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Blog 13: Encouragement as a style to get more out of teams
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Blog 13: Encouragement as a style to get more out of teams

The chain conversation is going and the chain team can clearly indicate where things can be improved. However, lately the improvement points have been turning into complaints more often. The chain team keeps running into the same obstacles and doesn’t feel like they have any influence on them. When the chain team comes up with the same obstacles for the third time, the chain owner changes tactics. The chain owner asks: “Is it always like this, or are there also moments when things do work out?” “Yes, there are a few,” they respond. “And have you seen examples from colleagues that had a positive effect?” “Yes, there are some,” they answer. “And what can we learn from them? What insights can they give us so that we can make positive exceptions the new rule?”

As the iPM approach now has the structure in place (customer chains, KPIs, and meeting structure) and the performance dialogues are running, the emphasis is increasingly on style. In practice, it is repeatedly shown that encouragement works. In the above example, the chain owner gives the team the feeling that they are competent and therefore they will take ownership again. This is purely achieved by asking appreciative questions.

Encouragement is about an appreciative attitude, a way of looking at the world and yourself, and interacting with your environment. We call this “putting on your green glasses.” It’s the willingness to empathize with others. An attitude of admiration, curiosity, and respect for what others can and want to do. This has a positive effect that leads to greater self-awareness, trust, and connection. It’s a driving force for innovation and encourages the use of strength to achieve strategies, ambitions, and dreams.

Practice shows again: encouragement works.

Peter Geelen

Why would you encourage more? It is well known that appreciative communication leads to strengthening intrinsic motivation and therefore the will to do something. What gets attention, grows. Expressing what you wish for is much clearer than expressing what you do not wish for, but it is not always easy. Encouraging has multiple positive effects and provides direction, energy, and more clarity.

The art of encouraging is tapping into people’s source of motivation. Then asking them to reflect on their contribution to the whole. This creates solutions that are more widely accepted. And it becomes easier to change. Because people who feel valued are more open to the new.

The seven pillars for a culture of encouragement

In our iPM programs, encouragement takes a very prominent place. It is not only the style in which we conduct performance dialogues, but also the way in which we shape the transition to chain management / iPM and guide organizations through it. To make encouragement an accepted part of the culture in an organization, we build a culture of encouragement on seven pillars. Here are these 7 pillars for you.

  1. Work from shared goals and dreams.
  2. Formulate clear ground rules.
  3. Encourage ownership.
  4. Develop talents.
  5. Focus on progression.
  6. Value what goes well.
  7. Continue continuous learning.

With this blog, we have discussed all the aspects that an organization can go through to be successful with iPM – the method for a successful implementation of your strategy. iPM provides connecting KPIs that stimulate collaboration in the chain. It sets up your meeting structure in such a way that departments pursue the same goal together and gets the most out of your employees and teams with encouragement. With the right steps and tools, we ensure a way of working that sticks. Try it yourself and get started with us!

The iPM implementation approach

In the coming weeks, we would like to take you through the questions and changes we encounter in practice during the implementation of iPM at our clients. Want to learn more about how to drive KPIs at different levels of the organization? Read about it in our next blog.

Introduction of iPM

  1. From planning & control to iPM
  2. Ready for take-off
  3. Setting the right targets
  4. Which customer chains does my organisation have?
  5. Division of roles: hierarchy versus chain
  6. Tactics of the chain in focus
  7. Customer journey versus customer chains
  8. How to determine the right KPIs
  9. Getting your KPIs right in 10 days
  10. Consultation structure in iPM organisation
  11. Effective performance dialogue and the usefulness of BRV
  12. Leader and team development
  13. Encouragement as a style to get more out of teams
  14. iPM in complex organizations
  15. Tips for implementation

Curious? Get in touch with us!

We outline what we often see in the traditionally driven organization and outline what that looks like when you apply iPM. Want to know more about healthy performance management? We lard that with situations and examples we find in practice. Contact us and we will help your organization move forward!

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