An Integral Element of Management


Communication is regarded as an integral element of management. In many companies it is almost impossible to find a manager who has not been on a communication skills course. Corporate speeches extol the importance and virtues of communication, and statements of corporate values highlight the need for openness, integrity and trust.

Never before has so much been invested in the technology of communications. Companies are spending large amounts on intranets and other channels of internal communications. They are advised by some of the brightest minds of the younger generation, who have flocked to join corporate communications consultancies.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

 

Choosing the Network Partners


Although many business schools and consultancies have a public commitment to learning from, and sharing, best practice, this has not stopped some of them, and those who use their services, from jumping of  techniques such as reengineering as if they represent a revelation.

Mindless copying can result in the spread of panaceas, hype and misunderstanding, and gives added momentum to the latest craze. While it may be good news, for those who ride bandwagon, it is not so hot for those whose toes get in the way.

When external suppliers, such as consultants, do get hold of a best practice ‘gem,’ their motivation is often to spread it around their client base as soon as possible. Thus the corporation’s competitive edge can quickly become industry commonplace.

Some consultants receive as good as they give. Companies invite various experts to pitch for business and then ‘do it themselves’ using ther best of the various ideas they have picked up. The learning organization is a voracious and insatiable plunderer and consumer of intellectual capital. The wary choose their network partners with care.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Change and Leadership


Change is nothing new to leaders or to their organizations. Around 500BC, the Greek philosopher Heraclitus noted that: “You cannot step twice into the same river, for other waters are continually flowing on.” He was one of the first Western philosophers to address the idea that the universe is in a constant state of flux.

As we move further from the “stable state,” effective change leadership has become a challenging calling. Today in the language of business, organizations, academia, and consultancy, the word “change” has come to mean different things to different people. We need to define “change leadership” in a way that establishes a congruence between leadership and the benefits of the change being implemented; and articulate it properly. Change can refer to any of the following and more:

  • External changes in the market/industry, technology, customers, competitors, social, political and natural environment;
  • Internal changes that determine how the organization reacts and adapts to the external changes at great speed;
  • Top-down programs such as business process reengineering, restructuring, cultural change, for example, and
  • Business transformation programs which can be described as comprehensive organizational initiatives.

It can also be a combination of all the above.

Major change is those situations in which corporate performance requires most people throughout the organization to learn new behaviors and skills. These new skills must add up to a competitive advantage for the enterprise, allowing it to produce better and better performance in shorter and shorter time frames.

Change leadership can be defined as altering groups to the need for changes in the way things are done; mobilizing and energizing groups; and tapping fully into the potential and the capacity of the organization. It involves taking the responsibility to champion the change initiative and effort through building and maintaining commitment and support. The situation determines who emerges as the leader and what style of  leadership he or she has to adopt. The situation will also determine the core skills needed to lead in that particular situation. Therefore, one can no longer discuss leadership in general terms.

The leader and the style of leadership required in a stable organization will differ from that which is required in an organization under threat. This is because leadership styles and behaviors are likely to be critical in times of threats.

The qualities, characteristics, and skills required in a leader are determined to a large extent by the demands of the situation in which he or she is to function as a leader.

In any major change program, there are many leaders because there are many people at many levels in the hierarchy who play different critical roles during the change process, including the CEO. In modern complex organizations, the notion of an ill-seeing, all knowing leader is unrealistic. Instead, different individuals assume leadership in situations where they have a unique competence or accountability. All the non-CEO change leaders are every bit as essential to creating high-performing organizations as are the more visible and dynamic executive leaders. In essence, the change leader could be the CEO, a line leader, internal network, or a change community.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

The Blind Leading the Blind


Although many consultancies have a public commitment to learning from, and sharing, best practice, this has not stopped some of them, and those who use their services, from jumping at techniques such as re-engineering as if they represent a revelation. This is as if we are into begging, stealing and borrowing like there is no tomorrow.

Mindless copying can result in the spread of panaceas, hype  and misunderstanding, and gives added momentum to the latest craze. While it may be good news for those who ride bandwagon, it is not so hot for those whose toes get in the way.

When external suppliers, such as consultants, do get hold of  a best practice gem, their motivation is often to spread it around their client base as soon as possible. Thus the corporation’s competitive edge can quickly become industry commonplace

Some consultants receive as good as they give. Companies invite various experts to pitch for business and then do it themselves, using the best of the various ideas they have picked up. The learning organization is a voracious and insatiable plunderer and consumer of intellectual capital.

My Consultancy–Asif J. Mir – Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please contact Asif J. Mir.