If passionate, failure firms resolve

Don QuixoteThere’s a lot said about the need to invoke people’s passions in the workplace.  I don’t think it happens nearly as often as it should, since for the vast majority, employment is not about passion – it’s about income.  Nonetheless, it’s at least intuitively obvious that having people who don’t just enjoy what they do, but believe in its importance, is a good thing.

Where this might have the greatest benefit is when ideas don’t gain any traction and simply fall apart.  If there is no passion – then failure simply breeds resignation and complacency.  It results in something worse than defeat – the expectation of defeat.  If defeat is expected, then the enthusiasm to try your best simply dissipates.

It is said that success will breed a greater dedication to task.  Maybe, but perhaps that’s not entirely true, or only true for those who are after the material gains success brings.  For those with other aims, however, success isn’t necessarily a prerequisite for effort.

Like Don Quixote tilting at windmills, those with sincere belief will attack problems that are well beyond their ability to resolve.  In this sense, resolve is not a by-product of achieving goals, it is the unintended outcome of abject failure.

Stump the chump and the art of accountability

business relationships teams friendsThis past Thursday night I delivered a presentation on understanding the 7 Wastes of Lean and how they are manifested in project management.  It was the largest gathering I’ve spoken to yet, and presented some interesting audience dynamics that were far different from when I presented the same topic to about 50-60 people at the New Hampshire chapter.  Overall, the presentation was fairly well received, however, and I think I delivered my point.  It was good speaking experience and gives me some time to reflect on how to work a larger room.

At the end of the presentation, a question was asked of me by an audience member:  “How do you make people accountable?”

It was clear that the situation this person was in had caused a great deal of frustration and difficulty.  As I pressed for details, it appeared that the situation was one in which a project had been assigned in typical “responsibility without authority” fashion.  Supposed team mates who needed to be a part of the project simply weren’t complying and, it also seemed obvious to me, the naming, blaming and shaming had begun.

My response?  A very unsatisfying quip that the project was doomed before it began.   The truth is, it looks like this project was sponsored via edict, by someone with no ability to grasp the difficulty of the situation or, even worse, someone who had and decided to place the responsibility for it upon the shoulders of an underling.  Also, I asked why people are resisting the change?  The answer was that they were afraid to change.  So, in my estimation, they were in an environment of disrespect because, lets’ face it, if you are fearful you are being disrespected, given the way things at work tend to go.

While likely accurate, those observations don’t really help the poor project manager who must deal with such a lousy situation.  The truth is, it’s always easy to blame management (which I also stated), however, you can influence from your own level on down.  So, I am sorry to say, that while the environment this Project Manager was in was entirely toxic and the assignment was probably doomed, there was a lot more that could have been done to make the situation better.

So, upon reflection over the course of the weekend, I have come up with some other advice.  Now, I won’t bore people with the usual rhetoric:  Approach the sponsor for additional support, lay out ground rules for the project team, establish tasks and task owners.  Those things are fairly simple and rely on utilizing tools rather than getting down into core people-centered concepts.  My best advice, then, is this:

Make friends.

I am as guilty as the next person in relying too much on being right and too little on being liked.  While all those smarts turn up evidence that is undeniable, people will still tend to go the other way, preferring to be wrong with friends than right and alone.  If you spend time making friends with people, they will do more to help you and be sympathetic when you are handed that miserable dog of a project.  Having those relationships does, indeed, make things easier and, therefore, enables the participation and experimentation needed to bring about success.

Now, people will say that such things ought not to be necessary and, if you are dedicated to a task or a company, that people should put aside their personal feelings and get the job done.  True.  They should.  True, also, that they won’t.  If you establish personal ties, however, people will choose to help you, they will choose to work on things they don’t want to just to spend time with people they like, they will choose to do a good job in order to make you look good, and they will choose to hold up their end so that they do not let you down.

In short, they will choose to be accountable.

