Performance Management Company Blog

Ideas on People and Performance, Team Building, Motivation and Innovation

Category: Change Facilitation (Page 2 of 12)

Monkeys, Management and Motivation – Simple Ideas

Ah, the Internet… And StumbleUpon. Blogs. And research on behavior. And Creative Genius. And themes of leadership and productivity and employee motivation.

I love it when it all comes together…

Way back in 2012, what seems like at least a decade ago, I was reminded of the monkey metaphor of William Onchen (HBR, originally in 1974!), who wrote about their management, care and feeding. Solid stuff.

Dan Rockwell, in his most excellent Leadership Freak blog, reminded me of some of that today. He talked around “whose monkey is it” and framed up the pronouns in a way to get you to pay more attention to what is being said. There are three different ways to listen to the discussion and the pronouns you use in discussing that little critter:

  1. ‘You’ – The monkey stays in their zoo. They own the issue. Responsibilities are theirs.
  2. ‘We’ – The monkey is a shared. “We will fix this.” Responsibilities are shared. Beware of adding unnecessary layers of complexity by sharing too many monkeys with team members.
  3. ‘I’ – The monkey moves to your cage. You own this issue. Responsibilities are yours.

And my curiosity caused me to click on a “Cognitive Science” link on StumbleUpon 3 years ago because it showed the following (copied with permission) research and metaphor.

article on managing monkeys by scott simmermanIn his article, the story about the situation and the behavior continues. In mine, I think you probably get where I am headed…

A key point is behavior and to consider how certain workplace behaviors get started and maintained.

The behavior of a group of monkeys is sustained by the organizational culture and the environment around it, and probably not even by any consequence system that still exists.I think that the behaviors generated years ago are often still in place and continuing to influence teamwork and collaboration and even best practices.

Jason Wells talks about the concept of  filiopietism, or the reverence of forebears or tradition carried to excess, but prefers another term: the tragic circle. (He moved his site but you can see his illustrations by clicking on this link The Lesson of the Monkeys )

And I agree. He links the concept to the behaviors of societies, and I think that the concept links even more directly to workgroups where there are extrinsic rewards and punishers for specific behaviors.

There are many such practices in workgroups that get carried on long after the original event. Techs at a car dealership client of mine would all yell, “What?” when one of them would yell out, “Hey, Stupid!”My guess is that a manager, once upon a time, was calling for one of them and yelled out the phrase and it just got established as a little “reminder ritual” for all of them (including the actual good-guy manager!!).

Most people in most workplaces are UN-Engaged. Why? You can’t know precisely, even when you look at it from all different kinds of angles. There are all kinds of local reasons. My take on it is that dis-engagement is being caused by something, maybe something that is inadvertent, but still a causal factor acting in the environment. It might be something as simple as “a banana” — the issue of some loss of trust or some shared negative corporate memory. And until we address the root cause, it will continue. Nothing will improve and little will change over time. The monkeys will simply continue to sit there…

uncontrolled impacts of extrinsic rewardsSure, one “Senior Corporate Leadership Answer” to the Monkey Problem is to get all NEW monkeys and start all over but that is a costly and difficult solution to implement. And some of the thinking may still carry over during that transition. Some organizations actually do that, moving from one place to another to shake things up and get new people.

But a more better simple alternative is to engage them (the people participants) in some discussions about what and why and look for new alternatives that can be implemented or problems that can be addressed that simply reinforce the situation at hand. So, “Yes, we have no bananas” (audio – vocal starts at 1:10, from 1923 (history) ), but we do have people who have a level of commitment to performing.

We need to do some serious Dis-Un-Engagement in the workplace, working with teams to identify the things that are getting in the way of people being engaged and actively removing them from the situation. Doing the precise same things, introducing one new monkey after another, will not make any difference.

