Harhaanjohtajat podcastin toisessa jaksossa puhun missiosta ja visiosta sekä siitä millainen merkitys näillä asioilla on menestyvälle organisaatiolle. Käsittelen podcastissa mitä missiolla tarkoitetaan, miten organisaation missio saadaan kirkastettua ja hahmotettua, johtajan henkilökohtaiset missiot sekä mitä organisaation visiolla tarkoitetaan.
- Mikä missiolla tarkoitetaan on (perustehtävä)?
- Miten missio kirkastetaan?
- Kuinka missiota voi hahmottaa?
- Johtajan henkilökohtainen missio.
- Visio (tavoitetila).
Palautetta voi antaa lähettämällä sähköpostia poksteri(at)gmail.com tai Twitterin kautta käyttämällä @poksteri kahvaa. Antoisia kuunteluhetkiä.
Tällä kertaa kirjoitan suomeksi ja kerron Harhaanjohtajat podcastista. Kesälomalla sain ajatuksen tehdä podcastin johtamisesta sekä siihen liittyvistä aiheista. Jos menet iTunesiin ja etsit suomenkielisiä podcasteja, niin tulet löytämään YLE:n tuottamia radio-ohjelmia, radio rockia yms., mutta et kovin montaa yksittäisten henkilöiden tekemiä ohjelmia. Amerikan ihmemaassa asia on toisin ja siellä varmaan löytyy jokaista suomalaista kohden yksi podcastaaja.
Harhaanjohtajat podcastin tarkoituksena on puhua johtamisesta, sillä se on erittäin tärkeä nyt sekä tulevaisuudessa. Johtaminen tai “orkestrointi” on jotain sellaista mitä ei voi ulkoistaa halpamaihin vaan se pitää oppia. Haluan jakaa omia kokemuksia, sekä kertoa niistä asioista mitä itse olen oppinut. Tarkoituksena kantaa oma korteni tähän tärkeään aiheeseen ja jos saan yhdenkin henkilön kuuntelemaan sekä ajattelemaan niin minun työni on tehty.
Ensimmäisessä podcastissa puhun arvoista sekä arvojohtamisesta. Vaikea aihe ja odotan palautettasi:
On previous post I wrote about organisation’s habits and behaviours and their benefits for the organisation. At this time I will write about kindness, happiness and leadership. When we are happy at work we will deliver stunning results. But what to do for increasing happiness at organisation?
People want to make some decisions by themselves. When the organisation has a clear mission, clarified values and good habits (processes) in place it is easier to empower people. People at the organisation knows what to do without micro managing and by this way it frees leader’s time to think about future. Empowering means that there is a framework in place where people can act quite freely and make decisions by themselves. When they can make decisions by themselves it will give sense of authority which also support happiness at the organisation.
Empowering and sense of authority can be built by starting from small things. For example people at organisation can design their own uniforms (if the uniforms are part of that business). decorate their cubicles, arrange events and so forth. Empowering works at every level and leaders are also motivated when they have more authority to make decisions.
One very important thing in building a happy work place is how leaders treat their followers. To put it simply treat kindly and people will be more productive. Usually leaders want to posses strength and competence and they think that kindness is weakness. In fact when treating people kindly and with respect their influence will increase. Those leaders who build their influence by fear and fearsome character they will notice that it will undermine cognitive potential, creativity and problem solving. In short, it builds mediocrity.
If leaders build their influence by focusing on kindness: empathy, warmth, listening and seeking for understanding. Those leaders facilitates trust, communication and absorption of ideas. By acting kindly leaders will connect their followers immediately. When there is the foundation of trust in place it will increase information sharing, openness, fluidity and co-operation. This will help leaders’ work since everyone trust that co-workers do the right thing and there is no need for micro managing.
With the own attitude, mood and posture leader will influence people around him. When leader is happy it will radiate to others. If leader is concerned, anxious or even angry it will spread to others too. That’s why it is important for the leader to make decision to be happy every day, express good attitude and keep the good posture in place. Smile, listen and express empathy. Stay in good posture, stand up right and get ahold yourself. These are very small things to do and they can be practiced every day.
As a summary:
1. empower your people
2. treat your people kindly
3. Be happy.
When people read something they will start thinking and usually after thinking they may take an action. When the action is taken regularly it will become a habit and habits will build character. I believe that the same way can be applied to organisations and teams too when developing them.
Food for thoughts
Reading, listening and training are good way to give some ideas to people in the organisations. Sharing interesting articles related to the domain and giving presentations for the team are good way to give some food for the thoughts. A very traditional way to give new ideas and insights are trainings where new things are taught, curated and discussed. Some people may start to think those new things are start applying them to daily work.