Follow up: Why Lunch & Learn is not for everyone

lonely_lady_loves_lunch_by_emohoc
lonely_lady_loves_lunch_by_emohoc

lonely lady loves lunch by emohoc

Last time out, my post on why I dislike the practice of Lunch & Learns drew quite a few visitors to the site, and a small handful of comments on reddit.

One comment, in particular, stuck out in my mind.  Reddit user: “CivilDiscussions” wrote:

You sound like quite the slacker. In the real world, we have lunch meetings all the time. Lunch isn’t guaranteed to be “your time”

Now THAT is a fascinating take – that wanting to have a break with which to recharge, or to avoid yet another mindless, unproductive meeting, is associated with slacking.  The only thing this makes me believe is that people with this mindset have not yet adopted the principles of productivity or efficiency.  Instead, they value activity over accomplishment and, therefore, believe attendance at lunchtime working sessions is useful, which is just plain silly.

After reading the comments on reddit, however, i recalled Susan Cain’s book, Quiet, and her Ted talk on The Power of Introverts.  The assumption that people are “slackers” simply for their preference to be alone for awhile, especially mid-day after 4-5 hours of listening to other people’s incessant yammering, chatter, shifting, shuffling and noise, is certainly ignorant.  For those like me who crave that 30 or 60 minutes of isolation to block out the world and spend a little time doing something that either interests us intently, and/or relaxes us significantly – being chastised for doing what helps us to work seems like something that would cause a loss productivity.

Given that such a significant portion of the population is, in fact, introverted – that only makes the practice of Lunch & Learns that much more difficult to understand.  Consider what we know:

  • Trying to divide a person’s attention is counter-productive.  Eating and working at the same time guarantees a loss of efficiency in both activities and, since time is limited, makes both less effective, too.
  • The majority of people out there don’t like their jobs.  Throwing more information and activity at them in the same amount of time & space is mind numbing.  This either breeds resentment, fatigue resulting in a loss of creativity, or both.
  • A very large percentage of people function poorly when they don’t have a chance to “switch off” and re-charge.  Once they can do that, however, they are remarkably productive and creative.

Lunch & learn sessions fill what seems like non-productive time with something that feels more useful.  What gets missed, however, is the longer-term affects of allowing people to relax, unwind or to even have some time to think about the issues of the day without interruption.  Eliminating this time in favor of the vain belief that if people are doing something that feels like work, they must be doing something productive, is simply ignorant and condescending.

 

Managing the complex organization

Traffic Pro
Traffic Pro

Traffic Pro by marie carrion

A great read popped up over at inc.com this week.  The author, Ilyz Pozin, is a successful entrepreneur with several successful companies under his belt.  The article, entitled, “Want Happier Employees? Get Rid of the Bosses” describes his foray into the world of innovative management practices.  Along the way, he learns something about mentoring vs. directing, allowing teams to self-manage, the elimination of hierarchies based on titles, eliminating worry over salaries and incomes, and rewarding people for performance instead of activity.Those things are, in a nutshell, at the core of every bit of innovation in management writing over the last 30-40 years or so.  Which doesn’t make any of it a bad thing – it’s just a reminder that these ideas have been around for a very long time, and maybe we’re finally starting to see some of them come into fruition.

Unfortunately, despite all the cries to the contrary (including those coming from yours truly) – management is still, and always will be, quite necessary.

For instance, Pozin tells us that his innovative approach to managing his company – where people are organized into self-directed teams, has been going on for just 3 months. That is hardly long enough to declare sustainability to the approach.  He also declares, “Individuals need to be managed, but teams manage themselves.”  That statement, I believe, is wrong.  Or, at the very least, it’s mostly wrong…and it is mostly wrong due to a chronic misunderstanding and misapplication of what management is and should be.

