In 1970 I sat at my desk in Concord, New Hampshire, reading the newspaper and enjoying a cup of coffee before the start of a hectic day. There was a full page ad that resonates with me still. The phrase that has stuck with me and has guided me somewhat was, "persistence and determination alone are omnipotent." You may recognize it as a quote from Calvin Cooledge. Here it is in its entirety.
"Nothing in this world can take the place of persistence. Talent will not; nothing is more common that unsuccessful talent. Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts. Persistence and determination alone are omnipotent. The slogan "press on" has solved and always will solve the problems of the human race" Calvin Cooledge
As some of you may know, we are in the process of moving our office for the 8th time because of a fundamental "reinvention" in how we do business and with whom. Yet 22 years and 8 moves later we remained steadfast to our purpose. We have invented and reinvented ourselves in the process and avoided the ultimate organizational death that punctuates the life-cycle of many organizations. There have been expansions and contractions with lessons learned in all of them. Trial and error with every course correction that has added agility. Our RGB-CapacityWareTM Technology started with a blank piece of paper and we've expanded it to five Books (which by the way are under constant revision as we learn from every event we've undertaken).
We believe our "calling" has been clear: Help my people! Although it has been tempting to be management consultants and enjoy a category with which most people have a sense of familiarity, we have remained true to the intent of organization development (od) principles and are proud to be alone in our own category as workforce consultants. This might, of course be subtle arrogance or stubbornness, but we think it is persistence and that it is consistent with our brand of od. Too often we encounter those who believe they are Organization Developers (note the capital letters that smack of a noun rather than the small letters that are verbish and smack of action). OD has opened its arms to sister-category of professional development so that it is difficult to tell the difference, but tends to be more about individual training than collective or interpersonal organization learning.
So, what does persistence and determination have to do with going slow to go fast? Sticking with our category of workforce consultants means that we have a complex condition to understand from the perspectives embedded in the workforces we serve. Our interactions with those clients demands empathy and reflection if we are to help them change. That is not a fast thing. We have some answers going in, but are required to slow down and synch with those, for example, who resist change. Only when we adequately understand the personal implications of resistance (going slow) do we have the means to fold that resistance into the progress that enables greater speed toward a more inclusive destination. Clients (usually senior leaders or management) want set answers and speed because slow is more resource intensive. Yet there is a price for getting up to speed too quickly that seems inevitable (lost effectiveness - remember: Rhythm of the Rocks). Persistence and determination does seem to provide a means to that end.
A Place for Users and Guests to Exchange RGB Technology Information on Related WorkLife Issues.
Tuesday, March 22, 2011
Monday, March 21, 2011
When Decisions Collide
My wife and I were driving to the office during rush hour (4:30pm - it's great to be semi-retired). Our light turned green and as we moved into the intersection the cross traffic just kept on coming. I drive a BIG truck so I decided to put a little bit of the fear of God into one driver who just didn't make it across, thereby blocking our path midway. I moved ahead slowly confident that I'd do no harm and cause him to think just a bit about blocking traffic in the future. But that's just the prelude to the real story.
As soon as we cleared this intersection we could not help but notice the blue and red flashing lights coming from several police, fire, and ambulance vehicles. It was at least a three-car accident. Emergency crews were prying metal apart and extracting seriously injured folks from their vehicles. Traffic in the accident lane was completely detoured. As we weaved our way around the scene, it struck me that several decisions created this catastrophe. Someone thought they could and couldn't, while someone else thought the same thing and both were apparently wrong. What happened? And what is the message for a less life-threatening situation?
Decisions are made hundreds of times each day that likely have some impact on each of us. Decision-makers in Washington pass legislation. State governments create regulations based on legislation that also impacts our lives. On and on it goes. At work the boss and supervisors make decisions that impact policy and organization culture in ways that often leave us questioning the sanity of those for whom we labor. We just try to get through it all unscathed.
I've been in meetings with 100% confidence that a decision has already been made but input is elicited in a hollow routine. It's just a waste of time. On the other end of the spectrum I've endured endless discussions and back-to-the-drawing-board research to be certain that the decision eventually made will be perfect in execution (a highly improbable notion). Then there are the competing decision-makers, each with a camp following that tend to polarize the process rather than evoke collaboration. Our Congress is certainly a prime and highly visible example of that nonsense (viewed from any angle).
Many decisions are part of a pattern of decision-making that is well known to those who must observe it. By the way, those patterns are often unknown to those who live them. There are plenty of "decision inventories" that will help those who might not be aware of their frozen styles - and the organizational implications thereof. We think a better way is to think not so much about the perfect decision as the involvement of those who must carry it out. Not withstanding the totally urgent decision, typically a bit of hesitation will at least buy ownership or or at most save a life.
Note to RGB Certifieds: This has Q1 through Q4 and RGB written all over it, at minimum.
As soon as we cleared this intersection we could not help but notice the blue and red flashing lights coming from several police, fire, and ambulance vehicles. It was at least a three-car accident. Emergency crews were prying metal apart and extracting seriously injured folks from their vehicles. Traffic in the accident lane was completely detoured. As we weaved our way around the scene, it struck me that several decisions created this catastrophe. Someone thought they could and couldn't, while someone else thought the same thing and both were apparently wrong. What happened? And what is the message for a less life-threatening situation?
Decisions are made hundreds of times each day that likely have some impact on each of us. Decision-makers in Washington pass legislation. State governments create regulations based on legislation that also impacts our lives. On and on it goes. At work the boss and supervisors make decisions that impact policy and organization culture in ways that often leave us questioning the sanity of those for whom we labor. We just try to get through it all unscathed.
