When we design a change programme we focus on a single objective. This objective might be to design the visual identity of the company, or maybe define the company’s core vision and values. We then use this objective to showcase the value and methodology of true involvement.
The purpose of these change programmes isn’t to fulfil this particular objective – though this is an important component – rather, we hope that through this exercise we are able to lay the foundations for a culture of continuous improvement.
Continuous Improvement Requires Involvement
In order to ensure continuous improvement within your organisation, you need to tick a number of boxes.
First, you need to know where you are going and be able to communicate this to your entire team. If you are a leader within your organisation, the clarity of your vision and direction is the most influential factor in determining whether your workforce will be able to innovate and improve.
Once you are clear about your collective vision, you then need to determine your reason for getting there? No, making more money doesn’t cut it here. You need a reason that’s going to motivate and drive your team forward over a period of years, not weeks.
Next, you need a practical and clear method for achieving your vision. Don’t panic, you don’t have to come up with all the answers yourself, this is the whole point of having an involved team!
This brings us on to the final, crucial point. Each of the previous objectives could be achieved by a good leader with a moderately engaged workforce. The trouble is, by leaving it there you will inevitably have your work cut out keeping your team motivated and striving for improvement. It will feel like an uphill struggle.
Perhaps the most important factor is cultivating your team’s desire to improve. It’s this desire that defines the difference between simple engagement and true involvement. When your team wants to solve problems, come up with new ideas and achieve your common goal, that’s when you’ve achieved something of real value.
When your team shares your desire to reach your goal, when it becomes their goal, your job as a leader and manager gets much simpler. You won’t have to keep motivating your staff. You won’t have to keep them on track. You wont have to force innovations and brainstorming. It’ll all just happen!
These four key components for continuous development are all also core characteristics of the involved team member. Put very simply, the only way to achieve this state of continuous improvement within your organisation is to cultivate an involved workforce.
Would you like to see continuous improvement just happen in your company? Why not give us a call to see how we can help you make it a reality.