Any organisation that is not in alignment from the boardroom to the shop floor, is limiting its' own performance, and that is why F1 teams work tirelessly to ensure that teams and sub-teams are built on
and maintain clarity of purpose at all levels at all times.
Alignment of Purpose
The wider purpose of F1 is to provide a 'bleeding edge' for the introduction of new technology that might one day enter into mass production. An F1 team enters this environment to fulfil its own specific purpose, for example:
Are your people living and breathing your organisation's true purpose?
- Promotion of Car Manufacturing Capability
- Promotion of Own Products
- Be a Winning Race Team
Alignment of Goals
F1 teams establish clear, prioritised goals and ensure that individuals, teams and partners never lose sight of those goals as a key mechanism for keeping the entire organisation in alignment.
- Establish a commonality of goals towards which teams and sub-teams are striving
- Maintain and improve the connections between each individuals actions and the end result
It is the continual alignment of these factors that serves to optimise business processes.
Do you have any teams or sub-teams that seem to be working against each other?
Alignment of People
F1 organisations are built around the expertise and relationships of their key people and business partners. Despite its strong technology orientation, F1 is a very people-driven environment.
Structure emerges from the relationships, networks and informal processes that drive performance. The real commitment and passion of employees enables the organisation to become empowered by removing needless bureaucracy.
The emergent structure is designed to optimise and facilitate the full potential of individuals and their relationships rather than imposing a theoretical organisation populated by rigid job roles and descriptions that determines and micro-manages such interactions.
Reliance upon the informal structure makes staff retention a critical issue within F1.
Is your organisation maximising the talents of your people?
F1 Leaders exude passion and enthusiasm that becomes infectious to employees, sponsors and partners. They inspire their 'followers' to volunteer skills, knowledge and energy to achieve a shared vision.
When Jean Todt became CEO of Ferrari in 1993 he embarked on a mission to transform the team and its performance. He instilled organisation, stability and loyalty into the team and although determined to get his people to follow his ideas, he was careful to avoid creating an environment where his people did not make a move without his say-so. The team went on to dominate the championships for five successive years.
F1 leaders do not hide in their office, they want their people to "feel and touch them".
Effective leaders in F1:
- Set appropriate expectations
- Focus on results
- Act as role models
- Are rapid, clear decision makers
- Solve problems
- Protect their people from detrimental external influences
- Are found at all levels of the organisation
How could leadership become more effective in your organisation?
F1 teams establish a set of guiding values and principles that provide common ground for the entire organisation.
The teams then have two areas to focus on:
- Ensure these values and principles are understood throughout the organisation
- Ensure everyone is applying them in every aspect of their work day by day
Are your guiding values at the heart of all the work performed by your organisation?
Conflict within any organisation can undo all of the strong efforts and goodwill that has been established up to that point.
F1 teams strive to build a culture where:
- Their people feel free to share their thoughts with peers and bosses without fear of reprisal
- Their managers are in touch with the aspirations and development needs of their people
- They foster teamwork as a guiding principle
It is not by accident that they are less prone to internal conflicts that get out of hand.
Even when Michael Schumacher was winning all of his titles he respected and worked with everybody in being part of the team. He never pulled rank, everyone was his equal and had a valuable contribution to make. He supported the team's decision even when his opinion differed.
In what ways is conflict inhibiting performance in your organisation?
From ALIGNMENT to INTEGRATION - Key Principle #3
From ALIGNMENT to INNOVATION - Key Principle #4
From ALIGNMENT to FOCUS - Key Principle #1
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