Reinforcements (Management
& Decision Support Services) Pty Ltd
Phone: 0411 838 760
Email: mail@reinforcements.com.au
|
Reinforcements (Management
& Decision Support Services) Pty Ltd
Phone: 0411 838 760 Email: mail@reinforcements.com.au |
|
|
Readings:
“ Knowing How to Strut Your Stuff” by Gary Kellar PSM January 2012 I was recently requested to help a former colleague who was re-entering the job market after a period being self employed following a redundancy during the GFC. My colleague (let’s give him the alias of Geoff) is quite a capable person and has had a long and illustrious career during which he could boast some significant achievements despite the demise of his most recent employer. After failing to even get interviews at his first few attempts to respond to job advertisements he was feeling a little despondent and asked me to look over his application and CV to advise on any improvements that could be considered. Although Geoff was quite pleased with his application and had taken pains to ensure he addressed each of the selection criteria published for the new job, I noticed at once that he had fallen into the trap that I see so often in job applications. Although he spent a lot of time and many words arguing his case from the perspective of his qualifications, his skill profile, his personality type, the responsible level of positions he had held, the various important projects he had been involved in, Geoff failed to really articulate his answer to the one burning question that every employer wants to know….”Yes, but what have you actually done?” In our urgent intention to present the most positive impression we can in a job application we often get too bound up in describing our personal attributes at the expense of elaborating on our track record. The words that speak loudest for us are those that tell of the contribution we made personally to important business achievements. The most cogent argument we can present is that not only can we do the job , but that we have done it before and done it well, or even exceptionally. Blowing your own trumpet in a job application only receives a negative reception if you can’t back it up with specific examples. In Geoff’s case he had plenty to call on and once I negotiated the minefield of pointing out to him diplomatically the shortcomings in his application, he set to work enthusiastically to modify it accordingly. Even more important was the result that, as Geoff drilled down into his experience to add more and more gems to his track record, his very attitude to the task of job search improved significantly. He was now in a position to speak confidently about what he had achieved and to honestly express pride in his own efforts. So, the lessons for job seekers from this little homily are: · Always seek advice on your application or CV writing – even though it may risk some pointed critique. That’s better than plugging away with something that is less than adequate; · Don’t be afraid to talk about your achievements. That’s what employers want to hear most; · Concentrate on your positive contributions to the success of your former employers and the confidence will show in your face and your words. And what about Geoff? Well, he still had to submit a few more applications but he did start to get interviews and enjoyed them, as each one gave him more encouragement. It wasn’t long however and he did land the “plum job” he was hoping for ….and it did happen as a direct result of Geoff learning how to effectively “strut his stuff”.
"Every man is the architect of his own fortune" - Appius Claudius
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"Strategic Risk Management"
by Gary Kellar PSM July 2011
An entire industry has been built up around Risk Management in government and business but for many executives the sheer weight of the detail often involved in corporate RM Systems is something of a “turnoff” to their constructive involvement in the strategic aspects so necessary to make risk management truly effective. Corporate Governance involves three core responsibilities for both Boards and Executives - STRATEGY - to identify issues likely to impact on the business and the organization and to develop strategies to address them. RISK - amongst those issues to identify risks and develop strategies to eliminate or mitigate those risks. PERFORMANCE - to monitor and measure the performance of the organizational effectiveness in implementing its strategies and managing its risks. So if everything starts with Strategy, is that where we should start? If we say that “Risk” is the prospect that some, usually adverse, event will occur to disrupt our plans to achieve some preferred goal, we might say that “STRATEGIC” risk is .. • the prospect that the adverse event will not just disrupt but actually prevent or seriously derail our objectives. • often involving consequential or cumulative effects. • often bringing to light related risks that need to be addressed. Apart from our own motivation to protect our business, our organisation and ourselves from the consequences of risk, there is a wider framework of accountabilities that all executives face whether in the Public or Private Sectors. Beginning with the Common Law “Duty of Care”, this wider framework includes various laws, both specific (such as Workplace Health & Safety legislation) and more subtle, that place clear obligations of decision makers and Managers to seriously consider Risk as part of their daily duty of care. The term Strategic does not always mean long-term - some strategic risks can have very short term consequences. It goes to the heart of achieving the organization's objectives – • what absolutely positively must go right • what absolutely positively must not go wrong . Strategic risk management for Boards and decision making bodies is associated with the scale of consequences of failing to manage the risk not just the consequences of the risk itself. Unlike Racecourse Bookmakers it is not always possible in Business and Government to “lay-off” risk to someone else. Risk management is not just about insurable risk. It is important for Boards and Executives to understand the concepts of mitigation and residual risk -in other words “what have we done to prevent the occurrence or to mitigate its consequences and if there still remains a risk with attendant consequences can we live with these?” …..more importantly, will we be held accountable if that risk eventuates and the consequences arise? Strategic risk management needs high-level thinking, planning, executive intervention or policy guidance. What can organizations do to raise awareness of the need to manage strategic risk?
