NEWSLETTER // June 2015
By Andrew Ngozo
Building Personal and Organisational Effectiveness
Managerial effectiveness is crucial to the survival and growth of an organisation. Increasing competition in South Africa requires a crop of effective managers to breed effective companies. Organisational effectiveness and success have everything to do with how effective you are as an individual in the bigger picture.
Personal effectiveness means the ability to solve four of the systems problems: adaptation, goal attainment, integration and tension management. Executive success which leads to organisational effectiveness includes more than just the achievement of profits. It is more than individual brilliance and personal ability to solve problems. In reality, individual and
organisational effectiveness complement each other. Simply put, it is the ability to strike balances among responsibilities to oneself and one’s company, associates, industry and community.
The Employee Is the Organisation
Perhaps the most operational way of achieving both personal and organisational effectiveness would be to employ the individual competency-based approach to managerial effectiveness. Here, the focus is on the individual rather than on the organisation. By way of this approach, you develop transferable managerial skills that an individual can apply across different circumstances, internally and externally.
Personal effectiveness is not about the number of hours an individual works in a day. It is about what you accomplish during that time, and how wisely you use your time. As such, personal leadership is an important first step for managers, because they need to lead others. If they can’t lead themselves, how can we expect them to lead their employees?
Success-driven managers and executive are always seeking ways to improve personally and organisationally. They look for ways to increase revenue, improve margins, take advantage of opportunities, and proactively react to change in order to create a growing, profitable company. These are people who urgently want more, and want to achieve more urgently.
The Questions for Effective People
In the quest for collective organisational effectiveness, both the individual and the company should keep asking questions. Where are we now?; Where do we want to be?; What do we want?; Why do we want it?; When do we want it?; and, What is our plan to get it?
Motivation plays a critical role here, as the manager has to educate and inspire people to succeed. Successful managers ask themselves: What do I know?; and How do I impart my knowledge to my subordinates in an educational and inspiring manner?
The successful executive understands that the single-greatest contributor to organisational achievement is the organisation’s people. Achieving stronger results is impossible without the continued growth and development of people.
Training is a vital tool for growth and development. However, in most cases, training is, more often than not, education and information without action. Information without action is merely entertainment. It is up to the executives to ask themselves how they can incorporate what they have been exposed to, into their daily routine. Successful leaders are ones who use a development process that incorporates best practices based on proven research.
The Way Forward
It takes time for one to become an effective and successful leader. These are skills that one cannot inherit, and both time and effort are needed to achieve anything close to perfection. So, over time, develop and build success awareness and habits. Eventually, you will be able to work regularly at a more effective and successful level.
Global estimates are that only 10 to 15% of all those in executive and managerial positions have participated in any structured development process. In small to medium-sized companies, this percentage is even lower. It is not surprising that, consequently, these companies regularly underperform.
To achieve the best results, as far as personal and organisational effectiveness are concerned, you need to set goals for your development process.
Take time to reflect on the following: Do you train and motivate people to a higher level of productivity through increased individual productivity? Is everyone in the organisation clear about their personal and collective organisational goals? How can you better enhance effective communication and teamwork? Lastly, ask yourself over and over again how you, as a leader, can enhance your leadership capability to achieve personal and organisational effectiveness?
A development plan without a time frame is pointless. Therefore, not only do you have to have specific objectives, but you must also set a time frame to everything.
At the end of it all, the development plan, based on best practices and data-based research, should have a positive return on investment. A successful personal and organisational effectiveness process leaves all in the company with sustainable skills and attitudes. The organisation, though, is the ultimate winner, as it can achieve measurable results.
Increasing effectiveness may well be the only area where one can hope to significantly raise the level of performance, achievement and satisfaction. Expect to have a stronger, unfair competitive advantage in generating sustainable results and in increasing the value of your company where you have a successful personal and organisational effectiveness programme in place.