Performance Management Company Blog

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

Category: employee motivation (Page 1 of 21)

The Hubcap Report – a note on Task Interference and Supervisors

These days, my focus continues to be on people and performance, with more consideration around The Supervisor and their work to dis-un-engage and actively involve their people in workplace improvements. I blogged last week about the concept of Free The Supervisor.

If we want to improve engagement, the only people who will do this are the ones that have direct contact with the employees. All the rest is window dressing and no amount spent on surveys will accomplish anything without the vesting of those front line managers.

The reality is that so many things get in the way of them doing anything differently. And I am actively collecting data in this regard, trying to identify some of the things they do that block them from doing new things. And a conversation with David Zinger of the Employee Engagement Network this morning got me thinking of one of those classic examples of this kind of meaningless required goop.

The Hubcap Report

Note: This actually happens to you, if you are a manager, but you call it something else and the names and faces are changed.

I am working with one of the Bell operating companies working on the outside plant that supports the telephone wires and all that stuff. In particular, I am working with one of the supervisors and his manager and looking at ideas for impacting motivation and performance results. We have really good support from the management team to try to do some things differently and I have good access to the managers.

So, early for a scheduled meeting and sitting in the District Manager’s office and talking with his secretary, I spy what looks to be an interesting series of notebooks labeled Hubcap Report. So, I ask her about them and she pulls the latest one down. Inside are a series of bi-weekly reports from all 12 garages listing the trucks with a check mark if they have hubcaps. Years of reports.

Digging down, one of the former DMs in visiting a garage noted that some of the vehicles were missing hubcaps so he had asked the garage managers to get them fixed and to send him a report. That request became a process, done by each supervisor every two weeks, signed off by their manager and forwarded to the District Office where they were stored in this notebook. The current DM never even knew they existed and the secretary simply filed them, not knowing how silly they were to keep doing.

How many of YOUR supervisors are completing reports and sending them upward, with no clear purpose and minimal impact?


And, on meetings and time and costs in general, HBR had a report about an analysis of a large organization and the costs to prepare senior executives for their peer-group weekly meetings. Note that little actually gets done from these meetings, other than the sharing of information and the occasional planning of a new strategy. THESE ARE COSTS, NOT IMPACTS:

In this particular company, a total of 7,000 person-hours per year were spent in weekly executive committee meetings at which 11 senior staff members provided updates on the business to themselves. To prepare for these meetings, these senior staffers held 11 of their own unit staff meetings consuming 1,800 person-hours each, for a total of 20,000 hours per year.

To get ready for the unit meetings, a total of 21 managers working for the senior staffers held their own meetings, 21 of them, for a combined total of 63,000 hours per year. Of course these unit meetings, being important, required “prep meetings” themselves, often involving supervisors.

There were thus 130 prep meetings in total, consuming a total of 210,000 hours per year. T0 summarize, it looks like this:

  • 7,000 hours: Weekly executive committee meetings.
  • 20,000 hours: Weekly senior staff unit meetings.
  • 63,000 hours: Weekly meetings of the staff to the senior staff
  • 210,000 hours: Weekly prep meetings for the staff to the senior staff.

FREE THE SUPERVISORS!

Help them to see out of the box they find they are in. Give them some perspective and even some hope that things may get better.

Roadbloc Management Square Wheels Toolkit for Managers

And look for simple solutions to some of the issues. Look at the things you can eliminate. Stop doing the things that do not have real impact. Maybe even BLOCK some of the extra-departmental information requests that will have NO positive impacts on YOUR team’s results. It is simply so easy for someone in staff to ask for information and so easy to take up your people’s time with those requests.

Start doing some active involvement. Start doing some team building — our Lost Dutchman’s Gold Mine activity is fabulous. Take a look at the communications and engagement tools at The Square Wheels Project. But whatever you DO choose to do, do something that will improve motivation and performance!

Any kind of real collaboration and employee engagement at the front lines is likely being blocked by things that have little impact on your organization.

Use this process of facilitating dis-un-engagement to implement some real improvements,

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

 

FREE The Supervisor – thoughts on Disruptive Positive Active Engagement

Free The Supervisor might be my new chant as I continue to research and discuss and consider the reality of most workplaces. In a simple phrase, “They Get Pressed.”

Remember – The ONLY people who actually produce any income for an organization are the workers. All of the management function as overhead costs. And who actually manages the workers?