Above all ensure that senior executives are held accountable for all aspects of managing the organisation’s risks.
"Risk comes from not knowing what you are doing." - Warren Buffett ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
“Preventing Change Rollback” by Gary Kellar PSM December 2010
Organisations, whether Private or Public Sector, can not afford to rest on their laurels even for a short time. Recently a number of our projects have involved helping management undertake its own self diagnosis of the health of their organisation, not in terms of physical wellbeing but in terms of operational effectiveness. In two cases the organisations experienced major restructuring only two years ago. The effects of those upheavals, whilst appearing to address the problems targeted by the restructures, introduced other "sleeping tigers" that began to emerge in due course and create new dysfunctions that threatened the positive gains made through the original reform. An important lesson in both cases was that the Change Management strategies adopted had been wound back when it seemed that the organisational culture was stabilising, but in hindsight this was done too early. The result was that the desired changes in attitudes and behaviours were not sustained and began to erode when the pressure was eased. Thankfully the remedy in these cases was able to be administered by First Aid rather than major surgery. But these instances demonstrated once again that Change Management is not a simple undertaking and that often old habits and redundant values remain submerged but influential in the workplace culture. Some practices and attitudes from bygone eras that are unacceptable today, such as bullying and harassment, still emerge from time to time and require eternal vigilance on behalf of management to eradicate their effects. So it is that the custodians of positive culture in organisations recognise the need to continually measure and review progress in developing that positive state. ..and to act to repair or heal any departures as quickly as possible when they are observed. Another curse laid at the door of Change Managers is the reluctance to act decisively against deviations from the charted course. The only way to ensure successful transition from the old to the new is to emphasise Management's solid commitment to the new direction (having of course verified that it is a better direction) and then acting to implement the change as expeditiously as possible, commensurate with care and risk management. The more change, especially major change, is allowed to drag on in implementation the greater is the chance that reactionary influences will begin to detract from the desired benefits. There is nothing more frustrating for staff at all levels than to feel that the journey has no end. Well managed organisational change is led by good planning, confident direction and committed follow through. "The secret of success is constancy of purpose" Benjamin Disraeli.
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“Strategic Questions about Resourcing in Difficult Times” by Gary Kellar PSM (From the April 2009 edition of TBC Solutions' newsletter)
For most businesses, especially SMEs, their competitive advantage, other than the wonderful attributes of their product, is in being able to effectively acquire and utilize resources in the production, marketing and distribution of that product. The fundamental range of resources is much the same for all industry groups – People, Finance, Materials and Services. Until around early to mid 2008 most businesses in Australia thought the strategic questions surrounding these matters were fairly straight forward. In a very short time that all changed and changed dramatically. Where we were talking about skill shortages we are now faced with rising unemployment. Where debt funding was relatively easy to get, although expensive, it is now almost impossible to source even though interest rates are falling. For the first time almost in living memory prices are not rising at expected rates. So what are the new strategic questions about business resources that we need to focus on to maintain our competitive advantage? PEOPLE – There is a paradox in play in the Australian employment market in that while unemployment generally is rising there are still areas of industry where skill shortages remain a great challenge. The strategic questions for any business are – · “What is my exposure to the skill shortage areas?” · “Do I have an adequate retention plan to keep the key staff I have?” · “ Amongst the growing number of people seeking work how can I ensure that I am attracting and choosing the best fit for my needs?” · “ Do I have the right balance of staff to support the business until things pick up?” FINANCE – The “R” word has meant that many businesses struggle to access debt funding at all let alone at economic rates. The strategic questions for those contemplating borrowing might involve – · “What part is debt to play in the long term financial sustainability of my business?” · “Will the short term bail out do little to underpin long term financial health?” · “ Can I take advantage of low interest rates to invest in future capacity?” MATERIALS AND SERVICES – Can it be true that input prices will stabilize or even fall? What strategies can a business adopt to take advantage of this unusual situation? · “Can I take advantage of purchasing deals to give more competitive prices?” · “Can I establish new buying relationships that might endure after the economic recovery?” · “ Can I take advantage of lower prices to improve the quality of my product to support my existing prices in the market?” Only by seeking to understand the links between the decisions we make about resources and the part they play in maintaining our competitiveness can be truly stay afloat in the current sea of troubles. ---------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------
by Gary Kellar PSM (From the August 2008 edition of MDN Consulting's newsletter "Focal Point" )
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LEARNING A NEW LESSONS ABOUT CHANGE MANAGEMENT – FROM THE OUTSIDE ( From the Local Government Managers Australia (Queensland) Journal, May 2006) by Gary Kellar PSM
