22 Nov Transformation starts from the top
The Usual Questions
As workplace strategy consultants, one of the most common and recurring questions we receive is, “How do I unlock the potential within my staff?” 
I recently spent time with a Client who was addressing this very question.
This Client presented as a typical organisation; one in the conflicted position of attempting to integrate modern technology as a type of panacea to mitigate the symptoms associated with an outdated workplace strategy. The organisation had gone to the expense of installing state-of-the-art enterprise software, accounting software, benchmarking & performance reporting software and video conferencing facilities, with laptops and smartphones also being distributed to most staff members.
Boasting these resources, the Senior Executive wished to present themselves as an Employer of Choice in order to attract and retain the best talent, with the additional goal of improving engagement and performance: essentially seeking to get more out of less. However, despite the increase in gadgetry, organisational culture was in decline, with staff displaying a lack of engagement and motivation towards organisational goals.
While discussing this disparity it became swiftly evident that the Company was seeking a “quick fix”, some sort of magic pill that would realign their internal culture and therefore improve performance and output.
Upon further analysis, a very hierarchical structure became evident within the organisation. The company Org Chart was accurately reflected in real life, with the majority of staff falling underneath a distinctly tiered management system. This status gap was most clearly represented by management inhabiting larger, and less accessible, office space than the general populace.
This is a complex, although a common issue, and there is certainly no magic pill to resolve it.
Workplace Strategy
Workplace StrategyWorkplace strategy has become a buzzword of late, and it certainly is a highly effective tool which can contribute toward achieving organisational goals. However, an inauthentic delivery which fails to actively promote trust and autonomy can simply act as a strategy smokescreen, with no true results.
When I asked the client to outline what behaviours the Senior Executive intended to start role modelling to evidence this change in thinking, the Client looked at me blankly.
I, therefore, explained that true transformation can only occur when it is championed from the top down, role modelled and demonstrated by Senior Management to the teams they lead.
This is not just a show of good faith, as managers and senior staff members generally possess the lion’s share of relevant knowledge within an organisation. Improved accessibility to this knowledge base, therefore, serves to improve outcomes for all stakeholders, as well as acting to boost motivation and efficiency through improved collaborative opportunities. In essence, what use is all that knowledge if it is primarily encased behind a glass partition? I explained that by removing outdated hierarchical barriers, this knowledge can be activated and shared with those who need it most.
But what about privacy, security, and confidentiality, the Client protested?
These aspects are, of course, extremely important, however new ways of working can facilitate these formerly restricted elements, however, shifting staff perception is not such a mechanical process, as mindsets must be shaped through actions. As Management authentically take their place as part of the team, staff can clearly identify, comprehend, and choose to participate in the new way of working.
Orchestrated in the right manner, this strategic shift can produce the desired outcomes without any dilution of hierarchical status, with all staff more highly engaged with the mutual organisational objectives that would have been thought possible.
If like most organisations, your company is defined by its people as its largest cost centre, then the need to have a cohesive and universal mindset can bridge more gaps, more effectively, than any expensive software ever could.
It’s certainly something to ponder.
Travis Foster, Principal
