Use your influence for positive change

How can individuals use their influence for positive change?

Nowadays the world is beset by multiple crises that strain our societies. Unfortunately, the change agents of today often struggle to harness all of their individual resources effectively to aid in the creation of a better future for people and the planet.

In this article of McKinsey & Company, it is being argued that there is more than money alone to create a better future and planet. For example, individuals could examine how to dedicate their time and use their connections to bring about significant change. While the idea of moving beyond throwing money at a problem isn’t novel, strategically using many different forms of engagement to work toward systemic change has not been widely discussed. Therefore, McKinsey and others has published a new interesting report called Influence for good, which wants to start a conversation about this topic.

The report highlights the Look–Envision–Build (LEB) model, created by Generation Pledge. The three-step LEB framework was developed for people with inherited wealth who seek to mobilize their financial, social, career, and political capital to generate more significant change. But the framework could be harnessed by all individuals whose net worth and networks may position them to move beyond donating to individual causes, by delivering what may be an even greater impact.

The Look-Envision-Build Model

What are the three steps to follow?

Step 1: “look with courage” at both the world around them and themselves. By acknowledging that the world isn’t perfect, people may start to understand where and how there could be less suffering; greater flourishing; and fewer existential, environmental, and social risks.

Step 2: “envision with rigor” and develop a clear vision and plan, as well as the skillset they will probably need to become better change agents. This happens in collaboration with proximate leaders, who are close to issues, and subject matter leaders, who are experts in their fields.

Step 3: where the groundwork translates into potential action. Guided by proximate and subject matter leaders, change agents could focus on creating the greatest possible impact and “build with excellence” by tracking progress and using evaluations and honest feedback to adjust their approach regularly.

In conclusion, the path to becoming an effective change agent is often circular, not linear: where a cycle ends, a new one begins. In this respect, the LEB framework strives to be a never-ending journey of learning, enabling change agents to go on harnessing their resources for maximum impact to create a more sustainable, more equitable, more prosperous world.

Do you need help during this process?  SPRING TODAY provides the Change & Transformation experts who speak the language of the organization and understand the challenges and complexity of the context. They connect, create movement and set a route to “the organization of tomorrow!’’ To be that prepared organization Please contact info@springtoday.nl

About SPRING TODAY

SPRING TODAY is an interim, search and consultancy organization with the best experts in the field of Change & Transformation. We help the top 100 organizations, nationally and internationally, in the transformation to ‘the organization of tomorrow’. Together with our passionate Change & Transformation professionals, we are driven to increase the change power, and therefore also the success of the organization!

Create a culture that accounts for the human side of innovation

How to create a culture that accounts for the human side of innovation?

Five years ago, Alex Honnold scaled the sheer face of the 3,000-foot El Capitan escarpment alone and without ropes—the only person to have ever done so. Honnold has great skill and discipline, but he is also blessed with a special brain: an MRI scan has shown that his brain doesn’t register fear.

According to McKinsey & Company, innovation may not put you at risk of death, but it is anxiety inducing. Setbacks, criticism, and self-doubt hold back many people from embracing innovation. Which is why most teams, in moments of honest self-reflection, will agree that fear can paralyze innovation. In fact, Mckinsey & Company recently polled executives and what seems? 85 percent agreed that fear holds back innovation effort often or always in their organization.

Nevertheless, innovation is a critical driver for growth. It is therefore that many leading innovators invest in building a corporate culture that pair the infrastructure to success with a thoughtful design of employees’ emotional journey towards it. As a result, McKinsey have done research to understand what a successful innovation culture entail. They looked for differences between how leading innovators (organizations ranked in the top quintile of innovation) and all other tackle the fears that can hobble innovation efforts.

The main finding of their research is that the culture and employee experience of innovation correlate highly with an organization’s overall success at innovating.  At the same time, fear is a constant for almost all practitioners. However, there are big disparities in the nature and intensity of that fear, as well as in how companies temper its negative impact. Research shows that three fears hold back corporate innovations more than others: fear of criticism, fear of uncertainty, and fear of negative impact on one’s career.

Five fundamentals of innovation culture

Organizations wishing to build a thriving culture of innovation need to be systematic and intentional. Mckinsey & Company’s research and client experience have shown that all high-performing innovators embrace to various degrees five dimensions of innovation culture (exhibit):

  1. Believe and value: innovation is seen as a moral responsibility
  2. Frame and champion: sharing successful stories about past, present and future innovations
  3. Signal and symbolize: the use of symbols to reinforce innovation
  4. Show and ritualize: innovation days, hackathons, and meeting-free days as innovation rituals
  5. Shield and empower: the use of fear as a motivator

The most valuable lesson of this model is to understand what is happening in your organization so you can see, hear, and feel what is needed to improve engagement. Consequently, the organizational culture and new leadership are both crucial aspects for the implementation process of engagement.

