The ABC Strategies for Procurement Transformation

Change is certain in every aspect of life. A major change or transformation may present some complexities particularly when resources are scarce. In my 27-year government career, I had a chance to test a few strategies. There are some strategies that worked for me whenever I went to a new agency to lead a procurement transformation.  These became my “go to” strategies to initiate the process and show progress in critical areas.  The success of their implementation helped me gain the support for resources needed down the road and accelerate the momentum in the transformation process.  

Interestingly most if not all of the transformations that I led shared a similar vision:  to become a trusted partner in the entity.  That vision was certainly a very lofty one given the starting point of each transformation initiative.  In most cases procurement was considered a roadblock to the operation and/or had the worst customer service record.  My task was to substantially improve the role and performance of the procurement team within the entity.  Common objectives included enhancing the quality of the interaction with end users, which generally related to concerns about speed, quality, customer service, and the ever-changing process.   The success would be measured in each case by significantly reducing end user procurement-related complaints that were brought up to high level executives.  

At the other end of the spectrum, procurement personnel attributed the process delays to understaffing.  There were reasons to believe that.  Almost every organization had experienced the loss of personnel due to massive layoffs, retirements, high personnel turnover, or the lingering effects of budget cuts several years before.  It’s not easy to recover from the loss of positions.  This is particularly true when the organization attempts to continue operating in the same way as it did before the budgetary reductions.   Reductions in personnel will inevitably exaggerate the much talked about length of the procurement process. 

To make significant progress quickly, I tried to focus on the root cause(s).  Over time, I developed my ABC strategies.  These helped me follow a path that would positively impact the most pressing issues and score some wins in the transformation process.  When higher executives task a new hire with transforming a department, they don’t generally trust that it is possible with the current staff. No transformation happens overnight; therefore, dealing with root causes of the most pressing issues is essential.   The goal of the ABC change strategies was to do just that. 

A first step in the assessment of the situation was to determine where was the brain power being allocated.  Data, when available, is very helpful to support findings and measure the extent of inefficiencies.  But I found that some of these issues were obvious to an outsider because as someone said: “it’s hard to see the picture when you are in the frame”.  It didn’t surprise me when data showed that 80%  or more of the effort was being directed to activities that did not add value to the process.  This meant that only 20% or less of the effort was being directed to advance the more complex solicitations. In other words, personnel were busy taking care of repetitive, low value add work, while the large and/or complex projects waited for procurement expertise and attention.  Even when the group appeared busy all the time or productive, the apparent productivity was not producing the desired return for the entity.  

To complicate the matter, some of these organizations reacted to the symptoms of the problem by replicating procurement infrastructures at the end user level.   In my opinion, the strategy created additional budget demands overall and greater inefficiencies because personnel in these end user procurement groups were rarely offered formal procurement training.  It also exacerbated the problem because it disproportionately increased the number of people demanding time and attention from an already understaffed central procurement team.  

The A is for Automation. One of the first strategies that I looked at was to automate repetitive tasks and shift the brain power to procurements.  I considered short term and long term strategies in the area of technology.  The success of a short term strategy would help accelerate momentum in the transformation process and gain support for long term strategy later on.  Good will accumulated early in the process comes in handy when you are seeking funding support for long term comprehensive technology.  The objective was first to maximize any existing technology to reduce manual work and repetitive tasks.  In each instance, I was able to garner support for a lower dollar plug-and-play strategy to make significant impact particularly in the areas of speed and/or quality.  The short term strategy varied from agency to agency as it depended on what was already available.  There is a short window to obtain resources in a transformation process and time is of the essence for requesting needed resources.  Any investment is looked at more favorably when it is presented as an opportunity “enhance the buying experience of the end user”.

