ten slides in ten minutes - guerrillas in the midst
DESCRIPTION
Frivolous and brief look at how incorrect resourcing can cause problems in the organisational environmentTRANSCRIPT
S S Ten Slides in Ten Minutes: Guerrillas in the Midst [Capturing the Hearts and Minds of Prospects & Clients]
Presented by:
Bill Graham APM.APMP
February, 2014
2
The Workplace Guerrilla is Difficult to Detect
• A workplace guerrilla appears like a standard employee - but beneath their normal façade beats a heart of a Che Guevara
• They will behave in a disciplined manner – on the surface - but will ensure that initiatives (projects, opportunities etc.) do not reach a successful fruition, by the most devious means possible.
Guerrillas show no physical differences to everyday employees
Source: www.sales-synthesis.co.za
3
‘Guerrilla by Proxy’ is as destructive as the Original
Some workers inadvertently behave like workplace guerrillas without realising it e.g.:
Are not passionate about winning Do not give their 100% Behave like 9 to 5 office workers Spread rumours Do not share valuable information etc.
Guerrillas show no physical differences to everyday employees
No Account Plan
No Capture Plan
Irrelevant Strategy
Rumour Spreading
Dated Concepts
Protective of Information
Unfocused Teamwork
Manager not Leader
Unhappy Worker
Bureaucratic
Non-Innovative
Individual Selling on
Price
Commodity Salesperson Insular
Personality
Source: www.sales-synthesis.co.za
Unskilled Reviewers
Guerrillas can become Pervasive in a Chaotic Business Jungle
Source: www.sales-synthesis.co.za
4
Confused Organisation Weak Recruitment
Processes
ill-Defined Strategy Weak Brand
Strategy
Stakeholder Confusion
Irrelevant Solutions
Irrelevant Solutions
…and reign supreme
No Sales Plan
No Strategic Marketing
Dictatorial Management
High Staff Turnover
5
Blamestorming enables the ‘Dirty Tricks’ of Guerrillas
1. Blamestorming: Combination of blaming and brainstorming. Used when co-workers sit around trying to figure out who is at fault for a missed deadline or botched project
2. Blaming (or witch hunting) is where a person (or persons) is actively hunted down when something goes wrong within the organisation. This may even result in disciplinary measures against the ‘victims’
3. It goes without saying that such a pursuit is totally negative to an organisation. Such activities also ensure a workforce that become secretive, demoralised and negative towards management.
Resourcing is a Major Factor in the formation of Guerrilla Troops
Source: www.sales-synthesis.co.za
Ratio of ‘Positive’ to ‘Negative’ Resources
Productivity
The Peak of Positive Positioning
The Trajectory of Hopelessness
6
Correct selection criteria
Increased nepotism/cronyism Incorrect resources outnumber correct resources
X Creating an environment for
Guerrillas
7
How does Company Politics Nurture Guerrillas?
• Company politics is typically defined as back-stabbing, taking credit for other people’s work and progressing upwards in an organisation on personality rather than merit
• It is evident in all organisations and - even more so - in ones where senior management are adamant that they will not allow it to occur
• If senior management have to constantly mention the fact that they will not be allowing it, or they’re stamping it out, then it is so prevalent that it is practically impossible to get rid of
• Senior management need to ensure that the recruitment process filters out those individuals that don’t ‘fit’ the company culture
• In a company where people feel that they belong (i.e. fit) company politics is drastically diminished.
Rumour mill easy to initiate: • Management
acquiesce to destructive activities
• Reward system not structured correctly
• Acceptance of company politics
• White anting • No company culture • Etc.
8
• Disregard for Governance • Hidden agendas • Activity rather than productivity • Side conversations • Weak/Poor input
• Support of Governance • Loyalty • Commitment • Teamwork • Openness
Potential Outcome/s Low Success Rate High Success Rate
Where is your centre of gravity?
Guerrilla Spotting in Bid Teams is an Essential Exercise
Source: www.sales-synthesis.co.za
9
National Management feel Pressure from a Number of Sources
Head Office
Regional Offices
National Offices
• Global does not always translate into Local
• Top down directives
• Additional reporting
• Culture clash • Receptive gap • No empathy
[Global to Local]
‘Global’ Management
Time zone trouble
‘Regional’ Management
‘National’ Management
Breeding ground for Guerrillas
Source: www.sales-synthesis.co.za
10
Leadership
Executive
Management
• Ensure that the Strategic Market Development initiatives
support business aspirations
• Delivery of revenue to the business
• Mitigation of identified risks
• Delivery of profit (value) to the client
• Identification of any variations
Structure
Processes
Growing a Business is not a spectator sport
Create a Business Framework that allows identification of Guerrillas
Governance must permeate an organisation
Robust Reporting Infrastructure
Source: www.sales-synthesis.co.za