Starting the Dialogue- Organisations of the Future

by | Nov 30, 2020 | Opentalk Blogs

We have to rethink how we work together in a post Covid world and while it may be different, it could be very positive. But we need to take action on this issue now and proactively start planning for the ‘kind of workplaces that will allow us thrive’ in the future. It’s too late to think about these issues when we’re all back in the offices.

Experiences in 2020 already highlight some important themes to consider in order to be ‘fit for purpose’ and ‘aligned to the environment’.  People have shown immense adaptability; IT has shown us new ways to connect and allowed us deliver differently and often more efficiently. Peoples’ thinking and horizons have expanded. While many could be galloping back to the offices for the structure and social cohesion collective working provides, many others will not easily give up their autonomy nor the productivity and work/life balance remote working affords.

A future focused, strategic organisation will capitalise early on the lessons learned this year and have the necessary internal, (virtual!) collaborative discussions to chart steps forward. If you really want to drive, strive and thrive, you will have to engage broadly and have open, multi-way conversations, which unearth multiple perspectives and ideas. It is this richness in dialogue, that will expand thinking, spark innovative approaches and energy to move forward.

Your decisions and actions will go in the direction in which you inquire

How you go about having these conversations will determine the outcome. To explore with some breadth and depth and to find a focus for the future, you can ask three simple questions;

  • What from 2020 should we keep?
  • What should we not keep?
  • What do we need to do differently to bring in change?

These questions will help you name what you need to let go of to move forward. And importantly, they acknowledge that behavioural change is needed to live and work differently.

The changes needed call for a new style of leadership. As discussed in previous blogs, remote working highlights how much trust, openness and effective intra-company communications you should have already nurtured. Conversations and dialogue are the power behind change and innovation. If you didn’t nurture, dialogue, engagement nor trust before or during lockdown, you may not be equipped to deal with the new types of conversations people will want, as they re-integrate post Covid.

He who does not trust enough, will not be trusted (Lao Tzu)

A culture based on trust is one where people are comfortable talking to anyone at any level, asking questions and believing their opinions will be heard. Groysberg and Slind in their book Talk Inc, recount many examples of organisations where leadership used conversations and trust to power their organisations; to innovate in response to dynamic change and to reconnect with the people essential to driving the organisation forward- staff. They cite examples of bottom up driven initiatives for connection, employee driven initiatives for enhanced communication and inclusion, for developing a company vision and strategy. In each of the examples offered by Groysberg and Slind, the leadership culture saw employees as a valuable resource, respected for their competencies and perspectives; in each, leadership gave trust but received more in return.

The best way to find out if you can trust somebody is to trust them (Hemingway)

What you will get in return, as these and other organisations found out, is an abundance of creative thinking to overcome challenges, ideas for new ways to deliver services, demonstration of commitment and energy, an eagerness to be part of something and to contribute in many different ways. People respond when given the opportunity or when they are not hindered.

Conversations are happening, with or without you anyway. A forward focused or strategic organisation doesn’t try to control those conversations but does intentionally follow a conversational strategy that clearly supports the strategic focus. Intentionality in approach encourages interactive processes. ‘Inter’ meaning ‘between’ and ‘active’ are simple words but challenging concepts for many to apply.

If the focus of communication has always been on a ‘needs to know’ basis, a shift to allow others to play an active, even driving role in that conversation, is a significant leap forward for some leaders. But it’s a leap that leaders have to make if they are to align their leadership with the organisation of the future- a future that is already upon us.

As a leader, you may want to consider:

  • What small steps can you take to have more open conversations in your organisation, ones that will build internal capability and energy to be ready for the changes ahead?
  • What conversations will you intentionally have together to ensure you are ‘fit for purpose’ and strategically aligned to the evolving work environment?

 

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