Sustainable OD

A blog dedicated to the wonderfull field of Organisation Development

Welcome to my blog – Sustainable OD

First of all welcome to this blog! This blog is dedicated to the field of Organisation Development (OD for short). As a practitioner I will be picking one topic a month to blog on and share with you my thoughts, concerns, and experiences in this field. I will also explore some theories I have found useful, how to use theoretical models in practice, and touch upon sister social science fields such as: psychology, employee engagement, economics and how they link to my idea of Sustainable OD.

So as a start I will start by explaining my idea of sustainable OD and how this blog has come into existence.

Sustainable OD (in my head) looks at using OD in organisations to help them focus their energies on people centred change to create long term sustainable organisational success. It transfers the knowledge to clients and helps develop their organisation, it doesn’t create sustainable change (as in just one cycle of change whose objective is to then stabilise an organisational issue)… it creates continuous learning within the client’s organisation and capability for cultural changes that will drive long term success.

With this in mind… why did I feel I had to write about this in a blog? Well, there are many reasons which I will share with you in 2014, but to start of with is I am passionate about this field. I recently got myself a mentor who heard me talking about why I so firmly believe in looking at OD interventions not as short term actions, but focusing on the long term plans of organisations, and he in his wisdom recommended to start writing a blog with my personal thoughts, ideas and concerns of consulting in this area.

The passion? Well this is what this 1st post is about not only introducing the blog, but also telling you my story of how I came to be so passionate about the field. Back in University one of our modules was OD, we had this subject over the course of a year. My teacher, Vicente Fregoso, was a practitioner himself. He taught us the theory of OD, the ethics behind such practice, the core values and humanistic principles behind it, and got us to go out into the field and see the power of this discipline at work. He was so passionate it was contagious! We never missed a class, not even the 2nd semester when it was on a Saturday at 7am, which for any university student is really early. For me, a lot of what I learnt made sense, I always loved the clinical side of psychology and OD was a nice mix of clinical and business psychology put together and it was being able to help leaders, people, and organisations to become successful.

In my experience so far, I have come to label myself as a “traditionalist” ODist. Sustainable OD is not new. The focus has always been on the long term, however, times have made leaders many times focus on short term gains… and this is why and how this blog has come to be. I hope you enjoy it!

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It’s the little things

This phrase sums up my key takeaways from the inspiring line up of speakers at the ORC International Employee Engagement Conference, “Engaging People, Enhancing Performance”. The stories told by senior leaders within their organisations really brought the simplicity in most cases of getting engagement right. Many notes were taken on the day and I have been sharing all the tips, learning and inspiration in different ways.

So here are the top bits to remember from the different speakers! Notice some of them repeat what the other said… as someone I know says…success leaves clues!

Lesley Titcomb, Chief Executive, The Pensions Regulator

She was an absolutely brilliant speaker! Funny to the bone, and with a lot of wisdom, she spoke about their journey. Here are the lightbulb bits:

  • You achieve success by focusing on people.
  • It’s easier to take people with you when you explain WHY.
  • As a leader you need to walk the floor and be visible. Book those briefings in and do not move the date.
  • Use humour, the important bit is to be genuine and come across as another human being.
  • “Let’s enjoy work while we are there!”
  • “It’s too easy to blame the past, you undermine your chances of success if you just do that”.
  • New challenge, maintain the great engagement levels.

Beth Stallwood, Head of Colleague Talent & Development, Lawn Tennis

Besides showing me I know nothing about tennis… Beth talked about one of my favourite topics, values! Funny that was just our last webinar! Anyway, key points:

  • They launched their values in an organisation wide event
  • They used employee voice to review values and used focus groups as a tool to create the framework
  • Emphasised the importance of senior leaders role modelling values
  • Expect more from your leaders, create a second version of the behaviours for them, set the bar high.
  • Recognition doesn’t have to cost much. They have postcards that peers can send to each other as a way to recognise them, but also quarterly and annual awards.

Debbie Klein, CEO Europe and Asia Pacific, Engine Group

Although Debbie was there to tell us more about the Engine Group as ORC International now form part of it, I wanted to share a quote she said, “The role of a leader is to give a chance to luck. It’s not about them, not about you.”

