Dr Russell Thackeray is an OD Consultant and Coach based in UK. He has focused his work around building resilient cultures, leaders and teams.
The first think to look at is the culture of the organisation to see how people are being led and managed.
You look for things like:
- How well does feedback take place?
- How much is conflict or disagreement welcomed?
- How much is building, improvement and imagination supported?
- Is it recognised?
- How often are people actively encouraged to take risks and have a go at things?
Culture is important because whatever process you are operating in – you need to have the semblance, the impression or the actuality of control over the process that you are operating in.
One of the problems with processes is that when you scale them, they can often be seen to restrict imagination and restrict your ability to do anything else other that adhere to a rigid process.
When we look at a process itself we look at how simple the process is, and how considered it is around the needs of a customer.
The simpler the process the easier it is to operate. The space is there to make sure that there is contingency within the process. A sales process is not there for the benefit of the sales person – but for the customer. The simpler the process, the easier it is for the customer to get to that yes point.