Rocky Mountain High

There has to be a better way to handle inspiration.  Doesn’t it seem that at times we ride this escalator to the top of the mountain only to tumble back down from a strong gust at the summit?  The efficacy of the inspiration stalls; it’s predicated upon circumstance which we know changes frequently. 

How many Hoosiers, Miracle, Rudy, (insert one of a zillion other movie greats) speeches can we give?  Those speeches are delivered at a moment in time.  Our desire is to make that moment last when we know it cannot.  That’s why it’s a moment.  It’s why The Mighty Ducks 3 isn’t as inspiring as the first (C’mon, you weren’t inspired by the first one?)

Effective inspiration consists of a deliberate balance between moments and the cultural training that occurs as a result of those moments.  Cultural training?  Yes!  Everyday, leadership instills an understanding of how things are, ought to be and will be.  Leaders deliver unspoken words of “don’t touch, don’t ask, don’t even think about it” as much as they deliver “please do, please ask, please engage.”  The context becomes clearer to employees as to when those messages are applied.  A culture then develops through the understanding of what can be and who is demonstrating “right” behavior. 

When we deliver inspiring thoughts and a call to action, we do so in the context of the culture.  If we say “Let’s go get ‘em” enough but are unable to “get ‘em” then we deliver a message that cannot be met.  Failure is okay; repeated failure means it can’t be done or you’re not the one who can do it.  And so, culturally, if we tell our team to keep going despite the inability to reach, we show that we don’t know our people, process or product.  The inspiring words are foolishness.

I find myself consistently saying “Know your audience.”  Inspiration is lost on those who’ve heard it before and seen no action.  If, as a leader, you don’t realize the attitude in your culture, then no one is following you.  How are you a leader?  There is no influence happening.

Our intention to motivate is real.  Ultimately, we want employees to be inspired to greatness (if you don’t, you should seriously think about changing careers or changing your attitude, bearing in mind that changing roles still brings your attitude with you).  We have a workforce that wants to be the hero.  We can inspire them to that with messaging, tools and process that set them up for success. 

Inspiration becomes emotionally charged very easily.  That trap is attractive.  It’s feelings-oriented and it presents itself as effective in that moment.  We’ve all done it in our attempt to encourage and push. 

Let’s change the perspective and work to change culture through appropriate cultural impact.  Are competencies there?  Are processes ready to handle the effect of inspiration?  Is messaging consistent and thoughtful?  Simply, again, are we setting others up for success?  That’s what is truly inspiring and will give a return for quite some time.  Go Ducks!

One Thing Leads to Another

As a parent, I have the articles and books that speak to the importance of structure in raising kids.  Some of it goes really far (like posting schedules of what’s going to happen every minute of the day…I need a little spontaneity!), but overall, the intention is clear.  If my kids don’t understand process, boundary and authority, it will prove to be a difficult life for them.  They will fight against “the man” most of their lives and waste the great talents they have.

In the workplace, structure is just as imperative.  Have you ever worked for a company that is a bit of a free-for-all?  Holy guacamole, is that frustrating or what?  I mean, who is getting stuff done?  I’ve watched employees meander from one cubicle to another discussing all sorts of stuff, whether work related or not, as if life is one big latte.  Even the professionals at Google and URBN have structure, people!  Not everyone is walking around with a dog, a cappuccino and a copy of “The Fountainhead” while wearing Toms (if you’re walking around work like that as you read this, um…sorry).

Process points to purpose.  Giving structure in various areas of duty, responsibility and performance shows care.  Employees want to know they fit and are contributing.  Honestly, they don’t really want to wander.  It does no one any good if an employee lacks the structure to do his/her job.  Further, it actually dumbs down the skill set he/she has.  Without practice and use, it will atrophy and weaken.

 

In high school, I was on the track team.  My favorite event to compete in was the long jump.  While I cannot say that I was the best on the team (because that would be a lie), I can say that I practiced daily.  I ran down the long jump runway into a pit of sand dozens of times each day.  I practiced sprinting so that my speed improved to catapult me further in my jump.  I practiced on hurdles so that my “ups” would improve for takeoff from the long jump board.  I lifted weights and stretched to strengthen those muscles needed for the in-air motion to extend my jump distance.  And I knew to do this because my coach gave me structure.  He led me and my teammates through the process of working out, through drills, through conditioning…in the cold, in the heat…daily.

Without the cliché, anything worth striving for has to be practiced and pursued consistently.  Michael Phelps didn’t just happen to win all of those Olympic medals because he has a few good weeks over 12 years.  He devoted himself to the structure needed to win.  Our staff has to be invested in similarly.  We need to have process in place for skill improvement, for discipline, for praise, for critique, for job enlargement, for job enrichment.  We can lead them through the structure of career advancement within our organizations.  We can offer resources to help them handle the processes better.

