Today was the big company meeting - the one in which we would announce CHANGE IS COMING - the atmosphere was different than normal - people were laughing, joking, being playful with one another - and they hadn't even heard the announcement yet. So why the change in the air? Was it just that the three of us managers were smiling? Did we seem lighter and more playful? Had I wiped that horrid scowl off my face without realizing it? I couldn't put my finger on it - but they were definitely more at ease as the meeting got underway.
We made some fun announcements about new staff and new delivery technology we would be using for one of our services. People were pumped! And then the boss passed out his memo. The one that we had debated over regarding wording and message. And he started in on his verbal delivery. But his delivery was flat. Lifeless. Dull. And I could tell he wasn't sure how to excite people or tell his story in an enthusiastic manner. He was choosing his words cautiously - but they were sending a somewhat jumbled message. And when he finished and asked for feedback - the only feedback we got was, "I really think that new training vehicle is exciting!" My colleague finally spoke up and asked if everyone in the room had totally missed the message that was just communicated. The next generation for our company wasn't that silly training vehicle - it was something MUCH larger than that. A couple of people spoke up - but I could tell they were still very confused, untrusting, skeptical maybe?
And then the boss says it - the demotivating stuff. He informs the staff that this came about because he directed me and my colleague to change. And that he is now challenging us to make the change happen. Uhhh - excuse me - we just spent three + months subtly trying to convince HIM change was needed. And now that he's convinced, it's all of a sudden HIS idea and he DIRECTED US to do this? I was totally deflated. And demoralized. And unmotivated to continue this process. And I wondered why it was so important to him to be in an authoritative position. What would he stand to lose if the staff believed that the three of us had collaborated on this? What is the harm in that? That's likely something I'll need to read up on in some psychology book. Whatever.
Later in the day, we had our weekly management lunch. And it was dull. And lifeless. And full of more of the same nonsense that is driving me to insanity. All I heard was one-sided statements. We're looking at new office space - I communicated that I was concerned that one of the spaces we are considering might not give employees adequate space to comfortably perform their jobs - both physically but primarily - AIR SPACE. We have some staff who are on the phones all day dealing with customers and others whose work really dictates less interruption and more concentration. I further voiced that I found the excessively large conference room to be a waste of space. The boss let me know that he wasn't concerned about those things - (you know, the comfort of people as they perform their job on a daily basis) - and he really wants that big conference room for when we have companies meetings (once a month - less than 20 people) and when we entertain business partners (once a year - less than 5 people total). Again - this "thing" with being in the obvious authoritative position. I shut my mouth like a good servant does. I do like my paycheck, afterall.
And I'm determined NOT to let his insecurities ruin my spirit or want I know we can accomplish here! Tomorrow - my call with Cali!!! SO excited to meet her and visit with her!
Look for posts from my colleague - he's agreed to guest blog here also and I'm excited about that!
Wednesday, June 30, 2010
Day 9 - June 29
So today I really felt great about my journey - plans were in motion to announce a new era at the company the following day and through a series of well crafted e-mails followed by a telephone call to further explain my ideas, I won a small battle with the boss.
He had asked my colleague and I to give our opinion on the memo he planned to deliver to all employees at the company meeting. Recall, this started last week, I tried to lure him there by asking a series of questions, he appeared to not be interested in the details, and I really felt we were at a stale mate. I did not respond to his response to my response to his original email (it's confusing - I realize - but you're smart - stick with me here) - I let him stew over my silence for the weekend. I also recognize that ideas primarily need to be his in order to be accepted so I intentionally stepped back from the conversation so he would have time to ponder.
On Monday, he sent a revised version of the memo to us - he was closer - but not quite there and the memo still wasn't sitting well with me. After asking if I could make a suggestion and him agreeing that I could. I sent the following email:
I read this, I did not come up with this on my own:
HARD goals push all the people involved beyond their current self-imposed restraints. To be effective, HARD goals must be:
Heartfelt (they exist to serve something bigger than ourselves)
Animated (They’re so vividly described and presented that to not reach them would leave us wanting)
Required (They’re as critical to our continued existence as breathing and water)
Difficult (They’re so hard they’ll test every one of our limits)
This is obviously just a VERY small excerpt from a book – But I love it so much – GIVE THEM A TASTE OF IT – Make them want it – THEN challenge them. So if the goal is to grow revenues – What does that mean for THEM? How does this company look at that growth level? This book goes on to describe all of this in great detail, etc. But when I first hit this part of the book – which was at the very beginning – a lightbulb went on:
1. Our goals are NOT heartfelt. Maybe between the 3 of us they are – but do we effectively communicate that to the staff? SERVING SOMETHING BIGGER THAN OURSELVE – ie; - OUR CUSTOMERS – what are we going to deliver to our customers – continually?
