Archive for the ‘Fayruz Abrahams’ Category

Leadership Intent Exercise 2: Fayruz Abrahams

Tuesday, August 10th, 2010

emotion

Exercise to explore the impact of one’s INTENT on the emotional state one has at any point in time.

1)      Describe a noteworthy event (recent/within the last week)

2)      What was the most significant thing you did – that arose from the event

3)      Explore ALL the reasons you did this

a.       What was your agenda, list the full spectrum of reasons

b.      The more reasons you list, the better

4)      Categorise these reasons into “GET vs GIVE”

5)      Which category was predominant for you when you acted

6)      How did you feel and what were the implications for you in terms of:

a.       Security - Insecurity

b.      Fulfillment - Dissatisfaction

c.       Harmony - Conflict

d.      Power – Weak

Do you see any connection between your  motive in the action and the implications to yourself (in terms of how you felt).  If you had a different intent, would these feelings have been different?

Leadership Intent Exercise 1: Fayruz Abrahams

Tuesday, August 10th, 2010

intent1

Exercise to explore impact of one’s INTENT on relationships:

1)      Identify 2 subordinates, one whom you consider a ‘favourite’ and one who consider difficult to work with (not a favourite)

2)      Describe the nature and quality of your interactions with each of them (be descriptive)

3)      Discuss in plenary (small groups)

4)      Now, define the objective you have with each of these individuals

a.       What is it you hope to achieve with each of them

5)      Translate this into a statement of intent for each (without judgement – right or wrong; it is what it is, and that’s alright)

6)      Do you recognise a correlation between your intent and the quality of the relationships?

7)      Can you take this further – is there a causal link between your intent and the quality of the interactions?

8)       What comes first? Intent or quality of interaction

a.       What does this imply about you and for you?

FINDING: The quality of one’s interactions with others will be predicated by the intent one has.

(reference Etsko’s article on Relationships: it takes only one person to have a relationship!)

 

 

Evaluating Enterprise Risk Management Practices: An Organisational Culture Perspective- Fayruz Abrahams

Tuesday, August 10th, 2010

fayruz_mugshotEvaluating Enterprise Risk Management Practices: An Organisational Culture Perspective

(Summary of a recent paper presented at a breakfast conference for Wellness at Work) – July 2010

Enterprise Risk Management (ERM) is a practice adopted over the past number of years – in response to the risks organisations have been exposed to, and attempts to build resilience in times of uncertainty. 

¨  Companies such as Wal-Mart, Capital One, Ford Motor Company, Caterpillar, and Chase Manhattan have implemented ERM programs.

¨  ERM has evolved as an approach to from managing specific types of risk within organizational silos, such as operational, finance, market, and information technology risks, towards a portfolio view of all risks facing the organization as a whole, and attempts to manage these through a systematic method using a common risk language.

¨  It is characterized by efforts to comprehensively identify risks to the organization’s objectives, assess these risks in a standardized fashion, and make deliberate decisions regarding how to respond to those risks.

¨  ERM  is “a process, effected by an entity’s board of directors, management, and other personnel, applied in strategy setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risks to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives” (Pricewaterhouse Coopers LLP, 2004).

¨  This framework targets risks related to strategic, operations, reporting and compliance objectives, and involves all segments of the organization.

The most significant barrier to implementing ERM has been identified as Organisational Culture. 

It is therefore relevant to understand what Organisational Culture (OC) is:

¨  “The way we do things here …”

¤  The unscripted ‘rules of engagement’

¤  The unofficial ‘mandate’ or license members of the organisation have to behave in ‘sanctioned’ ways

¨  OC is set of unwritten rules – strong cultures displace formalisation (systems, structures, policies, etc.)

¨  Organisational Climate is how People Feel about ‘the way we do things here’

¤  Typically measured as Engagement

This the reason Organisational Culture hinders ERM is:

¨  Organisational Culture directs behaviour in an unseen manner – and thus provides members a ‘cloak of invisibility’ that authorises a particular behaviour set. (insidious – slowly and subtly harmful and destructive)

¤  E.g. Language

¨  This invisibility heightens organisational risks, which is compounded by the unaccountable nature of the context

¨  It scopes the Organisational Readiness to respond to Risks

¨  Insidious Nature of an ‘unhealthy’ Organisational Culture, which in itself is a Risk to business performance and sustainability

¨  Organisational Culture reflects the “personality” of the business, and thus describes how robust and resilient the organisation is to withstand risk / event

Breaking down this barrier thus requires further understanding:  How is organisational culture established, how does it form and who establishes it?  To answer this question, simply ask yourself: Who determines “how we do things” in a company?  And most times – this would be attributed to those in charge!  The managers/leaders – and for the most part it is senior management.  Middle management reinforces and entrenches the culture. 

So, it is leadership who, by virtue of their behaviour, set the tone – create the culture, and thus the climate – that ultimately entrenches an organisation’s readiness and willingness to respond to risk!  When implementing ERM, start with leadership!  One significant research study exploring the link between ERM and Organisational Culture found that any culture has pro’s and con’s in relation to ERM, and that the organic characteristics leaned to successful ERM implementation.  These findings were vague and somewhat loose.  However, they did find that the most significant link to successful implementation of ERM is linked to the demonstrated commitment of SENIOR MANAGERS!  This makes sense: organisational culture is not a cause – it is the product of the quality of leadership present.  Thus success or failure is a product of leadership, not culture.