Glenn Tunstall, Chief Superintendent, Metropolitan Police

I can see how he can be such an engaging leader, great and inspiring speech about persistence and starting from the top. Also, loved he referenced the four enablers of engagement as the way he looks at things within his organisation. Key takeaways:

  • Be persistent, during his first parades, as he calls them, no one showed up, but he kept going.
  • Vision should give hope of the future and you have to talk about it.
  • Make sure you are developing but also persuading/ motivating leaders to be engaging. Talk to them, but also make sure you manage those that will never buy in to your vision.
  • “All good decisions have been made by our employees”.

David Hilll & Paige Cahill, Employee Engagement, Morrisons

As they both described it, they are still on a journey but know they are moving the right way. Some of the key things they are doing in line with their emphasis on “key to listening is responding”:

  • 5 day development programme for all managers (now that’s commitment!)
  • You say Forum – made up of a variety of staff which meet monthly to solve problems
  • Use social media as a tool to listen and respond

You really can’t say these are not simple things we can all do within our organisations to keep improving. Most of these are scalable in any sector, across industries and even geographies. From big budget to small, take one of these tips into your world and experience the benefits of a more engaged workforce.

That Friday Feeling

It’s been interesting reflecting on employee engagement lately. A few weeks ago my status on LinkedIn was, “Do you have that Friday feeling? Do your employees have it too?” which was meant to start drawing attention to two things: 1) how engaged a leader is will reflect also in their workforce and 2) reminding leaders that they also need to feel engaged to enjoy work and perform better. Interestingly enough, this week I also read an interesting article on this very topic!

However, there was nothing as poignant as my Friday last week to actually put this all into perspective. As I’ve been on the path of entrepreneurship I have been doing quite a few things out of my comfort zone, one of these is doing little side jobs to create cashflow as not to drain my businesses too much, as they are in their early days! So as I was flyering on Friday morning at a major London station the truth hit me like a bucket of cold water. There I was smiling and happily trying to hand out flyers promoting an amazing summer festival, whilst 90% of the population where heading into their 9-5 job. Out of this 90%, another 90% looked like grumpy zombies who wouldn’t even respond to a good morning, let alone take a flyer! This left me thinking about how many of these zombie like employees would then go into work and perform at their best… the sad truth is probably none. I know that when I’ve personally loved my job, Friday doesn’t feel like I have to drag myself in for one last day before I am finally free, Friday has been as enjoyable as every other day because I’m going out there and doing what I love in a place that loves me back.

The second realisation was later on that night whilst I was doing some bar work. I had the amazing opportunity to see both extremes of the Friday feeling. The second one being the absolute bliss and excitement of the start of the weekend which in some cases were quite extreme! So that over the top celebration that the weekend was finally here also got me thinking…

We like to say employee engagement is a two way relationship and I believe both have a part to play:

  • As an employer – creating a place where people can thrive, the right environment, processes, technology and tools to be available, but also to help make the connection between minds and hearts by providing the employee with a feeling that they are valued, giving them a voice and recognition for a job well done no matter the level.
  • As an employee

So this latter one is slightly more controversial, as I know the economy isn’t what it used to be and job security is a thing of the past, however, I find that a lot of people find themselves stuck at a job and won’t do anything themselves to be “unstuck”. This is awful for an organisaiton because it means you have an office full of zombies who will just do the minimum to get paid and go home. However, I have to admit part of me did think as I saw the zombies coming out of the station, so “why do you work where you work if you clearly don’t enjoy it? Why not save yourself the pain and the company money and find somewhere where you can excel, be yourself, and just love every minute of it?”. Not only would we have a better economy as we would have more engaged employees all round, but people would generally be healthier as they would be taking responsibility for their own wellbeing as well.

I believe if both the employee and employer did their part in taking responsibility for themselves we would be at a much better place. I am not only talking about individually, but also collectively as an organisation and even more as a country and as a planet. Let’s find a way to get rid of the Friday feeling and say yes to a better future.

Short Termism – The new plague

I wrote about this topic a while back (http://wp.me/p4guGT-m) . However, after being a full time entrepreneur for these last 2 weeks, I have come to realise how much this way of thinking is conditioned into us. It is almost like a disease that is really hard to cure, unless we do something about it.

