Wasn't sure I'd have anything to post today - I didn't work. I didn't go into the office either. Fridays are like that for me often - well I don't go into the office at all on Fridays - which I LOVE because I can sleep until 7 a.m.; take a walk; work a little; take a shower; run an errand; work a little - you get the routine. And I LOVE my freedom on Fridays! But this particular Friday - it was my son's 18th birthday so the routine was a little different and then we had to get to a softball tournament for one of my daughters. It was odd - I didn't get a single work-related email all day. Not sure if that's because of the conversation I had with everyone about the cc'ing me on every communication or if perhaps everyone was more at ease and didn't feel they needed to check in with me every 10 minutes on something. Regardless - it was a lovely reprieve!
Anyway - back to the story - so for the reasons stated above, I didn't think I'd have anything to report. But then - as I sat at the softball game at 4:30 - I received a text from the boss. And here's what it said:
Just finished book. I'm on board with it. I'll have to dissolve 28 years of ingrained ideas about work, but open since I have a modified approach in running two separate businesses. I think the time is now under 3.0 to make this happen with a new work environment and technology to allow freedome to work wherever whenever. I like it!
I damned near fell out of my stadium seat. And the only brilliant response I could muster at that moment was: Holy Crap!
I know we still have a ways to go, but just getting the gate open is, in and of itself, a major accomplishment! We texted back and forth some more and he was totally jazzed about how much fun this will be to on the bleeding edge of "work" and "technology". I really think it will be a blast, too! And then I started thinking about how, in 2-3 years from now, our little company, after 13 years of struggling, could be in some business magazine - you know - headliner news - about how we implemented this amazing culture AND grew profits 20x over and how we could be THE company to work for! And I believe it. I've always believed in this company - since the day I started. And I've been here through thick and thin - mostly thin - but I always knew it could be something and I always stuck it out because I knew that if I left, and when it became something - I would be very sorry for leaving and not having been a part of that "something". So the time is now. The time is right. And by GOD we are going to be the company I have always known we could be!!!
And then, after the game and as we drove back home, my mind started wandering - to new places - places it hasn't been in a very long time - places like:
I can wear those kick-ass tights that look like tattoos all over - and I won't give a crap what anyone thinks.
I can get me some groovy boots and cool clothes and be that creative soul I've always dreamed of being.
I can take daytime exercise classes - like Zumba - and get back that 20 year old body I once had.
I can go eat lunch with my youngest.
I can be home when she gets on the bus and home when she gets off the bus.
I can make certain my family is eating healthy every single day - not just a few times a week.
I can go watch my son play his first college baseball game.
I can be here for my 15 year old daughter as she travels through the next few years of her life.
I can go for those walks with my cousin at lunch that we enjoy so much.
I can get the invoicing done for my husband's business and help him build that to an even higher level if that's his dream.
And not to be forgotten - I CAN MANAGE SOME SUPER AMAZING RESULTS AT MY COMPANY - We will be the leading provider and my department's service will be something that other companies envy.
I can do ALL those things - and do you know why? Because I will no longer be CHAINED to that damned desk for 9-10 hours a day during a designated time. I may end up putting in 15 hours a day - but I don't really care - because it will be on MY terms and in MY control. FREEDOM!!!!!!!!!!
Friday, July 9, 2010
Thursday, July 8, 2010
The Day AFTER the Great Day
I am not sure if I should count the days by typical "work" days or by calendar days - I mean I DO work on days that are not typically "work" days - right? So anyway - until that dilemma is solved, I'll just make up arbitrary titles.
So today we had our department meeting -the one in which everyone was to bring their list of "tasks/activities" along with the value add for each one. Everyone actually had a list - I was amazed! And pleased. And we hammered through some pretty good discussions I thought. Many of the discussions around each task/activity resulted in some being labeld as "Requires Further Discussion" - not because the task doesn't add value to our overall mission - but because the process we currently have is totally inefficient. We need to come back to those a different day and hammer them out one by one to come up with a new process so that we can gain some efficiencies and so that some of the things we do aren't so mundane and we can all recognize the value immediately. At times we get so caught up in the monotony of HOW we tackle things, that we're losing sight of the value we are adding. I think overall this part of the meeting went very well and people were able to perhaps see the value they are adding to the overall goal/mission.
We even came up with one task that everyone does that adds NO value - NONE - to the department, our peers, the company, the customer - NOTHING. And guess what it was?! TIME TRACKING of their daily activities - logging how much time they spend with each customer/activity. Well guess what then? Let's STOP DOING IT. I put it to a vote - does anyone WANT to continue this activity of logging their time if it's adding NO value? Not a single person wanted to! Well one sort of did, but admitted that doing it actually had no value and she might come around yet to seeing that it's not helping her to achieve her goal. I think everyone likes this decision and seemed pleased with it! There are still a few things we do that will require the tracking of time - but I suggested they all start brainstorming on how those things can be handled in a different manner so we could perhaps get away from tracking the time on them as well. I'll be interested to see what they come to the table with the next time we meet to discuss this matter!
