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Featured Content Cover Story
Professionalising Management Interview with Ann Francke
Features Strategy: Professionalising management – Interview with Ann Francke The Chartered Management Institute CEO talks about the importance of well-led organisations and professional leaders and managers.
Change: What non-profits can learn from Coca-Cola Melinda Gates shares adaptable strategies from the famous brand, that could make non-profit organisations more effective.
Purposeful Teams: Focus first on building trust with your diverse team Diversity is important. Donna Evans shares ways of developing healthy and collaborative teams.
5 of the Best‌Good cause businesses Outstanding organisations that are making our world a better place.
Articles Purpose: Doing good, doing business Agi Galgoczi on social enterprises. Making profit and doing good at the same time is possible; Unseen Tours, the London-based enterprise is a great example.
Perspectives: Borrowing the future from our children Simon Jaquet on the importance of encouraging young people to develop leadership skills and take on positions of responsibility.
Review: Business approaches for tackling poverty Eszter Molnar Mills’ review of Olivier Kayser & Maria Valeria Budinich’s book Scaling up: Business Solutions to Social Problems - A Practical Guide for Social and Corporate Entrepreneurs
Recommended Reads: Titan: The Life of John D. Rockefeller by Ron Chernow Autobiography of business tycoon and ground-breaking philanthropist John D. Rockefeller, recommended by Boomy Tokan.
Words to Lead By: Kim Cameron Great advice received, as shared by the Professor of Management and Organisations at the Ross School of Business, University of Michigan. Your feedback would make us happy. Tweet us your opinion at @People_Purpose If you’re interested in contributing don’t hesitate to contact us: support@peopleandpurposejournal.com
Editor’s Note In this issue we focus on organisations which are not primarily profitoriented, although many set out of be profitable in order to re-invest in charitable, humanitarian or social justice causes. Read on to find out about exciting social enterprises, leadership actions for bringing together a diverse team, the importance of engaging young people and the work of the Chartered Management Institute on supporting the management profession to embed the all-important people – purpose – potential triad. In the featured TED talk and our review of the book Scaling-Up, we look at the business approaches that non-profits could adopt for enhanced performance. Describing the organisations featured in this issue as purpose-driven may be more apt, which in turn is one of several characteristics of the typical non-profit that would benefit commercially driven businesses. Clarity of purpose and a conscious alignment of all activity to support the organisation’s mission is an approach at which third sector leaders excel. Excellent charities and social enterprises are also inherently capacityfocused. They see the potential, the strengths and resourcefulness of their clients, employees and volunteers, and actively work to build and harness this capacity for the benefit of the individual as well as the organisation. As a result, not-for-profits have the capacity to attract and motivate their staff and volunteers through means other than financial compensation. They create cohesive communities and communicate about their people’s contribution so their workers feel engaged and rewarded by the work and its impact. In my view these approaches would benefit any organisation whose leaders were to consistently adopt them. Eszter Molnar Mills, Editor-in-Chief
Strategy Professionalising management Interview with Ann Francke
This month we spoke with Ann Francke, Chief Executive Officer of the Chartered Management Institute and author of the Financial Times Guide to Management: How to Make a Difference and Get Results. “Great management makes a huge difference. At the Chartered Management Institute we create better led and managed organisations and through creating more qualified managers, treating management as a true profession. We've been doing it for sixty-six years and it's something we are very proud of.” So often we see managers promoted into leadership roles, responsible for people, resources, departments where they’ve received no training. They may be great functionally, they may be great accountants or IT people or sales professionals but, someone taps them on the shoulder
and says, “Congrats, you are now running things. Good luck with that,” and leaves them to muddle through.” But research shows that poor management makes a big impact: employees are unproductive, unhappy at work, they don’t deliver for the organisation and are stressed. Professionalising management is key to increasing productivity. Ann Francke adds: “If you were going to the dentist and there were five dentists: four who were untrained and one was trained. You would go to the trained dentist, right? You wouldn’t go to the untrained dentist.” Ann credits her interest in leadership to great early development “After doing an MBA, I started my management career at Procter and Gamble, who believed very strongly in training people in management and leadership alongside functional training in business. You were always evaluated on how well you achieved your tasks, the objective goals of the business and how well you coached and led and managed your people. They were equally weighted and very early on you were given people responsibilities. Eventually she became a global general manager at P&G, then European vice president at Mars, and British Standards Institution’s Global Managing Director before joining the CMI; roles which included leading up to ten thousand people across Europe.
