The Agile Organization How To Build An Engaged Innovative And Resilient Business 2nd Edition Linda Holbeche - Solutions

Are line managers trained in people management skills, including coaching and feedback?
Are roles designed to provide stretch, be do-able and have line of sight to the customer/purpose?
Are staff involved in creating new standards and raising the bar?
Is space created for staff to reflect on customer challenges?
What do you want your employees’ experience of working for you to be in five years’ time?
What do you want your customers’, partners’ and suppliers’ experience of working with you to be in five years’ time?
Do you act on staff feedback – and are staff allowed to make the improvements they identify?
Do you use hard and soft intelligence about staff experience and morale to seek out problems and target support for solving them?
What measures, incentives, sticks and carrots exist to ensure there are diversity key performance indicators (KPIs) at every level of the business from team leader through to the C-suite?
Similarly, who is the diversity champion at the most senior level of the organization? No leadership invariably equals limited or no progress on diversity.
Is unnecessary bureaucracy eliminated?
How clear are staff about what work needs to stop, start, continue? Have rewards and recognition been realigned to reinforce desired behaviours, such as collaboration, and customer-centric outcomes?
External scanning (regular assessment of the environment)?
Providing direction, setting strategy to achieve our vision / mission?
Involving people in strategizing and change?
Aligning culture and policies to deliver strategy (mission, goals, intent)? Do the elements support each other?
Role modelling - walking the talk on purpose, values and learning?
Holding on to the old or championing the new?
Do our leadership qualities, styles and mindsets bring out the best in us?
What do we do to build future leaders?
How willing and capable are our middle managers in building an effective work unit climate? What type of support/ tool/programme will help this group do this?
What is working well and what may need to change?
What do you need to do to close gaps?
Are we sufficiently externally sensitive – so that we can stay ahead of the environmental challenges? How can we get better at scanning the environment - building and using our external antennae?
Are we deploying the organization’s strengths and weaknesses well against environmental opportunities and threats?
Do we have a unified purpose, vision and mission – that appeals to ourselves and our staff at a deep level (and unites us for action and change)?
How aligned are our culture and vision/strategy? Do they support each other or cancel out each other?
Do I really believe that agility is the right way forward for my organisation?Does the top team agree?
How can we create and transmit values that bind the organisation together?
What are the right skills to drive my organisation forward?
How do we engage the people you need to deliver success?
How do we speed up processes?
How will tomorrow’s leaders need to be different from today’s leaders?
How do we create collective leadership?
How does customer focus become embedded in the organisation’s DNA?
How do we create a culture of performance and innovation?
How can we manage change effectively and not ‘throw the baby out with the bathwater’?
How do we maintain trust and keep people motivated through change?
How does our leadership help or hinder the organisation’s ability to adapt at speed?
What behavioural changes might be needed in me/the leadership team to tackle the challenges our organisation faces?
What do I/we need to learn as leader(s) and what’s the best way to go about this?
How well are good ideas/good practice disseminated?
What mechanisms does your organization have to identify and analyse emerging trends? For instance, how do you systematically collect ‘external’intelligence from your workforce? Who are the custodians who regularly scan and manage environmental challenges that you face?
In 15 years from now, what will have changed most in terms of for example your organization’s context, customer base, production methods, supply chain, workforce…?
Is the capacity and capability in place to deliver the organization’s goals?Are people empowered, engaged and able to fulfil their potential? Does the leadership style and the learning and development plan serve the ambitions of the organization and its people?
Do the core values and purpose act as guiding principles for the organization? Does the top team model behaviours congruent with these values? What gets valued and rewarded? To what extent is there trust and belief that people can make a difference?
How effective are partnerships? How well do people collaborate across silos?
How are tasks and people divided and authority distributed? How does this serve the delivery of the strategy and associated standards? Does it enable decision making, promote transparency and support organizational resilience and sustainability?
Do formal processes, procedures and systems connect? Do they support decision making and foster creativity and innovation? Do they enable people to perform and the organization to achieve its goals?
Is there a clear vision in place? Does it have a supporting plan to deliver positive outcomes for stakeholders? To what extent are people aligned to the organization? Do they understand the strategy and how they contribute to it effectively through their daily work?