I always have considered myself to have a long term vision. However, I had never been (until now), in a position where I have “risked it all” to follow my dreams. I no longer have that security blanket in a form of a job to fall back on, nor do I have huge amounts of wealth (yet!) to see me through. Some may say I have gone completely insane whilst others will realise there was really no other option for me.

So, if I know this to be the case, why have there been moments in the last two weeks where all I could feel was a tight stomach, emptiness, and right down fear and yes, even doubt?

The answer: short term thinking is engrained into us since young age.

When we are at school we are taught to study hard to get good grades. The emphasis is usually in results rather than learning.

When at work we are taught to get quick results. Your boss wants results now, for yesterday, not for tomorrow. Things need to be done quickly and correctly. We think about profit, turnover and now money especially if the organisation has shareholders. Results, rather than how.

Within society we get sold everything that makes us feel good now. “Lose weight in 15 days”, “Buy now pay later”, temptation of cake vendors outside gyms or dentists, “Low down payment”, one night stands, upsize for just 10p and many more.

Instant gratification is the name of the game. We are not used to taking steps with faith that something will work out or sticking to habits although we know they will be good for us in the long term. We want results NOW! We are not willing to take little baby steps that will eventually compound into something greater. If we can’t see it, it doesn’t exist.

However, by doing this we miss out on so much more. What do real leaders and visionaries have? Long term vision, passion and the pure belief that if they keep going they will get there. Success isn’t a straight line. It isn’t even a destination. Success is working day in and day out on following your vision, whether personal or professional, and enduring the hard times, challenges, the uncomfortable feeling of being outside your comfort zone, and taking one step at a time to getting there, but always going forward.

So what can we do to help ourselves as individuals or organisations to keep their vision alive? Here are some tips that have helped me throughout these two weeks:

  • Find out why this vision is important to you. Work on your why. My last LinkedIn post talked about purpose, have a look if you need further help on this. (https://www.linkedin.com/pulse/whats-your-purpose-cinthya-quijano)
  • Vision Boards. Yes, even for organisations! A great way for an organisation to do this would be through Appreciative Inquiry or a Whole System in the room intervention. Then put the board somewhere all employees can see it. Believe me, it is a powerful tool.
  • Affirmations. A lot has been written about affirmations or setting your intention. Saying it out loud and with feeling really helps me start my day right, and if it is powerful at an individual level, imagine what it could do for collectives!!!
  • Setting yourself (and your team) goals. Nice, simple ones, that are achievable. I’m not going to write about goal setting, we all know why it’s important. However, sometimes we don’t make it easy on ourselves. Having stretch goals are great, but sometimes you just need an easy win to help you get started. So when you are feeling down, pick one easy thing you can get done, and celebrate the success like a crazy person. Your brain doesn’t understand the difference between a small or big success. So just go nuts!
  • Celebrate success. If within an organisational setting, be inclusive and celebrate big and small successes. I’ve already explained why… neuroscience at its best!
  • Read! Not just novels or free newspapers, but books on developing yourself and your vision. If you are really have an ambitious vision, know that you are going to have to keep learning about the subject matter and about yourself too.
  • Most of all to keep your long term vision alive find people who believe your vision as much as you do. Use them as the group you go to when you need a bit of help, or feel like your sliding into “instant gratification” mode. Surrounding yourself with people who believe in you and your vision is vital.

From tradition to experimenting new approaches

untitledThe second day of the ODN Europe conference was definitely full of food for thought. It was really hard to pick on topic but like a good OD practitioner I found a theme in the thoughts that were going on in my head.

I think it was like living the OD journey, honouring the foundation of the discipline to its evolution. The day started with a talk titled “On the shoulder of Giants” that focused on purpose. What was our individual reason we came into the field. Basically, it got back to the basics of our founders, what was it they really cared about and those values that are so unique to OD, working with purpose (this was an amazing talk which I will later talk about). This continued through the Community Workshop were we used Future Search to look into our past narrative and see where we as individuals, the world and the practice of OD have been through until the present.