I've been in meetings with 100% confidence that a decision has already been made but input is elicited in a hollow routine. It's just a waste of time. On the other end of the spectrum I've endured endless discussions and back-to-the-drawing-board research to be certain that the decision eventually made will be perfect in execution (a highly improbable notion). Then there are the competing decision-makers, each with a camp following that tend to polarize the process rather than evoke collaboration. Our Congress is certainly a prime and highly visible example of that nonsense (viewed from any angle).
Many decisions are part of a pattern of decision-making that is well known to those who must observe it. By the way, those patterns are often unknown to those who live them. There are plenty of "decision inventories" that will help those who might not be aware of their frozen styles - and the organizational implications thereof. We think a better way is to think not so much about the perfect decision as the involvement of those who must carry it out. Not withstanding the totally urgent decision, typically a bit of hesitation will at least buy ownership or or at most save a life.
Note to RGB Certifieds: This has Q1 through Q4 and RGB written all over it, at minimum.
Defraging the ProZones with Social Media
As I write this one of our computers is in the process of being defrag'd. As I watched the "analyze" bar it occurred to me that Hubble's Law is at work again and social media offers a new kind of solution to what will be an ever-present dilemma. Hubble's Law generally/loosely states that the universe is expanding and the more it expands the faster it expands. The human behavioral relationship corollary is that the further apart we get in our relationships the faster we move further apart.
Back to the computer defrag that started all this. The more fragmented the drive, the slower the function because the pieces have to spend time and space (clutter) to make connections that they wouldn't have to create if the pieces were contiguous. This seems to have a direct connection to the busy lives we all lead and the added energy and resourcefulness it takes to "stay in touch."
To add to the equation (and perhaps the confusion, the less free space available to defrag the longer the process will take and the more commitment of resources. By the way, ProZones are Venn diagrams that graphically show the relationships between people or organizations as they relate to one another.
Is there an undercurrent of diversity-based issues adding to the complexity? You bet! Is this topic worth the effort to unravel and integrate into the RGB technology. I hope so, especially for the more advanced practitioner who might be looking for more depth of understanding! It will provide added insights and connectivity to both diagnostics and remediative strategies. Finally, what in the world does all this have to do with social media? Plenty, I think! This connection is not necessarily a new thought. It may have new ramifications however, just because of the RGB Technology connections. Social media provide a new twist to the traditional ProZone implications.
This simple initial thought tumbled into complexity very quickly - it's a Blue thing I think. These preliminary thoughts and reactions to them will be foundational to some new technological depth.
Back to the computer defrag that started all this. The more fragmented the drive, the slower the function because the pieces have to spend time and space (clutter) to make connections that they wouldn't have to create if the pieces were contiguous. This seems to have a direct connection to the busy lives we all lead and the added energy and resourcefulness it takes to "stay in touch."
To add to the equation (and perhaps the confusion, the less free space available to defrag the longer the process will take and the more commitment of resources. By the way, ProZones are Venn diagrams that graphically show the relationships between people or organizations as they relate to one another.
Is there an undercurrent of diversity-based issues adding to the complexity? You bet! Is this topic worth the effort to unravel and integrate into the RGB technology. I hope so, especially for the more advanced practitioner who might be looking for more depth of understanding! It will provide added insights and connectivity to both diagnostics and remediative strategies. Finally, what in the world does all this have to do with social media? Plenty, I think! This connection is not necessarily a new thought. It may have new ramifications however, just because of the RGB Technology connections. Social media provide a new twist to the traditional ProZone implications.
This simple initial thought tumbled into complexity very quickly - it's a Blue thing I think. These preliminary thoughts and reactions to them will be foundational to some new technological depth.
Saturday, March 19, 2011
Normalizing the Chaos of Change
If a certain amount of change is inevitable, and it is, then it is also true that people need a dose of stability to cope or even recover from what is often a traumatic experience. In the absence of some malady both the chaos of change and the stability of normal are needed to sustain an even keel. Language is a good barometer to evaluate your readiness for chaos or change.
We all refer to police, fire and EMT professionals as "responders" because they have a set routine for every contingency and everyone knows what it is and what the roles and responsibilities entail. These courageous folks are responders because they have and continuously refine their protocols. You can too.
Chaos happens - change is constant! Anticipating that these irritating intrusions into our routine business WILL present themselves, and WILL intrude at the most inopportune times is a fact of organizational life. Even though many businesses do effectively react to necessary unscheduled pressure, this is a continuing problem that is worthy of a better solution. Here's one methodology to accommodate unforeseen change with less workforce turmoil by applying a month by month protocol.
We're recommending a 12-month cycle, just because that's a normal cycle in any organization. Folding change into that existing cycle will go along way to help stabilize the organization. In a subtle way, we also see the four seasons represented in this annual cycle. The somewhat "dormant - winter" season (Months 11, 12, and 1) things are happening that are typically out of sight for the majority of the workforce. Seeds of change are planted in the Spring (Months 2, 3, and 4). Just as seeds become germinated through planting and watering, so to does the workforce absorb what it needs to grow through workforce feeding and collaboration. The Summer growing season (Months 5, 6, and 7) sees real tangible progress toward needed improvements. Participation across the workforce begins to bear fruit and reveals areas that will require attention. Fall harvest (Months 8, 9, and 10) completes the cycle by emphasizing the return on investment of doing the work. What actually happened compared to initial expectations will shift priorities and help establish new patterns for the next cycle.
Before you jump to the conclusion that I'm a "naturalist" I'd prefer you think of me as someone who thinks it has utility to combine a new process into an existing pattern. If gardening works, so be it. What seems appropriate is to synchronize new proposed patterns with existing ones. The folloing month-by-month sequence does not necessarily begin in January. Month 1, to get started, might be NOW and it might linger for a much monger period than 30 days. But eventually, it would be best to stabilize the patterns to the it blends into the routine of your established business calendar.