Leadership is simplistically defined as: Achieving Results through People. 

When managers act in ways which compel (force) people to do things, with the intention of extracting maximum outputs – they will create a resistance and this leads to disengagement.  When managers are manipulative (attempting to extract maximum gain through persuasive techniques), this will create even greater annoyance and this leads to conflict and entitlement.  It is established that the intent to GET (malevolent intent) erodes the trust relationship.  Benevolent intent (to give), builds engagement and trust.

In conclusion I asked myself:

¨  WHY ARE COMPANIES DOING THIS?  Implementing ERM at all?

And the answer seemed quite obvious:  Organisations are attempting …

¨  TO CREATE A ‘PROACTIVE STANCE’ & BE COMPETITIVE AMIDST UNCERTAINTY

¨  And this requires that all members of organisations be in a position to :

¨  Anticipate ‘changes’

¨  Pre-Emptive ‘strike’

¨  Take Initiative

¨  Take Ownership (Accountability)

This is all logical – however is implies that the qualities they are attempting to create in the business are lacking!  And furthermore implies that ERM (as a methodology or system) will fix that which is broken: ERM try to instil the qualities of initiative, passion, commitment and accountability.  This too makes sense: Gary Hamel (2007) found that these are in fact the human capabilities which account for business competitiveness and says that 75% of competitiveness comes from these human qualities. 

If ERM tries to fix these – on the assumption that it is ‘broken’, the next question to ask is:

¨  How did it break????

¨  WHO BROKE IT????

The answer is: those in charge.  Managers.  When you treat people as a means to your ends: the product are people who disengagement or people who become entitled.  These qualities become entrenched over time and represent the antithesis of the human qualities which affords sustainable success to the collective. 

This led to another important question:

Various business systems have been introduced over the years – what were these trying to accomplish?

·         TQM: instil discipline and attention to detail

·         LEAN: instil consistency, efficiency (do things right)

·         Etc.

It seems that systems have been designed to elicit the human qualities which leaders are required to engender in their people.  However, a failure by leaders to lead (as opposed to manage) – created a need to develop systems which would elicit the people qualities.  These systems, (though interesting, intelligent and useful) in terms of their ultimate purpose, are surrogates for legitimate leadership.

The Big Bang Theory: Fayruz Abrahams

Monday, January 25th, 2010

fayruz_mugshot2

The Big Bang theory of creation serves well to also describe marriage.  If our purpose, in part, is also to procreate – and that marriage is the institution that legitimises this, then logically a parallel must exist between the Creation, and our minor creation and our contribution to the phenomena that enables ‘going-on’.

As two forces, often opposing forces, collide – it will inevitably create a ‘big bang’ of sorts – and from this collision (or convergence) something new emerges.  This literally could refer to the child – but in a more subtle way the real product of this collision / convergence is the transformed individuals within the bond.  It should be said that the transformation can be one that creates abundance or destroys it, leaving a void.  This requires some inspection of our definition of abundance – from our view it is one who has acquired insight into benevolence and enlivens it to a point of fana (going-on).

How does this transformation occur?  Some basic precepts: 

1.       It has to be allowed – this is the start (and it is also the end): submission

2.       The duality of existence (polarity found in all of existence) sets the scene – without the polarity there is no field within which the exchange effecting transformation can take place.  Thus we must acknowledge the relevance of this polarity and value it.

3.       Applying the model of Transactional Correctness, one will be able to form a picture of the two elements / forces present in the relationship.  The ‘opposing forces’ will take the form of malevolence and benevolence.  This enables a distinction between the parties – as dark enables light and vice versa.

4.       Role theory suggests a fluidity between roles – and thus assumes that any role present in a relationship is not the sole responsibility of the individual, but rather presides within the field created by the convergence.  Also, it is assumed that any role shifts between parties, and is enabled.

5.       The world and the Reality of existence is that it is benign and benevolently predisposed to us.  All events therefore are not necessarily damaging (diminishing) – but potentially enabling (elevating).

 

6.      

 

 

There are two parties in this relationship.  The position chosen by each is critical within the process.  One could be observer – which implies a passive external onlooker.  Or one could be the witness, which implies a subtle difference: an active affirming presence in the midst of the event.  The witness therefore takes centre stage – without a witness the event is not real.  The observer, however, stands at the periphery and sees the other as central to the issue – as the central cause of the current frustration.  The one at the periphery sees the other as being in the middle and thus observes  other. 

centre_periphery

      The party at the peripheral position, never opts to take ‘centre stage’ – and may feel “at the mercy of”.  What is it in us that shifts us from taking centre stage?  I suppose there  is both modesty and false-modesty that may be able to explain this – both of which is worthy of further exploration.  As the onlooker, I am able to extract myself from the situation (detachment), and thus more easily deal with or process the event.  This extraction is mostly helpful – except when one is inextricably linked to the dynamic, then of course it is far more helpful to place oneself in the centre of the event and interpret the event with the acceptance that “I AM” has enable this… “My intent becomes manifest in the world around”. As witness (centre of the circle) I am able to look at events in the context of a broader vista (canvas), and thus more likely able to see matters in context.  When I stand as observer (at outside), I am only able to see the mid-point and will therefore interpret matters in a limited way, finding only the dysfunction.