Well-led organisations focus on:
People Purpose Potential
Her key message is that good management and leadership is a skill, which can be taught and should be taught from day one. In the UK only 1 in 4 employers train their managers, and quality of leadership is a factor identified by the OECD as the key driver of the productivity gap in the UK. In today’s knowledge economy people are 62% of balance sheet. The benefits for people that see how important great management and leadership is at every level are phenomenal. There are real benefits, not just commercial but also personal psychological and social. According to the CMI’s Management 2020 report, well-led organisations focus on people, purpose and potential; an approach that brings crucial business benefits: their financial results improve, they create much better cultures and de-risk decision making. You can benchmark your organisation versus many thousand responses at: http://www.managers.org.uk/management-2020. Find out more about the importance of well-led organisations and professional leaders and managers in the interview above! CMI is the only chartered professional body in the United Kingdom, dedicated to promoting the highest standards in management and leadership excellence. CMI is a specialist Awarding Organisation that offers a wide range of qualifications in Management and Leadership and Coaching and Mentoring.
A strength-based 3-day training programme for managers and leaders seeking to thrive in their role, leading to a Chartered Management Institute (CMI) qualification Next course: Monday 26 - Wednesday 28 September 2016, 10am - 5pm at 200a Pentonville Road, London, N1 9JP Join our programme to explore:
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Change What non-profits can learn from Coca-Cola
No matter where are you going in the world, there is Coca-Cola – shares her experience Melinda French Gates. Food, clean water and necessary health care may not be available but you can get a Coke, anywhere. Melinda Gates believes if Coke can be produced, marketed, delivered and sold in developing countries, then non-profits could help make these nations’ lives better as well. She says non-profits must learn from innovators and develop strategies like Coca-Cola’s to save lives and make the world a better place. Adaptable strategies to improve effectiveness: 1. Take real-time data and immediately use it to improve. 2. Tap into local entrepreneurial talent. 3. Great marketing. To find out more watch the video above or read the transcript. This recording is reproduced with permission from TED.com. TED is a nonprofit organisation devoted to spreading ideas, usually in the form of short, powerful talks of 18 minutes or less.
Purposeful Teams Focus first on building trust with your diverse team Workplace diversity is important as it improves the performance of the team. Many companies focus on diversity when they are hiring new people. A whole system analysis is essential before the recruitment process, to understand if your ‘system’ will support the success of your new staff members. Your new people will land in teams where their manager is or is not willing and able to manage a diverse workforce. The first line manager has a huge impact on the experience of the new hire and an important role in sustaining diverse employees in the workplace. That manager may wonder where to start or where to focus. I believe that answer is simple, and it will yield dividends for all employees and the entire team.
Just imagine the competitive advantage if you have healthy diverse teams within your business. These teams will exceed your expectations, and their goals, because you’ll get great contributions from each member and a synergistic uplift because the employees propel each other forward.
The opposite is true too. An unhealthy or even mediocre team (with or without diversity) will not achieve its goals or potential. What you’ll have is a group of individuals who are just doing their jobs. You don’t get synergy from that team. Trust and Respect Drive Better Results What’s the difference between these two teams? It’s the level of trust and respect between the manager and the employees, and between the employees themselves. A healthy diverse team with high levels of trust and respect can do great things. Every employee benefits from being part of that team, and your company is much more likely to be successful. There are a number of ways you can accelerate trust and respect amongst your team, but I’ve found that the following two exercises work best because they allow everyone a peek behind the façade of who each person on their team really is. That additional insight into others will break down barriers and increase our understanding of each other, which in turn leads to increased trust and respect. Accelerate Trust and Respect by Exploring Diversity in Personalities One type of diversity that is a given, but not often discussed, is the diversity of personalities on your team. You can use an assessment like DISC to help people understand their own and others’ personalities and preferences – like finding out who has the ‘I’ or influence style versus the ‘C’ or conscientious style. As the C’s compare notes with their fellow C’s, they begin to realize they are more alike than they thought even though they may be a different gender, generation and race. Likewise with the I’s. Being an ‘I’ is not dependent on gender, race, age and so forth. Your team will benefit from a discussion of the different personality groups because they can agree on how to best work together and capitalize on their different personalities. You, the manager, can discuss the strengths of the different personalities and how the team
benefits overall by having a diversity of personalities. This all leads to a greater appreciation of diversity on the team. The net result of a group discussion like this is that people get to know, understand, and appreciate each other quicker. They also begin to understand how they fit within the group, and how their strengths contribute to the team’s success. This will help retain and sustain the diverse employee who may feel, at first glance, out of place in the workgroup. Accelerate Trust and Respect by Exploring Childhood Experiences Another way to positively explore differences and commonalities with your team is to discuss their different childhood experiences growing up. I have witnessed great discussions in groups when everyone shares information about their childhood. How many kids were there in the family? Were they the eldest? Where did they grow up? What were their challenges? Who had the biggest influence on them as an adult? This might seem like fluff, but the benefits can be significant. People tend to trust people they know, and sharing about one’s childhood opens the door to knowing each other on a different level. Also, just like discussing similarities in personality, you will find similarities in your teams’ childhoods that aren’t related to age, race, or gender. These are just a sample of the ways that you can accelerate the development of a healthy, diverse team by creating space for the sharing of knowledge, understanding, trust and respect. This content is reproduced with permission. Donna Evans, high performance team developer, leadership trainer, coach and speaker, founder of Team Building for Success where she used these techniques and seen their success first hand. If you would like help with guiding your team through a process like this, Team Building for Success have proven tools and coaching to do just that. Reach out to Donna for more information!
