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In my job I go into lots of different organisations. Some are buzzing. Others are dead. Mostly the difference is due to the senior management and some remarkably simple things they do (or don't do).
In the ones that buzz, managers have managed to promote a profound sense of belonging and psychic ownership. It's an intimate relationship, so close, employees never doubt that the organisation, its leaders and the other people with whom they work care about them personally and will stand by them through thick and thin as long as they hold up their end of the bargain.
Most of my work is with large organisations like the Auditor General, Department of Prime Minister, MSD, CYF, DOC and ANZ National Bank. Obviously the ability to create deep intimacy has something to do with size. There is generally an inverse correlation between the number of people who work for a company and the strength of their emotional ties to it, however, even in the largest organisations some managers create buzz.
Where there is a buzz. There is excitement, anticipation, a feeling of movement, a sense of purpose and direction, of going somewhere. It happens when people find themselves totally in sync with their sector, with the world around them, and with each other. Everything just seems to click.
Intimate relationships with staff are based on personal contact, one-on-one interactions and mutual commitment to deliver on promises. These relationships develop a sense of community within the people of the organisation (and usually with their customers and suppliers also). And organisations through integrity, professionalism and the direct, human connection find themselves in possession of one of the most powerful business tools in the world: A Culture of Intimacy.
It's not very difficult, they just see their people as human beings.
Although this stuff is simple many managers don't do it. We all get into self-repeating patterns of behaviour. Even when they don't work these patterns drive our behaviour. To break out requires time. Time to become conscious of the unhelpful patterns, time to develop an intellectual understanding of better approaches and time to practise those behaviours long enough for them to become new and more positive self-repeating patterns.
After many trials with different approaches I have developed a Irresistible Leadership Program that has several innovative features, including:
Take the "buzz test". As soon as you've finished reading this, give yourself 10 minutes to walk around and just be aware of the level of buzz. If it's are not as high as you'd like, give me a call. Perhaps you need the Irresistible Leadership Program.
Helps large organisations be focussed, fast and flexible. Places where people have more meaning, depth and connection.
Expert in Strategy, Structure, Culture and Leadership Development.
One of NZ's most experienced change agents.