{"id":13872,"date":"2018-09-07T14:41:02","date_gmt":"2018-09-07T14:41:02","guid":{"rendered":"https:\/\/www.icebreakerexecutive.com\/?p=13872"},"modified":"2018-09-07T14:41:02","modified_gmt":"2018-09-07T14:41:02","slug":"do-you-intellectualise-employee-engagement","status":"publish","type":"post","link":"https:\/\/winningthinking.co.uk\/?p=13872","title":{"rendered":"Do you intellectualise\u00a0employee engagement?\u00a0"},"content":{"rendered":"

“How on earth do your employees put up with this?”<\/strong><\/p>\n

Do you intellectualise\u00a0employee engagement?\u00a0<\/strong><\/p>\n

…Your employees DON’T!<\/strong><\/p>\n

Here is the reality of what goes\u00a0on…<\/strong><\/p>\n

\u201cThe main industrial\u00a0project was due to be launched, yet much of the design still had not been verified.\u201d\u00a0<\/em><\/strong>\u00a350m Industrial manufacturer<\/em><\/p>\n

… The MD and Chairman of this business could not understand why they were so hands on in the business and why their 3 main projects were loss making and delivered late…<\/p>\n

The interactions of this\u00a0fast growth business we worked with started without a commercial plan, then the challenge was dumped on operations. Then the team had to deliver. The team was under resourced, didn\u2019t raise any issues, and failure became\u00a0the norm.<\/p>\n

When the project manager created a realistic plan the MD said, \u201cI have heard this all before\u201d and the Chairman said\u00a0this is OK, \u201cwe have been through much worse\u201d. The last project manager left without another job to go to because the business had no interest in planning.<\/p>\n

In terms of governance, the board completed none of the actions from their previous board review held 3 months earlier, and the FD\u2019s job was not to get the financial structure and terms right, rather fund the unprofitable projects and \u201cunderstate the losses. \u201c<\/p>\n

When things got tough the response was\u00a0not to put the ownership back to the team and ask questions rather the leadership\u00a0jumped in without checking and trash the teams\u00a0plans. So, the team did not think and became dependent.<\/p>\n

A few orchestrated this chaos, and one or 2 heroes\u2019 firefight-ed the detail, but there was\u00a0no oversight of the plan, contract, financials, timeline, or risk…\u00a0so the project was\u00a02 years late\u00a0and \u00a32M\u00a0over budget and immediately due for launch.<\/p>\n

The team were very competent but quiet and numb and dared not\u00a0make decisions.<\/p>\n

Furthermore, if they raised issues they faced a torrent of\u00a0criticism that put\u00a0their roles at risk,\u00a0and another\u00a0project manager was threatened when he challenged\u00a0the recruitment strategy.<\/p>\n

It\u2019s difficult to recruit into this culture, but this is a very common culture that from the outside looks relatively sensible?<\/p>\n

What really frustrates you?<\/strong><\/p>\n

The icebreaker team have developed the tools to get a clear view of the monumental emerging crisis, and HOW to address it, yet leaders lack the tools\u00a0recognise the signs of trouble let alone how to respond.<\/p>\n

In fact, the tougher things get the more flawed is the response.<\/p>\n

Do these leaders have the skills to build an enduring business? Are you thinking you are OK?<\/p>\n

PAH! and if you experienced the winningthinking process\u00a0you would PAH with me too!<\/strong><\/p>\n

Do you search out the feel-good factor?<\/strong><\/p>\n

Maybe Simon Sinek\u2019s lovely generalisations float your boat? Maybe a leadership coaches fluffy dream works for you? Or an interim management \u201clegend in their lunchtime\u201d selling more of the same ole…<\/p>\n

So who is challenging the status quo or doing anything different?<\/p>\n

Has the chicken roosted?<\/strong><\/p>\n

It\u2019s an odd scenario: many having had it too easy for too long and yet the speed, challenge and uncertainty makes much\u00a0too difficult all at the same time, putting aside preparing for\u00a0global convergent business models that will rip apart these sleeping corporates and follow the likes of Nokia, Kodak, Woolworths\u00a0etc?<\/p>\n