Here is a defined, analyzed, job and task description of the job of Supervisor, from the ReferenceForBusiness.com website (abridged because it was WAY too long and detailed):

The Role of The Supervisor:

Supervisors play an important role in the business environment. Their primary job is to see that the work performed by employees is completed on time and at the highest level of quality. In order to complete this task, they must know the production process and have an understanding of human behavior. Theirs is a pressure-filled job.

It is their job to write reports, letters, memos, performance appraisals, and the gamut of documents that businesses need to operate. They must be equally comfortable in communicating with chief executive officers and assemblyline production workers. They must be able to run effective meetings. They must carefully monitor the organization’s goals, strategies, tactics, and production schedules. They must be cognizant of union rules where applicable. They must be trainers, confidants, computer experts, goal setters—in short, supervisors must be well-rounded employees who are willing to accept the responsibilities required to keep a company running.

Job duties include

Supervisor as Communicator.
Supervisor as Trainer.
Supervisor as Student.
Supervisor as Goal Setter.
Supervisor as Evaluator.
Supervisor as Human Resources Specialist.
Supervisor as Computer Expert.
Supervisor as Producer.
Supervisor as Adviser.
Supervisor as Idea Champion.
Supervisor as Environmental Watchdog.
Supervisor as International Manager.

But, as I shared in other articles and blogs, and despite corporations spending billions of dollars in survey fees and executive and management time focused on improving active involvement and motivating the workers to improve productivity and performance, the Supervisors still do not apparently get it, since results do not improve. Let’s blame them for the performance problems, right?

No! Let’s look at task interference, our measurement and expectation systems, what we give feedback about from the management team (if asked about engagement once every few months, you can expect a focus on engagement every few months…).

I keep hearing about EMPOWERMENT as a driver of engagement, yet a simple observation will show that most people in most organizations are un-empowered. So, who will do the DIS-un-empowerment and focus on the removal of perceived and actual roadblocks other than The Supervisor? (Certainly not HR!)

SO.

  • Why not try to make the Supervisors a bit less constrained and a lot more able to do what they want to do in regards to actively involving their people, building teams, solving workplace improvement issues and things like that?
  • Why not look to FREE them up from some of those duties listed above. Let’s do away with performance appraisals (by any name) and let’s reduce the clerical burden.
  • Let’s free them up from all the administrative minuscule and even give them some training. Let’s give them more skills and more confidence to use those skills through support from their managers.
  • Let’s make them more like Facilitators than Bosses (since BOSS spelled-backwards is self-explanatory).

Disruptive engagement supervisors and motivation

There is no one simple way to do this; there are lots of ways to do this but we have to make the choice to make things happen. Look, the very brave supervisors already do this now, and you know who they are. They are the ones with the exemplary results. I mean, how else can you explain those results?

Taking a quote from Conant, “Behold the Supervisor who, like the turtle, only makes progress when he sticks his neck out.

Let’s get the supervisors and their people to break the things that are already broken and get more motivated because they can fix things and make improvements,

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

 

Disruptive Engagement, Supervisors, Empowerment and Performance Improvement

I listened to a great presentation yesterday by Mercer on managing engagement, the need to focus on key metrics but the reality of driving behavior at the very bottom of the organization, which is what engagement is. Nicely presented, with great graphics. And I look forward to getting a copy of the information, statistics and related materials.

On the other hand, it seemed to have nothing actionable. It focused on senior managers and HR and organizational statistics and surveys and never once directly mentioned the Supervisors, to my recollection, as being involved in this “involvement and empowerment and engagement stuff.”

It is totally clear that workers and supervisors and managers are basically un-involved and un-engaged in so many workplaces.  And it is management effectiveness AND the workplace environment that is behind this problem. It is NOT a “senior management leadership issue” that can be corrected with more surveys and more executive development.

To illustrate:

Gallup:

  • only ONE IN FOUR employees “strongly agree” that their supervisor provides meaningful feedback to them, that the feedback they receive helps them do better work.
  • Only 21% of employees strongly agree that their performance is managed in a way that motivates them to do outstanding work.

DDI reported

  • 87% of first-time supervisors feel frustrated, anxious and uncertain about their new role
  • Only 11% said they were groomed for that role through some developmental training or program.

Rick Bell shared some statistics in the March issue of Workforce magazine about how badly workers are being supervised

  • 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

Again:

It is NOT a “senior management leadership issue” that can be
corrected with more surveys and more executive development.

The issue here is basic supervision, basic leadership at the front lines. People are uninvolved and frustrated, so the solutions are about Dis-un-engagement and Dis-un-empowerment. *

The solution requires involving workers in workplace improvement for both process improvement and more self-determination and personal growth. It is about demonstrating that the supervisor is actively listening and helping to implement ideas. It is about the workers and the management team removing roadblocks that are perceived to be operating that are blocking engagement and the ability to act empowered. Simply, it is about facilitation and feedback.

