Motivation is an Attitude!

We all talk about #motivationmonday, share quotes, raleigh people on, me included.What are we actually doing? Reaching out to and for support, looking for tips on how to motivate ourselves and others?

In my speaking I teach people that we have in fact everything inside us right now to follow our intended purpose / vision. We will always be learning but if we feel so inclined to do something we can because it was there in the first place for is to think about. When we find our ‘job’ in life we stop searching.

The thing about not being happy is we tend to point the finger in every direction but ourselves! A bad boss, the need to provide, too late to change etc..Sure external things have an effect but ultimately you are responsible for your own happiness and how you wish to view the world. On the reverse external things can motivate us and our team, bonuses, perks, cars but that soon wears off after a while. You need the next pat on the back or recognition to spur you on – the truth is the only way you will feel truly motivated and happy is when it comes from inside and not anything else.

When was the last time you heard anyone talking about their job as rewarding, fulfilling, stretching them, a feeling of belonging and for a mission or cause. Motivation comes from an inner desire to do something which in turn is from your why and vision behind the actions you take. Therefore this must be your first port to call on for you and your team; for they follow your shared vision. If your team members do not share the same values and vision for the future as you it will be very difficult to be fully satisfied and motivated by what they do. You can inspire and move people but they have to actually want to take action! I cannot motivate you only help you to recognise the motivation within that will drive action.

There is no such thing as laziness I believe it is just disinterest – desire is lacking. We must reach out to the individual, find out what their needs are and we are all different. It is shocking how many big companies do not have time for the ‘fluffy stuff’, they claim to be a fair company and treat all the same and that is the failure in my eyes.

“You are today where your thoughts have brought you; you will be tomorrow where your thoughts take you.” James Allen

THINK – FEEL – ACT

Everything that is created first happens in the mind and imagination before it becomes a reality. So surely how you approach things (your attitude / motivation) is crucial. Changing the way we think about things helps us progress; therefore shouldn’t we be teaching mindset to help engagement? We want to know who fits in and actually wants to go on our journey with us. If we teach it early enough surely our younger generation will follow their heart and find jobs they want to be in.

Attitude is also contagious, the mood or attitude you show up to work with will spread quickly with every interaction; soon affecting your whole team. So why do we put such emphasis on Mondays. You get a chance to relax, chill enjoy yourself for the weekend, some even moan the weekend away, but then what? Then you have to face the reality of what you have built as your working life; having fun only 2 out of 7 days is not living in my eyes. I believe that everyone has the right to love to go to work, which is why I’m passionate about awakening people to address the why of what drives them. The mobalise and empower them to take action to make changes. It doesn’t have to be massive things small steps taken each day to achieve a massive change in you and your happiness.

Message me and I will give you ten changes that have made a huge impact on my life and my positive attitude. Or better still schedule a call or coffee I would love to hear your story.

Before you go do one thing SMILE, now notice that feeling spread to the whole of your body. Start to notice others around you as they catch you smiling and grinning – it’s infectious!

Shine your light on the world and go make a difference.

Angela X

How to use your process map to direct change?

Your process choice

How to use your process map to direct change?

A great start to either setting up a business or taking stock of where you are and where you need to be is a process map of what you want your business to look like. Starting with the end in mind as Stephen Covey said.

When you embark on this exercise you need to be able to close your eyes, use your imagination and see what your business is going to be like. Get yourself in the mindset of the end result business owner. Drawing up an organisational chart is an useful thing to do, even if you have to put you in every position at the moment, gradually you will follow the vision and replace yourself with others. Design your business the way you want it to run, one the risks of not doing this are the business grows organically. As you take on others they invent the roles as they go, each helping the best they can to shape the company following your lead. The result: A process that was not designed in the most optimum way to achieve your goal, worst case scenario you fall out of love with the business because it is not all you dreamt it would be.

With an established business there are two phases to process mapping:

  1. We have to map out where we are, document the status quo. This helps us see the big picture, identify risks and gaps within what we do; it also shows us improvements that can be made.
  2. What do we want our business to look like, if we could streamline, automate and have everything the way we plan how different would the picture be.

When we get stuck and need to move forward with our businesses we sometimes hit overwhelm, it can be easier to take no action because we don’t know where to start. There may even be a new picture and vision to follow which can be daunting. Perhaps you are at the stage where you need to take a growth step and employ or perhaps your outlook for the future has changed in what you want. Creating a picture of your business can make things much easier to understand, reasons for change become obvious. The process map then becomes a catalyst for instigating the desire for change within your team.

