Senthiyl S S G
Director, Arbinger Singapore/Malaysia
“It’s not good enough to tell people to do their best for others and to simply achieve results. It’s the obligation of the leaders and organization to provide a framework, a structure that enables them to do so.”
I regularly work with clients who are committed to transforming their organizations and to taking performance to a new level. As an Arbinger facilitator, part of this process involves reviewing with each organization how they have defined their results. Without fail, this initial assessment makes obvious to most leaders the extent to which their definition of results is the biggest obstacle to better performance and collaboration. As their biggest obstacle, it is also their biggest opportunity to improve results. I then work to help them redefine those results in a way that invites and supports collaborative practices.
When we propose a comprehensive review and revamp of an organization’s outcomes based on Arbinger’s outside-inside-out model, many worry that creating buy-in to challenge the way organizational, department, team and individual outcomes are currently defined will be almost insurmountable. However, after rethinking the organizational, departmental, team, and individual outcomes we see a significant shift happen within the organization’s culture and their ability to significantly improve results.
One such organization is a NGO that has over 100 centers across India engaged in identifying individuals with few educational qualifications. This organization then helps those individuals identify a suitable career choice and provides the necessary training to find meaningful employment and a decent livelihood.
When this organization began to reframe their work using the Arbinger process, they had 600 – 700 trainees across the country—too little to justify their infrastructure—and cost per student was extremely high. Attracting trainees to the program was a constant challenge, compounded by the fact that most departments and individuals were working in silos.
The Results of Collaboration in Action
Over a period of two months, the leadership, following the lead of a determined and self-reflective CEO, began to reframe their work by redefining outcomes throughout the entire organization. Silos dissolved as each individual and department carefully addressed the various ways they have made it difficult for their coworkers to succeed. As this culture became more pervasive, accountability structures were rethought and holding oneself accountable became easier and more natural.
Six months into their journey, this organization increased their trainee numbers to nearly 3,000, costs per participant decreased by more than 60%, trainee satisfaction levels shot up, retention improved, and employees who had previously left the organization have returned.
This is not a case in isolation. It is an illustration of what an organization can achieve by redefining their outcomes and reframing their work in a manner that enables collaboration.
Learn more about bringing Arbinger into your organization here.