I noticed that not a single person had anything on their list that wasn't "work" related - so I volunteered to read my items: reading the newspaper online; checking my Facebook - things like this. Doesn't anyone else do this while they are AT the office? They admitted they did. And what value do those actitivities add? NONE. I think they may fear that I don't want them doing these things or that I sincerely frown upon it. But I'm really just trying to lay the groundwork for something bigger - Being AT the office does NOT constitute being AT work. But first I want to point out to them how we're already being nonproductive from time to time. And because they admitted to doing these things - I just merely assured them that I do them also. Maybe next time we'll talk about WHY we do those things AT the office. I just want to get them to start thinking about work differently and felt this was a good way to go about it without cramming the concept down their throat. I also admitted that 90% of work related email I receive is irrelevant and exists only as CYA or due to incivility amongst staff. What a waste of time. Everyone agreed. I wanted them to realize that the stress factors they have are the same ones I have - and that the irritants they have about work are the same ones I have. I need them to know and realize that I'm not some super-human - I'm the same as them. Hopefully in time they will realize that through these discussions.
We didn't make it through the entire list - and so we plan to continue running through them next week because I really sensed everyone was jazzed about the conversation and the openness - and I don't want the creative juices to stop flowing - the thinking about HOW we do things and looking for better, more efficient ways of doing them. So I think it's good to get this out in the open and start addressing some of these things sooner rather than later. Even IF we don't get to go to a ROWE - these things still need to be addressed so we can promote a healthier work culture.
All in all - a good meeting and I look forward to more discussions with them!
So today we had our department meeting -the one in which everyone was to bring their list of "tasks/activities" along with the value add for each one. Everyone actually had a list - I was amazed! And pleased. And we hammered through some pretty good discussions I thought. Many of the discussions around each task/activity resulted in some being labeld as "Requires Further Discussion" - not because the task doesn't add value to our overall mission - but because the process we currently have is totally inefficient. We need to come back to those a different day and hammer them out one by one to come up with a new process so that we can gain some efficiencies and so that some of the things we do aren't so mundane and we can all recognize the value immediately. At times we get so caught up in the monotony of HOW we tackle things, that we're losing sight of the value we are adding. I think overall this part of the meeting went very well and people were able to perhaps see the value they are adding to the overall goal/mission.
We even came up with one task that everyone does that adds NO value - NONE - to the department, our peers, the company, the customer - NOTHING. And guess what it was?! TIME TRACKING of their daily activities - logging how much time they spend with each customer/activity. Well guess what then? Let's STOP DOING IT. I put it to a vote - does anyone WANT to continue this activity of logging their time if it's adding NO value? Not a single person wanted to! Well one sort of did, but admitted that doing it actually had no value and she might come around yet to seeing that it's not helping her to achieve her goal. I think everyone likes this decision and seemed pleased with it! There are still a few things we do that will require the tracking of time - but I suggested they all start brainstorming on how those things can be handled in a different manner so we could perhaps get away from tracking the time on them as well. I'll be interested to see what they come to the table with the next time we meet to discuss this matter!
I noticed that not a single person had anything on their list that wasn't "work" related - so I volunteered to read my items: reading the newspaper online; checking my Facebook - things like this. Doesn't anyone else do this while they are AT the office? They admitted they did. And what value do those actitivities add? NONE. I think they may fear that I don't want them doing these things or that I sincerely frown upon it. But I'm really just trying to lay the groundwork for something bigger - Being AT the office does NOT constitute being AT work. But first I want to point out to them how we're already being nonproductive from time to time. And because they admitted to doing these things - I just merely assured them that I do them also. Maybe next time we'll talk about WHY we do those things AT the office. I just want to get them to start thinking about work differently and felt this was a good way to go about it without cramming the concept down their throat. I also admitted that 90% of work related email I receive is irrelevant and exists only as CYA or due to incivility amongst staff. What a waste of time. Everyone agreed. I wanted them to realize that the stress factors they have are the same ones I have - and that the irritants they have about work are the same ones I have. I need them to know and realize that I'm not some super-human - I'm the same as them. Hopefully in time they will realize that through these discussions.
