‘Tis the Season

From 2002 until 2007, my career was in consulting. Half of my time was spent working in the Middle East and the other half in North America. My business partner at the time was Mansoor who originated from Pakistan but lived and worked in Saudi Arabia for 18 years. We owned and operated The Corporate LIFE Centre International Inc. My Middle East work was concentrated primary in Saudi Arabia (“KSA”) with some assignments in Kuwait, Bahrain, Dubai and Egypt. For five years while travelling back and forth to the KSA (i.e. Jeddah, Dahman and Riyadh), I worked with such firms as: ZFP (the largest architectural and engineering firm in the Middle East), the King Fahd University of Minerals and Petroleum, Sipchem (a billion dollar petrochemical business), and SBG, the largest construction company in KSA and one of the largest in the world with over 100,000 employees. I had the opportunity to learn a lot about this part of the world but most importantly I developed several new friendships with individuals I would never have thought of as ever being part of my life. I also was taught a few invaluable lessons. 

My first visit to KSA was not unlike any other international trip I have made. But upon entering the country I was surprised. It is interesting how the media can wrongly shape one’s perception about a country and its people. I was greeted at the customs desk by my sponsor Siraj. The process was straightforward and soon I was on my way through the streets of Jeddah to the Hilton Hotel. Jeddah is a port city of several million people. It is very modern, clean and has its own historical “old Jeddah” where I saw the actual former living quarters of “Lawrence of Arabia” and what some consider the tomb of “Eve”. The Hilton Hotel was located along a line of several western hotel chains overlooking the Red Sea. Peering out my room’s window, it was as if you were in the Caribbean… a very beautiful setting with palm trees lining the road and water’s edge. 

Once I was settled, Siraj, Mansoor and I met for dinner to discuss the assignment ahead of us. People were strolling along the boardwalk , sitting on the grass or lying on carpets laid out on the sand and enjoying the beautiful and peaceful surroundings. Siraj taught me my first lesson. He told me that is was their custom to ensure their guest’s needs were totally taken care of for the first three days of their visit. So, I, being the guest, was introduced to Saudi hospitality. It was an amazing experience. Our client, SBG, ensured that whatever was required to make me comfortable and relaxed during this first visit to Jeddah, would be done.

And their hospitality didn’t expire after three days but continued for the two weeks I was there. Everyone at SBG was advised of my coming. A parking spot was provided in the executive parking lot, a private office and meeting room was assigned, a butler was on duty from the time I arrived until I left to ensure anything I needed was afforded me, and the executives of the company set aside time to not only take me out for dinner but to challenge my 4x4-ing skills among the desert sand dunes. But the most amazing experience was one of several evening dinners, laid out on carpets underneath the starry sky in the desert while we all sat, talked and laughed about life itself. 

We discovered we all had the same wants and needs in life: health, family, security and happiness. But they did ask for one thing from me in return: while it is custom to ensure the guest’s plate is always filled with food, I was asked to oblige their hospitality by eating the brains from the lamb that was served for dinner. So with a spoon full of lamb’s brains in one hand and a can of Coca Cola (I demanded a Coke since I figured it would kill anything I ate) I met my guests’ demands and was then accepted completely into their circle of friends. I quickly realized they also had a great sense of humour and I fell for it. Upon leaving two weeks later, several members of this family-owned business honoured me with gifts to take back to Canada. When I did get back home, and after unpacking, I discovered they not only had a gift for me, but they also sought out the names of my children, Richard and Joanna, and my wife, Linda, and had special gifts for each of them as well. Inside our curio cabinet in the dining room is a beautiful crystal decanter set, that has been appraised in excess of $7,000, and is a tangible reminder of the value these newfound friends placed on my visit and acquaintance. To this day, I regard my acquaintances in Saudi Arabia as my friends and I theirs. 

While one may cite the above as a single experience, there were so many others. We were travelling from Riyadh to Jeddah with an appointment to see Ahmed, the President of Sipchem. Our flight was late and so we arrived at Sipchem’s office late. Upon meeting Ahmed we apologized for the delay, explained the situation, but then had to advise him our meeting had to be shortened in order for us to catch our next flight to Dubai. Now, we were meeting Ahmed to make a pitch for a piece of business that other very large consulting firms were also bidding on and our chances of securing would be low. Our flight situation was not helping our cause. But Ahmed didn’t reject or scold us, rather his first concern was our getting to the airport on time to catch our flight and to achieve that he ordered his personal driver to take us to the airport. This again was an amazing experience of Saudi hospitality that I experienced time after time during my several years of travel there. It helped shape my own attitude of hospitality.

“Tis the Season”

During the month of December, it is the season when there will be many lunches, dinners, parties and festivities. It will all be very enjoyable and we will be at times impressed by various forms of hospitality. But come the New Year, we will put it all behind us and we will cocoon ourselves into our winter caves only to come out when the ice thaws and the snow crystals turn to rain. And we will again look for another reason to celebrate. But I am reminded of what Siraj told me, how Sheik Abdulla welcomed me and how Ahmed supported me. They not only said it but demonstrated it: “it is our custom, our practice, our way of life”!

May we adopt “peace on earth and goodwill towards men” as our custom, as our practice, as our way of life so that in all things we say and do, our neighbor will experience not just in December, but all year long the true meaning of the season. 

For businesses, the word and practice of “hospitality” is defined as “customer service”. I appreciate the reminders from our members that CMA’s hospitality or customer service requires constant focus and attention. Recently, I attended an accounting conference in Phoenix, Arizona. On this particular occasion, Linda accompanied me. The hospitality of the hotel was what one would expect from J. W. Marriott. They have a reputation for good customer service. Upon departure and in a cab to the airport, Linda discovered she had left her sweater in the closet of the room we stayed. The sweater wasn’t expensive so leaving it behind wasn’t going to cost us much. But she really liked that sweater so she called the hotel to see if by chance it was still in the room. The hotel concierge wasn’t able to tell her what she wanted to hear, but did say they would check and if it was, would send it to her home address. We arrived back in Toronto Wednesday night. On Thursday afternoon, the day after our arrival, there was a knock on the door and standing there was a FedEx agent with a parcel for Linda sent prepaid by J. W. Marriott. Inside that parcel, neatly folded was Linda’s sweater. We are now J. W. Marriott fans (“friends”) for life. 

You can call it hospitality or customer service. You can speak of individuals or corporations. It doesn’t matter. The principles are all the same and they are absolute.

It is not “Tis the Season”. It is how life should be.

Let’s Not Forget

For those of us with kids, we remember those “firsts” when they started to grow up. Their first step, their first words, their first day of school, their first date, their first breakup, their first time taking the car, their first traffic ticket, their first car accident, their first trip alone, their first... you fill in the blank.

But I wonder who taught our kids or us that most famous of phrases “I forgot”. It seems at a very young age, these two words formed their first phrase which became their first excuse. 

Did you pick up your clothes? I forgot.

Did you do your homework? I forgot.

Did you brush your teeth? I forgot.

Did you turn out the lights? I forgot.

