CHANGE can be mandated and led by senior management, but real and long-lasting change in behaviour can only come from the bottom up - from the staff themselves - on a voluntary basis. Staff, however, first need to be aware of the need to change before deciding whether to embrace it. It's no good to simply tell people that they need to change - you must lead them to recognise the need for themselves.
Unfortunately corporate programs are often perceived as simply Big Brother in action - consisting of management and academic jargon or simply representing the assumptions of those far removed from where the 'real' work is actually done.
One way to correct this situation is to have first-level managers, supervisors, and team leaders play a crucial role as two-way communicators and translators. Have them bring the top level strategic message and make it relevant to their local work group. In turn these managers can take 'front line' experiences and reactions from their teams back up the line.
If you are fortunate, you will have had the experience at some time in your career of a great first-level leader who was neither 'a management patsy' nor 'one of the boys.' Instead, they were able to get the balance right - and they were engaging and inspiring. Unfortunately many of you will also have had the experience of a well-meaning, intelligent and diligent team leader who nevertheless just could not inspire his or her troops with streams of 'management speak' and monotonus staff meetings. This is where valueballs can play a vital role.
Valueballs have been developed to equip this first tier of management with an innovative way to involve their staff one-on-one and in teams by encouraging them to look at themselves, interact with each other and identify opportunities to add value to their daily work practice. All without heavy or high-handed intervention.
Valueballs ... welcome to a new way to improve performance.