If, for example, your "busy season" is June, July, and August, those might not be the best months for intensive workforce focus on the change cycle. So, slip somewhat less workforce intensive capacity development to the customer service busy season.
Month 1 - think of a chaos-handling protocol as an integral part of your normal annual cycle. Work collaboratively to develop a system that will identify and respond the unique situations routinely. Obtain the full commitment of the executive management team for the full annual cycle protocol. Set up a tracking system to fully inform key participants.
Month 2 - inform the workforce of this new approach at all-hands meetings. Ask for non-supervisory helpers to fill specific roles as the system unfolds in subsequent months. Broad workforce involvement will be essential to success. Embed this information in all future new employee orientations. Begin training volunteers for their new roles.
Month 3 - collaboratively determine what evidence/data must be collected to inform decision-makers of possible changes.
Month 4 - begin collecting the data needed to better inform decisions in a routine way. Determine how, when, and to whom the data will be broadcast and incorporate those patterns into normal literature/meetings.
Month 5 - set up a scenario-based matrix that will help determine the actions to be taken given the inference of the data collected. Verify that users can properly apply the data consistently in different parts of the organization.
Month 6 - Make the information and potential responses available to the workforce.
Month 7 - integrate this protocol into agenda items for periodic management (other key change agents) retreats. Like any retreat this is traditionally the time to reexamine and alter the established systems of the organization and recast priorities.
Month 8 - form cross-boundary alliances to tackle and monitor changes based on any adjustments made in priorities.
Month 9 - normalize options for recurring decision-points in the organization's routine (regular meetings, retreats, budget cycle meetings, quarterly reports, state of the organization presentations, etc.).
Month 10 - measure the changes that have been incorporated to determine everything from task effectiveness to overall return-on-investment. Apply these results to future decision-making by incorporating lessons learned into the information system began in the first month.
Month 11 - review everything available to help improve the protocols established. Stabilizing the chaos-to-normal routines especially during the first annual cycle has a monster learning curve with potentially enormous payback.
Month 12 - celebrate the successes and the value of learning even if the results fall somewhat short of expectations in the first annual cycle. If there is already a periodic celebration scheduled fold in this capacity development protocol.
Routinely developing increased levels of workforce capacity is every bit as important as any other system in the long run. Starting out with an automated system to carry this information is a critical component that should be initiated early and continuously refined as you go (or acquire one to do the job at the outset).
Although it may not be obvious from the start, this protocol will give any organization an advantage when preparing to become or sustain a top ranking as a Best Place to Work in Hampton Roads. Naturally, it's good for a multitude of other initiatives that may appear to be stand-alone events as well. But think about it. This initiative is good for a lot of alternatives - recruiting, survey integration, reward and recognition programs, workforce feedback, benefit review, organization culture evaluation, training adequacy, etc., etc. - you get the point.
In the months ahead you'll find more details on this system of change in my Experts column in Inside Business. In the meantime just begin where you are and gather cohesion as you go. It's an organizational challenge worthy of any organization aspiring to be a Best Place to work.
We all refer to police, fire and EMT professionals as "responders" because they have a set routine for every contingency and everyone knows what it is and what the roles and responsibilities entail. These courageous folks are responders because they have and continuously refine their protocols. You can too.
Chaos happens - change is constant! Anticipating that these irritating intrusions into our routine business WILL present themselves, and WILL intrude at the most inopportune times is a fact of organizational life. Even though many businesses do effectively react to necessary unscheduled pressure, this is a continuing problem that is worthy of a better solution. Here's one methodology to accommodate unforeseen change with less workforce turmoil by applying a month by month protocol.
We're recommending a 12-month cycle, just because that's a normal cycle in any organization. Folding change into that existing cycle will go along way to help stabilize the organization. In a subtle way, we also see the four seasons represented in this annual cycle. The somewhat "dormant - winter" season (Months 11, 12, and 1) things are happening that are typically out of sight for the majority of the workforce. Seeds of change are planted in the Spring (Months 2, 3, and 4). Just as seeds become germinated through planting and watering, so to does the workforce absorb what it needs to grow through workforce feeding and collaboration. The Summer growing season (Months 5, 6, and 7) sees real tangible progress toward needed improvements. Participation across the workforce begins to bear fruit and reveals areas that will require attention. Fall harvest (Months 8, 9, and 10) completes the cycle by emphasizing the return on investment of doing the work. What actually happened compared to initial expectations will shift priorities and help establish new patterns for the next cycle.
Before you jump to the conclusion that I'm a "naturalist" I'd prefer you think of me as someone who thinks it has utility to combine a new process into an existing pattern. If gardening works, so be it. What seems appropriate is to synchronize new proposed patterns with existing ones. The folloing month-by-month sequence does not necessarily begin in January. Month 1, to get started, might be NOW and it might linger for a much monger period than 30 days. But eventually, it would be best to stabilize the patterns to the it blends into the routine of your established business calendar.
If, for example, your "busy season" is June, July, and August, those might not be the best months for intensive workforce focus on the change cycle. So, slip somewhat less workforce intensive capacity development to the customer service busy season.
Month 1 - think of a chaos-handling protocol as an integral part of your normal annual cycle. Work collaboratively to develop a system that will identify and respond the unique situations routinely. Obtain the full commitment of the executive management team for the full annual cycle protocol. Set up a tracking system to fully inform key participants.
Month 2 - inform the workforce of this new approach at all-hands meetings. Ask for non-supervisory helpers to fill specific roles as the system unfolds in subsequent months. Broad workforce involvement will be essential to success. Embed this information in all future new employee orientations. Begin training volunteers for their new roles.