And even as they get older it doesn’t stop. Recently, I was away for the weekend. I asked my kids, who are now young adults, if they would put out the garbage for me. When I finally came back home, I opened the garage door and there it still was. I asked, “Why didn’t you guys put out the garbage for me?” For them the simple answer or excuse was “We forgot!” And I find myself caught in the same place when I might be asked “Merv, did you pick up milk?” and my easy answer back is, “I’m sorry, I forgot!”

It is interesting that right after Thanksgiving comes Remembrance Day. One reminds us to be thankful for what we have, and the other emphasizes the importance of remembering what we have from the sacrifice of others. Maybe Remembrance Day should come before Thanksgiving Day. If we remember first, it is then much easier to be thankful.

Remembrance Day is associated with those whose lives were sacrificed for our freedom and safety. This we should not forget and we should be very thankful for. But it is easy to forget since most of us, including myself, have not been close enough to these events or associated with the tragedy arising from these events to have impressed upon us the sacrifice that was made our behalf. It is said, “There is no greater love than one who would lay down their life for their friends.” Wow! So thanks to all those who not only gave their lives over the years for our sake, but also to all the friends and family who were tragically affected as well by such sacrifice. We do not forget their suffering for our sake. That point was made clear to me recently when my friend Howard posted on his Facebook page a request that we remember in our prayers his nephew who was travelling to Afghanistan, a war whose purpose causes much confusion and controversy because we do not understand the issues associated with it. So many lives lost and families in pain because of war. I couldn’t imagine how I would handle such tragedy if it was my son Richard or my daughter Joanna. 

I found this interesting poem which reflects on war and peace. Unfortunately, I do not know the author.

Man invents war. Man discovers peace.
He invents war from without.
He discovers peace from within.
War man throws. Peace man sows.
The smile of war is the flood of human blood.
The smile of peace is the love, below, above.  

Peace is the whole truth that wishes to enrapture humanity.
War is the whole falsehood that wants to capture humanity.
Peace begins in the soul and ends in the heart.
War begins in the mind and ends in the body.  

War forgets peace. Peace forgives war.
War is the death of the life human. Peace is the birth of the Life Divine.
Our vital passions want war.
Our psychic emotions desire peace.
War is clear futility in dire spear-stupidity.
Peace is flowing infinity in glowing eternity.  

Man seeks war when he thinks that the world is not his.
Man invites war when he feels that he can conquer the world.
Man proclaims war when he dreams
     that the world has already surrendered to him.  

Man seeks peace because his earthly existence desperately needs it.
Man welcomes peace because he feels      
     that in peace alone is his life of achievement and fulfillment.
Man spreads peace because he wants to transcend death.  

The animal in man wars against peace in the outer world,
       in the world of conflicting ideas.
The divine in man wars against ignorance in the inner world, 
       in the world of mounting ideals.  

The animal in man wants war for the sake of war, 
       war to devour the snoring world.
The divine in man wants peace for the sake of peace,
       peace to feed the hungry world.

Do I, do we remember what we should remember? 

Let’s not forget our past.

Life is lived forward but understood backwards!

 

Let’s not forget to:

Be thankful for what we have and who we are.

Be kind and do good to one another.

Be hopeful for a better future.

Finding Your Centre

LIFE is a series of twist and turns... it's important to "find your centre". Don't allow people, events or circumstances to cause you to detour or fall. Stay focused!

In 2008, I received a new kayak from my wife Linda with all the supporting gear for Father’s Day. For most of the year it resided in the basement of the cottage, only touching the water three times. So, this summer I decided to reciprocate and I also bought Linda a kayak. This was a great decision because now every chance we get, our kayaks are in the water and we enjoy the peace and enjoyment they create. I purchased Linda’s kayak from the Paddle Shack on Highway 11, near Gravenhurst. The sales associate was showing us all the features and benefits when he made a statement that caught my attention.

He said “once you find your centre the rest becomes easy”!

That statement has resided with me all summer, causing me to think about my life from a new perspective.

As a kid growing up, I remember my mom always yelling at me, “Mervin, stay away from the water!” I am accident prone or as others may say, clumsy. I love the water and was known to climb the rocks, explore the shoreline and maybe go just a little bit too close to the water’s edge. Without exception, I would fall in but little did that detour me, even as an adult. Once at the cottage, I was at the water’s edge, which is very rocky, and as I was walking along, fully dressed, with wallet, Blackberry and money in my pockets, my foot slipped and I took an unplanned bath. Recently when I was in Portugal, I decided to walk the beach. The tide was out, so it was a sandy shoreline with no expectation of me being washed away. As I walked with my jeans rolled up, in bare feet, the ocean surprised me and a wave came in all the way up to the road with me caught in the middle, and I received an unexpected salt water bath. Needless to say, the wife and kids enjoy many laughs at my expense. So for me, balancing a kayak while paddling, upon entry and upon exit, is a major challenge. And yes, if you are wondering, just last weekend while entering the kayak, I lost my balance and enjoyed a fresh, cool and very wet morning soak. So when Mr. Paddle Shack said finding your centre is the most critical first step when learning to kayak, I knew from experience what he meant.

Last weekend, while Linda was participating in the 60km “Walk to End Breast Cancer”, my son Richard and I decided to go mountain biking. I really enjoy mountain biking and always prided myself on my ability to balance and control my bike in rough terrain. We choose the Halton Conservation mountain biking trails at the top of the Niagara Escarpment. Upon entering, a sign noted green (beginner), blue (intermediate), black (advanced) and double black (expert), just like the skiing trails. To be nice to his old man, Richard suggested we start on blue. I was fine with that. So off we went, excited, anxious and energized. 

That’s when the statement “finding your centre” was really brought home to me. 

While some of the trails were flat, making the ride easy, others were also very narrow from a groove being carved in the ground so that a mountain bike had very little room or ability to do anything creative. A rider was left simply following the path that others had defined. It made me think that staying in the same groove continually is safe but boring, certainly not very challenging and certainly does not promote risk taking or develop one’s ability. I was anxious to do more. That “more” arrived sooner than I expected. 

A list of trail names provided some understanding of the terrain we would face. These included:

-Cheater’s Alley
-Xtream Trail Bypass
-Rough Trade
-Rock Garden
-Rocky Road
-Quarry Trail
-Wizards Way
-Wide Open
-Farmer Peter’s Field

Each trail (some blue, some black and even double black) had its own surprise, whether it was a steep downhill run, protruding rocks, loose gravel, water, stumps, twists and turns, tree stumps and one-inch wide bridges!

Whatever the trail designers could think of they put in front of us to try and slow us down, deter us, create equipment failure or cause us to loose our balance, eventually throw us off our bike and stop or maybe give up. 

There were times when I wanted to stop and give up. I thought if I have to climb one more hill, face one more obstacle, go another mile, I just can’t. But my energized son kept me moving and after 16km and 3 hours of travelling on trails of varying difficulty, we made it home. Hurrah!

Life is like that, isn’t it? People, events and circumstances seemingly all have one objective in mind and that is to throw us off our centre, to cause us to lose our focus and our balance, to deviate from the centre and fall down and give up. 

But, once we find our centre, it doesn’t matter what is thrown at us, what surprises occur, what obstacles are put in our way, what people say or do, you and I ARE able to overcome.

