Comments for BIE Interim http://www.bieinterim.co.uk Sun, 12 Feb 2012 14:56:58 +0000 hourly 1 Comment on Are Scorecards and Metrics Killing Employee Engagement? by Simon Stone http://www.bieinterim.co.uk/2011/10/are-scorecards-and-metrics-killing-employee-engagement/#comment-1821 Simon Stone Sun, 12 Feb 2012 14:56:58 +0000 http://www.bieinterim.co.uk/?p=1607#comment-1821 It seems to me that several issues have become entwined, resulting it what appears to be a problem with metrics. This is similar to the statement "statistics, statistics and damned lies". There is nothing inherently wrong with statistics or people management metrics. It's how they are used. This therefore is a cultural/behavioural issue NOT an issue about metrics. Indeed if used appropriately, when part of a scorecard (hence in a basket of metrics to counterbalance each other) they can actually promote desired behaviours, including using initiative, improving customer service, empowerment etc. It seems to me that several issues have become entwined, resulting it what appears to be a problem with metrics. This is similar to the statement “statistics, statistics and damned lies”.

There is nothing inherently wrong with statistics or people management metrics. It’s how they are used. This therefore is a cultural/behavioural issue NOT an issue about metrics.

Indeed if used appropriately, when part of a scorecard (hence in a basket of metrics to counterbalance each other) they can actually promote desired behaviours, including using initiative, improving customer service, empowerment etc.

]]> Comment on Are Scorecards and Metrics Killing Employee Engagement? by Sian Mexsom http://www.bieinterim.co.uk/2011/10/are-scorecards-and-metrics-killing-employee-engagement/#comment-1819 Sian Mexsom Sun, 12 Feb 2012 13:44:58 +0000 http://www.bieinterim.co.uk/?p=1607#comment-1819 An interesting article, and one that addresses a growing concern about employee engagement. There is of course another metric that could be applied: where the employee has demonstrated their engagement with their employer by going above and beyond the employer's expectations.This metric is actively used in the year end Personnel and Development Review process that is used at a NGO where I am currently working as an interim. The metric covers a range of initiatives, for example volunteering at events, suggesting improvements to business processes, taking forward new projects that will benefit the team, sourcing and achieving better value for the NGO in its purchasing,stepping up when a line manager is on extended sick leave etc. The metric is wide enough so that it might be applied to all employees irrespective of their role. And a positive score on this metric determines a pay rise or a year end bonus. So everyone benefits. An interesting article, and one that addresses a growing concern about employee engagement. There is of course another metric that could be applied: where the employee has demonstrated their engagement with their employer by going above and beyond the employer’s expectations.This metric is actively used in the year end Personnel and Development Review process that is used at a NGO where I am currently working as an interim. The metric covers a range of initiatives, for example volunteering at events, suggesting improvements to business processes, taking forward new projects that will benefit the team, sourcing and achieving better value for the NGO in its purchasing,stepping up when a line manager is on extended sick leave etc. The metric is wide enough so that it might be applied to all employees irrespective of their role. And a positive score on this metric determines a pay rise or a year end bonus. So everyone benefits.

]]> Comment on How many David’s do you know? by Neal Sunners http://www.bieinterim.co.uk/2011/04/david/#comment-1806 Neal Sunners Thu, 09 Feb 2012 15:29:56 +0000 http://www.bieinterim.co.uk/?p=862#comment-1806 David at 19 with little experience, or David at 25 with good experience may never be a great manager. True he can be mentored, trained, groomed and so on but some times David is going to be a great individual contributor and that is not necessarily a bad thing. The issue with the article for me is that it implies that to be successful David has to become the manager. In my own experience I have come across fantastic individuals, technically gifted who never want to and never should be HR responsible for others. In smart organisations room is made for them, I have made agreements whereby promotion without HR responsibility is available. Such people are respected by their peers and there is no issue of compensation comparison and the like, but rather the encouragement that improved compensation is not necessarily restricted to those who manage. Equally those with lesser individual skills are potentially better management material and the individual contributors respect that and tend to support such individuals in their management roles (because they take care of the "stuff" that they don't want to). But the one thing the article implies and I do agree with - it is not David's fault! David at 19 with little experience, or David at 25 with good experience may never be a great manager. True he can be mentored, trained, groomed and so on but some times David is going to be a great individual contributor and that is not necessarily a bad thing. The issue with the article for me is that it implies that to be successful David has to become the manager. In my own experience I have come across fantastic individuals, technically gifted who never want to and never should be HR responsible for others. In smart organisations room is made for them, I have made agreements whereby promotion without HR responsibility is available. Such people are respected by their peers and there is no issue of compensation comparison and the like, but rather the encouragement that improved compensation is not necessarily restricted to those who manage. Equally those with lesser individual skills are potentially better management material and the individual contributors respect that and tend to support such individuals in their management roles (because they take care of the “stuff” that they don’t want to). But the one thing the article implies and I do agree with – it is not David’s fault!