Have any of these gurus sorted out business crises and understand how to maintain a switched-on team and deliver immediate results at a time of increased speed and uncertainty?<\/p>\n

“ask yourself – if you cant deliver immediate results will you ever?”<\/strong><\/p>\n

Whats a common response?<\/strong><\/p>\n

The opposite investing in AI \/ tech mantra will wreck profits and further alienate your teams?<\/p>\n

AI is a flawed mantra and roadshow being pedalled by a desperate big 4 – that shows just how vulnerable people are to stupid inputs and how they can sound tenable.<\/p>\n

You should experience the\u00a0<\/strong>winningthinking.uk<\/strong><\/a>\u00a0process to understand why!<\/strong><\/p>\n

What does this look like? – here\u2019s a reality check<\/strong><\/p>\n

\u00a0\u201cI honestly believe that without their\u00a0input at a crucial stage in the project we may well still be thinking and planning today.\u201d<\/em><\/strong>\u00a0\u00a3200m Medical Devices manufacturer<\/em><\/p>\n

How could the client be still thinking and planning today and how at the vehicle launch could the design still not have been finalised?<\/p>\n

How do your employees put up with this?<\/strong><\/p>\n

If you are not listening or encouraging challenging input, are you addressing the issues and taking the right actions?<\/p>\n

No wonder you are so busy, and projects are late?<\/strong>\u00a0?<\/p>\n

So what do people turn to:\u00a0when faced with\u00a0Tough challenges, speed and uncertainty?<\/strong><\/p>\n

Flawed mantras are very attractive BUT they embed the failures of the past.\u00a0Program management, sector specialists,\u00a0interim management guess will do more of the same.<\/p>\n

Engagement PAH!<\/p>\n

Never do the same days work twice?<\/strong><\/p>\n

We spent 2 years developing our capability, trained 46 of the best and have refined the approach during 200 business critical programs, we never do the same days work twice.<\/p>\n

What motivates us is to create great places to work where diverse teams and individuals thrive and creating breakthrough profit with far less effort.<\/p>\n

 <\/p>\n

<\/h3>\n

“Winning Thinking \u00ae<\/strong>\u00a0converts your team\u2019s diversity, knowledge and wisdom into value.”<\/strong><\/h3>\n

We have run over 35\u00a0winningthinking.uk<\/a>\u00a0sessions now and opened up some exciting options: it’s beautifully simple and works…<\/p>\n

This was project 2 of 200 and what good looked like for the client.<\/strong><\/p>\n

\u201cThe project that I brought Tom in for will increase the divisional profit annually by 10%. I honestly believe that without his input at a crucial stage in the project we may well still be thinking and planning today. Tom had three objectives, all of which were achieved. His contribution was excellent and even meant that he finished the assignment early \u2013 at his cost.\u201d Medical Devices CEO<\/p>\n

This was pre-winningthinking, so 200 projects later we have got far more effective:<\/strong><\/p>\n

\u201cThe most important investment you can make is in yourself\u201d Warren\u00a0Buffet<\/p>\n

 <\/p>\n

Too busy to Lose Wait?<\/strong><\/p>\n

If you would like to join our other clients on this exciting journey call us.<\/p>\n

Some businesses may need to lose weight, but\u00a0every business\u00a0needs to lose \u2018WAIT\u2019.<\/strong><\/p>\n

Procrastination is a commercial disease that\u00a0is threatening the health of our economy.\u00a0With the speed at which\u00a0the world is now changing, we all need to open our eyes to the bad\u00a0habits we\u2019ve fallen into and any bad decisions we\u2019ve been making –\u00a0and\u00a0we need to do it today<\/strong>, before it\u2019s too late!<\/p>\n

 <\/p>\n

Have a great day<\/p>\n

Tom<\/p>\n

tom@winningthinking.uk<\/a><\/p>\n

 <\/p>\n

 <\/p>\n

Happy to help hands on in executive or interim executive roles.<\/h3>\n

<\/h3>\n

<\/h3>\n

You can\u00a0reach us with questions, or\u00a0help if you need it.<\/strong><\/p>\n

on 0207 193 5518 or\u00a0<\/strong>tom@winningthinking.uk<\/strong><\/a><\/p>\n","protected":false},"excerpt":{"rendered":"

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