2. Our goals are NOT animated – we are growing to triple the revenue. Okay. What does that mean to THEM? Make them TASTE the success of reaching that goal NOW – to the point they want it and want to do all that they can to achieve it
3. Our goals are ONLY required because we dictate them – but do we explain to these people what it means to THEM if these goals are not met? What does it mean if we don’t grow the revenue? To them? What does it mean if we don’t deliver to our customers that which we define we are going to? And I’m not talking about specifics – the delivery to the customer is a broader goal we need to believe in.
4. Difficult – make them so they have to stretch
I don’t think that telling them we are going to grow revenues, then challenging them to tell us what they will do to see make that happen is going to get us miraculously to a new place – I like this book’s concept – it just makes sense – it’s human nature -
[Concepts and ideas credited to "Hundred Percenters" by Mark Murphy]
And then I waited - for his reply. And it actually arrived much quicker than I expected. But when I read it, my heart sank:
If I can summarize: WIFM - Whats in IT For Me?
What's in it for them if we are able to Double in size? Just more work and more of the same? Let me think about that some more.
He wasn't getting it - so I called him and explained it to him because it was easier and less dangerous than engaging in an email battle with him over it. I explained to him that it wasn't about money, raises, prestige, - it is more esoteric than that. He needed to think bigger, broader, more philosophical. Paint a picture of what it feels like to work here when we reach our goal - creativity, innovation, all of those things. After a few minutes, he said he understood and agreed to revise the memo again.
On his third attempt on the memo, I read it and it was obvious to me he had really tried. He had. And it wasn't horrible. But it wasn't as dynamic and enthusiastic as I had hoped. But he did try. And for that effort, I could only accept it and feel that in some ways, I had won that battle. He did paint the picture of the future - he really did - unfortunately it was ALL tied to money. Which isn't necessarily the key motivator for everyone. But he tried. He listened, he opened his mind, and he attempted to apply what I had attempted to teach him.
That's as much as I could have hoped for in a single day!
I also held my meeting with my direct staff - in which I read to them the Lamplighter chapter of The Little Prince. I'm pretty certain they thought I was drunk. Or crazy. Or perhaps both. As I started to read, one of them interrupted and informed me she needed to leave in 10 minutes to attend to a customer. I assured her I wasn't going to be reading War & Peace and it was but a page and half long chapter. I then put them to task before next week's meeting - to make that list of tasks they perform because of "orders" and next to each one - state the value of that task - to either them professionally, the company, their peers, our department or our customers. And if they found no value for any of those categories - to state that. One of the staff members asked me if I was going to do the exercise also. I assured them I would and that I had nothing to hide. (I also made a mental note to include 'listening to petty bullshit from staff' to my list and indicate it served no value to any of the purposes I had identified). One of the staffers asked if the value stated was supposed to be from their perception or mine. I was amazed that they might actually think I wanted them to state the value from MY perception. It was eye opening for me - that in some way I must have been stifling them and just sending them the message to shut up and do the work because it provides x, y, z value - and they thought this exercise was more of test to see if they could reiterate to me the instruction I'd given them previously. I assured them I wanted THEIR perception - I have my own thank you - I want YOURS.
I'm excited to go through their lists in the next meeting!
He had asked my colleague and I to give our opinion on the memo he planned to deliver to all employees at the company meeting. Recall, this started last week, I tried to lure him there by asking a series of questions, he appeared to not be interested in the details, and I really felt we were at a stale mate. I did not respond to his response to my response to his original email (it's confusing - I realize - but you're smart - stick with me here) - I let him stew over my silence for the weekend. I also recognize that ideas primarily need to be his in order to be accepted so I intentionally stepped back from the conversation so he would have time to ponder.
On Monday, he sent a revised version of the memo to us - he was closer - but not quite there and the memo still wasn't sitting well with me. After asking if I could make a suggestion and him agreeing that I could. I sent the following email:
I read this, I did not come up with this on my own:
HARD goals push all the people involved beyond their current self-imposed restraints. To be effective, HARD goals must be:
Heartfelt (they exist to serve something bigger than ourselves)
Animated (They’re so vividly described and presented that to not reach them would leave us wanting)
Required (They’re as critical to our continued existence as breathing and water)
Difficult (They’re so hard they’ll test every one of our limits)
This is obviously just a VERY small excerpt from a book – But I love it so much – GIVE THEM A TASTE OF IT – Make them want it – THEN challenge them. So if the goal is to grow revenues – What does that mean for THEM? How does this company look at that growth level? This book goes on to describe all of this in great detail, etc. But when I first hit this part of the book – which was at the very beginning – a lightbulb went on:
1. Our goals are NOT heartfelt. Maybe between the 3 of us they are – but do we effectively communicate that to the staff? SERVING SOMETHING BIGGER THAN OURSELVE – ie; - OUR CUSTOMERS – what are we going to deliver to our customers – continually?
2. Our goals are NOT animated – we are growing to triple the revenue. Okay. What does that mean to THEM? Make them TASTE the success of reaching that goal NOW – to the point they want it and want to do all that they can to achieve it
3. Our goals are ONLY required because we dictate them – but do we explain to these people what it means to THEM if these goals are not met? What does it mean if we don’t grow the revenue? To them? What does it mean if we don’t deliver to our customers that which we define we are going to? And I’m not talking about specifics – the delivery to the customer is a broader goal we need to believe in.
