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5 Steps to Ensuring Process Enables Not Stifles

February 18, 2011 By 6 Comments

Organizational structure implies and demands process. We organize ourselves through adherence to rules. We are taught to comply through these official rules. It brings accountability and a safety net for employees who are afraid to mess up.

Strict adherence to processes can however stifle creativity and create a culture where we focus on the tasks not the underlying objectives.  We go throughout the day ticking the tasks off our list instead of working towards our goals.

Here are some thoughts on how we can encourage people to use process to enable them to be smart about the way they work versus resenting their list of tasks to get through.

  1. Before you hand a person a task list, ensure they understand the objectives behind the tasks. What are they trying to achieve? What does success look like? How does each task contribute towards that success? Who are the stakeholders? Who do they need to work with?
  2. Ask them to participate in structuring the process. This will empower them, give them a sense of ownership and control, allow them to incorporate the tools and processes that fit their learning styles and show you how well they understand the task.
  3. Make it understood that the task list is part of a fluid process. It is not rigid or inflexible. Concentrating on the objectives and understanding the route to success will allow the flexibility to shift focus, direction and to trouble shoot when necessary.
  4. Trust them to do the job. If the objectives are clear, and the process is set to enable, then empowering them to make decisions is much easier to do.  This does not mean you do not support them. Having an open door policy and being available to answer questions is part of the process. It is far better to have someone ask the right questions than have people second-guessing themselves.
  5. Measure and report against objectives and how close you are to reaching those objectives. Incorporate in that measurement process where the roadblocks to success are and where gaps are appearing. This will allow a refocus and re-evaluation of process. Tick off the objective milestones, not the individual tasks.

How do you structure your process? What works for you? What does not work for you?

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Where is the beginning?

May 14, 2009 By 2 Comments

feather pen in the sandI love being exposed to new ideas, new approaches and new ways of looking at things. It was brought to my attention this week that what I regarded as the beginning is not necessarily a universal construct.

Although I come across as being driven by process and form, my natural instincts are towards the beautiful and at times chaotic creative. I love brainstorming and free form thinking. I get pleasure from trusting my instincts, especially in situations where I have the experience and confidence that flows from that.

Seeking out creative solutions and thinking on my feet are my natural states.

I have had to discipline myself through applying process and form. I have had to develop processes and methodologies in order to provide a framework for the creative. This is especially true in situations where I am not a subject expert or I do not have first hand experience.

In order to allow the creative to flow I need to feel confident, informed and have the self belief that I will find the right answer. In order to do that I need context.

For me the beginning is gaining an understanding of the audiences. I mean really understanding them, not from a quantitative survey, or closed product focus group, but in terms of who they are, what their learning styles are, their aspirations, influencers, values and desires. I need to talk to them, to explore and seek clarity. I need to understand the industry. Not only from the perspective of the organisation I am working with, but in relation to their competitors, industry experts and real time conversations. I also need to learn about the organisation. Just as the customer knows best what the customer wants, so too the people of an organisation are best placed to pass on its personality, culture, objectives and unique business rules.

Armed with the right information from the best sources, the creativity can begin and the often surprising findings lead the strategic direction for the rest of the project.

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