Our new facilitation training for supervisors shares a straightforward approach for dealing with such issues and opportunities. You can see our approach, which uses my metaphor for Square Wheels at:

Scott Simmerman's Square Wheels Project for Performance ManaagementThe tool is focused on discussing issues and opportunities, and the approach is to generate open discussion of the things that could work better, the issues of the culture and visions, and the generation and implementation of better ideas. It focuses on asking and listening and on generating ownership involvement,

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

 

Are Managers simply BAD or is it the Workplace

This will be a short post, with a link to a solid article and one illustration.

Gallup had an article that is depressing: www.gallup.com/businessjournal/200108/damage-inflicted-poor-managers.aspx

It is about the DAMAGE caused by bad managers. It is a short but hard read, saying in part:

Managers who don’t know how to meet the engagement needs of their team become a barrier to employee, team and company performance.

And a disturbingly high percentage of managers around the world are not meeting the needs of their employees. Actively disengaged employees (24%) outnumber engaged employees (13%) by nearly 2-to-1, according to Gallup — implying that at the global level, work is more often a source of frustration than fulfillment.

If work looks like this, which it seems to, can’t we actually DO SOMETHING to change the rope? Can’t we make things more involving and engaging by simply asking people for their ideas for improvement?

The Square Wheels Project image on perception by Scott Simmerman

That is what we are trying to teach with The Square Wheels Project: a simple facilitation process to allow supervisors to ask for ideas for improvement.

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

 

Santa’s Square Wheels Performance Improvement Poem

A special Holidays greeting to you with the hope that an illustrated “Getting Santa Rolling” poem might add a touch of fun to your days.

Each year at this time, my little company sends out a seasonal greeting anchoring to either our Square Wheels illustrations around engaging people in making improvements or to our Lost Dutchman game about collaboration and teamwork. This year, it’s the Square Wheels theme that is the poem’s focus since after 25 years of using original line art we’ve transitioned to using LEGO images for a more playful representation of, “How most organizations really work.”

Since other mailings have gone out to my contacts in LinkedIn and to our subscribers, apologies if you get this twice. We would simply like to wish you the best for a great year ahead and for your having some positive impacts on the people around you. Here is what we had to say about getting Santa rolling this year:

A santa square Wheels poem

Getting Santa Rolling….
 Santa One
Things look too bumpy for Santa, his Elves and Reindeer!
How they’ll get flying with those Square Wheels isn’t clear.
Santa Performance Poem illustration in LEGO by Scott SimmermanSanta, ask your teams to stop & look in their “wagon”
As solutions exist there that’ll keep it from draggin’.Santa Performance Poem illustration in LEGO by Scott Simmerman

Then the Elves and Reindeer could quite easily share
Their ideas for how things could work better there.

Santa Performance Poem illustration in LEGO by Scott SimmermanBy Asking and Listening you’ll most surely generate
Engagement and motivation leading them to innovate!

Santa Performance Poem illustration in LEGO by Scott Simmerman
Their Round Wheel thinking will give them insight
into how to implement to make things quite right.
 Santa Performance Poem illustration in LEGO by Scott Simmerman
Then all will gleefully rejoice as Christmas time arrives
Knowing their Round Wheel ideas got Santa in the skies!
Santa Performance Poem illustration in LEGO by Scott Simmerman
Those Square Wheels exist everywhere, you’ll see,
But the Round Wheels are reachable—ab-so-lute-ly!
Santa Performance Poem illustration in LEGO by Scott Simmerman
Managers who involve workers with positive intent
Offer everyone involved a gift of empowerment!
Santa Performance Poem illustration in LEGO by Scott Simmerman

“Getting Santa Rolling” aligns with our mission to support Supervisors, Managers and Leaders with simple tools for facilitating improvements leading to a happier and better workplace.

If you’re interested in strengthening your facilitation skills, you can do that easily through online learning and support by joining The Square Wheels Project where you’ll receive self-paced learning and materials for making a positive difference in your workplace. Check it out here:

Scott Simmerman's Square Wheels Project for Performance Manaagement

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 Negative Reinforcement, a Square Wheels Innovation Framework

The key point here is that removing Square Wheels has widespread, natural systemic reinforcing impacts for improving organizational results. It is a direct and simple way to impact results, everywhere.

