Excellence in Sustainability Leadership

low hanging fruitSince TQM days, the EFQM has remained my go-to framework for understanding organisational approaches, practices and performance. Of the nine criteria,  Leadership has always presented a challenge to those leaders not directly engaged and driving the organisations policies and strategies:

How Leaders develop and facilitate the achievement of the vision and mission, develop values required for long term success and implement these via appropriate actions and behaviours, and are personally involved in ensuring that the organisation’s management systems are developed

In 2004, the EFQM Corporate Social Responsibility Framework  was developed, giving more definition to sustainability and social responsibility leadership.

Excellent leaders ensure the mission, vision, values and ethics of the organisation reflect a socially responsible culture which they role model and reinforce with the organisations people and relevant stakeholders

They are personally involved in ensuring the management system addresses current and future social, environmental and economic issues

Leaders ensure that any organisational change takes into account CSR and Sustainability commitments.

What do you think? Does this criteria still hold good 10 years on ?

In preparing this post, as part of our Sustainable Leadership Conversation initiative, Andrea Learned challenged me to mention a  leaders I see as demonstrating these excellence traits. A tough call, but outside of the built environment I would include Yvon Chouinard at Patagonia (See Responsible Business),  within the built environment I would include Ray Anderson at Interface. Yet in everyday construction we can see signs of such leadership, for example with those at Marks and Spencers (PlanA), Adrian Penfold at British Land (open sharing CSR ) and leaders in SME organisations, making change through real engagement, (such as Malcolm Clarke at Baxall Construction in Kent)

Who would you nominate as a sustainability leader?

Join us and discuss on the 30th July for the first sustainability leadership conversation by using and following the #SustLdrConv hashtag.

Innovation Voucher Provision

mb-m-and-c-1-blueThe Technology Strategy Board (TSB) is making Innovation Vouchers available worth up to £5000 for construction and built environment companies. Applications are due to open on the 10th of December and close on the 23rd of January 2013.

Fairsnape in association with IBE-Partnership is delighted to assist you  in preparing and submitting your application for Innovation Vouchers in the following topics that we offer as your innovation provider to improve your construction performance.

  1. Social Media – Awareness, Getting Started, Developing, Strategy and Policies, Measuring,
  2. CSR – Awareness, Developing Strategies, Integrating and aligning systems, Measuring.
  3. Sustainability (1) – Awareness, Strategy, Policies, Aligning / writing systems, Measuring
  4. Sustainability(2) – (Beyond Waste) – Awareness, circular economy, cradle to cradle thinking, healthy products innovation, measurement,
  5. Construction Carbon – Awareness, Strategies, Measuring and Improving, Application of wold class tools
  6. Benchmarking – (Beyond KPI’s) – Awareness, Strategy, Benchmarking Project, Measuring, Application of world class tools
  7. Business Strategy – (EFQM) Awareness, Improving overall and holistic strategy, facilitation, measurement
  8. Collaborative Planning / Last Planner – Awareness, Strategies, Training, Guidance, Facilitation, Application of world class tools
  9. Lean Construction Techniques – Awareness, Strategies, Training, Guidance, Facilitation, Application of world class tools
  10. Collaborative Working – Awareness, Strategy, Principles, Training, Facilitation, Preparation for BIM
  11. BIM – Awareness, Strategy, Policies, Preparation Plan, Facilitation,
  12. Customer Management– Awareness, Strategies, Training, Guidance, Facilitation, Application of world class tools
  13.  ISO14001 – Awareness, Strategy + Policies, Improving/Writing EM system + process, training, readiness for assessment
  14. ISO90001 – Awareness, Strategy + Policies, Improving/Writing QM, training, readiness for assessment system + process
  15. PAS 2030 – Awareness, Strategy + Policies, Improving/Writing Green Deal system + process, training, readiness for assessment
  16. Bidding – Awareness, Strategy, Process/Approach, Support,

mb-m-and-c-1-blueThis is a great opportunity for you to innovate and improve your effectiveness and efficiency, improve attractiveness to clients  and of course improve the bottom line at no cost to you. If you are interested in progressing further please call or get in touch to discuss.