4. Difficult – make them so they have to stretch
I don’t think that telling them we are going to grow revenues, then challenging them to tell us what they will do to see make that happen is going to get us miraculously to a new place – I like this book’s concept – it just makes sense – it’s human nature -
[Concepts and ideas credited to "Hundred Percenters" by Mark Murphy]
And then I waited - for his reply. And it actually arrived much quicker than I expected. But when I read it, my heart sank:
If I can summarize: WIFM - Whats in IT For Me?
What's in it for them if we are able to Double in size? Just more work and more of the same? Let me think about that some more.
He wasn't getting it - so I called him and explained it to him because it was easier and less dangerous than engaging in an email battle with him over it. I explained to him that it wasn't about money, raises, prestige, - it is more esoteric than that. He needed to think bigger, broader, more philosophical. Paint a picture of what it feels like to work here when we reach our goal - creativity, innovation, all of those things. After a few minutes, he said he understood and agreed to revise the memo again.
On his third attempt on the memo, I read it and it was obvious to me he had really tried. He had. And it wasn't horrible. But it wasn't as dynamic and enthusiastic as I had hoped. But he did try. And for that effort, I could only accept it and feel that in some ways, I had won that battle. He did paint the picture of the future - he really did - unfortunately it was ALL tied to money. Which isn't necessarily the key motivator for everyone. But he tried. He listened, he opened his mind, and he attempted to apply what I had attempted to teach him.
That's as much as I could have hoped for in a single day!
I also held my meeting with my direct staff - in which I read to them the Lamplighter chapter of The Little Prince. I'm pretty certain they thought I was drunk. Or crazy. Or perhaps both. As I started to read, one of them interrupted and informed me she needed to leave in 10 minutes to attend to a customer. I assured her I wasn't going to be reading War & Peace and it was but a page and half long chapter. I then put them to task before next week's meeting - to make that list of tasks they perform because of "orders" and next to each one - state the value of that task - to either them professionally, the company, their peers, our department or our customers. And if they found no value for any of those categories - to state that. One of the staff members asked me if I was going to do the exercise also. I assured them I would and that I had nothing to hide. (I also made a mental note to include 'listening to petty bullshit from staff' to my list and indicate it served no value to any of the purposes I had identified). One of the staffers asked if the value stated was supposed to be from their perception or mine. I was amazed that they might actually think I wanted them to state the value from MY perception. It was eye opening for me - that in some way I must have been stifling them and just sending them the message to shut up and do the work because it provides x, y, z value - and they thought this exercise was more of test to see if they could reiterate to me the instruction I'd given them previously. I assured them I wanted THEIR perception - I have my own thank you - I want YOURS.
I'm excited to go through their lists in the next meeting!
Monday, June 28, 2010
Day - 8 - sure - let's call it day 8
Starting into the second week of my rejuvination process, I have nothing to report on the first Monday back. I spent the day training a new employee, so no time to research, process new information I've learned recently or dream up new and exciting ways to lead my staff. I did find that my attitude toward my staff was better than it has been in past weeks. I'm on my 4th book since last Thursday - "Hundred Percenters" - it's AWESOME and I cannot wait to get back to it tonight. I think reading it has helped me to understand that the problems I'm having with my staff is not THEIR problem - I've created this problem and I have to lead them to a different desired output. Likely that's why I was nicer to them today - I had a different perspective on them - I owe them something. Not a party, not a raise, not more nicety - I need to challenge them and lead them to become better and loyal employees.
I did get confirmation from Cali regarding our conference call on Thursday! I love her emails she sends me and I treasure each of them! She is certain we will hit it off and I feel the same way! I cannot wait to "meet" her! Tomorrow is my staff meeting and I'm really excited about the agenda I've put together and the lamp lighter exercise I'm going to take them through. They'll likely think I'm off my rocker (or drunk) - but I am excited that the first step I've chosen to take with them is creative, non-normal and hopefully thought provoking!
I did get confirmation from Cali regarding our conference call on Thursday! I love her emails she sends me and I treasure each of them! She is certain we will hit it off and I feel the same way! I cannot wait to "meet" her! Tomorrow is my staff meeting and I'm really excited about the agenda I've put together and the lamp lighter exercise I'm going to take them through. They'll likely think I'm off my rocker (or drunk) - but I am excited that the first step I've chosen to take with them is creative, non-normal and hopefully thought provoking!
Friday, June 25, 2010
The First Weekend
I didn't reply to the boss's email. I want him to think more about my questions and give them some thought rather than just engage in email warfare with him. It's like a game - the next person to speak loses. So I'm sitting quietly. But I've been talking quite a bit with my colleague and learned that he has had the same feelings of death by boredom for the last year also. And we both believe that WE are perpetuating this throughout the entire culture and through our staff. So we have agreed to immediately take action and start doing things a different way. Starting this coming Monday.
