Real Improvement requires Management Work, not another big Initiative.

Do any of these ring a bell?

-repeat restructures that disrupt, cost plenty and have no lasting positive impact

-shiny new sophisticated systems, that few managers use

-annual culture surveys that paint a pretty picture whilst contradicting the ongoing performance problems

- relentless training courses with no change in the way people work, especially leaders

- a stream of big events with no substance

One of the few things I remember from my childhood church visits, was a warning from the pulpit: “Don’t be so heavenly minded that you are of no earthly use”

This has stuck with me over the decades as I have worked with executives and the organisations they run. It’s a mistake that the best of them don’t make. They can account for the full complexity of the organisation, and still connect it back to what a manager or a team needs to do differently, day to day, on the ground

They know that there is little value in repeating the same initiatives every couple of years  - perhaps with new consultants, new systems, a “new” structure, another culture survey or endless training. This tires and jades everyone, driving ridicule and disengagement. It also clearly achieves nothing significant or lasting, except serious cost increase and disruption.

They know that what matters is whether there will be any change in the way work is done and if it will have a lasting and positive impact on the business performance.

They seek and question evidence that this will actually work this time around.   What is the  leadership going to do differently to make that happen?

Effective CEOs will make it clear that the work for success belongs to the leadership team, and that they will be held to account for this.

The work will be clearly assigned and there will be monitoring of the key leading indicators, such as whether or not the management team is doing what was agreed, and if this is having the desired impact.

It makes no difference if the consultants, trainers or HR do a good job and the managers change nothing.

Quite often, they know it’s not about a big “change” programs, but more the ongoing improvement work of all managers and executives.

The most impressive leaders I have worked with are those who are able to articulate what the real problems are.