]]> Comment on How to have ideas by Stephen Sweid http://www.bieinterim.co.uk/2010/12/how-to-have-ideas/#comment-1805 Stephen Sweid Thu, 09 Feb 2012 15:26:24 +0000 http://www.bieinterim.co.uk/?p=766#comment-1805 I provide training in creative thinking at work and in business and I cover some some 20 techniques. I found that the best results are obtained using the combination of research and creativity, and in a converging manner. Research, e.g. Google search, sustains the issue of analysis and analogies. I usually drop the first two ideas that come to mind since they cannot be creative enough. I found through practice that the Mindmap technique is a great generator of creative ideas: Basically, you define the topic in the center of the page and you branch out. Talking to others and brainstorming are for me great at generating new ideas and solving problems. Whatever the case, my aim is always to have multiple options, e.g. multiple solutions. Long walks are my best inspiration, and the trick is to focus on one topic or purpose during the full two or three hours of walk. Morning hours are ideal for my creative process. I provide training in creative thinking at work and in business and I cover some some 20 techniques. I found that the best results are obtained using the combination of research and creativity, and in a converging manner. Research, e.g. Google search, sustains the issue of analysis and analogies. I usually drop the first two ideas that come to mind since they cannot be creative enough. I found through practice that the Mindmap technique is a great generator of creative ideas: Basically, you define the topic in the center of the page and you branch out. Talking to others and brainstorming are for me great at generating new ideas and solving problems. Whatever the case, my aim is always to have multiple options, e.g. multiple solutions. Long walks are my best inspiration, and the trick is to focus on one topic or purpose during the full two or three hours of walk. Morning hours are ideal for my creative process.

]]> Comment on How many David’s do you know? by Steve Smith http://www.bieinterim.co.uk/2011/04/david/#comment-1636 Steve Smith Mon, 16 Jan 2012 12:00:35 +0000 http://www.bieinterim.co.uk/?p=862#comment-1636 Poor David! Clearly a major step too far for him at this stage of his career. One can look to sport to often see how some of the best coaches had a career in the game they coach but were rarely superstars, and conversely how some of the best superstars in a certain game rarely make the transition to coaching and leadership. Not always, but very often. It's also interesting to see how great leaders of today did not have a blistering early career, yet developed steadily towards there current status. Steve Ballmer & Jeffery Immelt at Proctor & Gamble for example, were recorded as just ordinary guys and certainly not potential superstars. Does all this mean that we leave the likes of David to stay where they are? No, This is where coaching and mentoring comes in to help them progress a career that's good and right for them and also very good for the company. Poor David! Clearly a major step too far for him at this stage of his career. One can look to sport to often see how some of the best coaches had a career in the game they coach but were rarely superstars, and conversely how some of the best superstars in a certain game rarely make the transition to coaching and leadership. Not always, but very often.
It’s also interesting to see how great leaders of today did not have a blistering early career, yet developed steadily towards there current status. Steve Ballmer & Jeffery Immelt at Proctor & Gamble for example, were recorded as just ordinary guys and certainly not potential superstars. Does all this mean that we leave the likes of David to stay where they are? No, This is where coaching and mentoring comes in to help them progress a career that’s good and right for them and also very good for the company.

]]> Comment on How to have ideas by Steve Smith http://www.bieinterim.co.uk/2010/12/how-to-have-ideas/#comment-1635 Steve Smith Mon, 16 Jan 2012 11:40:40 +0000 http://www.bieinterim.co.uk/?p=766#comment-1635 I agree with Julia. A period of relaxation helps those ideas float to the surface. However, I for one also need a certain amount of pressure to drive my thinking deeper and deeper before I can relax and select the best ways forward and the most workable ideas. I ran a team of International managers who met every quarter. Occasionally, after the main business session, we would have a happy hour at 5pm to select our 10 best actions and 10 worst from the past few months. From that we formed creative ideas to eliminate problems ahead. It was often this hour of relaxation which spawned the most exciting discussion and ideas, and set up the evening programs/events nicely as well I agree with Julia. A period of relaxation helps those ideas float to the surface. However, I for one also need a certain amount of pressure to drive my thinking deeper and deeper before I can relax and select the best ways forward and the most workable ideas. I ran a team of International managers who met every quarter. Occasionally, after the main business session, we would have a happy hour at 5pm to select our 10 best actions and 10 worst from the past few months. From that we formed creative ideas to eliminate problems ahead. It was often this hour of relaxation which spawned the most exciting discussion and ideas, and set up the evening programs/events nicely as well

