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Search results: "engage" (Page 1 of 27)

Corporate Engagement Hasn’t Worked – Why not try Disruptive Engagement?

What is your reaction to these statements?

  • “I’m from Human Resources and I am here to help you.”
  • “I’m from Management and I am here to help you.”
  • “I’m from Training and I am here to help you.”

Most of us workers can probably name names and share lots of personal experiences about having received that kind of “support” in our workplaces, where all that help was not able to change much of anything. Outsiders cannot help insiders very much because of organizational dynamics, regardless of good intentions.

Tons of statistics show that engagement still stinks, workers feel un-respected and un-involved and motivation basically sucks in so many workplaces. We’ve spent 50 years trying to drive this stuff tops-down with little to show for it other than the costs of our good intentions. (And, sure, there are exceptions, but I am speaking to the generalities and commonalities so often observed and expensed.)

People are un-engaged, often actively so. What does it take to do some DIS-un-engagement? Not much, I think. Data says that people want to improve things. The manager should be the motivator, right?

We do lots of surveys with the intentions of making improvements – those initiatives are generally always positive. HR wants to have positive impacts, managers want to improve results and Training and Development really does want to improve skills., dynamics of leadership, and impact collaboration. But it is simply the case that few things driven from the top will make much of a difference at the bottom. Why?

“Nobody ever washes a rental car.”

It’s just basic human nature. Few people take good care of things that they do not own, and that same ownership applies to how they approach their jobs. Sure, if that rental car is completely trashed, they might clean it up a little so they are not embarrassed, but that does not translate to any kind of exceptional care. They would do things differently if they felt ownership. If people do not feel a sense of participative involvement, it should even surprise you that they do anything more than the minimum.

So, what DO you do? Maybe it is to look for ways to do things from the bottoms-up. Maybe that supervisor can change the nature of how they actively involve people in their workplaces, asking for ideas for improvement or for better ways to collaborate or share information or resources. They become facilitators, they involve and actively engage and support innovation and chaos.

People unmotivated for work

INvolving and engaging people for workplace improvement

Asking for ideas for workplace innovation and improvement

Implementation is chaos

There exists no proven process or designed formula for how to accomplish this; there are too many variables. But the simple, basic idea is that each supervisor take the responsibility for asking their people for workplace improvement ideas and facilitating discussions of possibilities. This generates ownership involvement and active participation. From those ideas, you then determine an approach or approaches to implement them, with the supervisor managing the resources of time and money and roadblocks and interdepartmental collaboration to allow the natural teams to generate some successes.

How to move forward? Do some facilitation skills training and discover and clarify how the best-implemented programs of improvement were accomplished within your organization in the past, since those best practices are more likely to align with the culture and feel more comfortable to people. (It is also useful to look at the failures and find the features of those initiatives that made it unsuccessful.) Learn from your organization and repeat the successes / avoid the failures.

implementation of disruptive engagement

I’ve been playing in organizational performance and people performance since 1978 with a degree in behavioral neuropsychology and I remain frustrated with how little progress has been made. We HAVE all the tools, but we do not seem able to get them into the hands of the people who need them most. Managers only manage, while supervisors supervise the actual work. It is the supervisors who need to understand the corporate goals and then have the ability to align the behavior of their workers to those goals and objectives.

Why is all this so hard? Why can’t we just ask for ideas and involve people in the improvements that they already want to make?

The Square Wheels Project is our newest attempt to put practical and effective tools into the hands of the supervisor so that they can involve and engage their people in the improvements that are possible. We have an online course in facilitation that includes powerpoints and handouts as well as a focus on teaching the skills.

Take a look at the opening page of the 30-minute course and see if something like this might work for you or someone you know. Consider trying the course as a pair of people to support each others’ learning and understanding and initial trials at generating impacts and conversations.

Contact me if you want a discount! Help me leave a legacy…

 

For the FUN of It!

Scott Simmerman 2016Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

One of the best teambuilding exercises in the world, as rated by his users, is The Search for The Lost Dutchman’s Gold Mine, which focuses on leadership, collaboration, alignment and focuses on implementing the collective performance optimization ideas.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

 

 

 

Mini-blog on Employee Engagement and Active Involvement – Trust and all that

I generally post up pretty complete thoughts and frameworks but this one is more of a blurt. If  you want me to do more of these, pass the word.

My friend Frank Navran said, “Trust is the residue of promises fulfilled.”

And I think that employee engagement ties solidly onto the tail of trust, in that you need to feel that there is a peer-group safety net to take the risk of showing that you care about the job and about the organization in many organizational cultures.

Workforce said that 1/3 of all employees would forego their raise to have their boss fired. How might that reflect on the likelihood of employee engagement and active involvement, one might think…

Maybe we need to look to do something differently. I mean, does this REALLY need much in the way of New Thinking to generate some alternative behaviors in most workgroups? Is this a Training Issue, or could people simply CHOOSE to do things differently?

The Square Wheels Project and Disruptive Engagement

Don’t Just DO Something; Stand There.

Choose to do some things that will actually generate some active involvement among the people in your workplace. Allow people to address some issues and to successfully implement changes and improvements, Those Round Wheels ARE already in the wagon,

 

For the FUN of It!

Scott Simmerman 2016Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

Radical Candor and Disruptive Engagement

Reading a review by Ted Kinni on Kim Scott’s book, Radical Candor, pushed me to publish this short post on impacting workplace performance through conversation and engagement. Her book is well grounded in the nightmare of many typical workplaces and how a lack of good conversations causes such harm.

As Ted writes, “Radical candor stems from Scott’s conviction that interpersonal relationships are the currency of management. “They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively,” she writes.”

To deliver that radical candor, a manager must care personally and challenge directly; it is about giving a damn and caring about impacts. It is about coaching for improved workplace performance and sharing observations and feedback.