In conclusion, in order to create a culture with a human side towards innovation, organizations must give employees the assurance that is okay to experiment, ask questions, and provide feedback:

“There is a sense of safety and security present in the organization that creates the trust that lets people take risks—like loving parents and children. Security breeds trial and experimentation.” – innovative leader.

Do you need help during this process?  SPRING TODAY provides the Change & Transformation experts who speak the language of the organization and understand the challenges and complexity of the context. They connect, create movement and set a route to “the organization of tomorrow!’’ To be that prepared organization Please contact info@springtoday.nl

About SPRING TODAY

SPRING TODAY is an interim, search and consultancy organization with the best experts in the field of Change & Transformation. We help the top 100 organizations, nationally and internationally, in the transformation to ‘the organization of tomorrow’. Together with our passionate Change & Transformation professionals, we are driven to increase the change power, and therefore also the success of the organization!

How to build engagement in your organization?

A few weeks ago, we had an inspiring Community Meet-Up session with Doris Gottlieb where we focused on the topic ‘Engage Through Engagement’. First, we discussed questions to get more insight into the definition of engagement for your employees:

  • Question 1: What is employee engagement?
  • Question 2: What are the behaviors of individuals when they are part of an organization with a high level of engagement?
  • Question 3: What would be the benefits in an organization if people were engaged?
  • Question 4: Would you like to work within the organization with the benefits that you have described?

These questions are important to figure out what people want in order to  increase engagement within your organization. How do they perceive engagement? And what is needed to get in place?  By asking these questions, you gain insight into what engagement means for your employees.

“One of my understandings about engagement is that it is not something that can be “forced” on people through will. To develop engagement, it is necessary to build an environment in which engagement is “invited” through the structures that are in place and the conduct of the leadership that will allow for engagement to emerge and grow” – Doris Gottlieb.

In addition, Doris showed us a helpful tool, called The Medicine Wheel© (see figure below). This tool can be used as a compass on how to develop more engagement in organizations. All the five facets are related to each other, but not every facet can be clear to an organization.

In order to develop engagement, the following questions can be asked to investigate what is needed and what is already there:

  1. Purpose: what is the reason for wanting engagement? What is it’s Raison d’arte (not it’s goal)?
  2. Leadership: What values would you need to stand for in order to stimulate engagement? What behaviors would you need to model?
  3. Vision: Is there shared vision of what engagement is and what its benefits are in your team/organization? What discusses can you start to create/strengthen this shared vision?
  4. Community: Who would need to be involved in order for engagement to be successful? Is it only a question of the workers? What would you need from other levels of management… from others?
  5. Management: What of structures do you have in place to stimulate engagement? What needs to be put in place? What already exists?

The most valuable lesson of this model is to understand what is happening in your organization so you can see, hear, and feel what is needed to improve engagement. Consequently, the organizational culture and new leadership are both crucial aspects of the implementation process of engagement.

In conclusion, Doris gave us three tips to remember carefully:

  • Your modeling as a leader is the key to success. “How you do it is more important than what you say”.;
  • Clarity about the boundaries and limits of authority is key to people growing their engagement;
  • It is useful to remember there can be a freedom shock, so hold steady. Changing behavior can be scary,so it helps to see where people are coming from.

Do you need help with building engagement?  SPRING TODAY provides the Change & Transformation experts who speak the language of the organization and understand the challenges and complexity of the context. They connect, create movement and set a route to “the organization of tomorrow!’’ Please contact info@springtoday.nl

About SPRING TODAY

SPRING TODAY is an organization that provides interim, recruitment and consultancy services  with the best experts in the field of People & Change. Our approach is innovative and refreshing. We help the top 100 companies in the Netherlands in their transformation into becoming ‘the organization of tomorrow’. Together with our passionate People & Change professionals, we are driven to  increase their change capacity, and thus their impact and success, in order for them to remain at the forefront of the market! 

Weer een nieuw gezicht bij SPRING TODAY! Julia Bos

SPRING TODAY bloeit en groeit! En daar hoort weer een nieuwe collega bij. Julia is een geboren en getogen Zwollenaar. Studeerde Bedrijfskunde en volgt momenteel de Pre-Master Culture, Organization & Management aan de Vrije Universiteit van Amsterdam, en hoopt daarmee zichzelf te ontwikkelen in het vakgebied. Julia’s interesse liggen in organisatiecultuur, people– en projectmanagement, change management en duurzame inzetbaarheid, met als doel: het creëren van verbinding en waardevolle relaties. De perfecte match voor SPRING TODAY! Julia gaat aan de slag als: Online Marketing & Recruitment medewerkster, en we stellen haar met trots aan je voor.