]]> Comment on Leadership, George Bush & “The Vision Thing” by Willy http://www.bieinterim.co.uk/2011/12/leadership-george-bush-%e2%80%9cthe-vision-thing%e2%80%9d/#comment-1505 Willy Mon, 12 Dec 2011 16:20:38 +0000 http://www.bieinterim.co.uk/?p=1379#comment-1505 The issue with practically all of today's executives is that 99% of their work and the understanding of their work as managers is to regulate processes. This is done with techniques such as ISO, Lean, Six Sigma, TQM, JIt and many others (change or leading of type I). However, as true visionary leaders, these exceptional and too rare of a kind executives (or politicians) need a change or managing of type II, i.e. a higher level systemic change and management, with a vision. However, most executives are incapable of changing the system because they are part of it, depend on it and so are incapable of changing it. The issue with practically all of today’s executives is that 99% of their work and the understanding of their work as managers is to regulate processes. This is done with techniques such as ISO, Lean, Six Sigma, TQM, JIt and many others (change or leading of type I). However, as true visionary leaders, these exceptional and too rare of a kind executives (or politicians) need a change or managing of type II, i.e. a higher level systemic change and management, with a vision. However, most executives are incapable of changing the system because they are part of it, depend on it and so are incapable of changing it.

]]> Comment on What’s the difference between an interim manager, a contractor and a consultant? by Mark Fraser http://www.bieinterim.co.uk/2011/02/what%e2%80%99s-the-difference/#comment-1337 Mark Fraser Mon, 24 Oct 2011 09:19:51 +0000 http://www.bieinterim.co.uk/?p=813#comment-1337 The reason you need a Business Consultant is because you need someone to check in with you, to help guide you through the process. A good Business Consultant is going to ask a lot of questions that will lead you to the answers that work best for you and your company. No one knows your business and your goals better than you, but sometimes we all need a push in the right direction. A Business Consultant is here to help push in that direction without inserting his or her values on you or your company. Thanks. <a href="http://www.sagestrategy.com/?page=help" rel="nofollow">Mark Fraser</a> The reason you need a Business Consultant is because you need someone to check in with you, to help guide you through the process. A good Business Consultant is going to ask a lot of questions that will lead you to the answers that work best for you and your company. No one knows your business and your goals better than you, but sometimes we all need a push in the right direction. A Business Consultant is here to help push in that direction without inserting his or her values on you or your company. Thanks.

Mark Fraser

]]> Comment on Navigating 40-foot waves by Natasha Liedl http://www.bieinterim.co.uk/2011/06/navigating-40-foot-waves/#comment-1296 Natasha Liedl Wed, 05 Oct 2011 20:50:01 +0000 http://www.bieinterim.co.uk/?p=1077#comment-1296 I find all these emails from Crispin most interesting and have seized them as inspiration to publish stories like these on our company intranet under a new 'tips' section for all employees. Our leaders are a diverse bunch - the inspiring ones whom we respect posess these traits and the ones that don't have quite a shining reputation, simply don't succeed and eventually die out. I find all these emails from Crispin most interesting and have seized them as inspiration to publish stories like these on our company intranet under a new ‘tips’ section for all employees. Our leaders are a diverse bunch – the inspiring ones whom we respect posess these traits and the ones that don’t have quite a shining reputation, simply don’t succeed and eventually die out.

]]> Comment on Navigating 40-foot waves by Joe Booth http://www.bieinterim.co.uk/2011/06/navigating-40-foot-waves/#comment-1288 Joe Booth Sun, 02 Oct 2011 16:04:11 +0000 http://www.bieinterim.co.uk/?p=1077#comment-1288 Thanks for the emails. I usually just bin such missives but yours are always interesting. The latest connects to the two greatest insights into organisations I have ever read. Good to Great by Jim Collins is, in my view, the best work on organisations yet written. He certainly would recognise your first two traits as 'The Stockdale Paradox' and the attributes of a Level 5 Leader. The third trait calls to mind one aspect of the work of Elliot Jaques who, in Requisite Organisation, set out his own theory of organisations. A key role of leaders at each level is to provide context, clarity and purpose to those below them. At senior levels this involves translating the chaos and complexity of the wider world into a sense of purpose for the organisation. Fascinating to see that a piece of research taking a totally different approach unveils findings which are so consistent with earlier works. Perhaps we are working towards common understandings rather than simply following a series of fashions. Keep up the good work. Kind regards Joe Booth Thanks for the emails. I usually just bin such missives but yours are always interesting.

The latest connects to the two greatest insights into organisations I have ever read. Good to Great by Jim Collins is, in my view, the best work on organisations yet written. He certainly would recognise your first two traits as ‘The Stockdale Paradox’ and the attributes of a Level 5 Leader. The third trait calls to mind one aspect of the work of Elliot Jaques who, in Requisite Organisation, set out his own theory of organisations. A key role of leaders at each level is to provide context, clarity and purpose to those below them. At senior levels this involves translating the chaos and complexity of the wider world into a sense of purpose for the organisation.

Fascinating to see that a piece of research taking a totally different approach unveils findings which are so consistent with earlier works. Perhaps we are working towards common understandings rather than simply following a series of fashions.

Keep up the good work.

Kind regards

Joe Booth

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