Bratton Consulting

I recently worked with a client to revisit the earlier organization analysis we conducted using the Tipping Point Strategy Template that I developed from the article by the same name. We were able to confirm that some changes had taken place in the last several months. We were also able to reinforce the areas still needing work, particularly in Jumping the Cognitive Hurdle. We were also able to identify areas where new initiatives were necessary. Part of the work in the future will involve doing some Key Influencers and Stakeholders analysis to check for movement in the preferred direction of change. While William Bratton was in a command and control situation, this client is more in the demonstration/persuasion arena. I am convinced that working through the Tipping Point model is a very useful tool in managing change in difficult circumstances. Maybe Jean Luc Picard could “Make it So!” but it takes a lot more thought, work and effort to actually affect change in an organization, it is a much longer term proposition than most change consultants and managers are willing to admit!

Recently I attended a seminar at WebAssist.ca on using social media such as Twitter, Facebook, LinkedIn and YouTube to advertise business or communicate with clients and colleagues. Today on LinkedIn there was a post for an UnMarketing event here in London, ON on November 23rd. Talk about going viral, I think that the tickets for the event will be sold out well before the deadline. Now, I just have to figure out how to use these social media tools in the consulting business! Any suggestions?

Balanced Scorecard Strategy for Not-for-Profits

What is “A Balanced Scorecard?”

Historically, organizations have placed a great deal of emphasis on financial measurements of long term success. However, according to Kaplan and Norton (1992) reliance on financial measures in a management system is insufficient. The Balanced Scorecard model measures financial performance but supplements these measures with intangible factors that drive future performance, factors such as customer relationships, Internal business processes and the skills and knowledge of the workforce, the information technology that supports the workforce and the organizational climate that encourages, innovation, problem-solving and improvement.

How Does a Balanced Scorecard Apply to a Not-For-Profit? 

While the Balanced Scorecard approach to strategic planning has been pioneered in the private sector, it has also been used successfully in many not-for-profit organizations. In this sector, the financial perspective provides a constraint rather than an objective. While the not-for-profits watch their spending and manage to budget, their real focus is the achievement of their vision and mission as they represent the accountability of the not-for-profit to the society in which it operates.

The successful application of a Balanced Scorecard approach to strategic planning lies in creating a “living, breathing document” that pervades the entire organization and aligns the day-to-day activities of all units into one overall strategy. Thus, in developing a strategy for the organization, the Consumer perspective is as important as the Financial Perspective. Operating efficiencies, the ability to review internal processes to gain efficiencies without cutting expenses also rises in importance as does the importance of developing a motivated, prepared and satisfied workforce, the Learning component of the Balance Scorecard.

Why a Balanced Scorecard Strategy Interests A Not-for-Profit?

Many Not-for-Profit organizations have used an informal balanced scorecard approach to strategic planning in the past.  However, more and more they are moving to formalize this approach as stakeholders are increasingly asking for outcome performance measures. A Balanced Scorecard is consistent with the demands of transformational agendas put forth by government ministries and funders.

As well, the Balanced Scorecard Strategy Map complements the Carver Model of Board Governance model in that the Carver Model requires Boards to focus on results through addressing fundamental values, mission and vision; and enable an outcome-driven organization and force the organization into forward thinking in addition to other results-based governance principles.

Not-for-Profit and Public Sector Organizations should study the Balanced Scorecard approach to strategy development and implementation as a way of moving a sterile strategy into the real world realm of the whole organization. Makes sense to me!

Exhibit 1: Not-for-Profit Balanced Scorecard Strategy Map

Lots of things have been said about dealing with difficult people but an advice column letter in today’s Globe and Mail struck a chord with me. The gist of the matter is that the difficult person was an excellent manipulator and that as long as people put up with the manipulative behaviour, it would continue. The answer is simple, develop some backbone and face into the person and deal directly with his or her behaviour. Too often we let disrespectful, mean-spirited and nasty people get away with it because we are afraid to confront them or they hold some kind of power over us. Well, the bad news is that the behaviour will continue as long as you let it. The good news is that confronting the difficult person, who will never be open to reasonable discussion or feedback, will actually stop them in their tracks, particularly if it is done in front of other people.

You do not have to be harsh, strident or angry, those are behaviours that the Manipulator loves to evoke. Instead, be straight forward, use “I” messages and stick with how that person’s behaviour affects you and is inappropriate. For example, when someone in a position of power over you makes a snide or nasty comment, you might respond by saying something like “I do not appreciate the way you speak to me.” “I would be happy to respond to your comments if you would rephrase them” It sounds namby-pamby but it actually works. Why does it work? Because the Manipulator doesn’t get satisfaction from “hookng” you into the kind of behaviour they are expecting, tears, anger, etc.

It may take awhile for the Manipulator to catch on to the fact that you won’t respond but when they do they will usually move on to another target.

My advice, pick your situation, develp some backbone and push back, “I’d like to talk to you but not this way!” is a good response. You might even try something like explaining to the person the things you like and appreciate about them and the things that you find bothersome. You can also suggest what you would like them to do more of and less of in their interaction with you. For lots more good insights, read Dealing With Difficult People by Roberta Cava, Key Porter Books, 2004. Good luck!

