Thursday, July 28, 2011

Changing What's Normal means we sometimes have to fight to return things to 'normal'

My good friend Ian Berry has recently released his fourth book Changing What's Normal which contains 58 insights for action - things that each of us can do to change what has become 'normal'.

The challenge with 'normal' is that too many of us accept standards and behaviours that should not be accepted. Fortunately not everyone accepts what has become 'normal'.

Recently a small group of Israeli women, at great risk to themselves smuggled a small group of Palestinian women from the occupied West Bank to have a day at the beach and a play in the waves. So this simple activity was, most likely a once in a lifetime opportunity.

The majority of the Palestinian women had never visited a beach in their lives. Where they live is land locked and they are not allowed into the part of Israel where the beach is located. These women are not allowed to enter this part of Israel because they are Palestinian. Full stop.

When asked why they were prepared to take such significant risks the Israeli women said, "''What we are doing here will not change the situation,...But it is one more activity to oppose the occupation. One day in the future, people will ask, like they did of the Germans, 'Did you know?' And I will be able to say, 'I knew. And I acted.'''

This sentence moved me. Despite the apparent futility of their act, these Israeli women, at least for one day, took action to change what was normal. No matter what happens the experience of playing at the beach can never be taken away from the Palestinian women. The Israeli women changed what was normal.

Change often occurs one person at a time. Usually it takes courage from one person to start to change what has become 'normal'.
What are the 'normal activities' in your organisation that you accept, even though deep down you know that they shouldn't be accepted? If you see yourself as courageous, do you have the courage to act?
I know that when the professional doctoral program in which I was enrolled was unceremoniously cancelled without any of the 40 students having been consulted, I wrote a letter to the Vice Chancellor of the university despite that university also being a client of mine. I never received a formal response. So I didn't change anything, but at least I tried.

Sometimes changing what's normal is like that. The question isn't necessarily did you succeed (not in the short term anyway) the question is, 'Did you try to change what's normal?'
Of course the more of us who try to change what's become normal, the more of success will be achieved.
If you would like to know more about this topic I urge you to read Ian's book Changing What's Normal.

Tuesday, July 26, 2011

Expert Tip - Motivation Factor 6

In the seventh of the short videos in the 11 part series on how to create motivated employees, I share the sixth of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How do you rate for this factor? How does your employer rate for you?

Thursday, July 21, 2011

Expert Tip - Motivation Factor 5

In the sixth of the short videos in the 11 part series on how to create motivated employees, I share the fifth of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How do you rate for this factor?

Tuesday, July 19, 2011

Expert Tip - Motivation Factor 4

In the fifth of the short videos in the 11 part series on how to create motivated employees, I share the fourth of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How do you rate for this factor?

Thursday, July 14, 2011

Expert Tip - Motivation Factor 3

In the fourth of the short videos in the 11 part series on how to create motivated employees, I share the third of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How do you rate for this factor?


Tuesday, July 12, 2011

Expert Tip - Motivation Factor 2

In the third of the short videos in the 11 part series on how to create motivated employees, I share the second of 10 key factors that when present will collectively enhance the motivation of your team members/employees.

How do you rate for this factor?

Thursday, July 7, 2011

What Really Matters! Volume 3, Number 2, 2011 ebook released

What Really Matters! Volume 3, Number 2, 2011 is a collection of articles posted on the OTM Academy from April 1st to June 30th 2011.

The articles are written for Senior and Developing Leaders who share our belief that organisational success is achieved through enabling people to achieve peak performance.

Articles include:
  • I'm not normal and neither are you by Ian Berry
  • Rocket scientists beware - Good service is good business! by Gary Ryan
  • American Express discovered that their hiring processes matter - have you? by Gary Ryan
  • Self awareness and self reflection by Tanya Rutherford
  • Be a hero in your own home first by Ian Berry
  • New UK report highlights lack of employability by university graduates by Gary Ryan
  • Who is 'The Customer'? By Gary Ryan
  • Thriving on the challenges of change by Ian Berry
  • Enabling environments - Taking ownership by Tanya Rutherford 
  • and many more

You can download the ebook here.

We advise that you view the ebook in 'fullscreen' mode. Press the escape key to return to this page.



Please share your comments regarding the ebook below.

Tuesday, July 5, 2011

How strategy and S&Ps support great service

All staff, whether the CEO or the lowest paid employee in the organisation have a high sense of job satisfaction when they are able to serve their customers properly. When systems & processes exist to support the passion of people, great service can flow through an organisation.

The staff satisfaction that comes from providing great service is an outcome of the support that an organisation’s strategy and systems & processes provide for the staff members when they are in the act of providing their service. In turn, this type of internal relationship results in a virtuous cycle that generates great service at the customer interface, whether internal or external to the organisation.

In this sense, it is absolutely vital that systems & processes support staff in building positive relationships with clients, customers and stakeholders. Without this support delivering great service and staff job satisfaction fall through the floor.

How well do your organisation's systems & processes support staff to deliver great service?
Copyright Gary Ryan 2011

Relationship employees work harder and smarter. They care about the business, its future, its destiny. The business becomes their business. 
Leonard L Berry - researcher and author