The B is for Believe in the capabilities of the team.  When an organization is set up to execute tasks, it will take some time before personnel feel empowered to think critically. It is a major shift.  Routine is disrupted and people have to unlearn and relearn their jobs. During this transition, it’s not uncommon for people to feel alone.  There is no  comfort in knowing that others are going through the same process.    Self-doubt and the feeling of inadequacy kicks in. The leader must believe in the people and encourage them through the growth period.    Offering training, personal development, coaching, and mentoring are essential.  The leader cannot be indifferent to the struggle of each person in the team.  Some are going to struggle more than others of course.  But once the first person breaks through some of the barriers that kept him or her performing at the task executor level, others will also be encouraged.  The key is to help people believe in themselves by believing in them.  In the end, critical thinking will help in the quality of the interaction with end users. Trust will start to develop one project at a time.  The increase in trust will give room for a more collaborative relationship with the end user and this collaboration will enable better customer service. This collaborative approach along with the training will also help improve the quality of solicitations, which will enable higher quality responses from suppliers.  There is a high return on training and empowering the right personnel.

The C is for Consistency.  This third strategy may seem simple and it should be.  A strategy for consistency is necessary up front, at least in all the transformations that I lead.  Part of the reason why there was distrust in the process was because end users received a different answer depending on who they asked.  The root cause of the inconsistency varied, but in all cases the variety in approaches had been considered acceptable and became the practice.  This was a consequence of people working like “islands” instead of a team.  Achieving consistency required a sequence of internal communication,  the progressive standardization of processes, and implementation of best practices learned through professional training.  The adoption of best practices was an opportunity to get everyone one the same page and working as a team.  As end users started receiving consistent guidance, their trust in the process increased.  Gaining that trust was important because it also helped gain support for other changes later in the transformation process.

To conclude, there are three issues that I focused on early in the transformation process: speed, quality, and consistency.  Using my ABC approach helped me focus in areas that made significant impact early in the transformation process and enable the support of other strategies by accelerating momentum in the process. Reaching that point of momentum is important because buy in becomes easier and people tend to be more forgiving when a strategy doesn’t go as planned.

The 3 Things We Should Know about Effective Communication …and Practice

It’s been said that communication is the single most important skill to the success of individuals in all aspects of life. I often listen to the advice that great communicators have to offer, such as Oprah Winfrey, Tony Robins, John Maxwell, Les Brown and others. I also listen to experts dissect the different communication styles of these great speakers with the goal of learning about patterns, techniques, and their take on “the secret sauce” to effective communication. I have found that the advice provided by these experts is somewhat similar, even if they don’t use the same terms to express it.

Communication is the transfer of information between two or more parties. There are three parts to communication: the message, the sender or message generator, and the recipient of the message. The education system does a decent job of instilling in us the technical aspects when it comes to the message. We begin learning at an early age the rules of grammar, syntax, and even literature.  We learn how to craft a message by writing essays, reports, letters, and even poetry. Yet, we don’t graduate being skilled communicators. There is more to communication than words, grammar, or correct syntax. The skill of communicating effectively is not in the core curriculum of the education system. But I think it should be, because even with all the years of language education, many do not grasp the concept of how to craft a clear message that has a high chance of being understood by the recipient in the way intended.  

To get some perspective on this subject, I want to share one of the interesting things that I learned later in life. Words account for only 7% of the communication. The other 93% is comprised of body language, face expression, and tonality. So, we spent all those years trying to learn how to write and understand the meaning of words, but their effect is really less than 90%.  I will not dive into details on this today, but many of the great speakers talk about this in their talks or their books.

I don’t think that anyone will argue against the need to continue to grow in the skill and art of effective communication. In fact, we should all be required to take a course to set us off on the communication growth journey and to help us avoid some rookie mistakes when we start a job!  If you consider your job duties, regardless of where you are in the organization, you will at some point be required to communicate with someone, whether an end user, supplier, a member of an interest group, a member of the governing body, your supervisor, or a colleague.  

Communication comes into play as we promote and live procurement values with every project that we handle. Let’s take transparency, for example. It requires clarity. Transparency is manifested in part in the solicitation documents. Requirements need to be clearly articulated. But before the requirements can be clearly articulated in a document, good listening should take place. Procurement professionals provide process leadership and service, but for anyone to follow, there has to be some level of connection that positively influences the stakeholders to follow his/her advice and adhere to the process, policies and legal requirements. Let me then highlight the three essential aspects of effective communication.

