Kjære Jan Helge Luth og flere som vil vite mer om hvordan man praktisk kan implementere SpeedDateTheBoss konseptet.
Først og fremst Jan Helge – det GLEDER meg at du vil starte dette konseptet med dine nye kolleger allerede nå på mandag!
Her er en liten “oppskrift” på hvordan du praktisk kan gjennomføre det. Dette er kun basert på mine erfaringer, og det er garantert mange måter å gjøre dette på. Jeg deler dette fordi det ikke er et HP spesifikt konsept, jeg har utviklet dette selv basert på inspirasjon fra SpeedDate tankegangen og The Undercover Boss programmet som går på tv:).
Jeg har tidligere laget guiden på engelsk, og regner med at det er greit, så tar det 5 minutter for meg å legge ut dette blogginnlegget :). Bildet og grafisk design er utviklet av Niels Wisth i HP Norge
A ‘How to guide’:
3 main goals with implementing a SpeedDate the Boss concept:
1. Demonstrate an OpenDoor policy as number One priority
Why? I’m all about an open and including leadership style, but the people don’t know me yet. I need to demonstrate that by inviting EVERYONE to a 1/1 conversation. If they find it valuable, they will spread the word and encourage each other to participate.
2. Receive important input on strategy
Strategywise, my colleagues (along with our customers and partners) are my most important advisors. I need to get important feedback on priorities for HP Norway moving forward seen from the workforce perspective.
Like General Colin Powell so wisly said:
“The day soldiers stop bringing you their problems, is the
day you have stopped leading them. They have either lost
confidence that you can help them or concluded that you
do not care. Either case is a failure of leadership.”
3. Be aware of important bottlenecks, mitigate the possible ones asap, and explain the the WHY’s to those we cannot change
By categorizing the input from my collegues in to a) local, possible changes, b)corporate, non changeable premises, will ease and explain worries that are producing negative energy. This is a challenge for a local organisation, being a very small part of an international company. People will very often accept difficult situations and premises, if they are allowed to ask why and be provided with a clear answer.
After having performed more than 170 SpeedDates by now, the input was not about the things we cannot change, it was about the little things in our everyday life. About how we work with partners, how we coordinate locally between Business Units on customers and events, how management must be more involved in the organization, how we are seated in the office, number of days they would like fruit delivered to the office, how they would like to contribute in projects outside their job scope, how they want to safeguard local social arrangements and revitalize the “HP Way” in Norway.
How to do this, practically, 5 steps:
1. Inform your management team about this idea, get their “approval” and buy-in. Test the idea with some of your people in the organisation. Is this something people would appreciate? Would they open up and be honest? Get advices.
2. Post an article about the idea on the Intranet to engage interest and communicate why this is important to you and how you will use their input in your strategy efforts. It has to make a difference, it cannot be just another political correct managment task, listening to the organisation. Genuinity is KEY.
- Start with choosing 3 dates where they can sign up, your assistant can coordinate this (expand to several days if needed, if the “demand” is there. Never say NO to a SpeedDate.
- Communicate 3 topics on the 5 mins that they have to prepare:’
Who are YOU and what do you do in HP?
Where do YOU think we should change and what do you think is important that we keep focusing on?
What do YOU want to contribute with, on top of your job duties?
3. Prepare a one-page with names, a list with columns for comments on each SpeedDate day, so you know their names and BUs and can greet them by name when they come into the SpeedDate – not everybody are comfortable with 1/1 with the MD for the first time, greet them by name and a smile. It’s so easy. But again – it has to be genuine.
4. When all the SpeedDates are completed, make a raw analysis, present key summary to your management team, work on the lists and prioritize actions as you go along with the SpeedDates.
5. Communicate the actions you can execute on local level on the Intranet as follow up articles – Use this to communicate to your people that we can impact a lot locally – and that their input Matters.
What you need resource-wise:
1. An assistant that can coordinate the dates (170 SpeedDates demands coordination…) and make sure you keep the 5 minutes (my assistant also served fruits if they had to wait some minutes, beacuse that will happen..)
2. A creative marketing person that can make the “ad” and the Intranet interview
3. A local management team that is engaged and encourage their people
What YOU need to do:
1. Prioritize this! I must say, this is THE most valuable action I have done so far as a leader – the positive signal effect, the learning curve, the important input you get, the people I now know – not one bad side effect
2. Be very present and engaged in the conversations, steer it and make the most of it
3. Write down all the input you get, if you can do actions asap on smaller issues, do so
4. Analyze it and present key findings to the management team
5. Communicate to the organization the results when they are ready and they have made a clear impact
6. Create local projects to engage employees. They have raised their hands for contributions on top of their job. In HP Norway, we have just started a band and have arranged an HP Factor audition– now we can use our own house band for internal and external events. It’s fun - engaging – and cost effective in future kick-off’s and events;)
Created by Anita Krohn Traaseth.