“We recognize the confusion these recent events may have caused our customers, our employees, and the public,” Emergent said in its statement. “We acknowledge that there are improvements we must make … to restore confidence in our quality systems and manufacturing processes.”
For root cause analysis, read the University of Chicago study that found that America’s biggest police forces lack legality, as they are not answerable to human rights compliant laws authorizing the use of lethal force.
It is impossible not to reach the conclusions that the culture is rotten, there are inherently bad actors, and institutional resistance to change is standing in way of improvement.
Given the continued failures in implementing change, it is time to shift the resistors out of police departments. The only way to effectively do that seems to radically restructure the police, breaking their responsibilities up and sending those responsibilities to organizations better suited for these duties.
It is not enough to present a compelling case for change. Leaders can explain how the specified changes are in the company’s interests and the collective interests of all employees but for individuals to change their behavior, it must be in their individual interests to do so. There are always some costs to employees in any change program, but the behaviors required for change can still be in their individual interests if there are benefits that, on balance, make it rational to get with the program. It’s up to leadership to understand these cost-benefit analyses and tip the scales as needed to make active support of the collective change an individually winning strategy.
This is one the places having a volunteer army is vital. That army will help ensure the individual and well as the collective interests are engaged.
Under-engaging the Extended Leadership Team
It is crucial to get the extended leadership team seriously engaged in cultural transformation. Much of the coalition of change will be drawn from their numbers. What counts as an extended leadership team is different depending on the organization, but as a rule of thumb go to the top and draw a circle down to 3 levels below.
By drawing from the extended leadership team as the guiding coalition, you give them a personal stake in the outcome. Give the extended leadership team members a voice earlier on in the program and they will feel a greater sense of ownership and will contribute more readily. Their involvement should begin as early as the design stage to leverage their knowledge of the workforce and the situation on the ground. Giving them the opportunity for meaningful input will make them feel included in the program and enthusiastic about it, and will also help keep the program free of design flaws.
Allocating “Set-and-Forget” Targets
The hands-off, set-and-forget model for allocating targets has three major shortcomings:
If senior management neglects to inspire ambitions, to monitor progress and make proper course corrections, and to show sufficient engagement, then the initiative leaders will have little reason to go the extra mile. Presented with an annual target, they will likely focus on measures that aim simply to meet it – typically, shortsighted measures such as reducing deviations per batch or CAPA cycle time. After all, such measures are far easier to implement, and far less threatening to the delivery of day-to-day business results, than broad long-term measures such as seeking sustainable savings through increased productivity. Taking the simpler path is the rational choice when you understandably want to minimize disruption. Unfortunately, the short-tern measures don’t change culture fundamentally or sustainably. Sooner or later they are discontinued, and when that happens, the benefits evaporate.
The initiative leaders will likely seek solutions specific to their own silos rather than pursue opportunities that might contribute to collective, cross-department success. Those promising opportunities remain undiscovered since individual departments left to their own devices have no particular incentive to look beyond their silos. They might even have a disincentive to do so, because they may rightly worry that they wouldn’t get their fair share of credit for the results or that it would be a futile mission and damaging to their prospects.
The hands-off model prevents lead-indicator metrics, timely interventions, and course correction. If senior leaders have little visibility into a departmental initiative, they cannot easily realize that things are going off the hands-off model militates against lead-indicator metrics, timely interventions, and course correction. If senior leaders have little visibility into a departmental initiative, they cannot easily realize that things are going off track through the pursuit of unsustainable, short-term measures – until it is too late to do anything about it.
An information gap is a known unknown, a question that one is aware of but for which one is uncertain of the answer. It is a disparity between what the decision maker knows and what could be known The attention paid to such an information gap depends on two key factors: salience, and importance.
The salience of a question indicates the degree to which contextual factors in a situation highlight it. Salience might depend, for example, on whether there is an obvious counterfactual in which the question can be definitively answered.
The importance of a question is a measure of how much one’s utility would depend on the actual answer. It is this factor—importance—which is influenced by actions like gambling on the answer or taking on risk that the information gap would be relevant for assessing.
The day is coming where parts of my team will be returning to the office. However, the days of expecting everyone to be in seat 5 days a week are probably over for a while and the definite reality of hybrid teams is something we need to prepare for.
Hybrid teams have members working in very differing situations, with differing levels of autonomy, ability to socialize and access to the team leader. It will be a key activity to ensure that all team members are treated equally and fairly, regardless of their work arrangement, moving forward. Especially since everyone will be dealing with vulnerabilities, both those back in the office and those remote partially or fully.
Here are some key steps I am planning for, based on advice from this Forbes article.
Relaunching the Team with a Kickoff: As a leader who started remotely almost a year ago, I feel an acute need to meet my team in person and celebrate with them. This will also be an opportunity to kickoff this new chapter in the team’s life.
Level the Playing Field: Ensuring everyone has equal access to me will be key. Team meetings will be fully remote, with on-site folks logging in from their desks. I’m keeping a calendar to track how much face-to-face I get with people and I’ll be looking for opportunities to connect in multiple ways.
Over-communicate: I’ll be honest, I am a little tired from the volume of communication is going on now, but going hybrid means I will need to double-down on my efforts here. I’ll be keeping my consistency meetings, my team meetings, my skip-levels, the over sharing of things I find interesting. I’ll also be looking for ways to recharge myself so the exhaustion level feels a little less.
Understand the individual work styles: It is time to update the communication charter.
Establish New Hybrid Team Rituals and Norms: Learn from what has gone right and create some new rituals. I will be looking for some real innovation from the team here.
Deliberate inclusivity will be critical as we enter this new phase. Planning now as we get ready will lead to better results. Now is the time to start updating your team ground rules.
Here is my current agenda for the team kickoff, developed using SessionLab.
9 Dimensions Team Building Activity
9 Dimensions is a powerful activity designed to build relationships and trust among team members.
There are 2 variations of this icebreaker. The first version is for teams who want to get to know each other better. The second version is for teams who want to explore how they are working together as a team.
This is a structured process designed for teams to explore the way they work together. The tight structure supports team members to be open and honest in their assessment. After reflecting as individuals, the team builds a collective map which can serve as the basis for further discussions and actions. The assessment is based around 6 dimensions. Each one encouraging the team to reflect and analyze a different and crucial element of their behavior.
A simple game that will have everyone running within minutes. Very effective to fight the “after-lunch” dip.
Engineering Your Team OS
This is designed to work as a standalone workshop or as a companion to the Team Self-Assessment tool. Using reflections and insights on your working process, your team will ‘update’ its operating system by making deliberate choices about how to work together. The goal is gradual development, not a radical shift. You will design an ideal-state for your team and slowly work towards that.
3 Action Steps
This is a small-scale strategic planning session that helps groups and individuals to take action toward a desired change. It is often used at the end of a workshop or program. The group discusses and agrees on a vision, then creates some action steps that will lead them towards that vision. The scope of the challenge is also defined, through discussion of the helpful and harmful factors influencing the group.