I've always approached my career and management style in a somewhat unorthodox manner - and somehow I've become this cookie cutter pain in the ass shitty manager. MANAGER. I used to be a leader. I used to lead my people to success. Now I just manager their unwanted behavior and actions every day. THAT is the first thing that has to change. And it's up to ME to lead that change and help them find their way back to the desirable behavior. So I have been spending alot of time trying to brainstorm on the best course of action to take first with regard to setting change into motion.
And it occurred to me - I decided to change when I realized that I had a problem - that I was bored, unchallenged - going through the motions. So it would only stand to reason that they, also, must have this same epiphany before they can set their mind to change. But HOW? Then it hit me! "The Little Prince" - I had just read it this week and I've been trying to make sense of it ever since. In my effort to break it down chapter by chapter and analyze it in pieces, I re-read chapter 14 - the fifth planet. The lamplighter. The little man who just continually put out and relit the street lamp because of "orders" when there was really no longer a reason to do so. BINGO! That's it! I have to catch these people's attention - I have to do something so far out of the box when I broach this subject with them that they will pay attention. So, in my staff meeting this coming Tuesday, rather than the mundane tedium of having them each tell me what they're working on and me telling them to get it going faster, I'm going to throw all caution to the wind and read this to them. (Just that one chapter) - and then I'm going to challenge each of them to be honest with me and tell me if that is how they feel about their job. Because I do. So I want to know if they do. And if they do, which I suspect they do, I am next going to challenge each of them to make a list of the tasks they do on a daily basis at work and then next to the task state the value of that task to the company.
This should help us get on an even playing field with regard to how the company values tasks and how they value tasks. Perhaps they have valid points and some tasks are of no value. Fair enough - I'm willing to abandon crap that doesn't add value. Even if I thought of it. But maybe, just maybe - they don't understand the value of their work to the company. So this will open the door to me explaining the value so they can understand and perhaps feel better about their tasks.
I'm pretty pumped about this idea and can hardly wait for Tuesday! But I'm not wishing away the days between now and then! It's the weekend, afterall!
I've always approached my career and management style in a somewhat unorthodox manner - and somehow I've become this cookie cutter pain in the ass shitty manager. MANAGER. I used to be a leader. I used to lead my people to success. Now I just manager their unwanted behavior and actions every day. THAT is the first thing that has to change. And it's up to ME to lead that change and help them find their way back to the desirable behavior. So I have been spending alot of time trying to brainstorm on the best course of action to take first with regard to setting change into motion.
And it occurred to me - I decided to change when I realized that I had a problem - that I was bored, unchallenged - going through the motions. So it would only stand to reason that they, also, must have this same epiphany before they can set their mind to change. But HOW? Then it hit me! "The Little Prince" - I had just read it this week and I've been trying to make sense of it ever since. In my effort to break it down chapter by chapter and analyze it in pieces, I re-read chapter 14 - the fifth planet. The lamplighter. The little man who just continually put out and relit the street lamp because of "orders" when there was really no longer a reason to do so. BINGO! That's it! I have to catch these people's attention - I have to do something so far out of the box when I broach this subject with them that they will pay attention. So, in my staff meeting this coming Tuesday, rather than the mundane tedium of having them each tell me what they're working on and me telling them to get it going faster, I'm going to throw all caution to the wind and read this to them. (Just that one chapter) - and then I'm going to challenge each of them to be honest with me and tell me if that is how they feel about their job. Because I do. So I want to know if they do. And if they do, which I suspect they do, I am next going to challenge each of them to make a list of the tasks they do on a daily basis at work and then next to the task state the value of that task to the company.
This should help us get on an even playing field with regard to how the company values tasks and how they value tasks. Perhaps they have valid points and some tasks are of no value. Fair enough - I'm willing to abandon crap that doesn't add value. Even if I thought of it. But maybe, just maybe - they don't understand the value of their work to the company. So this will open the door to me explaining the value so they can understand and perhaps feel better about their tasks.
I'm pretty pumped about this idea and can hardly wait for Tuesday! But I'm not wishing away the days between now and then! It's the weekend, afterall!
Week 1 - Part II
On Thursday night after I'd read the book, I decided to send a thoughtful response to my boss who had asked me my opinion on changing the culture in our company. See, the three of us executive managers all agree that the culture must change. I'm just not sure the three of us are on the same page, or planet for that matter, with regard to how we should change or how we're going to get there. I believe he thinks that if he commands it, it will be so. I like to think that you have to lead people to change and you have to do it in a systematic, adaptive approach so the change will be real and long-living. Kind of like quitting smoking, right? So I wanted to feel him out a bit. So I sent him and my colleague the following email:
After having read through this numerous times and giving it thoughtful consideration, I would like us, as a management team to consider/ask ourselves the following questions as we embark down a path of redefining and shaping our culture.
