With the academy awards fever at its peak during the past week and tweets on the Oscars reaching record numbers, we realize how besotted are many people, especially Filipinos, with anything Hollywood. Many among my friends woke up early just to catch the morning telecast of the awards ceremony and glimpse the celebrities and their designer outfits and also see if their favorite actors or movies won in their respective categories.
 
Hollywood is not all glamour, though, given some of the tragedies that we have read on substance abuse, relationship failures, and suicide, among others. On the other hand, there are also comeback stories such as the feature on Robert Downey Jr., who was able to conquer his drug dependency, in the May 2012 issue of Esquire where he was quoted: “People never change because they’re under threat or under duress. Never. They change because they see something that makes their life seem valuable enough to start moving toward a life worth living.”
 
I was drawn to this particular quote because I am often asked questions on managing change (cognitive, attitudinal and behavioral) in several programs I teach, but most especially in creating and motivating teams for business execution and service excellence.
 
How do we teach, train and mentor members of our team to not just know the business but to do things right, to do them well and to do them consistently? Could it be as simple as making them understand what is valuable and to make the effort toward disseminating and sharing that value, worth the journey?
 
Robert Downey Jr.’s quote on why people change hits the mark – for change efforts to succeed, people must first want to change due to a compelling reason. While some amount of external pressure might initiate the process, passion and commitment will be needed for sustainability and consistency, which is something that must be inspired intrinsically.
 
What does this mean for those of us who lead teams for implementation? How can we direct and calibrate all the different “reasons-for-being” of numerous members of our department as well as those from different departments into focusing on the bigger corporate picture?
 
While other socio-psychological issues will require a different kind of intervention, for purposes of business execution, Mansmith has a framework that puts together the five infrastructures (structure, system, people, rewards, leadership) to build team capabilities that will hopefully provide this much needed focusing on achieving business objectives while managing the many personalities and motivations involved.
 
We followed this framework in our business, first starting with defining our structure. One of the things Mansmith did to support our in-house programs was to create Connecting Mavens, Inc. (CMI), our business development team that would provide awareness and servce for business to business clients on our in-house offerings. Before CMI, our in-house clients were all repeat or referred. While that was good and almost effortless, we realized that we were also missing many other opportunities. We were too focused on our public runs and back then, our structure did not provide for additional in-house explorations.
 
On the other hand, Day 8 Business academy was created to deliver value to another target market, one that Mansmith was not reaching because of challenges in resources (both time and money) for small and medium enterprises. The same is true with the creation of Sensei Business Academy which offers courses for another set of clients with different needs.
 
After defining the structures, we set to create systems to monitor information so we could routinize processes that would enable each Mansmith training group to perform well and deliver value. It was crucial that we hire the right number of people, with the right training and the right understanding to help us achieve our corporate goals with the appropriate rewards system that encourages entrepreneurial spirit of self-motivation, initiative and consistency. Leadership ensures these are all defined and in place while aligning everyone toward the goal. Mansmith is foremost an advocacy-based training company that aims to help more people and institutions in the areas of education and youth empowerment.
 
It is important for us to always be guided by our visions for our advocacies because this is what makes our work worth doing.
 
Chiqui Escareal-Go is the CEO and Chief Service Strategist of Mansmith and Fielders, Inc.  She will be conducting the 20thDelivering Outstanding Service program on July 21-22, 2016 in Makati.  For inquiries, please email info@mansmith.netor call (02) 584-5858 or (02) 412-0034.