I am a behaviorist from way back, getting one of those doctorate thingies and playing with “behavioral engineering” back in the late 70s and working with people like Tom Gilbert and Ed Feeney and Ken Junkins. The main approach was to identify critically leveraged, high-impact behaviors and then set up mechanisms to implement changes systemically, to give performers self-reinforcing feedback that enables performance improvement. It was an interesting and effective approach that certainly has applications today in so many situations. (More on feedback here)

Feedback is all about alignment and engagement, since it focuses on giving people the information they need to be high performers. It focuses on best practices and things that can be improved with focus.

We see a LOT of this in many of the gamification approaches to accelerated learning and training in general.

In reading an excellent whitepaper on gamification in general, there was some confusion in using the term “negative reinforcement” that I thought might be useful for a blog, since it does share some different enlightening information. I even did an illustration that anchors it and shows why it would have a positive impact.

Negative reinforcement is commonly used as an alternative phrase meaning punishment.

They are NOT the same. There are three things here:

  1. Positive reinforcement works when some behavior occurs and it results in a positive outcome or response, positive from the viewpoint of the individual or the team. Positive reinforcement increases the likelihood of that behavior occurring in the future.
  2. Punishment works when some behavior occurs and a negative outcome or response occurs. Punishment reduces the likelihood of that behavior occurring in the future. It is a negative outcome.
  3. Negative reinforcement works when some behavior occurs and it results in the removal of some aversive stimulus of some kind. The removal, contingent on the behavior, causes an INCREASE in the behavior. It is a positive outcome.

There are a lot of issues involved in any stimulus / response situations. There are intrinsic rewards and extrinsic rewards and contingent and non-contingent rewards and a whole lot of “past experience” operating to determine impacts. Perceived (non-actual) links between stimulus and response can generate superstitious behaviors (article here) such as blowing on dice or wearing lucky hats.

Intrinsic rewards are personal to people while extrinsic ones (like money) are added and can generate all sorts of unpredicted impacts. (more on extrinsic rewards here and here ). Candidly, I do NOT like extrinsic rewards, since most set up competition and generate both winners as well as losers. Many people (as many as 40%) have also learned that they never win, so why even try.

So, why does generating a discussion about Square Wheels® work so well to generate motivation and engagement? Why is it so bombproof as a tool for organizational development and innovation? Because it works something like this:

Negative Reinforcement and Square Wheels and intrinsic motivation

By removing some Square Wheels, the things that work but do not work smoothly, and replacing them with Round Wheels, you do the workers the favor of helping them remove some of the aversive aspects of their work and workplace. This increases the likelihood they will repeat the behaviors, both individually and collectively. You build teamwork, alignment, and collaboration and you improve communications and you get positive actions like these:

Intrinsic Motivation, Square Wheels and LEGO by Scott Simmerman

You get to go #morebetterfaster.

tswp-logo-for-chris-for-newsletter-2

 

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

 

 

It’s about Perspective Opportunity, People!

Perception. Breakfast of Champions.

Or some such thing. Stepping back from the wagon to look for opportunities is such a more effective strategy than putting one’s head down and bemoaning all the things that are wrong.

What you see is all there is. So why not choose to look at things differently and go #morebetterfaster?

Daniel Kahneman quote on a Square Wheels image by Scott Simmerman

Our Square Wheels Project is designed to generate those ideas for workplace improvement from the wagon pushers. It is about facilitating different perspective ideas about issues and opportunities.

Check it out and let us know how we can support your performance improvement, engagement, innovation and motivational improvement initiatives,

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

 

Thrive Global – and a message for Supervisors everywhere

It was interesting to read Arianna Huffington’s post,  “Welcome to Thrive Global.” As I read her thoughts, I could not help thinking of what we are trying to accomplish with The Square Wheels Project.

