Today we are with Organizational Strategist and performance Consultant Sid Ridgley. Sid has provided advice, facilitation and strategy development in the areas of people development, organization growth, and customer loyalty for over 30 years in both the public and private sector spaces.
His contribution to the public sector is to work with the political and administrative leaders in finding new opportunities to enhance service, build better relationships and create a collaborative working environment. In the end, it is a supported and engaged workforce that leads to better outcomes and a healthy work environment and this is what he strives to help create.
In our conversation Sid shares his perspectives on trust and credibility. We need both to thrive and it is in this space that conflict can emerge as disagreement in challenging times. Solutions can be found from disagreement, whereas conflict creates paralysis and less than ideal decision outcomes.
We then talk about Cooperation vs Collaboration. To quote Sid, “To have effective collaboration one must have all the facts on the table which will lead to synergistic decision making. This is not what happens when we only seek to cooperate.”
The new workforce also doesn’t want a task focused environment. They are engaged and want to contribute in meaningful ways to the outcome of their organizations. This is a transition challenge as old styles clash with new realities of the younger workforce.
We also explored the Peter Principle from Laurence J. Peter. This is the idea that people are often promoted to one level beyond your true capacity to perform. We explore why this happens, what the impact is and why it is so hard if not impossible to prevent in our current employee culture.
As we approach the end of the discussion, Sid makes it very clear that embracing whole enterprise thinking is critical to organizational success. It’s not just about my schere of responsibility but I need to be aware of the priorities of the entire organization to be supportive and empathetic to the roles of my peers.
In the end, we need to embrace the ideas of effectiveness, efficiency, and being affective. Effective to make sure the organization is doing the right things, efficient in making sure the right things are being done right, and affective so that the culture is one where people love doing the right things well.