Positive Team Meeting Checklist 6 Positive Ideas for More Productive Meetings Designed to help you to motivate your team with purpose
Get your free copy HERE! High quality and productive meetings can play an important part in achieving excellent team performance.
5 of the Best‌ Good Cause Businesses Good cause organisations deserve more attention. There are thousands of them all around the world that support amazing causes. Here are 5 outstanding social enterprises that make a change in the world: The Big Issue is one of the UK's leading social businesses and exists to offer homeless people the opportunity to earn a legitimate income, thereby helping them to reintegrate into mainstream society. The Big Issue magazine is also the world's most widely circulated street newspaper. This Foreigner Can A social enterprise with a mission to improve the lives of migrants by helping them to become entrepreneurs.
Future Clean An eco-hand car wash based in Enfield, London. A social enterprise that provides training and employment opportunities for local disabled people.
Bike Station is Scotland's largest, and one of its longest established, bike recycling charities. They sell and repair bicycles and also offer trainings on cycling safety to individuals and groups.
Paper & Cup is a not-for-profit social enterprise in Shoreditch, London is run by a local charity offering work experience and training to former addicts and long term unemployed. What is your favourite good cause organisation and why? Tweet us @People_Purpose!
Purpose Doing good, doing business Unseen Tours, London-based social enterprise Social enterprise is a dynamic and inspiring way to do business, it’s an exciting and fast growing sector, a movement not just in the United Kingdom but around the world. Social enterprises are businesses trading to address social problems, improve communities, people’s life chances or the environment. It sounds really similar to charity work but it is different. These enterprises make and do things to make profits like any other business, but they are reinvesting their profits to make more good. They do this in different ways: reinvesting in community projects, providing services for people who otherwise might not get them, or creating jobs for people who would otherwise be excluded from work. That’s what Unseen Tours did, does and will do. Unseen Tours is an award-winning, not-for-profit social enterprise in London. Currently, they offer 6 alternative walking tours through the capital’s most vibrant and interesting neighbourhoods – Brick Lane, Brixton, Camden, Covent Garden, London Bridge and Shoreditch –, led by homeless and formerly homeless guides. “We never wanted to be a charity, we wanted to make profit and reinvest that money, that’s why we are a social enterprise.” – says Faye Shields, the director.
It all started in 2010 as a project by Sock Mob Events, an informal volunteer network – so called because through regular weekly walks they offered socks, food and friendship for men and women living on the streets of London. Their guides earn a living through the tours. They directly receive 60% of the ticket sales. And what happens to the other 40%? It’s reinvested as well, out of that 40% the guides also receive their monthly travel and mobile top-ups and the remainder is used for essential operational costs. Any profit Unseen Tours makes is directly reinvested into the enterprise to engage more guides and widen the scope of the tours. Of course people are needed to run a business. People who work behind the scenes of the successful social enterprise are volunteers. They fit volunteering around their full-time job responsibilities to help making Unseen Tour a success. The enterprise works like a real business; they have a director, the different tours have coordinators, they even have a person to manage their social media. Unseen Tours offers a unique experience of the capital and unique insight into London’s life whilst giving visibility and voice to people who often feel unseen and unheard.
Unseen Tours is a social enterprise with great purpose – to change perceptions of the homeless and to provide an income to individuals who might otherwise be excluded from work. They are doing good but also business. With their business strategy, so far they have helped 20 homeless or formerly homeless people back on their feet. To find out more about Unseen Tours and to book a tour visit their website here. Take part and win prizes in their newest campaign, share your unseen story with #MyUnseenStory on Facebook, Twitter or Instagram.