And this meshes with my thinking in other posts about the issues around issues of personal accountability and action (see If not you, WHO? If not now, WHEN? here). People need to step up, and this needs to happen at the worker / manager interface, not just at some middle-management level or by one of the executives. The real work of involvement and motivation and performance improvement gets done at the bottom of the organization, not from some tops-down kind of communication. And a failure to execute at the bottom will not be corrected with another million dollars spent on some organizational attitude survey.

The real work gets done at the bottom of the organization, face to face, and not tops-down.

Tops-down, Big Corporate Solutions simply do not work to improve much. Sure, for implementing radical organization-wide changes, some percentage of tops-down strategy improvement initiatives are eventually successful (maybe 40% after 3 years of focus). But with my 34 years in the people and performance business, nothing seems to have worked over the years in actually improving active involvement and engagement of the front-line workers, who continue to be about 1/3 engaged. And this after corporations have spent billions on surveys and other tops-down tools and consultants and messaging.

What is needed is some chaos. What is needed is some Disruptive Engagement* at the front lines. Why not allow the people who know what they could be doing differently to involve themselves in conversations with their manager about issues and opportunities. Sure, some of those ideas might clang, or they might need some support from other departments or above to implement.

But if we are not looking for solutions or challenging the way we are doing things, we are simply dying a slow death, one that makes a workplace an insufferable environment and one that stifles innovation and creativity. Let people’s ideas count for something!

Disruptive Engagement and Radical Candor by Scott Simmerman

The Round Wheels are already in the wagon!

So, encourage your managers and those around you to have some candid conversations around issues and opportunities. Let people suggest ideas for improvement. ALLOW them to be more involved and to work together to make things better, even though there may be some disruption of existing systems and processes.

You can find some simple tools and elegant instruction at The Square Wheels Project.

Scott Simmerman's Square Wheels Project for Performance Manaagement

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

* Disruptive Engagement can be loosely defined as allowing people to take a look at the issues and opportunities for identifying and implementing ideas for workplace improvement done at the very bottom of an organization, without the “helpful” control systems of HR or T&D or other more senior, bureaucratic groups. It  is somewhat analogous to Disruptive Innovation.

Links:

Review by Ted Kinni is here: https://www.strategy-business.com/article/Why-Managers-Cant-Skimp-on-Radical-Candor

Book by Kim Scott is here: http://us.macmillan.com/radicalcandor/kimscott/9781250103505/

If not you, WHO? If not now, WHEN?

Engagement – Think Local, Act Local

Engagement – Think Local, Act Local

I was reading an article on adapting things like HomeKit and Echo into the way people interact with their homes. Alexa is pretty cool, but there are issues around its inability to recognize voices and there have been instances of voices on TV actually telling the system to order products online and the reality that a burglar could simply tell the system to turn off security alarms. The point that author Seyi Fabode was making was that one of our most basic needs is for security and safety, both at home and in the workplace where so many of us spend so much time and emotional energy.

MY thinking about his thinking was framed around a workshop I attended by Brad Thomas with my local ATD group yesterday morning. Brad was focusing on the implementation of full-company engagement systems and his excellent talk was anchored somewhat to these local issues but mainly focused on the corporate commitment to generating and acting on large amounts of employee feedback to frame up issues and opportunities.

In that Big Picture Corporate Model, things needed to cascade down from the top and that HR departments had to rethink how they focused so that they could actually bring human resource capital into play for their operational counterparts, that they could not simply remain the paper pushers they are in so many places. HR needed a seat at the corporate boardroom table to focus on the people side of improvement initiatives. It seems like an awful amount of senior management engagement and systemic change was a requirement before ANY actions could occur.

And when you have, as I once did, senior executives out there saying (or believing) things like this about people / engagement / involvement and being actively working to generate innovative ideas:

“That’s like asking the vegetables how to design a refrigerator,”

you pretty much KNOW that you are not going to be successful working from the tops downward forward. (And, yes, there are senior managers who could not care less about employee involvement and ideas — we seem to have one in the White House if you need an example.)

These two things clanged for me about an hour ago. Big Corporate Solutions trying to solve the issues of the worker / supervisor interface. What could possibly go wrong? Well, as results seem to consistently show, pretty much everything… Overall, statistics seem to show that OD things look pretty much like this:

Corporate engagement programs don't work well

From this month’s issue of Workforce magazine (3/17), Rick Bell shared some  statistics and anchor points. Supervisors clearly improve their leadership and engagement skills. Some tops-down corporate program to improve overall engagement will simply not get traction:

• 35% of US workers would forgo a raise to see their boss fired

• 44% of employees say they have been emotionally or physically abused by a supervisor

• 3 of 4 workers say that their boss is the worst / most stressful part of the job

Other statistics supporting the idea of local control / local influence include:

• “Communication and connection are the cornerstone of relationships – a quarter to a third of employees believe their managers seldom or never listen to them, understand their issues, seek their input and ideas, or help them to resolve the issues and challenges they face. This persistent gap presents both a challenge and an opportunity to leaders and managers.” (Leadership Management Australasia’s LMA survey, April 2016)

• Only about 1 in 3 US managers are engaged in their jobs, and about 1 in 7 are actively DISENGAGED. Employees who are supervised by highly engaged managers are 59% more likely to be engaged than those supervised by actively disengaged managers. (Gallup)

Bell and others share these statistics, however, so there IS opportunity here if we can improve the interaction between workers and their managers. A short list of opportunities and benefits looks like this:

  • Managers are the Number 1 way that people feel supported by their organization
  • Managers influence 70% of the variance in employee engagement scores
  • Close to 60% of Americans say they would do a better job if they got along better with their boss
  • Close to 70% of those polled said they would be happier at work if they got along better with their boss, with the breakdown equal among men and women, but younger workers in their 20s and 30s were even higher (80%)
  • Over half (55%) of those polled, think they would be more successful in their career if they got along better with their boss
  • Only 4 in 10 of Americans will thank their boss on National Bosses Day with most believing that their boss wouldn’t care enough to bother
  • About 10% said they would use the day as an opportunity to talk to their boss and improve the relationship

——————————————–

Try this:

Have a conversation with someone who works in an organization and ask about how they feel they are being managed. I had two such conversations with people in my pool league two nights ago. Absolutely eye opening!

