Sigma client 2.0 leak1/1/2024 What they mean by those terms is this, ‘hard’ skills are the process driven parts of business, ‘soft’ skills are the human interaction side of things (I would argue that they should be the other way around or at least not described so diametrically but that’s a whole other cultural change!) Believe it or not, these human interaction skills have up until recently been all too easily dismissed as ‘nice to haves’, ‘non-measurable’, and ‘not essential’ to running a successful business. The authors of the book have written about the hard and soft elements of change. By incorrectly identifying the issue in the first place engages the ineffective ‘copy & paste’ solution which ultimately disengages the staff who in their eyes have been sent on a course to solve a problem that even they didn’t know they had, and now you have very stubborn resistance to change.īeyond Performance 2.0 highlights the importance of a bespoke approach being applied to each and every problem and at Masters in Minds we couldn’t agree more, especially when we deploy our insight tool called the Mindset Indicator and a bespoke Discovery Lens which we have effectively used to design bespoke solutions for a wide range of clients for many years. ![]() In general, a ‘copy & paste’ solution means sending staff on courses that are designed from the outside-in and so are in a general sense non-specific to the staff attending them. What’s exciting about Beyond Performance 2.0 is that they really do try to address the issue of change and the all too common phenomena of executives grafting off the shelf ‘copy & paste’ change solutions onto an organisation not yet ready to accept them. Now before you accuse us of writing our own self-fulfilling prophecies and telling you how good they are, this is not a book from Masters in Minds (not yet), Beyond Performance 2.0 has been written by the consulting giant that is, McKinsey & Co – and this new book sits perfectly in their body of excellent research materials. To start the search for a solution I’d like to point you in the direction of a terrific new book, ‘Beyond Performance 2.0 – A Proven Approach to Leading Large-Scale Change’. So, if change promises an escape from the mundane, from the creaky see-saw of the everyday and is why the journey of change is embarked upon, why isn’t it fully embraced as a positive move and followed through to the end? If it’s not change per se, maybe it’s actually being the architect of the change that we find difficultly with, or lack the skills required, to make change happen. So, the question about change then becomes more interesting. There is in fact nothing more natural for a human being than change. Something as trivial as removing free biscuits and fruit from the office can be ‘gamechangers’ in some people’s eyes and these items might seem trivial to a lot of us but there’s one thing many humans don’t take kindly to and it is change in any form, but when you think about it is very strange given that change is a constant in our lives from the day we are born. I’m not in the least bit surprised by this given that most workplace interventions require a change to happen. I’m super curious as to the success rate of coaching courses in the aforementioned subject matters because if we went by the number of advice pieces arriving on our screens each day we could easily be forgiven for thinking that the courses aren’t delivering or that no one is listening, or more likely the good advice given on the course is not being put into practice. I absolutely love reading what is now a multitude of ‘how to’ articles that appear on LinkedIn about corporate/culture change/transformation management/managing people/managing managers/leadership performance …….you get the idea. ![]() The need to make informed and correct choices about changes specific to an organisation has never been so crucial, and this rings home with Masters in Minds because we have a number of tools available to correctly identify the change required from the ‘shop floor’ to the C-suite. This brilliant new book emphasises the importance of a bespoke approach to large-scale change because copying and pasting ‘best practice’ ideas onto an organisation, hasn’t got the legs for the long haul.
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