Michael Lee-Chin, the former CEO of AIC, when interviewed by MacLean’s magazine recently said it this way: “It doesn’t matter what people say or what people do to you or what happens, as long as you know that you have done the right thing”. Knowing you have done the right thing is determined by “finding your centre”.

Once you find your centre, dealing with life is a lot easier and rewarding.

After I found my centre when kayaking a few times, each trip became easier and more rewarding. I was able to improve my balance and co-ordination, and venture into new unchartered territory with confidence.

Since they are constructed of people, organizations must also find their centre and not let events or circumstances cause them to lose focus. The upheaval of the last one to two years has caused many companies to misfire or fall to the onslaught of events and circumstance. These were once mighty powerhouses that were considered invincible and infallible, and have now fallen to the wayside. Because they deviated from their core or centre, they got caught in the upheaval, lost their focus and ultimately failed.

As CMAs we have a personal, professional and organizational responsibility to know our centre and be champions of personal and corporate sustainability.

The Red Tool Box

My dad was born in Cambellton, Newfoundland, the youngest of 7 kids. His mom died of cancer when he was very young and his father was not well. This caused Dad to drop out of school early and go to work in the logging camps to help support his family. He eventually got married and moved to Toronto. There he had two kids. But an unfortunate car accident in Scarborough left him seriously injured and he had to go back to Newfoundland and live with my mom’s parents until he recuperated. That took two years. Eventually he went back to work as a carpenter, had four more kids and settled in Corner Brook, Newfoundland. It was always his dream to return to Toronto. 

Dad didn’t earn a lot of money. He worked six days a week and as much overtime as possible. With five boys and a girl, there were many hungry mouths to feed. We never had much in the form of material goods. I, being the youngest of the five brothers, wore hand-me-downs until I outgrew my siblings and I needed my own clothes. 

One consequence of the car accident was that my dad was left with an impaired heart. He spent much time in and out of a doctor’s office and hospitals. We lived with the fear of Dad having a fatal heart attack all of our lives. But he kept working and striving for a good life for his family. Eventually, in December 1971, my dad decided to sell everything he had and move us all to Toronto. I remember arriving on my birthday, December 19th, at Union Station blinded by the bright lights of the city. It was bitterly cold and we settled in an apartment on Keele Street, in Downsview. Everything was so different from what I was used to. But then and there began a new life for us all.

In the later years of his life, Dad suffered from Alzheimer’s. The last few years of his life were not the best. He lived in a long term care nursing home and his declining health made life very difficult. Though always a fighter, my dad finally called it quits and left us in a peaceful sleep. The day was August 19, 2004. He was 79. That was five years ago.

On the anniversary of my dad’s death, I happened to go down to the basement of our house. We moved eight months ago from a detached house with a finished basement to a townhouse with an unfinished basement. Needless to say, there is a lot of stuff in the basement of our townhouse that used to have a place in our house, but now is mixed among a lot of things. I was putting up some shelves in my daughter’s bedroom and needed a few wall plugs. As I fumbled around, hidden underneath a bunch of junk, I saw a small red metal tool box. 

Many years ago when I was visiting my dad at his apartment in Markham, he pulled out of his closet a red tool box. He called me over and said he wanted to give a few tools that he no longer had any use for. So he filled it up with a hammer, various screw drivers, a saw and some other items I never knew what they were for. I took the red tool box home and brought it downstairs to my storage area. Over the years, the red tool box lost a lot of its contents, became dented and eventually forgotten, until now.

My dad never accumulated any wealth. When he died he had $10k in his bank account and that was the extent of his life’s savings. That money was applied to the cost of his funeral. None of his children received any financial inheritance. Unlike many of my friends who talk about what they have inherited and are expecting to inherit, that was never an expectation of mine. But what I did inherit was that red tool box.

As I opened that worn red tool box, and looked at some of the tools in it that had belonged to my dad, there was a striking realization that my dad’s sacrifice became my opportunity, and that was what I inherited from him. He sacrificed his life and all that he had to provide a greater opportunity to his kids, so that their lives would become better than his. The tools he gave me were not made out of metal or steel, but were carved out of his daily labour. My dad was a man of strong conviction, knew what he believed, and was loyal to his beliefs and to his family. He taught me to have a strong work ethic, what was right and wrong, not to let people take advantage, and to work hard and strive for excellence. He properly prepared me for life. Then I wondered, what have I done with my inheritance? Would my dad be proud! 

I decided to fix that red tool box, clean its contents find the rest of my dad’s tools and put them back in it. I keep it as a reminder of the sacrifices he made on my behalf, and to thank him for the opportunity he gave me. 

Last year at our annual CMA Past Chairs Dinner, one of the guests gave me a book to read. It was a history of CMA Ontario. While reading it, I was impressed by the story of the founders of CMA Ontario. It was amazing how a small team of people, with no money, no infrastructure and no materials, managed to build the foundation for what has become a great accounting designation today. It was amazing to read the record of their sacrifice, as they were all volunteers, and of their commitment and dedication.

 I have the pleasure as the current President, of celebrating the success of CMA Ontario. We have approximately 25,000 members now (students and certified CMAs). We will be moving soon to 25 York Street with 27,000 square feet of space, half of which is dedicated to our new Professional Development Institute and the other to administration. We have expanded member services, professional programs and research. But it is our founder’s sacrifices that have created such opportunities. I hope each CMA member does not forget about the sacrifices that were made to create opportunities for us, and that we leverage on our CMA inheritance to continually build a great organization and designation. 

As a member of CMA Ontario each one of us has been provided our own tool box that contains all the resources required to build a great career and life. Let’s not let ignore it. Let’s use it.

Surviving the Recession Part II

My mom, Marion Joyce Hillier, will be turning 80 years old in a few months. Turning 80 is an ageing milestone much like turning 16, 21, 30, 40, 50, and 65 was for some of us. Recently, my mom visited with her doctor for a full medical. At the end, Dr. Nitzken informed her that “he could not find anything seriously wrong with her” and she received a very positive medical report. This was certainly good news! Mom still lives on her own in a condo in Aurora and with the exception of driving her car (which remains parked in the underground garage for emergency purposes - has been for two years now) takes great care of herself. I find it quite amazing how she manages to do so much while on her own.

But if you were to visit my mom, you would find that she lives in the past. Turning 80, she apparently sees no future for herself. My dad, William Allen Hillier, died four years ago at age 79. Mom and Dad were married very young, raised six kids and while suffering some hardships throughout life, managed to survive through them all and enjoyed a basic but peaceful retirement together. But now she seems to spend her time remembering the past. Some stories of her past are interesting and enlightening, some are repetitious and others are more discouraging than others. I wonder though, with good health, a supportive family and the means to do interesting and fun things, why she isn’t a little bit more positive about her future, even if she is reaching the big 80. Her response is, “I wish I could go back and do it all over again!”

