Maggie Atkinson Consulting Ltd

Change management in a challenging world


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work-work, busy-busy,chop-chop, bang-bang

Posted on January 16, 2017 at 6:45 AM
This business having just turned 6 months old it appears it's breaking even, much to my surprise. I'm also breaking rules I'd once thought experience had taught me to obey. I wonder when I decided that winding-down time at the end of a long day or a longer week was unnecessary.... When I stopped needing to switch off the machine and gaze at the weather through the window, or even to get out into it, foul as it may be in January. ..... When I stopped needing to allow time for travelling and finding the venue, between the assignment ending this evening at one end of the country and the one starting at breakfast time tomorrow 200 miles away. It fascinates and yet concerns me that, having stepped away from massive senior local government officer responsibilities some years back, and then eventually after five absorbing and successful years also stepping down as Children's Commissioner, I have not yet learned to be a bit less "never off-duty." Part of the cause must be down to my personality. It has been described to me as "a little bit driven, Maggie ......" more than once - or, to quote a piece of teacher training feedback many moons ago, "She was all right if you like laughing. But she was too b****y enthusiastic." And then it dawned on me. I am my own diary planner, organiser and PA. Nobody answers the phone and says "she's busy that day." Nobody says "did you take all your leave?" If there's a gatekeeper and energy minder, it's me. I became all those things during the year I recently spent as a busy Director with iMPOWER Consulting Ltd. But in an on-site team there, somebody would always say "shall we break and get lunch?" or "I don't know about you, but I could do with a walk around" or "That was a really long day, if we've covered the bases let's all come back fresh tomorrow." In the same way as in my consultancy now, there were ways of creating time as part of the rhythm of the work: to step aside from the bustle and do some hard thinking that would eventually crystallise into ideas to help a client move on. This "loneliness of the long distance thinker" stuff was then brought back into that team. However small it was, whatever else the people in it were doing, we planned in time to help each other to answer key, nitty gritty questions: "what's really going on here and why? what do the people here think is happening? where's the match? how do we advise them?" These questions are at the heart of any organisation, whatever its readiness to change. Though there's nobody saying such things to me now, in fact I carry a virtual team and their voices and questions around with me. Travelling those 200 miles between today's and tomorrow's clients, having constructed my diary so I have no leeway, I process what's been said and what people have avoided saying, moving my thinking on. It makes me readier for the next time I'm there. It's always about the journey - real or metaphorical - and the story. So: What am I concluding is needed by a client, compared and contrasted with what those working there think they need? Do they all think the same? Which wise people have I worked with before, who would put questions differently, see things I don't, suggest new ways of thinking to me and the client? What outcomes are we working towards? What further work is needed to make them likelier to come to fruition? Where are the bear traps and how can they be avoided? Such processing is vital if I'm not to be a hindrance to people with challenges to overcome who need additional thinking capacity from an external mind to help them get there. When I practise what I'm preaching and stop to think I realise this is how I have always operated: probing, questioning, reflecting back to those I'm working with, finding means to cut through organisational culture which can so often be characterised as, to quote an old children's TV character, "work-work, busy-busy, chop-chop, bang-bang." That act of cutting through lets us get to what needs attention. It can lead to framing the change that's needed. More than ever in my long career, the people I'm now meeting who are seeking my advice can do one thing or the other. EITHER they can be driven, busier than ever and indeed sometimes busy beyond enduring, striving to stretch thinner resources to cover gaps they would previously never have believed could appear in services they provide out of a deeply held vocation, a commitment to serve. OR they can take time aside to do the necessary thinking and change-shaping, finding out and testing what could be done differently, using what, persuading service users and staff of the need for change exactly how, when, to what purpose. They cannot do both at once. In these times, how the nation has responded to a NHS crisis many could see coming is interesting, however much it hurts to watch it unfold. It seems we are ever less prepared to say yes to a political discourse driven by "quick: you lot over there: it's broken, just fix it" mantras, given it wasn't the people doing the work who broke what needs fixing. There is push-back. There is hard evidence. There is challenge put forward not only by the staff being shouted at, but we others. The issue in the "what's really going on?" space is key here. The chances are slim that people who know what they are talking about can answer that question whilst also juggling life and limb, survive or fail, be solvent or go bust challenges. And so the work-work busy-busy chop-chop bang-bang noise and fury, the baying from the political sidelines by people who made it happen but won't pick up the pieces, face us all in the new year. But here's a glimmer of light. It feels, from what I read as I scan and think, as if 2017 could be the year when the do-ers push back against the shouters. I hope so. And I hope that those of who seek to help can encourage them to find both their voices, and a strong hand to turn off the shouty machine so they can plan for positive change.

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Ah, to live in interesting times!

I'm sure that, like me, for many contacts and colleagues, working days are running in anything but the usual order, anything but the usual way. For me, business has stopped for the time being, all bar finishing off some vital tasks to conclude a great assignment with a client whose people gave, gave and gave again as I worked to help them problem solve and solution find. I am still adjusting to the fact that, the diary being on hold (not closed!) there is, for the first time in my working life, no rush.  No urgency in getting that domestic business done around my business and the people who seek to use it. I can take my time in the kitchen and the garden, at the piano or in my permitted outside exercise a day.  This is not my style, and it makes me a bit jumpy.  It's a struggle to believe it, let alone let my clock run slower than usual.  For former colleague DCSs and their staff and partners, whilst some of the everyday clutter might have set itself aside, their days are very full, their sleeves rolled up and their heroic efforts focused on ensuring the people they serve are as safe as possible, for as long as possible, with as much dignity and support as can be afforded them. I salute them, as ever.  I do remember what single community crises were like when I did the job.  But then there was simply nothing of the scale, or the likely longevity, of the current massive challenge facing them, and society, right now.   


This period of enforced introspection has got me thinking, mostly in the researcher part of my brain.  What I see on a daily basis is that, beyond the muppets who don't think Covid19 is serious or could affect them and won't modify their conduct beyond getting mad and behaving badly, thousands of people are just doing good. Volunteering, offering simple help like dropping off shopping on a neighbour's doorstep, going a LOT further and putting themselves on the line, offering free online support to parents whose children are not at school so everybody may be feeling the strain.  The observer in me is starting to hatch some ideas that would bear scrutiny when this is all over.  Here are some research questions you might help me think about!


Will the economy recover? Or will we have to grow to being, by necessity, a more socially aware nation that seeks out and supports our strugglers rather than blaming them for their own situations then getting on with our own lives?  What will a national workforce look like when we are through the other side?  Will we stay connected, or are we likelier to go back to being frantic, self-absorbed, as our pre-crisis behaviour tended to make us?  Will the memory of when people pulled together, stayed local, formed bonds via Zoom or Skype or WhatsApp linger?  Will we mark when we realised that "We don't need that meeting" was an actual thing?  When people found both altruism and skills they didn't know they had?  When all this is over, can we harness citizen research as well as that done in academia to explore the phenomena we are witnessing as people turn towards others as well as addressing their own concerns?  Or does it take a serious crisis, another Covid19, to make us step into a shared mental and emotional space and capture what it teaches us rather than staying in our own, meaning we will forget? I'm working on some approaches to research bodies on all this, given this is a truly remarkable, as well as a sad, scary, deeply unsettling and uncertain - an "interesting" - time.


If you would like to co-explore what I ruminated on above, or if like me you are watching fascinated as people stop buying what they don't need and concentrate on what they and others do need? Together?  Please get in touch!  


And in the meantime? Stay safe.  Good luck. And if you are in an organisation that's keeping us all going, thank you.

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