  1. Listen to Understand

Listening is a skill that we don’t practice enough. Many of us think we listen, but we are truly not. Listening to understand requires that you abandon the need to jump to conclusions, finish the persons thought, judge the message or the person communicating the message. Some great listeners place their index finger on their lips as a reminder to listen and keep them from interrupting the other person. Listening to understand requires empathic focus on the person’s message. Listening is one of the greatest gifts that you can give another person, particularly if as a result they feel heard, validated, and understood. Everyone wants to be heard. When a person feels heard, they can be more receptive to your response. 

2. Clear and Concise Message

A clear and concise message will help avoid confusion. Avoid using too many words.  Sometimes we want to show our expansive vocabulary and end up confusing the other person. If you tend to ramble or get sidetracked, write down the main point in simple, everyday words. Many people stop paying attention if the point is lost in the abundance of words. Also, make an effort to know your audience or learn about them so that you can communicate in a way that they understand. Even when you are using the storytelling technique, it is important to make the point with the least number of words in order to make it effective. So, the advice is to keep it simple.

3. Connection

Connecting with people encompasses good listening skills and a clear message. This skill goes beyond verbal communication. It requires you to be authentic but also to meet the person where they are. This may require blending your style or mirroring the style of the person with whom you want to communicate. To connect requires some extra effort.  Don’t expect people to adapt to you; instead, help people relate to you by meeting them where they are emotionally. From a broader perspective the goal of communicating is to connect with the other person.  When you have a connection, a common ground, or are in rapport, the communication becomes a vehicle for trust.  If you want to positively influence others, communicate to connect. 

When we think about these three aspects of effective communication, it is easy to think that we implement them – occasionally. The key is to be consistent in the application of these techniques. Sometimes we lack the awareness that our communication is not optimized, perhaps because of the mountain of work at the desk that robs us of the opportunity to intentionally improve our communication. I know many procurement professionals committed to their work and to the service that they provide to their community. Like me, they want to make a positive impact.  Over time, they masterfully juggle an insane number of projects particularly if they find themselves in a “solo procurement” scenario. Unfortunately, all the hard work may be overshadowed by their inability to practice tactics that can help them achieve effective communication on a consistent basis.  

The ability to communicate effectively and more importantly to connect, is key to a successful career. Any successful person may agree that communication is or has been an essential contributor of their success. Perhaps this is why despite all the good and hard work that some professionals do on a daily basis, they may feel that their level of success may not be commensurate with their efforts. There could be many factors why success in the form of promotions may have skipped them, but one that is sure to have an impact is “communication”. In his book, “Everyone Communicates, Few Connect”, Dr. John C. Maxwell talks about this. He states that hard work, even when the result is a great job, is insufficient to achieve success. In order to be successful, one must really be able to communicate effectively with others. 

Communication is important in all areas of our lives. This is particularly true if you want to lead, especially when leading a transformation process. Since people naturally reject change or being changed, effective communication is one of the key enabling factors. So, if you are leading change, there is no option but to be intentional about practicing techniques that help you communicate effectively.

In conclusion, to be successful in the different aspects of life, we need to continue to improve our communication. It’s not enough to work hard or have degrees or certifications. Effective communication requires practice and intentionality. Getting good at consistently communicating effectively is not the result of a one-time seminar or a finite time period for practice. When we consider our limitations, the complexities of human behavior, and the environmental challenges that restrict the way we communicate, it is easy to reason that getting good at communicating is a life-long journey.  

The Five Qualities of a Highly Impactful Team

It takes a team…! Whenever you see a successful leader, there is certainly a capable team beside that leader. As Dr. John C. Maxwell stated:  “One is too small of a number to achieve greatness”. A leader can accomplish some goals but to reach significance a leader needs a team.  Phil Jackson, the head coach of the Chicago Bulls back in the 1990s, stated: “The strength of the team is each individual member. The strength of each member is the team.” Team members contribute their talents, and the entire benefit from the collective contributions of each member.