She writes, “Thrive Global is based on the truth that work and life, well-being and productivity, are not on opposite sides — so they don’t need to be balanced. They’re on the same side, and rise in tandem. Increase one and you increase the other. So there’s nothing to balance — increasing well-being and the productivity that goes along with it is a win-win, for work and life.”

Agreed. So. let me start with my model of how things really work in most organizations and the question I always ask to gain insights into perceived issues and beliefs:

Square Wheels - how things really work

I feel very strongly that there are parallel paths between thriving and involving / engaging others in a way that has so many positive impacts on life balance. Her ideas focus on all the negative impacts of burnout, including her own, on people and she does a series of biopic stories about perceived issues and the reality that things must change. Her audience seems to be entrepreneurs and senior executives.

My audience are supervisors and workers, the front-line managers who are focused on the performance and productivity issues and the workers who feel the often unnecessary stresses brought down on them by managements. The Square Wheels Project wants to improve the quality and effectiveness of those interactions by improving simple communications and facilitation skills. We want the front-line workers everywhere to have more of a sense of ownership involvement in what they do, more pride in their work and their contributions to their teams.

The Square Wheels Project and Thrive

So much research shows that people do not need to be bossed to produce excellent results. W. Edwards Deming wrote about these factors from the perspective of improving quality and innovation. His works then tended to be interpreted to focus on quality, and to measure it to death with initiatives like ISO 9000 and its successors that demand tight standards of production consistency but not so much involvement of the creativity and motivation of people in that quest for perfection (or at least standardized results!). Those initiatives are not about innovation,

Huffington’s models are successful top people: “… we need new role models, and The Thrive Journal will bring you examples of leaders in business, sports, media, entertainment, and technology who are proving that taking care of ourselves, far from detracting from success, enhances productivity and creativity.” (She lists Amazon founder and CEO Jeff Bezos, JPMorgan CEO Kelly Coffey, etc.).

As she writes, some of the issues are around training, but my guess is that little of that training will affect the people at the front lines and, like Senge’s “Learning Organization” approach to improvement, it will focus mostly on the middle and top managers with the hope that it trickles down to the workers.

As she says, “The science is clear and conclusive: when we prioritize our well-being, our decision-making, our creativity, our productivity and our performance dramatically improve across the board. And one of the goals of The Thrive Journal is to bring you the latest science from leading experts around the world….”

Excellent! But how much will impact the broader numbers of supervisors in the world and when might we expect that to occur. Like economic trickle down, the answer is, “most likely never.” Will workers ever see any impacts from those efforts?

She wants a focus on “…changes in your life by giving you concrete, actionable tips laid out in five pathways: Calm, Joy, Purpose, Well-Being, and Productivity.”

Wouldn’t it be great for workers and supervisors to have some of those same pathways available to them, to have more choice in self-direction and active workplace involvement and to be able to feel better about their contributions to work and to each other?

Our audience is the one that feels much of the pressures from those above them and if those people are stressed, our people are even more stressed because their interests are at the bottom of  Maslow’s Hierarchy of five basic needs and not at the top, like hers but at the bottom, where there is almost a struggle for survival felt by many.

So, I cheer her work but focus on impacts from The Square Wheels Project for having a potentially broader impact. If supervisors of the world can improve the interaction with their people, if they can get them more aligned, involved, engaged and motivated to make real changes in their own workplaces, much of the stress of managing people should be reduced. There is a lot of research that supports this; our goal is to change some behavior.

In fact, wouldn’t it be neat if some of these wagon pullers at the top could actually connect with those people at the bottom to have real talks about issues and opportunities as they affect that front-line worker. Would it not be really great if those people at the top understood that those wagon pushers are the ones who produce all the work of the organization and who need their support?

Help us!

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

 

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

 

Workplace FUN – ONE stupidly simple idea

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

But WHAT IS THIS ABOUT? I mean, it does flow downhill and all that but is this even remotely acceptable? NO, in my belief system. How can those employees even be remotely satisfied if 2 of 3 managers don’t care?

