People join companies but get married to their departments.
All people who get married to their departments have a risk of becoming a problem for the company.
Departments have no real existence except for work distribution.
There are no successful departments in failed companies. Not really.
The mess that companies face just because people start identifying themselves as part of a department or SBU or a function would have been a good comedy film if it were not for the disastrous impact they have on the culture and performance of the organization.
The resultant politics is all about the benefit of some people at the cost of the majority.
Unfortunately, many well – meaning, good intention people get stuck into this blindspot.
Even some CEOs and top management encourage departmental thinking initially to manage work and control, but realize it when it is quite late that they have built a monster that will destroy their creation.
Wishing you all to get married to the company, better still – to the purpose of the company.
If you want to transform organization culture you may connect with Manoj Onkar, MANAGEMENT INNOVATIONS – firstname.lastname@example.org, 91-9106456275
Transforming the Culture through each supervisor and manager.
GIVING AND RECEIVING FEEDBACK
CONTEXT: Giving and Receiving feedback is one of the most important aspects of individual and organizational development.
INTENTION: Giving and Receiving feedback should accomplish the following:
Help the Individual improve their knowledge, skill, attitude and grow as a professional
Improve the performance in expected as well as better than expected manner
Strengthen the relationship between the Individual, the feedback giver and the company
Help the feedback giver discover new paradigms and grow as a professional
Help the company grow by improved performance, improved products and services and improved teamwork, innovation and culture
Types of Feedback: Transactional Feedback Vs Transformational Feedback
Iceberg Model: What you say is 10% Everything else is 90%
Receiving and Giving Feedback is not about what you say? It is not about How you Say? It is much more than that? What could it be about?
Transformational Feedback is a difference making conversation that contributes to the giver, receiver and the organization.
Transformational Feedback needs a state change in the consciousness with which the individuals and the organizations operate.
What are the various factors
affecting this conversation?
From Feedback Giver Perspective
From Feedback Receiver Perspective
From Situation Perspective
Laws for Giving and Receiving Feedback
No one should give feedback or receive feedback without deep appreciation for the other person and the work area that is being discussed.
It is not a feedback session if it is not leaving everyone empowered and enabled
Principles for Giving and Receiving Feedback
Giving Feedback and Receiving Feedback is a transformational conversation and hence is a ‘Leadership’ role.
Blindspot of Leadership: Success of the Intervention depends on the interior condition of the intervenor. i.e. The success of the feedback conversation is dependent on your interior condition.
Interior Condition is constituted of 1. Intention 2. Attention and 3. Presence
You can choose to operate from Being the leader/Intervenor every time you give or receive the feedback.
There are 2 kinds of intentions. EGO Intentions and ECO Intentions.
Ego intentions are given by concern for self or small group of people. E.g: Proving Oneself, Defending Oneself, Protecting something etc.,
Eco intentions are holistic in nature and include the benefit of all stakeholders
One can either have the attention on their ECO Intention or be
distracted by all the concerns, worries and considerations. The Quality of
Attention on the Intention is the differentiating factor between good
intentions and good impact.
The level of mindfulness that we operate with is the level at which we
are really present – present to people, to the situation, to ourselves and are
able to sense the said, the unsaid and the emerging possibility.
How does one develop oneself to be effective in giving and receiving feedback? To be covered in another writeup.
For more information on trainings and interventions that transform the consciousness of the organization and its people, contact: Manoj Onkar: email@example.com 91-9106456275
Inspired by Theory U – by MIT Prof. Dr. Otto Scharmer
The guiding principle is: The amount of management required in an organization is inversely proportional to the quality of its people and the quality of alignment among its people.
If your people are a highly competent team of self- generating leaders sourced by the common INTENTION (Purpose), the level of management required is minimum e.g. Salt in cooking.
If you compromise on the competency or alignment of your team, then you have to compensate by excessive management and that leads to a host of impact that an evolved leader or organization doesn’t want to see.
The more management you have – the less leadership you have in your organization. Leaders need minimum management.
How do you create an organization of self- generating competent leaders aligned to the INTENTION of the organization is the key question for the CEO and the top leadership team.
If you do the job of getting the right people – competent people, who have also mastered deep listening and sensing and invest in generating a common PURPOSE – raison d’etre for your organization and the team – you don’t need to do excessive management.
What do you think?
For more information on how you can create an organizational culture of more leadership and initiative from people and reduce the need for too much supervision and management, contact: Manoj Onkar – 91-9106456275; firstname.lastname@example.org
This write up is inspired by Theory U by MIT Porf. Dr. Otto Scharmer
Everyone talks about teamwork. But does it really work?
What do you do when you have wrong people on the team? Or People who really don’t know how to work on the team?
What does it take to really make Teamwork Work?
Consider the real issue is *What are you constituted as?*
You can either BE an INDIVIDUAL or BE a TEAM – not both. In the moment, you are being an individual- you are not being a team and in the moment you are being the team – the individual doesn’t exist.
What does it mean to be constituted as a TEAM?
Moment by moment giving up the ego of being an INDIVIDUAL. The boundary of our thinking has to move from that of an Individual to the Team.
An evolved team, is not about the team but about the PURPOSE – raison d’etre of the team.
Know that you have an EGO as an Individual.
Know that you are by default married to your EGO as an Individual.
Your commitment to BEING the TEAM has to win everytime over your default attachment to BEING the INDIVIDUAL
Having the right team helps – but at the level of EGO there is no right team. EGO will have an issue with anyone and everyone – sometime or the other.
Training your self and your team in the tools of A. DEEP LISTENING and B. FIELDS OF CONVERSATION – covered in earlier write ups will help.
Unless the team is trained in listening at Level 3 and Level 4 reliably – it is not going to discover it’s real power as a team.
Every team meeting that is done at the field 3 and field 4 i.e. Dialogue: Reflective Inquiry and Presencing: Generative flow will go beyond the traditional understanding of the team and the kind of work that the team is able to fulfill.
For more information on transforming team work, collaboration and co-creation in your organization, you may contact: Manoj Onkar 91-9106456275. 91-8767636060 email@example.com
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Contact: Manoj Onkar, MANAGMENT INNOVATIONSGlobal Transformation Champions Group 91-9106456275, 8767636060 firstname.lastname@example.org P.S.: You may share this information with others who may be interested.