——————————————–

So, what IS a viable solution? Understand that the Big Corporate Improvement Program Initiatives seem doomed to fail unless organizations impact that supervisor / worker interface and make it more supporting and effective. And you can probably figure out that working to engage workers working for the 1 in 7 managers who are actively DIS-engaged within their own organization is simply a waste of money and resources.

Throw some mud at the wire fence!

Break away from the Big  Corporate Program Mentality and do some Guerilla Engagement. Give some of your better supervisors the tools they need to improve their effectiveness. Allow them to improve their interactions with their people and to improve their facilitation and involvement skills.

The Square Wheels Project is an online training program designed FOR SUPERVISORS who need some training and some tools to improve communications. The Spring Forward Monday Toolkit is a package of tools (handouts, powerpoints, posters and instructions) to give supervisors the framework for a series of meetings and implementation action plans for simple ideas for workplace improvement and innovation, to allow more teamwork and active involvement.

Square Wheels - How organizations really work Metaphor organizational improvement

The Square Wheels Project is not THE Solution to anything, but it does represent a most excellent alternative to the initiatives that are generally not working very well, a step forward in the effort to improve communications.

Square Wheels Project Draggin Slaying Supervisor

But some facilitation skills training can certainly help your managers to become better motivators and better leaders. Help them lead on-site workplace innovation and improvement initiatives at the very bottom-most layer of your organization, where most things are actually happening. Do things differently and let them lead!

Solve the small problems in simple ways, keeping a sense of safety and security in place with your supervisors feeling a minimal amount of risk for doing something differently. Look for some “small answers” to local issues and build things from the bottoms up. Make real improvements where you can, instead of looking for Big Answers from a distance.

Addendum: Since initially publishing these thoughts, I have begun to focus on a framework of Disruptive Engagement, which takes in much of this thinking and adds more data and rationale. You can find those blogs by clicking on the two images below.

Square Wheels by Scott Simmerman of Performance Management CompanyDisruptive Engagement and Radical Candor by Scott Simmerman

 

Our stupidly simple tools are designed help any manager get some really effective, performance-focused improvement conversations going using better facilitation skills and our metaphors, plus our online help and networking,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

You can reach Scott at scott@squarewheels.com
Connect with Scott on Google+

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group


The two newer blogs can be found by clicking on the links above or by going to:

Corporate Engagement Hasn’t Worked – Why not try Disruptive Engagement?

or

Radical Candor and Disruptive Engagement

 

2017 – A Year of Choices, Engagement and Innovation

We are at the cusp of a new year and this tends to be the time when people consider new possibilities and new thoughts on doing things differently. In that context, let me wish you a Happy Round Wheel New Year and hope that you can give your people the gift of engagement and workplace happiness.

Here, I am working up some new initiatives, and writing a Square Wheels novel around workplace innovation and implementation, one that uses the themes of involving and engaging people for their innovation ideas as well as building on Robin Speculand‘s upcoming book on excellence in execution.

My efforts will work on the bottoms-up side of motivating people for improvement while his focus is on strategy implementation from the tops down. Both will combine in the intrigue and challenge of implementing workplace change in a difficult environment, with the requisite Spectator Sheep continually voicing their opposition to anything new and the Mavericks looking to fight the systems and processes because they do not work smoothly.

The leverage point is that interface between Brad, the manager, and Paula, the consultant. Brad is frustrated, that typical motivator for change, and Paula has untried, simple, engaging approaches to involve and align work teams.

Wrapping it around two illustrations for this Happy Round Wheel New Year, it looks like this:

The Square Wheels Project New Year image by Scott SimmermanThe Square Wheels Project New Year image by Scott Simmerman

DO have fun out there, and DO step back from the wagon and ask for ideas. What you gain is priceless: the active involvement and teamwork of people focused on implementing their own workplace improvement ideas. Generating the intrinsic motivation for self-improvement and team innovation. Improving leadership and trust through increasing organizational alignment to shared missions and goals.

The Square Wheels Project New Year image by Scott Simmerman

Make 2017 about continuous continuous improvement, since the round wheels of today will become the Square Wheels of tomorrow.

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

You can reach Scott at scott@squarewheels.com
Connect with Scott on Google+

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 

 

 

Involve. Engage. Motivate. The Supervisor!

The leverage point is the Supervisor for most things that are not systemic. So, since I was writing on this, I thought to also do a short poem:

The Square Wheels Project by Performance Management Company and Dr. Scott SimmermanNew hires take a few months to lose interest and motivation. And it is the Supervisor who can bring things back together. Give them some simple training and some tools to deal more effectively with performance, both the coaching of people and the facilitation of ideas. Implementation and ownership are keys to performance improvement.

The Square Wheels Project is a simple course on facilitating workplace engagement and involvement, designed for front-line managers.

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

You can reach Scott at scott@squarewheels.com
Connect with Scott on Google+

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

Text:
Let’s recover what was lost. Let’s work NOT to be ”The Boss.”
Let’s put people back on track and motivation will come back

 

Engagement. Motivation. Innovation. The Critical Importance of Supervisors

WHO in your management team has the absolute most impact on profits? Please do not delude yourself with some belief that it is senior management. We know from all kinds of research that the ideas from top management take 2 to 3 years, in general, in order to be fully implemented in most medium to large organizations. And we also know that, “a desk is a dangerous place from which to view the world” (John LeCarre). Right? 😀

Okay, than it must be sales or engineering or manufacturing or something, right? Well maybe… But let me make the simple point that workers work and managers manage and who has the biggest impact on the workers working? Let me suggest that it is our lowly supervisor.