Try and picture each part of your process as a series of steps and each one needs to be defined. I want you to imagine the process as a series of customer-supplier relationships in a chain.

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When we set the right boundaries, expectations and requirements at each stage we will have happy customers throughout the company. This is what I call creating harmony in the workplace. Taking things step by step will enable you to understand the most complex of processes, and with your map you will be able to keep the big picture in mind.

So what now?

A client recently said to me about their newly designed streamlined process “I love it but I’m not sure what to do with it, put it up on the wall?” This is a phrase that I am hearing a lot of at the moment thank you so much but what next? It is good to have a passion for where you are taking your business but it has to be a catalyst in creating the next phase – the change process. The problem I have recognised is that a complete map can give you so much detail that it can put you into overwhelm, so much that you can’t see which step to do first. Here are my tips for approaching the next step to process improvement.

Create the buzz – Be prepared to share and listen

Share your vision, get people excited about what you are trying to do (Put your map on the wall)! Involve them in discussions, ask their opinion. This may sound obvious but there are many businesses I talk to where it is not their first thought to involve team right down to the front line.

Look at the framework

Make sure you revisit your values and vision together, are they complementary? Is everything you want to do in tune with your core beliefs and purpose? I often say that one of  most important questions after ‘what is your why?’ is ‘what are the the day to day decisions that have to be made to achieve your goal?’ If you want your team to make great decisions they have to understand this direction & purpose.

Communicate and listen

Once you are crystal clear on your objectives they need to be communicated. I don’t mean a poster on the wall, live and breath them, lead by example and get your team on board.

If you believe in your purpose with a passion, and tell your story to others, then your team around you will start to live and recall that story. Make sure all of this is communicated to the outside world too, your customers need to know your story. It’s is the same with driving changes within the company. When you are transparent and honest in what you do, listen to others opinion and explain why; you will get a much more favourable response.

Not many people like change, even less when they don’t know what is going to happen. Fear will set in and they will make up a story where there is none. We need to cut cost, jobs will be lost, the company’s in trouble; you know the drill we have all heard this type of gossip. Don’t let this happen to you, nurture open communication.

Plan for change

From your process maps you will have areas that need to change and new systems that could be significantly different to what people are used to. These changes need to be carefully planned and prioritised being conscious of the time and resources needed. You are not going to get the support and engagement from your team if you start putting them under too much stress, and likewise for yourself when you take on too much.

Itemise the areas in your process where you have found risks, gaps, duplication of tasks, inefficiency or possible automation. Your can always add to this list as you find other things on your process map. If you have taken your map to the next level and rewritten a streamlined version a lot of this will be covered in the report you receive.

This list can be split up into areas to help with project planning, for example the Sales Process, Finance and accounting, Operations or handling customer concerns and improvements.

I use my own tool (based  upon tools tool like PFMEA and risk analysis), It will enable you to think about the individual improvements and their impact on the business. The list of actions get rated or scored on impact, resources, investment and timescale, the result is a prioritised list based on fact. I am happy to provide a template and work through a prioritised action plan with you.

Don’t set yourself up to fail! Plan change step by step and include some quick wins to boost morale. It’s all about the strategy and the team.

Make sure the time and resources are planned BEFORE you execute your plan; there is nothing worse than having a team fired up and innovation stifled because they cannot access what they need to succeed.

Communicate your strategy for change

Let people know the big plan, the game changer! You want people to be excited about the end result and be part of it. You can choose champions for the projects and channels for the feedback such as boards, internal comms or social media. You need a platform that can be used to celebrate the success stories and the challenges ahead. If you are open about the choices you make, even if you make wrong decisions, being honest  will gain you support. Not everything will run perfectly, you are human after all; what defines us is how we rise after a fall. Learn from everything and turn it into an opportunity for improvement!

Take action

Now for the important bit, once you have a strategy for change you need to start taking action. If you are redesigning part of your process ensure you consider the big picture and links on the process map. Be mindful of the impact your changes can have on other areas of the process, the company goal and customer experience. Always follow the discipline of root cause analysis, prove your chosen solution, test and install. The success of your plan is down to you taking responsibility and action – if it is something you are excited about it should be infectious!

Celebrate achievements & milestones

One last thing – feedback and celebration. Change isn’t an easy path so don’t forget to stop and give yourself a pat on the back, when you do your business planning in fact write down the reward you are going to give yourself and your team for each milestone and do it!. Have fun and celebrate in style.

Also if you are doing great things talk about them, quite often there is work going on with the community and charity that don’t ever get mentioned, (I was guilty of this in the being).