We didn't make it through the entire list - and so we plan to continue running through them next week because I really sensed everyone was jazzed about the conversation and the openness - and I don't want the creative juices to stop flowing - the thinking about HOW we do things and looking for better, more efficient ways of doing them. So I think it's good to get this out in the open and start addressing some of these things sooner rather than later. Even IF we don't get to go to a ROWE - these things still need to be addressed so we can promote a healthier work culture.
All in all - a good meeting and I look forward to more discussions with them!
Wednesday, July 7, 2010
I have no clue what day I'm on - but it's a GREAT ONE!
I don't even remember what started it actually. I do recall that as it was happening, I was thinking I should be taking notes or recording the whole thing so I could replay it over and over and over again. I'll try to recount it as accurately as I can, but frankly it's rather a blur.
We headed out to our typical weekly manager's lunch, but unlike other weeks, we stopped first to look at some new office space. I had suggested earlier in the day that perhaps during lunch we could talk about what we needed from a space - what we hoped to achieve from the space. I was really looking for a segue to bringing up ROWE because earlier I had gotten the documentation from Cali and I was pretty excited about bringing the idea to the table, but I was also very scared of being shot down, so I was looking for the right moment, the right opportunity to mention it and I figured a discussion around space might provide me that opportunity.
The first space we looked at was, odd, at best. Old, outdated, configured with large executive offices - complete with fireplaces and large stuffed blue marlins. The boss really dug that big corner office with the fire place though. So while he admired what could possibly be his office, I made one simple statement: "Perhaps later you can explain to me how this will help us reach our goals." Then I was mad at myself for saying it. This has really not been my week for keeping my tongue. I feared I might have set him off and perhaps ruined my chance to bring up ROWE this week. But when we got to the restaurant, we started talking about growth, addition of people, which obviously lead into space. And this is where it gets foggy for some reason - maybe I blacked out from the excitement?
As we talked about adding people, we determined they wouldn't need to be on-site people - that we could hire anyone from anywhere in the country - we already have remote employees -so why continue to limit ourselves to local talent if we could broaden our pool of talent nationwide. And then we started talking about managing those folks and perhaps the need to really work hard on coming up with performance goals to measure remote employees' performance rather than just "time" or activities. And it just so happens that the highway the boss uses to commute to work is under construction this week and it's taking him 2 hours to get home in the evenings and so we started talking about what a waste that was - how that 2 hours could be spent on other more productive activities. And then the next thing I know - he's talking about letting everyone work remote and rather than having this giant office - instead have an office space with work pods for people to use when they wanted or needed. And my colleague and I just sat there - dumbfounded as the boss spilled forth the idea that I was wanting to present to him....all on his own. With not really any coaxing. It was honestly the most bizarre thing. When the boss went to the bathroom, I suggested I might want to purchase a lottery ticket tonight because for the last week - everything I have "thought" has honestly come to BE.
And when he returned from the bathroom - he continued with his thoughts and ideas about this whole optional type office that people could use if they wanted or needed. And he mentioned how put out he was that the chairman would even suggest he was not working when he wasn't present in the office last week. And he became more and more animated about the idea.
And then as we looked at the next two office spaces on the list - he communicated to the potential landlords that our needs had changed since they first talked - that instead we were looking to offer space for employees to use as needed or desired and might not need as much space as we originally thought. And he was totally jazzed on how "hip" and "cool" and "high tech" the concept was. It was so fun - because then I brought up my social media idea and we threw PBX phone technology out there, and cloud help desk solutions - and he was buzzing with excitement around the idea of just how really amazing AND SCALABLE we could be with just a few tweaks. And he decided that a move along with the introduction of a new culture could be the new future for this company and so now he is ready to get things moving quickly!
So when we got back to the office - I approached him alone and I had in my hand my "Work Sucks and How to Fix It" book - and I asked him if he might have time to read a book over the weekend. He said he could make time and asked if he should only read certain parts or the entire thing. I suggested he read the entire thing - and to try to ignore my highlighted pages. He asked if it was relevant to our discussions and I assured him it was SPOT ON to the ideas HE introduced at lunch. And that it was almost frighteningly similar to this book. I then told him how I'd been talking to Cali, and how I had a proposal from her and that I really felt that if we were going to do something this bleeding edge - we should likely hire a professional to help us because it is so contrary to what we all think of as "work" - that we really do NOT want to screw this up. He talked more about the whole work space and explained that that is really how HE works and thought it could be so liberating and empowering if everyone could work that way. He said he remembered his old way of working and how much he hated it and really didn't want to be making other people feel the way his boss's of yore had made him feel.
He committed to read the book. I am delighted! I am ecstatic! I am hopeful! I am also scared out of my living mind. But in a positive way. I'm definitely up to this. I'm definitely committed to it. But I also feel a little naked - I loaned him MY copy of the book - it's been my Bible since I read it. I refer to it frequently - rereading the parts I highlighted - looking for new parts I may have missed. I can hardly wait for Monday to hear his thoughts!!!
