I have worked at different authorities, some seen as the best in the country and others viewed as “failing”. These measures were far from perfect, failing sometimes meant failing to follow the maxim of the government of the day.
Nearly all of the staff in the failing authorities were every bit as good as those in the excellent ones. But I saw three key differences:
Firstly, the excellent authorities identified and then focussed on priorities – the staff actually worked fewer hours. In failing organisations everything is a priority and people rush from one task to another. Long working days are common.
Second – there was an emphasis on basic management at all levels. This included delegating and succession planning, helping individuals learn and develop, challenging priorities and looking at blockages and timetables. In weaker authorities managers were able to get away with the excuse they were “too busy to manage”.
Finally – investment in systems, both IT and other. When I first arrived at Oxford I found staff who were hampered by systems that didn’t work properly. I still see front-line staff in different organisations trying to deliver a good service whilst juggling faulty bits of equipment.
The key is the difference between efficiency (doing things well) and effectiveness (doing the right things).
One of the books that really impressed me is by Richard Koch (link via Amazon below). He argues about 20% of work undertaken within organisations is of real importance, the rest is largely wasted effort. I can see that in some of the tasks I’ve been asked to take on over the years. Reports read once and then discarded, initiatives that were seen as important but which duplicated other work, long management meetings when decisions had already been taken… and so on.
Effective people and organisations are ones who focus on what they are good at, and know what is really a priority. The key is to really think hard about what will make a difference in two/five/ten years time.
markluntley 