 

“De persoonlijke touch en de expertise die SPRING TODAY biedt viel mij op

 

Julia kwam SPRING TODAY tegen op LinkedIn en werd gelijk enthousiast. Niet alleen sprak de inhoud van de berichten mij aan, de persoonlijke touch en de expertise die SPRING TODAY biedt, viel mij op.” Ze zag SPRING TODAY als een waardevolle uitdaging. Lisette haar mensgerichtheid en enthousiasme voor haar vak overtuigde mij meteen!” Daarbij laat Julia weten dat de gerichte aanpak op impact en resultaat, waarbij er vanaf begin tot eind wordt meegedacht met zowel opdrachtgever als de professional, haar ook enorm aansprak. Deze aanpak laat de persoonlijke touch zien.’’  

Zo liep Julia de afgelopen jaren meerdere stages, maar had ook verschillende banen waar ze ervaring opdeed in marketing, consulting en projectmanagement. Tijdens deze functies heb ik uiteraard veel over die vakgebieden geleerd, maar ook over mezelf. Zo ontdekte ik dat ik altijd op zoek ben naar de ‘why: waarom doen mensen zoals ze doen? Waarom werkt een aanpak voor bedrijf X wel en voor bedrijf Y niet? Waarom loopt een proces niet soepel? Mede door heel veel boeken te lezen en een minor te volgen in Neuro Linguïstisch Programmeren heb ik hierover meer kennis opgedaan en is mijn interesse in de relatie tussen mens en organisatie aangewakkerd.’’ 

 

“Ik ben altijd op zoek naar de ‘why’: waarom doen mensen zoals ze doen? 

 

Door haar opgedane kennis heeft ze veel inzichten gekregen en ervaring opgedaan die ze gaat toepassen bij SPRING TODAY. Daarnaast is Julia leergierig, staat ze altijd open voor feedback en vindt ze het fijn om met elkaar te sparren. Daar groei je tenslotte van! Julia gaat zich bezighouden en verdiepen in de online marketing bij SPRING TODAY. De focus zal hierbij vooral liggen op de groeistrategie en het versterken van het merk SPRING TODAY. Daarnaast zal ze ondersteuning bij het recruitment proces bieden. Daarbij kijkt Julia speciaal uit naar: “Het verdiepen van mijn kennis en de samenwerking met het team van SPRING TODAY. Ik hoop dat we ervoor gaan zorgen dat SPRING TODAY een duurzame partner voor jou gaat zijn. 

We kijken dan ook enorm uit naar de aankomende tijd! Julia is naast Jessica (die zich eerder heeft geïntroduceerd), al de tweede collega die deze maand start in het team. We hebben er alle vertrouwen in, en dat moet zeker lukken gezien Julia’s levensmotto: No one is you, and that’s your power!  

 

Over SPRING TODAY

SPRING TODAY is een interim, search & consultancy organisatie met dé beste experts op het gebied van Change & Transformation. Wij helpen de top 100 organisaties, nationaal en internationaal, in de transformatie naar ‘de organisatie van morgen’. Samen met onze gepassioneerde Change & Transformation professionals is het onze drive om de veranderkracht, en daarmee het succes van de organisatie te vergroten! Om zo, als organisatie voorop te kunnen blijven lopen in de markt!

Een nieuw gezicht bij SPRING TODAY! Jessica Keijsers – van Heeswijk

SPRING TODAY bloeit en groeit! En daar hoort een nieuwe collega bij. Jessica komt uit het gezellige, bourgondische Veghel in Noord-Brabant, studeerde Arbeids- en Organisatiepsychologie en Bedrijfskunde aan Radboud Universiteit en is een PROSCI gecertificeerd Change Manager. Ze is iemand met een groot organiserend vermogen, een luisterend oor en een echte verbinder; de perfecte match voor SPRING TODAY! Jessica gaat aan de slag als: Business Manager, en we stellen haar met trots aan je voor.

 

Jessica volgde SPRING TODAY al een tijdje vanwege de expertise op het vlak van Change & Transformatie. “Toen ik in contact kwam met Lisette voor één van de opdrachtgevers van SPRING TODAY ontstond er meteen een klik. Sindsdien zijn we met elkaar in gesprek gebleven en mag ik nu als haar evenknie samen gaan bouwen aan SPRING TODAY”.

 

“De combinatie van het menselijke aspect en het optimaliseren/innoveren van organisaties vind ik een mooie uitdaging om in vast te bijten”

 

De visie van SPRING TODAY sprak Jessica enorm aan waarbij verbinden, delen van kennis en expertise en impact hebben op de innovatiekracht, verandervermogen en de wendbaarheid van de grootste organisaties centraal staan. Deze visie sluit dan ook perfect aan bij Jessica’s achtergrond. “Vanuit mijn studie ben ik in het recruitment vak gerold waarbij het matchen van mensen met rollen waar ze plezier hebben en in hun kracht staan mij voldoening gaf. Door mijn interesse in mens en organisatie heb ik mezelf door ontwikkelt naar projectmanager, product owner en change manager. De combinatie van het menselijke aspect en het optimaliseren/innoveren van organisaties vind ik een mooie uitdaging om in vast te bijten”.