The May edition of Canadian HR Reporter has some interesting trends. For example, Diversity is a popular option with Canadian companies. The top reasons for this interest are to include alternative talent pools (64%); have the workforce reflect customs (46%) and to address chronic skills shortages (32%). I suspect that the last two are in the end more important. It makes good business sense to recruit and build a workforce that reflects the communities in which companies do business. The big banks realized this years ago when they started to recruit staff in areas that were ethnic enclaves like Kensington in Toronto. Sometimes reflecting customs is a really good thing to do. I remember being invited to a hotdog and hamburger BBQ sponsored by one of my clients and watching in horror as over half the staff stood around, unable to eat the food because of their dietary customs! It was a major faux pas.

The othe major trend, recruiting to address serious skills shortages, will only increase as the Baby Boom generation reaches retirement age. The Canadian workforce is not producing enough skilled trades to satisfy demand so encourag your kids to consider opting for a skilled trade instead of a white collar job.

I recently read with interest an article talking about the end of the recession in Canada and the US. The story reminded me of the cartoon of the doomsayer, the bearded man wearing a robe and carrying a sign saying, “The End is Near – Are You Ready”!

The article talked about changes in the work force and reminded me that many companies shrunk their work forces, closed operations and found ways of letting staff go to cope with the effects of the recession. Now that “The End is Near” it may be time to re-examine your work force to see if you are ready to cope with the coming upturn in the market.

A survey by Watson Wyatt as quoted on www.salary.com showed that the number one concern of workers today is stability. This issue trumped salary, working conditions and other concerns. What does this mean for recruiting? It may mean that trying to recruit qualified, skilled and highly-motivated staff may be more difficult. Stability usually means “If I have a good job I am going to stay right here!” Further compounding the problem of recruiting is the fact that the Boomer generation might just want to stay a little longer to earn more for retirement, thus blocking openings for work force renewals.

 So, it is a good time to take stock of your work force and determine if you are “ready” to take advantage of the improving business climate. You might be surprised at how your work force has aged and at the competition out there for scarce resources!

You might have a different point of view so I invite your comments.

Personal Impact – Do You Have What it Takes?

There are six simple factors that determine your success as a leader, manager, or executive. Take the following test and see for yourself if you have what it takes:

1. Results Orientation: Are you focused on observable results? Everyone around you, those above, those below and those beside you are keen to know if you can produce results for your organization.

   1_______________ 5____________________ 10

    None                    Some Results                         Top of Class

2. Flexibility: Do you have the flexibility to understand the need for change and to modify your leadership style if the situation changes?

    1_______________ 5____________________ 10

  No Flexibility            Some Flexibility           Able to Change Easily

3. Courage: Do you have the courage of your convictions and can you make decisions and stick by them even under pressure?

   1_______________ 5____________________ 10

Faint of Heart         Some Courage                    I do and I can!

4. Collaboration: Do you have what it takes to encourage others to work with you. Can you make a team work with you to achieve greatness?

   1_______________ 5____________________ 10

Cannot Share      Work with a few                      Collaborate Well

5. Ability to Anticipate: Thinking and planning ahead means few surprises. Reviewing the risks and planning the future before it happens.

     1_______________ 5____________________ 10

Time Blind              Look to Next Week            Always Plan Ahead

6. Interpersonal Skills: Being able to relate to others, enroll them in your vision and inspire them to do their personal best-interpersonal skills are essential

    1_______________ 5____________________ 10

Terrible With People    I Relate Well    People are  My Strength

Truly, these six factors, if present in your leadership style, are the most important elements of your success. Focus on each factor, rate yourself on each and then write a brief paragraph on how each manifests itself in your interaction with others. You may be surprised how helpful this exercise can be.

Chan Kim and Renee Mauborgne wrote a Harvard Business Review article on the leadership style of William Bratton (no relation!) LAPD Chief of Police. The article is well worth reading for the insights in how to change an organization’s culture in a very short time frame. These authors identified, in Bratton’s leadership style, how he quickly engaged the energies and beliefs of a critical mass of people in the achievement of a major turnaround in the fortunes of the New York Transit system and the NYPD.

Lessons learned from his interventions and successes are: Break through the cognitive hurdles by coming face-to-face with problems and finding new ways to communicate; Sidesteping the resource hurdles; Jumping over the motivationial hurdles by alerting employees to the need for change and identifying how it can be achieved with limited resources to reach the organization’s tipping point; and finally, knocking over the political hurdles and vested interests.

I have used this leadership and change approach with clients and it seems to work well. I developed a template as a roadmap for using Tipping Point theory to change an organization. For more information read the Harvard article (HBR April 2003.) If you would like a copy of the template I developed just email me at dbratton@brattonconsulting.com or send a comment to my blog with your email address.

I am learning how to use the blog to add value to our clients and anyone interested in improving organization life and change.

This is the first posting of my new blog so bear with me while I get used to blogging! The purpose of my blog is to add insight and advice concerning human resource issues including advice on managing change, executive coaching and gaining traction as a manager.

Our revamped website is now live!  Stay tuned to this page for our blog.