Teams in simple environments are more able to “manage” themselves – which means they are able to organize their own activities and determine how to go about their work, assigning tasks to each person within the team.  Disputes are resolved, ideas are discussed, actions are taken.  All of which is to say that these teams, perhaps, don’t “manage” themselves – but, rather, that they lead themselves.  Managing is, of necessity, a bureaucratic and dogmatic process.  Coordinating the activities of a group of teams, especially as an organization grows increasingly complex, requires someone to help all those teams get organized.  In other words, someone must manage the interactions.Managing becomes necessary the more complex the organization becomes. Not “leading” or “coaching” or “mentoring” –  but “managing.”  Groups  of teams need coordination – Not in the childish way we push people around and call it “management” or bastardize such things into calling them “leadership,” but management – the coordinating of activities and the people who are going to perform them.

Someone needs to ensure the free flow of work throughout the organization.  Even the highest performing teams will need to have administrative things taken care of for them – facilities to work in, team members recruited, retained and substituted, legalities administered, etc.  Which, and especially in a highly complex organization, will require someone to coordinate the effort between teams and to identify and remove the roadblocks.  This means management.

The key is to make that management valuable and prevent it from becoming the hierarchical enigma we’ve all come to know – one whose only purpose is to maintain the hierarchy for its own sake regardless of the quality of work the teams that depend upon that management produce.  Management, when viewed as something that exists only to facilitate and enable the performance of work, becomes an important, vital and valuable function within the workplace.  When it exists to provide a layer of blind enforcement, unnecessary political and procedural activity, and as a salary enhancement vehicle for the technically proficient – its value diminishes to the point of being worthless.

You can’t buy pride (and I just like to write)

Writer
Writer

Writer by jacobdca

Many times, I have been asked with regards to this blog, “What do you expect to et out of this?”

Well, fame, fortune, world-wide recognition for being an intellectual genius, a great job, tons of friends, an awesome new car, my kids’ college tuitions paid for and a bottomless glass of beer would be nice.

Unfortunately, as much as I can dream, I don’t actually think I’ll get those things (at least, not all of them).  So what do I honestly  expect?

Writing this blog is, sort of, its own end.  Yes, I’d love to have achieved all these wonderful things as a result of my writing, and maybe I will.  However, even if I don’t – I will keep writing.  Because it’s the one thing that comes easily and naturally, and that people seem to tell me I’m pretty good at.

And, it has some very, very nice rewards, too.  I’ve interacted with many great people, who have done amazoing things that make me envious.  My words have reached 6 continents and been cited by corporate honchos and students conducting research alike.  In perfect alignment with my  mid-life crisis, that gives me some feeling of having at least a little bit of a legacy to leave behind, long after my remains join the floating particles of the universe.

So, in a way, that’s what I expect to get from this – some recognition.  And that has come with a wonderful sense of purpose and pride that ought to be cultivated in everyone from an early age.  All too ften, however, pride gets muddled together with the brute application of effort – and that is supposed to be a healthy trait – working through arduous, difficult circumstances for the sake of doing a good job or one’s duty.  We really don’t do enough to tell people to play to their sttrengths and enjoy what they are good at.  Rather, we reward those who have overcome something difficult – even if the difficulty, in reality, was self-imposed.

Perhaps we ought to rethink the things we take pride in.  Perhaps, then, we will focus more on the people who do the little things to avoid fires rather than make heroes of those who put them out (figuratively, of course – real firefighters are, genuinely, heroic). 

Pride can’t be bought.  You can’t simply give someone a heap of rewards and expect them to be prideful.  It is an innate sense of producing something the individual cares about – even if the larger organization surrounding the person doesn’t.  If you can recognize and appreciate what a person cares about, and provide them with opportunities to do exactly that thing in such a way that they can be prideful in their work and benefit the organization – I am willing to bet you will have given that person not just a sense of pride, but of purpose as well.  They will no longer be working only for themselves – but for both their own sense of self as well as the good of the group.

The interactions I’ve had so far as a result of writing this blog have certainly created a sense of purpose and pride that are far greater than any monetary rewards. 

Now, if only I could get paid for it…….

 

;^)