My wife Linda and I took our summer vacation early this year and spent it at the cottage. There were no kids, no friends and no family joining us for a whole two weeks, just the two of us. Now we have been married for 31 years. So it is always a concern about what we could possibly have to talk about or what we could do to stay busy that would keep us motivated for a whole two weeks. The cottage needed a small facelift. So like a good CMA, I developed a project plan that set out what we would be doing for each day for the entire two weeks. There was painting, raking, shoveling, small maintenance jobs, garbage removal, septic repairs, tree cutting and removing, grounds clearing and the like. The list was exhaustive but would keep us occupied. Linda yawned at this since she was expecting canoeing, kayaking, walking, biking, attending local markets and, of course, talking. This was as her itinerary. Fortunately for me the inclement weather made Linda’s leisure activity list almost impossible to do, but made our maintenance work manageable. 

But one day as the rain poured and we sat by the fire with tea in hand, we found ourselves talking, much to the wife’s delight. Our conversation focused on the times gone by. We talked about when the kids were very young, when they were in their teens and when they moved into their 20s and what each decade brought to us as parents. The greatest emotional effect on us was when we related it to the cottage. We remembered all the fun and crazy times we had, not just with the kids, but with their friends here with us, other families visiting and even our own relatives. We laughed, at times we cried (well she did externally and I did internally) and our minds left the present and focused on the past. It was just us now. The boat is idle, the canoe parked; there is no one screaming because a spider was spotted, no doors slamming, no asking “how come there isn’t anything here to eat”, no yelling over the excruciating music, no dogs running in and out and no wet towels or bathing suits left on the floor to trip over. It was just the two of us. It was quiet. We were alone. Then we said to each other “I wish we could do it all over again!”

That’s when I realized where my mom’s mind was. At 80 she wishes she could do it all over again! I had interpreted that as a negative statement but in fact it was a very positive one to me. 

A life well lived would be desirous to “do all over again”! 

My mind went to a story Mom told me years ago when I was very young, when I was learning how to deal with life’s challenges. (I will ask for some freedom in telling this story, and hope no one will look upon it as offensive in any way). My mom’s parents were church ministers (i.e. pastors) in Newfoundland. They never had much in the way of material goods, and relied heavily on the generosity of their parishioners for support, just to meet daily needs. One year during a very bad recession when financial support was low (much as what has happened today with charitable support at a historical low) their ability to cope from day to day was severely challenged. One Sunday after coming home from the morning church service, it was time to prepare the noon time meal, which in Newfoundland on Sundays was always a big event. But this Sunday there was in fact no food in the kitchen to prepare a meal. So, my grandparents simply placed a pot of water on the wood stove and then gathered around the kitchen table and prayed. Within the hour, a knock came on the door and a parishioner said he felt impressed to deliver a bag of groceries to my grandparents, thinking they could use it. My mom, her sister and her parents relieved that their hopeless situation had been resolved, then prepared a typical Newfoundland Sunday dinner. 

What I learned from that story (whether one believes in prayer or considers it simply a co-incidence is not the point) is that, even in the darkest moment, we should continue to believe that we will not just move out of a recession but beyond. My grandparents lived well into their 80s and enjoyed a peaceful but rewarding life. That one moment in their lives (and there were others) simply defined who they were and how they would approach life. They approached life with a strong faith and confidence in the good of others.

The current economic indicators are suggesting that we are beginning to move out of the recession. But, we can’t just be satisfied to move out of it, we must be determined to move beyond it. That means, while respecting and enjoying the memories of the good times passed, we can’t stay there mentally. We can’t allow the challenges of the present to prevent us from moving forward. What we must do is take that one baby step at a time and with absolute confidence, and belief in ourselves and others, be determined to make a better life for us as individuals, as families and as communities. 

Back at the cottage, it was a sunny and warm day. So Linda and I decided to end working for the day and go on a boat ride to relax, much to her delight. As we were about to leave the dock, I said “wait a moment…I forgot something!” So we tied the boat to the dock, I ran up 53 stairs to the cottage and returned with a few items. Linda seemed puzzled. I gave her a drink. I attached the player to the stereo deck and inserted a CD of Rod Stewart’s album The Great American Songbook. We left the dock and quietly motored along, with Rod singing in the background, the sun comforting us with its warmth and the beauty of nature surrounding us. Not saying a word but simply laughing, we knew it was time to start creating new memories for ourselves to look back upon with favour and delight.

If we are determined and committed to move beyond the recession, each one of us, when it is our time to look back will say like my mom “I wish I could do it all over again!”

Surviving the Recession

My wife Linda works in the Renal Ward at the Credit Valley Hospital in Mississauga. Her job demands an early start and 12 hour days. Fortunately, she is able to take several rest periods during the day and has an irregular work week to balance the total number of hours worked.  Because of her schedule, it is common for both of us to rise at 5:00 in the morning, which is early, but does allow me to get on the road by 6:00 am. As many of you also experience, the daily drive to and from Oakville to downtown Toronto is frustrating. Getting an early morning start is very beneficial to managing the associated stress. During one morning drive, I looked in the rear view mirror and noticed a couple in the car behind me. He was driving. She was in a different position. With her head falling back and to one side, her mouth open, and her eyes tightly shut, she seemed to have passed out. As he drove, her head bobbed back and forth and sideways, but she did not wake. He regularly looked at her and seemed in amazement at her state. As I watched this (the traffic was stop-and–go, so this provided a good distraction) the question was obvious. What caused her to be so tired that she needed to sleep on the way to work?

Many answers to that question went through my mind:

-maybe they came back late from a trip the night before?

-maybe they have kids which kept her up all night?

-maybe they were out partying and didn’t get home until late?

-maybe certain drivers of stress (financial; health; family; career) prevented a good night’s sleep?

-maybe her mother-in-law was visiting?

-maybe they had an argument the night before?

-why wasn’t he equally as tired (but perhaps he was her driver)?

-how will she get her work done during the day for her employer if she is so tired?

-how will she restore her health with some or all of the above factors affecting her?

The word “recession” is derived from the word “recess” which simply means “break”. When I was in public school, as kids we regularly had a “recess” from teaching and school work. As an employer and an employee, we offer and enjoy a regular “recess” (we call them coffee breaks) in the morning and afternoon to restore our energy. When we think about the current economic climate, it seems as if an “economic recess” was demanded and called! We have witnessed corporate and consumer spending taking a break. The credit markets were stressed and called a “time out”. Globally, we burned ourselves out financially and after that occurred additional resources were called in the form of government spending to keep the economic wheels turning. Burnout is a common event for many of us. There are warning signs. But how many of us recognize them or even if we do, do we respect the warning given.

You Deserve a Break Today

McDonald’s made that slogan famous. But its message is as old as time itself. The biblical story of creation tells us that God created the heavens and the earth in six days and then on the seventh day, He rested (I figure if an omnipotent God needed a rest, then think about how much more a mortal human requires one). As a result, Moses enacted the Sabbath which the Jews observe. Christians claimed Sunday as their day apart. The Muslims have claimed Friday as their day of rest. When I worked in the Middle East for a few years, it was always a challenge to match employer days between the east and west societies because of the “days of rest” each claimed. 

But then I wonder what we do on that supposedly “day of rest”. We unfortunately fill it with housework, yard work, children’s activities, shopping, and other such chores. I grew up in a very religious home. Sundays were “church days”. We went to church in the morning; Sunday school in the afternoon and then church again in the evening. In between we had meals to prepare. Sunday became a very tiring day instead of its intended “day of rest”. When do we really separate ourselves from this crazy roller coaster of life that we are on, call a recess and say “I deserve a break today?”