Month 3 - collaboratively determine what evidence/data must be collected to inform decision-makers of possible changes.
Month 4 - begin collecting the data needed to better inform decisions in a routine way. Determine how, when, and to whom the data will be broadcast and incorporate those patterns into normal literature/meetings.
Month 5 - set up a scenario-based matrix that will help determine the actions to be taken given the inference of the data collected. Verify that users can properly apply the data consistently in different parts of the organization.
Month 6 - Make the information and potential responses available to the workforce.
Month 7 - integrate this protocol into agenda items for periodic management (other key change agents) retreats. Like any retreat this is traditionally the time to reexamine and alter the established systems of the organization and recast priorities.
Month 8 - form cross-boundary alliances to tackle and monitor changes based on any adjustments made in priorities.
Month 9 - normalize options for recurring decision-points in the organization's routine (regular meetings, retreats, budget cycle meetings, quarterly reports, state of the organization presentations, etc.).
Month 10 - measure the changes that have been incorporated to determine everything from task effectiveness to overall return-on-investment. Apply these results to future decision-making by incorporating lessons learned into the information system began in the first month.
Month 11 - review everything available to help improve the protocols established. Stabilizing the chaos-to-normal routines especially during the first annual cycle has a monster learning curve with potentially enormous payback.
Month 12 - celebrate the successes and the value of learning even if the results fall somewhat short of expectations in the first annual cycle. If there is already a periodic celebration scheduled fold in this capacity development protocol.
Routinely developing increased levels of workforce capacity is every bit as important as any other system in the long run. Starting out with an automated system to carry this information is a critical component that should be initiated early and continuously refined as you go (or acquire one to do the job at the outset).
Although it may not be obvious from the start, this protocol will give any organization an advantage when preparing to become or sustain a top ranking as a Best Place to Work in Hampton Roads. Naturally, it's good for a multitude of other initiatives that may appear to be stand-alone events as well. But think about it. This initiative is good for a lot of alternatives - recruiting, survey integration, reward and recognition programs, workforce feedback, benefit review, organization culture evaluation, training adequacy, etc., etc. - you get the point.
In the months ahead you'll find more details on this system of change in my Experts column in Inside Business. In the meantime just begin where you are and gather cohesion as you go. It's an organizational challenge worthy of any organization aspiring to be a Best Place to work.
Wednesday, March 16, 2011
Civility and Situation Awareness
I'm a private pilot and part of my cockpit responsibilities is situational awareness. There are rules for moving an airplane from spot A to spot B, and it is MY responsibility to know and follow those rules and to be responsible for taking actions even when others do not follow the rules. Lives are at stake. It's a rigid form of civility. It includes the communications between ME, the CONTROLLER, and OTHER PILOTS and anyone else on or near the A to B path (in front of me, beside me, and even behind me, above and below me).
So, here's a situation that my wife and I encountered this morning that doesn't take on the magnitude of "life and death" necessarily but certainly causes a "blip" on the civility radar. We were attending a city breakfast for the "Sister Cities" organization, which in this case included cities in Japan, China, and Germany. There were several hundred attendees. The current chapter president is an old friend and asked us to attend the fundraiser - which we were certainly pleased to do.
When it was time for breakfast we headed to the line which divided into two lanes as we approached the main course (eggs, bacon, etc.). This made the service faster. Both sides of the self-serving table could be used - smart and typical. At the other end of the main course line the division ended and we simply had to join into a single line again to pick up fruit and beverage.
Two gentlemen in the line to our left were fully engaged in a discussion and didn't notice that my wife and I were together, so when she moved to the single line configuration, one of the gentlemen abruptly edged me out. I audibly said to my wife, "I'll see you back at the table." She responded. It was apparent that we had been separated by two gentlemen with an appetite for fruit and conversation before any thought of civility. Their situational awareness had evaporated. There was no incident. Others around us noticed and smiled at me with minor apology in mind. We were all gracious about it.
I thought about the many times I've been rudely cut off by a driver and said, occasionally out loud, "Guess he went to a different driving school than the rest of us." On occasion I've added other words with special meaning! But really, these too have been potential "life and death" situations and, although I've survived them so far, I know that not everyone has. I know that somewhere every day a home gets a knock on the door from an unwanted messenger delivering a unwanted message.
The breakfast line was really no big deal by comparison but it does offer food for thought (pun intended) from an organization development perspective. Do we even talk about situational awareness, and is there a need for it to be talked about. Is it an empathy thing, a survival thing, a civility thing, or can it be bigger yet and prevent the catastrophe that looms just out of sight as someone, somewhere takes it upon himself to restore equity from dozens of situations where an imbalance might have gone unnoticed. Will it be resolved by extending a open hand of reconciliation rather than extending a hand filled with Smith and Wesson as sometimes tragically happens.
"Civility and Situation Awareness" deserves some airtime on the agenda of specific events (again with the intentional pun - can't seem to help it today). So, give it some thought and weave it in where appropriate. Everyone has stories. Whenever I hear about violence in the workplace I'm relatively sure that it likely could have been prevented somewhere along the line. It's our job as od professionals* to find the perfect place for this topic and get after it.
A Note for the RGB Certifieds: We'll be modifying our CapacityWare(TM) Technology to incorporate the topic of this post in the near future. If we don't find a better place for it, the subject will be included within the ProZone Model in Book 4, Tab 2. From this "location" the information will then be included in both Residency Certification programs and Leadership, Management, and Supervisory (LMS) Training events. It's an ideal topic to be included in events that strike at conflict as well.
*od professionals - od is used as a verb rather than a noun.