*Note – I do not believe that it is possible to directly engage or empower someone else. You cannot change their internal workings, directly. What you can do is address their perceived issues and determine what they think blocks their acting in a more involved manner. Roadblock removal is kind of like coaching, only it can be done in a group or team setting. It is accomplished by ASKING FOR THEIR PERCEPTIONS ABOUT HOW THINGS WORK and what they might try to do differently. Remember that “Nobody ever washes a rental car,” and that “Trust is the residue of promises fulfilled.”

The Square Wheels Project is a simple online training program focused on using the metaphor of Square Wheels® as a tool for communicating about issues and opportunities, and it is accomplished by teaching the supervisor basic facilitation skills and providing a simple and bombproof tool for leading discussions. It also supports these supervisors with peer-level communications about issues and questions and dealing with problems and politics.

The Solutions:

We do not share any silver bullets about how to fix these problems. You can see some additional thoughts around implementation in this other blog post. Every organization has its own blend of communications and cultural issues. But the removal of perceived roadblocks to implementing ideas for performance improvement is intrinsically motivation and a way to address common fears around implementing change. (See Dan Stones article about overcoming team fears here)

But, operationally, it looks something like this: Let people play with Round Wheels since they are currently operating on Square ones…

positive disruptive engagement and Square Wheels becomming round ones

So, without cost or training or doing anything but downloading two pdf files, go play with this idea. Below is the really simple explanation of how it works.

Print out the two card-based worksheets. (SWs One 2017 What Might Be Cards to Print and SWs One 2017 How Does Cards to Print)

Square Wheels card

 

 

 

 

 

Cut each of the pages above into 10 relatively similar-sized “business cards.”

1 – Give a “how does this represent how things really work” card (left) to each person in your meeting and have them discuss the image in small groups. Let them consider possibilities. Ask them to share their thoughts.

2 – After discussion, give one “what might be some of our Square Wheels” card to each person and then ask them for some of their thoughts.

3 – Process the ideas as you wish. Do not defend the status quo but consider these thoughts and ideas as possibilities. “What else?” is a good response.

If you like what you see, which might start out with some discussion about the problems of processes and leadership and teamwork and ideas in a general workplace situation and the transition into what some of the issues might be in your workplace, you will get some idea of the power of this metaphor for changing thinking, language and goal-directed performance improvement.

We have a variety of workplace improvement tools available for purchase, all framed around the idea of changing people’s perceptions and behavior, driving improved teamwork and communications, and generally working to disrupt the way things are and create a more positive workplace.

 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

Disruptive Engagement and Radical Candor by Scott Simmerman


The Performance Management Company blog is found at www.PerformanceManagementCompanyBlog.com

The Square Wheels Project is found on Udemy, and you can access this online supervisory facilitation skills training program, complete with downloadable powerpoint slides, printed handouts and other support materials at www.TheSquareWheelsProject.com

Dr. Scott Simmerman holds a doctorate degree in behavioral neurophysiology from The University of North Carolina at Chapel Hill and is a Certified Training Professional through the IAPPD and a Certified Professional Facilitator by the International Association of Facilitators. His LinkedIn bio is extensive and found at http://www.linkedin.com/in/scottsimmerman

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

Simple Bad Teambuilding

My associate in Singapore posted up his comments in a LinkedIn group post and I got copied. The posting consultant in India put it up for thoughts comments (and there are almost 200 comments!). He initially said:

Client: We are having an offsite for our leadership team. They all work in silos and there is a trust issue. We want to communicate to them that they should all trust each other and work together. Only then we would be able to achieve our roles.

Me: Why do not you tell them that?

Client: We want a facilitator to bring these issues subtly and indirectly. Our CEO does not want to address this directly. May be you could do this through some games or activities. We are also talking to couple of other organisations like yours and want to see who offer the best solution.

Me: I took leadership team of a client three times in two years to Rishikesh and to address trust and silo issues I made them do whitewater rafting. They enjoyed the rafting. After two years I learned that they became very good in rafting but the trust issues remained. So no indirect approach to the trust and silo issues.

I will pass this opportunity. Lets work together some other time.

If you did not notice this, let me point it out again:

“…to address trust and silo issues I made them do whitewater rafting. They enjoyed the rafting. After two years I learned that they became very good in rafting but the trust issues remained.