Supervisors! You know, the ones you had to promote because the other ones quit; that person who you promise to actually send to training one of these days when the workload drops some or you can get a relief person ready…

And what is their normal day like? Mostly, from our conversations and observations, they are covered up with obligations about summarizing results, solving problems, doing HR paperwork, dealing with angry customers or angry managers in other departments and, above all, attending meetings!

You can save them a lot of time by reducing meetings, or making them more effective and efficient and sending them information instead of telling them. And you can also impact them positively by giving them some job-skills with broad impacts.

And you cannot expect them to impact their people much if you do not allow them to interact with their people. (I read an article that showed that people working remotely had more manager contact than those located in the same office space.) And I believe that. Managing by Wandering Around is just not the norm these days, for sure.

Let me suggest that effective communications are also somewhat of a skills problem, that many people simply do NOT know how to facilitate effectively to involve and engage and motivate people. If you put a gun to their head, they simply could not do much better, so it is a SKILL issue and not simply one of motivation. And that lack of skill and the pressure to perform causes something like this in most workplaces:

Training for Facilitation Skills through The Square Wheels Project

I’ve been playing with the themes of Square Wheels® for over 20 years and they are a fabulous as well as easy to use way to involve and engage people in workplace improvement. What we have done with The Square Wheels Project is design an online training program to teach the techniques and share the tools.

Give us a try. Allow one of your supervisors to go through this course and network with our other users and with us about their issues and opportunities, and see if they will dramatically improve how things work in their organization,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

You can reach Scott at scott@squarewheels.com
Connect with Scott on Google+

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 

 

What is it with “Engagement?” Why can’t we drive it forward More Better Faster?

I was shocked and amazed to see, after we have spent billions of dollars on surveys and assessments and trainings of various kinds, that workplace engagement continues to be an issue and that only about a third of people seem to care about their workplaces.

It is amazing because there are thousands of books on leadership, amazing quantities of published works on organizational alignment and missions/visions, as well as how-to books like Good to Great and even way back to Managing Excellence-themed works — they all seem to show that the issue of generating shared expectations and teamwork looks pretty straightforward. Just DO It, right?!

But works such as Lenconi’s “The Trouble with Teams” shows that there are issues. Heck, an old article I read documented the ideas around Theory F, that FEAR was a good tool for managers to use to manage performance. (I mean, yeah it happens but to do it as a conscious strategy around workplace fear seems to be a reach!).

Gallup just published a report that showed that only 35% of male managers in the US are engaged in their jobs. Repeating: only 1/3 of males who are managing and leading other people are themselves engaged. (It is better for women – 41%, and it also shows that the teams working under women are also more engaged).

I remember an old one-liner, said to be Utah Jazz coach Frank Layton, talking with a talented but under-performing player: “Son, what is it with you? Is it ignorance or apathy?” to which the player supposedly responded, “Coach, I don’t know and I don’t care.”

Now whether or not the story is accurate, it does reach out to the issue that lots and lots of managers, supervisors and workers don’t seem to know or to care. So what can we do differently? Well, the answer to the engagement issue sure seems to be the involvement narrative. People that are told what to do simply push back; I know it and you know it because we all do it pretty naturally, almost biologically.

This is also supported by the idea that nobody ever washes a rental car. Talk to an owner of a rental car franchise to get some amazing war stories of what went out and what returned. Talk to someone who owns rental property. We simply cannot simply expect people who have no ownership to take the same responsibility as the ones who hold some proprietary interest in it.

There is a general lack of respect, and we have seen the number of people quitting their jobs to exceed the number who were terminated in the past. There are all sorts of issues around how people are treated, informed and involved:

  • Statistics find that 86% of engaged employees say they very often feel happy at work (against 11% of the disengaged). And, 45% of the engaged say they get a great deal of their life happiness from work (against 8% of the disengaged). (Gallup)
  • 46% of new hires leave their jobs within the first year, generally because of their managers and how they are treated
  • 63% of those who do not feel treated with respect intend to leave within 2 years (it is hard to capture data on those who actually do, but one can guess that they contribute at the “minimal expectations” level
  • Only 29% of UK employees believed their senior managers were sincerely interested in their well‐being; only 31% thought their senior managers communicated openly and honestly; only 3% thought their managers treated them as key parts of the organization and no fewer than 60% felt their senior managers treated them as just another organizational asset to be managed. (Towers Watson)

A Solution seems to be pretty simple:

Supervisors should be asking and listening. They should be asking their people for ideas about what needs to be improved to make their workplace more efficient and effective and those ideas should be considered for implementation. A solid approach to facilitation helps clarify the issues and opportunities, identify best practices and good ideas, and would help drive ownership involvement, teamwork and alignment to shared goals and expectations.

Is this a Perfect Solution? Probably not, because there is a lot of stuff cascading down from above that impacts motivation and morale and how things are prioritized. But does it make sense at the local level, where the supervisor interacts with the worker? Most certainly. This is the leverage point, but the supervisors generally do not have the skills to manage this and HR and T&T are generally too lean to offer much help.

The Square Wheels Project facilitation training for supervisors

What we are doing with The Square Wheels Project is teaching some simple, straightforward facilitation skills using an image that allows people to share their thoughts and ideas. We are sharing ideas about how to make these meetings highly interactive and effective, and suggesting how to structure the collection of ideas and the development of implementation strategies. And we are setting up a peer-coaching and peer-support approach to help supervisors actually move forward and do some things differently.

And we are keeping things very simple and straightforward: Show the image, ask tabletops for reactions and thoughts, identify some operating Square Wheels, select some to work on and generate some Round Wheels solutions. Implement.

We are focused on engagement, but we are also driving innovation, intrinsic motivation, teamwork and a lot of other positive team building and team bonding kinds of things. We will also support learners with ideas on managing roadblocks through a similarly engaging process.

Engagement Cannot Be Rocket Science. Involving people in workplace improvement ideas simply cannot be as hard as the big consulting firms, looking for the big consulting contracts, would make it appear. Ask, and Ye Shall Receive!