Coming together is a beginning

Staying together is progress

And working together is success

–Henry Ford

Creating a cohesive team requires thoughtful consideration to bring together the talent needed to achieve specific goal(s). A team is as strong as its weakest link.  Strong, successful teams have certain qualities in common.

Members of great teams are committed to high performance.

Each team member shares the responsibility for the entire team’s success and each of its individual members. Each team member’s performance determines the team’s success. I read a story that exemplifies the commitment to high performance for the benefit of another team member. The story is about the veteran Charles Plumb, a US jet fighter pilot in Vietnam.  

Plumb was ejected from his jet and parachuted into enemy territory.  He spent six years in a Vietnamese prison.  After released and back in the US, he was sitting at a café one day, a man came up to him and said, “You’re Plumb! You flew jet fighters in Vietnam from the aircraft carrier Kitty Hawk. You were shot down!” Plumb was confused and asked how the man knew about that. “I packed your parachute,” the man replied. The man then shook his hand and said, “I guess it worked!” Plumb assured him it had and said, “If your chute hadn’t worked, I wouldn’t be here today.”

The story reveals the importance of skills and the ability to perform at your best when it matters most. In a good team, members are committed to the cause and its members. This story also unveils the element of trust.  

In great teams, members develop trusting relationships.

In his book “The Infinite Game”, Simon Sinek makes an interesting observation about the difference between a trusting team and a team. He states that in a team where a group of people come together to achieve a specific result, the relationship amongst the team members tend to be transactional. In contrast, in a trusting team environment, the team members develop a trusting relationship. Trust is a feeling that develops in the layering of situations where team members feel safe to be vulnerable. Trust cannot be imposed, required or demanded. Trust and vulnerability go hand in hand. A violation of trust essentially eliminates vulnerability, which then shatters the possibility of trust. 

In great teams, members are committed to working collaboratively towards a common goal.

The 1992 Olympic Men’s Basketball Team aka “The Dream Team” is an example of collaboration towards a common goal – to bring home gold. The Dream Team was comprised of the best players in basketball history. To win gold, they had to put aside their egos and unite on a common objective. They had to trust each other on the basketball court to attain greatness as an Olympic team. “The whole is better than the sum of its parts.” –Aristotle

Another example is a team that over time has seen the participation of the brightest minds in the world, The Royal Society of London. The Society is committed to a common goal: the advancement of science. Under his leadership in the 1700s, Sir Isaac Newton asserted the Society’s dominant role in science.  With the help of Edmond Halley, the Society published Newton’s Principia Mathematica. It is one of the most influential books of all time describing the action of gravity. Through the Society’s photographic expeditions of the solar eclipse in 1919, astronomers confirm Albert Einstein’s relativity theory. Today, the Society fosters international scientific cooperation, innovative research, and better communication between scientists and the public.    

Members of great teams listen, communicate, and connect. 

Google led a research initiative on the qualities of the best teams, Project Aristotle, and concluded that the best teams are those whose members listen to one another and show sensitivity.  

In NASA 1969 Apollo 11, for example, the team had over 400,000 scientists, engineers, and technicians.  The astronauts of that mission were Whilst Neil Armstrong, Buzz Aldrin and Michael Collins. These men made it a point of visiting the laboratories where these scientists, engineers, and technician worked in order to establish the human connection with the people on whose hands they were entrusting their lives.  

The Manhattan Project, despite the controversial team’s purpose and extreme secrecy (developing an atomic bomb during WWII), is considered another of the most impactful teams in history.  It is said that communication and collaboration made it one of the most effective teams.  

Leadership and clarity are necessary to achieve greatness in a team.

