Featured Product - 25 key factors driving high-performance teams ST 001
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Sample from one of the Leadership tools:
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Leadership (Strategic) - The Big Picture
Chief executives and senior management are expected to understand the ‘big picture’. It won’t hurt if all employees have a better understanding of the big picture. The act of informing is nearly as important as the information itself. It sends a very clear and positive message to your people in terms of how they are viewed by management. At the very least, they will better understand the rationale behind some of the decisions made by senior management which they have to put into action in the workplace.
Managers interested in informing their staff about the big picture can discuss the answers to some or all of these questions with staff. You can conduct this session by providing this information yourself or you can – possibly – surprise you and them by letting them reflect on these questions and respond to them themselves. Then, if needs be, you can inform their opinions.
- What is our core business or purpose? Our reason for existence (beyond, but not excluding shareholders)?
- Who are our major customers or users? What are our main markets, outlets or distribution channels?
- What are our main products or services?
- How has our business or service changed from what it used to be? How has the environment in which we operate changed or how is it likely to change in the near future? What are the threats or opportunities we must resolve? What could or should be different about our business or service in the near future?
- What are our main economic concerns?
- Where does our main income and capital come from?
- What things are important to our organisation in relation to our image, leadership in our sector, the community, the environment, sustainability, marketing, equal opportunity, innovation, risk-taking, quality, management style, culture, etc.
- What special considerations do we have in relation to owners or shareholders, parent organisation, employees, customers, suppliers, the general public, unions, legislation, government?
- What are the operating beliefs that drive the way we conduct our business? What are our values?
- How do we make a positive difference? How do we contribute to a better world? How do we help those people in the community who deserve helping?
The ideal way to communicate this information is to hold short briefing sessions with small groups of staff. The answers to these questions should be confined to no more than two to three pages and distributed to staff before or at the end of the session - depending on which way you choose to go. The main purpose of the briefing session is to allow discussion of this information. People should be encouraged to ask/answer questions by giving them time to reflect, write (as appropriate) and then ask/answer questions.
As best you can, deal with questions honestly. In the absence of facts and rationale, people speculate and form and act on their own opinions anyway. This can result in base-less rumours, half-truths, distortions, mis-interpretations, uninformed perceptions and a genearl lack of understanding.
Most people respond positively when they see that the organisation makes serious and effective efforts to keep them informed.
The individual in the large organisation….. like the uncalculating animals, is also a defenceless creature who calculatingly practices deception for safety’s sake against the invisible threats around him.
Melville Dalton, American Sociologist, Men Who Manage (Wiley, 1959)
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