If you want to see more, go to www.TheSquareWheelsProject.com to view a short introductory video.

And if you would like to collaborate with us in some way, connect directly with me,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

You can reach Scott at scott@squarewheels.com
Connect with Scott on Google+

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 

Stupidly Simple Engagement and Motivation

One gets whacked in the head, but maybe not often enough. No, let me change that to say that workplace whacking should be a lot more common and that every manager of every manager should be whacking their people about this problem. At some point, realistically, you would think managers would finally step back and see the stunningly obvious reality of how things are not working in workplaces to engage and motivate people. Or not…

For what is probably my 40th year of viewing this same statistical reality, here we go again: Leadership Management Australasia’s LMA survey summary, April 2016 shared this stunning commentary:

Communication and connection are the cornerstone of relationships – a quarter to a third of employees believe their managers seldom or never listen to them, understand their issues, seek their input and ideas, or help them to resolve the issues and challenges they face. This persistent gap presents both a challenge and an opportunity to leaders and managers.

Seriously? Two-thirds of the workers (or more) in another national survey feel that communications in their workplaces stink? Still? This is what I remember addressing back in 1978 when I first started organizational consulting on people and performance.

What boggles my mind is that this is one of those “forever” problems. Is it a training issue? NO, because if you put a gun to the head of the manager and threatened to blow her brains out if she could not communicate, you would actually SEE her communicate with her people (this is the Bob Mager Test, not mine, so do not blame me for any workplace violence — it is just a metaphor! Do NOT bring a gun to your leadership development programs unless you are in Texas.)

This is NOT a skill issue; training is not needed. But it might be a “tools” issue, and that might be readily solved. So, here is my proposed solution to this global communications issue, with me trying to keep things stupidly simple and obvious:

Square Wheels LEGO poster of engagement and motivation

This persistent and incessant gap in communications is simply numbing.

The manager should be the motivator and the communicator. After all, who else has the connection to the workers?

This is such a persistent problem that we are going to develop an unnecessary but apparently critical actual online MOOC training course to teach people how to use this stupidly simple communications tool, the Square Wheels metaphor, complete with worksheets and training and collaborative support across a global community of people wanting to improve motivation and engagement. Overkill, probably.

But we are going to eliminate the excuses for people not talking,

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

A LEGAL Approach to improving Engagement

I was reading a magazine focused on workplaces and came across an article discussing union prevention, something that has been going on for a long long time in the history of business. The basic thrust of the article, written by a lawyer at a well-known labor-law firm, was focused on things an organization could do to prevent people from choosing to organize, with the philosophy that organizing would be bad for the company and bad for the community.

(It should be noted that workers organize for a small set of specific reasons generally related to how they perceive themselves to be treated, and prevention of organizing is only one of many approaches to deal with problems.)

Management’s focus should be on preventing and addressing problems, not preventing organizing, in my view. The goal should be on decreasing employee turnover and improving innovation and personal productivity. Improving teamwork and motivation have a wide variety of positive impacts. But prevention of unionization is not directly going to positively impact organizational results. Let’s face it, the morale and involvement in most workplaces can look and feel more like this:

bummed out guys

I omit the name of the magazine, simply because the framework I take in reaction to the content is not very positive. For the past 40 years, I have focused on improving performance through people, and I will note that my father ran a small trucking company for 50 years that was partly staffed with Teamsters Union people – guys that I got to know pretty well because I worked with them unloading freight and simply around the platform. My dad always depended on the union to help him with the difficult people and performance issues; before that, he was NJ State Trooper Badge 873. This is not about the unions. It is about leading people.

In a LinkedIn Pulse blog I wrote recently, the clear opportunity for improvement was “Leadership.” In a survey of National Forest Service Law Enforcement, for example, direct questions about perceptions of leadership generated these kinds of responses:

  • Three out of four workers (74%) doubt the professionalism of top leadership while a clear majority (60%) do NOT think leadership to be “generally honest and trustworthy”; and
  • 78% rated their Director as ineffective with fewer than one in ten (9%) seeing the top leader as “effective.”

This article and its set of recommended business practices, produced by a recognized labor law legal expert, recommended updating workplace policies to minimize access to the location by “outsiders “ and that managers be educated to be more aware of warning signs. Executives needed to work with legal counsel to build quick-response plans to signs of employee unrest and to actively create union avoidance strategies through regular training and “management development.”

Only the fifth bullet in this article talks about increasing employee involvement and engagement and improving workplace practices to improve motivation. The suggested approach is one of conducting reviews and surveys to see if employees feel they are treated fairly and fairly compensated and that they clearly understand company policies and expectations. These days, companies spend many millions of dollars on such employee surveys, with 97% of companies saying that listening to issues and ideas is important — but where less than half the workers feel that their thoughts matter to their managers.

With all the money being spent on surveys that generate so little action, wouldn’t a focus on generating more involvement and engagement be a more cost effective way to maintain good workplace conditions, practices that would actively prevent unionization? People are not going to organize unless they feel that other approaches will not work, and those feelings are generally based on experiences.

Yeah, improving engagement and leadership practices would not generate revenues for law firms like the author’s, but it does not seem likely that spending all that money on surveys and “prevention” will be successful if the workers really are dissatisfied with working conditions and the perception of fairness. Right?

That article concludes with a paragraph about officers and managers being trained at least once a year in the legal aspects of union campaigns, even if there is no union activity, and about how to educate employees about the negative aspects and costs of a union, to be ready to mount counter-campaigns to any unionization ones.

Seriously? Why not just treat the employees well, respect their opinions ideas, and improve productivity and performance rather than spending time and money on activities that really do not impact performance improvement in any way.

SWs LEGO Poster - On Listening

We sell simple, inexpensive toolkits to improve peoples’ performance, generate alignment to shared goals, and improve teamwork. You can see user survey results for our Lost Dutchman’s Gold Mine team building exercise here, and you can find a $25 LEGO-based Square Wheels facilitation toolkit here.

