From small acorns ...

Insights into recent work that has evolved from a short coaching assignment into a transformational organisational development project.

One of our latest projects has been the development and implementation of a new Performance Management System. The project was prompted by an initial coaching engagement which highlighted the lack of a formal process for driving and managing performance; there was simply no way to identify and grow talent consistently across the business. There was also no alignment of individual and team objectives to the organisational strategy.

Whilst my initial engagement was to coach — I felt I had to raise this organisation challenge with the client; it could really help them as a business and it would certainly hinder their growth if it wasn’t addressed.

So I highlighted my thoughts to the client, explaining the opportunities that a formal and consistent way of managing performance might present to the business. The client quickly saw and understood the rationale and need.

However, this then took 18 months to come to fruition as there were a lot of other issues to solve in the business first! Finally, it came back on to the agenda because the business was struggling to push its new vision forward. It was believed that the existing culture was, partially, complacent towards quality and customers, which in a competitive environment was unacceptable to the business.

So this is how we went about OD work, deliberately using our JSB 5Ds approach:

1. We first Defined the project – what was in scope and out. We created a project plan and timelines, and roles and responsibilities. As the business was totally new to PM we emphasised a “light-touch” approach to help engage people with the concept and not alienate them with consultant speak.
2. We then moved into Discovery where we engaged with the senior management team, created a project launch, developed an understanding of the key drivers of performance in their business, and the key mile-stones in their annual calendar.
3. We have just completed the Design phase where we created all the documentation, the appraisal process guidelines, communications strategy and the cycle itself; and are about to move into the training programme.
4. We anticipate to Deliver the training agenda over the next few months and subsequently will run the pilot in June 2012
5. We will then Debrief back to the SMT and make any necessary adjustments to the overall process before it runs again in 2013.

Whilst we began this agenda nearly two years ago, it is fascinating to watch an organisation evolve and move towards embracing a process that initially was met with some anxiety. I am so glad I raised this with the client as it has proved to be one of my most interesting and challenging projects!

By Ilana Abramowicz on 14 June 2012

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