Change Readiness
Remember those days of frenzied change in your organisation? A whirlwind of decisions, shifting goalposts, and that knot of uncertainty in the pit of your stomach? Change is an inevitable part of the business landscape, akin to an endless rollercoaster ride. But what if we could replace the stomach-churning drops with a journey characterised by strategic manoeuvres and anticipatory excitement? Enter: Change Readiness.
Picture this: an organisation that’s not just reactive, but embraces change as a standard operational procedure, consistently capitalising on opportunities, minimising risks, and maintaining performance. Can you see it?
At the heart of such an organisation is a new breed of leadership – one that reframes, reinterprets, and reforms operations at a moment’s notice. Sound challenging? It is. But necessary. After all, “just to get things done” (McWhinney, 1996) doesn’t cut it anymore.
Now, let’s talk about the people factor. Remember those faces clouded with uncertainty during the last change? Change, as chaotic as it might seem, fundamentally revolves around people, whether it’s a new product launch or a return to the office after remote work.
Before diving into the sea of change, it’s vital to check our readiness. Are we ready for change? It’s a straightforward question with complex answers. Studies suggest that over 70% of change efforts miss the mark due to top-down approaches and inadequate consideration for the individuals affected. We might be in dire ‘need’ of change, but do we possess the competence, commitment, and resilience to achieve the desired business results?
Reflect for a moment. How well-prepared are your teams to confront the fear of the unfamiliar and embrace the exciting unknown? Do they see themselves as ‘partners in change’ or ‘victims of change’? Have their concerns been addressed? Do they comprehend their role in effecting a successful change?
It’s about striking a balance between keeping employees motivated and avoiding a steep plunge into anxiety, confusion and disengagement. And it’s not just about ‘coaching through change’, but how kindness and respect play into the change readiness equation.
Remember those delays in implementing organisational changes? The wasted time, effort, and resources? Assess your organisation’s readiness for change, strategically plan the journey through change, and then swiftly expedite your change programme with the backing of your teams, not against them.
So, are you ready to embrace change readiness and transform those tumultuous rides into a journey of strategic, anticipatory excitement? Let’s start turning the wheels of change with the proper preparation and a people-centric approach. Are you ready to hop on board?
Achieving TPM Excellence, the Fast Jet Way
My career spanning nearly four decades in Total Productive Maintenance (TPM) still amazes me with the quick progression and significant gains achieved by moving through the 8 stages of TPM.
Shaping The Future of Work: The Power of Mentoring and Coaching
Remember when you first stepped into the corporate world? A mixture of excitement and uncertainty consumed you. It was a brave new world full of opportunities, challenges, and tough decisions. How well you navigated this landscape often depended on who was there to guide you. This is a tale of two generations, with differing expectations of work and the pivotal role mentoring and coaching play in bridging that gap.
How to Turn the Right People into the Wrong People
When I am working with clients across multiple disciplines, I am sometimes surprised when they tell me they have the wrong people in some key positions and my task as the business coach or consultant will be to turn these wrong people into the right people.
Maintenance, Lean Processes and the Drive to Net Zero
Never has there been a greater responsibility for every business to maximise its efforts to drive to net zero. Correct machine maintenance coupled with Lean processes (once just the domain of operations) is now proving to be a force multiplier across maintenance and engineering in the drive to net zero.
Who Is Driving Your Leadership Career?
Your leadership career is a journey, and just like any journey, it requires a driver. The question is, who is driving your leadership career? Is it you, or are you letting external forces take the wheel? Taking control of your career is essential for your personal and professional growth. In this article, I will explore the importance of taking control and offer some insights from my 45 years in the world of work that may help you steer your career in the right direction.
Getting Things Done.
In business it can sometimes feel overwhelming with the sheer amount of ‘things’ that need to get done. Here are three established tools that I use to ensure I am completing those tasks that are value added, and that need to be completed to drive the business forward.
Meeting the Demands of Leadership 4.0
Discussion of Industry 4.0, encapsulating the digital and AI revolution is everywhere. Books, news broadcasts, TV programs and endless social network streams are now readily available to bring leaders up to speed on the impact of Industry 4.0 on business. However, there is not anywhere near the same amount of explanation or description on how leaders are supposed to evolve to operate in this new 4.0 space.
The Missing Link Between OEE and TPM
So, let’s start with my hypothesis that TPM drives all three elements of OEE, namely: machine availability, speed and quality. Traditionally as a Maintenance Leader and then Operational Excellence (OpEx) leader in paper mills and packaging manufacturing plants, my focus was all about machine availability. However, experience has taught me that just focusing on availability is missing 2/3 of the opportunity to improve business by not embracing the entire OEE metric through maintenance action.
Every Interaction is an Opportunity: Maximising Business Potential
In the course of my doctoral research project to develop a leadership model, a pivotal insight emerged – ‘Every Interaction is an Opportunity.’ While the significance in the research of common leadership behaviors and traits were expected and well represented, exploiting ‘interaction as opportunity’ was new. In this context, I delve into the advantages of embracing this opportunity and how its application has empowered me to drive business success.