If we can help you support the improvement of your people’s workplace performance, connect with me,

For the FUN of It!

Scott Simmerman 2016Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on themes of People and Performance is here.

Square Wheels® is a registered trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

 

Improving Engagement and Workplace Efficiency to Motivate Performance

In today’s workplace, we are asking for more better faster results from our people yet often not doing what we might to optimize engagement — we tend to be doing things TO people rather than WITH them, an approach that often generates resistance. Pushing generates push-back. And, it is common that when we are asking for changes, we are often adding more tasks and responsibilities to people who already have plenty of responsibilities and tasks. So, doesn’t it make sense that we look for things we can choose to eliminate and do it in a way that motivates?

Who out there among us does not have too many meetings or too much “paperwork?” And you can find lots of examples online of ways to decrease meeting time and make them more effective.

Logically, we can improve morale and motivation by doing a bit of best practice management and workplace simplification along with improving engagement. It is often simply a matter of keeping things in balance.

Balance Easy Peasy poem

From workshops and performance improvement programs, we all know that there are some good ideas in your workplace about how to make lemonade out of lemons. Top performers know how we can improve effectiveness and impact and improve organizational effectiveness since they are already doing things differently. It is not about inventing new solutions but about understanding the issues and the opportunities.

Here are a couple of ideas from my experiences on organizational improvement that you might adapt to your own purposes. Let me start with an example from my own experience; while the details would be different today, the overall situation should be familiar to a lot of us.

1 – Accountability and Priorities

Working in an organization as the top operations guy with a very supportive new president, we focused on improving organizational results by focusing on people and performance. We had 126 retail stores with all sorts of problems and a horrible overall culture under the deceased former owner — one indicator was that our store manager turnover was more than 250%! We had inventory problems, service quality issues, bad morale, high “inventory loss” problems, etc.

In talking with my store managers, it was clear that they felt overburdened with things. They received WAY too many forms and “immediate priorities” from the corporate staff. They were focused on paperwork a lot more than actual store results. They did not even know if their stores were profitable (and many of them were not, for a variety of reasons.

As Senior VP Operations, my first priority was to improve operational effectiveness and I saw our very young group of 13 District Managers as our leverage point — the challenge was to make them effective. The first thing was to change their perceived role as forensic accountants into performance facilitators and coaches.

Lou started with a clandestine investigation — he started collecting every single bit of information sent from the departments to the stores, filing it by Department and by Day. Two binders quickly filled up and we saw that there were inches of paper going to stores every week, each having something or other to do with operations. But if everything is important, than nothing is important.

This data collection got us a strong grip on the amount of paperwork sent each day to our stores and the nature of corporate demands being made of our store managers for reports, etc. Few people really understood how many things a manager had to read and do.

The resulting “All Department Head Meeting” that Lou directed was “most interesting.” This was the first time that anyone saw how much stuff we actually sent out to managers — it was literally inches every week. Some was simply “policy information to read” from personnel or marketing. Some was requesting information of one kind or another, and always under “need it now” deadlines. Some were sent to all stores asking that only some stores respond. Anyone at corporate could type something up and send it to EVERY store.

Our product group might send out a half-inch of paper a day — some was industry news and what’s hot kind of stuff. It was eye-opening how many of these missives were three or four pages long.

New Policy: One Page Memos, tightly written:

Things sent out needed specific reasons for being sent and people not needing information were not to get lazily copied. Random document reviews kept the focus and prevented slippage. If the memo needed more than one page, it required special senior management approval to send (there were few of those, as a result!).

The impact was amazing and virtually overnight. Stores were being unburdened by “things to do and stuff to read stuff” and managers could now find time to actually look at what was happening, manage store inventories, train new hires on best practices, and actually focus on customers! Manager morale went up immediately!

Note: This obviously occurred BEFORE today’s email systems were established and, in today’s world, the onslaught of being overly burdened with too much email happens all of the time. Therefore, whether it was paperwork needing attended then or email needing to be read and responded to today, it can all be better managed and the volume turned down.

Suggestion: Do some MBWA and have some simple and direct conversations with your staff about what kinds of things distract them from accomplishing their jobs, their MAIN jobs. Minimize distractions and allow focus on primary issues and opportunities. Clarify the vision and generate alignment.

2 – Responsibility

Team building with the top management group of a manufacturing operation in Texas, we asked Department Head staff what kinds of things prevented them from doing their jobs most effectively. A bunch of things were discussed, with some Best Practice solutions offered by their associates. Many of them were unintentional inter-departmental kinds of collaboration issues that one normally sees.

The most interesting were the external influences.

A year before, their operation had been acquired in a merger and there were new “executives back in Cleveland” who were asking for things. A Department Head might get a memo asking them to complete some data analysis within three days, for example, some unexpected thing that required a scramble to get done and distract that manager from the job at hand.

With the Plant Manager listening, the complaints about this kind of thing were from most of his staff. So, he made a pretty surprising policy decision. From that point on, any request from Corporate that was not an obvious priority or that was not aligned with the plant’s goal of Producing Product was secondary to plant operations and could be ignored or rejected.

If a corporate person justified the importance of the request and gave a reasonable deadline that did not interfere, fine well and good. But any “stupid request” should be forwarded to the Plant Manager and tabled. After all, the goal was production and not production of paperwork! The operation was accountable for results, not reports! The Plant Manager said that he would handle the politics and that Corporate would need to develop relationships with the Department Heads to build some teamwork to get some of their requests handled.

A year later, I checked back and this change actually worked extremely well, helping to realign priorities. Requests for information could get answered, but only if there was a reasonable timeline and some rationale for it. If they were just “making some report” and the information would interfere with production, they needed to do more than send some letter. The Plant Manager, after all, was responsible for generating operating profitability and not “reports for some clerk,” as he put it!

