Surviving the Upturn!

Transformation needs change, change needs focus. As I said before:

During the conference “Surviving the Upturn” I asked the audience:

• How many of you achieved all the change you wanted to in your business?
• How many of you have changed the organisation in the last financial/fiscal year?
• Do you think you will have a disappointing or progressive report this year to the business?

Tip 1: Brand; discussing the need for a strong strategy across brand and culture.

What is a brand; vision, mission, values and the need for a brand blue print.

Defining the company’s competitive advantage correctly is the most crucial part of any brand program, while external communications may raise expectations in the marketplace from brand perceptions; it the brand experience that clients have that will translate into customer satisfaction and therefore greater profitability.

A true brand program needs to be established to make sure that all employee’s, partners, teaming arrangements and agencies are engaged with the brand, the message can be then carried externally to clients, and prospects.

The brand needs to be brought to life through a variety of media channels to engage, explain and motivate employees, we need to measure the improvements and refine marketing plans based on this approach.

Communication is all about making connections, connecting people physiologically, engaging appropriate communications to the mind, culture, learning’s that provide long-term memory of representations.

Tip 2: Why organisation change fails

Leaders today must understand and apply the knowledge of behavioral psychology and the business lessons to manage organisational change successfully. In the past, efforts at organisational change which has focused on the structural aspects of organizations have systematically failed because they have neglected the reality that change doesn’t happen without each person changing their thinking, beliefs and behavior.

Tip 3: Why sustainability is so key to a business success and driving performance

Most organisations will tell you they know what good management and leadership looks like and will be able to identify people with skills and qualities they admire. They may also tell you they know that good management makes a real difference to organisational performance.

There is strong evidence to support this contention: historically, our greatest business leaders have driven economic prosperity and growth. The economy has been shaped and driven by the pioneers of business; driving change and making the most of new technologies and opportunities. Entrepreneurial spirit, drive and influence has been the key to this success

Equally, at a local or personal level, managers who stand out, for either good or bad reasons, for their impact on the lives of employees, influence of those who had the ability to engage and inspire, to help us learn and make sense of the business environment and to meet the right balance between challenge and support.

Managers who possess a high EI and TI helped shape not just current performance, but our own behaviours and practice.

There is no question that the performance of leaders and managers can have a truly significant impact on organisational performance, both in the immediate and longer term. Skills such as people management, strategy and planning, budgeting and risk management can transform the fortunes of an organisation. But evidence shows that in general – both in the public and private sector – company’s fall behind because of talent recruitment and an inability to apply strategy internally and engage employees at the highest level.

If you have any questions, please feel free to contact me!