain fulfillment from their contribution to the business and their team.
As to what we replace the awful phrase “Human Resources” with, I am unsure. The language we use to describe the roles we play is an important component and influence in what we do as a consequence. There are far more talented wordsmiths out there who can offer suggestions as to what we replace “HR” with.
All I know is that we need to change it.
Tags: aspiration, aspirational, aspirations, business, care, clarity, communication, create, creativity, dynamic, engagement, help, HR, Human, human resource, motivation, opportunity, people, staff, strategic, success, support, thinking
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Tuesday, December 18th, 2012
My sincere thanks to Russ Wylie (www.becomingbetter.com.au) for the link to this article by Nilofer Merchant.
It is a very simple but direct discussion about her journey through business and deeply personal challenges. When reading the article, reflect on her journey and what we can all learn from it. Inspiring.
Thanks Russ!
Tags: aspiration, aspirational, aspirations, business, care, challenge, clarity, communication, create, creativity, develop, development, dynamic, engagement, generosity, getting, giving, goal, goals, help, knowledge, learning, motivation, needy, opportunity, people, perserverance, plan, planning, positive, quit, quitting, service, staff, strategic, success, support, thinking
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Tuesday, December 18th, 2012
This post makes a very valid observation and goes on to pose a challenging question.
I believe we are waiting too long to develop leadership skills in our people and we’re leaving it a little bit too late (IMHO!) for it to be as efficacious as it could be. As they say – if you want a tree today, plant a seed 20 years’ ago.
Let’s start planting lots of seeds now – we need future leaders – and we want good ones.
Tags: aspiration, aspirational, aspirations, assistance, business, care, clarity, communication, create, creativity, dynamic, engagement, generosity, getting, giving, goal, goals, help, motivation, opportunity, people, plan, planning, service, staff, strategic, success, support, thinking
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