Personally this Future Search exercise brought a lot of personal insight for me. It showed me what I have achieved not only as an individual but as an OD practitioner, but also brought to light some of my “blind spots” around the practice. I love OD but all the history I know about OD is American, so when it came to write about OD in Europe all I knew was about its conception within the Tavistock Institute which coincided with its conception in NTL in the US and how both work parallel during that time. The rest… was new for me. It was interesting to see the Universities, Institutes and organisations that championed OD in Europe. The rise of ODN Europe in 2013 (for the second time) and that need for us as practitioners to get together which has enhance the sense of community I felt during these two days.

This evolution showed more in my concurrent session which was around “Contrafactualization” which was led by Cliff Oswick. Trialling new approaches to interventions, using a different perspective to understand organisations and seeing as practitioners what we could draw upon the experience and whether we felt it would lead to a possible new approach. Cliff explored finding similarities among opposites, and differences between equals as a way of questioning themes in organisations. It worked as it created insight and new ways of thinking about different topics, so it will be interesting to see how we can develop this further.

The interesting thing as we moved through the timeline of OD during the day, was that what we talked at the beginning with John Scherer, Purpose, was present in all of these. The mission of OD to help create inclusive, people centred, change at different levels to provide organisations with a better way and reach success was at the heart of it, helping organisations become a better version of themselves.

It reaffirmed once more why I am so passionate about Organisation Development and what we do with our clients day in and day out. It is much more that what happens in the four walls in the organisation, is how those four walls can impact so many more lives beyond it.

Digital OD

digital

Today has been another great day at Roffey Park at the ODN Europe Conference. We had a great keynote speaker and all the sessions definitely had light bulb moments. I had a bit of reflection time of what I wanted to focus this blog post on, and I decided to focuses it on a very current topic in the business world which is that of digitalisation.

Within the conference there were two sessions based on digital OD. The first workshop was led by NHS Employers who explained their own journey of using digital as a way of creating conversations through an app under their project DO OD. The other one was a reflective session on whether Digital OD is a new wave and whether we as a profession are ready for it.

These two very insightful and provocative sessions have led to this blog post so thank you Paul Taylor, Karen Dumain and Steve Hearsum for sharing.

I personally don’t think you can ignore the digital world, it is just part of who we are. However, I do think there is a big question as OD practitioners on how we use technology within our work. It was interesting hearing the debate point out some of the similar polarities I hear in the corridors everyday:

  • Is digital dehumanising the workplace?
  • Does it have a darkside (i.e. cyberbullying and holding 0 accountability for your voice)?
  • How about digital procrastination?
  • Social Media is it a tool or “evil”?
  • Will it replace the way we communicate?
  • The advantage of digital for a disperse workforce being able to reach many people at one given time
  • Having the ability to communicate in real time
  • Being thought provocative and a tool/ catalyst for change
  • And as the DO OD app showed, being that initial inquirer that leads to conversations

This last point I found fascinating. How do we in OD integrate digital within our interventions when at the core we are about having conversations, a relationship discipline, based on social sciences, and need for interaction with the system? How do you ensure that when you digitalise OD you do it from a place of purpose rather than a place of just to do digital for the sake of it?

We as practitioners discussed this within groups, but I thought I’d share some of the insights and reflection points from the day.

  • Digital is here to stay
  • As practitioners we have to decide what tools work for our client for their particular context, purpose and need
  • This includes thinking of whether we want to use digital as a way of collecting data or just being a catalyst for conversations.
  • Digital can enhance learning, engagement, and change if done properly
  • Digital does accentuate the need for real good leadership skills from being able to be confident at managing ambiguity, vulnerability, being resilient, comfortable with the change of power dynamics and being out of control. I would add the whole integrity piece to this list of accentuated qualities for leaders within a digital setting.
  • Digital can enhance innovation and different ways of thinking
  • Digital changes are just part of the whole systems change when you look at the socio-technical sub system.
  • Digital can be diagnostic as well as dialogical.
  • At the end of the day even with digital organisations are built up and are just people
  • Like culture change it is long term and the real benefits of doing interventions through digital will be told in stories not in numbers
  • Digital is just another tool within our tool box

