People – the key to unlocking organisational potential

The heart of every organisation beats to the rhythm set by that organisation. The people we employ are at the core of everything done, and yet remain the enigmatic conundrum to many leaders and managers.

I didn’t realise at the time (mid 1990’s) but I was taught a very important lesson when visiting a factory in Japan to discuss their approach to continuous improvement, which included Kaizen, 5S and other tools. When asked about engagement among staff, the reply suggested I consider the “20/60/20 rule” to categorise staff in terms of attitude to change and improvement.

I’ve attributed some titles to the groups of people:

Catalysts – those who embrace change and want to drive forward and make a difference. The bright sparks who can use their knowledge and passion to take others on a journey of change.

Anchors – we all know them, those who will come to work, do their hours, conform to processes and standards, and are happy with status quo. Not troublemakers, but not willing to engage with change processes.

Followers – the 60% majority who are willing to be engaged and will adapt to change, but need to be encouraged to become part of the process of change.

Having implemented change in many types of organisation, from rationalisation programs through to improvement programs, the mantra still runs true, give or take a few percent. If you can give to tools to the Catalysts and help them to engage the Followers, great things can happen in terms of delivering on personal and organisational potential.

However, the Anchors can be a distraction, and can be a drain on time and resource by attempting engage. I have learned from experience that investing time and energy in tyring to overcome the inertia in these types of people is futile – best to acknowledge and move on with the 80% who can bring positive change about.

In terms of enabling change, it stems from strong leadership, a clear sense of direction/purpose and absolute clarity in communication of change – the reasons for it, the process involved and the potential outcomes.

And don’t forget two vital ingredients in the leadership of change mix:

1. Recognise good work/great ideas regularly.
2. Celebrate success – end of a project, delivery of a change program, new product or process, implementation of a great idea.

In a day and age when productivity and profitability is driving change consistently, it is vital to have a process in place to engage and involve your team.

To explore more about unlocking potential in your organisation, please do not hesitate to contact us.