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Beyond
Yesterday: The Organization You Need to Be Now and Tomorrow
Organizations
large and small often fall into the trap of changing
to stay the same. Businesses create structures
and roles, and simply put different people into already
existing positions. Further, organizations
tend to promote people who are highly successful in
a particular role into positions and other roles they
are less equipped to handle.
Another
aspect of changing to stay the same is to bring in talented,
experienced professionals to expand the skill set of
an organization and then constrain their ability to
contribute.
Businesses often recognize the "talent" of
a particular individual and expend significant resources—time
and money—to get that person to join the organization.
Once that person is inside
the organization, the integration and organizational
"learning" necessary to leverage that person’s
additional skill set fail to occur. Territorial
boundaries and insecurities limit or prevent realization
of the expected benefits.
A
part of the success of any business is the ability to
facilitate the evolution of the organization’s
core capabilities through development of existing team
members AND through the acquisition of additional members.
The challenge resides in addressing the human side of
business. It requires skilled handling of uncertainty,
risk, relationships, and communication.
 While
it is unrealistic to expect a leadership team to remain
unchanged throughout the life of an organization, the
transitional period between various evolutionary stages
can be eased by open communication of what the organization
intends to achieve, what team members can expect, and
equitable treatment of all parties. When changes
in leadership are necessary, respect and recognition
are key to preserving the integrity, morale, and capability
of that organization. When this transition is handled
improperly, the organization can lose key employees
to uncertainty, resentment, or choosing sides.
The
following are key elements of transitioning your organization
through significant growth and operational changes:
•
Provide open communication
about the stage of business development.
•
Make a clear statement of any new direction and potential
impact on the organization's operations and team.
• Let team members
know they are valued and will be given the respect of
notification of any impact as early as possible; if any
aspect of the change isn't known, state
that also.
• Discuss the changes and get input if restructuring
or making changes in operations, reporting, or other processes.
• Commit to listening to issues, but retain
control of the decision.
• Communicate ideas
and issues and be respectful of any input provided. Be
clear all will be heard—not all will be used.
•
Recognize there will be insecurity, resentment, fear,
and other emotions—change is resisted, even if its
purpose is to improve conditions.
• Share what can be
shared and draw clear lines around what has to be kept
confidential or is strictly an owner’s or manager’s
issue.
• Utilize, where possible, existing
team members in critical roles that make sense; if a current
team member will be an obstacle or doesn't fit in the
new structure, give him/her due respect and provide them
with a professional exit, and job search options and support
as appropriate.
For
an organization to achieve and maintain success, it
must be willing and able to change its capabilities
and fully utilize its resources. Organizational
effectiveness and efficiency stems from the organization's
human capital: its people. While we
tend to think of corporations (and other organizations)
as faceless entities, look in the mirror and around
your organization. The
faces you see are the faces of your business and the
corporations of the world.
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 Lea
Strickland, MBA, CMA, CFM, CBM, president and founder of F.O.C.U.S. Resources
(a business management systems consulting firm that addresses the total
business through financial performance), has over 18 years experience
in financial and operational leadership positions with various companies
including four Fortune 500 and Global 100 companies. She has worked with
established and emerging companies—private and public, US and foreign-owned.
She holds degrees from The Ohio State University (MBA—Accounting,
Marketing and Human Resource (Change Management)) and The University of
Charleston (Bachelor of Science—Finance and Business Management
with technical minors in Marketing and Accounting).
As a financial leader, Lea was instrumental
in obtaining funding from Deutsche Bank for a local technology growth
company. She is also credited for saving over $30 million for a manufacturing
operation and obtaining $97 million in funding for the expansion of that
same facility. Her client and industry experience includes audit, banking,
OEM automotive and tier one automotive manufacturing, electonics manufacturing,
consumer products manufacturing, software, industrial textiles manufacturing,
and many other industries.
In 2004, Lea was asked to be expand
her consulting practice into working with government grant and contract
recipients on compliance and financial control systems. The government
funding-compliance consulting focuses on small technology, bio-technology,
software, and bio-agriculture businesses transitioning from research and
development to full commercial operations.
Ms.
Strickland
was
also
asked
to
develop
an
“On-shoring”
program
to
provide
consulting
services
to
technology
firms
in
Europe
and
Asia
seeking
to
locate,
build,
and
operate
facilities
in
the
United
States.
These
innovative
tele-workshops
are
provided
via
telephone
and
Internet
to
companies
prior
to
their
establishing
a
footprint
in
the
U.S.
market.
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In
addition to her consulting services, Lea is a well-known and sought-after
speaker, expert panelist, workshop leader, and author on start-ups, micro-enterprise,
small business, financial systems, and business issues for companies of
all sizes. Since 2003, she has had over 200 articles published in journals,
newsletters, website expert sites, and magazines (print and Internet-based).
Her credits include:
Expert Columnist: Carolina Newswire, NC Journal for Women, Business
Leader Magazine, Local Tech Wire
Book: Out of the Cubicle and Into Business
Area/Topic Expert: Entrepreneur Magazine
Contributing Writer and Advisor: Small Business Technology Magazine
Lea has been honored with the several
awards including: Outstanding Young Executive in the U.S. (1989), International
Who’s Who of Professional Management (1999), and Who’s Who
of Executives and Professionals (2003). Currently, she is active in municipal
governance, serving on the Town of Cary Zoning Board of Adjustments (2001
to the present). She has served as an expert panelist and speaker for
the following community and business organizations: Council for Entrepreneurial
Development, Wake County (North Carolina) Community Colleges, Institute
of Management Accountants, Graduate Women in Business National Conference
(2002), Executive Women Club, Fast Trac Programs, Small Business Technology
Development Center (North Carolina)
In addition to her current client
list, Lea (together with other business and community leaders) donates
her time to establish affordable resource programs for entrepreneurs and
small businesses. She is also co-hosting the North Carolina Capital Markets
Exchange to aid emerging and growth businesses in obtaining growth capital.
“For Lea, it isn’t about
fitting the business to the method, it’s about finding the right
approach for the business.” - G. M., Electronics Manufacturer
Lea’s hobbies and interests
include writing poetry and short stories; reading; piano; community services—mentoring
programs; and painting (oils, acrylics, watercolor, and mixed media) landscapes,
seascapes, and portraits. She also enjoys spending time with family (especially
her two nieces) and friends.
 Lea
Strickland, MBA CMA CFM CBM
President & CEO F.O.C.U.S. Resources
104 Barcelona Court
Cary, NC 27513-4201
Main Telephone: 919.234.3960
Mobile: (919) 210-7171
Lea@focusresourcesinc.com
www.focusresourcesinc.com
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Upcoming
books:
Into Business Step-by-Step: Making the Key Decisions—Winter
2005
Government Grant Accounting – The Business Requirements
of Government Funding—Winter 2005
Vision, Strategy, Structure - Results—2006
The 360° Enterprise—2006 |
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