Working long hours every day, every week and not taking a vacation (i.e. recess) is a behaviour that many of us have developed because of employer expectations, competitiveness, sense of self importance, and for some a “martyr” complex. But such behaviour is not sustainable. It results in high levels of stress that eventually leads us to burnout. Many theories of burnout include negative outcomes related to burnout, including job function (performance, output, etc.); health related outcomes (increases in stress hormones, coronary heart disease, circulatory issues), and mental health problems (depression, etc.).

Burnout is a state of emotional, mental, spiritual and physical exhaustion caused by excessive and prolonged stress. It occurs when you feel overwhelmed and are unable to meet constant demands. As the stress continues, you begin to lose the interest or motivation that led you to take on a certain role in the first place. 

Burnout reduces your productivity and saps your energy, leaving you feeling increasingly helpless, hopeless, cynical, and resentful. Eventually, you may feel like you have nothing more to give. 

Most of us have days when we feel bored, overloaded, or unappreciated; when the dozen balls we keep in the air aren’t noticed, let alone rewarded; when dragging ourselves out of bed requires the determination of Hercules. If you feel like this most of the time, however, you may be flirting with burnout.

You may be on the road to burnout if:

  • Every day is a bad day. 
  • Caring about your work or home life seems like a total waste of energy. 
  • You’re exhausted all the time. 
  • The majority of your day is spent on tasks you find either mind-numbingly dull or overwhelming. 
  • You feel like nothing you do makes a difference or is appreciated. 

The negative effects of burnout spill over into every area of life – including your home and social life. Burnout can also cause long-term changes to your body that make you vulnerable to illnesses like colds and flu. Because of its many consequences, it’s important to deal with burnout right away.

I encourage you to call a recess and take some time just for yourself. 

We will not have survived this recession if we have not learned its lesson. Excessive indulgence leads to disaster! There are warning signs. We need to hear them and heed them....before it’s too late!

As the short Canadian summer presents itself to us, take a break... you deserve it. Set aside some time just for you. Separate yourself from life’s craziness and restore your physical, emotional, mental and spiritual self. Don’t let anyone or anything rob you of something you so greatly need and deserve. Then make it a habit so that taking a “recess” becomes a part of your routine. 

By doing so, coping with life’s challenges will be easier and enjoying life’s beauty will be more fulfilling.

Have a great summer recess!

Moving Beyond the Recession Part II

My son Richard graduated from Wilfrid Laurier University with a double major in Communications and English in April 2009. As many of us have done, the graduating ritual is to “get out of town” for a while with friends. The agreed upon destination was Costa Rica. So, he had to fly to Miami then from there catch a flight to Liberia, CR and then rent a SUV for a 4-hour solo drive to Montezuma, CR to meet his friends. It all seemed simple enough. In his preparation, he printed off what seemed like a binder of maps to give direction on his solo trek. He would have no means of communication with anyone. The roads were known to be rough; with parts being washed out during the May monsoon season and limited signage for regular check points. But he was confident given his preparation that all was in order for the 4-hour journey. We dropped him off at the airport at 4:00 am on a Saturday morning confident that by mid-afternoon he would be safely in Montezuma. He checked in with us after he arrived in Miami and we were expecting him to do the same once he landed in Liberia. But Saturday afternoon arrived, and then Saturday evening passed on. Sunday morning there was still no word from Richard. We were worried a little but given Richard’s extensive travel experience we thought nothing about the silence. Mid-afternoon on Sunday, a day after Richard was suppose to have arrived in Montezuma with his friends, his friend Dan called the house and his Mom answered the phone. Dan said “Mrs. Hillier, there is nothing to worry about and I’m sure there are many reasons why, but Richard has not arrived here yet and we were expecting him Saturday.” She said “Nothing to worry about! No one has heard from him, no one knows where he is, he is travelling solo through Costa Rica, anything could have happened, so there’s lots to worry about!”

Let’s just pause for a minute. We have all heard the news reports on TV and radio of children being abducted, killed or just disappearing for no apparent reason. Imagine what goes through a parent’s mind! Immediately our minds went there and it was an awful moment. For me it was crisis management time. I plotted what needed to be done; cancel all my appointments; get the next flight out to Costa Rica; rent a car and follow his path; call the police to alert the authorities in Costa Rica…..etc…etc….etc.

Five minutes after Dan’s call, Richard called. He had just arrived. He said to his Mom: “Happy Mother’s Day Mom and my gift to you is ’I am alive!’”. We asked what happened and he simply said “I got lost”. A 4-hour drive turned into a 12-hour drive with an overnight stay in a small motel in the middle of nowhere. He video taped much of his journey and has placed it on Facebook with the title: “Lost in Costa Rica”. It is quite a story that gave us for five minutes one of the worst moments a parent can experience.

Richard showed us his video and other pictures. The map he copied off Google showed a highway from Liberia to Montezuma. After traveling part way, that section of the highway did not exist. So he had a choice to make. Unfortunately, given his limited knowledge, he made the wrong choice and of course the consequence was not just getting lost but causing his friends and family to have an unwelcomed experience as well.

CHOICES

Some choices are easy to make because they are black and white. Other choices are more difficult because the direction one should take is not clear, there isn’t enough information, or each direction one can take appears the right one. When there is a decision to be made where there are opposing views it becomes even more difficult. In these cases the decision to be made takes a tremendous amount of courage.  Sometimes the right choices are the most difficult because the short term consequence is painful even though the long term benefit is immense. Since we are a “short term thinking culture” many of our decisions are influenced by this mentality.

As I witness the efforts of our governments to tackle the recession and the economic challenges associated with it, I watch carefully to understand if the choices made are for short term political gain or long term economic growth. 

As I read how companies deal with shrinking revenues, is the choice to restructure made for short term cost savings to drive a higher share price or to create a new business model that provides long term sustainability?

As I try to empathize with individuals and families who are suffering because of downsizing and have no job, no money and no future, I wonder if the attitude was “live for today and don’t worry about tomorrow”!

But it all comes down to choices. There are many who have been affected by this recession but are dealing with it well because the choices they made were with a long term view in mind. They:

-invested in continuing education to ensure their marketability was at the highest level
-applied the 80% rule: saving at least 20% just in case the unexpected happened;
-retired debt quickly rather than enjoy life foolishly;
-maintained a live network of friends to help them relocate;
-learned that happiness can be obtained with much less.

We will survive this recession just like we did many others. But will we have learned anything from it? Someone once said that “a crisis is a terrible thing to waste!”

If we, that is governments, businesses, families and individuals, do not change our behavior as a result of the poor decisions we have made for which we are now paying the real price and experiencing the consequences, then can we truly say “we have survived the recession”?

At CMA Ontario, in spite of the recession, we have made choices to invest in the future to ensure our members are equipped with the competencies to be successful. My hope is that our members at all levels in their careers will make the right choice to avail themselves of the new resources and tools being developed and provided so that each member’s value to their community, to their business, to their families and to themselves is maximized. Then we can all say “we have more than survived the recession!”