So, here's a situation that my wife and I encountered this morning that doesn't take on the magnitude of "life and death" necessarily but certainly causes a "blip" on the civility radar. We were attending a city breakfast for the "Sister Cities" organization, which in this case included cities in Japan, China, and Germany. There were several hundred attendees. The current chapter president is an old friend and asked us to attend the fundraiser - which we were certainly pleased to do.
When it was time for breakfast we headed to the line which divided into two lanes as we approached the main course (eggs, bacon, etc.). This made the service faster. Both sides of the self-serving table could be used - smart and typical. At the other end of the main course line the division ended and we simply had to join into a single line again to pick up fruit and beverage.
Two gentlemen in the line to our left were fully engaged in a discussion and didn't notice that my wife and I were together, so when she moved to the single line configuration, one of the gentlemen abruptly edged me out. I audibly said to my wife, "I'll see you back at the table." She responded. It was apparent that we had been separated by two gentlemen with an appetite for fruit and conversation before any thought of civility. Their situational awareness had evaporated. There was no incident. Others around us noticed and smiled at me with minor apology in mind. We were all gracious about it.
I thought about the many times I've been rudely cut off by a driver and said, occasionally out loud, "Guess he went to a different driving school than the rest of us." On occasion I've added other words with special meaning! But really, these too have been potential "life and death" situations and, although I've survived them so far, I know that not everyone has. I know that somewhere every day a home gets a knock on the door from an unwanted messenger delivering a unwanted message.
The breakfast line was really no big deal by comparison but it does offer food for thought (pun intended) from an organization development perspective. Do we even talk about situational awareness, and is there a need for it to be talked about. Is it an empathy thing, a survival thing, a civility thing, or can it be bigger yet and prevent the catastrophe that looms just out of sight as someone, somewhere takes it upon himself to restore equity from dozens of situations where an imbalance might have gone unnoticed. Will it be resolved by extending a open hand of reconciliation rather than extending a hand filled with Smith and Wesson as sometimes tragically happens.
"Civility and Situation Awareness" deserves some airtime on the agenda of specific events (again with the intentional pun - can't seem to help it today). So, give it some thought and weave it in where appropriate. Everyone has stories. Whenever I hear about violence in the workplace I'm relatively sure that it likely could have been prevented somewhere along the line. It's our job as od professionals* to find the perfect place for this topic and get after it.
A Note for the RGB Certifieds: We'll be modifying our CapacityWare(TM) Technology to incorporate the topic of this post in the near future. If we don't find a better place for it, the subject will be included within the ProZone Model in Book 4, Tab 2. From this "location" the information will then be included in both Residency Certification programs and Leadership, Management, and Supervisory (LMS) Training events. It's an ideal topic to be included in events that strike at conflict as well.
*od professionals - od is used as a verb rather than a noun.
The Leadership and Followership Gap
Today I listened to the most recent of what is likely to be hundreds of lectures on the art and soul of leadership. That's just half the organization capacity story and I'm tired of the same old refrain and burden about the glamour of leadership. Something's wrong with all the spotlights! I once bought into the notion that you must be a good follower before you can even give a thought to the "rise" to leadership. I still believe it after 40 years and that's the topic of one of our most popular workshops: Leadership + Followership = Organization Capacity!
First, let me tell you what I mean by the notion of "organization capacity" as a foundation for what follows. Capacity is the result of finding and fixing whatever prevents an organization from reaching optimal potential to deliver capabilities. Capacity depends on relationships, both internal and external. It is different from organization capability yet is often confused with that term. Capability is a set of deliverables (products and services) to those who exchange value (normally revenue at minimum but also loyalty) for the value received. If the value received is low, the equity transfer cycle declines. If the value is high, the cycle is sustained or increases. The most destructive capacity phenomena is the no-fault withholding of information between those on the front line and those in a leadership position to make better decisions that will eventually impact stakeholders adversely. This just isn't hard to understand and frankly, is beyond denial.
Back to the initial formula: if leadership contribution is HIGH and followership contribution is LOW the capacity is less than optimal and will eventually be reflected in the capabilities delivered to stakeholders - that includes paying customers. Anyone who has ever worked for any organization for at least one day knows that leaders are not always held in high esteem by those across the depth and breadth of the organization. Guess what, the equation works both ways. Rarely have I talked with anyone in a leadership role (regardless of legitimate authority vested by the organization) who did not lament the condition of the body of followers with whom they had to contend. The myth is that the "best" leaders will miraculously create a body of "best" followers. The amount of energy that would take in most cases would be astronomical.
Our current model of leadership is a leftover from the European eastern monarchy. There is a reality that I have come to embrace - not everyone wants to become that ideal leader to which many aspire - AND - not everyone wants to become that ideal follower which every leader prays will come her way. Compensation systems often demand that more pay requires a promotion to the rank of supervisor of manager. The playing field is NOT level.
That doesn't mean that we should not do our best, but is does mean that a good healthy collaborative effort to determine what "best" means might be is in order. Throw away the checklist and create a new one. On one of my Alaska RoadShows the title of the session turned into ASK! The simplicity of straightforward questions around expectations of those with whom we work would serve us all well. I've certainly failed to do so when it might have been appropriate and I'm sure others have fallen short as well. "What do you really expect of me? What are the most important expectations you have of me in our relationship? What would your "perfect" employee look/be like?"
Be careful. Here's just one true story of many. In a highly frustrated federal workforce I began to encounter front line employees who consistently told me (my words), "Every time I ask what it will take to get ahead around here, I hear the same thing. ""Just do your job!"" the boss tells me. But it never matters. As hard as I do my job the bosses favorites get ahead." I had occasion to meet with the supervisors alone and asked them, "What does it take to get ahead around here? How do people get promoted?" The answer was unanimous. "We're looking for people who go beyond the limits of their job description." They actually had a checklist that they used at promotion time and didn't hesitate to list some of the items on it. When it was time to consider candidates for advancement they were all looking for someone who did more than just their job. Who wouldn't be looking for that?