Suggestion: Look closely at what Staff requests or requires from Operations and be sure that there is an alignment to the Mission and Goals for all of that. Staff needs to support Operations and not vice versa.

Square Wheels Toolkits are a simple and effective way to generate discussions on what things are not working smoothly and what ideas exist that could make improvements in the journey forward. Check out our performance improvement support products on the website and sign up to receive the blog posts at the right.

Most of all, have some FUN out there!

Scott small picDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/

Stupidly Simple Thoughts on Employee Engagement

It took me about two seconds to come up with the title for this post, after looking at a number of different posts around ideas for engagement and ideas for improving performance this morning. I put up a couple of things on my scoop.it page on Employee Engagement and I was completing a chapter for a book, so some thinking around the issue was fresh.

the scoop.it page of scott simmermanThere is a lot of writing around what to do and how well things are working. Generally, the information provided by Gallup and Sirota and others suggests that little is actually improving. It begs the question, why not.

My belief is simple: there is not enough effective communications going on between the supervisor and the workers. There is not enough alignment to visions and goals and expectations, not enough or sufficient performance feedback (and I do not mean coaching here — see this analysis) and there is not nearly enough listening or asking questions by the management team.

So, why not?

• Is it task interference? Do the supervisors simply have too little time to devote to listening about issues and opportunities?

• Is it an actual lack of employee interest in what is going on in their workplace?

• Is it the reality of measurement, and that workers just do not have the scheduled time available to them to be in meetings with their boss?

• Is it somehow related to the overall training and development goals of the organization, in that these meetings should be produced and directed by the people in Training and Development or HR and that developmental and coaching discussions with people are not the role of the managers?

• Is it a disconnect between the manager and the supervisor when it comes to themes of productivity and employee retention and performance levels?

I am not really sure, but I do know that the opportunity for improvement absolutely exists and that it IS relatively easy to involve and engage people and get their ideas about workplace improvement and job performance skills and techniques. And I know that we can improve real teamwork and collaboration with this same approach.

Let me illustrate with two simple thoughts, expressed through my Square Wheels® theme and thinking:

Square Wheels illustration about playing with ideas

and then there is this reality:

square wheels illustration on supporting change

Is this really so HARD to accomplish? Aren’t you pretty sure that people have ideas for improvement and will share those ideas in a meeting and discussion? Sure, if the workplace has a poor history of engagement and innovation (“bad managers” abound, the research suggests), you should expect some initial venting of frustration. But most people DO have positive intentions and DO want to have a positive impact on things. They get intrinsic motivation from doing things successfully.

Implementing Round Wheels in a Square Wheels World is not all that difficult to accomplish.

If you don’t believe it, go ask somebody!

And if you are looking for a simple tool to better involve and engage, we just uploaded the new “Stupidly Simple Square Wheels Toolkit” on our website – $25 with instructions and tools.

an engagement toolkit by square wheels guy Scott Simmerman

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 

 

 

 

Square Wheels – A Great Engagement Tool

Recent discussions about including Square Wheels into a leadership development eLearning course got me thinking that I have not really explained the underlying rationale for why these images and approaches work so well to involve and engage participants in learning and development situations. After all, they are just cartoons, right?

Well, playing with these images and ideas in 38 countries over the past 22 years has generated a bit of understanding about why these learning tools work so well. Audiences of all kinds get very involved and engaged in discussing issues and ideas about their workplace, the world at large, and even about their personal development, and there are a number of solid psychological underpinnings as to why.

My goal here is not to get into the neurophysiology and behavioral psychology * of how all this works within the brain, but to try to offer some simple thoughts on different aspects of learning and behavior.

As some people know, we first used the line-art versions of these illustrations. Here is the original Square Wheels One illustration, used back in 1993:

square wheels one 1993

More recently, I have been working to add a more colorful and interactive approach, using LEGO blocks and building on the above theme:

Square Wheels image using LEGO by Scott Simmerman

Fundamentally, the Square Wheels images work in a way similar to a Rorschach Test (or Inkblot Test), where individuals are shown images and asked to respond to them. These images are called “projective psychological tools” because people will project their beliefs onto the images, which have no reality in their construction. A typical inkblot might look something like this:

typical Rorschach inkblot imageDifferent people see different things. Their personal history comes into play.

With the Square Wheels tools, we focus more on organizational issues and opportunities, working on themes of teamwork and continuous improvement and other workplace themes.

The approach is very simple: we encourage a group of people to consider the image individually and generate their thoughts on, “How might this represent how things really work?”

After some silent contemplation, we then engage the tabletops to share their different perspectives and ideas, so we generate both an active involvement by the individual as well as a collective group consensus as to what the image represents. If there are more than 6 people in the group, we will engage them in small groups and there are approaches for actively involving and engaging even VERY large groups of 100s of people in highly interactive participative ways.

The anchor points are simple:

  • Square Wheels represent things that work, but that do not work smoothly
  • Round Wheels represent ideas for improvement that already exist and that could be implemented

Simply put, we will generate Cognitive Dissonance between the way that things are right now (as perceived by individuals or small groups) as well as potential solutions to close that gap. People are motivated to close the gap and we have developed some team / tabletop support for working to address that issue. Some of the overall impacts are as follows:

  1. We get people actively involved in generating ideas for improvement that can be anchored to organizational development or quality / process improvement.
  2. We get individual as well as collective tabletop ideas about issues and opportunities.
  3. We generate discussions about what might be done differently, giving participants an active involvement that generates engagement and ownership.
  4. We generate a collective broadly-based set of perspectives on issues impacting performance.
  5. We generate individual ideas, anchored to best practices, for what they might do differently to make improvements.
  6. We get a collective discussion and generate peer support around certain ideas that have “weight,” that are substantially impactful and the deserve to be addressed and implemented.
  7. People LIKE being involved and engaged in generating team-based ideas for improvement, much more so than they like being simply told what to do. Change is often resisted when forced on people, while active involvement generates motivation and engagement.

