An environment where employees can deploy their maximum potential; the processes and practices boost the sharing of knowledge; the leaders assume positive change management; the opportunities and threats are given agile responses; and strategy, structure, systems and persons are aligned and they energize each other: we are talking about Culture in Motion, in evolution, which is the base for the sustained growth of companies.
Some challenges faced by culture:
Culture leverage points:
Cultural pollination: Are the organization’s mission and values transmitted in a concrete manner at all levels, through objectives and plans?
Integrity promotion: Are equal opportunities, equity and respect guaranteed along the value chain? Do teams from different countries or regions share the understanding that their distinctive features make them stronger?
Reflection on actions: Are spaces available for the discussion and reflection on the actions taken? Is feedback a frequent practice at all levels of the organization?
Innovation: Are innovative and creative behaviors valued? Is there resistance to not proven approaches?
Leadership: Do leaders recognize their own limitations regarding knowledge, training or expertise? Do they promote their teams’ development and independent learning?
Psychological security: Do people usually feel comfortable to talk about problems or disagreements? Are they willing to share information about what works and what does not work for them?
Every organization has a strategy, which is either implicit or formally articulated, that directs its daily actions.
It’s key to approach the strategic dimension, because the quality of its reflection, formulation, communication and execution has a great impact on the behavior of people and, therefore, on the results of the organization.
Some challenges faced by the strategic dimension:
Strategy leverage points:
Strategic booster: What aspects of the strategy will invigorate the evolution expected?
Strategic consistency: How and which are those connections that make the organizational development and its transformation possible? How do leaders make them tangible in the day-to-day activities with their teams?
Systemic obstacles: What patterns of the system in which the organization is immersed obstruct the definition of a determined strategic direction or the execution of such determined direction?
Alignment and drive: How to achieve a purpose that people feel as their own, and that is lived daily as an evolution drive?
We know that in the organizations, teams generate connections and coordination activities that need to be increasingly quicker and which are key when thinking of gaining the best results. Connected teams contribute to the construction of solid, sustainable and assertive organizations. We help to increase the levels of connectivity and/or to strengthen the dynamics that help to maintain those levels.
Some challenges faced by teams:
Teams leverage points
Team dynamics: The team’s awareness of its obstacles and strengths impacts directly on the possibility of learning and change and, consequently, on the results.
Connectivity: What is discussed within the team and how? What issues are not talked about? What are the conversational obstacles which impact on the actions they carry out?
Trust development: How do they develop trust for the individual and group expansion? Connectivity depends, to a large extent, on the enabling emotional space, which is created from the high levels of trust among them.
Engaged teams: Collective results depend on group engagement. Achieving commitment to each other and to the task is another dimension that these teams get through connectivity.
Quality of relationships: Trust, transparency and mutual support bonds that invite to evolve and take risks. Do specific organizational strategies and approaches exist to motivate and develop these aspects?
The leaders who observe themselves are capable of being aware of their competences as well as of their incompetence and learning opportunities areas. The 361º Leaders have this ability. They put it in practice, develop and strengthen it, while modeling and developing it in other members of their teams.
Some challenges faced by Leadership:
Leadership leverage points:
Change of mindset: Are leaders capable of observing themselves and detecting how their predominant ways of operating are (victim/hero; know-it-all/humble, etc.) which work as obstacles for a better performance?
Strategic consistency: How and which are those relationships that make the organizational development and its transformation possible? How do leaders make them tangible in the day-to-day activities with their teams?
Ability to approach and resolve in complex environments: How to plan in highly complex and uncertain environments?
Quality of relationships: Are there strategies and specific organizational approaches to motivate and develop trust, transparency and bonds of mutual support?
Connectivity: What is discussed in the organization and how? Do leaders promote transparent, sincere and caring conversations? Do people, because of fear, tend to work in silos and with little transparency (lies and concealments)?
Spaces of psychological security: Do they raise the levels of trust, allowing for innovation and creation, without coercing or limiting?
The look on Governance has gained a growing attention in the world of organizations as complexity increases vigorously. Management has been developing tools to manage complexity (digitalization, risk management, etc.) but Boards don’t always accompany with the development of abilities, independently of the different configurations that can be adopted.
It’s extremely important to understand the participants, their roles and the relationship among them.
Some challenges faced by Governance:
Governance leverage points:
Ad hoc design: In spite of the existence of best practices, it’s important that every organization understands and chooses the model which provides it with more comfort and security, with awareness of the limitations of each format.
Quality of the conversations within the Board: The building of trust that allows for healthy dissent is key. Are the important issues discussed, even when they might be highly sensitive?
Quality of the conversations between the Board and the CEO: The Board must be confident to have the ability of providing the CEO with a mandate which states WHAT to do and must avoid saying HOW to do it.
Agreements on risk appetite: The production of policies must be communicated in an effective manner and agreement with management must be reached regarding the level of risk the Board is willing to take in each one of its expressions.