I ginned this up for other purposes, but I will show it here since I think there is a leverage point around this somehow. I know it may offend a few people maybe, but there IS a reality here and most can agree that this IS a style of management:

Donkey Hotey's Trump Image and Samuel Goldwyn's quote

This quote was actually that of Samuel Goldwyn, the G in MGM Studios. But it does reflect a style of management that we see out there…

Today’s reality is that “this guy” is seen as a successful manager of people and a “good businessman.” The reality is meaningless; this is the perception and the model for leadership in the minds of many people.

I am not going to narrate much on this. But I will ask:

  • WHY is work not fun?
  • HOW can we shift the thinking of supervisors AWAY from “managing” — aka manipulating — and get them to be more involving and engaging?
  • How can we generate more RESPECT among people working together, thoughtfully, on shared goals and missions?

The TRUTH must be out there somewhere. The TRUST that we need for good working conditions can be developed. And we should be adding some FUN to how things work, not some gun. So, a little poem and the suggestion that you check out The Square Wheels Project, a stupidly simple training and development program focused on facilitating more asking and listening in any workplace.

#morebetterfaster Square Wheels fun poem

My personal goal is to leave a legacy with my Square Wheels® images and approach to involvement and create a learning space for managers to become more engaged in their own workplace improvement practices. The Manager IS the Motivator — who else can involve their people?

So we are trying to build a place where one can learn how to use simple tools to better involve and engage people in workplace improvement, a place that will help a supervisor build more effective communications and teamwork with their people. A place to learn, without the over-burden of Human Resources or Training Departments where one can get #morebetterfaster by simply spending 30 minutes in learning some new skills and supporting others,

 

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

Innovation and Thinking – Continuous Continuous Improvement

Innovation and continuous improvement are increasingly important issues for today’s business, with engagement, motivation and the resulting implementation being among the most critical components of future profitability. But there is also a concept in behavioral psychology called the “post-reinforcement pause” which occurs after a successful event.

In quality improvement, we heard about this expressed as, “Yes, we did our continuous improvement initiative.” meaning that it was accomplished and there was no further need to do anything more, that the box was now checked on the annual performance appraisal process.

NO!!!

Continuous improvement IS continuous. And the improvements made today, that DO need to be celebrated and recognized and which should be supportive of more efforts tomorrow, often get PAUSED. The incentive to do more slows or stops and we rest on our laurels.

NO!!!

Here is my thought, expressed in my illustrated thinking style:

Round Wheels of today become Square Wheels of tomorrow

Continuous Improvement is Continuous.

There are many things we can choose to do that can have widespread impacts on organizations. My thinking is that by changing the language of performance and innovation, we can change the thinking of people about communicating about issues and opportunities. Remember that the Round Wheels are already IN the wagon.

Seriously, 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

See more at https://www.facebook.com/SquareWheelsIllustrations/
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

Innovation and Thinking – Cognitive Dissonance and Creativity

There are plenty of good tools out there for generating new ideas and momentum about innovating in the workplace. And I would like to think that our Square Wheels approach is one of the good ones. We set the situation that the people are pushing the wagon with Square Wheels but the cargo represent better ideas for improving the journey. There are all sorts of linkages and it is really easy to facilitate a discussion of real workplace issues and opportunities.

The main illustration has evolved to look like this:

Square Wheels Facilitationand we are implementing our training program to teach supervisors and managers how to facilitate discussions and to involve and engage people for workplace improvement purposes. That all comes together at The Square Wheels Project, which will also have a social media back-end to allow people to share their experiences as well as coach each other to roll forward #MoreBetterFaster.

My newest thought for how to illustrate the benefits looks like this:

Brains, Square Wheels and Round Wheels, an image by Scott SimmermanMy goal is to get people to step back from their wagons and look for new or different or better ideas to make improvements. Perspective is a key to choosing to do things differently.