It is most overwhelmingly to place oneself in the centre: it is humbling, and brings forth a deep sense of the majesty which surrounds you at any given moment. 

When I stand as the onlooker (at periphery) and observe the midpoint (the other as the central concern) – I will see the behaviour within a limited context. 

You are not a spectator to your life – unless you choose to be.  Being a spectator is safer, yet it renders the individual helpless and a victim to circumstance – and ultimately the position one takes up is a choice that significantly impacts the journey of growth.

Techniques for Responding to Challenge (in relationships)

1. READ! (the first instruction received by Prophet Mohammed (pbuh)) – is a crucial part of the process of personal transformation.  Reading or interpreting the set of events that unfold in a relationship is like interpreting a clue or code.  It is about reading the subtle message and not only the obvious presentation – it requires seeing beyond the surface, understanding that “He send signs for those who reflect” – and therefore we should be reflective.  Being reflective implies that the world is a mirror to one’s existence and reveals what’s inside and beneath the surface.  The event that presents, is simply a means to understanding the one in the centre.  For this reason, the position one chooses to take up (centre or peripheral) is key to unravelling the code.  The code has been placed there, uniquely for the one by The One.

Interpretation involves finding meaning – “why is this happening” is often the first (logical) question.  This implies there is a reason for the event / situation, and implicit acceptance that there is meaning in it.  The meaning formed is for the self, not the other.  The event is about the self, and for the self.  This is a really difficult matter to come to terms with, especially if you feel that you have been the ‘injured’ party.  However, interpretation does not mean judgement (right or wrong), and it does not mean becoming ‘self-righteous’.  Interpretation through reflection is about discovering what the event and subsequent dynamic reveals about the self.  What it is that sits on the inside will ultimately manifest in the world that surrounds you. The key to changing the world is therefore to change what is on the inside – the trick is discovering the vast inner dynamic of the self.  But we have not been constructed to look inside – which is why life is designed to give us a view of ourselves to enable insight and informed choice. 

Therefore, interpretation (reading the situation) must not entail any judgement, any determination of ‘right’ and ‘wrong’, and not be about the other – only the self. 

Caution: this also does not imply self-persecution!  “I was wrong” – because this is the same as judgement, except turned on one’s self and is not helpful.

The second question: “What does this reveal about me?”  is a useful question to read / interpret the situation, and begins to unlock the usefulness of the event.

Never assume

2. The truth is hidden in the opposite: an ancient wisdom which serves also to READ the situation more objectively.  The self should look at the opposite of every statement – and explain the reverse:

* “He is the worst thing to have ever happen to me”

                > “He is the best thing to have happened to me”: EXPLAIN (how can this statement be true)

* “She cheated on me”

                >”She cheated herself”: EXPLAIN

Flipping the embedding knowledge helps to reveal new knowledge – and brings forth wisdom and insight.  It also releases the self from blame and recrimination, and begins the process towards self-empowerment.  It releases us from the notion that ‘we are at the mercy of forces beyond our control’.

I have found this flip to be most uncomfortable – but most liberating for the self.

3. Pain vs suffering

Pain is real.  Suffering is a subjective experience of the pain. 

I was recently told of a young woman dying of cancer – her experience of living through this reality was not what one would expect.  She felt deep gratitude: grateful that she was not in pain, grateful for her family and friends, grateful for her life.  Her family and friends experienced the same event as difficult and suffered sadness and anticipatory grief and loss.  The key difference: acceptance of the now.

Another useful example is that of a marathon runner.  I would assume that endurance and perseverance are essential ingredients to completing the task.  For most runners, it is not the destination (or finish line) – it is about ‘going the distance’.  Often, in the midst of the race, the runner experiences what is referred to as “hitting the wall”.  I have been told the only thing that gets them through the ‘wall’ is faith (trust) not fitness.  The runner also has muscle pain – this too is real.  So it is important to acknowledge the realness of this pain, the tiredness, the raw-ness of ‘your feet’, as you move along a very long and difficult journey.  Just like the runner, while the outer, bodily parts are worn thin, the inner character is sharpened and strengthened.  The latter does not make the former any less real.  The runner is in pain for much of the race – but is not suffering.  Why?  Suffering is a subconscious choice.  Suffering is a resistance to ‘what-is’; it is your being shouting out: “This can’t be! This is wrong!”.  What would happen if you allowed yourself to accept ‘what-is’, submit to it – there would be acknowledgement of the real event without the associated suffering. 

I suppose another useful example is child-birth.  Pain and suffering is not the same thing.

 

4. The Transactional Correctness framework is very useful

The Transactional Correctness (T/C) framework is useful to understand the interpersonal and intra-personal dynamic.  For example, when I am fearful (outward action/seen) the T/C framework helps me to understand the inner workings that enables the fear = Distrust.  When I trivialise the world, it reveals my arrogance.  So this allows me to see my inner functioning.