Moving Beyond the Recession Part I

My daughter Joanna, who is attending university in England has the month of April off to study for exams that are to be written in May (the English school system is quite different than ours in Ontario where for example her success is 100% dependent on passing the final exams in each of the seven subjects she has studied). Like every good student she thought it a good time for her mom and dad to visit with her because we only saw her for a few days over Christmas since her departure from home last September.  So we connected with her in London and then spent a few days in Ericeira, Portugal. One day I checked the weather forecast posted on the hotel lobby wall and it said “starting cloudy but clearing with sunny periods in the afternoon”.  Having no control over the weather I could only hope the forecast was true. I went outside and sat on a bench overlooking the Atlantic Ocean, and in a moment of reflection as the chilly winds pierced through my poorly chosen jacket, the thought hit me. Surviving this and any other recession is less about managing money but more about managing expectations. We know through experience that life is filled with its crooked turns and cloudy days. But eventually we always meet a long stretch of road that never seems to bend and those days of cloud and rain always turn to sun and warmth.

 There is an old parable that says “learn to be content in every situation”! But how do we balance contentment with ambition? 

Portugal is one of the most beautiful countries of the many I have visited. The people are friendly, the streets are clean, the geography is awesome and the history enlightening. But of the many wonderful impressions I enjoyed, what caught my attention was the simplicity of life. Simplicity of life is not to be confused with simple people. For a country of 10 million people, and an economy driven by wine making, cork production and tourism, it is a model of what can be done with little, how culture and tradition can be maintained but not imprison the mind, how ambition to become a modern state in the European Union is balanced with values for the family and your neighbor. 

Picture two men on the shore’s edge with fishing poles in hand and  lines fully cast, waiting for the sea bass to be caught, while the waves of the Atlantic Ocean crash on the protruding rocks drowning out the surrounding noise allowing both of them to enjoy peace and solitude . Or imagine a half of dozen ladies sitting by the seashore with a deck of cards in hand, using them as a tool to initiate conversation and laughter.  In the town centre, as dusk beckons, couples strolling hand in hand, men and women with children line the town benches bidding hello to all after enjoying their regular daily fix of espresso and pastries. How have they managed to find such balance in a world where material gain, position and status are the rule of the day?

What this recession is appearing to teach us is how quickly those things we have valued so much in life can be so quickly swept away. Yet those things that really matter in life have received so little attention. It’s not about the equity on our personal balance sheet, but the equity we have built in our relationships with each other. What allows us to survive a recession is the strength we receive from each other.

For many the clouds have not passed; there is job loss, significant destruction of wealth, and even worse despair. But the clouds will pass and the sun will shine again. We all know by experience that nature seems to have a sense of order even when things seem out of control. The storms rise but eventually subside. It gives us hope for a better tomorrow. Surviving this and other recessions requires a hope for a better day. When we don’t have control, it requires a faith in others who will make sense out of the economic chaos we find ourselves in. It requires a value system that focuses on being content in every situation while exercising an ambition to achieve our greatest potential. It requires a greater investment in personal relationships that become out future sustenance.

Surviving this recession is more of an inner struggle than an external battle. When we come to grips with our own priorities in life we will be able to deal with whatever is thrown our way. Our confidence is not then based on what we have, but who we are. And the best part is we will find our way through the storm so that we can really enjoy those sunny days.

While attending Queen’s University, I met Hans. We went our separate ways, but one day through circumstance we reconnected at Toronto’s Pearson International Airport en route to different locations. We tried to maintain a friendship that unfortunately business demands interrupted. While he became president of a health care company, I moved into consulting which took me to another part of the world separating me from family and friends. It was this recession that brought us back into fellowship. Hans is no longer president, and in his search for a new company to build and grow he reached out to his friends including those he hadn’t seen for a while, like me. Fortunately, even though the glamour of travel and working with uniquely different clients and projects are behind me, my steady job at CMA Ontario allows me to do things that otherwise I had no time for - like reconnecting with my friends. Hans and I met recently and while the years had passed, the bond of friendship had not. We agreed to meet more often now and not allow work to rob us of what matters most. The time we spent building companies is gone and also a big part of the companies we built. We are both ambitious, career minded individuals, wanting the best for ourselves and our families, but now realize “best” may have a different definition and meaning.

I don’t know what situation you find yourself in, but if you are going through tough times as a result of this recession, the first step for survival and a positive outcome is re-evaluating your priorities so that all your decisions and supporting actions are executed within the proper context of life.

Developing a High Performance Organization Part II

This is my last article in the series “Developing a High Performance Organization”. What most organizations fail to do when developing a high performance strategy or structure (design) is consider the impact culture has on success. No strategy, regardless of how well defined can be successfully executed without a supportive culture.  There must be an alignment between Strategy-Design-Culture!

A HPO Culture must consider the following elements (taken from our Organization Dynamic Model™):

Values &Beliefs
Integration
Credibility

HPO Leadership
Modeling
- Strategic & Tactical Balance
- Empowerment
- Coaching
- HPO Teams

Human Resource Systems
Selective Recruitment
- Employee Orientation
- Continuous Learning
- Performance Reviews
- Reward Systems

Organization Character
- Informal Communications
- Organization Feedback
- Adaptability to Change

The Human Resources Department is not solely responsible for creating the firm’s culture! It is the responsibility of management starting with the CEO. It is said that an organization typically takes on the values and beliefs of its CEO as reflected through his/her management team. I learned this lesson the hard way in my first role as President.

When taking over the senior leadership role of the Smith Group, I was gung ho to develop a strategic direction that would ensure financial sustainability. We developed a strategic direction, and completed a structural reorganization, selling a few non-performing divisions and starting a few new ones. This was the easy part. The most difficult aspect of being the new leader was changing the culture to align itself to the new strategic direction. And to my surprise, those who talked about change had difficulty accepting and executing change. While opportunity was given to those who faced change with apprehension, there are those times when a leader must make the tough decisions and get the “right people on the bus”, as Jim Collins wrote in his bestselling book Good to Great. This we had to do and what a difference it made. With the right team, we enjoyed not only years of continued record earnings performance but we were consistently recognized as being one of the “50 Best Managed Companies in Canada” until we sold the company in 2001. But it is said the true character of an individual or a company is not properly tested when you are living on the mountain top but when you go through the valley experience. After several years of record earnings performance (and might I add, exceptional bonuses), we lost our largest account, Digital Equipment of Canada, who moved their operations to the US and were eventually acquired by Compaq who themselves were later acquired by HP. Losing a major account within three months meant we went from making millions to losing millions over night. The turnaround specialists advised us we would need at least three to five years and an investment of millions of dollars in order to restore this wounded company. But that we did not have. So, we carefully re-examined our strategy, our design and our culture, realigned the three, and within a year we had Smith profitable again. Later I was asked, what did “I” do to create such a miracle. And honestly, my reply always has been: “I didn’t do anything. It was our team who was focused, committed, and aligned.” And so to Mike, Scott, Greg, Ross and Gerard, I express my gratitude, amazement and thanks for what “we” accomplished. Our shareholders were in awe, and when we sold Smith, even the competition asked what made the difference: It was I said, an “HPO Culture”.

