Organizations led by a “command and control” perspective belong to the past, even if they can still survive today. And in reality there is no standard for these organizations: some continue to be led by the original entrepreneur (who runs the organization focused on the value it comes to each year in increasing its “personal wealth”, not the long-term organization), and others are “established” companies, which have long broken the umbilical cord with its founder, and which are very focused on risk control and increasing cost optimization.
But the world has changed: new generations of employees (as well as consumers) are driven by values, life experience (including life experience), because they believe they are doing something bigger than “n” weekly work hours. They are increasingly well prepared, want to understand, learn, be heard, and have the opportunity to do something different. They are employees who do not hesitate to change jobs if they do not find what they want, but who also know how to be more productive and creative, and are available to do the” extra mile” if given the confidence andopportunity.
It is up to the leadership of the organizations that most want to grow create the conditions for entrepreneurship to be a value and a practice of the organization. And this does not mean giving up return to shareholder and risk management. It implies believing that companies are healthier when they balance the interests of shareholders, top management and customers with the interests of employees. And it implies believing that it is the employees, not the “genius” of top management, those who make the company grow.
I do not believe that there is an easy roadmap for this change. But there are a number of practices that, properly adapted, can certainly facilitate the cultural change that some companies need:
- Putting people first: understand that more and more organizations will compete for talent and the talent of their people. This is an enabler to develop a more genuine interest in people, understanding them not as a means to achieve an end (“money”), but with an end in itself (having the best people, developing them and attracting them) that results in “collateral” the growth of the organization and results, as well as shareholder return.
- Create a culture of continuousevolution, learning, knowledge sharing (not only for generosity, but for the enrichment that information sharing creates in the mentor) and explicit encouragement to professional development, balancing the interests of the company and the team.
- Communicate, a lot. The organization’s long-term goals, short-term achievements, differentiating factors, company constraints, customer interest, day-to-day successes, current culture and future. The role each one can have. Each other’s career. It’s critical to communicate, and a lot.
- Continuously injecting new talent into the organization (in moderation), supporting the challenge to the organization’s practices, guaranteed that this challenge is perceived positively, for the good of all, and that new ideas are presented constructively and with empathy, and never as a clash of perspectives.
- Develop leadership skills in the company. For two essential reasons: (1) it is the leaders that shape the culture of the organization, and if leaders are not aware of their role, change will never happen and (2) leaders are decisive in retaining people: if we reflect on the expression “people join companies but leavemanagers“, we understandthat (almost always) it is true.
- Reconcile people’s interests with those of the company. It involves investing time to know the real interests of people (which unfortunately is not a regular practice in many organizations), and investing time in explaining the interests of the organization. And from there, build convergent goals, and allocate time to the pursuit of the new goals (a decision that is facilitated when we reflect that the genuine motivation of potential people allows them to have a very relevant additional productivity).
There are large organizations in every country, which have long cut the relationship with their founder (or even the government that created them), and who have managed to create the conditions to reinvent themselves, to create a culture of entrepreneurship and to stand out. They all have a common denominator: the deep belief that it is the people whomake theorganization, and the development of the organization is the consequence of people’s development.
Source: LINK TO LEADERS