Whatever happened to training people in project management skills?
One of the seven leading causes of depression and anxiety cited by Johann Hari in his book, Lost Connections, is the loss of connection or engagement at work.
It's like our organizations are made up of the living dead. Maybe that's why zombie movies are so popular?
In 2016, U.S. corporations spent nearly $162 billion on employee training and education. However, this investment rarely improves organizational performance, a reality experienced by many companies and explored in the Harvard Business Review article “Why Leadership Training Fails—and What to Do About It.”
It’s no secret that companies sometimes do crazy things. Shows like The Office and the comic strip Dilbert have become cult classics because they reflect corporate dysfunction with horrifying and hilarious accuracy.
Your operating culture can drive company growth—or it can hold things back. The most effective operating cultures presume collaboration, enabling employees at all levels and across all functions to drive the organization’s goals.
When an organization is looking to improve organizational effectiveness, they pick up the phone and call a big consulting firm, and upon their advice embark on a major restructure.
The company restructure is a popular tool among CEOs (and big consulting firms), especially in the first two years on the job with varying motivations such as strategic growth, cost cutting, creating better alignment with customers, and more, all with the goal to achieve better performance.
But that’s usually not the result.
Now that you’ve rolled out the new organizational structure, you can breathe a sigh of relief, right? After all, the new job descriptions have been written. People have been assigned to their new jobs. Done and done. Now for a much needed rest.
Well hold on a minute. You’re only half way to the goal line, particularly if you restructured into a matrix organization. There is a lot more work to do to operationalize that matrix, especially if this is the first time the people involved will be expected to work as a matrix.
Living through a restructure is a common enough occurrence these days but being common doesn’t reflect how unsettling and disrupting the change can be.
People are at sea.
They don’t know what they are supposed to do and how they are supposed to operate in this brave, new world that’s been created.
One of the best things you can do to quiet the storms is get people in training that will teach them the skills they will need to operate differently.
Sandy Trume, the Director of Organizational Development at ABC Inc. was taken away in a straight jacket from corporate headquarters in Tulane on Wednesday. Witnesses said she was drooling and babbling incoherently.
The march forward to more effective and efficient organizations needs to be led by organizational development professionals. All too often change initiatives lose traction and wind up on some shelf to collect dust, which is demoralizing and wasteful.
Organizational development professionals have the power to ensure that the above doesn’t happen and that organizational change does become a reality. Consider the following seven steps toward this goal.