Ági Galgóczi is the Managing Editor of People & Purpose - the Positive Leadership Journal. You can contact her via e-mail support@peopleandpurposejournal.com or you can follow her on Twitter @galgiagi
We are always looking for contributors to keep our magazine fresh and interesting. If you would like to get involved, write for us, submit a review copy of your book or be interviewed, please submit your ideas to support@peopleandpurposejournal.com and we can discuss your options.
Photo credits: Professionalising management - Andrey_Popov viaShutterstock, CherylHolt via Pixabay, 5 of the best…good cause businesses – Leroy_Skalstad, andreas 160578, juylee, 61015 via PixaBay, Doing good, doing business – Unseen Tours archives , Borrowing the future from our children – Soledadsnp via Pixabay, Business approaches for tackling poverty – Agi Galgoczi, Words to lead by – allanfernancato via Pixabay.
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Perspectives
Borrowing the future from our children Young people have been seen as well as heard in Scotland of late. At the recent Scottish Parliamentary elections earlier in May, young people aged 16 and 17 voted for the first time in a UK election. This followed the successful enfranchisement of this age group in the Scottish independence referendum in September 2014. In 2014, 109,593 16 and 17 year olds voted in the referendum (Electoral Commission 2014). You wouldn't want to exaggerate the importance of this, but it is, in my view, an important move in the right direction. Out of the total number of votes cast - 3,623,344 - this represented just over 3%. This was unlikely to tip the balance of the vote, but represented a significant political shift for this age group. An ICM post election poll estimated that 75% of 16 and 17 year olds voted.
So how did the figures stack up this time round in the Scottish Parliamentary elections? It's too early to say, but basing any calculation on the fact that the turnout for the Scottish elections was a rather less impressive 55% (compared with 85% for the Indyref), young people's contribution will have been relatively meagre in consequence.
That said, it is important not to underestimate the impact of this shift in the electoral tectonic plates. In the early years of the 21st century, I had regular contact with the Scottish Youth Parliament (www.syp.org.uk). I took an active interest in the evolution of this youth-led body as it found its feet organisationally, emerging from its youth work origins. One of its earliest campaigns was to secure votes from age 16. In my judgment, through their efforts in informing and lobbying members of the Scottish Parliament, they played a formative role in making this a reality.
But why is it worth hearing the views of 16 and 17 year olds?
A few years ago I was part of the team based at the Scottish Council for Voluntary Organisations (SCVO) which researched and developed a quality improvement framework for organisations in the third sector. Based on the European Foundation for Quality Management (EFQM) model, it was called 'The Big Picture', and made use of what we would now call an assetsbased approach. We suggested that the process of quality improvement in an organisation needed to begin with the skills, aspirations, and 'know-how' of the organisation's stakeholders. These could be defined as the service users orcustomers, staff, volunteers, partner organisations, funders, and others. By listening to their voices and views, you would be able to identify a strategic direction, develop practical methods of implementation, and create yardsticks which would allow you to measure progress. It worked for me back then, and I still use the framework in my consultancy projects with voluntary organisations, social enterprises, and public sector bodies. Where does this fit in to young people voting? Young people are the ultimate stakeholders in the way our society evolves. Who has the greatest investment in the values and structures that we create, if not the younger generation?
If they're not motivated to help shape the world of the future, then we're all stuffed! There are more than a few parallels between running an organisation and the process of democracy. Leadership would be one. The best leaders are nurtured within a community, but have the vision and connections to step beyond it, and influence the wider world. There would seem to be no shortage of evidence of young people in Scotland being ready to take on leadership roles. Whether seen in the heated political discussions round our kitchen table with our children's friends during the Indyref; or young people grasping the nettle in youth organisations such as the Scottish Youth Parliament or more traditional youth movements like the Scouts; or the meteoric rise to formal political office of Mhairi Black (the youngest MP for 350 years) in 2015, or the more recent election of the 21 year old Ross Greer as a Green MSP to the Scottish Parliament. These are symptoms of a greater engagement of young people. In themselves they don't constitute a revolution. We would do well to consider how we best encourage young people to develop leadership skills and take on positions of responsibility. We can do this in our own organisations and businesses. As a philosopher once said - we don't inherit the earth from our ancestors, we borrow it from our children. Simon Jaquet is Director of Simon Jaquet Consultancy Services Ltd, and has over 30 years experience of policy and practice work with young people through youth work, schools, and volunteering (in Scotland, France, Germany, and Botswana). His main areas of expertise are research & evaluation and organisational development. Get in touch with him here.