The leader has a role in helping the team achieve greatness. Without effective leadership and clarity, it is very difficult for a team to achieve anything, much less greatness. Even when its members are highly talented and accomplished individuals who have enjoyed “solo recognition”, it is essential for the leader to create the right environment for high performance. Talent can be powerful in a team, but only if there is commitment to a common goal and collaboration. Where talent is abundant in the team, but self-interest guides team members actions, it is impossible to establish trust.

What undermines team success?

Research by The Ken Blanchard Companies concluded that teams fail due to a variety of reasons. Three of those conditions caught my attention:

  • lack of effective leadership and support
  • lack of clarity of purpose
  • lack of talent or training.

There are many examples of failed teams even when their members were very talented. Enron, for example, was a highly regarded company.  They violated the trust of many due to greed. They deceived over 20,000 employees who were left to face significant personal financial losses.  

Another example is the changes to the LA Lakers Basketball Team after the 2002 championship that the leadership of that organization made. Two very talented team members who enjoyed individual recognition were unable to work collaboratively. There were a number of player trades made by the organization, which essentially created a new team. The new team did not possess the qualities necessary to maintain its champion status in the season that followed. The inability to collaborate was detrimental to creating a cohesive team environment. The organization may have overestimated the value of individual talent and did not put enough attention to the other qualities required to assemble a strong team.

In conclusion, some of the most impactful teams in history attribute their success to a strong foundation of trust, respect, communication, collaboration, and a commitment to a common goal. The qualities that make a team successful are interconnected. The leader must orchestrate well the resources, talent, and the environment in order for the team’s efforts to achieve high impact. The leader has an important role in creating an environment that brings out the best of the team collectively and individually. When there is clarity of purpose and effective leadership, the team can move the organization in the right direction. 

About the Author: Lourdes Coss is a retired Chief Procurement Officer with 27 years of government procurement and transformation experience; the author of “Procurement Methods: Effective Techniques”; and an executive coach, speaker, leadership & procurement trainer, and procurement consultant

Procurement and Pandemic: Adjust, Learn, Grow

Many of us entered the public procurement profession by accident. Perhaps the variety was enough to keep you interested or you may have stayed because you were too busy to think about anything else.  Either way, it must have brought enough satisfaction that maybe five years into it you saw possibilities for growth or to positively impact the community.  

After so many years “making an impact” behind the scenes, it is was your turn to shine in one of the most difficult times in history.  At a time where the coronavirus has plagued the world, you have been present supporting those frontline workers in an effort to minimize the devastating effects that this pandemic has had in many nations.

You’ve left no stone unturned.  My compliments to you for jumping on social media, private networking sites, and getting in touch with colleagues and friends in the old fashion way in order to respond to the needs of your organization and your community. It’s good to see that front lines workers have taken notice of the role of procurement. I was talking with my daughter, who for most of her childhood didn’t quite understand what I did for a living and was pleasantly surprised when she told me about the preparedness of her institution because of the timely actions taken by procurement. I am sure that many colleagues can relate to this. So, walk proudly, procurement professional, you’ve done an amazing job.

As the world cautiously opens up and we move to what we may consider a new normal, remember to build on this public recognition to keep the coveted seat at the table past this crisis. There is value in what you do and now others recognize it.  Here is an opportunity to create a new normal with you at the table. Operating under the shadow of a different role in the organization should not be a path forward. We’ve clearly seen that extreme penny pinching resulted in the lack of preparedness. Sure, I don’t believe that anyone could have anticipated the magnitude of this crisis, but organizations that had the foresight to keep up with technology were clearly better able to pivot and respond to the situation almost seamlessly. Seize the opportunity to remove the procurement function from the shadows. You’ve shown your value and now you can build up from there. 

While you think and, most importantly, act on the opportunities that lie ahead, take time to reflect on the path forward.  Here are some thoughts  that can help you show your leadership and growth as an organization.

