These days that Covid-19 pandemic has hit the whole world and there is no outlook on when it is going to end, all companies are doing their best to survive. They are all busy adjusting strategies, scenario planning, holding their staff together and ensuring that revenues keep coming in. One of my clients that is the CEO of one of these manufacturing companies is talking about how she is confused and she will need some time to just think about what happened in the first half of 2020. In this article we want to talk about how you as the business owner can build Organizational Confidence.
The first half of 2020 was quite a journey, and it’s really a good time to think about it and think what you’d like to create in the second half of the year.
As an executive mentor who has consulted with Fortune 500 businesses and start-ups, my theory is that the half-year point is a perfect time to look at your corporate confidence. This is particularly true this year, as the staff members have experienced a lot of change and stress.
In order to look at this structure, I have defined three main factors of organizational confidence: coaching, communication and collaboration. When you nail them, the people will move on with intent. When they’re shaking, then your people are like this, and you’re wasting time.
First of all, organizational confidence is separate of your own individual confidence. Your confidence could be high or low. I hope it’s high, but even if it isn’t, you can have processes in place to make sure the company is running with precision and speed, no matter the situation.
Here’s what it takes to develop organizational confidence:
Communication is required. People have to understand what’s happening to be capable of moving forward on their own. That indicates they need to grasp everything from beginning to end: aim, mission, strategy, action plans. We need to learn if their task fits into the broader picture.
The way they would really get this in their brains is by communication. That involves having a system within the organisation in which you and others learn about the big picture, and you can even chat on how their job fits into the larger picture with their boss.
You might well think you’re interacting enough, but in a time of crisis, huge changes, and remote work, you just have imagine that your workers don’t get all the information you’re giving.
Here’s an instance of one of my mentoring customers. I work with the Chief executive officer of a community startup. After the pandemic begun, he gathered his management board together to make a strategy on how to restructure the company. They made some very quick changes to cancel their in-person experiences whilst still building online communities instead. They did a terrific job and made the change in record time. He then decided to share the changes they had made in a number of all-hands gatherings.
He thought it was going very efficiently, when one of the board members asked for final approval to purchase a software suite that would monitor the company’s live experience. “Why would he believe we still were going to purchase the product after all that happened,” asked the disappointed CEO.
The point is obvious: your workers deal with the present crisis and company changes in their very own way. They’re not going to process all things you’re doing. People can understand what you’re saying, but they’re continuing to work on various projects, but somehow they think they’re going to get an exemption. A few people need a bit more time to adjust to that.
My client and I have debriefed this process. He did a fine job at making fast decisions and explaining them to others. What was lacking, however, was for the managers of each group to talk to their teams independently and in groups on what the transformations meant for all their projects. When the CEO invited his employees to have the daily meetings, everyone immediately got up to speed with what the adjustments were, how they influenced their staff, and what their primary concerns were. It is necessary if they are to be executed with trust.
Collaboration is required. Working around each other is always difficult. Now that a lot of people just see each other by online videos and don’t bump into each other in the doorways, it’s much harder.
Collaboration is important because people who do the research tend to speak to one another directly. If they depend on you and other executives to fix their problems, everything will slow down.
Ensure people know that you want them to work together. Your workers should know who they will be dealing for or what the vehicles are. Is it the right thing for them to do a daily one-on-one with other people? Will they have a monthly cross – team session with each of the projects? If people are unsure about who they should be working closely with, or if they don’t get answers, help them work out what the issue is and fix it. Your best and highest use as a manager is to help people discover and overcome barriers to working around each other.
Collaboration is important because people who do the research tend to speak to one another directly.
Collaboration calls for strong peer interactions while developing and retaining good, trusting relations. To support this, ensure that you have mechanisms for individuals to meet informally, even when it’s virtual. Have a budget to interact with a coworker for a nice lunch. Promote casual coffees or virtual fun activities.
People must also be aware that their work in cross-functional ventures will be honoured. One of CEOs with whom I work is to send out a weekly letter which shows the projects carried out and recognises all who have played their part. Another CEO with whom I work has a meeting on “Fridays for accomplishments.” It was in person and it is now via video. Each person in the team of 40 gets to nominate another person who won that week. It is a nice way to build faith by commending others and also giving others credit for their work.
Coaching is important. Coaching is important for people to see and allow them to grow and enhance their performance. These are all essential: positive feedback builds trust, and you’ll always have to control someone closely if they’re not openly building new skills.
I have found that leaders still find constructive coaching challenging and it is now more correct because video or telephone meetings actually occur most of the times..
A few weeks earlier, I participated in a management team meeting. The plan for her areas was proposed by a young manager. She tried hard, and she had made a plan like that for the first time. A number of parts were missing and that was clear that she did not discuss the plan with her team to ensure they played their part. About a week after that, I asked her leader whether he had targeted her and how she influenced her team. The president sighed and shook his head. “I have no heart.” She was trying so hard and she spent too much time there.
This is the issue. This is the major issue. Leaders are anxious about showing appreciation or constructive feedback to make someone’s skills better. They have other important tasks that would leave them feeling more productive. They’re shy about a discussion that could make one of them feel uncomfortable. Of that reason, leaders almost always miss the opportunity to educate their workers.
A lack of mentoring directly leads to a lack of organizational confidence. You cannot delegate so much to them if managers do not mentor workers efficiently and effectively. They don’t help them develop skills that they and the business profit from. And employees who are not confident that what they’re doing right and what they require to enhance are obviously uneasy acting independently.
Build a community in which the leaders mentor regularly. You may set up one management team per quarter to test how people coach and how people develop skills. Through proactively coaching and thinking about all this, you can set a clear example and can actually reassure people that it is a big part of their management duties.
Right now, building organizational confidence is crucial. Utilize this method to see how you do and where you may want to do more.