Door haar ervaring als change manager kan ze zich zowel in de klanten als in de interim change managers verplaatsen. Daarnaast heeft ze de afgelopen 10 jaar veel ervaring en kennis opgedaan als het gaat om recruitment en externe inhuur en heeft ze alles in huis om als sparringspartner te fungeren en de juiste te match maken.

Jessica gaat aan de slag als sparringpartner van organisaties en change professionals, om zo zicht te houden op de ontwikkelingen binnen het change management vakgebied, en zal de change vraagstukken van organisaties beetpakken en de beste match realiseren. “Daarnaast zal ik de rol van medeorganisator en facilitor van de ‘SPRING TODAY expert Community’ op me nemen en de ‘Change Management Platform’ bijeenkomsten bijwonen. Bovendien ga ik een bijdragen leveren aan de groeistrategie en versteviging van het merk SPRING TODAY”.

 

“Laten we het vooral proberen. Het risico is dat het lukt!”

 

Jessica kijkt in het bijzonder uit naar: “Het inspireren en verbinden van change professionals, zowel interimmers als change leads binnen diverse organisaties, om samen de kennis en expertise op het gebied van change en transformatie te versnellen”. Ook kijkt team SPRING TODAY enorm uit naar deze samenwerking, en hebben er het volste vertrouwen in! Dat moet ook wel lukken gezien Jessica’s levensmotto: “Laten we het vooral proberen. Het risico is dat het lukt!”

 

Over SPRING TODAY

SPRING TODAY is een interim, search & consultancy organisatie met dé beste experts op het gebied van Change & Transformation. Wij helpen de top 100 organisaties, nationaal en internationaal, in de transformatie naar ‘de organisatie van morgen’. Samen met onze gepassioneerde Change & Transformation professionals is het onze drive om de veranderkracht, en daarmee het succes van de organisatie te vergroten! Om zo, als organisatie voorop te kunnen blijven lopen in de markt!

Business trends voor 2022!

Wat gaat 2022 ons brengen op organisatieniveau? Wat gaat de veranderagenda worden voor het komende jaar? Volgens zakelijk tijdschrift Forbes zijn dit de 8 belangrijkste business trends voor 2022:

 

  1. Duurzame en veerkrachtige bedrijfsvoering: Duurzaamheid staat bij veel organisaties boven aan de agenda. Het staat gekoppeld aan veerkracht, veerkracht betekent dat je je kan aanpassen, om daarmee op lange termijn te kunnen overleven. Volgens Forbes zullen organisaties die dit aandachtspunt negeren het niet goed doen in het huidige tijdperk waar men steeds meer bewust consumeert.

 

  1. De balans tussen menselijke werkers en artificial intelligence: Nu er met toenemende maten wordt gewerkt met artificial intelligence (AI), komen er steeds meer vraagstukken op tafel te liggen: Hoe vinden we de balans tussen intelligente machines en menselijke intelligentie? Welke rollen moeten aan machines worden gegeven? Welke rollen passen het beste bij de mens?

 

  1. De veranderende talentenpool en veranderende employee experience: De manier waarop we werken transformeert, meer jonge mensen, de rol van technologie, contractduren, noem maar op.

 

  1. De wendbare organisatie: Van oudsher zijn organisaties erg hiërarchisch en rigide in hun structuren. Dat is aan het veranderen, aangezien leiders de behoefte erkennen aan plattere, flexibelere structuren waarmee organisaties snel kunnen reorganiseren en veranderingen.

 

  1. Authenticiteit: Authenticiteit helpt om menselijke connecties te bevorderen – omdat we als mensen graag zien dat merken (en bedrijfsleiders) belangrijke menselijke eigenschappen vertonen, zoals eerlijkheid, betrouwbaarheid, empathie, mededogen, nederigheid en misschien zelfs een beetje kwetsbaarheid en angst.

 

  1. Doelgerichtheid: Net als bij authenticiteit, draait het bij deze trend om ervoor te zorgen dat de organisatie bestaat om een ​​zinvol doel te dienen – en niet alleen om winst te maken aan aandeelhouders.

 

  1. Co-opetition en integratie: We leven in een tijd waarin vrijwel alles kan worden bereikt door uitbesteding. Het zal steeds moeilijker worden om als organisatie te slagen zonder echt nauwe partnerschappen met andere organisaties. In de praktijk betekent dit meer ketenintegratie, meer data-integratie en het delen van data tussen organisaties en zelfs samenwerking tussen concurrenten.