1. Is our current culture proactive or reactive?
2. Do we reward/advance people based on achievement or time?
3. Are we open to risk or afraid to change?
4. How do we feel about paying people for a chunk of work, not a chunk of time?
5. Do we believe that Time + Physical Presence = Results?
6. T or F – Few individuals in this company are giving their best
7. Do we send the message that Presenteeism is how we base performance?
8. Do we believe that if people can get their work done in less time, they should get more work?
9. Are we championing a system that distracts from results by making negative comments or judging how people use their time?
10. Do we set clear goals and expectations for every employee – on a daily, weekly, monthly, yearly basis?
11. Are we, as managers prepared to do it what it takes to set those goals on a crystal clear level?
12. Do we plan?
13. Do we talk about expected outcomes with the staff?
14. Do we intentionally or unintentionally enforce how work looks vs actually getting the work done?
15. Are the meetings we each hold well defined by purpose and expected outcome or are they just taking up time that could be spent working toward results?
16. How many of our employees have witnessed or been a target of incivility in our organization? – how do we think that affects our overall culture and ability to succeed?
17. Do we, as managers, believe we are entitled to certain privileges that others have not earned?
18. Do we give privileges to certain employees that we feel they deserve and have earned but don’t offer those same privileges to everyone equally across the board?
19. Are we leading our people, or just managing them?
20. Do we believe that people will behave like responsible adults if treated as such?
21. Are we allowing low performers or bad attitudes to slip by because of presenteeism or other perceived value to the company?
22. Do we believe that knowledge work requires fluidity, concentration and creativity?
Obviously I’m not looking for you guys to respond item by item – instead I’m trying to engage some thought into what might be at the root of this problem – and trying to fix it. Any type of change we make here really needs to be an adaptive change – not just a technical change - or else it will not be long-lasting. The three of us have to be committed, united and clear on what the new culture will be. Unfortunately, I think that also means that we need to take a deep look inside ourselves and consider we could be causing the problem because we’re sending mixed messages to this staff – telling them we are one type of culture – and managing by something completely different. Are we unknowingly and without intention dividing this staff and not driving this company to the next level? If so, are we each prepared to take on the job of correcting that through disciplined change? Food for thought
And then I waited in anticipation for his response. He's one that likes to come up with ideas on his own so it's fairly important that any change we make be his idea. I knew this coming into it - and didn't expect a miracle or an immediate, "I don't know what you're talking about - but I love it - so let's just go for it - whatever it is!"
But what I got was a tad more disturbing than what I expected.
Some of these are worthy of more discussion and some I can answer readily.
I will say however, the change we have been talking about will require change among the 3 of us as well in how we manage to drive performance results. I don't think our present situation can be neatly boxed into one thing, but is the combination of several things from our past history that for the most part has had its share of dysfunction management and workers. We never had the luxury of selective and careful thoughtful hiring in order to not just bring the right skill set, but the right personality type. With that said, I don't want everyone to feel as though I don't feel good about our employees we have. I think for the most part we have a good set of steady Eddie's in the company. What I am trying to stoke the fires on is to see who can move beyond that or what we can do to support and drive greater achievement from this group. Right or wrong, and I may be wrong on this, but we allowed as managers a culture of acceptance as we felt we had no options and that we were merely grateful that anyone would work for us given the dysfunction or financial history of uncertainty. I would like to think we can slowly move away from this. I don't think we can enforce massive change, but starting the shift of attitudes as part of 3.0 around getting everyone to thinking about what each person can do individually to improve and get better, is the first focus I am advocating we try to promote all in the higher objective of growing the company to a double in revenues in 3 years.
Now if you had to hone in on the Company 3.0 document, coming back to that, and incorporating or isolating the thoughts listed below, what are we missing? Are we conveying the right message? Can it be better? I guess that is what I am after in the objective of growing the company with driven employees that want to excel.
And that's where I hit the first, of what I will suspect will be many, roadblocks. A crystal clear dismissal of the details and a seeking of approval of a document that basically demands change occur immediately within our staff.
After having read through this numerous times and giving it thoughtful consideration, I would like us, as a management team to consider/ask ourselves the following questions as we embark down a path of redefining and shaping our culture.
1. Is our current culture proactive or reactive?
2. Do we reward/advance people based on achievement or time?
3. Are we open to risk or afraid to change?
4. How do we feel about paying people for a chunk of work, not a chunk of time?
5. Do we believe that Time + Physical Presence = Results?
6. T or F – Few individuals in this company are giving their best
7. Do we send the message that Presenteeism is how we base performance?
8. Do we believe that if people can get their work done in less time, they should get more work?
9. Are we championing a system that distracts from results by making negative comments or judging how people use their time?
10. Do we set clear goals and expectations for every employee – on a daily, weekly, monthly, yearly basis?
11. Are we, as managers prepared to do it what it takes to set those goals on a crystal clear level?
12. Do we plan?
13. Do we talk about expected outcomes with the staff?
14. Do we intentionally or unintentionally enforce how work looks vs actually getting the work done?
15. Are the meetings we each hold well defined by purpose and expected outcome or are they just taking up time that could be spent working toward results?
