BUILDING THE PERFECT BEAST

organizational behaviorOrganizations are beastly. They can be complicated, unnerving, and overwhelming. Many times they are also ineffective or outdated.

Too often, we go along, adding new tasks, taking on different responsibilities, absorbing new groups into our department, division or territory without stopping to think about how this work should be done. We rarely say ‘can we do this work?” We take it on because saying no could have a negative impact on careers and the potential to be considered when something really exciting comes along.

When we do think about how we should be organized to meet the challenges of today and tomorrow, we may have a hard time seeing the opportunities for change that exist. The boxes are arranged a certain way on the paper. Certain people do certain jobs. We’ve always been successful in the past and we’ll continue to be successful just tweaking our organization here or there.

The plain fact is that sometimes, you have to start with a blank sheet of paper. You have to not be constrained by who you have on the team now or what the skill sets are. You need to start by asking ‘should we do this?’ before asking ‘how will we do this?” I recently worked with an executive and her team whose department played an important strategic role. She’d been in her role over 10 years and in that time, the organization had doubled in size, the culture had shifted towards increased speed and innovation and the industry was changing rapidly. In those 10 years, the way their group was organized had not changed in any substantive way. It was the same size with a highly tenured staff that by all accounts did a terrific job. However, the demands placed on it were several times what they once were and it was unsustainable. We had to step back and really look at what they needed to do to move the entire organization forward and what that meant for her group. The answer to how it would all get done could no longer be ‘who wants to take this on?’ We needed to look at what they should be doing, what they should say no to, the roles and structure and decide whether they had what they needed and if not, how to make that happen.

Take a look at your organization. Are you continuing to just ask people to do more? Or, is it time to take a hard look at what you’re doing, how you’re doing it and who’s doing it.

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