Similarly, it reveals the interpersonal dynamic.  When the other is generous toward me, I (self) become grateful.  The state in which Self exists, is what sets up the response from the Other, and vice versa.

(The interplay between self-and-other, being a fluid exchange can thus be interpreted in at least two ways…..)

a) Self as inner dimension and Other as outer dimension

b) Within the self, there is also the inner and outer dimensions

 

Benevolent Intent

Malevolent Intent

a)

Inward Reflection

Outward Action

Inward Reflection

Outward Action

Quality

Awe

Significance

Arrogance

Trivial/Mediocre

Attribute

Submission

Power

Rebellion

Weakness

Secondary

Trust

Courage

Distrust

Fear/Cowardice

Primary

Gratitude

Generosity

Expectation

Greed

Root

Seeing things as they are

Giving everything its due

Presumption

Expediency

b)

Inward Seer Subject

Outward Seen Object

Inward Seer Subject

Outward Seen Object

(from Etsko Schuitema)

In unravelling the relationship dynamic, it is important to start at the root – seeing things as they are.  This requires removing distortion created by past experiences.  When influenced by the past, we tend towards presumption, which manifests as expediency (doing what serves one’s immediate self-interest).  Setting aside presumption will enable one to see the situation as it is, which in turn enables appropriate action.

Insight and right action leads to success.  The latter is dependent on the former.

Insight also requires silence of inner dialogue.  (this in itself is a separate exploration)

Gratitude is the key to unblocking progress and growth.   “How Gratitude saved my life” is the name of the reflection written by a remarkable human being, who found meaning in chaos and purpose in loss.  The gratitude may initially be released by the act of kindness / generosity of the other (friend or stranger) – once sparked, it unleashes the energy for renewal.  As indicated in the above table, gratitude in the primary inner ingredient.  Much like our human form is primarily constituted of water (80%) – at a qualitative level, our natural state is one of Appreciation.  When we live congruent with this innate condition, we are aligned and synchronised and this enables benevolence.  However, when we our existence is premised on the notion of ‘survival of the fittest’, we will incline towards self-preservation and not service.  It becomes about being right, and not about being of service.  Often people rationalise by using justice as reason for action (its only right..) – well even justice is prefixed by love (appreciation/unconditional concern/benevolence), otherwise it is not justice, simply self-righteous, self-satisfying and sanctimonious action.   Once the primary element is bedded down, the secondary element emerges naturally over time.  These elements lead to the state (of submission or rebellion) – both of which bear fruit (awe or arrogance, respectively).

Use the T/C framework to understand both the intra-personal and interpersonal dynamic.

 Some case studies which help to illustrate:

The dynamics in one relationship is helpful to see the interplay:

The individual is often oblivious of the world around him – I think he is blissfully unaware of how obnoxious he is and how offensive his actions are.  He behaves without due concern for the other; the other being his partner but could also include anyone else.  He has moments that reveal no overt malevolence – yet he is experienced as offensive.  The irritation which the other experiences stems from the negation they have had imposed on them.  His actions may well demonstrate a self-centred and arrogant persona - which of course does not confirm that he is arrogant, it simply is observed as such.  Negation is uncomfortable because it is a form of displacement – he displaces the humanity of another with assumption.

However,  the partner, feeling negated – believes this to be unjust and unfair.  Protests followed by pity (or a need to be affirmed) – all of which is completely understandable.  Acknowledgement is a key to moving beyond the event/treatment; but it is not being acknowledged but rather ‘seeing things as they are (without judgement)” that is called for.  Beyond seeing the event, the partner has to move in the centre of the circle, not stand in judgement and critique at the outskirts/periphery.  When she moves into the centre, she begins to see his actions in context and perspective.  There is far more in the world, beyond him, that affirms her.  Allowing herself to stay at the periphery, allows the petty tyrant to take charge, to dominate (attention), and tirade.  Often it is easier to have the ‘petty tyrant’ take over the dynamic – making him the ‘fly in the ointment’ – than to deal with the real issues the individual has to deal with for herself.  Enabling the petty tyrant serves to dis-enable our own growth, stall transformation, tread water, buy time – and get no-where fast!  It is all a well engineered drama (choreographed in our unconscious – led by the shadow of our existence).  Gaining insight into our own dynamics  - allows the light to enter and for us to act with accountability.