How much commitment is there to agility in your organization?
Review the whole approach to managing performance to align with new values; focus on behaviours and contribution – including how managers develop people etc – and get people to account for their contribution in customer outcomes.While top teams may not
Take a fresh look at the competencies required over the next three years, eg change leadership, also taking new values into account.
Create a life-cycle map about staff in order to assess the quality of people experience at each stage and identify relevant improvement processes.
Reinforce customer-centricity through offering a leading people experience to staff.
Longer term – recruit in or build the management capability we want(people with diverse experience).
Don’t force technical experts to manage people as the only way to get on – develop other career possibilities.
Hold managers accountable for how they are developing people and managing change.
Managers should lead the customer-centric and change agenda and engage with the people who make front-line decisions. Managers should learn how to delegate effectively and develop teams (who can work across boundaries), expose them to new thinking (especially in the light of changing channels),
If senior managers/leaders become disconnected from customer experience they should go ‘back to the floor’ – to understand more specifically the customer experience – not only in induction.
Involve high potentials and senior managers in stepping up to more actively play a role in running and developing the business – usually a role held by top management – so that top management can be more externally focused and strategic.
How clear are staff about what work needs to stop, start, continue?Have rewards and recognition been realigned to reinforce desired behaviours, such as collaboration, and customer-centric outcomes?
Is unnecessary bureaucracy eliminated?
Do you use hard and soft intelligence about staff experience and morale to seek out problems and target support for solving them?
Do you act on staff feedback – and are staff allowed to make the improvements they identify?
What do you want your customers’, partners’ and suppliers’ experience of working with you to be in five years’ time?
What do you want your employees’ experience of working for you to be in five years’ time?
Is space created for staff to reflect on customer challenges?
Are staff involved in creating new standards and raising the bar?
Are roles designed to provide stretch, be do-able and have line of sight to the customer/purpose?
Are line managers trained in people management skills, including coaching and feedback?
Are values articulated in a way that shows how they translate into behaviour?
Are coherent goals set for quality, innovation, safety etc?
Which communities of practice thrive in your environment?
Do you have well-defined teams that regularly review how they are doing and get to know each other?
Do people have the skills, authority, information and resources to be empowered? What needs to happen to increase employee empowerment?
What kinds of communication can help strengthen employee engagement, performance, resilience and agility?
How clear are people about the purpose, strategy and the rationale for change?
How well aligned is your culture with achieving your corporate purpose?
How would you describe your culture? What elements of your culture help or hinder you today?
How are managers being helped to manage the transitions? What training or other development will people need to prepare them for new roles?
What is the quality of employee communications? How do we know?How effectively is the ‘employee voice’ heard and responded to? How two-way are communications?
What help can be provided to help people to face up to change?
How clear are people about the rationale for change? How much do they ‘buy in’?
How conducive to change is the organizational climate?
What has been the effect of the last major change in your organization?What did you learn from this change?
How much can the pace of change be modulated/controlled?
How much change is imposed top-down? How effective is the sponsorship for change? How much are employees encouraged to create ‘bottom-up’ changes to benefit the customer?
How much change is necessary in your organization?
Are there clear career progression opportunities?
Are employees stretched and challenged in ways that result in personal and professional growth and progress?
Do individuals and teams have the power to shape their work and environment to help them to perform at their best?
How interesting do employees find their work?
Are people fairly treated? Is there a commitment to innovative diversity and work–life balance policies? Appropriate reward?
Do employees feel part of the team?
Are communications high quality and two-way? Are employees involved and able to participate in decision making?
Is employee development adding to employees’ skills?
Are flexible working policies utilized by people at all levels?
Can people experience work–life balance? Are there regular workload reviews? Adequate resources and support systems?
Do employees value their relationship with their manager?

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The Agile Organization How To Build An Engaged Innovative And Resilient Business 2nd Edition Linda Holbeche - Solutions

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