It begins and ends with leadership. While the topic of leadership has been examined thoroughly over time, allow me to end this series with my comments on this critical subject. Collins calls it “Level 5 Leadership”. The Centre for Organizational Design and 360 Solutions call is “HPO Leadership”. Whatever the title, the critical components are the same. 

Leaders can be categorized into five distinct sets:

  1. Technician
    1. High degree of technical proficiency
    2. Sought by others for expertise
    3. Uses analytical tools to diagnose problems
    4. Good at troubleshooting
    5. Likes to fight fires
    6. Makes decisions quickly
       
  2. Manager
    1. Plans and schedules work
    2. Directs resources to accomplish work
    3. Sets daily goals and priorities
    4. Measures progress
    5. Completes reports
    6. Runs meetings
    7. Maintains discipline
       
  3. Trailblazer
    1. Analyzes the environment
    2. Articulates vision
    3. Translate vision into objectives
    4. Communicates and enforces boundaries
    5. Interfaces with others outside
    6. Encourages risk taking
       
  4. Architect
    1. Documents and standardizes
    2. Aligns systems to vision
    3. Analyzes and improves systems
    4. Challenges practices
    5. Reinforces culture
    6. Benchmarks with others
       
  5. Coach
    1. Sets standards for performance
    2. Empowers people to make decisions
    3. Provides information and training
    4. Evaluates abilities
    5. Acts as mentor
    6. Conducts performance evaluation, organizationally and individually

Effective leaders know their strength and weaknesses! Very seldom will you find categories 1-5 in one individual. The job of the CEO is to examine “team balance” and ensure that all 5 categories are represented on the management team. But an HPO Team must have certain common characteristics. These include:

-a shared mission
-autonomy and authority
-interdependence and shared leadership
-broadly defined jobs
-meaningful participation in decisions
-high standards of performance

An HPO Team then, if characteristic of the above can be defined as:

“a self-managing , multifunctional, group of people organized around a whole process and empowered with full authority for their success”.

The following diagram helps put all this into perspective.

 

In these tough economic times, the difference between the winners and losers will always be the degree to which the company has Strategy-Design-Culture aligned! If there is one function of the senior leadership team that is more important than any other, it is the extent it has created alignment in the organization. And alignment will not occur while we as leaders/managers sit behind a desk.  Our leadership responsibility is to completely understand the leadership required in different situations and circumstances and ensure we are at the right times, supporting, delegating, directing or coaching our people to get optimal results. And if we can’t do that or refuse to do so we need to take ourselves off the bus and let those who can and will take the leadership wheel. If our culture prevents us from achieving our goals, it is managements’ fault! They have no one else to blame but themselves.

So in conclusion, what does a High Performance Organization look like? An organization which achieves outstanding results by making each person a contributing partner in the business!

Developing a High Performance Organization™ (HPO)

Developing a High Performance Organization™ (HPO)

Today I will be focusing on the second pillar in The Organizational Dynamic Model™, Organizational Design. 

[link to http://members.cma-ontario.org/MHillierOrganizationalDynamicModel.pdf]  

The design of an organization takes into account many elements.  These include:

 

1. Basic Structure:                                           Criteria and evolution

 

2. Core Competence:                                      Identifying core competencies

                                                                        Leveraging core competencies

 

3. Information Systems & Technology:         Organization communication

                                                                        Targeted information

                                                                        Enterprising systems

                                                                        Applied technology

 

4. Organization Efficiency:                             Balanced oversight & direction

                                                                        Roles & responsibilities

                                                                        Outsourced & strategic alliances

 

Organization Design is not simply creating an organizational chart.  It is about designing how your organization will function in order to achieve its strategic objectives.  To quote my colleague Dr. Roger Allen, “although there is not a single way nor "right" way to make the transition to a HPO, there has evolved over the past several years a methodology that can be applied to most organizations. This method of design is a high involvement process.  It is not upper management or a consultant that analyzes the organization and comes up with a design to then impose it on the organization.  Consistent with the philosophy of trusting and empowering people, those who do the core work of the organization are intimately involved in the design process”. 

The Design Process
(Adapted from The Centre for Organizational Design)

What follows is a detailed descriptive of that methodology to give you an idea of how the design process is accomplished.  There are 3 phases and 12 steps in the design process.

Phase I:  Direction Setting

Step 1.  Leadership Awareness and Commitment.  Before embarking on a redesign effort it is necessary that the sponsor(s) of the project and senior leadership understand and be committed to the process.  This step involves educating senior leadership about high performance work systems, the transformation model, the change process and needs driving organizational change.  It is imperative that this group understand and be willing to commit fully the time and resources to the change effort.

Step 2.  Assessment of the Business Situation.  This step involves the senior leadership doing an overview of their current results and the business environment.  They gather data about key business results, customer expectations, technology, vendor relationships and other social, legal or political demands on the business. This overview provides a common view of the business environment and much needed context for the next steps in the redesign process.

Step 3. Strategy Clarification.  In this step, the senior leadership group examines both the business and organizational strategies.  On the business side they will review or, if necessary, develop: a mission statement; strategic intent; long range objectives; and critical success factors.  On the organizational side, they will review and/or develop their vision of the future, shared organizational values and guiding and operating principles.  Senior leadership also establishes a general framework for the redesign process that includes allocation of resources, time deadlines and other parameters they want to guide the project.

Step 4.  Steering Committee Orientation.  A steering committee is selected and chartered to oversee the redesign process.  They are a multidisciplinary group of key people critical to the success of the project.  Their role is to oversee the entire change effort, establish measures of effectiveness, choose and empower a design team and give final approval to all recommended changes.  They also act as a buffer and communications link to the rest of the organization.  They must be oriented to high performance work systems, the change process, the transformation model, the business situation and business and organizational strategy.  This is generally accomplished in a 2-3 day orientation session.  Site visits to other companies or locations who have gone through similar redesign efforts often take place during this step.

Phase II:  Involvement and Redesign.

Step 5.  Organization Awareness and Commitment.  After the steering committee formation, the rest of the organization needs to be made aware of the coming change process.   The intent is to help all employees understand that there is an organization redesign effort underway that will seriously change the way the business operates and will significantly involve them over time.  Communication sessions, department staff meetings, informal stand-up meetings, brown-bag lunch discussions and in-depth two-day orientation seminar are the means of communication.  Education brings awareness, and everyone’s inclusion brings the beginning of commitment.

Step 6.  Design Team Charter and Orientation.  The design team is a group of employees selected and commissioned by the steering committee to do most of the work of the redesign.  During three days of orientation, they learn about the vision, values and guiding principles that have been developed by senior leadership. They also learn about high performance work systems, the transformation model and steps in the redesign process.  Their job is to do an analysis of the organization and then develop redesign recommendations regarding each of the elements of the transformation model.  During their orientation they learn the steps and are given specific tools to carry out their responsibilities.