Tomorrow - staff meeting with my team - we are going to present to each other our results from the exercise of the Lamplighter - list your task - state the value. I really am looking forward to this feedback and dialogue with the group. I just hope they are honest - otherwise the exercise really won't accomplish what I hope it will - which is to either bring to light how their activities drive results OR bring to MY light what they are working on that is adding no value and can just be done away with so more effort can be afforded to results! Stay tuned....
We headed out to our typical weekly manager's lunch, but unlike other weeks, we stopped first to look at some new office space. I had suggested earlier in the day that perhaps during lunch we could talk about what we needed from a space - what we hoped to achieve from the space. I was really looking for a segue to bringing up ROWE because earlier I had gotten the documentation from Cali and I was pretty excited about bringing the idea to the table, but I was also very scared of being shot down, so I was looking for the right moment, the right opportunity to mention it and I figured a discussion around space might provide me that opportunity.
The first space we looked at was, odd, at best. Old, outdated, configured with large executive offices - complete with fireplaces and large stuffed blue marlins. The boss really dug that big corner office with the fire place though. So while he admired what could possibly be his office, I made one simple statement: "Perhaps later you can explain to me how this will help us reach our goals." Then I was mad at myself for saying it. This has really not been my week for keeping my tongue. I feared I might have set him off and perhaps ruined my chance to bring up ROWE this week. But when we got to the restaurant, we started talking about growth, addition of people, which obviously lead into space. And this is where it gets foggy for some reason - maybe I blacked out from the excitement?
As we talked about adding people, we determined they wouldn't need to be on-site people - that we could hire anyone from anywhere in the country - we already have remote employees -so why continue to limit ourselves to local talent if we could broaden our pool of talent nationwide. And then we started talking about managing those folks and perhaps the need to really work hard on coming up with performance goals to measure remote employees' performance rather than just "time" or activities. And it just so happens that the highway the boss uses to commute to work is under construction this week and it's taking him 2 hours to get home in the evenings and so we started talking about what a waste that was - how that 2 hours could be spent on other more productive activities. And then the next thing I know - he's talking about letting everyone work remote and rather than having this giant office - instead have an office space with work pods for people to use when they wanted or needed. And my colleague and I just sat there - dumbfounded as the boss spilled forth the idea that I was wanting to present to him....all on his own. With not really any coaxing. It was honestly the most bizarre thing. When the boss went to the bathroom, I suggested I might want to purchase a lottery ticket tonight because for the last week - everything I have "thought" has honestly come to BE.
And when he returned from the bathroom - he continued with his thoughts and ideas about this whole optional type office that people could use if they wanted or needed. And he mentioned how put out he was that the chairman would even suggest he was not working when he wasn't present in the office last week. And he became more and more animated about the idea.
And then as we looked at the next two office spaces on the list - he communicated to the potential landlords that our needs had changed since they first talked - that instead we were looking to offer space for employees to use as needed or desired and might not need as much space as we originally thought. And he was totally jazzed on how "hip" and "cool" and "high tech" the concept was. It was so fun - because then I brought up my social media idea and we threw PBX phone technology out there, and cloud help desk solutions - and he was buzzing with excitement around the idea of just how really amazing AND SCALABLE we could be with just a few tweaks. And he decided that a move along with the introduction of a new culture could be the new future for this company and so now he is ready to get things moving quickly!
So when we got back to the office - I approached him alone and I had in my hand my "Work Sucks and How to Fix It" book - and I asked him if he might have time to read a book over the weekend. He said he could make time and asked if he should only read certain parts or the entire thing. I suggested he read the entire thing - and to try to ignore my highlighted pages. He asked if it was relevant to our discussions and I assured him it was SPOT ON to the ideas HE introduced at lunch. And that it was almost frighteningly similar to this book. I then told him how I'd been talking to Cali, and how I had a proposal from her and that I really felt that if we were going to do something this bleeding edge - we should likely hire a professional to help us because it is so contrary to what we all think of as "work" - that we really do NOT want to screw this up. He talked more about the whole work space and explained that that is really how HE works and thought it could be so liberating and empowering if everyone could work that way. He said he remembered his old way of working and how much he hated it and really didn't want to be making other people feel the way his boss's of yore had made him feel.
He committed to read the book. I am delighted! I am ecstatic! I am hopeful! I am also scared out of my living mind. But in a positive way. I'm definitely up to this. I'm definitely committed to it. But I also feel a little naked - I loaned him MY copy of the book - it's been my Bible since I read it. I refer to it frequently - rereading the parts I highlighted - looking for new parts I may have missed. I can hardly wait for Monday to hear his thoughts!!!