Take an action
Some people take action immediately, others need their time for thinking. When they are ready they will take the action and start doing new things. It might be some new way to interact with the customer, team members and so forth. The best way is to reward people when they take the action and achieve small wins. The small wins or victories build the success and it will start a chain reaction that allows other wins to appear. When some action is taken, small wins achieved the same pattern is applied to other areas too. It is rewarding.
Build a habit
When the action has taken it place at organisation and it has been performed regularly it will be the habit. For example factory work may be dangerous and accidents happens time to time. When people are encouraged to take actions that reduces accidents it will be the habit that prevents accidents. The accident paradigm can be applied to software development too, no bugs or build breaks. Software development team is encouraged to take actions that reduces bugs and build breaks. Stop the line is good example of habit which is applied in many industries from automotive to e-commerce and software development. If some employee finds quality problem he or she will stop the line until the quality problem is solved. This is utilised by Toyota, Amazon and other companies which uses lean methods.
Develop a character
Habits definitely build person and organisations which give characteristics for them. This will be part of the organisation’s culture or DNA. Every organisation have their own habits, behaviors and routines. When these are in place they will reduce uncertainty. Repeatable processes are very important aspect when reducing uncertainty. Every organisation has their processes for different functions. They are either written down into the manuals or they are tacit knowledge that is passed to others by an example. If process development is too huge task to do lighter way would be creating routines e.g. regular meetings with different people, check lists for certain operations. The most important thing is to build a habit which brings some success because it will start chain reaction which will bring more good habits in place. Just stay focused, be persistent and empower people to take actions which will improve things.
As a leader, apply following when you want to introduce something new:
- Give people something to think: books, SlideShares, blogs that handle the topic at hand.
- Empower people to take the action.
- Build habits by performing actions regularly e.g. regular follow up meetings etc.
- Develop the organisation where habits are built in by processes, routines or check lists.
What is your opinion about building habits in organisations?
I have been working over one year in a leadership position at Finnish technology company and it has been eyes opening experience. When working at company’s top management it forces to think leadership more deeply. In this post I want to share my thoughts about values, own values, organisation’s values and values of different people.
Understanding the importance of values starts with understanding own values. What do you value? Do you value beauty, courage, growth, happiness, power, truth or wisdom? This is short list of examples what people value and those values guides people and organisation to different decisions and actions.
Finding own values may take time, but it also helps in leading others. Since you are aware of your own values and have courage to discuss about them with others, it will help you on your work as a leader. The good organisations have shared values and they are usually find by very simple action: discussion. The values are easily found by having sessions where team members have opportunity to tell what they value. After a while or sessions it is easy to find shared values which are in place at organisations.
Living by values. The leaders need to live by their values and when organisation has shared values in place, those must be respected by the all. Strong values builds strong organisations and cultures. The good organisation culture may affect very positively to company’s financial results and overall value. An excellent example is Zappos, where strong values and culture have help it to grow from start-up to multi-billion dollar company.
The company values and culture had big role in its success. When everyone knows what are the values in organisation it helps to make correct decisions and actions without concerns. If values are respected and organisation culture is built on those, it will lure right people to company and spit out those who don’t fit. In general with shared values and good company culture will help leader in their challenges.
|In the last post I wrote about ideas and how to make them happen. But now I am wondering what makes you and other people tick in different organization? What are environmental factors that allows people to encounter to challenges what they want to solve? And what kind of organizational functions we need to create that kind of environment?|
Passion is something that makes people tick. Somebody may be passionate for running, somebody is passionate for photographing and somebody may be even passionate for working. When people are passionate for something they talk all the time about it, they think about it and what to do next. You know when have you got excited about something and it is almost impossible to stay hold. You talk about it, sketch plans to paper, seek reviews and information about it from Google. What if you have same kind of passion towards daily work?
The new way of management
The challenge come in organizations where the traditional management methods take place. You wait for someone (usually your superior) to tell what to do next. You cant influence the content of the task or project and you do it just because it is your job. What if this is changed up-side-down and people could have opportunity to choose the tasks and project they want to do? I know that this is not the easiest thing to change because it may also affect to business models too.
Let’s think about positive sides of the model and imagine that we have different projects available. We have the environment where people have access to information of the available projects. Developers who are interested in project, apply for developing it. It might be possible that everyone are willing to solve same problem and rest of the project don’t get resources. The positive side is that the most interesting project may be also the most beneficial project for both parties (project lead and developers). Developers are happy when they can solve problems they want and motivation is on high level. This leads to better results in the project and project stakeholders are happy too.
Then the other side is when some project does not interest nobody. I would say that kind of project could be rejected before start and again both parties are happier. I would not be happy project manager for the project where developers don’t have enthusiasm towards project.
This kind of change needs paradigm shift in all levels in organization and also huge efforts from information systems. I profess that the more creative and intelligent people are working in organizations the more interesting challenges must be easy to find and access. Working environment must support happy encounters of challenges and solvers!