Well, duh! Really. People on this executive team actually expected that a consultant-led raft trip would improve corporate functioning? Why do we experienced consultants somehow believe that a paintball or lasertag event, or a Firewalk or go-kart race is going to transfer anything to the issues of improving organizational performance results? We see people learning how to crew an 8-oared rowing shell, or learning how to climb and rappel, or even going parachuting or hang-gliding. Neat! Fun!! But real teambuilding?

These kinds of team bonding activities are actually expected to change organizational results? Seriously? (And how is it going to drive that change, through cognitive dissonance or improved leadership or impacts on intrinsic motivation to do something differently?)

Why not choose to do team building to accomplish team building?

We just reached our 25th anniversary of selling The Search for The Lost Dutchman’s Gold Mine teambuilding simulation. You can see a Press Release with details here.

And we will guarantee that using the exercise as designed will generate solid discussions about what specific changes need to be generated it one follows the suggested line(s) of debriefing to link to issues and opportunities. You WILL generate discussions — and what you choose to do subsequent to that program will drive the implementation of results.

The Search for The Lost Dutchman's Gold Mine teambuilding simulation

 

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. He is also known for his Square Wheels® approach to innovation and engagement.

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

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

 

Press Release on Lost Dutchman’s Teambuilding Exercise 25th year

We’re a small business and some things are just normally out of our range of motion but we wanted to do a Press Release about our 25th year of supporting The Search for The Lost Dutchman’s Gold Mine team building exercise worldwide. It has continued to be a fun and interesting and rewarding experience for me to be supporting so many people and trying to have an impact on people and performance.

Team Building Success with Lost Dutchman's Gold Mine

Joan created and polished this piece, which I think is outstanding given the limitation of 600 words and the focus of making this an integral part of our interesting company story:


Are Team Building Exercises a Waste of Money?
No, According to New Survey

User survey for “The Search for The Lost Dutchman’s Gold Mine”
finds 100% would recommend the exercise to others based on performance and value

TAYLORS, SC, April 17, 2017—While many people believe that Team Building Events don’t generally work, Users of Performance Management Company’s The Search for The Lost Dutchman’s Gold Mine Team Building Exercise hold a much different belief. Based on results received from a Users’ Survey of Dutchman, 100% of the responders said they would recommend the exercise to others based on its performance outcome and value.

Celebrating its 25th year in the global marketplace, this top performing exercise has helped hundreds of companies generate real discussions about the negative impacts of competition on organizational improvement. Dutchman’s design produces measurable results to clearly show participants how their behaviors sub-optimize outcomes, including the overwhelming choice to compete rather than collaborate.

“A good teambuilding game design, one allowing teams to make choices, can link beautifully to a debriefing focused on making better choices for improving and optimizing organizational improvement. In Dutchman, players readily see the many negative aspects of inter-organizational competition, so we get them to choose alternatives to generate more collaboration and alignment to shared goals and outcomes.”

So says Dr. Scott Simmerman, Dutchman’s creator, a behavioral neurophysiologist specializing in organization performance and Managing Partner of Performance Management Company since 1984.

When about 1/3 of a workforce would forgo a raise to instead see their boss fired, doesn’t it make more sense to build a cohesive team and increase shared goals? And when only 1 in 3 managers are engaged in their jobs, should we not look to do some real things to improve their workplace? Is doing the same thing going to ever generate a different result?

Users value Dutchman because it:

  • Easily sets up an engaging, fun learning experience with a successful outcome for any group size or type from shop floor workers to senior management.
  • Contains extensive, flexible debriefing materials with solid links to issues of workplace collaboration, leadership development and motivation.
  • Clearly shows participants how their behaviors impact ROI for the organization as well as for their own personal improvement.
  • Offers real value and measurable impact to their organizations.
  • Motivates people, improves performance results and strengthens communications.

While many things are sold as “team building,” few have actual impact. They may be fun, such as playing paintball, but do they change anything; do they create a viable return on investment for the organization? Dutchman has the backing of enthusiastic users, worldwide, in all kinds of organizations who use it to implement strategies or generate alternative choices.

Dutchman also wins for its various purchasing or rental options and is sold for a one-time cost with unlimited use and no per-participant fees. And, its “satisfaction guarantee” has yet to be necessary for purchasers. Visit PMC’s website or contact Scott to learn how Dutchman will lead to constructive outcomes and teamwork for your organization.

About Performance Management Company:

Performance Management Company designs team building exercises and is the creator of The Search for The Lost Dutchman’s Gold Mine, its flagship exercise. It is also the creator of Square Wheels® images for organizational improvement that are packaged in various Toolkits for Managers and Supervisors. PMC was founded in 1984 by Scott J. Simmerman, Ph.D., Managing Partner and has been selling its products, worldwide, since 1992.