Having structure is not the enemy.  Having purposeless structure, however, is demotivating and can lead an organization to think the structure is the enemy.  What is the structure like where you are?  Does it need improvement?  Is it just not known and so a different tactic for communication has to happen?  Are staff members afraid to offer some process improvement?  Do they even know how to report improvement suggestions?

Perhaps you can take time this weekend while you are working out to think through one area that needs structure or needs it enhanced or needs it communicated better.  Yeah, I know, I am making an assumption that you’ll workout this weekend.  Maybe I am pushing you a bit.  Maybe it’s time for this structure to be placed into your life.  Maybe I will find myself back on the track this weekend working on my long jump skills.  Maybe. 

Got 'til It's Gone

“Noooooooooooooo!”  That shout when one of your key employees gives his/her resignation.  Two weeks, of course.  Confusion, fear, frustration and panic set in.  What will we do?  Why is he/she leaving us?  Who is responsible for making this person quit?  Let’s find that person so that we may substitute one separation from the company with another!

It’s no fun, but it happens.  Besides the knee-jerk reaction, there are important questions that should be asked:

1 – What led up to this person’s departure? – There were warning signs, even subtle ones.  Longer lunches to perhaps squeeze in an interview?  Wearing nicer ensembles to work? A definite change to communication patterns?  Less willingness to do that little bit extra?  Think back.

While reflection may not change the outcome, it is important to become better at identifying the signs for the future.  Being oblivious is not okay when it comes to talent management.  In the full picture, it’s critical to manage your talent effectively, which includes observation and action.  Asking yourself, “What should I have done?” is fine, but asking, “What can I do now?” is better. 

2 – How effective has support and accountability been? – Odd question, perhaps.  Truthfully, it’s often the case that someone leaves because he/she feels like so much work and effort has been done by him/her without reciprocity from other team members.  Accountability keeps everyone honest.  It also keeps dialogue going regarding areas of drop-off.  Support and re-structure can be offered once those details are known.

3 – How will we get the knowledge about processes, systems, compliance, etc. out of his/her head and into someone else’s in the organization? – I often joke with a new employee when introducing him/her to a seasoned veteran of the company that the veteran has probably forgotten more than the new employee will ever know.  There is truth to this, though.  If someone has been with the organization for years and is truly a key employee (not just dead weight that has been allowed to fester for decades because no one is brave enough to do something about it…ouch!), then the knowledge along with the nuances of history are hard to replace.

Effort needs to be put into mentoring and coaching opportunities regularly.  To try to get all of the knowledge out of someone’s head who just gave his/her two weeks’ notice is silly.  It won’t happen.  By establishing it as a normal business practice avoids panic and an unreasonable  burden of “data dump” between the leaving and the staying employees.

4 – Is the position needed? – Nothing says “Don’t let the door hit you….” then when you realize you haven’t needed that role for some time and have no intentions of filling that role.  But it’s true!  Out of our busyness or sheer laziness, we haven’t looked at role effectiveness.  Perhaps a resignation is a gift (for a variety of reasons, I know) in this vein because we can be forced to look at structure and process.  Does this role push the mission for the organization?  Is there overkill in the management level of the org chart?  Or, the real kicker, measure the results of that position.  If it’s not acceptable, was that because of the person in the role? Or because you don’t need the role?

5 – What will the ripple effect be, if any? – “Who’s with me?” For those of you who’ve not seen the movie “Gung Ho,” watch it.  Besides the datedness and the stereotypes, it deals with productivity and cultural issues.  A rallying of the troops as a result of someone leaving can be crushing, of course.  Walk outs or just a couple more resignations can affect morale deeply.  Repair won’t be overnight.

Proactively engaging a couple of layers of managers and directors will thwart one person from having such power.  Even if a key employee leaves, the communication channels would have been open to more than merely that supervisor.  If I can approach my manager, my director, my CEO as well as my team, then the departure of that manager won’t seem as “end of the world” as if he/she was the only superior who knew I existed.  Be visible, be communicative, be real.

Overall, it’s wise to care for all employees.  It’s very wise to care for those key employees.  Know what they need.  Know why they need it.  Know how support can be given.  BUT, measure effectiveness, too.  We’re not prisoners.  We don’t have to be held hostage by a key employee.  Figure out why and how to get the information out of his/her head and into others’ heads.

And to be truthful, a healthy resignation can do wonders for a company, too.  Jus’ sayin’.