Your thoughts on this would be great! You can also check us out at TSWP to see how we are rolling all this forward. It is new and pretty thumpy at the moment but your ideas and feedback will be helpful in smoothing all things out and making this truly effective as a tool for organizational improvement, coaching and simple innovation,

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

 

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

 

 

 

 

 

Business Haiku with Square Wheels LEGO visuals

Here are five of my new business haiku poems, done using the newest LEGO versions of the Square Wheels® images. There are 15 or 20 of these completed, which I am posting up on Instagram. I am all energized because we are so close to going live with our course on facilitation tools and techniques for supervisors that also uses the Square Wheels main image as a tool for impacting engagement and motivation.

So here are a few of these, which I hope you will like. I tied each to the landing page of the new course, which should go live this week (Nov. 1, 2016). The course, and the social media backend, is not perfect but it sure is good!

Square Wheels haiku of engagement and innovationSquare Wheels haiku - image by Scott SimmermanSquare Wheels haiku - image by Scott SimmermanSquare Wheels haiku - image by Scott Simmerman Square Wheels haiku - image by Scott Simmerman

Let me know if you like these and you can certainly contribute a haiku of your own that I can illustrate,

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


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

 

 

 

 

Meetings. Making Creative Sessions more Creatively Discussing

This will be a simple expansion of some ideas for how a supervisor might hold an involving and engaging meeting with their workers, one designed to improve ideas for workplace improvement and one designed to discuss issues and opportunities.

#Morebetterfaster is our general theme for facilitating workplace involvement and engagement

Dan Stones and I are reaching some final stages of our “Square Wheels Stupidly Simple Facilitation Course” for improving the facilitation and engagement skills of supervisors and team leaders. The formal name for this LMS is The Square Wheels Project and we hope to be fully live within a few days. You can see the overview video now at the new website.

As we work to simplify our structural elegance, a whole bunch of questions come up as to what to say and how much detail is enough and how many ideas make for too many ideas. How do we get the main ideas and tips across without “going all expansive” as we sometimes can (and might ought to do)? I sure wish there were a simple answer.

We say things like, “be sure to have enough seats” when we really ought to say to have the participants be able to write on the handouts and to be able to discuss their ideas with 4 to 5 other people, that large groups will not be creative in discussing issues and ideas. Small groups will involve and engage even the introverted people while large groups tend to hear only from the most extroverted (shouldn’t that word really be EXTRA-verted in some cases?) or those with some particular agenda they personally feel is critically important.

To develop a sense of ownership and teamwork, small group discussions are simply so much better than a classroom or auditorium kind of setting.

And the supervisor, having their regular Monday Morning Meeting (geeze, do they still DO that these days with all the pressures of time and costs and all that?) has a different set of frameworks to deal with than the professional facilitator sitting down with a group of 40 people for the first time ever.

The latter might want walk-in music and tabletop schlock (the creative little fuzzballs or pop-toys or tabletop name tents with names on them, etc.) while the former might want to have things appear to be normal (or not). Do the tables have water or is there coffee available? If the supervisor meetings do not normally have coffee, do they bring doughnuts and have a coffee urn running?

In actuality, setting up a room for a powerful facilitation program is probably a whole course in itself, not simply a few paragraphs on a page.

Paul Collins (Jordan-Webb) is an old friend of mine and involved with the Midwest Facilitators Network for dozens of years. I actually sent him a note yesterday and have not talked with him in years. But when I just googled “facilitator room setup ideas” and up popped a pdf file complete with diagrams for various options and ideas and all that which Paul copyrighted in 2004. Small world, for sure, but it simply shows that the information available about these kinds of things is very deep. So, How do Dan and I keep our ideas “elegantly simple?”

Maybe we have to do it with hot links to deeper information, and put those ideas on my blog or deeper into our LMS. I don’t know.

What I DO know is that we want The Square Wheels Project to be an absolutely effective and powerful tool for people to learn how to facilitate workplace engagement and how they can use our simple powerful Square Wheels® approach to better involve people in innovative workplace ideas.

Square Wheels Facilitation workplace engagement innovation

Stay tuned!

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/
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

 

 

 

Morning and Afternoon – Good Times to Step Back

This is my 505th blog post on the PMC Blog. Whodathunkit?

