Mike Frickel; the Branch Manager of FNB Durban North has seen wonderful results emerge from Care and Growth’s implementation at his branch. Here’s his interview about the implementation and its subsequent implications.
What were the key steps that you took in implementing C&G at work?
In implementing the C &G in my branch, 4 key steps were taken:
- The concept was introduced and the supervisory level of the bank gave the buy-in to implementation,
- The general concept and methodology was presented to the staff,
- It was ensured that the model was implemented top-down,
- I oversaw the implementation of the model and discussed directly with the juniors to ensure that the model is being implemented faithfully.
What were the key challenges?
The key challenge with implementing care and growth is the dramatic change required from old management styles that were dominated by hierarchical thinking and scientific management. Managers and supervisors initially struggle with suspending control. It makes them feel insecure and they fear losing control over their subordinates.
Managers see employees as ‘human resources’, which tends to reduce or negate the human aspect. There is a general attitude that one is paid a salary and managers need to drive production. This creates tension between managers and the workforce, which negatively affects production.
However, we have understood since the implementation of C &G that managers who are meaningfully engaged in the development and advancement of employees naturally get the commitment of the employees.
How did your people react when you started C&G?
Initially they responded with scepticism and that this was just another of many failed management tools whose sole purpose is to drive more production.
However, as time passed and we applied the model with consistency, real sincerity and ‘benevolent intent’ they increasingly accepted the authenticity of the intervention.
How much support have you had from your management? Did you face any hindrances? How did you overcome them?
The degree to which managers fully accept and internalize the model will determine the success of the project.
One of the main aspects that can frustrate the implementation is that senior managers can regularly and naturally default to historically entrenched management styles.
Another frustration is that management tends to devolve the entire model to the final chapter of the Care & Growth book i.e. ACCOUNTABILITY as this is the value that most readily integrates with the old style of management and is the one they understand.
Care and Growth essentially means “Have they been given the means and ability? If so then hold them accountable for performance.”
I dealt with this attitude by discounting the person’s impact on my business unit and ensuring that the area under my leadership remains faithful to the Care and Growth model.
What would be your advice to managers who want to implement C&G?
- To read and re-read the Care and Growth book. Raise concerns and obtain clarity from the facilitators. An online support system where Etsko or his facilitators could give advice over the initial 6 month /12 month would be invaluable to ensure that the concept was well understood and implemented
- As senior managers they must ensure ‘Line of sight ‘ through to their most junior staff members to ensure that their supervisors are implementing the model correctly and moving their intent to a sate of benevolence .
- Do regular spot check and interview juniors to ascertain their experience of the change of management style. This also assists in ascertaining if the employees quality of work-life is improving. This is a valuable sanity check as it would be the natural outcome of successful implementation.
What has been the impact on you as a person?
Care and growth has fundamentally changed my outlook and approach to dealing not only with the organisation and its employees but all aspects of my dealing with people.
Authentic benevolent intent changes the psychological contract in all human interactions, reducing tensions, creating harmony and eliciting legitimacy in the role as a leader.
It has proven to be one of the rewarding experiences in my life. The development of your employees, children and all those that you may have an impact on is a wonderful way to add value. The giver invariably gets so much more from the experience.