 Another Case:

In a relationship that appears perfect by all accounts – there is a dysfunction that eventually surfaces and manifests as significant betrayal.  A betrayal of promise, a betrayal of trust, a betrayal of all that we hold dear.  All that is held dear, through betrayal, is completely destroyed.  This event came, as if from nowhere – and this compounds the difficulty.  Making the betrayer the centre of the experience will result in judgement: “he’s wrong, I’m right” – which in turn will lead to “he has to change”, which inadvertently leads to “it’s out of my hands (victim / disempowered)”, and then the event deconstructs both the relationship and the partner.  The Grand Design of life, as opposed to random coincidence, has a benevolence weaved through it.  Every moment which present itself to us holds within it a gift - the opportunity of our transformation.  In order for this gift to have the intended effect, we should receive it with appreciation (gratitude), which in difficultly should at least be that of courtesy.  Courtesy implies good manners, restraint, and dignity.  This is followed by gaining insight (into ourselves, not the other) – this means placing self in the centre, not at the periphery.  This becomes empowering. 

steps                                                                                             

As I face the moment, I have two options: acting to serve my own needs or doing what serves the best interest of the other (values).  When I opt for self (needs), I focus on what I want to get – and that paradoxically places me at the mercy of the other (victim): which means, relative to the Moment, I get ‘smaller’/diminished (red image).  When I act in terms of what is right (for other) – I have to deliberately set my own interest aside, which implies I have to transcend my ‘self’, this entails raising above the fears that may dominate me.  When I transcend self in favour of the other, I transform into a ‘bigger’/elevated position (blue image).  The distinction in my altered form (diminished or elevated) is allowed by the moment before me and initiated by the deliberate choice I make in the moment.  Every moment transform me: bit-by-bit – the direction and trajectory is determined not by the big things (e.g. divorce), but by the moment-by-moment choices.

As insight grows we start to see ourselves and others with more clarity (see things as they are).  There is the truth and the Truth.  The truth is that we are dark and light – and that the battle for our soul rages on in us.  The Truth is He always wins – our souls are from Him, for Him, to Him; and remains pure and whole.  It is not a battle for the soul, but rather for Submission.  True submission only enters after struggle: when I have struggled so much and yet still fail – only then do I really understand the word: Submission (I hand it over and ACCEPT).  When we do this, only then, do we WITNESS, and assume our station in life as vicegerent of our Lord.

Now this is not a task for one party in a relationship – it is for both.  The manner in which each individual will struggle may be different, it may be intertwined, it may even be separately.  All of the actions taken will ultimately forge into the broader canvas which scopes the full extent of the transformative journey and exercise.

There is a level of consciousness…

 A message in conclusion (based on a summation of Sheikh Ebrahim’s discourse in Ramadaan’09):

1.       Any endeavour with a specific outcome in mind is futile in the fullness of time

a.       Engage with the other with benevolent intent – the intent to serve the interest of the other, not self.  This is the gateway to unlocking your highest self, and makes the best in you possible.

b.      Being of service does not imply being subservient.  So take time to reflect, gain insight and then act.

2.       Acting in one’s own interest (agenda) is thus futile

a.       Expedient action provides short term gain, with long term consequence of loss.

3.       Believe = Trust; trust that there is a custodial design in all matters

a.       Despite the possibility of loss – act with the knowledge that the universal design of all matters enables your existence and will continue to do so – maybe not as you foresaw but as is best for your higher self.

4.       One has faith = trust – trust that life/world/universe is on our side; there is an intelligence on our side

a.       There is knowledge which you have not yet gotten access to, so trust that life will deliver for you the best.

b.      In the midst of chaos, there is a fractal which consistently exists to create order from within.  This fractal is centred within each of us.  It is fundamentally our human state (fitrah) – our nature and connection.  When you stand in the midst of chaos, it is impossible to observe this fractal – this unit of energy that brings order.  To see it one has to stand back far enough from the chaos, to see the grand design, and then the picture forms and order is restored.

5.       Contrast the good act from the not-good act:

a.      The good act = what God requires of you

b.      The not-good act – self interest

c.       The good act – galvanises trust in life

6.       Truth = custodial world that exists, we don’t exist as individuals but as a collective continuum – this is the human condition

7.       Patience = to forego the outcome/result/my own interest (indefinitely and absolutely) = this is what action for the hereafter means

a.      Act with complete abandon, without a need to be right, without the drive to win or succeed – act only to serve and be useful to the other.

b.      Being useful to the other may mean being gentle, forgiving but could also mean being tough and unwavering.

8.       Transactional Correctness: do the best you can in every moment, unconditionally foregoing own interest and your faith becomes eye-witnessing

9.       Faith starts with assumption ; then moves to eye witnessing

10.   The genetic coding of humanity. Example:  In the seed is the genetic coding; a transactional code.  It engages based on 3 variables: water, light and gravity.  When the moment delivers a set of conditions; the seed is given water – it pushes through to the light and away from gravity

a.      It becomes bigger that self

b.      It takes the next step forward

c.       From seedling to sapling

d.      It did not know what a sapling was in its previous state (so it could not have predicted the wondrous outcome)

e.       It acts thus in terms of the Transactional Code, not the outcome

You do not understand the full design – what appears to be chaos is order – what appears to be ordered is chaotic in the grand scheme. 

The event that disrupts relationships may seem to bring chaos – but it is merely the condition to enable growth.  It is the ‘water’ that enables a seed to push through to the light – and find its transformed state to be one which is beyond what was known.  Trust that it is in your genetic coding to break through towards the light: you have been so designed.

11.   This message is: to do the small thing – IT IS THE BIG THING!

In the Heart of a Surfer: Fayruz Abrahams

Tuesday, January 19th, 2010

fayruz_mugshot1

The ecstasy experienced by surfers… is a simple manifestation of Majesty.