  • Reflect on this Experience: The experience is only valuable if you learn from it. Take time to reflect on the lessons learned. Reflect on the problems that you faced and how you were able to overcome obstacles under the circumstances to find a solution. Write down the situation and the strategy used to solve the problem. Determine why it worked so that you are able to apply the strategy to other situations in the future. Document and involve your team in putting together a crisis action plan. Include checklists, scenarios, draft procedures, and needed changes to current policy or regulations. Also, make this a growth opportunity for your team.
  • Action: Take the action necessary to prepare for the next time there is a crisis. What are the things that you wished you had in place during this pandemic that could have made it easier for you to handle the situation and solve the problems with which you were presented? If appropriate, implement any policies or strategies that will make your organization more flexible, stronger and better prepared for the next crisis.
  • Technology – Systems & Equipment: Perhaps one of the action items for certain entities is related to innovation, technology and computer equipment.  
    • Technology: Many organizations were not prepared from the technology perspective to conduct business online. This made it difficult to maintain the operation remotely, which increased the level of difficulty during the crisis. If your current work environment is not prepared to operate virtually in an emergency, consider what steps and resources are necessary to begin making progress towards that goal. When investing in new technology, it is prudent to consider the mobility aspect so that business can continue without the need to be in a specific location. A word of caution here is to void the shiny object syndrome, stay focused on the functionality that is needed.Computer Equipment: Some agencies had antiquated computer equipment that did not offer the flexibility for mobility. This made it very difficult to maintain the connectivity amongst teams and/or the rest of the organization. In some cases, employees had to use their own computer equipment, which presents other problems such as greater risk of cybersecurity attacks.
    • Systems: Systems for capturing the costs associated with the emergency is another area that some agencies will need to address. Depending on the situation, the organization may choose to rely on a series of spreadsheets, minor tweaks to existing technology, or the exploration of adequate technology that will enable agencies to capture costs real time. Having a protocol for expenditures related to a crisis is important especially when it’s time to seek reimbursement.  Developing a strategy after the crisis or perfecting the one that worked during the crisis may proof advantageous for all involved. When developing the system take into consideration risk management, but don’t overcompensate by doubling up on approvals. Think strategically and keep it simple.
  • Relationships: Evaluate how your interaction with certain individuals helped you during the crisis. Think about the things that you can do to strengthen those relationships without jeopardizing your position. Perhaps it is as simple as having their contact information handy or creating a directory of key individuals that were helpful during the crisis. It wouldn’t hurt to check in once in a while. It may be also advantageous to evaluate the networks that proved most fruitful and form a task force to evaluate how it can be improved.

This crisis situation has opened the door to opportunities for the procurement professional. The need for technology, systems and mobility is now very obvious to all. If in the past you couldn’t sell the advantages of technology capabilities, this is a chance to initiate that conversation. The need is very obvious and failure to upgrade may put the organization at a huge disadvantage. Everyone has been faced with the technology challenges at a personal and professional level. Individuals and organizations that were able to pivot to a virtual environment quickly fared better than those that were not equipped to do so.

To conclude, procurement professionals managed to stand out in what has been one of the worst crisis situations of our time. The actions taken to prepare for the new normal and for future crisis situations is up to each procurement professional and entity. Remember that this is not the last emergency or crisis situation.  Sometime in the future, you will find yourself in another, hopefully not as major as this one. The lessons that you learned during this time will help you increase your efficiency later. The extent to which action is taken to prepare and to mitigate the effect of a future crisis to the organization and the community that it serves, will depend on each person’s ability to take this experience and grow from it.  

Transformation: 3 Things You Shouldn’t Miss

True transformation is not an event, it is a journey. It may be triggered by an event or a life-changing experience that may cause a disruption to our comfortable auto pilot routine. Such a circumstance may inspire us to reflect on the road traveled thus far and consider whether we are moving in the direction of our goals and the live that we see ourselves living.    

Similarly, organizational transformation is generally triggered by an event or series of events that lead to the desire of a total overhaul of systems, processes and approach. In government, procurement is generally on the list of functions for which transformation is sought. A quick search of the number of cases where contract fraud and abuse of power have threatened public trust can help explain why procurement is often a candidate for transformation.  

