Governance

Governance = to steer; Governance is the process of deciding what an organisation shall do, and ensuring that it happens. Governance is separate from the management of staff and programmes, even where they are carried out by much the same group of people (NZICA, 2009).

It is not the role of a governance body to manage the everyday affairs of the entity but rather to steer the future objectives and strategies of the organisation as a whole.

Boards need to ensure that they are relevant to the businesses and organisations that they oversee.

A lack of good governance leads to such problems as the Global Credit Crunch.

Good governance can lead to progressive, quick reacting, strategic thinking companies and organisations that are well able to navigate the way ahead for them.

Really good governance thoughts and resources can be found -

http://www.nzica.com/AM/Template.cfm?Section=Governance
http://www.sparc.org.nz/sport/business-improvement/governance-templates

Issues I'm Dealing With

I have two distinct issues when it comes to the line management of my team -

1. A high performing team - when to step in/step up?


2. Staff working at a remote site.

The second issue of having to deal with the remote office has been easier than the high performance team. The high performing people need far less help and looking after but this creates a tension for me not knowing if I am fulfilling my role as line manager or not.

The remote office has tensions around task delegation and completion. There are other persons whom my staff members are there to support who provide tasks and work loads for my staff.

How do I deal with these situations?

1. The team - I leave the team to do it's work effectively. I don't need to know all the in's and out's of the actual tasks being completed (the how), as long I keep tabs on which staff member is doing the work (the who) and the completion times (the when). I don't need to be 'Big Brother' watching their every move. I trust them and they me. Also they have a far deeper technical knowledge than I do. But when issues arise around timing and external issues - then I come alongside to develop strategies on what the best course of action will be.
2. The remote office - I also take a similar approach. I don't need to know every task that is being done. The staff members are able to decide for themselves what tasks are important and which tasks aren't.

Fortunately for me so far the big issue of - non-performance hasn't arisen. Sure people have down times and flat periods but as a team we get on with the tasks required and achieve effective results.

I give all my staff higher levels of autonomy and the ability to make their own decisions.

Ambiguity

Often times there is a lack of certainty around decision making and the direction of an organisation.

For the middle manager there is no real method of being able to accept change upwards.

So what do you do? Change yourself.

• Attitude - your attitude determines your altitude.
• Goals - define who you want to be, and where you want to go.
• Direction - think for yourself, understand the bigger organisation and consider where you fit in and if you can make incremental changes at your level.
• Communication - be honest and open. Let those above you know that you would like more openness and a knowledge of where things are going.
• Patience - don't be in a rush. Good things take time.

There are no silver bullet remedies for work situations that you have no control over. But you can control your attitude and your responses!

Performance Measurement

What do you measure and how?

The acid test for an individuals individual performance is whether or not their work is contributing to the goals and values of the organisation.

There are a range of key areas that can be assessed and reviewed over time -

• Expectations for the agreed time periods. Quarterly/ Half yearly/ Annual.
• Achievement of job description goals.
• How the person is carrying out their role.
• What behaviors and values does the person demonstrate (both verbal and non-verbal).
• What professional development goals has the person attained.

Some areas are easier to measure than others. There are differences between the 'soft' targets and the 'hard' targets.

One of the key measures I like to use is 360 degree feedback. That is what do others apart from the manager think of the individuals performance/teams performance.

Often times personal judgements can be slanted and not entirely accurate. However where a number of people agree on the big areas you can feel more confident about the feedback you will give.

Performance Appraisals

It is important that employees get feedback on how they are doing. Performance appraisals are an effective way for people to understand where they are at in terms of reaching, completing and executing -

• Organisational goals
• Business unit goals, and also
• Their own personal goals.

Here are a few pointers for managers to think about when carrying out an appraisal -

1. Prepare.
2. Make time.
3. Shut out distractions and interruptions.
4. Listen, listen, listen.
5. Have some open questions ready preapared.
6. Make the time constructive.
7. Criticism can be hard to swallow - so be careful how you present it.

Professional Development

One of the interesting points that came out of one of the talks at the ATEM conference was around professional development (PD).

Should PD always be linked directly to achieving the workplaces business goals? That is where does training end and development begin?

A number of organisations blur the lines between the two. One great story was about a manager who encouraged their person to engage in raranga (weaving). Through this practise the person became more relaxed in the workplace and then their work rate and quality improved.

This semester I have decided to do a course in creative writing, particularly poetry in the second half. Will this directly change or improve my performance towards the business goals? Maybe - but indirectly.

As managers we need to be aware of people's needs at the time, and maybe not doing formal study, such as a diploma, is as valuable to a person. However through them doing study that engages them on different levels - that may be of more value and worth, primarily to them, and then on to us as an organisation.

Here is a poem I coined to begin the course with -

The Urge.

And so it begins, the urge to write,
But do we begin, no that can't be right,
And so the tutor says - don't start just wait,
And I sit here musing, restless, going stagnate

Bring on week two, with pencil and pen,
Maybe I'll start, maybe begin,
In the meantime, I'll muse and I'll dream
Of stories well written, and eclairs filled with cream.

He Tangata, He Tangata, He Tangata

What are the key factors that motivate and inspire people to do their best?

People. Other people. Sometimes selfish ambition and greed, but usually for others.

Others better define us than how we define ourselves.

MBA or NBA?

What to do in 2010?

• Complete my studies with Waikato Uni and complete the MBA program
• Or - knuckle down and get into the NBA instead?

It is important for us that Vanessa finishes her degree to allow her career promotions and a university qualification. I'm fine with that. However, it will may mean that I have to go into limbo for a year.

The other part of my conundrum is - will doing an MBA get me anywhere in my current organisation? I wonder about the value of an MBA if there is going to be no value at the end of it.

So even if I get an MBA will that mean I have a clearer line through to second tier management? I highly doubt it. Am I capable of operating at that level? Absolutely.

One of the dangers of staying within an organisation is being labelled and boxed in by other peoples perceptions.

When I was doing my chef training I distinctly remember Chef saying - "Trainee chefs should only stay in 1 job (kitchen) for 6 months, and older chefs no more than 2 years".

There is some value in that statement. The great chef Mossimo also said

"Once you know everything about your job, quit and get a new one".

Here are a few points on what I believe are the "Crucial elements of employee engagement" -

• Employees must be dependable and appear to be stable in a role is an important element of career advancement;
• Also important is the employees ability to grow,
• Their ability to know there is a purpose is what they do,
• They must be being adequately challenged,
• And they must be rewarded for their efforts at work - both internal job performance and external personal development.

Sure - I'll have a go

A couple of roles have appeared in the classifieds section of the newspaper today. They are at a multi-national in a far bigger role than I am in now.

Will I apply? Yes.
Am I ready for it? Maybe
Am I confident of having a go? Hell yeah.

After spending time on the MBA program I can confidently say I am ready for more. Yes I do need more management training. Yes - I do need mentoring. Yes - I am nervous as hell.

But whats the worst they could say? No? Come on - nothing ventured, nothing gained.

I also have a couple of meetings with other Directors at my current place of work, and I want to see what their thoughts are about career development and opportunities at my current place as well.

As I always say - watch this space.

ATEM Conference Review

This post isn't about the conference as much as it is what I got out of it.

1. Careers are the result of our ability to change and what we can endure.


2. Change is constant but not always conducive to progress.


3. Learning from the best can make even the mediocre truly great.


4. Novices can top the field.


5. It's not the answers we look for, but the questions we ask along the way that define us.


6. There's nothing wrong with having heroes.


7. Leaders and influence rs aren't always visible.


8. Starting small change in big organizations doesn't always have to take a whole lot of effort.