People asked me why the Fundamentals?

We have designed our programs to focus on the fundamentals. Some people asked us as why we prioritize these fundamentals? Allow me to explain the reason behind this.

My collaborative partners and I have held leadership roles for decades. During our tenure, we have witnessed the firsthand challenges organizations face in effective communication and execution of strategies across different levels. We can’t deny that an organization’s hierarchical structure often creates communication gaps, hindering employees’ understanding of organizional objectives and their role in achieving them. Many people will challenge me that this is a known problem. Yes, I agree but can we do anything to help this situation? We can’t entirely but we strive to minimize it.

Recently, a notable example caught my attention – a pharmaceutical giant opting to eliminate its mid-management layers in pursuit of quicker decision-making. The rationale behind this move is to empower employees to take ownership of their tasks without layers of bureaucratic oversights. The CEO believes that employees will no longer have to explain themselves to their managers. This will empower them to “figure it out” and eventually be self-organized. CEO Bill Anderson addressed in in his interview by Business Insider, who stressed that there are too many layers, with low-level employees reporting to managers, managers reporting to managers, and so on, all the way to the top of the chain. He further elaborated that the organization hired highly educated employees and trained them, but they were placed in an bureaucracy environment with eight layers of hierarchical rules and procedures.

What’s the impact?

Many organizations invested in training programs for their employees, only to find that the knowledge gained isn’t effectively applied in the workplace. Junior employees may struggle to relate workshop learnings to real-world scenarios due to a lack of understanding of the organization’s overarching ecosystem. Conversely, managers, trained to oversee broader issues, may find it challenging to communicate these concepts effectively downward.

This is reality. Many young and low-level talents were send for training, and by the time they return to their desk, the skills and knowledge gained from the three days workshop contain in them. On the other hand, the managers wanted them to related and apply the knowledge from the training they received. However, along the way, managers unable to have them apply the learnings into the environment. Generally, leaders and managers are trained to apply “helicopter views in their management” so that they are able to manage larger issues instead of the small ones. But on the other hand, the junior employees unable to grasp the situation as they were not trained on the fundamental overview of the organization entire ecosystem and how to apply them to the business hence they find it challenging to communicate these concepts effectively downward.

There was once I had some financial situation and walked to the finance office in hope to resolve them. However, I was passed from one desk to another. Apparently, they operate on silo model which only work specific tasks. Hence, I had to speak with multiple finance personnel to fully understand my situation. It would have been helpful if at least one of them could have explained the entire financial ecosystem, making it easier for non-financial individuals to communicate with them. I doubt it is about a lack of cooperation as I know them, but I do believe the have lack of empowerment and further with understanding as how a situation can impact the entire organization and its ecosystem.

What’s Next?

We need to recognize the evolving landscape of the workforce, particularly with the rise of Gen Z, which is crucial in today’s environment. This generation, shaped by the digital age, approaches work differently, viewing technology not just as a tool but as an extension of themselves. Their diverse mindset and broad horizons bring new perspectives to the table, but they require a work environment that enables their unique capabilities according to PWC report on “how prepared are employers for generation Z.

Generally, Gen Z invididuals enter the workforce with some level of education or training in the chosen field or profession. However, the challenges often lies in translating that theoritical knowledge into practical application within the specific context of their organization. While they may posses the technical skills necessary for their roles, the may have lack of understanding of how their reponsibilities fit into the broader organizational ecosystem and how to navigate the complexity of workplace dynamics effectively. They can’t comprehend hence they need continuous guidance.

Futhermore, their education may not fully prepare them for the nuances of real-world scenarios or the dynamic nature of modern workplaces. Therefore, there is often a need for ongoing development and support to help Gen Z employees and aspiring leaders to bridge the gap between the theory and practices, thus enabling them to contribute meaningfully to their organizations’ success.

So, what’s next?

Recognizing the changing workforce landscape, particularly with the arrival of the new generation, we have developed programs aimed at helping these aspiring individuals understand their roles and responsibilities and how to integrate themselves into the organization ecosystem. Our goal is to enable them to be proactive in the organization, thereby assisting leaders in advancing their strategic roles, whether in leadership positions or not. Both leaders and employees play critical roles in ensuring information flows efficiently and effectively in both directions. However, neither party should assume that they fully comprehend the organization’s concept and practice as they enter the new environment. Furthermore, graduates already have the hard skills knowledge, but they must integrate into the organization and business ecosystem.

As we navigate the complexities in this current modern organizations, let us embrace a collaborative approach to leadership. Empower us to guide your journey, as we work together to communicate the fundamentals to help them navigating their roles in the organization. Together, we can transcend the barriers of hierarchy and create a culture of transparency, agility, and innovation. Let’s bridge the gap and pave the way to a brighter future.

Written by Elsie