This page contains a Flash digital edition of a book.

added “when I started I was qualified, passionate and driven to delight customers, but I quickly became aware that, that was not what was required. All management wanted was you to confirm to the rules, and procedures, stand on point x, until they tell you its okay to move. My energy quickly left. Now I just turn-up and wait to be told what to do”. This here is why management in its whole sense must be removed. Management is about Power, Money and Status. There are no other reasons for you to want to become a manager. Now this is where most managers get really angry, and provide all sorts of reason why this is incorrect, and give alternative reasons for becoming a manager such as it allows the freedom to make a difference at work. But that’s still about Power.

Some manager would argue that their staff get more money, but this involves the staff working overtime and long hours. Then others say it’s not about the status, so we get managers to remove the shirt and ties, dress the same as frontline workers and get paid the same rate. True democracy only happens when frontline staff are able to vote in the ‘manager’ and then if they are not helping deliver added value to the service, vote them out. Indeed by being on the same rate as frontline workers, what happens is the really good, respected, trusted leaders step forward. We are already then increasing our agility to serve customers, clients and staff. To question the managerial practice of the traditional ‘command and control process’ and consider alternative approaches is of course difficult and challenging in any industry and no guarantee of success. However, the analogy we often use at DNA is that of ‘flocking birds. Flocks of birds are operating in a complex, adaptive system, in which there is not one pair of eyes, the manager looking at the prey or competition, and searching for food, but a thousand pairs of eyes, all the employees in the organisation each searching for the competition and customers.

The theory of Simplexity thinking is not just for the small

private sector companies, but large multi-national companies and ….yes wait for it….Health and Fitness Companies. I have been working with one for over a year, changing the managers to leaders and removing the notion of traditional ‘management’ from throughout the organisation. Quality has risen by 40% according to clients, Happiness by 60%, bottom-line by 23%. Remarkable stats considering staff costs decreased and savings increased in the same period 2013/14. I have stated for several years now that all the simple things have been done in most Business Schools, business theory and consultancy and only the ‘messy’ things are left. But it’s the messy things that matter.

It’s the messy things which

make the difference to sustainable leadership and innovation in the Service Sectors. What I seek is thinking around a simple architecture for seeing and understanding how

natural, human systems such as people and organisations operate while recognising system uncertainty. It helps ‘leaders’ understand that the behaviour of the people within the organisation and their interactions influences the design and direction of the whole organisation.

How many times have we seen strategies fail in implementation? How many more times do we have to experience the alterations and failure of plans in a new Fitness Complex before we are able to understand that it is messy, simply because people are messy, and most things we do in Health and Fitness involve people. It’s about time we understood the rules of the ‘people game’. I feel strongly that organisations are human, not mechanistic systems in which the parts can be replaced like cogs in a machine and still operate. It’s an adaptive system which is not controllable in the traditional managerial mind-set, indeed the more measures, procedures and rules that are created by managers the less effective the organisation becomes, the opposite to what is commonly believed. We only have to look at the ‘efficiency’ target setting by the NHS or police force to realise that whilst targets have been met, doctors’ morale is still at an all-time low and the absenteeism of the police is at an all-time high. Managerial meddling is bringing industry and public services to their knees by a desire to control, plan and limit the interaction of staff. It’s always anathema to me that we believe in democracy in all areas of our life, except the workplace and this needs to change. I strongly suggest that managers get in the way of staff that would have the capability to satisfy customers if only they are supported via a system of trust, freedom and empowerment, true empowerment not the delegation with small bells on it. Managers simply get in the way of this at present in most organisations including the sport and recreation industry.

Fitness managers (or should I say Leaders) should empower staff and health professionals to make things happen – particularly to ‘delight’ the customer within the boundaries of budgets. Staff and front line workers should be trusted – as adults. We live in a democratic society outside of work, why do we have to be answerable to those above in the workplace who are not democratically elected. Why aren’t we trusted to make the right decisions in line with the organisations’ agreed values?

Innovation, creativity, passion and adaptability are key

to the leisure and health services industry becoming a sustainable organisation and economic contributor with a true appreciation of the talent within.

In the next of the Business Doctor series Dr Paul Thomas will explain why he believes the need to remove the managers is now more important than ever.

Dr Paul Thomas Director & Founder of DNA Definitive, Chair of the Chartered Institute of Managers (Wales), Leadership Fellow, BBC Business Documentary and High Performance Coach. Paul is in Global demand and is helping change the world of Business and Leadership thinking through real, human- focus change. body LIFE 2 I 2015 I 31

Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66  |  Page 67  |  Page 68  |  Page 69  |  Page 70  |  Page 71  |  Page 72