There are many dimensions to transformation. Many refer to transformation from the tangible perspective, equating it process improvement and systems implementation. People and culture that are at the root of any lasting change.  A culture of continuous improvement is developed with intention and the recognition that people are at the center of every process, system, and decision in the organization.    

In my experience, there are three aspects that contribute to the overall value of transformation.  There is no denying that the visible progress is what is celebrated, but the visible progress is not feasible if these three aspects are not taken into consideration. These three things are: leadership, the reason for change at the micro level, and a culture of teamwork.

  • A good leader: The positional leader must be equipped to lead.  Poor organizational performance signals a deficiency in leadership. If employees are simply barely meeting the demands of the job, there’s not much creativity, and performance is at the autopilot level, then the leadership aspect needs to be addressed.

    The limitations on performance are generally related to the limitations of the leader. Some organizations elect to bring in a new leader before initiating transformational changes. Another option is to coach the positional leader acquire key leadership skills. With the right attitude, some professional development, and coaching the positional leader can develop the skills necessary to lead the group through the transformation process. This strategy is not a quick fix. A true leader, however, invests in his/her own growth regardless of the organization’s desire to provide the resources to facilitate training.
  • A reason for change. The leader must be aware of the team members’ “why”. Communicating the vision, the goals and even the strategy to effect changes is a good idea in helping people see the path forward. More importantly, it is essential for everyone to identify their own “why” for change. One of the reasons for this is that the values and priorities differ from person to person.  

    When individuals can filter the organization’s vision and goals through their own value system and align their goals accordingly, the effort by each individual will produce a compounding effect. Happy people are self-motivated to do and achieve their goals and/or their life’s purpose. Happy people are more productive. That productivity provides significant benefits to the organization particularly during a transformation process. This means that with goal alignment, the effort by each individual not only benefits the individual him or herself, but also the organization. 

    The leader should understand what moves each person in the group, and through that understanding, unlock the key to productivity. The leader can also strategically  create opportunities to contribute to the success of each person. Zig Ziglar’s statement “You can have everything you want if you help other people get what they want” is very fitting and so true. 

    The leader must know the people that he/she leads and help them believe that they have the capacity to achieve more. A true leader empowers, believes and helps people achieve new heights. As a result of the behavior that the leader models to the team, the leader gains their trust. It’s important for the leader to gain the trust of the people they lead.  Without trust the relationship with the leader will not develop. 
  • A team. Team is another word that people use loosely to refer to a group of people working in the same organization. Just because people work together doesn’t mean that they are a team. In his book, “The Five Dysfunctions of a Team” Patrick Lencioni indicates that trust is the foundation of a good team. Trust is at the center of every relationship. When team members can trust each other and the leader, they can tackle the toughest assignments knowing that others have their back. A good team, according to Lencioni, can work through conflicting ideas, commit to a decision, hold each other accountable, and focus on results

Trust and leadership are enabling factors for transforming the culture of an organization.  Trust is at the center of any relationship and it’s nothing different in a team.  A leader without followers is not a leader, and in order for people to follow a leader there has to be trust. The first order of business in a transformation is then a leader that can inspire trust, can help people grow, and can create a collaborative environment built on mutual respect.  

Before setting off on a transformational journey, the organization needs effective leadership, the individual goals of its members should complement those of the team, and everyone should work collaboratively towards a common vision. Only then it is possible to change the culture of an organization. Obviously, people are happier when they are in a positive and progressive culture working with individuals that they like and respect.  

To conclude, the leader has a significant role in the success of an organization’s transformation initiative. It is the leader’s responsibility to build relationships and create a culture rooted on a solid foundation of trust and respect. A transformed culture where people feel that their contribution is valued is going to continue to evolve and reach new heights. A team that feels empowered to achieve a higher level of performance while working towards their individual goals is almost unstoppable. This is the place where the leader should take the team in order to transform the culture. Add to this the necessary enabling resources and you’ll have a successful transformation.