So, in this situation, which I believe is more common that one might think, it illustrates the point I'm trying to make. From this bit of common evidence the gap between leadership and followership is widening. The supervisors favorites were doing more, which caused more dialog between the supervisor and favorite, which fed the notion that the supervisor had favorites. The general belief among workers at this facility was that all supervisors played a deceitful game telling two stories instead of one. Do you suppose a worker having been in this kind of dysfunctional environment and then transfers to a new supervisor will ask or believe the answer in that new relationship? It seems highly unlikely. The new supervisor will have to work much harder to gain the level playing field the second time around.
First, let me tell you what I mean by the notion of "organization capacity" as a foundation for what follows. Capacity is the result of finding and fixing whatever prevents an organization from reaching optimal potential to deliver capabilities. Capacity depends on relationships, both internal and external. It is different from organization capability yet is often confused with that term. Capability is a set of deliverables (products and services) to those who exchange value (normally revenue at minimum but also loyalty) for the value received. If the value received is low, the equity transfer cycle declines. If the value is high, the cycle is sustained or increases. The most destructive capacity phenomena is the no-fault withholding of information between those on the front line and those in a leadership position to make better decisions that will eventually impact stakeholders adversely. This just isn't hard to understand and frankly, is beyond denial.
Back to the initial formula: if leadership contribution is HIGH and followership contribution is LOW the capacity is less than optimal and will eventually be reflected in the capabilities delivered to stakeholders - that includes paying customers. Anyone who has ever worked for any organization for at least one day knows that leaders are not always held in high esteem by those across the depth and breadth of the organization. Guess what, the equation works both ways. Rarely have I talked with anyone in a leadership role (regardless of legitimate authority vested by the organization) who did not lament the condition of the body of followers with whom they had to contend. The myth is that the "best" leaders will miraculously create a body of "best" followers. The amount of energy that would take in most cases would be astronomical.
Our current model of leadership is a leftover from the European eastern monarchy. There is a reality that I have come to embrace - not everyone wants to become that ideal leader to which many aspire - AND - not everyone wants to become that ideal follower which every leader prays will come her way. Compensation systems often demand that more pay requires a promotion to the rank of supervisor of manager. The playing field is NOT level.
That doesn't mean that we should not do our best, but is does mean that a good healthy collaborative effort to determine what "best" means might be is in order. Throw away the checklist and create a new one. On one of my Alaska RoadShows the title of the session turned into ASK! The simplicity of straightforward questions around expectations of those with whom we work would serve us all well. I've certainly failed to do so when it might have been appropriate and I'm sure others have fallen short as well. "What do you really expect of me? What are the most important expectations you have of me in our relationship? What would your "perfect" employee look/be like?"
Be careful. Here's just one true story of many. In a highly frustrated federal workforce I began to encounter front line employees who consistently told me (my words), "Every time I ask what it will take to get ahead around here, I hear the same thing. ""Just do your job!"" the boss tells me. But it never matters. As hard as I do my job the bosses favorites get ahead." I had occasion to meet with the supervisors alone and asked them, "What does it take to get ahead around here? How do people get promoted?" The answer was unanimous. "We're looking for people who go beyond the limits of their job description." They actually had a checklist that they used at promotion time and didn't hesitate to list some of the items on it. When it was time to consider candidates for advancement they were all looking for someone who did more than just their job. Who wouldn't be looking for that?
So, in this situation, which I believe is more common that one might think, it illustrates the point I'm trying to make. From this bit of common evidence the gap between leadership and followership is widening. The supervisors favorites were doing more, which caused more dialog between the supervisor and favorite, which fed the notion that the supervisor had favorites. The general belief among workers at this facility was that all supervisors played a deceitful game telling two stories instead of one. Do you suppose a worker having been in this kind of dysfunctional environment and then transfers to a new supervisor will ask or believe the answer in that new relationship? It seems highly unlikely. The new supervisor will have to work much harder to gain the level playing field the second time around.
Summary
Members of the non-supervisory workforce talk to each other far more often than do those who have to condend with the necessary isolation of supervisory trappings (offices, cubicles, distance, etc.). The chatter creates a culture that is difficult to penetrate. The cultural bond that forms is often created for a kind of self-protection against many obstacles, perceived or real. To break down barriers with questions is far more easily done than with statements. ASK questions. Close the gap from either end.
Tuesday, March 8, 2011
At The Edge of Responsibility - Rows 20 and 21
We recently took an AirTran Flight from Atlanta to our hometown in Virginia. Our seats, as is customary were in the emergency exit rows - higher price, more legroom, some added potential responsibilities, the best of both worlds.
Before departure we got the usual lecturette about our added responsibilities to jettison the over-the-wing door in the event of an emergency if told to do so - and by the way, do anything else asked us to aid the other passengers in an emergency. We nodded our heads and said, "Yes!" to validate our seats. Before this flight I had focused almost entirely on the door jettisoning responsibilities, as I believe most people do. But this particular flight caused me to have some angst. Here's why.
In the row just in front of me was a woman obviously nervous about this flight. She clutched her handbag tightly in her lap. The attendant asked her to place the bag on the floor under the seat in front of her. I've heard the request a hundred times over the years. What I've never heard was her response. "No!" The flight attended struggled with a polite, "May I stow the bag in an overhead for you?" Again came the straightforward and slightly louder, "No!" The passenger and the attendant passed the moment with some friendly conversation - all smiles and warm. Then the attendant went on with her duties leaving the woman in 20A with a bag on her lap. I thought to myself, That's strange, but I guess there is some discretion. The woman was nervous, after all.
