DL Structure Infrastructure

STRUCTURE INFRASTRUCTURE

STRUCTURE – INFRASTRUCTURE

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Structure - Infrastructure Structure, is the quantitative characteristics of the organisation.

Its focus is on four different areas: 1. The categories we can impact and influence 2. The infrastructure we can access 3. The strategies we could and should be applying 4. The benchmarks for all actions

Whilst this is a little simplistic, it’s a great starting point for this discussion.

The structure is the content we can impact.

It’s the things we have access to. The infrastructure.

IT INCLUDES (AND IS NOT LIMITED TO):  The divisions of the business  The departments within a business  The infrastructure  The physical environment  The equipment  The systems  The operations manuals  The checklists  The templates  The procedures  The policies  The plans  The best practices  The benchmarks we are striving to achieve  The Key Performance Indicators (KPI’s)

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The Four Categories The categories we can impact and influence 

The divisions of the business

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The departments within a business

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The areas of impact within a department

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The areas of impact within an operations manual

The infrastructure we can access 

The infrastructure

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The physical environment

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The equipment

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The systems

The strategies we could and should be applying 

The operations manuals



The checklists



The templates



The procedures



The policies



The plans

The benchmarks for all actions

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The best practices

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The benchmarks we are striving to achieve

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The Key Performance Indicators (KPI’s)

Infrastructure The infrastructure we can access  The infrastructure  The physical environment  The equipment  The systems The infrastructure is the actual physical environment we have available to us to do what we’re here to do.

It’s the physical resources we have available to us that allow us to carry out functions in the most effective and efficient manner possible.

It includes anything and everything to do with physical space, resources, and supplies we need.

To me, the infrastructure is the background foundation that needs to be in place so it’s never noticed.

If we notice them, it’s probably because they’ve gone wrong and there’s a problem.

Some of our infrastructure and systems:  The building  The café  Our coffee and catering supplies  Our supply chains  Computers/laptops/iPads  Electricity  Phone lines  Carpets/furniture/fittings  Computer programs  Database programs  Backup systems  Air conditioning  Stationary  Research materials  Certificates of currency and business

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Infrastructure is about having the tools we need to achieve the results we want.

It’s the resource that’s outdated and stops us reaching a client, versus the resource that’s ideal and makes reaching out to that client effortless.

It’s the computer that keeps crashing, versus the computer that runs well, is backed up and is loaded with the exact software that’s needed.

It’s the phone system which doesn’t let you transfer calls, versus the phone system which lets you transfer calls easily and fast.

As a leader, be across all of this as a platform for removing excuses and making efficiency possible.

I generally believe there are two areas of impact we can access – the systems and the people.

If the systems aren’t up to the job, our people can’t do their job.

If the systems are up to the job, then our people can get on with their job.

I generally ask: Is this a systems issue, or is this a people issue?

It’s getting clear on the impact points that are affecting results.

If the systems are great, then I can be direct with my feedback and assistance of the people, rather than bouncing around the two areas, being unsure of what to do.

I remember working for a large company at a reasonably senior level, and the leaders were complaining about declining sales.

They kept insisting it was the team leaders.

The team leaders complained they were losing people.

I asked them to tell me about the system that caused sales. They shared they had an out of date system that meant transactions took up to two hours.

Two hours for a small commission.

No wonder the teams were complaining and not doing well. No wonder people were leaving.

I shared that I was surprised more people weren’t leaving. They had to upgrade their systems to be competitive.

This is an example of leaders trying to make the problem be the team, when it wasn’t and could never be. IT failing the team was the actual problem. They didn’t want to know that, as it would cost them millions in upgrades.

It was easier to define the problem incorrectly than it was to define it correctly and deal with it.

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SHARON PEARSON Disruptive Leadership Module 2 | Structure - Infrastructure Edition 1 | Version 5 | December 16 Published by The Coaching Institute Copyright 2016 Š The Coaching Institute All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by information storage and retrieval system without permission in writing from the publisher.

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