My job role included every aspect of delivery - from inception, for example launching the UK's first CHIP enabled mobile credit and debit card payment terminal - for retailers on the move and several PDQ payment devices - still in use today. Researching customer needs, producing business cases - through to live implementation delivery and management; touching on every level of the organisation, department and many individuals across the merchant acquiring business, from the top down and bottom up, before moving to Business Transformation (BT) to work on a major strategic business change programme.
Business Transformation and Change
Working closely alongside the Head of BT - accountable for the Executive’s interests in the final outcome of the programme: measurable improvements in business performance and realising the resultant benefits by embedding capability, i.e. CHANGE Management into business operations. Creating the new business structures and working practices affecting and involving company, customer, colleagues, before moving to Process Re-engineering and Innovation department, and working in a similar capacity with individuals and teams across the business.to instil best practice and drive efficiency.
Neuroscience research demonstrates that although we like to think that we are in charge of our actions and our thoughts, the reality is that a large amount of our actual behaviours, actions and perceptions of the world around us are carried out automatically by the unconscious brain.
I was very fortunate to have a Master NLP Practitioner in BT for a boss, (wonderful teacher and supportive Leader) who shared in-depth knowledge of which I am forever grateful. They do say the best teachers are those that don't tell you what to do, they show you where to look and then you decide. A methodology I follow to this day.
A course soon followed as part of my new role supporting individuals move toward change rather than away, i.e. pull not push to understand and learn about how Neuro-Linguistic Programming (NLP) provides a systematic, coherent and well-tried range of techniques to enhance all aspects of communication and change work. Read :NLP-Coaching Tools for more information.
I became very familiar with change resistance, in particular, the inconsistencies peoples body language vs what was communicated verbally, i.e. said yes, but meant no, so decided to book myself on a * Non-verbal communication course to equip myself with the facts, instead of relying on my instincts, which turned out to be more accurate than I had ever imagined - but that's another story.
I was most intrigued to learn about how people change tact and mind when in a group situation. These changes became clear together with the non-verbal signals displayed in a one-on-one situation. Click ENGAGE if your interested to read more about *Non-verbal communication, *Group Dynamics.
Management Style - MYRES BRIGGS PROFILE - The Authentic Self.
There is a big assumption that once the communication of the plan has taken place everyone involved will adapt and adopt and its job done. Regrettably, this is rarely the case.
The people most directly impacted by the change are not consulted until much later down the road when training takes place.
The initial change goes live but may not be fully implemented as people return to what they've always done. People may feel uncertain what to do, where and when to fully participate, or simply believe its some one else’s responsibility. Sound familiar?
As George Bernard Shaw said:
"The greatest problem with communication is the illusion that it has been accomplished. Just because a message has been sent, it doesn't mean that it has been received. The output measure for the communications process should be shared understanding among employees."
Read more: Employee Opinion Survey .