A partial list of client users: http://www.squarewheels.com/clents.html

It continues to be a great trip, working on team building with my network of users worldwide. AND, we are updating the exercise – if you own it, check with me about a free upgrade of the Intro and Debriefing materials,

 

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/

 

 

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

Trust in the Sand

My colleagues in Romania just sent me an email about one of their blog posts on leadership that had this image within it:

Trust is the residue of promises fulfilled

I thought it was pretty neat, and it reminded me of my friend and colleague Frank Navran’s quote that:

“Trust is the residue of promises fulfilled”

and how easy it is to simply wipe it away with some foolish behavior…

All it takes is a gust of wind to change things and we need to be reminded that trust is something we need to maintain, not just do once in a while.

Now Vio’s blog is written in Romanian, and even with translation services, I am not going to spend much time going through his key comments around the elements of trust; I simply reacted to his email and sent him the following:

“Trust is not just about writing in the sand. It is also about having perspective, moving about to see what is really happening around you and being willing to move about to potentially see things from other positions rather than from where you are standing. It is also about involving people with shared goals and acting collectively. I think it can also look like this:”

Footprints in the Sand and perspective on surroundings, by scott simmerman

We should also be reminded and mindful about the diversity of people within our organizations and about the reality that all of us know more than any of us when it comes to generating ideas and engagement for improving workplace performance.

Here at Performance Management Company, we sell simple tools for impacting teamwork (Vio at HumanInvest has our Lost Dutchman game in English and Romanian) as well as impacting innovation and motivation. We suggest that leaders work to actively involve their people in generating ideas for improvement and facilitating creative problem solving as well as generating alignment and collaboration.

We also have a simple online facilitation skills training course and toolkit (really cheap and highly effective!) at The Square Wheels Project.

Square Wheels - How organizations really work Metaphor organizational improvement

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

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

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

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

I love that short little quote about personal accountability and action. Of course, we can always wait for someone else or we can simply choose to wait, which tends to be the most common response of people to opportunities. Lots of statistics point to the small numbers of “early adapters” of new programs or organizational change efforts while the bulk of managers simply sit and watch to see the results.

But, if things are going to change, someone needs to make them change.

If it is to be, it is up to me!

Otherwise, things will just roll like they have always rolled., which in my view of the world tends to look like this:

Square Wheels One by Scott Simmerman at Performance Management Company

Things tend to roll along like they always have and why not. Things stay the same unless they change… And the continuous un-engagement of the wagon pushers is no surprise, since their view of the future tends to be, “boards and hands.”

Most wagon pulling leaders work hard, pulling the wagon and trusting that the measurements and expectations and performance appraisal mechanisms will insure that the people at the back are pushing instead of pulling. After all, what choice do they have? So, they simply keep pulling, hoping that things will always be okay.

But let’s challenge these assumptions. Let’s assume that day after day, month after month, year after year, all this gets really old and somewhat de-motivating. New hires become dis-engaged over about 6 months and regress to the average enthusiasm of the other workers even as their skill levels increase. And, the good workers will tend to blame their wagon pullers for a lot of the communications issues.

How bad is it? I share some stats in my post of a few days ago (here) but two that stand out are these:

• 35% of US workers would forgo a raise to see their boss fired.
• 3 of 4 workers say that their boss is the worst / most stressful part of the job.

This all begs the question of what might be done differently to generate improvements, basically, The Who and The When.

DDI recently shared some statistics that suggested only 11% of supervisors get management training. So, we can guess that support for skill development will not be coming soon from Training and Development / HR. Nothing new there… They simply have other priorities.

The reality is that people will continue to come into the workplace dragging. And if nothing changes, nothing changes. They are, for the most part (70%), un-engaged, un-enthused and un-involved, and the best predictor of the future is the past.

Spring Forward Monday should be engaging and motivating

So, who other than their supervisor can change things? How can that supervisor become a Draggin’ Slayer and choose to do things that might DIS-un-engage them and generate some active involvement around identifying the Square Wheels® that exist and the Round Wheels we always find inside the wagon?

Draggin' Slayer - What are some Square Wheels by Scott Simmerman

Which, when facilitated with active questioning and group involvement, can begin to break the ice around communicating about issues and opportunities. It is NOT instantaneous in some workgroups where there is hostility of a lack of trust, but it DOES work if we keep asking questions and responding positively to the initial ideas. The process itself is pretty bombproof.