Tomorrow - staff meeting with my team - we are going to present to each other our results from the exercise of the Lamplighter - list your task - state the value. I really am looking forward to this feedback and dialogue with the group. I just hope they are honest - otherwise the exercise really won't accomplish what I hope it will - which is to either bring to light how their activities drive results OR bring to MY light what they are working on that is adding no value and can just be done away with so more effort can be afforded to results! Stay tuned....
Tuesday, July 6, 2010
Change is NOT Easy
Today, when I got up, I was still very tired from the long holiday weekend and not really feeling committed to the day and the projects ahead. And as I continued to prepare to leave for the office, that didn't change. I thought about calling in, but that would be lying, I wasn't sick. I was just TIRED and NOT on top of my game and I knew it. But I drug myself in there anyway and tried VERY hard to put on my new happy face and really set an example and be a great leader.
I should have stayed home.
I was snippy with people during a morning meeting, and everyone else seemed fairly snippy also. I really don't know why we plan meetings on the first day back after a long holiday weekend. People are tired. They're not in the groove yet, their patience is thin and their willingness to be flexible is completely absent.
And as I trudged through the day, I found myself just wanting to do things the old way. It would be easier. It wouldn't take much effort - to just sit and be present and kill 9 hours - but it would be contrary to the bigger mission. But alas, in honesty, it's pretty much how I spent most of my day - in meetings and just biding my time.
I hope to get more rest tonight and get back in the game tomorrow! I haven't given up and I'm not going to give up. I just should have stayed home and kept to myself today.
I held a meeting with member of my team to discuss selling services in chunks of deliverables instead of chunks of time. My fire wasn't there, so I felt like I was leading them down slippery slope of death and destruction, instead of blazing a trail into what could become a new world for them. They seem on board with it - but at the same time - I sense some level of trepidition. Maybe that's just because it's the unknown. Or just maybe because it is change itself. We're going to go ahead and plow forward with that change for now - hopefully it will work.
In the meantime - NO more meetings on first days back after holiday weekends. I need to remember that. And must have MORE sleep. Change is hard. It requires focus. Dedication. Concentration. Sleep. But it's not impossible!!!
I should have stayed home.
I was snippy with people during a morning meeting, and everyone else seemed fairly snippy also. I really don't know why we plan meetings on the first day back after a long holiday weekend. People are tired. They're not in the groove yet, their patience is thin and their willingness to be flexible is completely absent.
And as I trudged through the day, I found myself just wanting to do things the old way. It would be easier. It wouldn't take much effort - to just sit and be present and kill 9 hours - but it would be contrary to the bigger mission. But alas, in honesty, it's pretty much how I spent most of my day - in meetings and just biding my time.
I hope to get more rest tonight and get back in the game tomorrow! I haven't given up and I'm not going to give up. I just should have stayed home and kept to myself today.
I held a meeting with member of my team to discuss selling services in chunks of deliverables instead of chunks of time. My fire wasn't there, so I felt like I was leading them down slippery slope of death and destruction, instead of blazing a trail into what could become a new world for them. They seem on board with it - but at the same time - I sense some level of trepidition. Maybe that's just because it's the unknown. Or just maybe because it is change itself. We're going to go ahead and plow forward with that change for now - hopefully it will work.
In the meantime - NO more meetings on first days back after holiday weekends. I need to remember that. And must have MORE sleep. Change is hard. It requires focus. Dedication. Concentration. Sleep. But it's not impossible!!!
Thursday, July 1, 2010
Day 11 - July 1
The day I had been so eagerly anticipating finally arrived! My conference call with Cali Ressler co-creator of ROWE. At 10:30 sharp, I dialed into the number she had provided. And I heard - voices - speaking in a language with which I was not familiar. And I was confused. And upset. So I quickly shot her an email explaining I was on the call -but did not understand the language. Then I wondered if maybe, just maybe, I had fat-fingered the entry code to the call and hung up and tried again. YAY!!! There was Cali - waiting for me! Sorry to arrive late Cali. I told her the story and she laughed and assured me she would speak English. WHEW!!! I was nervous, but her voice was calming and I was drinking up every word she said - feverishly taking notes because I knew I would be so excited that I would forget it all! 5 pages of notes, to be exact!