16. How many of our employees have witnessed or been a target of incivility in our organization? – how do we think that affects our overall culture and ability to succeed?
17. Do we, as managers, believe we are entitled to certain privileges that others have not earned?
18. Do we give privileges to certain employees that we feel they deserve and have earned but don’t offer those same privileges to everyone equally across the board?
19. Are we leading our people, or just managing them?
20. Do we believe that people will behave like responsible adults if treated as such?
21. Are we allowing low performers or bad attitudes to slip by because of presenteeism or other perceived value to the company?
22. Do we believe that knowledge work requires fluidity, concentration and creativity?
Obviously I’m not looking for you guys to respond item by item – instead I’m trying to engage some thought into what might be at the root of this problem – and trying to fix it. Any type of change we make here really needs to be an adaptive change – not just a technical change - or else it will not be long-lasting. The three of us have to be committed, united and clear on what the new culture will be. Unfortunately, I think that also means that we need to take a deep look inside ourselves and consider we could be causing the problem because we’re sending mixed messages to this staff – telling them we are one type of culture – and managing by something completely different. Are we unknowingly and without intention dividing this staff and not driving this company to the next level? If so, are we each prepared to take on the job of correcting that through disciplined change? Food for thought
And then I waited in anticipation for his response. He's one that likes to come up with ideas on his own so it's fairly important that any change we make be his idea. I knew this coming into it - and didn't expect a miracle or an immediate, "I don't know what you're talking about - but I love it - so let's just go for it - whatever it is!"
But what I got was a tad more disturbing than what I expected.
Some of these are worthy of more discussion and some I can answer readily.
I will say however, the change we have been talking about will require change among the 3 of us as well in how we manage to drive performance results. I don't think our present situation can be neatly boxed into one thing, but is the combination of several things from our past history that for the most part has had its share of dysfunction management and workers. We never had the luxury of selective and careful thoughtful hiring in order to not just bring the right skill set, but the right personality type. With that said, I don't want everyone to feel as though I don't feel good about our employees we have. I think for the most part we have a good set of steady Eddie's in the company. What I am trying to stoke the fires on is to see who can move beyond that or what we can do to support and drive greater achievement from this group. Right or wrong, and I may be wrong on this, but we allowed as managers a culture of acceptance as we felt we had no options and that we were merely grateful that anyone would work for us given the dysfunction or financial history of uncertainty. I would like to think we can slowly move away from this. I don't think we can enforce massive change, but starting the shift of attitudes as part of 3.0 around getting everyone to thinking about what each person can do individually to improve and get better, is the first focus I am advocating we try to promote all in the higher objective of growing the company to a double in revenues in 3 years.
Now if you had to hone in on the Company 3.0 document, coming back to that, and incorporating or isolating the thoughts listed below, what are we missing? Are we conveying the right message? Can it be better? I guess that is what I am after in the objective of growing the company with driven employees that want to excel.
And that's where I hit the first, of what I will suspect will be many, roadblocks. A crystal clear dismissal of the details and a seeking of approval of a document that basically demands change occur immediately within our staff.
Week 1 - Part I
During the first week after my lucky trip across ROWE, I felt so passionately about their message and concept that I ordered their book - "Work Sucks and How to Fix It" I mean, who wouldn't want to read a book with that title? And the cover is genius - the WORK SUCKS part is in big red letters with an exclamation point - and when you read it you're immediately agreeing with it. I had to order the book because it wasn't available at my local Barnes & Noble, but that's a different story reserved for my other blog which is full of indecipherable rants about kids, husbands, people, life or whatever else strikes my fancy. Anyway - I didn't want to lose my passion for this concept while I waited for the book to arrive, so I emailed the ROWE folks with a passionate email about how much I was looking forward to learning more about their concept and that I had ordered the book. I also blogged about it on the other blog.
Much to my delight, they had Google Alerts set up and were alerted that I blogged about them, and one of their team-members commented on my piddly blog-about-nothing! I was delighted! Thrilled actually! WOW! Cool! Then on Tuesday the 21st (I think it was the 21st) - the book arrived. I could not wait to read it. But I got busy with other things and didn't get to the book until Thursday. And as I sat at my desk - yes, at work - reading my book about how work sucks - I noticed I had an email. It was from one of the co-authors herself! She'd received my email and wanted to know if I would like to have a conference call with her next week to discuss ROWE and how it might help my place of employment. Uh, YEH! I want to have a conference call with you! And I immediately felt..... special. Could I remember how to have an intelligent, professional conversation? Yes. I think I can pull that out of the bowels of my lost soul somehow. Would I remember not to cuss? Yes. I think I remember how to say a complete sentence without saying the "f" word. But when I replied to her email - I immediately rambled on and on about how I was currently reading the book and told her what page I was even on. I mean really, does she really have time to hear that kind of detail? Does she really care that I'm on page 47? I hastily sent the email anyway. Making a note to stop acting like a dolt and get it together.