Then I started to think. If something went wrong might I be asked to help this woman. In an emergency, I'd agreed to do as much. This was thought provoking.
A few minutes went by and I began to take notice of other things going on around me. The next situation emerged from 20D, just across the aisle. The woman was unable to fasten her seatbelt. The belt was about 10 inches too short to clip. She pretended to fasten it and quickly covered her lap with her coat so that the attendant wouldn't detect this situation. She closed her eyes and pretended to sleep to complete the deception. Four times attendants walked past the woman in 20D and not once did any of them pause to investigate further. It might have embarrassed the woman to be discovered and to have to use a seat belt extension. The likelihood of crash landing after all was remote.
Now my thoughts go deeper into my agreement to help if requested to do so. If this woman ended up on the floor it would be a bottleneck catastrophe of high proportions. A blocked aisle with frantic passengers trying to exit would be more than anyone could cope with - certainly it was well beyond my strength and ability. What had I gotten myself into? Not quite done yet!
We'd taxied to the hold line - we'd be next for take off. As I usually do, I looked out my window and looked across the aisle to see out the window across the aisle from me. I couldn't believe my eyes. The man in 21D was quietly on his cell phone nestled on his left shoulder to completely conceal it. We got clearance to take the runway. Still talking. We began to roll, still talking. We were rotating, still talking. I couldn't believe it. This was one of the most high angle takeoffs I'd ever encountered. Had his cell phone messed up the navigation?
Given these three separate situations an arms length apart I couldn't help but wonder how prevalent these kinds of situations were aboard this aircraft. Where and when did my responsibility begin and end? Why were the attendants so lax? Why were my fellow passengers so self centered that the thought of the rest of us was so remote?
The man is 21D with the cell phone it turned out was an Assistant Pastor in a large Houston, Texas congregation. Was he contending with an emergency? Was it a trade off for him? Perhaps he saved a parishioner, at the potential expense of the safety of over 100 fellow passengers. No one died or even knows about it but my wife and I. But we got off the plane exhausted and disillusioned with the apparent lack of personal and professional responsibility. Though this is a sad testimony, I sadly believe it is prevalent.
Before departure we got the usual lecturette about our added responsibilities to jettison the over-the-wing door in the event of an emergency if told to do so - and by the way, do anything else asked us to aid the other passengers in an emergency. We nodded our heads and said, "Yes!" to validate our seats. Before this flight I had focused almost entirely on the door jettisoning responsibilities, as I believe most people do. But this particular flight caused me to have some angst. Here's why.
In the row just in front of me was a woman obviously nervous about this flight. She clutched her handbag tightly in her lap. The attendant asked her to place the bag on the floor under the seat in front of her. I've heard the request a hundred times over the years. What I've never heard was her response. "No!" The flight attended struggled with a polite, "May I stow the bag in an overhead for you?" Again came the straightforward and slightly louder, "No!" The passenger and the attendant passed the moment with some friendly conversation - all smiles and warm. Then the attendant went on with her duties leaving the woman in 20A with a bag on her lap. I thought to myself, That's strange, but I guess there is some discretion. The woman was nervous, after all.
Then I started to think. If something went wrong might I be asked to help this woman. In an emergency, I'd agreed to do as much. This was thought provoking.
A few minutes went by and I began to take notice of other things going on around me. The next situation emerged from 20D, just across the aisle. The woman was unable to fasten her seatbelt. The belt was about 10 inches too short to clip. She pretended to fasten it and quickly covered her lap with her coat so that the attendant wouldn't detect this situation. She closed her eyes and pretended to sleep to complete the deception. Four times attendants walked past the woman in 20D and not once did any of them pause to investigate further. It might have embarrassed the woman to be discovered and to have to use a seat belt extension. The likelihood of crash landing after all was remote.
Now my thoughts go deeper into my agreement to help if requested to do so. If this woman ended up on the floor it would be a bottleneck catastrophe of high proportions. A blocked aisle with frantic passengers trying to exit would be more than anyone could cope with - certainly it was well beyond my strength and ability. What had I gotten myself into? Not quite done yet!
We'd taxied to the hold line - we'd be next for take off. As I usually do, I looked out my window and looked across the aisle to see out the window across the aisle from me. I couldn't believe my eyes. The man in 21D was quietly on his cell phone nestled on his left shoulder to completely conceal it. We got clearance to take the runway. Still talking. We began to roll, still talking. We were rotating, still talking. I couldn't believe it. This was one of the most high angle takeoffs I'd ever encountered. Had his cell phone messed up the navigation?
Given these three separate situations an arms length apart I couldn't help but wonder how prevalent these kinds of situations were aboard this aircraft. Where and when did my responsibility begin and end? Why were the attendants so lax? Why were my fellow passengers so self centered that the thought of the rest of us was so remote?
The man is 21D with the cell phone it turned out was an Assistant Pastor in a large Houston, Texas congregation. Was he contending with an emergency? Was it a trade off for him? Perhaps he saved a parishioner, at the potential expense of the safety of over 100 fellow passengers. No one died or even knows about it but my wife and I. But we got off the plane exhausted and disillusioned with the apparent lack of personal and professional responsibility. Though this is a sad testimony, I sadly believe it is prevalent.
So, what does all this have to do with the wonderful world of organization development that we have made our life's interest and the object of our life's work. Plenty!
People in organizations break the rules constantly. Self interests prevail over organizational interests all the time. In a strong organization culture, which is our specialty, self interests can take a second seat to tight culture if the actions of a person are observable by others that might influence that behavior. But in the midst of strangers or in the seclusion of darkness or hidden by a outer garment self interests will often win. Add a bit of anxiety and people will embarrass their most substantial comfort zones (their dominant RGB color, for example).
