Disengagement OR Disconnection!!!
Ever since I started coaching on Corporate Engagement, I have been using Jim Haudan's model. The prescription is simple...engaging your people in designing your strategy and involving them with a plan to execute that strategy catapults your business forward and creates an energized workforce. Chances of achieving desired results or fulfilling it's purpose are thence very high.
Organistions fail to deliver because Leadership either is 'Disengaging' or it is 'Disconnecting'. Untrained leadership unconsciously ends up reflecting personal style or indulges in management practises that either disengages or disconnects it's membership from the Enterprise strategy to achieve purpose of its journey. The enterprise Value Creation journey naturally gets a set-back.
If you know the difference between the two as a coach and are able to diagnoise the problem accurately, you could indeed help in reversing the trends and nursing the enterprise back to it's health.
Companies often drum-beat through their Lleadership Messagesl in the Annual Co Reports how People Resources are their main Value Creators and how much they value them !!! However, if you do a deep dive into the failures of some of these Cos, you may emerge with realisation that often Companies try to execute their strategy despite it's people rather than thru them. Efforts are put in to drive ahead regardless of their people on-boarding. People and Strategy are disjointed. This leads to People feeling 'Disengaged'.
See Scene 1 in the Doodle. The leader is designing his own strategy, people are curious but not involved or engaged. Leader is not communicating. People are thus working on their own strategy and don't know the mind of the leader. A state of Total Disengagement.
Strategy is perpetually in motion. It requires adjustments on the move to be able to continue winning in dynamic times. First time that a strategy is evolved, chances are that proper people involvement and its communication may have been undertaken. However, it's dynamic adjustments remain uncommunicated to people or the leader designs these adjustments and moves on without people involvement.
The second context is where the enterprise has defined its strategy and maybe it has even communicated the same with its people. But the enterprise for strange reasons, has not put in the rigour to either define a process that clearly outlines how that strategy would be executed OR how the people involved would connect with each other to execute that strategy at the ground level.
See Scene 2 of the Doodle. The leader has not only designed his strategy without involvement, but has also by himself started executing the same. People have made boats and some have started walking as part of their own self assumed strategies to reach the new destination. And whilst all this is happening, the leader has started moving on his rope anchored strategy to reach the desired destination !!. He maybe imagining that the rest of the team may soon follow him. But they certainly look Disconnected. Slim chances that they would follow his uninvolved strategy or plan. He will soon be in a state of shock to realise that no one has followed him.
Strategies have to breathe and have to be brought to life through strategic people engagement. Mindless preoccupation in Managing business has made people forget the fact that most erudite strategies are worthless if its people can't embrace it or get engaged with it.
Effecient organizations and effective leaders have mastered the art to tap into the latent and unused potential of it's people by effectively engaging and connecting with them at the strategic and execution levels.
They win who use People Power effectively.