Are you looking for organizational help?
Your problems might be in one or more of the following categories:
No agreement in the top on how to solve problems of even on their priority
Top management has to develop the “Right View” of the future on which all agree. This requires considering the organization from many perspectives, customers, shareholders, employees, short term, long term, national, global, risks and opportunities. The “Right View” is a holistic view considering the important interdependencies. It has to be compact such that it can be remembered, understood and communicated to all concerned.
Rivalry between departments and their heads
Tensions are common between divisions/departments that are profit centres, staff departments at headquarters, heads of geographical areas, heads of product lines, between, sales, research and production. One has to accept is that the interests of these departments and of their heads as individuals are not identical in all respects to those of the organization as a whole. All managers prefer more autonomy and career executives see others from the perspective of cooperation and as competitors in promotion. In this case the ‘causes and conditions’ have to be investigated on a case by case basis. Managers have to understand the importance of recognizing when they are starting to engage in acting in a way that is in conflict with the interests of the company as a whole.
Bad news reaches top management long after it was known inside the organization
The normal reaction of people when receiving bad news is to become disappointed, even angry. The manager has to learn to control this natural tendency and instead show gratefulness of having received the news and concentrate on what to do. This problem is a sign of lack of trust in top management and of a dysfunctional communication channels to top managements. It is in the category of “exchanging self for others”. That is what your reaction would be if you were the other person.
The company is behind the wave
This requires “facing reality", the way things really are, that is, the “Right View of the Present" and the “Right View of the future including the actions, many in the form of projects, to move from the present to the future.
Many decisions management makes are not executed, not at all or poorly
Here “intention” is important. Is the intention in line with the company best interests, or in the interest of the unit for which a manger is responsible or for advancement of his career? Many people do not ask themselves what is their intentions are, with what they plan to say and do. They should. An intention with a goal needs a plan on how to get there and the intention to monitor progress until the intended result has been received or the goal has been abandoned.
My ability to increase that capability of management to finding causes and condition leading to problems and developing solutions is based on forty years of experience as a leader and as a management consulting working in Europe, the USA, Chile, the Middle East and Asia, in private and public sector organizations, working with seven languages, English, French, German, Dutch, Swedish, and rusty Spanish and Italian. I have in-depth knowledge about using Buddhist concepts and published together with HH the Dalai Lama the “Leader’s Way in 2008, published in 25 countries.
……..and in addition
I have in-depth knowledge about using Buddhist concepts and published together with HH the Dalai Lama the “Leader’s Way" in 2008, published in 25 countries.
Finally I have studied the methods five leaders used to transform their countries based on, Abraham Lincoln, Franklin Roosevelt, Konrad Adenauer, Nelson Mandela and Lee Kuan Yew, to be published.
My ability to strengthen organizational capability is based on forty years of experience as a leader and as a management consultant working in Europe, the USA, Chile, the Middle East and Asia, in private and public sector organizations, working with seven languages, English, French, German, Dutch, Swedish, and rusty Spanish and Italian.