28March-2025-spotlight | Heartandmindmanagement

constant cooperation / balancing act with others

30-07-2025

Beeing a leader or a coworker is a constant cooperation / balancing act with others

In my experience one of the more important areas to address is the balance between feeling and logic,

in my vocabulary Heart and Mind

Heart and Mind Management provides Assessment, Coaching, Training, Workshops supporting in management and organisation effectiveness

We updated the homepage on 30-07-2025

https://www.heartandmindmanagement.com

I have recorded spoken presentations on the following subjects and launched them, and also updated the homepage

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Organisational Design 2025-07-10

Organisational Design is a step by step method identifying disfunctional aspects in the workflow, processes, structures and systems, adjusting them to fit present business reality

1.Define Strategy and Objectives

2.Assess the Current State

3.Identify Gaps and Challenges

4.Design the Future State

5.Develop a Change Plan

6.Implement the New Design

7.Monitor and Adapt

Economical profitability.

Organisations that do not continuously adapt, often suffer from:

- Inefficient workflows with steps that don’t contribute to the end result

- Time spent doing what the routine tells you to do without thinking what
needs to be done

- Fragmented work with little focus on the overall benefits

- Lack of customer knowledge and focus

- Silo mentality and conflicts between persons and organisations

- Lack of ownership (”That is not my job”)

- Cover up activities and blaming others rather then solving problems

- Delays in the decision making

- Persons lacking information or authority to solve problems when they
occure

- Leadership acting as firefighters taking responsibility to solve specific
problems

- Extra time spent to manage actions

- Supporting system poorly defined and supporting wrong behaviours

- Mistrust between Leadeship and co-workers

The following needs to be clarified in the New organisation:

- Define basic organisation principles (will the organisation be based on
functions, processes, customer types, technique, location etc.)

- Make the core processes effective (the ones resulting in cash in and/or
delivery to customer)

- Document and standardise processes and procedures

- Focus on the core business and organise around this. (What
competences are needed to perform this.)

- Define tasks, functions and skills and how they are measured. Who is
responsible?

- Establish what layout and what equipment is needed by all in the
organisation

- Identify needed support functions (finance, sales, HR …..) and the
location of these functions

- Define the support structure giving strategic, coordinational and
operational support

- Improve coordination of development system (Employment, Education,
Compensation, Information excange, Target setting ……)

The target is to keep an effective organisation effective and well ”oiled” despite the fact that the surrounding changes

Resource Flexibility 2025-07-14

Flexibility means an ability by persons, machines and organisations to adapt to changed conditions for the business

When I talk of Resource Flexibility, I concentrate on persons, machines and organisations and how they are used in a situation where there is a need of Resources somewhere else in the Company – a type of balancing resource allocation.

1.Understand Demand Variability

2.Cross-Train Teams

3. Implement Agile Resource Planning

4.Build a Flexible Workforce

5.Create Modular Processes and Tools

6.Encourage an Adaptability Culture

7.Monitor and Reassess

Flexibility has the later years been in fashion, put on a pedestal – something holy

I want to point out that experts are needed for efficiency – the problem is that there are not unlimited amount of experts

Flexibility is good but if everyone does everything, no-one does it well and there will be less work satisfaction by the coworkers. The risk is that the whole organisation will be miserable.

When analysing the efficiency, the set time when changing tasks is waste i.e. Working time without outcome e.g.:

- Preparing the working place for the new task

- The use of someone in a different roll takes education and causes
stress

- It could influence the motivation of the workforce

When using flexibility make sure to be convinced that the benefits are bigger than the disadvantages

Are there things that can be done to limit the negative sides?

- Talk with your team in advance to prepare them for the possibility of
using flexibility

- Educate in advance to make them prepared

- Promote the ones open to flexibility

- Try to understand that the ones not open to flexibility, feel that way.

- Can anything be done to change their minds

The target is to use all your resources in the most efficient way.

Cross Functional Work 21-07-2025

Cross-functional work refers to collaboration among people from different departments, disciplines, or areas of expertise within an organization to achieve a common goal, using all the knowledge, skills, and perspectives that each person brings

1.Define a Clear, Shared Objective

2.Assemble the Right Team

3.Clarify Roles and Responsibilities

4.Build Mutual Understanding

5.Promote Open Communication

6.Align on Decision-Making

7.Incourage Trust and Psychological Safety

8.Measure and Reflect

Communication in a project is complex

One needs to understand all organisations and their:

- Priorities

- Targets

- Motivation

Within an organisation we tend to work with the same time
perspective, which is not true between organisations

E.g. Product Developent typically work with new Products that take years to develop. In Production you produce and things need to happen now or you fail to produce.