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.

So what if it’s important?

office_work_by_linni_fight

office work by linni fight

I wish I had a nickel for every time some new initiative was rolled out, sometimes with mandatory attendance at grandiose presentations proclaiming the utter importance of the initiative to the future survival of the company.  If I did have a nickel for every one of those, I’m certain to have a whole lot of nickels.
Unfortunately, asserting that the reason for change is  important violates the Fat Smoker principle, as I like to call it, which was a term coined by David Maister.  Essentially, it is the awareness that although we know what the problem is, we rarely address it, no because we don’t know what the right thing to do is, but because in order to get to something good we must first go through something difficult.  Here’s a video of his thoughts on being a Fat Smoker:

 

Knowing that something is important is only necessary for change to occur.  It is not sufficient for full, genuine adoption of new behaviors.  In order for people to change their behaviors, it is necessary to demonstrate how the change from the old to the new will make life easier, even if it requires some difficulty in the near term.

When I say “make life easier” I mean at the personal level – not the organizational.  If the organization is made more profitable, that creates some amount of ease, but one that doesn’t necessarily transfer all the way down to the individual.  In fact, most initiatives have the opposite result – making the long-term workload for the individual more difficult.  Sustaining the improvement also becomes easier because, once people are able to accomplish the desired outcomes with less strain, they will always want to keep doing things in the easiest way they know how.

It must be noted that, if the people within an organization have been subjected to years of strain and strive, however, they will not easily adopt anything new.  The lack of trust is simply too pervasive.  In these cases, incentives in the form of tangible or intangible rewards are often doled out in order to reward those who adopt the new behaviors with the greatest zeal.  Unfortunately, in these circumstance, no amount of management pressure, bribery or cajoling will ever be successful in the long term because the energy required on the part of management to enact such things will eventually run out, too.

People will develop new habits based on a perceived personal benefit, and even then, old habits die hard.  Overcoming this inertia requires a bit of guidance.  When it comes to change, nothing is as important as an engaged, supportive and authoritative leadership.

Netflix culture and the Core of Operational Excellence

netflix_defeats_blockbuster_by_plaidklaus
netflix_defeats_blockbuster_by_plaidklaus

netflix defeats blockbuster by plaidklaus

The slideshare below describes the core concepts that define the culture at Netflix.  First released in 2009, it provides insight into what co-founder and CEO Reed Hastings calls the “Freedom and Responsibility Culture”

There are several elements of the document that sound just like the ROWE movement that I discussed quite a bit on this blog last year.  Just as I found with ROWE, however, the Netflix culture manifesto fails to deliver a significant “Wow!” factor.  Why?  Because Lean and Operational Excellence provide a much deeper management philosophy that takes into account every aspect of either the ROWE or Netflix schools of thought, and then some.

Consider these 9 Core Values from the Netflix presentation:

 

  • Judgment
    • You think strategically, and can articulate what you are, and are not, trying to do.
    • You smartly separate what must be done well now, and what can be improved later.
  • Communication
    • You listen well, instead of reacting fast, so you can better understand
    • You treat people with respect independent of their status or disagreement with you
  • Impact
    • You accomplish amazing amounts of important work
    • You focus on great results rather than on process
  • Curiosity
    • You learn rapidly and eagerly
    • You seek to understand our strategy, market, customers, and suppliers
  • Innovation
    • You re-conceptualize issues to discover practical solutions to hard problems
    • You challenge prevailing assumptions when warranted, and suggest better approaches
  • Courage
    • You take smart risks
    • You question actions inconsistent with our values
  • Passion
    • You inspire others with your thirst for excellence
    • You care intensely about Netflix‘s success
    • Youcelebratewins
  • Honesty
    • You are known for candor and directness
    • You are quick to admit mistakes

All of that sounds an awful lot like some terms that are familiar to anyone with a knowledge of Lean:

  • Lead with Humility
  • Respect for Every Person
  • Experimentation
  • Seeking perfection
  • Constancy of Purpose
  • Deliver customer value
  • Achieve results 

To be certain, the slideshare below appears to demonstrate many of the common misunderstandings of what process is, or should be, and especially of what process means in the Lean context.  Nonetheless, there isn’t anything in this document that isn’t already a part of Lean philosophy, or that isn’t represented in the Shingo Model.  Even the stated distaste for process is met later in the document by a healthy awareness that good processes vs. bad processes actually enable creativity, not prevent it.

In spite of the supposed revolutionary nature of Netflix culture, however, what I am more inclined to believe is that Reed Hastings, like the creators of ROWE, has stumbled upon the same core operational Excellence fundamentals that have already been developed, practiced, and that continue to evolve in Lean.

View the presentation below and share your thoughts on whether or not this is Revolutionary, or simply the re-discovery of some universal truths that are already well incorporated into Lean thinking.

 

“Discipline, effort, patience and courage”

patience...it's a virtue... by melodyofrosepatience...it's a virtue... by melodyofrose

patience…it’s a virtue… by melodyofrosepatience…it’s a virtue… by melodyofrose

Thanks to StumbleUpon, I came across on article on Psychology Today entitled “What to Tell Kids After Failures and Mistakes.”  The Author, Salmansohn, describes some recent research conducted by Dr. Carol Dweck, who advocates an “Incremental theory” of learning.

Incremental Theorists believe that success is achieved through putting in the necessary hard work. According to Dr. Dweck, a big key to a successful life is to embrace being an “Incremental Theorist” – so when failure or disappointments occur, you are ready to overcome them.

This quote from the article is powerful:

Discipline, effort, patience and courage are hugely important core values for kids to grow up embracing.

 

They are also hugely important core values for adults to maintain, too.  I think we can easily simplify that message and state that Discipline, effort, patience and courage are hugely important core values.  Period.  It doesn’t matter if you’re a grown up or just look like one, either.

Consider all of the writings on change management, personal improvement, operational excellence, or just about anything else I’ve ever discussed in this blog.  Every school of thought regarding those issues relies on some combination of exactly those same 4 principles:  Discipline, effort, patience and courage.

Eric Ries’ Lean Startup movement seems to embrace these concepts most closely.  To successfully launch, you have to have a plan, work your plan, stick to the plan, but be willing to make the courageous decision to pivot when called for.  That dynamic applies to many facets of both work and life far from the startup environment, too.

Since there is always overlap of concepts and even repackaging of old one, I’ll go ahead and assume that the practices advocated by the Incremental Theorists aren’t anything entirely new.  Nonetheless, the depiction of the characteristics necessary to overcome adversity is simple, powerful, and entirely consistent with the best practices for both business and personal development (and isn’t it funny just how much those 2 things go hand in hand?).