00 44 7776 234702

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on be excellent

Around 10 or so years ago I was part of a BE (now constructing excellence) development group which produced the Be Excellent document and tool.

The premise was to increase the awareness of constructions relationship within facilities management and excellence through collaboration by mean of a self, or facilitated assessment tool.

What is Be Excellent?
Be Excellent is a simple but rigorous examination of business practice for all disciplines within the construction industry using the EFQM Business Excellence Model as the platform and take on board the important criteria for Collaborative Working, Supply Chain Management and the “design through to operational requirements” of Facilities Management.
If answered honestly and thoroughly, Be Excellent will identify those areas which an organisation needs to concentrate on to improve performance. Whether the organisation decides to make these a priority is a question of where each sits within their overall strategic plan.

During these last two weeks I have support a number of organisations with Be Excellent, so, with ‘excellence’ being on my mind,  I share my thoughts here.

I continue to use this approach as a first step analysis, helping groups or organisations understand where to put improvement energies and efforts.  It works best as a consensus approach, with a number of assessments done across the width and depth of the organisation, providing an unique and revealing assessment of approaches, deployment and results.  An assessment I refer to as a peoples view of the organisation, which is often at odds with a purely management view.

And here is a main difference between this consensus approach and the top down ISO 9001 improvement or quality models.  People want to be involved, or at least have a voice in shaping improvements, not to be forced into improvements via independent audit non conformance’s.

EFQM ( European Framework for Quality Management) arose out of the 1980/90’s TQM (Total Quality Management) ideas.  The UK construction sector at that time flirted with TQM but never really made the initiative ‘stick’, as it was just that an initiative with a shelf life, and not sustained. Indeed one of the factors that moved me away from employment with large contracting was the lack of ‘stickability’ on improvement, flitting across what was in vogue or required by any client at any one time. It was, and still remains, an add-on to business.

And yet the orginal philosophy and premise of EFQM remains strong and sound, providing an holistic view of any organisation, and in particular the connectivity between functions, approaches and processes, often revealing the weaknesses in the typical siloed organisation.  For example EFQM and Be Excellent force you to address questions such as:

  • How are you strategies, objectives and policies founded on customer intelligence and requirements, now and into the future?
  • How do you manage, recruit and develop people in line with your vision and strategies, How does leadership act as a role model?
  • How do you procure resources to deliver your strategies, are finances, knowledge and information aligned to your strategies, or are they a barrier, and
  • Do processes really translate your vision, objectives and strategies into operations or are they there to satisfy some other ‘tick’ box?

There is an scoring mechanism alongside Be Excellent , but this serves as a device to prioritise actions, and it is the action planning that is the main outcome. From these action plans facilitated workshops can drill down to the real root of issues, using for example the Toyota Five Whys approach, a main ingredient of lean construction or six sigma. Its is amazing where you get to on asking the fifth why, for example a recent exercise identified an issue of poor recognition for good work, 5 whys drilled it down further as:

  • We don’t hear about good things
  • We don’t tell people about success’s
  • We don’t like to blow our own trumpets
  • We look for wrongs not rights in reviews
  • Our lessons learnt exercises focus on negatives and not positives

A programme was then put into place to review the lessons learnt process, to capture good learning points so they can be repeated, in addition to problems to avoid.

Over the years the trends from Be Excellent have become very clear:

  • we are good at approaches, new initiatives, new management systems, achieving ISO standards and other on the wall certificates.
  • we are ok, but not so good at deployment, that is deployment of the approach is not sustained, either over time, or across an organisation, and often suffers at the whim of changing management.
  • we are poor at learning, at analysing results for trends causes, and comparisons, and then on closing the loop to improve.

Sadly, this reflects the view of Deming back in the 1950’s, that we do not close the Plan Do Check Act loop, even less so see this as a spiral, with the Act taking us to a better, more informed Plan position for the next project or time period.  Be Excellent provides the peoples view to kick start and to sustain the improvement cycle.

A copy of  Be Excellent can be downloaded from here and you if would like to discuss this topic in more detail contact us here.