My notes read:
ROWE is NOT a remote only work environment. IF the OUTCOME requires use of certain equipment which is located at the office - people WILL come into the office - willingly - because that's the only means by which they can get to the desired outcome. And since performance is measured ONLY by outcome/results - it just happens - without being told to do so. This makes sense to me. And answered my question about how a call center would work under a ROWE. Obviously technology could foster a virtual workplace for a call center, but if we don't have it and the phones only ring at the office and don't have the necessary features to facilitate remote work - then people will still come to the office. Got it. Also made a note that this virtual PBX we're looking into is definitely the route we want to go so that this whole, "someone HAS to be here at ALL times to answer the phone" thing can be removed - which would work well for helping people not feel so "owned" by the company.
She then shared with me the fact that a ROWE is currently being implemented in a Nursing Home. WHOA!!!! A nursing home - being run in a "work whenever you want, from wherever you want" environment??? Their goal/desired outcome is: Resident Health & Happiness - 'DELIGHT OUR CUSTOMER' and because they all love what they do, but hated how they had to approach it - they're reaching their desired outcome! I mean seriously people - this could be life or death if employees didn't show up to work - and there are no schedules - no shifts - talk about risky. But it's WORKING.
We talked about how to measure performance and how to determine what the goals would be. Turns out - I can't do this ahead of time and on my own. This has to be a collaborative effort between management and employees - this evidently is a big part of the shift to ROWE - setting the goals is the responsibility for EVERYONE to figure out. Good to know - I won't waste any more of my time racking my brain on this one. But I will continue to jot down my ideas as they come to me so that WHEN we get to this point (oh - and we WILL get there) I have my ideas handy.
I asked her about how to determine staffing needs - how do I know if we are under or over staffed? She indicated that currently employees are only producing about 50% of their actual potential. WHAT? But she's likely accurate as I've read this at least a hundred times in the last two week from a multitude of sources. Pathetic. She went on to tell me that under ROWE, the productivity goes up 20% - 40% within 4 months after implementation. It doesn't make sense, because at their 50% productivity, they were complaining about being over-worked - and now they're able to produce more and are actually ASKING FOR MORE TO DO. She then went on to explain that on an ongoing basis, during the ongoing performance conversations and dialogues I would be having with them, I would just "know" when we were not properly staffed. Interesting. Right now, I ask that my staff log their time on every project, every task, every thing they do - so I can use those metrics to determine staffing needs. And likely, right now I'm also making them feel more "owned". EGADS.
I explained to her my "lamp lighter exercise" I have my staff going through right now. She advised me that it is very natural for people to start thinking about the tasks they do and how those activities might not be driving the outcome. Which I think is what I'm ultimately after with the lamp lighter exercise. Getting rid of shit tasks that people are doing that add NO value to the outcome. She suggested I take them to an even higher level - by asking them what is the RESULT of the outcome? - this reminded me a little of "Hundred Percenters" - in that a HARD goal should serve something bigger than ourselves. I like how I'm hearing this from at least two sources now.
I brought up the fact that we do track time for billing, accounting, and certain contract deliverable purposes and asked if perhaps this wasn't a contradiction to the ROWE. She suggested that we take out the "total" - and just have people insert the minimum amount of information - so they were accounting for chunks of time - but not against something by which they could be measured. I liked this - but explained to her that we sell things in chunks of time. Customer buys 30 hours of training. So we must track our time to ensure we deliver. She's so freakin' brilliant - she asked if there was a way to package the training differently. Into different kinds of chunks other than time. WELL YEAH!! DUH! God I'm dense sometimes. We used to sell it chunks of days. But then everyone defined the number of hours in a day differently. So we sold it in chunks of hours. But when she asked me that it was like, "DOH! We deliver in chunks of MODULES - so why not just sell MODULES in chunks - that way if it only takes a customer 1/2 the amount of time to get through the module - we're not continuing to try to deliver the remaining chunk of time." She's a genius - this Cali - genius!!!
I had concerns about the call center - and I know I already mentioned that and the technology and all that - and she explained that a natural shift in autonomy will occur - the outcome is customer satisfaction and if everyone understands and works toward that and the supervisor steps out of the way and asks people to figure out how to achive that outcome - it will happen. I do that a little already - in terms of lunches. Phones need to be covered. I'm not going to set lunch schedules. They're all adults, they know how to communicate - figure it out - and they DO!! So evidently if they can figure it out between the hours of 11 and 2 - they can figure it out between the hours of 7a and 6p. Huh. I never thought about giving them THAT much trust. But why? I can only trust them for 3 hours. But not for 10 hours? Based on? What? Nothing. I have nothing to say for myself in regard to this.