We can readily link the issues of Square Wheels back to the organizational or work group mission and vision, helping to readily impact the peer support for alignment and generating discussions as to where expectations and measurement / feedback systems do not align. You can read a short article on assessing feedback systems by clicking here.

We can open up discussions of best practices by sharing ideas for Round Wheels. And by requesting that 3 Round Wheel ideas be generated for each selected Square Wheel to be addressed, we can force more creative thinking for solutions to common problems.

Are these illustrations too silly or too simple? My thought is that they ARE simple and that is one of the reasons that they are so engaging. You will look at the illustration and have only a few thoughts, but once the ideas begin to be shared with others at the tabletops, the ideas will flow and the perspectives will shift significantly.

At that point, the general cartoon of issues is often transitioned back to the actual workplace, as people begin to see the issues they face in the context of the image. Problems take on a Square Wheels label, and once something is labeled a Square Wheel, it will always exist as something that NEEDS to be addressed and solved; after all, the Round Wheels already exist.

The simple concept and image is a powerful tool for brainstorming and creative problem solving, also, since it detaches the issues of ownership and politics from the issues of performance. Calling something a Square Wheel is not viewed as a personal attack on the person or originating department; it is merely something to address and improve.

It also links beautifully to ownership engagement for problem resolution. A reality is that:

Nobody ever washes a rental car

and that active involvement generated by the process links neatly to the issues of active workplace engagement.

Square Wheels Poster Image Improvement

Let this blog represent a starting point for addressing why Square Wheels images work so well in situations to generate active learning, active involvement, teamwork and pragmatic ideas for organizational improvement. Performance improvement is a difficult thing to accomplish, in so many situations, and these very simple tools and a simple approach to involving and engaging people works seamlessly and elegantly.

What are YOUR thoughts on why this works or some thinking
about the issues that using it might generate?

You can find out more if you purchase my simple “Icebreaker” toolkit. Cheap! And I am completing a full-blown Facilitator’s Toolkit focused on sharing more of the tools and approach for workplace performance improvement.

Square Wheels image Icebreaker icon

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group

 * Please note that I actually have a doctorate in behavioral neuropsychology from the University of North Carolina at Chapel Hill and have completed NLP Master Practitioner certification, along with being a Certified Professional Facilitator (CPF) from the International Association of Facilitators and a Certified Professional Trainer (CPT) from the International Association for People and Performance. So, I do have both an educational background for understanding the neurophysiology of learning as well as the professional experienced in changing organizational behavior.

Show and Tell and Ask for Engagement

My partner, Joan, surprised me with an email she sent out to those people who are subscribed to our postings. I thought it was so good that I simply repost it here:

PMC-logo-for Square-Wheels
Remember “Show and Tell” Time
in Elementary School?

Use it now for Workplace Improvement!

Just as “Show and Tell” time mixed learning with fun back in your school days, you can use that same premise, today, to kick off a meeting that will engage people in creating workplace improvements. Here’s what you do:

Show an image, Tell what it represents and Ask for reactions and thoughts.

•Square Wheels One LEGO MAIN short

It’s that simple. Gather your group together and “Show” our Square Wheels One LEGO (above) image as you “Tell” them that “This is how most organizations really work.” Then, simply ASK them for their reactions and thoughts.

Asking for ideas is the leverage point for involvement and engagement so when you ask everyone to reflect on what you’ve just shared, you are setting up an opportunity that will generate open communications, creativity and a serious discussion of issues and ideas that can lead to improvements and promote employee engagement.

People respond, enthusiastically, to the Square Wheels concept as they appreciate this occasion to comfortably offer their own input into how things can work better.

The Square Wheels Lego Icebreaker Toolkit is only $19.95 and comes with everything you need to facilitate an engaging and productive session. You can choose to use either the LEGO Square Wheels image or the original Square Wheels One line-art illustration, as both are included, as well as a leader’s guide, worksheets for participants and Square Wheels posters to use in the workplace. Click on the image below to watch the video for an overview.

=Square Wheels Icebreaker icon

Use this “Show and Tell” scenario today as a unique and bombproof way to mix fun with important learning around new ideas and ways of doing things to impact organizational improvement and increased workplace happiness.

Square-Wheels-Testimonial bubble Schmideg 100Useful tools that work in elegantly simple ways!

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

Engagement – The Day AFTER National Employee Appreciation Day

I popped up a short post on doing a Day of Un-Appreciation every year, with the idea that doing a day of appreciation is only one day of many and that it should certainly be more common. People are not being involved or engaged or motivated well in their workplaces, and managements are apparently choosing not to do things differently (or things would improve!).

poster of making every day a day of appreciating employees

This morning, I framed up another idea:

Celebrate the day after the day of employee appreciation

What if we simply doubled the days that we thought about appreciating employees, you know, those people that actually do the actual work of organizations and not the management of those people… (grin)

There is simply so much more that so many more could do to help the process of generating better workplace engagement.

As an addendum, let me share a graph from the Gallup organization that showed a recent high bump in engagement in the US, something that some people are apparently celebrating.

Gallup National Data on employee engagement levels

graph is linked to original article

The rise in apparent engagement is most assuredly not a “leap” and it also correlates with the drop in un-employment (so some new hires might appear in the survey data) along with a drop in the numbers of under-employed, meaning that additional workers started making more money.

So, don’t think that there have been a lot of improvements in how people are being managed nor in how people are being appreciated. There is a great need for companies to understand that managers can choose to do things differently to dis-un-engage and dis-un-empower their people on a day to day basis.

Check out our toolkit for involving and engaging people for workplace improvement. $20!

Square Wheels Icebreaker is simple to use

For the FUN of It!

Dr. Scott SimmermanDr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.

 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s quips and quotes on Poems on The Workplace is here.

Square Wheels are a trademark of Performance Management Company
LEGO® is a trademark of The LEGO Group

 

 

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