Jim Jose - Strategies for Effective Organizations

Organizational effectiveness, change management process strategy, organizational assessment of leadership style, organizational culture assessment, change management, leadership development plan, transition and culture change management, business ethics

Developing Leaders and Creating Accountability in an Accounting Department
"I was a newly appointed department manager who acquired a dysfunctional work group with poor performers who had been ignored for years. Jim Jose turned us around with his no-nonsense, tell-it-like-it-is, down-to-earth focus on business objectives.”
Accounting Manager
Situation
	An energy company with 2500 employees and a 24-person accounting department appointed a new Accounting Manager following a corporate reorganization. The new manager inherited a department with a tradition of ineffective management. Supervisors and employees lacked performance management expectations and individual accountabilities, individual growth and development plans, shared understanding of Mission and Core Values, and a clear Vision.
	Competing cliques were evident, one of which was determined to undermine the effectiveness of the new manager because one of the clique members thought she should have been promoted to the manager position. This clique had a long-standing presence in the department and was one of the three core factors inhibiting any attempt at a team-based work environment.
	A second factor was that several poor performers were permitted to remain in place despite the organization moving beyond their level of competence years ago.
	Finally, there was a lack of operational coordination with the result that the various accounting sections functioned as silos, each marching to their own drummer.
Need Identification and Agreement
	The Accounting Manager participated in leadership development training for senior managers being conducted by Jim Jose. Following this training, the Accounting Manager sought out Jim for specific assistance with the accounting department.
	An initial meeting between Jim and the new manager resulted in the following desired outcomes:
		Establishment of leadership and management presence, including clear performance expectations, and clear understanding of department mission, functional responsibilities and future direction.
		Team-based work environment.
		Competent, enthusiastic, productive group of employees who want to be part of a highly regarded department and are willing to contribute their very best gifts to achieving that end.
The Strategy A multi-faceted organizational effectiveness plan was developed and implemented, including:
	Jim conducted an organizational assessment that included individual, confidential interviews with each employee
	Jim and the new manager initiated and supported individual work teams charged with producing a draft strategic plan that included a mission, core values, vision and operating priorities.
	Jim provided intensive leadership coaching and mentoring to the new manager.
	The Accounting Manager interfaced closely with direct reports on all facets of performance management, and individual employee, section and department-wide dimensions.
The Solution
	Development of a clear management presence in the department.
	Realignment of the employees with the core functions of the department.
	Establishment of performance management expectations and standards for the department, each section and each individual, including development plans for each employee.
	Poor performers placed on short-term performance improvement plans and terminated if they failed to perform up to standard.
	Divisive clique members placed on performance improvement plans and terminated if they failed to perform up to standard.
	Initiation of a team-based work environment.
	Competent, effective employees who got on board the new train rewarded, including promotion of deserving employees to section lead positions and initiation of a performance recognition reward program.
	Realignment of the management structure to include a second-in-command position.
Time and Cost Initial assessment and foundation work:
	Two weeks
	Project cost $21,000
Ongoing coaching and follow up
	Two four-day sessions semi-annually
	Project cost $16,000
Results According to Jim
	Manager in place who clearly accepts accountability for the effectiveness of the department and each individual therein.
	A second-in-command supervisor who effectively coordinates and integrates the diverse functions of the department and holds each section lead accountable.
	Performance management expectations, with development plans, are in effect for each individual employee, each section and the department as a whole.
	A strategic plan is in place that clearly identifies the Mission, Core Values and Vision of the accounting function and the department, and is tied to the corporate Mission and Vision.
	Poor performers have left the department
	Cliques have been broken up and all members of the primary divisive clique have been terminated for cause.
	The new manager has the confidence of the executive team and her immediate executive supervising VP and they have provided the needed human and financial resources to enable her to achieve her performance management goals.
	The department now has an enhanced ability to provide effective service to other departments of the company, resulting in fewer complaints and greater acceptance of the accounting department as a business partner.
In the Client's Words "Jim Jose held us accountable to face our issues and change. This accountability, combined with his persistent and highly effective leadership coaching of me and my direct reports, had a significant impact during very rough times. He actually restored my confidence in myself. Thanks to his coaching and our improved performance under his leadership, we actually were permitted to add staff during very tight budget times.” “Jim is very good at establishing rapport and credibility quickly with employees and managers alike. Everyone trusts Jim. He is coming back on a regular basis, twice a year, for our check up.”
The results of Jim's efforts included:
	Significant improvement in employee morale.
	We progressed from a dysfunctional group to a highly productive team.
	We have a strategic plan with clearly defined Mission, Vision, Business Strategies and Deliverables with Accountabilities.
	Leaders at every level in the department learned how to lead people effectively and gained self-confidence under Jim's leadership and very patient coaching. This has been one of the most significant keys to our current operational success."