We then talked a bit about the boss and how he thinks and acts and how I could maybe subtly bring him along. She asked me what keeps him up at night. Sales. And who manages sales? Him. And how do they work? In a ROWE - conceptually. They have specific metrics by which they are measured ( in theory) and they work when they want, from where they want and we don't track their time. And are they meeting their goals? No. Well that Cali - she figured that one out - he's been conditioned to believe that if he can't see people - they won't meet their goals - because that's what he's getting from his sales people. AH! That's so logical - and solves one mystery! She went on to explain that the PERFORMANCE needs to be addressed - NOT the fact that we can't see them and somehow my colleague and I will need to get the boss to understand that.
She went on to explain that it is VERY common for CEO's to act this way - because he is autonomous for the most part - so he doesn't feel the negative impact of being judged on time. Dang she's smart. She said that it is really up to me and my colleague to guide him to discovery that he is ALREADY operating this way and wouldn't he LOVE IT if EVERYONE felt the way he does and operates the way he does. The feeling of being "owned" drains people and doesn't allow them to perform at their highest possible level.
She said people feel entitled to their jobs - they put in their time - they deserve to keep their job. But in a ROWE - it's about achieving results - so it really drives the entrepreurial spirit.
She said a lot more - I likely said even more than I'm willing to admit - because I do not know when to shut my mouth. But I was so jazzed that I couldn't help myself. She was amazing and dynamic and I was all gung ho! She is going to send me a detail of how a ROWE implementation looks so we can understand it and maybe even move a few things in that direction. She told me I could email her any time I wanted. She'll likely be sorry she said that! I wanted to tell her I loved her - but it seems premature. Maybe later on I will, though.
I was SO ecstatic over the whole sell training in chunks of deliverables and NOT time, that I immediately emailed my staff and suggested the idea and solicited their feedback. Crazy- they were ON BOARD - it made sense to them. This is almost frightening - I mean is this ROWE stuff that simple? Seriously? Is this entire concept of OUTCOME vs TIME elementary? I cannot wait to infuse more of this into our department!!! It makes me giddy to see how easy this part is - no resistance - and they don't even know WHY I'm making these suggestions - but they act...... relieved. Lighter. More pleasant. Approachable. My GOD - were we really owning them that badly that just taking one finger off of them has relieved them this much? It's like Christmas - I've delivered one gift and it was amazing to watch them open it - I cannot wait to have them unwrap their others!!!
My notes read:
ROWE is NOT a remote only work environment. IF the OUTCOME requires use of certain equipment which is located at the office - people WILL come into the office - willingly - because that's the only means by which they can get to the desired outcome. And since performance is measured ONLY by outcome/results - it just happens - without being told to do so. This makes sense to me. And answered my question about how a call center would work under a ROWE. Obviously technology could foster a virtual workplace for a call center, but if we don't have it and the phones only ring at the office and don't have the necessary features to facilitate remote work - then people will still come to the office. Got it. Also made a note that this virtual PBX we're looking into is definitely the route we want to go so that this whole, "someone HAS to be here at ALL times to answer the phone" thing can be removed - which would work well for helping people not feel so "owned" by the company.
She then shared with me the fact that a ROWE is currently being implemented in a Nursing Home. WHOA!!!! A nursing home - being run in a "work whenever you want, from wherever you want" environment??? Their goal/desired outcome is: Resident Health & Happiness - 'DELIGHT OUR CUSTOMER' and because they all love what they do, but hated how they had to approach it - they're reaching their desired outcome! I mean seriously people - this could be life or death if employees didn't show up to work - and there are no schedules - no shifts - talk about risky. But it's WORKING.
We talked about how to measure performance and how to determine what the goals would be. Turns out - I can't do this ahead of time and on my own. This has to be a collaborative effort between management and employees - this evidently is a big part of the shift to ROWE - setting the goals is the responsibility for EVERYONE to figure out. Good to know - I won't waste any more of my time racking my brain on this one. But I will continue to jot down my ideas as they come to me so that WHEN we get to this point (oh - and we WILL get there) I have my ideas handy.
I asked her about how to determine staffing needs - how do I know if we are under or over staffed? She indicated that currently employees are only producing about 50% of their actual potential. WHAT? But she's likely accurate as I've read this at least a hundred times in the last two week from a multitude of sources. Pathetic. She went on to tell me that under ROWE, the productivity goes up 20% - 40% within 4 months after implementation. It doesn't make sense, because at their 50% productivity, they were complaining about being over-worked - and now they're able to produce more and are actually ASKING FOR MORE TO DO. She then went on to explain that on an ongoing basis, during the ongoing performance conversations and dialogues I would be having with them, I would just "know" when we were not properly staffed. Interesting. Right now, I ask that my staff log their time on every project, every task, every thing they do - so I can use those metrics to determine staffing needs. And likely, right now I'm also making them feel more "owned". EGADS.