From a personal perspective I think that when used right whether it is social media, apps, wassap, LinkedIn, Blogs, special forums, etc. Digital does not replace face to face, but it provides another way to do things. For example:

– one more extra communication channel

– a way to connect with likeminded individuals and share best practice

– a way to provide a one stop shop to resources and helpful material

– an instant feedback mechanism

– potential for real collaboration with very diverse teams

– a safe environment to experiment and share ideas

– a way to start conversations

– a possible tool for engaging with staff and customers

– a way to help manage a project team

The list could go on. So the next question becomes are we ready to completely embrace this in OD? I think the answer is it depends. I think for us to get there 100% we have to see the humanisation of technology and a way to create accountability in a digital voice, but leaving the degree of freedom to have emerging conversations take place and really form individual digital personalities that are true to the self. The theme of does digital provide an inclusive workplace is one which needs to be looked at deeper for it to really work for OD interventions. However, I think we are in the journey now of discovering what Digital OD could look like.

What are you good at?

This is the first instalment from my inspiration and learning points whilst attending the ODN Europe conference here at Roffey Park. They are not just for Organisation Development (OD) practitioners, some of these learning points apply to different aspects on life. Today’s post is a great example of it.

Today before the conference we had the privilege of hearing from Mee-Yan Cheung Judge, Jean Neumann and John Scheret at the Fireside Chat. One of the questions that our panellists were asked was about what are they good at. As much as I found their answers very interesting there were a couple of things that came to my mind about how very important this question is for anyone helping organisations in their journey to success.

Another great question asked by one of the panellists as a self-reflection question was “what am I called to contribute to this world?”

These two questions left me wondering as an OD professional what do they mean to me? What do they mean to other people? I think working from a place of purpose is so powerful and I think these two questions are key to that. As a practitioner I would recommend anyone in any field to ask themselves these two questions, and not just today, but check back every 6 months or so as the answers may have changed.

So what am I good at? Well when talking about OD and working with my clients past and present I think I would describe myself as good at being quite vocal of what I think, and trying to do the best for the client even when they are not sure it’s the best thing for them. I am good at questioning the status quo and providing thought provoking insight.

What am I called to contribute to this world? Ah, a fundamental question. Not just about OD, but about life. I have been on a personal journey the last 12 months on discovering or rediscovering my purpose. I want to help people live better lives, whether this is through my OD work by providing them a better organisation to work for, or by inspiring people to be the change they want to see or just by inspiring people to dream again through my other hats (I have many).

It was interesting to hear one of the panellist talk about legacy and the type of legacy we want to leave, they also referred to OD people as idealist and I think these two statements are very true. I think it is something most OD people I know have within them, a sense of purpose behind their work that is part of what makes this field so special.

So whether you work in OD or not, I challenge you to ask yourself these two questions. Figure out if you’re in alignment with yourself, this is always a great step to self-awareness, and to any future changes within yourself to reach your real potential and achieve the life you desire.

For more information about ODN Europe please visit: http://www.odneurope.org/

The problem with authentic leadership

authentic

It is the time when people want leaders they can trust. This means leaders who are genuine, human, open, vulnerable and visionary. This all sounds great right? Of course it does! Who wouldn’t follow someone who they could trust and inspired them to a great vision? I know that is what I would love to see in leaders.

So what is the problem with authentic leadership?

That they are hard to come by in the world and not because leaders don’t want to be authentic, but I don’t think they necessarily know how. I will generalise for the sake of this blog post, but fortunately enough I have also come by the great authentic leaders in my life time so I know they exist. But why is it so many leaders find becoming authentic leaders difficult?

  • They come from a generation that was taught that knowledge is power. Their entire career they have functioned in this way making it to the top because their USP was their knowledge, whether specialised in a field or a certain company. This may mean they are not so great at delegating or trusting others with information.
  • They were told to leave their personal baggage at home. I know this as I remember still being taught this at university. However, this no longer applies. Mainly because research has shown how this is impossible to do. What happens at home affects work and what happens at work affects home, there are no clear boundaries when it comes to stress, emotions, and therefore performance. Nevertheless, as they learnt that this was the case they have spent time creating a “safe façade” for times of stress to look as they have it all under control.
  • Leaders for many generations have been told that they are fully responsible for their organisation. Can you imagine this kind of weight over your shoulders? No wonder they keep their distance, act authoritarian as if the organisation is their property, and try to pretend to be calm when something is going wrong and hide information may damage them.
  • From a gender perspective, female leaders were told that the only way to be a leader was to go to battle with “the top white men” to fight for those positions in power, imitating their way of being instead of embracing their self.
  • Power = leadership idea. They were taught that you had power if you were at the top and you had to command respect. This is very different that saying, you must earn the respect of others and this will make it easier for people to believe in you and work with you to reach mutual goals.