 The euphoria of surfing is enabled by the ions created when waves break… when the surge and culmination reaches a climax and then falls in submission is the moment when energy is released and joy is experienced at a profound level.

 For a surfer to surf – the dynamics are:

1) Witnessing the majesty: the absolute force and might of the wave; something that is by far greater than you, with a force beyond what is possible to ‘manage’.  The surfer can only be in awe of this Phenomenon.

2) In Awe, the surfer has to submit, because trying to overpower the wave is ludicrous!  You have to submit to it…

3) This takes requires TRUST, not control.

Trust enables courage; Submission enables Power!

4) Patience – the wave does not arrive when you are ready, it is synchronised to a larger rhythm and ‘time-piece’.  The surfer can only wait – and has to accept the divine scripting. 

5) The surfer, lying in wait, has to read the ocean, its rhythm, its motion.  Waves (culmination and climax) come in sets of three.  On the horizon, the surfer sees the rising mounds and knows the approach is imminent.  He prepares for his approach, cautiously but with great effort he paddles to meet the wave’s crest and then launches to become one with it and get in sync with it.  It is synchronised and in step with creation. 

ultimatewave2

6) The surfer, suspended only by a ‘plastic boat’ – floating amidst the vast ocean.  Nothing and no-one can shield him from the vast and majestic force of the ocean.  Nothing separates him from the innumerable creatures and factors that could inflict harm, nothing except the Benevolence and Grace within which the surfer is enveloped.  A surfer fundamentally connects with this – whether consciously or not, there is a deep knowing and a deep connection: which religious people may choose to call faith.

7) He does all this, suspended in a ‘nothing-ness’ and a vastness beyond his own comprehension, in order to be one-with the crest and climaxing of the rhythmic shifts of our primary element. 

8 ) When he reaches the pinnacle of the activity, within the barrel of a wave, and is spat out with great force – he knows that he is a mere witness, not in control – and he has to submit, bow to the Totality of the Other.

 

Picture courtesy: www.jaunted.com

Using an Enterprise Resources Planning System (AX System) to Embed Cultural Change and Leadership Development: Fayruz Abrahams

Thursday, December 3rd, 2009

fayruz_mugshotBackground:

 

During July 2009 a project was launched at Pep Clothing to conclude an Enterprise Resources Planning system implementation that was struggling to become part of the organisation’s culture, over the previous 18 month period.

 

The AX System was intended to integrate various systems and/or components of the business into an integrated system that ensures enhanced work-flow and improves business performance visibility.  This workflow and performance visibility improvements would create a platform that would enable people to enhance their contributions towards PEP Clo’s Vision of Sustainable Growth and Competitiveness.

 

Due to problems that were experienced with the disciplines to consistently follow procedures pertaining to business information, inefficiencies were not visible enough and made the appropriate response to these inefficiencies difficult.

 

After concluding a Supply Chain Team Role Clarification workshop as well as two separate Problem Identification Workshops in different sections of the organisation,  pertaining to the problems that were experienced post the AX system implementation, a variety of problems were identified by employees.

 

The People and Organisation Development Manager in partnership with Schuitema and Associates designed a change management process that endeavoured to implement an effective “process-solution” to capacitate leaders in Pep Clothing to:

a.     Manage the final wrap-up stage of the AX system.

b.    To respond appropriately to the problems that were highlighted by their team members during the above mentioned workshops.

 

The Deliverables for the project were as follows:

 

                      i.    Leaders :

a.     Would be enabled to facilitate change in their areas during the AX Wrap-Up phase and going forward by:

                                          i.    Embedding skills such as problem solving, through the planning and implementation of project plans, supported by coaches who will give the Leaders feedback in real time.

                                         ii.    Training Process Leaders to on an ongoing basis respond to problems that prevent the bedding down of the AX system as they occur and to instil proactive responsiveness.

                                        iii.    Improving their resilience to be able to respond appropriately to the wrap-up of the AX system implementation.

b.    Their roles as Leaders during change were clarified.

c.     Provide the leaders with a framework to enable them:

                                          i.    To empower their teams,

                                         ii.    To cultivate accountability in their end-users.

d.    Commence the Pep Clothing Leadership Development process by integrating the business imperative to implement the ERP system effectively, while leaders would experiment with their newly acquired leadership competencies.

e.     To instil a relationship of trust between the leadership, end users and the information technology system.

 

                     ii.    End-User concerns would be dealt with appropriately by their respective leaders to ensure the following:

a.     Establish information integrity.

b.    Reduce stock adjustments.

c.     Increase employee compliance with AX process disciplines.

d.    Improve the users’ experience of the AX system.

e.     To support Leaders to make the End-Users feel acknowledged and valued by them.

f.     To instil End-User Accountability.

pepg1

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Key Activities that supported Leaders and End Users with the Change Management Process:

a)     Training:

Key leaders were given a leadership competence platform to provide a common frame of reference for all parties and to inspire them to willingly get involved in the facilitation of the change that was required to implement the system effectively.

b)    The following Leadership Training  took place:

                              i.    Managing Change within the Care and Growth leadership framework.