Step 7.  Organization Analysis.  Analysis is a period of intense data gathering and discussion to discover who the organization is connected to, how its core business process(es) work (or don't work) and how people coordinate efforts to get work done.  The design team leads the data gathering, holding one-on-one or small group interviews with different levels of employees, customers and other key stakeholders.  They share results and conclusions with the steering committee and the rest of the organization.  A thorough analysis is usually conducted of each of the seven elements of the transformation model including environment, strategy, core processes, structure, systems, culture and results. During analysis design team members, steering team members and others will often go to other sites and talk with people who have gone through redesign.

Step 8.  Redesign Proposals.  After the analysis of the present state of the organization is completed, results and key learnings are communicated and discussed with the steering committee.  Now the redesign proposals can begin in earnest.  During this time the design team, and usually subject matter experts, will look towards the future and develop a complete set of design recommendations for their "Ideal Future Organization".  They will first redesign the core business processes followed by the roles and responsibilities of people, including management and staff support functions, around those processes.  Often, the design team’s recommendations will point to cross-functional, self sufficient business units or teams.  The design team will also make recommendations regarding ways the various systems of the organization can be better aligned with the new philosophy, core processes and structure.  The recommendations of the team will include not only a snapshot of the ideal, also key milestones in a transition plan for how to get to that new organization.

Phase III.  Implementation and Evaluation.

Step 9.  Approval and Implementation Planning.  Approval is the process of discussion, adjustment, acceptance and buy-in to redesign proposals.  After the design team and steering committee meet and come to agreement on the design proposals they will make presentations to the rest of the organization or business unit in which the redesign is taking place.  Transition plans and rough time frames have been developed and are presented as part of the redesign package.  Implementation planning begins at this point and involves a cross section of employees who decide how they will make the new design happen.

Step 10.  Implementation.  Once implementation plans are completed the task is to make the design live and work.  During this phase, people are organized into natural work groups which receive training in the new design, team skills and start-up team building.  New work roles are learned and new relationships within and without the unit are established.  Reward systems, performance systems, information sharing, decision-making and management systems are changed and adjusted. Some of this can be accomplished quickly.  But some of it, such as reward system restructuring, may be further detailed and implemented over a longer period of time.  Aggressive goals and objectives should be set and carefully tracked during this time period to ensure continued progress toward implementation of the new design.

Step 11.  Evaluation.  A healthy organization is one that can measure its own performance, diagnose deficiencies, make plans for improvement and implement those plans to achieve desired results.  Evaluation is the process of monitoring and maintaining organizational health by measuring performance against clearly established standards and goals.  During implementation, when goals are met new ones are set.  Similar to target analysis after target practice, evaluation of organization performance provides needed feedback to continue learning and improvement.  Practically speaking, if targets are not posted before shooting takes place, it is impossible to measure accuracy.  It is the same with organization evaluation; if goals and expected results are not identified ahead of time, it is difficult to accurately measure performance progress against them!  If you begin with the end in mind, evaluation becomes a manageable and ongoing process.

Step 12.  Renewal.  Renewal can begin some time around two years after the beginning of implementation.  It is the careful comparison of the two-year-old organization against the ideal organization identified in the original redesign proposal.  It can be viewed as a sort of a mini-analysis to check organization design element by element to know how much progress has been made.  This is often accomplished through interviews and discussion at several levels in the organization.  Renewal is distinct from evaluation in that it occurs at a specific point in time and attempts to look at the whole organization and the integrity of the total design.  It is not uncommon to see significant course adjustments or design changes come out of the renewal process.

This redesign process can be used by any organization including manufacturing, service, retail, government, health care or professional staffs. The steps may need to be modified or streamlined depending on the nature and size of the organization.  Yet the same principles and general sequence of steps apply.  Likewise, the same process can be used to redesign a large and complex organization, sub-units of a large organization, or a small office or business.  I have seen and worked with companies or business units as small as 10 members utilizing the principles of redesign to improve their performance. 

The length of time required to complete a redesign also varies depending on the nature, size and resources of the organization.  Large and complex redesign projects can be completed within about six to nine months from Step 1 through Step 10 (the start of implementation).  Doing so requires that design team members dedicate and commit time to the project.  Smaller organizations require much less time and fewer resources to complete a project.

Although this methodology has been around for more than 40 years few companies have utilized it.  Why?  A big part of the answer is that throughout the 60s, 70s and into the 80s and 90s, it was unnecessary.  American businesses grew even when managed poorly.  However, moving into the 21st century, rapidly changing technologies, international competition and more educated workers have made that impossible in today’s world.  A second reason is lack of knowledge of a better way of doing business or the tools of organizational change.  A final reason is fear and self protection.  In high performance organizations, departmental boundaries are changed, jobs descriptions are broadened, people have full authority to make decisions and solve problems related to their work and the role of management changes.  This represents a radically different way of doing business that may be threatening to many managers and leaders.  In spite of the potential for great improvements, many prefer the security of the familiar.

Example

To illustrate this point let me refer to a previous client of mine where I was asked to conduct and lead an Organizational Design process. The client was a health care provider (HCP) focused on providing services along the continuum of “retirement to long term palliative care”. While in the past the HCP was to a degree successful, the CEO recognized they must create a new organizational design to ensure sustainability in a market where the government was providing an additional 20,000 beds to service the aging population. The redesign project was not simply led by management but included key individuals at every level in the organization.  The outcome was an innovative design that otherwise would never have been considered in how they should look at doing business in the future.

Please refer to Attachment B. [link to http://members.cma-ontario.org/MHillierHPC-IDEAL-HPO.pdf]

I will not explain each functional item of the new HCP’s Organizational Design as shown in Attachment B, but refer to it only to emphasize the creative approach used to define the HCP’s strategic focus, its key relationships, interdependencies and critical success factors.  The team was amazed at the design that evolved, the fact they did it (not the consultant), and that they owned it.  Using this design they then dealt with all the elements in this category described in the Organizational Dynamic Model™ to ensure best in class performance practices.  The new design was used to move their organization to a HPO, a status they achieved within 2 years with operating results well above the industry norm, making it one of the most sought after places for retirees, the ageing and the sick resulting in a two year waiting list.

CONCLUSION

Given the current economic challenges, most organizations realize that to survive and grow, they must find a new way to do business.  As a CMA, you are provided with the resources and tools to be a leader in the design process and help your organization realize its full potential. Here is a summary you can use to talk to your company about what it might need to do to face the economic challenge we are in.

Transforming the Nature of Your Organization

Twentieth century structures and processes will no longer serve the needs of twenty-first century organizations.  The growing challenge of Organization Design is learning how to adjust strategies and internal operations to the rapidly changing business environment which surrounds us.

Through a proposed Organizational Design Intervention™ program, we as CMAs can help businesses change the very nature of how they operate by aligning internal structures, processes, and systems to strategy, while adjusting to the demands of the external environment.

What We With You Will Do: 

  • Verify the organization's strategy.
  • Identify key business unit groupings.
  • Map ideal core business processes.
  • Design core work teams.
  • Identify and allocate unit support resources.
  • Design the management structure of the organization.
  • Design coordination and development systems.
  • Plan the transition and implementation of the new design.

RESULT

This approach to redesign results in dramatic improvements in quality, customer service, decreased cycle times, lower turnover and absenteeism, productivity gains from 25 to at least 50%, etc.

A High Performance Organization that realizes its full potential!