I have not yet gotten confirmation on our conference call - but since she invited me to the call - why would she not confirm? She'll confirm. Evidently I'm not the only fan she has! Which is great - because the more fans she has, the more employers will adopt this concept and the better shot I have at making it happen for me!
And so I kept reading at my desk. Littering my new book with yellow high-lighter and jotting down notes and questions. I even read through lunch. And then at about 2:00 that afternoon, it hit me. Why in the world am I sitting HERE, reading when this book? It's a beautiful summer day and I can just as easily read this book at home while floating in my pool. So I shut down my computer, cleaned off my desk and hollered, "good bye!" and walked out. I didn't feel a single ounce of guilt. I didn't feel a single ounce of angst. And I did float in the pool and I did finish that book - the ENTIRE thing - including taking all my notes and jotting down questions. And I felt GREAT!!! I had shared the book's title with my colleague and while I was floating in the pool, he emailed me and said he could get behind this 100%. I emailed him back and replied, "I already have. I'm at home floating in my pool and reading the book!" And then I laughed, rolled off my air mattress and swam around the pool, happy as a lark. Rejuvinated for life!
Much to my delight, they had Google Alerts set up and were alerted that I blogged about them, and one of their team-members commented on my piddly blog-about-nothing! I was delighted! Thrilled actually! WOW! Cool! Then on Tuesday the 21st (I think it was the 21st) - the book arrived. I could not wait to read it. But I got busy with other things and didn't get to the book until Thursday. And as I sat at my desk - yes, at work - reading my book about how work sucks - I noticed I had an email. It was from one of the co-authors herself! She'd received my email and wanted to know if I would like to have a conference call with her next week to discuss ROWE and how it might help my place of employment. Uh, YEH! I want to have a conference call with you! And I immediately felt..... special. Could I remember how to have an intelligent, professional conversation? Yes. I think I can pull that out of the bowels of my lost soul somehow. Would I remember not to cuss? Yes. I think I remember how to say a complete sentence without saying the "f" word. But when I replied to her email - I immediately rambled on and on about how I was currently reading the book and told her what page I was even on. I mean really, does she really have time to hear that kind of detail? Does she really care that I'm on page 47? I hastily sent the email anyway. Making a note to stop acting like a dolt and get it together.
I have not yet gotten confirmation on our conference call - but since she invited me to the call - why would she not confirm? She'll confirm. Evidently I'm not the only fan she has! Which is great - because the more fans she has, the more employers will adopt this concept and the better shot I have at making it happen for me!
And so I kept reading at my desk. Littering my new book with yellow high-lighter and jotting down notes and questions. I even read through lunch. And then at about 2:00 that afternoon, it hit me. Why in the world am I sitting HERE, reading when this book? It's a beautiful summer day and I can just as easily read this book at home while floating in my pool. So I shut down my computer, cleaned off my desk and hollered, "good bye!" and walked out. I didn't feel a single ounce of guilt. I didn't feel a single ounce of angst. And I did float in the pool and I did finish that book - the ENTIRE thing - including taking all my notes and jotting down questions. And I felt GREAT!!! I had shared the book's title with my colleague and while I was floating in the pool, he emailed me and said he could get behind this 100%. I emailed him back and replied, "I already have. I'm at home floating in my pool and reading the book!" And then I laughed, rolled off my air mattress and swam around the pool, happy as a lark. Rejuvinated for life!
The Journey Begins
This journey back started quite some time ago. At the time however, I didn't realize I'd gone. And when I started back, I actually thought I was leaving. Bored, stifled, unchallenged, beat down, oppressed; I decided to leave - mentally. It would be easy enough I thought, just detach myself mentally from the thing that I'd associated myself with for most of my adult life - and just go through the motions. It would be easier that way. Less stressful. Less painful. Just get up each morning, plaster a smile on my face and do it. At the end of the day, return home and don't even think about it for the rest of the night. It seemed like the most brilliant of all plans at the time. Work. It's where I would go. It would no longer be who I am.
With the plan in place, I spent several months grieving the loss of the thing that had once defined my very soul. If I was no longer that place - that company - that work - then what was I? I knew I was a wife, a mother, a sister, an aunt, a cousin, a friend, a breadwinner, a cook, and so on and so forth. But who was I? Because for such a long period of time - I was a career woman. After several months of crying and grieving and receiving counsel from my husband, I was convinced that I wasn't a career woman any longer. That was who I used to be. Now I would be ME. That wife, that mother, that friend, and I would write - a passion I long ago deserted and never pursued. I would go to work every day, earn my keep and write by night. I would blog my way into a new ME.