 

  1. Nieuwe vormen van financiering: De manier waarop organisaties financieringen genereren zal veranderen. Veel nieuwe methodes worden aangedreven door de gedecentraliseerde financiële beweging, waarin financiële diensten plaatsvinden in een peer-to-peer netwerk.

 

Deze 8 busniness trends vergen een grote veranderkracht en de juiste expertise. En daar helpt SPRING TODAY graag bij. Zo zorgen wij voor de Change & Transformatie experts die de taal van de organisaties spreken, begrijpen wat de uitdagingen van deze tijd zijn en hoe ze een winnende/succesvolle organisatie kunnen bewerkstelligen. Professionals die zorgen voor de juiste richting, beweging creëren en een route inzetten naar ‘de organisatie van morgen!’

 

Ben jij op zoek naar de juiste professional?

Neem dan contact met ons op info@springtoday.nl 

 

Over SPRING TODAY

SPRING TODAY is een interim, search & consultancy organisatie met dé beste experts op het gebied van Change & Transformation. Wij helpen de top 100 organisaties, nationaal en internationaal, in de transformatie naar ‘de organisatie van morgen’. Samen met onze gepassioneerde Change & Transformation professionals is het onze drive om de veranderkracht, en daarmee het succes van de organisatie te vergroten! Om zo, als organisatie voorop te kunnen blijven lopen in de markt!


Op zoek naar een impactvolle Changemanager met grote veranderkracht? Voor:

 

Opdrachtgevers                         Kandidaten 

 

The power of capability building in times of transformation

Capability building goes well beyond traditional training of employees, according to McKinsey & Company. It is about fundamentally changing how the work gets done. It is also one of the best ways to energize people, from the C-suite to the factory floor, to support the transformation in the first place. This well-designed program promotes productive behavior and skills; therefore, it became an essential element of any successful transformation. In our new blog, we discuss the most essential elements of a robust capability-building program.

 

Capability Building: the building blocks

Capability building changes the way people go about their jobs. It strips the workday down to its most basic components and rebuilds it, embedding new habits around timeworn tasks. These lessons can be basic, for example, shortening meetings, or how to write effective mails. The lessons could be technical or functional in nature too. Many of these core ideas sound like common sense, but McKinsey & Company found that they are rarely common practices consistently applied across an organization. Because this disconnect is ultimately behavioral, McKinsey & Company turned to behavioral science for solutions.

These three key elements are necessary for an effective capability-building program: leadership role modelling, widespread employee engagement, and virtual delivery.

 

Role modelling

One of the best ways to drive the adoption of new mindsets and behaviors is by ensuring that senior leaders model the desired change. Because people mimic -both consciously and unconsciously- the actions of the individuals and groups around them. When senior leaders role model the behavior changes they’re asking employees to make, transformations are 5.3 times more likely to be successful. This means it’s often best for senior leaders to be the first participants to complete a capability-building program.

 

Widespread employee engagement

Transformation-program participation must be sufficiently widespread, for capability building to occur. Even when propelled by top-level buy-in, capability building still needs to be scaled well beyond a few rounds with a chosen few because employees who aren’t included in a transformation feel disengaged, disconnected, and left behind. Anything less than broad engagement defeats the purpose. In fact, McKinsey & Company found that to create the foundation for truly widespread change, a capability-building program must directly engage at least 25% of the workforce. They add, to inspire behavioral change in all levels of an organization, a capability-building program ought to start by targeting the organization’s top influencers.

 

Virtual delivery

In the age of the COVID-19 pandemic means that capability building must be deployed primarily through virtual means. Fortunately, capability building easily lends itself to virtual learning. Thereby, McKinsey & Company suggest that there is evidence to suggest that virtual environments can deliver experiences that are equivalent to or better than those of traditional in-person programs and workshops. 87% of participants in newly adapted virtual experiences agreed that the programs were at least as effective as in-person events would have been.

Capability-building steps in supporting a successful transformation

There are four sequential capability-building steps in supporting a successful transformation, according to McKinsey & Company. 1) Individual employees learn new capabilities. 2) Teams apply them, and capabilities and behaviors change. 3) The organization begins to see improving effectiveness. 4) The company achieves its financial aims and other goals.

 

Knowing this, it would seem that adopting a capability-building program would be common sense. However, as noted, it’s not at all common practice. Unfortunately, the reasons that companies don’t prioritize capability building (the learning outcomes are too basic or too distracting or a key C-suite player just isn’t interested) amount to lost opportunities and leave the outcomes of transformation programs to chance. However, effective capability-building programs enable organizations to develop the mindsets, behaviors, and skills needed to power a transformation and achieve their full potential. Do you need help during this process?