The problem is things have drastically changed in the business world, not only because the newer generations want and know that work is an extension of the self and therefore want to work somewhere they believe in (they are more focused on purpose rather than money), but also because of media and a sense that we, as Maslow well puts it, as humans desire to fulfil other needs (esteem, self actualisation). The advances in technology and media help us uncover the truth and people will always be searching for the truth, so it is time to create a new paradigm within organisations, a new culture, a new way of working that will enable us to have the authentic leaders we are all hungry for.

It’s the People Stupid…

Oh I really love hearing Nitta Clarke and David Macleod speak. Towards the end of last year I had the fortune of hearing them both at a Hay Group Engagement Forum and at the Engage for Success Open Evening. 

Why do I value their speeches so much?

To be honest, they say a lot of things I think, but 1) are brave enough to say it out loud to anyone no matter who they are and 2) have years beyond my experience so I always like to know I am not completely insane or alone in my battle to make engagement a strategic topic.

The title of this blog entry was inspired by something Nita said, and something I have been talking about for years. No matter what you change, what you re-engineer, or if you have fabulous systems and processes in place, it is the people that make the difference.

I think a lot of organisations are starting to see it. I am not convinced many know what to do with this information as it provides a real eye opening statement. A lot of us converted ones who have always believed this find it common sense, but actually in practice and in my interactions with clients; it seems it is world apart of what business world used to focus on.

It’s not only a millennials vs baby boomers problem either. Every day people are looking at work differently than they used to, as an extension of self rather than something to pay the bills. People recognise the “job for life” has long died and now want a two-way relationship with their employer.

Even more challenging, people are expecting managers to be leaders and inspire rather than just hand out work or instructions. Managers and leaders at all levels are now expected to gain the employees trust and respect rather than these existing by default because of their titles.

So a lot of change in the workplace, and as many OD professionals know when we talk about such a dramatic change in culture, mindset, and behaviours it is not an overnight thing. Just another phrase from Nitta “engagement is not putting lipstick on a pig” it is about embedding it within the culture of the organisation.

So from an OD perspective if you are new to this what can you do?

  • First breathe, it is not going to be an easy battle and it may feel like a battle at times
  • Find out where you are, whether it is an employee survey, random interviews, focus groups, or a mix of all of these. Try to understand how you currently do in regards to the four enablers.
  • Does your organisation have a strategic narrative and vision? If it doesn’t help them find it! Why not even give Appreciative Inquiry a try using their stage of Dreaming the future?
  • Once you know where you are and where you want to get to work with a mix of staff to get there. Both top/down and grass roots approaches work have a huge impact.
  • Focus on grass roots if you don’t have leadership buy-in and build case studies in their language to highlight the successes.
  • Be pleasantly persistent, some organisations move slower than others

Want more information about Engage for Success visit their website at: http://www.engageforsuccess.org

What do Acting and OD have in common?

theatre-masks-mdI am an actress and an OD professional. Every time I say it to someone else I get 1 of 2 reactions:

  1. Wow that’s great I bet it comes in handy with OD OR
  2. That’s different, how do you make it work?

I used to struggle with both actually as having two careers in my head and heart they were exactly that: two separate careers. I don’t know if it is due to talking to more OD professionals that like the arts or my mentor who knows more actors that have their own businesses, or maybe it is just because I have been lucky enough to go back to training on my acting craft that I now see tons and tons of similarities between OD and acting.

I sit on the bus after a long day at work followed by acting class thinking about how it all makes sense somehow.