Every Sunday morning I would wake up with a lump in my throat and a sense of dread looming over me. The weekend was almost over and the following day I would have to return to work. And I would cry. And the anxiety would be so high by noon, that I would start drinking to forget and to ease the fear and gloom. And on Monday morning, off I would march - into the office. To sit. And be. Most of my staff annoyed me so I learned that if I either closed my office door or wore my earbuds and listened to music, the day would seem happier - shorter - more bearable. And as I sat, I would watch the clock. Wishing the day away. Wishing the next day away, wishing it would be Thursday so the wretched work week would be over and I could really get on to my life. And I blogged. About whatever caught my fancy. But never about work. I think I may have posted 3 or 4 pretty funny entries about work - none of them nice, but all comical to the point I would crack myself up. Then my better judgement would get ahold of me and I'd pull the posts from public view.
Then one day it hit me. It wasn't the job that I hated. It wasn't the people I hated. It wasn't the boss, or the board or the clients. It was ME - and who I'd let myself become. And it was the CULTURE of this place that was causing me to drown in boredom and misery. And my actions and persona were rubbing off on my staff. And I was allowing the annoying behavior of the few dictate the atmosphere for the whole. And that's when I somehow - and it has to be through the grace of God because nothing else can explain it - tripped across ROWE - Results Only Work Environment. You can read all about it at http://www.gorowe.com/. Now - the moment I researched their website I was sold. I was re-energized - I had HOPE - which is something I had not had as it pertained to my job in a very very long time. This blog serves to document my journey back - to the person I was - only improved - before I almost lost my soul to corporate America. I'm not naiive - I don't think for a single moment this journey back will be easy. But I want to be a pioneer - and pioneers never had it easy - but we sure can sit back and thank them for all their hardship and endurance so we can live the lives we do today, can't we?
In this journey I hope to not only change my life, but the lives of others - both at my place of work, and at home. I want my kids to be inspired by what I do - not perplexed at why I continue to do something that makes me miserable. I want to greet the day with a genuine smile and embrace it on every level. I want to feel part of something bigger. I want to positively impact someone every single day of my life. And sitting behing a closed office door, listening to music on my iPhone and putting in my solid 8 won't get me there. I hope you will enjoy taking this journey with me and I hope that in some ways, I can inspire my readers through my story that will no doubt illustrate preserverance.
With the plan in place, I spent several months grieving the loss of the thing that had once defined my very soul. If I was no longer that place - that company - that work - then what was I? I knew I was a wife, a mother, a sister, an aunt, a cousin, a friend, a breadwinner, a cook, and so on and so forth. But who was I? Because for such a long period of time - I was a career woman. After several months of crying and grieving and receiving counsel from my husband, I was convinced that I wasn't a career woman any longer. That was who I used to be. Now I would be ME. That wife, that mother, that friend, and I would write - a passion I long ago deserted and never pursued. I would go to work every day, earn my keep and write by night. I would blog my way into a new ME.
Every Sunday morning I would wake up with a lump in my throat and a sense of dread looming over me. The weekend was almost over and the following day I would have to return to work. And I would cry. And the anxiety would be so high by noon, that I would start drinking to forget and to ease the fear and gloom. And on Monday morning, off I would march - into the office. To sit. And be. Most of my staff annoyed me so I learned that if I either closed my office door or wore my earbuds and listened to music, the day would seem happier - shorter - more bearable. And as I sat, I would watch the clock. Wishing the day away. Wishing the next day away, wishing it would be Thursday so the wretched work week would be over and I could really get on to my life. And I blogged. About whatever caught my fancy. But never about work. I think I may have posted 3 or 4 pretty funny entries about work - none of them nice, but all comical to the point I would crack myself up. Then my better judgement would get ahold of me and I'd pull the posts from public view.
Then one day it hit me. It wasn't the job that I hated. It wasn't the people I hated. It wasn't the boss, or the board or the clients. It was ME - and who I'd let myself become. And it was the CULTURE of this place that was causing me to drown in boredom and misery. And my actions and persona were rubbing off on my staff. And I was allowing the annoying behavior of the few dictate the atmosphere for the whole. And that's when I somehow - and it has to be through the grace of God because nothing else can explain it - tripped across ROWE - Results Only Work Environment. You can read all about it at http://www.gorowe.com/. Now - the moment I researched their website I was sold. I was re-energized - I had HOPE - which is something I had not had as it pertained to my job in a very very long time. This blog serves to document my journey back - to the person I was - only improved - before I almost lost my soul to corporate America. I'm not naiive - I don't think for a single moment this journey back will be easy. But I want to be a pioneer - and pioneers never had it easy - but we sure can sit back and thank them for all their hardship and endurance so we can live the lives we do today, can't we?
In this journey I hope to not only change my life, but the lives of others - both at my place of work, and at home. I want my kids to be inspired by what I do - not perplexed at why I continue to do something that makes me miserable. I want to greet the day with a genuine smile and embrace it on every level. I want to feel part of something bigger. I want to positively impact someone every single day of my life. And sitting behing a closed office door, listening to music on my iPhone and putting in my solid 8 won't get me there. I hope you will enjoy taking this journey with me and I hope that in some ways, I can inspire my readers through my story that will no doubt illustrate preserverance.
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