 

SPRING TODAY provides the Change & Transformation experts who speak the language of the organization and understand the challenges and complexity of the context. They connect, create movement and set a route to “the organization of tomorrow!’’ To be that prepared organization. Please contact info@springtoday.nl

 

About SPRING TODAY

SPRING TODAY is an interim, search and consultancy organization with the best experts in the field of Change & Transformation. We help the top 100 organizations, nationally and internationally, in the transformation to ‘the organization of tomorrow’. Together with our passionate Change & Transformation professionals, we are driven to increase the change power, and therefore also the success of the organization!

‘Een dienende leider heeft echt het meeste effect op innovatie’ – Henk Volberda

Volgens Hoogleraar Innovatie Henk Volberda is innovatie voor veel bedrijven lastig en dat komt doordat ze veelal gefocust zijn op technologie. Veel organisaties denken dat er veel werk over genomen gaat worden door robots, maar dat valt allemaal wel mee, aldus Volberda. Investeer juist in je personeel! Hij vertelt zijn verhaal aan managementimpact.nl.

In Volberda’s nieuwe boek Innovatie jij.nu, gaat hij in op innovatievraagstukken binnen organisaties. ´Niet de robots, maar wij zijn aan zet’ draagt het boek als ondertitel. ‘Je ziet bij bedrijven die inzoomen op technologie zoals robots, 3D printing, kunstmatige intelligentie, big data en ga zo maar door, dat hun personeelsbestand inkrimpt met ongeveer zes procent. En je ziet dat bedrijven die tegelijkertijd investeren in technologie én ook in andere manieren van managen en organiseren, juist een groei in het medewerkersbestand hebben van meer dan acht procent. Dat neemt echter niet weg dat robots banen gaan overnemen, zeker in de administratieve en kantoorfuncties, maar uit nieuw onderzoek blijkt dat er ook nieuwe banen worden gecreëerd door de robotisering. Maar wel heel andere banen’, denkt Volberda.

En daarbij een belangrijke voorwaarde: er moet wel innovatie komen. ‘In de meeste bedrijven waar ik kom… gisteren had ik ook weer een sessie bij een organisatie in de bouwsector, die hebben dan zo’n robot en dat leidt tot efficiencyslagen, maar dat gaat heel lastig, er is veel weerstand. Ik denk dat de meeste bedrijven het niet goed aanpakken.’

Volberda roept op om in de zachte kant van innovatie te investeren. Dat betekent dat organisatie in zaken moeten investeren als leiderschap en organisatievorm, vaardigheden van medewerkers, of cocreatie met partners. ‘Als je kijkt naar innovatiesucces wordt een kwart bepaald door je investeringen, R&D en IT, maar driekwart van innovatiesucces wordt bepaald door je leiderschapsstijl, manier van organiseren, en de inrichting van de arbeid. Dus eigenlijk is dit boek een pleidooi om daar eens aandacht aan te besteden,’ aldus Volberda.

 

De schrijf van vijf voor innovatie

Zo ontwikkelde Volberda de Schrijf van vijf voor innovatie, en richt zijn aandacht dan veelal op nummer twee van de lijst: leiderschap. ‘Er twee extreme vormen van leiderschap: transactioneel leiderschap, dat vooral is gericht op het behalen van doelen, vermijden van fouten en wat leidt tot controle en beheersing, en niet leidt tot meer innovatie, omdat het meer van hetzelfde is. Aan de andere kant van het spectrum staan dan transformationele leiders die wel een grote verandering teweeg kunnen brengen, maar is het nog maar de vraag of ze organisaties innovatiever kunnen maken’, betoogt Volberda.

 

Schrijf van vijf voor innovatie

  • Technologie
  • Dienend leiderschap
  • Platte organisaties
  • Slimmer werken
  • Co-creatie

 

Een dienend leider heeft het meest effect op innovatie. Volgens Volberda zeggen veel mensen dat ze een dienend leider zijn, maar dat kan helemaal niet, als je een dienend leider bent dan cijfer jezelf als feite weg. Bij goed lopenede bedrijven zeggen vaak de managers ‘dat komt door mij’. Echter stelt een dienend leider zijn medewerkers helemaal centraal en is hij/zij heel erg gefocust op persoonlijke ontwikkeling. Op zulke momenten zie je dat medewerkers dat waarderen, daardoor ze verantwoordelijkheid nemen en dan met nieuwe ideeën komen. Dienend leiderschap werkt vooral goed in een klein verband.

Zo zegt hij, ‘als een CEO van een groot bedrijf zegt dat hij een dienend leider is, dan kan dat per definitie niet, want daarvoor moet hij zijn mensen kennen, moet hij met ze interacteren, en als het heel groot wordt, is dat onmogelijk om te doen’.