Draggin Slayer Active Involvement Square Wheels LEGO by Scott Simmerman

Having been around corporations and other businesses for 35 years, I actually see NO real solution to the issues we face in motivating and involving workers other than through the direct actions of supervisors.

Operations have always been this way; exemplary performers doing things differently than everyone else and exemplary supervisors choosing to defend their top performers from “corporate bureaucracy” — and simply managing people better. The best managers have always gotten people talking about Square Wheels and playing with Round Wheel ideas for improvement.

Let's implement Round Wheels by Scott Simmerman

We simply cannot go #morebetterfaster if we continue to do the same things the same way and wait for help from above. It just is not going to happen! Our better managers ask questions and solicit ideas from their people, generating motivation and innovation. You simply cannot drive this from a tops-down approach since you can never reach the people who are doing the work.

Square Wheels Draggin Slayer Getting Motivation by Scott Simmerman

If you can share a more effective or impactful approach to involving and engaging people in the workplace, why not contribute a comment? Workers DO have ideas about improving their workplace and impacting quality and productivity. Working together can foster teamwork and peer support and many of the other intrinsically motivating aspects linked to accomplishments.

Building communications and trust between workers and managers is an important factor in employee retention and skill development and cascades into innovation and service quality and customer retention.

We offer a SIMPLE toolkit for facilitation skills development at The Square Wheels Project. For a tiny bit of money, supervisors can gain access to an online course and also the powerpoint and handout sheets needed to have a productive and engaging meeting (or meetings, actually) with their people about issues and opportunities for workplace improvement.

The Square Wheels Project marketing logo for facilitation skills

If we can encourage our supervisors and managers to think differently and go off on their own paths to improving involvement and engagement and motivation of their people, is there really any downside? I guess you could call this empowerment. But how else are we going to take advantage of our human capital and go #morebetterfaster? The managers should be the motivators.

Share your thoughts and reactions,

 

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

Continuous Continuous Improvement and Team Building

Dozens of years ago, when I chaired our local ASQC group, it was common to hear these quality managers say that they had done continuous improvement.

It was so common that I resolved never to use that phrase and to only use the term, CONTINUOUS Continuous Improvement, which STILL gives my grammar checker fits, as the WordPress editor is doing right now…

I mean, how can you complete something that is continuous?

And why isn’t continuous continuous improvement a better overall goal for organizations? When does stopping improvement make any sense?

Now, those ISO standards forced organizations to go way deep into compliance and process management, which is an antithesis to innovation and improvement, and those issues still hang around out there in the world of manufacturing. And to see people put a Six Sigma framework around customer service still seems goofy, in that the processes are simply so far from rigid statistical control. But, whatever.

So, let’s shift to the issues of workplace reality, team building and continuous continuous improvement of people and processes, focusing on collaboration, alignment and communications.

Winemaking is often the art of nurturing grape juice through a process of continuous incremental improvement until it ends up as a spectacular product, if that is the winemaker’s goal. Sure, you can make a million gallons of wine that all tastes the same, but the artwork and artistry of this vocation is not focused on consistency but on excellence, much like we should be striving for with our workplace improvement initiatives.

In the case of developing a team building game, one can also devote 20+ years to learning the art and substance of teamwork and collaboration and to continually fine-tune one’s ideas to optimize desired outcomes. And I can honestly say that I think we have reached that point with The Search for The Lost Dutchman’s Gold Mine, a team building exercise that has been continually improved since its first deliveries back in 1993.

The Search for The Lost Dutchman's Gold Mine teambuilding exercise

Selling and supporting a game was never my main objective; designing and refining an organizational development exercise to deliver consistently excellent results and have widespread positive impacts on people in organizations was always my goal and hopefully my legacy. Surveys of users say we have pretty much optimized our impacts from this single framework (see a supporting article here or download the results here.)

Dutchman’s existence grew out of dissatisfaction with a “team building game” that I represented as the first USA selling agent back in the late 1980s. That game’s play and its debriefing supported competition among teams – it’s program design allowed teams to quickly die because of their decisions, claiming that this was a reality of teamwork in most organizations. And the focus on competition was a distraction from the expressed objectives of building teamwork, something that I didn’t feel created a better Return on Investment than what a Collaborative approach would do. (Read more about that here)

When I tried to collaborate with that game’s developers, they resisted any ideas from any of us who were representing their product, ideas that would strengthen the game’s outcomes and impacts. So, over 24 years ago, Dutchman was created because there was a need in the team building marketplace for an inexpensive exercise that would support a serious learning framework for how collaboration beats competition in getting the best ROI.

