CHANGE THE FRAME, CHANGE THE GAME! 135, 20 Oct 2024
A frame defines a picture. It also restricts the viewer, as we only view and analyse what is within the frame and get engrossed in the details. In management and leadership, it is sometimes necessary to step outside the frame and expand the boundaries of the picture, especially when the picture represents a persisting organisational problem, which is framed by prior experiences and biases of the colleagues involved. Hence, to change the game a.k.a. “CTG” (i.e., find a new solution to the old problem) we must first learn to change the frame a.k.a. “CTF” (i.e., be ready to take a new / unconventional decision). Let us explore a few situations from our work lives:
- Gaining the trust and acceptance of a team – conventionally new managers and their teams go through a ‘wait-and-watch’ phase as they assess each other, which may take months during which the organisation suffers. ??A CTF method that has worked for me is to treat everyone at par, listen to all, and not take any hasty decision. It also helps to get to know the team better outside of the workplace, by having an outbound program or sporting activity. This way, trust is established faster. ?
- Lack of motivation in a colleague – this is generally one of the toughest challenges for any leader. Conventional wisdom would call for putting the employee on a strict performance management review. But a CTF approach could reveal other underlying issues. The leader needs to look at past records, seek out opinions from former colleagues, understand if there are issues outside of work, and most importantly – have a heart-to-heart conversation with the employee. If the problem is personal, try and help the employee in any way possible. If work-related, then counselling, mentoring, change of roles, could work. ?
- Poor performance of a talented team – A conventional approach would start off doubting the calibre of the team (if they are talented, then why aren’t they performing). But a CTF approach will look at it differently – what are they missing? Direction, Resources, Self-belief? How can we provide them the necessary support to change the trajectory? Such an approach will also shift focus from individuals to the actual problem.
- Bureaucratic and risk-averse culture – by and large, conventional wisdom sets ambitious Mission and Vision targets related to risk-taking and innovation, but the controlling and review processes ensure that these are nipped in the bud itself. In a CTF approach, employees have to be encouraged to take small risks, and failures must be analysed and not be used to victimise someone. In a CTF approach, there is less need for extensive and written approvals at every stage, rather a simple framework for reference and review should be enough.
- Handling a difficult customer situation – conventionally, sales and service teams tend to run away from a problem, especially when clear answers are not available. In a CTF approach, one learns the importance of communication systematically. A customer – even an upset customer – will understand that the situation is difficult, and through the systematic communication, is assured of the people who are handling it and the effort and the work that is going into finding the solution.
- Difficult Manager / Boss – conventionally, one tends to blame the manager for being who they are or behaving the way they do. In a CTF approach, we look at ourselves as well – are we going wrong somewhere, are we understanding or communicating correctly? Talk to a few others to find out how they are handling it. In rare cases, we may be completely right. But usually, we would be equally responsible for the situation. Introspection helps!
To summarise, when we look at handling difficult situations, especially the persistent ones, it would be good to take a fresh perspective and fresh approach and Change the Frame (CTF), in order to Change the Game (CTG).
I hope you enjoyed reading this one and look forward to your feedback and thoughts as we build a conversation around this topic. Do let me know what you think!
Warmest regards, Krishnakumar.
Senior Executive at Siemens Ltd
1 周Thank you for sharing this insightful content, sir. I could deeply relate to several situations, especially when dealing with a lack of motivation in a colleague or the poor performance of a talented team. It was inspiring to see how these kind of challenges were effectively handled through CTF by Neelesh Kirange and Amol Hawaldar. A great reminder of the importance of changing perspectives to find innovative solutions.
Consultant | Retired from Siemens
3 周KK, this article is a fantastic exploration of how shifting perspectives can truly drive transformation within organizations. Your insights on reframing challenges, especially with practical examples, provide such a relatable and refreshing approach to leadership and problem-solving.
Head of Sales Excellence - Energy at Siemens Energy
1 个月Good article good Analysis KK
Aspiring Global Chief Excellence Officer Blended with Sprituality| My views are personal, shaped by over 36 years of life experience| Follower of Radha Swami SantMat
1 个月Just to add...You being a leader and playing crucial management roles considered stepping out the conventional boundaries to make CTF, CTG is required for these roles. I have been in technical roles for so long and feel the same for addressing recurring technical issues and generating technology disruptive ideas..CTF ..CTG. I enjoyed reading as always!