Review Business approaches for tackling poverty Scaling up Business Solutions to Social Problems: A Practical Guide for Social and Corporate Entrepreneurs - Olivier Kayser & Maria Valeria Budinich The authors suggest that some of the most sustainable and scalable solutions to poverty and deprivation are those based on business – rather than charitable – approaches. This chimes with Melinda Gates’ TED talk included in this issue on learning from Coca Cola and their ability to reach even some of the more remote communities of the developing world. Scaling Up includes a wide range of case studies of both the families this approach has helped, and the organisations and social entrepreneurs who have successfully applied it. The book comes across as very well researched while written with the practitioner in mind. Examples from across the globe including India, Latin America and Africa range from the more familiar cases of microfinance and housing to community savings and utilities. The authors put forward a range of strategic and market-driven solutions which can help people
at the bottom of the economic pyramid, effectively challenging many assumption of the traditional charitable / donor-reliant approach to NGO-led development. The opportunity to achieve scale is explored both as the traditional scaling of the organisation itself, and as increasing its influence on the ecosystem. The contents are practical, addressing core management issues such as finance and marketing in a new context. The book is very well structured, the only challenging aspect to its presentation is the excessive use of acronyms, which grates in spite of a glossary at the front of the book. Reading the book is most likely to be of immediate benefit to managers already working in social enterprises or the third sector, but Scaling Up is a fascinating read for any leader interested in the economics of social justice. The book is available on amazon.co.uk and amazon.com. Eszter Molnar Mills is a strength-based leadership and organisation development specialist, qualified trainer, executive and founder of Formium Development. A qualified executive and team coach, she helps organisations and individuals reach enhanced performance by reflecting on what works, and developing skills and strategies for improvement. Eszter is a long standing charity trustee and volunteer. She offers a number of days each year as pro bono team development or strategy day facilitator. If your organisation would benefit from this service , please contact her to apply.
Recommended Reads Titan: The Life of John D. Rockefeller, Sr. by Ron Chernow Boomy Tokan recommends Chernow’s autobiography of business tycoon and ground-breaking philanthropist John D. Rockefeller. John D. Rockefeller was an extremely shrewd businessman, and when it came to his philanthropic activities he was a great giver – highlights Tokan. Rockefeller was a committed donor from a young age and his extensive funding for educational and health causes helped the United States to start on its path as a leading scientific country. The book has influenced Tokan’s path in business too; he liked Rockefeller’s attitude around money and family. “Rockefeller lived a very disciplined life, and that disciplined life helped him to be extremely successful. When we talk about business, it’s not in isolation of all the other parts of your life. Business is part of who you are.” – says Boomy. Watch our interview on business growth with Bommy Tokan, here. The book is available at amazon.co.uk and amazon.com.
Words to lead by Kim Cameron, William Russell Kelly Professor of Management and Organizations at the Ross School of Business, University of Michigan, shares some impactful advice he has received:
“You owe a relationship some contribution.” Kim Cameron recalls an early conversation with a mentor: “ I don’t want a subordinate, I want a colleague. I want to get better as a result of this relationship.” Cameron describes not having realized that as a student he could contribute anything to a professor. “Recognizing that I actually have something to contribute and it’s valuable, was important to me.” This advice changed the way he approached his doctoral program and further education. It also affects how he treats his students and his colleagues. “Instead of treating them as subordinates or people who don’t know much and I do, I treat them as people who have different experiences and I’m trying to learn from them – says the professor – I hope they take responsibility for contributing to me as much as I contribute to them. “
Find out more about Kim Cameron in our next issue!
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People & Purpose is published by Formium Development, a strengthbased leadership and organisational development consultancy in London, UK. The Journal’s Editor in Chief is Eszter Molnar Mills and its Managing Editor is Agi Galgoczi. We are privileged to have a great range of contributors – all leaders in their respective fields.
As a development consultancy Formium Development focuses on creating effective solutions, which allow clients to identify and build on their strengths and do more of their best work. Training and executive coaching is available for managers throughout their career path, including well respected internationally recognised qualifications in management and leadership from the Chartered Management Institute (CMI). Formium Development's aim is to help individuals and teams improve their performance and become more engaged and fulfilled within their work. Contact us: Website: www.formium.co.uk; www.peopleandpurposejournal.com E-mail: info@formium.co.uk; support@peopleandpurposejournal.com Telephone: 020 7416 6648 (International: +44 20 7416 6648)