In an organization culture individuals will bend and break cultural norms to serve their own interests when they can get away with it. They will endanger their temporary commitments to those around them to serve the needs of closer relationships that may not be present. They will be secretive about anything that will preserve their self-image and well being. These and similar characteristics place a burden on an organization's leadership, management, and supervision, and stretch to a breaking point the peer (without authority) relationships of those around them. The cost is lower capacity - the ability of people to identify and solve problems of mutual concern that impact an ability to achieve an organization's purpose, missions, goals, etc. Ultimately, low capacity robs the organization and the people in it of profitability and the security that goes with it. This is an oversimplification, of course. Lots of other things suffer, too.
To fix these kinds of conditions requires a steadfast commitment to change at all levels, not something easily achieved. Just talking about it will likely make the situation worse, at least temporarily. In the long run, it is not the change through communication that will make the difference but a root change of heart that precedes the earnest communication that will be an essential first step.
Sunday, March 6, 2011
Shifting from Old to New - Dramatic and Dynamic Change
This might be as much a progress report on our shift to a new business structure as a reality check.
Old Traditional Way (1976 to 2010)...
We have been a traditional od consulting firm since 1976. We found and serviced end clients with our own proprietary brand of technology - CapacityWare(TM) RGB Technologies.
Preparation for Transition (2000 to 2010)...
The most significant initiatives of this decade have been the programming of unique software, the creation and refinement of the client library, and the residency certification of an extended and independent network of client-service consultants. This effort has taken place at our home location - Hampton Roads, Virginia.
Transition to the New Consultancy Model (2010 to 2015)...
Here is the two-fold approach: extend certification to a national and global presence primarily with National Roadshow and global Internet connections, while shifting our service base from end-clients to those who have been certified to service end-clients. We've been doing it for some time with increasing success and we're ready to intensify the effort.
Old Traditional Way (1976 to 2010)...
We have been a traditional od consulting firm since 1976. We found and serviced end clients with our own proprietary brand of technology - CapacityWare(TM) RGB Technologies.
Preparation for Transition (2000 to 2010)...
The most significant initiatives of this decade have been the programming of unique software, the creation and refinement of the client library, and the residency certification of an extended and independent network of client-service consultants. This effort has taken place at our home location - Hampton Roads, Virginia.
Transition to the New Consultancy Model (2010 to 2015)...
Here is the two-fold approach: extend certification to a national and global presence primarily with National Roadshow and global Internet connections, while shifting our service base from end-clients to those who have been certified to service end-clients. We've been doing it for some time with increasing success and we're ready to intensify the effort.
Transition Actions
Commercial Office Space - Close (March 31, 2011).
We are no longer in the event production business and the need for commercial office space with the new consultancy model (serving those who serve) is no longer needed.
Web Sites - Continue.
LTODI will continue to be the repository for CapacityWare(TM) RGB Technology.
QualityofWorkLife will continue to be the client data entry port for the network.
e-mail, AOL - Continue.
The AOL address is well known and documented.
Remote Access - Continue.
This enables the entry into all IT resources from virtually any remote location.
Advanced Cell Phone Availability - Continue.
Everything needed for e-connectivity from anywhere at anytime.
Twitter - Continue and Escalate.
Notify user practitioner followers of happenings and receive feedback.
e-ProZone Blog - Continue and Escalate.
Inform potential and current practitioners on current and topical matters of interest.
LinkedIn - Continue and Escalate.
A platform for the practitioner base to connect professionally to a broad audience of potentially interested users.
Facebook - Continue and Escalate.
Publish RoadTrip and RoadShow results to a user/practitioner base.
YouTube (Guru account - RGBFounders) - Continue and Escalate.
Make available a wide range of video products (currently over 3 hours and over 50 videos) to assist practitioners with illustrations of how the technology is applied.
Skype - Continue.
Use for remote visual connection with the practitioner base as needed.
e-Bay - Establish.
Use as a global platform for the convenient identification and sale of RGB Technology.
We are no longer in the event production business and the need for commercial office space with the new consultancy model (serving those who serve) is no longer needed.
Web Sites - Continue.
LTODI will continue to be the repository for CapacityWare(TM) RGB Technology.
QualityofWorkLife will continue to be the client data entry port for the network.
e-mail, AOL - Continue.
The AOL address is well known and documented.
Remote Access - Continue.
This enables the entry into all IT resources from virtually any remote location.
Advanced Cell Phone Availability - Continue.
Everything needed for e-connectivity from anywhere at anytime.
Twitter - Continue and Escalate.
Notify user practitioner followers of happenings and receive feedback.
e-ProZone Blog - Continue and Escalate.
Inform potential and current practitioners on current and topical matters of interest.
LinkedIn - Continue and Escalate.
A platform for the practitioner base to connect professionally to a broad audience of potentially interested users.
Facebook - Continue and Escalate.
Publish RoadTrip and RoadShow results to a user/practitioner base.
YouTube (Guru account - RGBFounders) - Continue and Escalate.
Make available a wide range of video products (currently over 3 hours and over 50 videos) to assist practitioners with illustrations of how the technology is applied.
Skype - Continue.
Use for remote visual connection with the practitioner base as needed.
e-Bay - Establish.
Use as a global platform for the convenient identification and sale of RGB Technology.
Summary
So, there you have it. The sift is by no means complete, but it has begun and with sufficient evidence of pay-back that it will continue and escalate. We are only two, but our approach to the new model is that we have a significant multiplier for our efforts. RoadShow engagements appear to be doubling in 2011. There has been firm interest in success in remote certification options that have only recently been offered. We have not arrived, but it is the journey toward an ambiguous destination that is the current thrill of our efforts (Blue statement for sure).Got a comment? Have a suggestion? Post it, please.
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