Are you working with the right map?

Keeping with the theme of the moral compass and finding the true direction of the team, the next step in the navigation process is ensuring that the chart or map is the correct one.  It would be challenging trying to navigate a certain course when it’s not even on the map. When I had a private pilot license we relied heavily on the charts. Each area was broken down into many sub sections and in order to have enough detail on the charts, you would sometimes need to chart your course over multiple maps.

Corporate charts

This is fundamentally no different to the corporation. Each department or team may have a completely different culture and focus. It would be expected that the engineers would most likely have a completely different culture to the marketing team. Ideally, we would like the engineers and the marketing team to each have the same inherent mission and values, however this is sadly lacking in most organisations. I distinctly remember a “Dilbert” cartoon  published by Scott Adams where the engineer was sent to work in marketing. He claimed to be unqualified for that role. The boss slapped him across the face and said, “it’s a temporary measure”. The engineer responded with “where am I” and “ I need a drink”. This highlighted the problem of departments in the same organisation with distinctly varied culture and by extension mission and values.

One chart across the board

I believe that you now understand the problem and the challenge. The problem is ensuring that all parts of the organisation are operating on the same chart.  With the right tools and research, something you can gain an understanding of the people in the organisation in regard to the idea of “how are things done”. The key challenge now is to work out the cultural direction that the organisation should be taking, and then plot a course in that direction. You have probably started reading this and said to yourself “but that’s old school strategy development. Management sets up the vision and mission, and encourages the team to follow said direction.” That is not what I am advocating. I am advocating an ideal utopian environment where the team, in all business areas, is committed to the fundamental value system of the organisation. Where each team understands their role in the organisation and aims to get the best from their team to achieve the organisational goal.Is that achievable? I believe it is – with the disclaimer that utopia is a strange otherworldly concept that may not be achievable. But that does not stop us from striving to achieve utopia.

Striving for utopia

In Part 1 of this series, I spoke about a compass being a fundamental tool in working out the direction that the staff are taking, and using it to develop a corporate culture. The next step is using that same compass and plotting the course of the company. The company culture is most likely determined by the staff and their actions. However, in an ideal utopian world, the corporate culture is stronger than the individuals and becomes something that is passed on, like a badge of honour. I challenge business leaders to have the courage to ask basic questions such as :

• Describe the company values in your own words…
• The company values…
• The company supports me by…

The responses to these and many more questions will allow the management to gain an understanding of the culture and values of the team. Leaders and managers then need to have the courage and foresight to place their expected vision, mission and values alongside the values and culture of the team. The leaders need to understand that when these don’t align, their role is to delve deeper into trying to understand where the misalignment originates from.The challenge is that all team members need to work towards finding the correct solution. One quirky comment I heard many years ago was a manager imploring the team to get their ducks in a row. One team member suggested that that would be ok if they “quacked in sequence”.Until next time.

Why am I writing this?

I finish every blog with “why am I writing this?”The answer is BECAUSE –

•         Because I want to share the ideas, stories, anecdotes and business tips and traps.
•         Because I want to pay it forward.
•         Because I want to help people grow their businesses.
•         Because I want managers to become better managers.
•         Because I believe that I can “Give your business the EDGE”