We wanted a design that linked to real workplace issues, but also an exercise that could be easily facilitated by trainers or consultants and didn’t have a bunch of restrictive licensing and continual payment requirements attached to it. I wanted to sell Dutchman as a one-time cost game with a money back guarantee that could be used by virtually any type of organization and I soon found that this was a much appreciated concept compared to the typical way that team building products were put into the marketplace.

Once this exercise entered into the playing field, it immediately received accolades for how it drove home the concept of collaboration better than anything else out there. Through a much stronger debriefing than the other game provided, I was able to show how teams could have increased their ROI by the simple act of collaborating. We MEASURE the team and group results and can clearly show where and when collaboration would have had significant positive impacts on results. (If you own the game or are interested in performance metrics, you might find this detailed results analysis to be of interest.)

It is our belief that leadership, communications and strategic planning were all essential to creating a collaborative environment and Dutchman set this up well. Active involvement and engagement are also important for the success of any implementation, so the game plays really well in a situation where you want to better implement tops-down change and strategy.

The funny thing is that competition is a compelling force for players and they end up sub-optimizing their gold intake because of this, which is also a very common workplace observation. Therefore, this further indicated that a solid Debriefing was necessary to the game in order to get people to realize how choices around Collaboration brings in a better ROI.

Behavioral flexibility also became an important addition to the game and its debriefing because organizations have different reasons for using team building games and as Dutchman’s debriefing continued to evolve over the years so did its flexibility for creating different outcomes. Within its first year of use, Dutchman became a worldwide product that easily worked in various cultures and countries. And it is really neat when people working in one organization change jobs and buy the game for their new company. THAT is good evidence that the game holds high value and relevancy for them (and is a safe move to make!).

Today, we sell a variety of different Dutchman games, with LD-3 for up to 18 players or 3 teams; LD-4 for up to 24 players (4 teams), LD-6 for up to 36 players (6 teams) and our LD-Professional Version for any number players.

These various versions and their scaled prices were well received and our idea of making a Rental Version of the game available for those who weren’t ready to invest in one of the other choices or who had a one-time delivery requirement. We have training consultant users who purchased the game to use in small classroom settings who can now profitably do that large organizational retreat (100+ people) for clients.

Throughout the years, I’ve continued to improve upon the game play not only from my own ideas but also from collaborating with Dutchman owners who have given me great ideas to incorporate into the game. The game materials have evolved over the years, the Debriefing presentation and slides have expanded, the training materials have evolved to now include videos of how to work the game, etc. Even the original game board has changed into a different version.

People purchasing the game 24 years ago can still play with the materials they received at that time while those presently purchasing any of the game versions will have an updated set of materials — All versions will work exceedingly well to create a session worth facilitating because the outcomes of the game are like a fine wine in that the depth of appreciation for Dutchman and it’s return on investment continues to grow as it ages.

testimonials for Lost Dutchman Gold Mine slideshare

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/

 

We rent the exercise, with great testimonials, to consultants and trainers in North America. See more details here about its play and its outcomes.

ASQC – American Society for Quality Control is now the ASQ /AQP, the American Society for Quality and the Association for Quality and Participation. I was actually a member of both groups and much more aligned with the frameworks of AQP – And I spoke at a couple of their international conferences.

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

 

Intrinsic Motivation – It comes from having a goal

My friend Jimmy Jain posted up a picture of himself after running a race.

The images of him below should tell you all you need to know about motivation, if you spend a moment to consider individual performance and how things really work. You cannot get this satisfaction from some extrinsic reward system; it is all about Intrinsic Motivation!

Jimmy First Medal 2017In high school, I ran one year of cross-country on a team that included Leon Nocito and Lee Mallory. That was in 1965 and I did it to get in condition for playing tennis (Jay Einstein and I were a really good doubles team who could beat our number 1 and 2 singles players even though we sucked at singles, ourselves. We took great pride in our play and were 7-0 through the first matches of our senior year (1966) ).

We were cross country State Champions for the big New Jersey schools and I could run only 15th on the team, but there was constant improvement in my times over the season, with me finally reaching 15:15 for 2.5 miles on grass (Seriously. I have this stuff written down in my yearbook! I had motivation but not much talent for running! Not like those guys…)

In the picture above, you can see Jimmy is obviously taking great pride in his running success and he is most likely comparing his personal performance to his individual goals. I am also guessing that both Leon and Lee would run far faster! But that is NOT what motivation is really about. It is about self and team and you can see the peer support Jimmy has if you look at the others in the side pics!

Vineland High School state championship cross country team of 1966

Leon top left and Lee top right and the rest of the team.