Embed the change, support the transition

When you make changes do not overwhelm and change to much at the same time. Make sure people are comfortable with things before you move on. Your leadership, support and understanding at this stage will be critical to the success of the project. If you want a fun exercise to demonstrate what happens in change and where and why support is needed message me and I’ll send it to you; it will help others understand what is happening within the struggle for change.

A final word

Systems is not all about logic and sequence it is about people working together in harmony to achieve a goal. The thing is people are not always logical they have things like emotion and baggage. Then there is a thing called organisational climate, we all have our own take on what culture is ‘the way things are done around here’. Well climate embraces everything culture, leadership style, processes and how the interact with each other – the point is that all these things have a major impact on how people behave under different circumstances. Put people and process together,  communication and knowledge is key, I encourage you to think about your company as a learning organisation, become dynamic and fluid. Be flexible and don’t restrict yourself by what others believe. I know with the right direction, guidance and support you will always get where you need to be.

Have fun, you know who to ask if you get stuck !

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Selling Quality Management Systems to the CEO

This is an article I wrote that was first published by the Chartered Quality Institute in Quality World, they have kindly said that I can share this with my own followers as well as providing a knowledge piece for their members. Sometimes when we are experts in our field we forget that others do not carry the same passion for the subject nor speak the same language.  One of the many challenges we face today is putting Quality into the heart of the company strategy, back in the board room where it belongs.  Remember the phrase ‘Get better or get beat’; it comes from the US in the late 80’s when they had to do a real push for Quality following the Japanese market success.  The media today still seems to only focus on the quality profession when a disaster happens.  As quality professionals we understand that ISO9001 is a holistic approach, and that it can give a competitive advantage, mitigate risks and support growth.  So how do we convince the CEO to play his or her part?

ISO9001:2015 is very clear now especially through the leadership clause 5 on how the new CEO role is defined with regard to the Quality Management System. It is the role of top management and ultimately the CEO to make sure that the the Quality Policy and objectives are aligned with the business strategy and take full responsibility for these. It must be an integral part of the the business way of life not a bolt on as we see all too often these days which saddens me. Even this week I sat in a Business Excellence Forum and a keynote speaker said ISO is the worst thing invented and it just makes you write down everything you do, now that is being imprinted on 700 delegates in the room. My vision is to turn the tables and be the person up there telling Entrepreneurs the truth about the principles behind ISO9001 and change the bad press. As CEO’s or business owners they must promote the principles behind the standard especially the process approach and risk based thinking; encouraging and supporting everyone to contribute in an effective quality management system. They must also make clear the consequences if the company and team do not conform to the systems they create.

The Management representative role is now not a requirement but that does not mean the role and responsibility has disappeared nor does it mean that the role transfers to the CEO or other top management. In fact most companies that I talk to will keep the Management Rep role going. It is a focus change that we are looking at in encouraging the senior management teams and CEO’s to take ultimate accountability and understand what they need to do relative to the Quality management system. I could briefly define a CEO role as this:-

Provide clarity on the vision and the values
Promote and engage people
Create other leaders within the company
Direct and support individuals in their roles
Take responsibility for performance and effectiveness.
Now place the Quality management system in each of these sentences and the role doesn’t change just an additional focus to pay attention to.

The CEO or business owner understands that they must work on the business not in it, sound familiar?  After all a business is a commercial profitable enterprise that works with or without that owner. We therefore need to put ourselves in the same mindset and language mode as the business owner when talking about ISO9001:2015. Our job as I see it is to focus on the detail and the risks, helping the business owner plan for success; we should be their right hand man (or woman).  Company growth is great news but only when built on a great company will it be long lived.  Every CEO or business owner will have different priorities for their company and the skill is understanding and helping them interpret the standard and how it supports these company goals.  When we think about the likes of Google and Amazon there are key elements that make them world class. Some essential elements relate to the Quality Management systems; the question is how sellable these systems are to the CEO? If the CEO is not passionate about why the company needs a Quality Management System how can he lead with that focus? We support the purpose – the “why” the business or company exists – and ensure that there is a clear line of sight between this and the front line. This allows the right culture to grow, with everyone feeling part of a community; and  knowing that they contribute to something much larger for a greater cause or experience.

Successful companies don’t ignore anything, they innovate and when it works they systemise it. Systems don’t have to restrict they don’t cause these companies to stand still; they just help make every improvement a habit.  There was a quote in Forbes from the Dijwans leaders (this was a company that had a good product related to mapping networks of web content but it epically failed as a start up missing the detail).

“A good product idea and a strong technical team are not a guarantee of a sustainable business. One should not ignore the business process and issues of a company because it is not their job. It can eventually deprive them from any future in that company”.