Toch werkt dienend leiderschap niet alleen in kleine organisaties. ‘Het werkt ook in grotere organisaties, maar dan moet je het opknippen in kleinere cellen. Eckard Wintzen noemde dat de cellenstructuur, maar tegenwoordig noemen we dat de holocratie, of het spotify-model, zoals bij ING. En dan zijn er geen managers, maar alleen maar cirkels, die heel erg taakgericht zijn en waarbinnen mensen rollen vervullen. Veel techbedrijven in Sillicon Valley werken volgens het holocracy model,’ aldus Volberda.

 

Ook ziet Spring Today het belang van innovatie binnen organisaties en stimuleert dit! Het beste uit jezelf en je organisatie halen is wat wij in onze DNA hebben. Zo zorgen wij voor de Change & Transformatie experts die de taal van de organisaties spreken, begrijpen wat de uitdagingen van deze tijd zijn en hoe ze een winnende/succesvolle organisatie kunnen bewerkstelligen. Professionals die zorgen voor de juiste richting, beweging creëren en een route inzetten naar ‘de organisatie van morgen!’

Ben jij op zoek naar de juiste professional?

Neem dan contact met ons op info@springtoday.nl

 

Over SPRING TODAY

SPRING TODAY is een interim, search & consultancy organisatie met dé beste experts op het gebied van Change & Transformation. Wij helpen de top 100 organisaties, nationaal en internationaal, in de transformatie naar ‘de organisatie van morgen’. Samen met onze gepassioneerde Change & Transformation professionals is het onze drive om de veranderkracht, en daarmee het succes van de organisatie te vergroten! Om zo, als organisatie voorop te kunnen blijven lopen in de markt!

 

 

 

The world’s biggest psychological experiment: The Lockdown

With 2,6 billion people around the world and most of them in a lockdown, we are conducting arguably the largest psychological experiment ever. Elke Van Hoof, Professor of health psychology and primary care psychology at the Vrije Universiteit Brussel, wrote an article about this experiment and how we pay the price of it.

 

 

It is known that this pandemic has caused many burnouts and other stress-related complaints, in addition to all other physical complaints. According to Van Hoof, it is important to take action to mitigate the toxic effects of the lockdown. She explains that France was the first country in the world who adopted a revolutionary approach to the aftermath of terrorist attacks and disasters in the mid-1990s. Since France led the way more than 20 years ago, international playbooks for disaster response increasingly call for this two-tent approach: one for the wounded and one to treat the invisible, psychological wounds of trauma.

In our approach for treating COVID-19, the world is scrambling to build enough tents to treat infected citizens, or whether they scale up in intensive care. But we are not setting up the second tent for psychological help, Van Hoof argues. An irresponsible decision, she says, because we will pay the price within three to six months after the end of this unprecedented lockdown, at a time when we will need all able bodies to help the world economy recover.

Mental health during lockdown

Now that the vaccines are arriving, it seems like we are facing the end of the tunnel. Sadly, not all countries are equally fast, in most countries the strict lockdown rules are still enforced. The mental problems that it causes are becoming more and more apparent and expanding. Multiple studies have shown these effects, according to Van Hoof.

In short, and perhaps unsurprisingly, people who are quarantined are very likely to develop a wide range of symptoms of psychological stress and disorder, including low mood, insomnia, stress, anxiety, anger, irritability, emotional exhaustion, depression and post-traumatic stress symptoms. Low mood and irritability specifically stand out as being very common, these studies notes.

In some cases, during the first lockdown where parents were quarantined with children, the mental health toll became even steeper. In one study, no less than 28% of quarantined parents warranted a diagnosis of “trauma-related mental health disorder”. Knowing this was already a year ago!

Recovering from the pandemic

Just when we need all able bodies to repair the economy, we can expect a sharp spike in absenteeism and burnout, Van Hoof argues. This is known from many examples, ranging from absenteeism in military units after deployment in risk areas, companies that were close to Ground Zero in 9/11 and medical professionals in regions with outbreaks of Ebola, SARS and MERS.

In general, it is known that at-risk groups for long-term mental health issues will be the healthcare workers who are on the frontline, young people under 30 and children, the elderly and those in precarious situations, for example, owing to mental illness, disability and poverty. Van Hoof is not surprised at all; insights on the long-term damage of disasters have been accepted in the field of trauma psychology for decades (Figure 1.2).

Image: When disaster strikes, Beverly Raphael, 1986

So, these insights are not new, this pandemic is, even though we are living with the virus for over a year. Van Hoof argues, that more than a third of the global population is dealing with these intense stressors. We need to act now to mitigate the toxic effects of this lockdown.

What can we do?

Among academics, there is a broad consensus about what psychological care is needed following disasters and major incidents. Van Hoof sums them up:

  1. Make sure self-help interventions are in place that can address the needs of large affected populations;
  2. Educate people about the expected psychological impact and reactions to trauma if they are interested in receiving it. Make sure people understand that a psychological reaction is normal;
  3. Launch a specific website to address psychosocial issues;
  4. Make sure that people with acute issues can find the help that they need

When it comes to offering psychological support to their populations, most countries are late to react, as they were to the novel coronavirus.