When I handed over the mantle of CEO at Logan inOctober 2005 and entered the new world of consulting, I was invited almost immediately to take on a role with Morrison Low which focused on helping local government organisations analyse their need for change and also assist in the practical implementation of change. I readily agreed, saying “How hard can that be?”. My experience at Logan was filled with managing change of one sort or another, some imposed, some voluntary. Very quickly I learned however that managing change in an environment where you are well in control is quite different to trying to help others in environments where the constraints of resources, politics, structure and organisational culture are intense barriers to effecting positive change. Having now observed in various parts of Australia and New Zealand the uphill battle so often faced by senior managers in seeking to initiate reforms I realise how well served I was in recent years by having a supportive environment where both Councillors and staff trusted my judgement to effect change – some of it quite significant change. It makes a big difference when people have confidence in your ability to bring about new ways of doing things that affect their working arrangements, in a manner that will respect their concerns and result in improvement all round. Managing change in that type of environment is considerably more fulfilling because you can often go further with reforms with the help of key people across the organisation. It did not take long however for me to reflect on days that were not so privileged. At the foundation of Logan as a separate local government the extent of change affecting the working life of those who transferred from the service of the parent Shires and those who were newly recruited into an uncertain future was unprecedented. Previous such creations tended to comprise the combination of existing Council areas such that there was an established base of governance and administration to provide continuity into the new entity. In Logan’s case there was no continuity and all systems were required to be formed from first principles – everything from building a payroll system within two weeks to ensure the fortnightly pays were met, to an entire new suite of management directives and administrative arrangements to guide staff in their daily duties. Given that many of the existing staff had worked under different rules previously the degree of change in their lives was significant. In keeping with the normal psychology of change various individuals experienced different reactions to the speedy momentum necessary to get the organisation up and running effectively. To a varying extent we observed the phases of shock, denial, anger, resistance, reconciliation, acceptance and finally commitment to the new environment. This was not without considerable struggle and the task was not assisted by the heightened political tensions of the time within the elected Council and its adversarial relations with the State Government. Issues came to boiling point in the first year and erupted in major industrial unrest resulting from the sacking of the then Shire Clerk. The change process was seriously dislocated for some time and it took significant effort on the part of management and the good will of staff generally to restore stability and regain the momentum. Having survived that catharsis the following years saw the local government blossom and achieve recognition as one of the most progressive and innovative organisations in the country. The lessons I learned being on the inside of that era of change are the same lessons I am relearning now in the context of looking in on others. Firstly, the management of change can not be approached intuitively. Those responsible for implementing change need to be well versed in the best practices developed by others who have trod the already well beaten path. Secondly, the total engagement of the people to be affected by the change is essential. It is not sufficient to just communicate what is happening. It is imperative to secure active cooperation with the process, even if that cooperation is more acquiescence than commitment. Thirdly, the change manager must maintain absolute integrity at all times. Deliver what you promise, but don’t promise what you can’t deliver. Treat everyone equitably, never put your own interests before others and be generous with your time to those who need reassurance. The principles of change management are little different from those that are central to any form of organisational or people leadership. The difference is that more often the principles of leadership are severely tested in the context of significant change, and hopefully not found wanting. Only by committing to adopting a true leadership approach to change management can all the positive elements of successful transition be secured. In the context of the Size Shape and Sustainability Program about to unfold in Queensland these principles take on even more significance. The leadership of change here needs to be taken up by both elected members and senior managers on the basis of mutual support and respect for each other’s stake and that of the community in the outcomes. Equally, recognition is important that the common good of local government, its employees and its community is bound up in the ability of respective Councils and their managers to derive solutions from the SSS Program, that are practical, capable of credible implementation and sustainable. Every day I learn new lessons about change management and hope that I continue to do so. It is one of the most fascinating aspects of organisational life and when matched with the equal fascination of life in local government I am presented with a constant parade of highly educational and entertaining experiences. Being able to help colleagues along the way by virtue of that experience is a bonus.
Reinforcements (Management and Decision Support Services) Pty LtdPhone: 0411 838 760 Email: mail@reinforcements.com.au |
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Reinforcements (Management & Decision Support Services) Pty Ltd
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