Part 3 of 5: PROGRAM DESIGN
by Judy Ryan
Did you know according to Gallup:
-90% of organizations don’t use planning process
-People focus on desired results only 50% of the time
-71% of people are disengaged
-88% of companies lack an effective plan to grow
A healthy organization has a regular plan to educate, mentor and integrate best practices to make sure its people are learning and growing. Your program design for working on your human systems is key to making certain you address and improve how your people think, speak and act with one another and those you serve.
I work with thought leaders, visionaries and change agents committed to creating success by developing highly productive individuals and teams. When I work with them, here are just some of the challenges they face:
-Communicating to people a vision and path for a successful culture transformation
-Inspiring trust and courage so people take the leap of faith needed to build a healthy culture
-Receiving sufficient financial buy-in and support
-Addressing and winning over naysayers, doubters and clingers to the status quo
-Overcoming their fear of change, their people’s fear of change and growing pains
Without a sound plan for organizational health, many organizations end up with a mediocre or poor culture that drives their best people away and provides a haven for the disengaged. Each month I have provided information on the five processes needed to ensure your organizational wellness. They are:
1. Requirements gathering
2. Human systems analysis
3. Program design
4. Implementation
5. Testing and maintenance
In this third of five articles, I describe what program design is and why you should focus on it.
What? A program design is a sound plan to educate, mentor and coach all your people in new processes you implement to create a value-based environment with a high priority of developing leadership and personal responsibility in all. Why? Just as a builder needs a good blueprint, so too your people need a well-designed program that takes them all the way to the other side of the cultural transformation process. Consider:
-Do we have a sound plan for adopting a values-based, personal-responsibility culture model?
-Have we mastered the tools, model and know-how to promote and communicate it in a unified manner?
-Do our people attend regular training to increase their self-awareness, self-management, and awareness of others and to be effective in managing relationships with managers, peers and clients?
-Do our people know how to create individual plans for professional development and share them with their managers?
-Do our people all know common, specific communication and leadership skills?
-Have we integrated opportunities into our workweek for every person to demonstrate new skills?
-Do we have an orientation process in which all new hires learn about our culture, are trained in our unique tool set and processes, and learn how to quickly participate in the organizational culture in a meaningful way?
If you can’t answer yes, you may want to consider adopting a plan so you don’t inadvertently plan to fail. n
Judy Ryan (judy@LifeworkSystems.com), human systems specialist, is owner of LifeWork Systems. Her mission is to help people create lives they love. She can be reached at 314-239-4727.
Submitted 10 years 108 days ago