Tag: stakeholder management

3D Juggling 645: Buttons

Claire writes: “Two days in a row, people have said to me ‘Help me see the wood for the trees’.  It’s a tricky one when the detail of what’s going on in the here and now makes it hard to see what else is going on.

All of us live and work in systems.  John Donne’s ‘No man is an island’ is as true at work as it is in families and for people living alone.  So how do we see the wood for the trees?  When we are training people to think about systems in one to one conversations, we encourage them to take a pile of buttons and use those to move around and depict the different systems they are in.  It can be remarkably useful.  If you carry out review conversations with others, getting them to use buttons to take an overview of their work can often help them to notice new and different things.  Anything that helps us take a different perspective.”

© 2014 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

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3D Juggling 560: Engagement

Claire writes: “If you are involved in any kind of training, you’ll know the energy that comes from an engaged group. You will also have an opinion about happy sheets and evaluations and ongoing learning.

We notice that there is always a dilemma about the balance between a performance that people will rate and learning that will transform. We also notice that, too often, the trainer takes responsibility for making the event work! Transformation comes when the responsibility is shared – even if the delegates may need to work harder!

Some questions we like are:

  • What needs to be different by the end of the day so that you go home and say it was a valuable use of your time?
  • What do we need to do to make sure that happens?
  • What do you need to do?
  • How will you know you’ve got what you need?

We write them up – and then at half time, we do it again – asking them to tick off if they have already got what they need – and amend the contract if we need to deliver different material or material in a different way.

Sharing responsibility appropriately in the training room can also mean that responsibility is shared more appropriately back at work.  Think about it…”

© 2012 3D Coaching Ltd

May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

 

3D Juggling 541: Who do you schmooze?

Jane writes: ‘You’ve identified all your stakeholders – all those people, volunteers and organisations that have an interest in your service, product, operations, impact, turnover/profit etc.  How do you know what sort of attention to give each of them?  Do you spend more time and effort with the ones who show most interest in what you’re doing, or those that provide you with most income?  Do you forget about the ones have been quiet for the last six months, or those that you are confident are supportive of your plans?

Tricky decisions, and there’s no right answer.  There are some general principles that you can follow though.  Don’t ignore any of them.  Don’t assume that because they are not showing much interest now that they won’t pop up and exert some influence later.  The best laid plans can be scuppered by a stakeholder whose interest wasn’t understood.

Understanding the differing degrees of interest and influence associated with stakeholders will help you to plan how to keep them involved; through keeping them informed, consulting with and involving them, maybe encouraging them to enthuse about what you’re doing to others.

Who do you need to schmooze?

© 2011 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

We were recently talking to a former CEO of some houselhold name brands. He recommends the Balanced Scorecard as an approach to managing stakeholders.

3D Juggling 499: Who comes first?

Jane writes:  “It’s been another week of cuts and we still haven’t reached the Spending Review in the UK.  There is an increasingly limited amount of funding available to support any kind of coaching and training in organisations.  How can limited resources be used to have maximum impact on organisational effectiveness?

Customers and volunteers respond to many things, including products, prices, location, and advertising. They also respond to their experience of people.  Maya Angelou, an American poet, said “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

One way of increasing effectiveness is to reduce the amount of time spent in responding to complaints and concerns raised by customers, volunteers and other stakeholders. Feedback from customers, whether they are collecting mail from a Royal Mail delivery office, receiving treatment at a hospital, or trying to return a faulty item to a store, is often related to the attitude and behaviour of staff. And the attitude and behaviour staff is likely to be influenced by the way that they are treated by their managers and colleagues.

From my experience of working in organisations I formed the view that the people who really need to be put first are employees and volunteers. If you get it right for them they will get it right for your customers.

It can take a long time to develop loyalty in a customer or volunteer – and just seconds to lose it. How do your employees, colleagues, or volunteers make customers/clients/visitors feel? Do they know? Are they interested? They should be.”

Talk to us about how we can help you to develop a culture where staff feel valued, engaged and empowered, and where customers experience positive attitudes and behaviours.

See People Management from 12 August 2010 to read how an IT company with 60,000 staff implemented a management approach that put employees first and customers second.  It achieved dramatic improvements in performance underpinned by a 70% increase in employee satisfaction. During a recession.

(c) 2010 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

 

3D Juggling 404: A New World

Claire writes: ‘Whatever your politics, there is no doubt that the election of Barack Obama is a significant step in world history. More than 40 years after America changed its civil rights legislation, America will have a black president and that equality will be played out in the Oval Office.

I am reminded of the line in George Orwell’s Animal Farm: ‘All animals are equal and some are more equal than others.’ It’s taking a while for reality to catch up with legislation. Like nations, organisations have their own values which are often displayed proudly on their websites and in corporate communications. Are those values always demonstrated in the way employees are treated? Or do behaviours to and between staff need to catch up with the way that the organisation behaves to customers and stakeholders? What’s happening where you work?’

Love this? Do us a favour and send it to five people. Who thinks like you? You could send it to someone who you know who watched the US election!

(c) 2008 3D Coaching Ltd

3D Juggling 387: Saving the Collective Story

Claire writes: “Last week, Jeremy talked about the power of stories. At a recent IOD Breakfast, Martin Bell spoke compellingly about the shift in the UK governments attitude to war since (at that time) no members of the cabinet have been in active service. He pointed out that the government has lost the collective story that is important in them making informed decisions on behalf of the country.

How do we retain the story? By retelling it and by experiencing it. The Jewish people retell the story through the sabbath meal. Christians retell the story through the eucharist. How do organisations retell the story?

Experiencing a story gives its own insights. I have never been truly poor, but having lived amongst the poor in a rural African village, my understanding of the issues facing the poor has been changed forever. I carry their story with me. Tesco require their managers to work on the shop floor from time to time to experience the stories of both customers and the workers on the shop floor.

The collective story is important. How do you keep it alive as it develops into the future – in your work and in your family?”

Love this? Do us a favour and send it to five people. Who thinks like you? You could send it to your colleagues.

(c) 2008 3D Coaching Ltd

3D Juggling 383: Taking all of you to work

Thanks to those of you on LinkedIn who took the time to answer our question: What are the benefits of faith in the workplace? We received loads of responses from those of different faiths and none. We also discovered that if you ask a question on LinkedIn it goes way beyond your own contacts list!

‘Claire writes: Stonewall say – People perform better when they can be themselves.

People work more effectively when they can bring themselves to work. No employer in their right mind would ask their employees to leave their brain outside! So it’s interesting that there can be mixed reactions to people bringing their spirituality or faith to work. Of course we are all primarily employed to do a good job, but there can be huge added value in allowing people to acknowledge their spiritual side at work – whether or not it is connected to faith.

A fellow coach responded to my question by saying: Anyone can experience peace, unconditional love, forgiveness and experience the joy of the present moment regardless of faith, creed, religion, race … perhaps we just need spiritual intelligence.

In fact, Ian Mitroff did some research in the US which he wrote up in his book ‘Spiritual Audit of Corporate America’which discovered that companies that acknowledged spiritual values and aligned them with corporate goals outperformed those who did not.
Are you expecting people to bring all of themselves to work?’

Love this? Do us a favour and send it to five people. Who thinks like you? You could send it to people you saw this weekend.

(c) 2008 3D Coaching Ltd