I could go into why they failed but the purpose of this quote was for you to understand the message we need to convey to top management, and it’s this.

An effective quality management system supports the vision & goals of the business and enables the owners to lead from a position of authority.

In turn, this enables the right culture, which inspires people to achieve more than they thought possible.

They need only to understand the detail well enough to lead, and it’s still our job as experts to interpret that detail into best business practice for them.

In order for us to influence the business owners, we must therefore strive to understand the business vision and goals well enough to connect them to the value of a good quality management system.

Get Visual

As I take the journey through re-vamping my systems, webs, literature and first impressions to the customer I would like to share my thoughts on being visual.

Starting with your Unique vision

We get an idea for a business, we daydream, we make it happen but it mustn’t stop there. For the first time this year I did a vision board. I have been on quite a journey of learning and one of the key factors in my success so far has been understanding the law of attraction. Learning to take your focus off the negative aspects and turn my attention to what I desire in my personal and business life. Put simply if you focus on lack of customers or money guess what the law of attraction brings? Yep, you’ve got it, more of the same! So if we don’t develop our visions and adapt them how do we progress along our journey? My advice here is to start mapping out in your mind the long term strategy and vision, even visualise milestones, winning awards or contracts. What ever is significant in your business see it and sense it in your mind down to the last detail, what will you be wearing and who will be with you? When you start to see things in this much detail it is easier to become that person and achieve the right mindset. Mindset is another key element; for example if you want to be a million pound business you first need to become and make decisions as a million pound business owner, being able to actually see yourself already there will make the journey easier.

Moving this vision to your team.

When you tell your story to others they will engage with your story and relate to it, and the same is true in business. So what if we add powerful images to this story, how much more compelling does it become then? I recently met an artist who made me think, she had worked with a company on their core values. The staff had been allowed to create paintings of how they thought their values would look as images e.g. trust & integrity. These images have been put onto literature with the values and are carried around in handy sized credit card sized leaflets by all staff. Now employees can relate to their paintings and the values taking ownership of what they have created together. I loved this and think it is so important to use photos and images to capture the aspirations and goals of the company. Even more to get everyone from the bottom up to contribute and understand their part in the journey and ongoing story.

Explaining to your customers.

Nearly all business owners I have spoken to have said what a different using videos or re-branding their business with new graphics has made. We need to show our customers what we do not just tell them. Statistics show that we only have a limited number of seconds to make an impression so images really count. They don’t stop to read, may not feel like pressing play on that video today but they have already seen the image you put there. My journey is looking at images that portray what I do, which can sometimes be very technical. My aim is to show a solution to a customer problem in as little words as possible. This is not an easy job and I would recommend the help of an expert but I hope to share my ongoing story and show what a difference it can make.

Within the business structure

My business revolves around creating good business systems and adding value by giving structure and stability to the company growth. I love flowcharts, sad some may say but a great tool nonetheless. The use of images and diagrams for education and training has been proven so why not find something that gives instruction step by step. A flowchart also allows you to see who your internal customers and suppliers are to help you understand what and why you do what you do. Having critical success factors within these processes give clear measurables, enabling the team to instantly see where they are successful in delivering the needs of the next step in the process. A good idea is to also look at the risks associated with each process as well as understanding the overall business risks. That way the team fully understand the controls in place and the consequences of not adhering to the system.

I digress when I talk systems but flowcharts and process maps are my thing! Let’s also not forget about the power of using pictures to engage, learn and train. Graphics on why things matter, training simulation, video tutorials are crucial as we all learn in different ways. If you eliminate the visual, chances are you eliminate a proportion of your workforce that learn in that way. I prefer visual flowcharts but I do not eliminate detail altogether. When you hover over a step in one of my flowcharts there is a link to written work or form examples or check lists; it’s all about layers and those who need to dig deeper into detail can and will. Phonographics are another great tool as they show a number of complex steps in a simple visual form. i am looking at working in partnership with a new company and the first thing we are working on is an info-graphic to describe the benefit to the customer of our joint approach. Can’t wait to share this with you shortly.

A word of warning

What ever you do; do it consistently. Quality and consistency are key to growing your brand.

With your website is hard to find your space within the noise that is the internet. Good strategy, planning & persistence will get you there; being consistent with timing and content will raise your chances of staying there.

I am no expert but I know the feeling I get every time I decide to draw something or illustrate the subject matter; when eyes light up and they say “I get it now”.

I would love to hear your stories so do get in touch, it is great to bounce ideas from one another and see the innovation that comes out of these conversations.