                             ii.    Course Material: Succeeding as Leaders during time of change. (The Care and Grow Model, Schuitema and Associates)

c)     The following End-user Training took place:

                      i.    Responding to Change (life)

d)    Change was actively managed by leaders in their respective teams/areas as follows:

                      i.    Each Process Leader ran a series of workshops involving their end-users. They facilitated the inputs of the end-users to identify that they experience as well as solutions to the same.

                     ii.    Each Process Leader drew up a Change Management Project Plan for their specific area.

                    iii.    The Project Plan was used at the team workshops to track the progress that was made by the specific team as well as to plan new actions that need to be taken.

                    iv.    The process leaders got in touch with how the end-users experience the system, as well as got to know their team members better.

                     v.    The regular contact sessions during the formal follow-up sessions as well as those that took place in between them facilitated deeper rapport and the building of relationships while the ERP system was being embedded.

                    vi.    The leaders and the process were supported by  two coaches (1 external – Schuitema and Associates, 1 internal – People and Organisational Development Manager). Feedback and guidance was given during and after each follow-up workshop.

                   vii.    The problems that were  experienced were  categorised into one of the following possible root causes, that enabled the leader to decide on appropriate action:

                              i.    Means:

(i)     The barriers in terms of tools, system etc needed to be removed.

                            ii.    Ability :

(i)     Training, coaching or mentoring that may be required.

                           iii.    Accountability:

(i)     In this category all the above was taken care of, and appropriate action needed to be taken against the person who is not performing to standard.

e)     Conversations were structured to assist movement from gripe to goal individually and collectively in workshops. This was part of the theme of holding people accountable for their actions by instilling an understanding of that they are in control of what is happening on the floor and supporting them to take action.

f)      Process leaders demonstrated their leadership (Care and Growth) in a practical and real way, and got to practice the skills that they learned during the training sessions.

g)     A Community of Practice session was held to:

i)     Formally close the project

ii)    Set a foundation for ongoing (in-house) business review of the project and the leadership issues.

iii)     This platform enables continuity of learning culture and beds down the leadership ethos.


 

 Project Evaluation

 

The total possible rating per graph category is 9 (9 respondents to the questionnaires)

Notes:

The score go from +10 to -10…

Any minus score is NEGATIVE – needs improvement/urgent attention

0-5 score means OKAY… but some people are unsure

+5 to +7.5 means good/solid

+7.5 to +10 Great

All scores would have been adjusted by +1 if it had not been for a respondent who only joined the process towards the end and most of her responses were “Don’t Know”

One other respondent also marked many “Don’t Knows”

pepg2

 

 

 

 

 

 

 

 

 

 

 

         The scoring indicates that in most areas, process leaders are positive and believe significant improvements have manifested.

 

 

The following represent the ongoing concerns:

                      i.    Accurate Financial reporting

                     ii.    Cost control

 

The issues that represent potential problems (in other words, these have not yet been cemented)

                      i.    Proactive planning

                     ii.    Ease of Stock Take

                    iii.    Performance measurements

                    iv.    Downtime reduced

 

pepg3

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

pepg4

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

pepg51

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

i.    The system has successfully been implemented.

a.     The notable indicator of the extent to which the system – user interface was working is to be found in the Error Log

                  i.    This at the commencement of this project was in excess of 20 000 line item.

                 ii.    Two weeks before conclusion of this project, it had reduced to 300, (4 of which came from the biggest user, Production).

b.    The ERP system was introduced on-time and within-budget, driven by leaders and teams who collaboratively derived solutions to problems – successfully forging an inclusive resolution.

 

 Overall Exceptions:

 

i.    It is evident from the analysis, that leaders still hold reservation about:

a.     SYSTEM: stock adjustments

                  i.    Which indicates that this is an important indicator of ongoing system success and should be incorporated into formal performance scorecards

b.    LEADERSHIP: leaders’ providing real time feedback

                  i.    This indicates, that though they are listening, end-users may still feel unsure while they are waiting for response or update from their leaders.

 

Learning and Insights

 

i.    All leaders appreciated the direct and immediate effect they have, as leaders, on their teams.

ii.    An acceptance of the leaders’ role and responsibility in the issues (barriers to performance) surfaced.

iii.    All issues that hampered the successful implementation of the AX system could be attributed to the variables of empowerment:

a.     I.e. All issues were categorised as being Means, Ability or Accountability issues.

b.    This confirmed that the role leader’s play in ‘unblocking’ the pathways to empowerment of the team is real.

iv.    Leaders realised that paying attention to their people and really listening (with interest and concern) to them – had an exponential effect of the team’s readiness to engage.

v.    The leader sets the limit to the team’s overall capability and willingness.

vi.    Being proactive is crucial – and sets the tone for the leader and team to embrace a more directive role in change:

a.     Moving from victims to masters.

b.    All leaders and teams started to take responsibility for their experiences with the system and became more involved in finding solutions.

c.     This involved a change in attention from what to Get to what to Give.

 

 

 Community of Practice formulated the following:

 

WAY FORWARD FOR Pep Clothing – “EMBRACING CHANGE”

 

On 29 October 2009 Pep Clothing Leadership concluded their first Leadership Community of Practice workshop. The following are the reflections that they shared with the rest of the COP.