And, I just started up on Instagram a week ago, still trying to figure out how all that works in connection with everything else. But we are rocking and rolling. I’m in there as DrScottSimmerman and SquareWheelsGuy.

We’ve got a whole bunch of new things happening, like our new course on facilitation almost live at www.TheSquareWheelsProject.com — as of right this minute, there are only the first few videos running. Give us a couple more days!

Because I think the manager is the motivator and the manager needs to involve and engage their people to improve innovation and motivation, I popped up a Morning “poster” earlier today into Instagram and it says I should put up a few a day, so I did one for the Afternoon, too:

Square Wheels Poster on creative thinking in the morning

Thoughts on afternoon square wheels thinking of business process improvement

So, I continue to get and share new ideas in the morning and in the afternoon.

How about YOU?

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/
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

 

Visions – Hindsight and the View at The Back

In a LinkedIn leadership group, Mark Deterding posted up an interesting thought on leading from insightful contemplation and framing things in a servant leadership model. His post was called, “Vision from Behind” and Mark said:

Hindsight is 20/20. While we often think of that in relation to blunders, it’s limiting to consider hindsight valuable only when recovering from mistakes. Making a reflective observation is a necessary step in clarifying your vision for the future. You discover more about yourself as you take a reminiscent tour through life experiences. Looking back is a magnifying glass, enhancing awareness of where you are now because of where you have been. This is helpful in understanding how you currently lead, and where you might want to focus your efforts in developing your future self as the servant leader that God created you to be. Vision from behind creates an environment where you become more and more a student of servant leadership.

This aligns overall pretty well with my thinking about communications and teamwork and issues of motivation. Mark’s hindsight and reflective observation is pretty much what I think of as “Stepping back from the wagon.” The idea is to disengage from that first-person, through your own eyes view of the world and to change one’s perspective, looking at the situation from a dissociated viewpoint, like watching TV. From a distance, you can better see other people’s viewpoints. Innovation and insight generally come from reflection and contemplation.

My explanatory model for how the world seems to work and how most organizations seem to operate looks like this:

SWs One NEW w: copyright 1We have Wagon Pushers who simply cannot see where they are going and who do not receive much in the way of performance feedback or coaching — they are simply too busy pushing the wagon and their view is one of “boards and hands.”

So think what the pushers actually see, and think what the Wagon Puller can see if he simply turns around. (Not much, actually.) My guess is that his view is mostly of the wagon, even though he might have a really nice view if he looks ahead. After all, who wants to stare at the front of a wagon for any length of time. So, to really generate perspective and a change in thinking, there is the need to really stop doing what we are doing and to move around a bit.

Reflection, in my model is termed,

“Don’t Just DO Something, Stand There.”

The idea is to step back from the wagon to get a different perspective, one that includes the Pushers and all the wheels, the whole scenario basically. One can probably identify ideas for improvement as well as thoughts on how to improve involvement, engagement and motivation.

That one, skipping a bunch of intervening, process improvement illustrations, could look something like this when all is said and done and everyone is allowed to play with ideas and solutions:

SWs Celebrating Two RWs

Vision from Behind is good and it is helpful. Servant Leadership is a fine concept. But I think that involving and engaging people in generating their innovative ideas for workplace improvement — and implementing those good ideas — is really more about how to generate intrinsic motivation for the journey ahead. Celebrating successes most likely will generate more successes and improved teamwork and collaboration.

If you are interested in more along these lines, take a look at some of my other blog posts around Square Wheels and motivation and engagement that are in my blog. A few of them are these:

Stupidly Simple Engagement and Motivation

A LEGAL Approach to improving Engagement

Improving Engagement and Workplace Efficiency to Motivate Performance

I also write poems and haiku and produce a bunch of different “posters” that you can see if you click through to my Poems on the Workplace blog in the footer below.

If you are looking for some simple and effective tools for impacting communications and improving innovation and engagement, connect 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.

 
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

 

 

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