By Izak Steyn

 

1. Thought processes and relationship dynamics are fundamental if change is to be successful.

2. Change only happens when each person makes a decision to implement the change.

3. People fear change - it "happens" to them.

4. Given the freedom to do so, people will build quality into their work as a matter of personal pride.

5. Traditional organizational systems treat people like children and expect them to act like adults.

6. "Truth" is more important during periods of change and uncertainty than "good news."

7. Trust is earned by those who demonstrate consistent behaviour and clearly defined values.

8. People who work are capable of doing much more than they are doing.

9. The intrinsic rewards of a project are often more important than the material rewards and recognition.

10. A clearly defined vision of the end result enables all the people to define the most efficient path for accomplishing the results.

11. The more input people have into defining the changes that will affect their work, the more they will take ownership for the results.

12. To change the individual, change the system.

 

 

By Doug Johnson

 

The cost of Immaturity

We believe as a team of consulting coaches that of all the things that impact your organisation, the costliest is Immaturity.

However, maturity is not instant and cannot be bought. The only way to get there is to journey!

There are times on the journey that everyone needs a helping hand …

  • Our skillset in a certain area needs supplementing
  • We get too close to the coal face and need a different perspective
  • We have encountered an obstacle that we cannot get around

We see our role as the following:

  • To equip you for your journey
  • To guide you on your journey
  • To intervene when you get stuck along the way

Although our focus is making teams work, we address the following areas:

  • The maturity of the organisation
    • Structure
    • Culture
  • The maturity of the leadership
  • The maturity of teams
  • The maturity of processes
  • The maturity of individuals
  • The maturity of the information systems
  • Environment (management vs project capability)
  • Business fundamentals

Below are characteristics of maturity and immaturity. It is not difficult to see how these can impact the organisation on many levels, the most important being financial.

Maturity Characteristics

 

The Immature …

  • Play
  • Waste
  • Need to be entertained
  • Sulk
  • Consume
  • Cannot be trusted
  • Are driven by immediate needs
  • Get distracted
  • Need to be served
  • Are selfish
  • Do not produce anything
  • Take things personally
  • Lack discernment
  • Lack experience
  • Miscommunicate
  • Cannot prioritise
  • Are self-focussed
  • Are undisciplined
  • Do not have endurance
  • Manipulate

 

 

The Mature …

  • Are productive
  • Do not waste
  • Are focussed
  • Are emotionally stable
  • Are unselfish
  • Communicate clearly
  • Put others first
  • Serve
  • Endure
  • Are disciplined
  • Make better decisions
  • Are driven by Values
  • Can prioritise
  • See the long-term
  • Can be trusted to produce
  • Can be trusted morally
  • Work as a team
  • Can be corrected

 

 

 

Maturity may seem like a “soft” issue, but it has a huge impact on the bottom line of any organisation

 

By Doug Johnson

 

“Show me a picture”

At Voyage Consulting we are often asked to describe what we do in the form of an analogy. In this article I am going to use the likeness of a motor car.

A car is like to a team because it is the sum of the parts working together that makes it effective and enables it to do what it is designed for. Take out a small part, like a sparkplug, and it cannot function. Take out a large part, like a wheel, and the result is the same. Of course we all know that it is the nut behind the steering wheel that causes the most problems!

We look after our cars because they are expensive and because we would be lost without them. We house them in garages, wash them regularly, fill them up with fuel, check the oil and tyres, have them serviced like clockwork. We know that if we do not look after them we will pay the price.

In the old days when life was simple we could tinker with our cars, and if we were handy with our hands, do our own servicing. These days most of them are too complex to even open the bonnet.

Brett Johnson - the author of LEMON Leadership - gave a "Taste of LEMON" talk at Google in 2010.

Click here to see the talk.