But better late than never. Make sure the right psychological support will be organized and anchored within your organization! Do you need help during this process? SPRING TODAY provides the Change & Transformation experts who speak the language of the organization and understand the challenges and complexity of the context. They connect, create movement and set a route to “the organization of tomorrow! To be that prepared organization. Because we have to. This pandemic emphasizes this even more. Please contact info@springtoday.nl

About SPRING TODAY

SPRING TODAY is an interim, search and consultancy organization with the best experts in the field of Change & Transformation. We help the top 100 organizations, national and international, in the transformation to ‘the organization of tomorrow’. Together with our passionate Change & Transformation professionals it is our drive to increase the change capacity and thus the success of your organization!

Be prepared! A guide for the future for organizations

The past period was turbulent, in which the corona crisis was central. Unfortunately, we are certainly not there yet. However, we can learn a lot from the past, and use this knowledge for the future. Because dealing with uncertainty may be a certainty for leaders. McKinsey & Company published figures of the developments of the last period. 2020/2021 accelerated many existing organizational trends. In this blog, we guide you through the most important trends.

 

Culture and change

This crisis shows us that change is the new constant. We saw companies really struggling with all the changes that lie ahead already before the crisis, and now even more, when they develop new obstacles because of the crisis. The last period emphasizes that agility and speed are of paramount importance for survival. When we are looking at the organizational health of companies during the COVID-19 pandemic, it shows that these themes differentiate the healthy from the unhealthy. Organizations should continue to prioritize the following:

 

  1. Grounding work in values and purpose: During the pandemic, a lot of employers could not find the motivation to work, yet there were also many who experienced a lot of motivation. Only one lever truly distinguished healthy organizations: meaningful values. Organizations driven by values and purpose have been able to lock in high levels of motivation by design, versus in reaction to some of the adrenaline-fueled change we’ve observed over the past months.

 

  1. Setting the innovation agenda from the top: Organizations should set a clear innovation agenda from the top, and leadership should source improvement ideas from all employees through a culture of creativity and entrepreneurship. The ability to do things differently and adapt, or be more agile, these are characteristics that were already important before the pandemic. It is the pandemic that has shown that this is now critical even more.

 

  1. Increasing the flow of information and transparency: Most employees do not have access to relevant information, thus exacerbating their anxiety during a crisis. Transparency and sharing knowledge across the organization is very important. Maybe all this information will not alleviate to all employee concerns, but it is better than keeping them away from it and keeping them in th
    e dark.

 

  1. Creating stability through discipline, quick codification, and clear roles: The ability to establish a stable backbone is what guaranteed sustainable organizational health. Operational discipline and codified approaches can reduce frustration and help to avoid re-inventing the wheel. Clarifying roles ensures that employees understand what is expected of them as well as their contributions to the bigger picture. Lastly, practising responsible financial management—while perhaps a bit obvious—deserves a callout as a hallmark of healthy organizations.

 

Organization design

These themes are more organization design-based. Keep these trends in mind for your organization in the future:

 

  1. Adopting new organization models for speed: In the past year, we have rapidly adopted new models in our systems. Like new tech systems, models who helped organizations speed up. It is great to see how fast we can switch apparently! In addition, organizations have and will continue to embrace a hybrid-remote operating model to unlock value during the crisis and beyond.

 

  1. A focus on decision making: Delayed decision can be worse than a wrong decision. During the pandemic, we saw organizations making decisions faster and faster. Be prepared for the future; sustain rapid decision making! Organizations and their leaders benefit from empowering others to make decisions and enabling an efficient, informed decision-making process through technology.

 

  1. An increased shift toward organizing for the future: Who are we? How do we operate? How do we grow? These are three pressing questions leaders are asking as they prepare their organizations for the first true information revolution. The winners of this paradigm shift will be distinguished by their flexible operating models based around networks of teams, unprecedented industry collaboration, and more human companies defined by purpose.

 

What are you thinking, are you ready for the future? Like we said before, change is the new constant. We have to be prepared for everything. SPRING TODAY provides the Change & Transformation experts who will help your organization further in the transformation to ‘the organization of tomorrow’. To be that prepared organization, because we have to, this pandemic emphasizes this even more. Do you need help during this process? SPRING TODAY will help you to increase the change capacity and thus the success of your organization. Please contact info@springtoday.nl

 

About SPRING TODAY

SPRING TODAY is an interim, search and consultancy organization with the best experts in the field of Change & Transformation. We help the top 100 organizations, national and international, in the transformation to ‘the organization of tomorrow’. Together with our passionate Change & Transformation professionals it is our drive to increase the change capacity and thus the success of your organization!