I explained to her my "lamp lighter exercise" I have my staff going through right now. She advised me that it is very natural for people to start thinking about the tasks they do and how those activities might not be driving the outcome. Which I think is what I'm ultimately after with the lamp lighter exercise. Getting rid of shit tasks that people are doing that add NO value to the outcome. She suggested I take them to an even higher level - by asking them what is the RESULT of the outcome? - this reminded me a little of "Hundred Percenters" - in that a HARD goal should serve something bigger than ourselves. I like how I'm hearing this from at least two sources now.
I brought up the fact that we do track time for billing, accounting, and certain contract deliverable purposes and asked if perhaps this wasn't a contradiction to the ROWE. She suggested that we take out the "total" - and just have people insert the minimum amount of information - so they were accounting for chunks of time - but not against something by which they could be measured. I liked this - but explained to her that we sell things in chunks of time. Customer buys 30 hours of training. So we must track our time to ensure we deliver. She's so freakin' brilliant - she asked if there was a way to package the training differently. Into different kinds of chunks other than time. WELL YEAH!! DUH! God I'm dense sometimes. We used to sell it chunks of days. But then everyone defined the number of hours in a day differently. So we sold it in chunks of hours. But when she asked me that it was like, "DOH! We deliver in chunks of MODULES - so why not just sell MODULES in chunks - that way if it only takes a customer 1/2 the amount of time to get through the module - we're not continuing to try to deliver the remaining chunk of time." She's a genius - this Cali - genius!!!
I had concerns about the call center - and I know I already mentioned that and the technology and all that - and she explained that a natural shift in autonomy will occur - the outcome is customer satisfaction and if everyone understands and works toward that and the supervisor steps out of the way and asks people to figure out how to achive that outcome - it will happen. I do that a little already - in terms of lunches. Phones need to be covered. I'm not going to set lunch schedules. They're all adults, they know how to communicate - figure it out - and they DO!! So evidently if they can figure it out between the hours of 11 and 2 - they can figure it out between the hours of 7a and 6p. Huh. I never thought about giving them THAT much trust. But why? I can only trust them for 3 hours. But not for 10 hours? Based on? What? Nothing. I have nothing to say for myself in regard to this.
We then talked a bit about the boss and how he thinks and acts and how I could maybe subtly bring him along. She asked me what keeps him up at night. Sales. And who manages sales? Him. And how do they work? In a ROWE - conceptually. They have specific metrics by which they are measured ( in theory) and they work when they want, from where they want and we don't track their time. And are they meeting their goals? No. Well that Cali - she figured that one out - he's been conditioned to believe that if he can't see people - they won't meet their goals - because that's what he's getting from his sales people. AH! That's so logical - and solves one mystery! She went on to explain that the PERFORMANCE needs to be addressed - NOT the fact that we can't see them and somehow my colleague and I will need to get the boss to understand that.
She went on to explain that it is VERY common for CEO's to act this way - because he is autonomous for the most part - so he doesn't feel the negative impact of being judged on time. Dang she's smart. She said that it is really up to me and my colleague to guide him to discovery that he is ALREADY operating this way and wouldn't he LOVE IT if EVERYONE felt the way he does and operates the way he does. The feeling of being "owned" drains people and doesn't allow them to perform at their highest possible level.
She said people feel entitled to their jobs - they put in their time - they deserve to keep their job. But in a ROWE - it's about achieving results - so it really drives the entrepreurial spirit.
She said a lot more - I likely said even more than I'm willing to admit - because I do not know when to shut my mouth. But I was so jazzed that I couldn't help myself. She was amazing and dynamic and I was all gung ho! She is going to send me a detail of how a ROWE implementation looks so we can understand it and maybe even move a few things in that direction. She told me I could email her any time I wanted. She'll likely be sorry she said that! I wanted to tell her I loved her - but it seems premature. Maybe later on I will, though.
I was SO ecstatic over the whole sell training in chunks of deliverables and NOT time, that I immediately emailed my staff and suggested the idea and solicited their feedback. Crazy- they were ON BOARD - it made sense to them. This is almost frightening - I mean is this ROWE stuff that simple? Seriously? Is this entire concept of OUTCOME vs TIME elementary? I cannot wait to infuse more of this into our department!!! It makes me giddy to see how easy this part is - no resistance - and they don't even know WHY I'm making these suggestions - but they act...... relieved. Lighter. More pleasant. Approachable. My GOD - were we really owning them that badly that just taking one finger off of them has relieved them this much? It's like Christmas - I've delivered one gift and it was amazing to watch them open it - I cannot wait to have them unwrap their others!!!
Wednesday, June 30, 2010
Day 10 - June 30
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!
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!
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!
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