This document discusses various organizational "viruses" or issues that can negatively impact an organization such as constant change, lack of focus, and poor leadership. It proposes interventions for organizations including developing strategy, encouraging collaboration, living the values of quality and change. Finally, it discusses keys to high performance such as being driven, relentlessly pursuing a vision, and valuing people. The document advocates for organizational well-being through balanced challenge and support for employees.
9. Disjointed action
We don’t see the big picture
and how our unit’s work fits in
with an overall strategy or
purpose
10. Crisis jumping
When in a crisis, we act more quickly
and decisively and then we often wait
for the next crisis to hit before similar
action occur
11. Over changed
We have a capacity problem with too
many changes going on around us; it
is more difficult to keep up; we are
stressed out
12. False positive
We like “nice-speak” – be subtle, be
nice, be kind, even if we disagree.
This leads to passive resistance
13. Turfism: my business vs
our business
We like to defend our turf to the
exclusion of what is in the
organisation’s best interest
14. All things are possible
We are not clearly focused on a few
critical priorities; each good idea receives
attention and energy; we don’t say ”no”
to good ideas which are not part of our
strategy
15. Caste: Value by grade
We like to label people by grade which then
leads us to evaluate their contribution
by grade and not by competence
17. Have it my way
We don’t learn much from each
other; “not invented here”
syndrome
18. Have you been affected by
those bugs in the
workplace?
Let’s see
19. Ask yourself these
questions
• Do you lack enthusiasm for your
job?
• Do you dread getting up and going to
work?
• Do you hate the thought of dealing
with the internal politics?
20. Ask yourself these
questions
• Do you avoid certain individuals so that
you just don’t have to deal with the
frustration of interacting with them?
• Are you tired of inconsistencies in an
office where direction, strategy, policy or
procedure can change from day to day?
21. Ask yourself these
questions
• Are certain philosophies and
attitudes preached but not
practised?
• When a new programme is initiated,
do people think “This too will pass”?
22. Ask yourself these
questions
• Do you find yourself looking forward to
either resigning or biding your time until
retirement?
• Do you feel that, no matter how hard
you try, you simply cannot make a
difference?
24. Organisational Liposuction
What happens to the
person who has
liposuction performed
on his body, but
fails to change eating
and exercise habits?
25. Outward appearance may improve temporarily
Overall well-being and physical fitness do not improve
Soon , the person regains fat
Downsizing is simply a drastic measure to remove
unwanted corporate fat :
DOWNSIZING is institutional liposuction
26. As it is necessary for the overweight
person to follow a well-balanced diet
as to avoid the surgeon’s knife, it is
of equal importance for organisations
to adhere to certain organisational
diets as to avoid liposuction.
27. Leadership diet : avoiding the fat
Leaders continuously assess the future
Understand their competitive position in the
market
Analyse and anticipate changing customer needs
They must be proactive
They manage their key business processes well
29. Unfolding strategy
Stop
What are the
things that you
Let go Maintain
need to
Initiate
30. Here is the test to find
whether your mission
on earth is finished. If
you’re alive, it isn’t.
- Richard Bach
31. Ideas into action: Tom Peters
Ensure staff collaborate to achieve continuous
improvement in performance.
Put customer satisfaction ahead of numerical
targets and financial goals
Be “soft” in managing people., “hard” in expecting
good performance
Live the quality message with “passion,
persistence, and above all consistency”.
Welcome change and be a change agent
Eliminate silly bureaucratic procedures, demeaning
regulations, and dispiriting working conditions
32. What have you been
ignoring that is
calling for your
attention?
33. Ideas into action: Peter Drucker
Make sure that everybody understands what your
business is really about.
Maintain a purposeful and organised search for new
opportunities
Make managing knowledge a prime concern in
managing the business.
Freedom to challenge everything and anything
35. Ideas into action: Stephen Covey
Combat bad times by adopting practical, do-able
counter measures.
Ensure that you are seen as fully competent in your
area of professional expertise
Profound, sustainable, cultural change can take
place within an organisation… only when the
individuals first change themselves from the inside
out
Look for credibility problems and make resolution
of them a high priority
37. Ideas into action: Jack Welch
E to the fourth power. “E” stands for Energy,
Energising others, competitive Edge and Execution
“ Ginger up” management by making
unexpected visits and engaging in confrontational
argument
Banish traditional bosses
Commit management to the relentless pursuit of
unattainable perfection
Educate managers to think like owners and give
them sound incentives to do so.
38. High performance organisations
Performance driven and demanding
Relentlessly pursue a vision
Value “people skills”
Entrepreneurial – behave like small
companies
Value creation as a key driving force
Use simple measures of what they call “
superior performance”
39. Eat like you’ve just had a heart attack.
Work like your job description is
under consideration.
Talk like everyone can overhear what
you say.
Live like you’re going to have a face-
to-face with your Creator every day.
- Stephen Covey
40. Hi
SPECTATOR FULFILLED
Sense
of
purpose
VICTIM WORKAHOLIC
Lo
Lo Productivity Hi
41. THE FOCUS OF GREAT
ORGANISATIONS
1. They know what is expected of them?
2. They have the materials and equipment they
need to do their work right?
3. They have the opportunity to do what they do
best every day?
4. In the last seven days, they have received
recognition or praise for good work?
5. Someone seem to care about you as a person?
6. There is someone at work who encourages your
development?
42. THE FOCUS OF GREAT
MANAGERS: Gallup survey
7. Your opinions seem to count?
8. The mission/purpose of your organisation
make you feel like your work is important?
9. Your co-workers are committed to doing
quality work?
10. You have a best friend at the organisation?
11. In the last six months, have you talked with
someone about your progress?
12. You had opportunities to learn and grow?
43. BALANCING YOUR
ENERGY
Hi
Burnout Peak
Exhausted Performance
Challenge
Recharge Distress
Time Boredom
Lo Hi
Energy
44. EMPOWERMENT
Hi
High
Comfort
Performance
Zone Zone
Support
Apathy Burnout
Zone Zone
Lo Hi
Challenge
45.
46. Blessings from Mario Denton
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