Some may view the current economic crisis as one in which it is not too apocalyptic to suggest that the end is nigh! Well perhaps it is - and perhaps it should be if real transformation of communities and organisations is to result in the coming years.
We have for too long viewed change, transformation and continuous improvement through the paradigm of what we have always known. There will be those reading this article and switching off already - thinking transformation is what we have been about for years, and pointing to examples of Good and Best Practice that evidence their assertion. Well, for a small minority that analysis may be valid. For the vast majority however, I would argue that at best it is no more than self-illusion, and at worst a coping mechanism to perpetuate self and organisational interest as opposed to genuinely viewing transformation through the eyes of the customers. Indeed, the clue may be in the terminology that many of us proudly use, such as ‘good’ and ‘best’ practice. By definition these terms are defined by past experience, and are often abused to frustrate transformation. Imagine if creativity, innovation and experimentation were truly the language of choice when leading and shaping our organisations, as opposed to the often tokenistic use that characterises how they are currently applied. The truth is that we need to practice all of these attributes if we are to be one step ahead of societal change – at present most of us, I would argue, are two steps behind. There is only one thing worse than being two steps behind – and that is being two steps behind without any capability to embrace true transformation. For those of us in such a place, then probably the time is quite rightly nigh!
My opening assertion could be taken by some as a provocative challenge to all those leaders who are going the extra mile to meet the challenges of the day. It could be seen as somewhat academic and simplistic in its analysis perhaps, when you fully consider the complexities of the wide range of variables that have to be constantly navigated, despite the fact that we have little control over how they will play out in the future due to political, regulatory, economic, and demographic variances. Well, that’s the real world and it isn’t going to change, particularly in the public and quasi-public sectors! The challenge is therefore one of preparing our organisations for perpetual transformation, which requires leaders of substance and vision – and my view would be that we are a long way off having that depth and breadth of leadership in the public and quasi-public sectors. Why do I draw such a damming conclusion? Well, we only have to look at the collective calibre of many of our workforce, who are stressed and resistant to change. This is despite the fact that many, or indeed most, are committed, talented and keen to make a real difference to the public they serve. So where is this argument going? The common denominator is leadership, or lack of it – mediocre, insignificant, misplaced and inflexible would not be too unkind a description of many of our organisational leaders – although not all!
Leadership is about setting a vision (by definition transformational), developing confidence, blending talents and preparing for change. The sum of those parts equates to efficiency, best fit and greatness. Let’s take the efficiency test using that well-worn and sometimes disingenuously used corporate mantra – our people are our most valuable resource! Imagine a world where our customers had a legal right to demand an efficiency rating of our staff’s collective worth, to help determine whether they were receiving value for money. Many of you I suspect, using this analogy in the context of your central heating boiler, would be looking to upgrade. Why is this occurring? Well clearly there are a wide variety of reasons, but I believe the clue is in the way in which we recruit, develop, reward and lead our people.
In leadership, there is an insatiable drive for consistency, fairness, conformity and homogenisation - all of which flies in the face of true diversity which is one of the most powerful ingredients in transformational change. This approach breeds caution, risk-averse practices, bureaucracy and disillusionment. Then we have reward systems that often have little, if any, link to creativity, innovation and risk taking qualities which we need in abundance if we are to transform our communities! We offer services to people through people, but nevertheless disproportionately develop our people in terms of knowledge management, sometimes to the exclusion of behavioural development linked to core values. This behavioural development is the very foundation that would enable many more within our workforce to embrace change in a way that transforms, as opposed to creating frustration. Where would Apple be now if the type of characteristics described above were the ones embedded within their cultural DNA? At this point, for those of you who are thinking ‘what has Apple got to do with my organisation and the issues debated within this piece’ - then you have almost certainly by accident identified what type of leader you are – the end is nigh!
I could go on - but would risk alienating even those of you have stayed this far, be that out of curiosity or agreement! The point I am trying to make, through exaggeration of course, is that if we are to transform our communities and our staff then we have to transform our leaders first. That will mean bringing new blood into our sector, understanding that leading is more about environment creation than doing, valuing experimentation and evolving a rich cadre of role models drawn from both within and beyond the sector specifically to light the touch paper of change.
Imagine a world where social housing was viewed as sexy as those frivolous products produced by Apple! Why? Because that would bring us real influence, resource and power, enabling community transformation and avoidance of the spectre of The End is Nigh!