 

a)         What was the Difference that made the Difference? Verbatim

 

      i.    I believed that to apply the change, I had to change within myself: what had to change in me: how I thought about change – towards work and personal.  I needed to see myself and my demons. My attitude to change had to change.

     ii.    We were all committed to ONE VISION.

    iii.    We did nothing technical – in order for this to work, no one went to intensive training… it was the approach we had to our clerks and how we nurtured them.  This was the crucial element.

    iv.    To move away from what leaders think others know to what they really know.  We think or wish people can or will do… without first establish it first hand.  Took presumption and assumption out of it. Speaks to intent of leader. 

     v.    To see production moving and succeeding – the exemplars of change (victim to master shift happened with production managers first) this demonstrated well and rolled down to team.  The managers were not just victims.

    vi.    Ownership and accountability – most of change happened in production, from within the individuals (especially the managers)

   vii.    Change happened in me first and the focus was on people from results… now realising that people are important and people realised this.

  viii.    Foundation was provided to all parties in same way (from getters to givers; gripe to goal) this enabled the change.  What happened here (in training session) and the support from process leaders.  The reflection of self – I moved from getter to giver; from hearing to listening.  We grew in this process.

    ix.    Move from unconscious to conscious mode.  Becoming aware of self and the effect on our people was great.

     x.    Focused on people first, and then aligned the people to the process.  Leaders created Purpose and belief: by focusing on people they gave them belief and gave them purpose and this unleashed energy.

    xi.    Alignment that took place throughout business.

   xii.    Mini-reflections enabled growth and understanding.  This enables learning.

  xiii.    Overall: all comments indicate that the shift in leaders’ intent was the difference that made the difference!

 xiv.    Xiii           Adopting the “Victims to Masters” approach (self and team).

  xv.    Ix Always Checking-in with team (regular contact, update, check-ins)

 xvi.    Understanding the Care model.

xvii.    Helping to shift people from seeing only Current reality towards seeing the Future they desired.

xviii.    The employees have a lot of patience, endurance to deal with problems.  Once assisted, recognized, they flourish with ideas and problem solving abilities

 xix.    All team members have evolved into highly capable individuals on AX - we have found some shining stars.

  xx.    My view is different I am more firm, higher expectations with compassion and understanding but less tolerance!

 xxi.    Understand GIVING and HELPING

xxii.    Clear and Specific communication & instructions

xxiii.    Handover of Authority -> Empowerment: Implement monthly reports; budget controls; 1-2-1’s; attend meetings etc. department heads responsible

xxiv.    Reporting function changed

xxv.    Delegation, I’m watching the game as the coach, not team player

xxvi.    We eliminated the ‘blame’ approach

 

b)  What should we continue to do?

 

Standardise the following practises:

 

i.    Workshops on departmental issues.

ii.    Find the solutions.

iii.    Documentation of internal processes.

iv.    Gripe to Goal process.

v.    Support and hold people accountable.

 

c) The Way Forward

 

i.    Build departmental rapport (personal interaction, get to know your people).

ii.    Empower people through training and cross training (look at development needs).

iii.    Have strategic feedback sessions with the different departments; ensuring that people do not feel intimidated. The more complex the terminology or methodology the more intimidated users feel, leaders must find a way of making it accessible.

iv.    Show genuine support and appreciation.

v.    Give everyone a chance to coordinate feedback sessions or KPI meetings.

vi.    Seize the moment: be proactive, not reactive.

vii.    Apply genuine praise.

viii.    Drive improvement through visual progress reporting.

ix.    Develop a KPI format to keep team focused.

x.    Align your dept KPI with rest of business.

xi.    Look at small improvement / continuously.

xii.    Check in – team morale.

 

d) Improvement Focus

 

i.    Look at MY INTENT to grow my people

ii.    Improve my knowledge of coaching

iii.    Be aware of self and your effect on team.

iv.    I am here to serve.

v.    Create a safe and healthy work environment.

vi.    People must work confidently because they want-to, not have-to.

vii.    Leadership development should include:

a.     Leadership enhancement (means, ability, accountability framework); measurable; training on succession planning

 

Conclusion

 

The effectiveness of this change management process over a four month period can be ascribed to:

  • The participants being inspired by higher order aspiration rather than the mere conclusion of a computerised system.
  • Iterative approach with frequent intervals of experimenting, reflection and shared learning and planning the next steps towards concluding the implementation.
  • The leaders and end-users started to recognise the meaning in what they were doing over and above the mere acquisition of better discipline in maintaining information.
  • The AX Bedding Down process became an opportunity for personal growth, for team members to connect around a purpose and for people to exercise their personal growth of intent. “We moved from getters to givers”

 

As people we are meaning making beings and as leaders we need to assist people to deliberately make this meaning to optimise their personal growth and at the same time the business imperative engaged with.

 

Many thanks to all the process leaders who dedicated their energy, time in such an inspired manner to this process. Special mention to, Mark Hobson, Ronel Ellis, Bobby van der Scholtz, Mercia Patience, Arthur Meyer, Johan Southey, Marthie Kemp van der Werf and all the End-Users and specialists involved. Special thanks to Amanda Cronje who both designed and managed the overall change management process.