Organisations
Leadership Led Transformation
The Mindset 10C approach provides leaders with a framework that enables structure and focus, while maintaining agility. It helps you to build and sustain momentum.
It is a proven leadership-led change approach that saves time and resources, while ensuring alignment to organisational strategy and objectives. Over time, it becomes a way of thinking.
Take clarity, for example. During periods of rapid change, the level and dynamic nature of strategic clarity, operational clarity and role clarity can be stressful, even for the most seasoned.
When stress is fuelled by fear and uncertainty, it undermines confidence. This is certainly not the mindset we want for our leaders. A “set and forget” approach simply won’t cut it. Taking proactive measures to support leadership, create a cohesive team and communicate the right messages will set the change up for success.
The 10C Model
Using the Mindset Transformational Change Model® to underpin our process, Mindset assists organisations to lead and manage significant strategic and cultural change quickly, efficiently and effectively.
Whether you are implementing new technology, re-engineering your processes, or going through a merger or acquisition, Mindset provides the necessary strategies and facilitation to realise the benefits of your business strategy on time and on target.
Mindset specialises in change leadership, change strategy, change management and culture change.
We focus on understanding what needs to change and why, when it needs to change by and the impact it may have on all parties. This also includes looking at how to drive the change and accountabilities.
Many managers move up the ranks due to their technical ability. Titles do not earn respect, but good leaders do. Understanding the strengths and limitations of each team member and providing the required support will ensure your leaders are “race ready”. You want a highly skilled driver at the wheel for an important journey. From an organisational perspective, a current versus future state capability analysis provides leaders with a real picture of potential execution gaps early on in the transformation program.
Cohesion is essential because transformation cannot be a siloed effort. At a practical level, it is a challenge to effect change when, for example, you don’t own a large part of the customer experience. Transformation requires a shift from running uncoordinated efforts within silos to launching an integrated improvement program organised around customer journeys. From a leadership team perspective, the combination of skills, personalities and experience can either be a real asset or a liability. There will be ups and downs and very likely some conflict. Take time out of the busy schedule to build a successful team dynamic with good emotional intelligence and mutual understanding. In other words, work ‘on’ the team not just ‘in’ the team.
t’s easy to blame culture and shoot for a quick fix. This is how we should behave… GO! How successful have you been in telling someone how to behave and what to value? This approach is unlikely to yield true connection and any lasting benefit. For example; we want a culture that has empowerment, customer focus, innovation, high performance… (you have probably heard these or similar), but culture is not something you have, it is something you are. An organisation is a certain way because of many factors that create the employee experience. Pick some key behaviours that need to shift, understand the cause and start there. Adopt a “don’t tell me, show me” approach.
Communication formalises how the team agrees to operate, their rules of engagement, meeting structure, stakeholder expectations and comms practices. Our Style Differences programs teach people how to assess, analyse, understand and manage both their own and their fellow worker’s personality traits, work preferences and communication styles. This leads to:
- improved communication;
- reduced interpersonal conflict;
- better employee management;
- increased team effectiveness and productivity.
Gaining commitment is typically addressed in two parts of the workshop. First, agreements about actions required to achieve the future vision, and resulting action plans, are formulated. Secondly, at the conclusion of the cohesion exercise (outlined below), individual and team commitments are obtained.
Clarity creates a uniform picture of what the future looks like, either from a functional or organisational perspective. This can also include team and role clarity exercises.
Congruence is about aligning change initiatives with the overarching business strategy and making sure there is buy-in from all key stakeholders. This includes ensuring there is consistent understanding of the desired outcomes and approach between all key stakeholders and project sponsors.
A confident mindset is everything – confidence in yourself and your team. But it’s hard to build and easy to lose. As employees gain confidence, they become more open to changes. As leaders become more confident, their communication becomes more genuine. This can often be the difference between success and failure. Transformation journeys can be tough, so break the journey down into manageable deliverables. This will also build confidence. Building leadership resilience and confidence is a worthwhile investment.