From an interview in McKinsey Quarterly / Mar 2011: (Flying people, not planes): The CEO of Bombardier on building a world-class culture.
Paraphrasing a few lines from interview:
(..Everyone in management recognized we had a problem but insisted it was not in their department… At the management level, there were cultural problems too.. ...the culture was about avoiding putting facts on the table. We would go to a leadership forum and spend three days telling each other why we were good. And if a person brought up a problem, someone else would say, -Yes, but you did not really understand the issue properly; we’re actually really good. It was a culture of not facing up to issues, of blaming another department….)
>>>WOW, this is so right and so real. I rarely go into an organization to help with their leadership/people-system, that I do not initially have to help them break through this dynamic first!
The trust needed among senior levels of management is frequently just not there, making this a hurdle to initially overcome. When the leadership gets it, understands this and really begins focusing on themselves, amazing improvement can then happen. If not, the effort, resources expended were a waste of time, no ROI!
The question for you the manager, the CEO, the HR Champion, etc is: Are you ready to really make a positive difference in your organization; or will we just keep telling ourselves everything is fine? When all else fails, try addressing leadership!
Strongly recommend the McKinsey Quarterly for leadership learning, ROI, and tons of just good management stuff. Some of these ROI aspects were used to reinforce points in my upcoming book, The Conference for Leaders.
God's very best this day my friend,
Booker
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