  • Acting is about telling the story and understanding the character’s journey– well in OD a very important part of the process is to understand where an organisation has come from and where it is heading, much like a character in a script.
  • The story goes beyond the lines written – in OD we have to base our diagnosis not only on policies, written procedures, or what the leaders say, but we have to dig deeper and find the reality of the organisation much like as an actor when I prepare I have to understand what is written between the lines, what my character is really saying, what the intention is behind the lines.
  • “You can’t act what you don’t know” I have quoted this as it is a frequent saying from my acting coach talking about if you don’t know where your character really is at that moment in time, what they are really thinking, saying, feeling, then the acting would be “acting”. – In OD some consultants “act” they pick a symptom to work on, then do not have the effect they wanted, and the client is stuck with a new problem. Others prepare their part, diagnose, plan, act, review, plan, and act helping the client develop.
  • You need an objective for yourself as a character in a film or play, this will determine how you approach each line – in OD you need to have a desired future, where you are going to, the vision, so you can then plan a way to get there.
  • In OD self-awareness is key – this could not be more true in acting. As an actor I have to be aware of my own biases, knowledge, and experience and be able to draw from it, but I also need to know and observe people to gain their experiences. In OD you do the same by knowing other experts.

In regards to the process, well I’ve already touched upon how OD and acting use a similar diagnosing process. You can say that planning is the rehearsal part of acting, and then implementing would be reading the lines in a theatre show or film. You then review the footage, see what worked, what didn’t and if you need to you re-shoot. If in theatre you review where that got you to, and decide whether you want to tweak anything before the next night. So as you can see the similarities are all there.

I’m glad I’ve realised that both of my passions have these similarities as it will allow me to use the skills I have gained to improve both my craft as an OD practitioner, as well as, an actress.

They go together

So last month I attended an Employee Engagement Conference. Glad to say it wasn’t my first one in the year, but it got me thinking about Engagement & OD and the sisterhood that exists between both disciplines.

OD in its values talk about inclusivity at all points of the process from diagnosis to implementation. The advantages in doing this are many! When you engage staff from the beginning of the process:

  1. They will more clearly see the path and rationale of what you want to do or looking at.
  2. They will have more insights that you may need to know before taking action.
  3. They will have ideas on how to change and what will work within their culture.
  4. They will know any road blocks, barriers, and key players and influencers which will help facilitate the change.
  5. Getting people on board who may be resistant to change from the beginning will help you and the organisation understand them and think of ways to engage them in the process to make sure they become partners in the mission.
  6. This can have a great impact on employee engagement when done well throughout the organisation.

When engagement is part of the culture these things will happen automatically and I believe sustainable organisational success depends on these two disciplines being core to that culture. To look at the relationship closer I am going to call upon the 4 enablers of engagement as described within the Engage for Success Movement I am very proud of being part of.

Strategic Narrative – Leaders set out a clear vision and purpose for the organisation. During change this is of upmost important, people need to understand where they are going and more importantly why they should change. Leaders must help each individual understand their role within the bigger picture, how they can contribute and the value they add to it.

Engaging Managers – Managers that inspire, facilitate, enable rather than control will translate this vision to their employees in their everyday work. The most important relationship an employee has at work is with their manager, so they are vital to the success of any change. They will be the key communicators during the process, they will also be able to talk to senior leaders and be the voice for their employees when needed. They are the ham in the sandwich, in the middle, but an ever so important ingredient!

Employee Voice – reflecting what we have said about engagement enabling a great OD process. Looking for this voice will enable innovation, ideas, better implementation and a constant feedback on how things are going during the change process. If people are not convinced and believe the change is for the overall best for the organisation they will not change, no matter what else is done, and without people the organisation will not be successful.

Integrity – a great topic of today and very important during change. This is what creates trust in an organisation. If leaders walk the talk, if they are authentic and human, people will follow and be there even when the going gets tough. If the gap between say and do is big, trust breaks and success will seem far far away.

Creating a culture is part of the work OD does and creating a culture where employee engagement is embedded is vital now more than ever in creating success in organisations. As many culture changes it cannot be done overnight, but the overall results… well as David McLeod and Nita Clarke mentioned in their evidence paper it is £26 billion pounds on the table!

For more information on employee engagement and Engage for Success visit: www.engageforsuccess.org