Leon, undefeated for two seasons, almost always ran a course record each race. Lee, always finished second to Leon, ever race, with Lee also generally beating the course record each race. Leon would never let Lee beat him and Lee always pushed Leon to new records and they finished 1-2 in the State Championship. One time, Leon was really sick and he STILL would not let Lee beat him — he nearly died, but that was simply how things were.

Our Track & Field team was unbeaten in ’63, lost one dual meet in ’64 & was unbeaten in ’65 and ’66. Coach Cosh had records like 125 wins in a row in track as well as the cross-country successes. We beat everybody. Unbelievable!

And these kinds of motivations and accomplishments are really found in everyday kinds of things, from the Special Olympics kids running their races to the bicycle club events with groups of people all doing the best they can to the professional athletes who do it for money (but also for pride). When that pride of accomplishment disappears, so does the motivation to perform.

So how are you running YOUR organization? How important are those intrinsic rewards based on personal goals, measured improvements, and peer support for teamwork and accomplishments? Are your people supporting each other or competing to beat the others? Is it a team-based effort to improve group performance or one of competition, sabotage and under-cutting to allow one person to “win” and create failures if they don’t.

Coach Cosh knew how to get whole groups of kids working together to generate championship levels of performance. He knew how to get Leon and Lee and Don and John all running as hard as they could individually to generate that TEAM success. Can you do the same to generate peer support, or do you try to motivate people with extrinsic rewards that are ineffective for the bottom 50% of your organization?

If you want some insights into how this all plays out, ask me about The Search for The Lost Dutchman’s Gold Mine exercise, where the goal is to mine as much gold as WE can but where tabletops will often compete rather than collaborate. It is one of the top leadership and organizational developmental team building games in the world, based on extensive user-feedback.

Ask Jimmy — he is one of our long-time Lost Dutchman customers and he says he feels the same way after successfully delivering a client workshop! Or, click on the image below to go to a descriptive page on my website.

Lost Dutchman's Gold Mine team building game

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.

   www.PerformanceManagementCompany.com

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

Learn more about Scott at his LinkedIn site.

 

 

 

Spring Forward Monday™ is March 13, 2017 – A Square Wheels® Solution

Okay, March 13 is a Monday. But it is also the Monday after Sunday morning’s loss of an hour’s sleep as we set the clocks ahead each Spring. AND, it will be one of the low productivity workdays, since you know people will be dragging. (How many do you think will go to bed an hour earlier on Saturday night? Plus, there are lots of statistics on the measured impacts!)

Spring Forward Monday should be engaging and motivatingSo, with most people dragging, and this to be a known problem, why not choose to do something differently? Why not recharge their batteries and increase involvement (known to be low in general) and motivation (generally low) and teamwork (sometimes very spotty) by having a meeting focused on their issues and their ideas for improvement?

Choose to be a Draggin’ Slayer. Seize The Day! Choose to focus on rebuilding some energy and gaining ideas for improvement.

Spring Forward Minday illustration on involvement by Scott SimmermanYou can probably expect some low energy from your people. But our experiences show that this will be short-lived as people get involved with the Square Wheels® metaphor as a vehicle to discuss issues and problems — and there are lots of Square Wheels out there! Simply talking about perceived Square Wheels will generate many Round Wheel solutions to make things roll more better faster.

Square Wheels is a metaphor to use on Spring Forward MondayPeople want to make improvements and people will work on teams to look at the ideas for improvement and offer ideas for implementation. It is just that they need the collective thinking of the group to really understand the issues more clearly and to better define some solutions.

Spring Forward Monday - A Square Wheels / Round Wheel opportunity for engagementAnd it is a fact that people are pretty good problem solvers, when they know that something IS a problem and they have perspective and resources and support. They can find solutions and if the solutions are their idea, they will be more motivated to implement those ideas. It is an issue of ownership and active involvement; you really cannot push them to make improvements you think are needed, since they resist your changes…

Nobody ever washes a rental car.

Square Wheels are designed by Scott Simmerman and are a tool for innovationSo, it is about choice. Your choice to simply continue to do things the same way or to involve and engage your people to look at things from different perspectives and define some issues and refine some ideas for workplace improvement. This kind of session can be held at the front-line worker level or even among the top management team, although workplace realities would suggest that the people pushing the wagon know a lot more about the realities and problems than the wagon pullers.

Most organizations do have the tendency to work like this and we will note that our experience proves that the Round Wheels are already in the wagon — those good ideas already exist. It is simply a matter of identification of the better ideas once the bad ones are recognized for what they are.

The reality is that the Square Wheels® actually DO work, they just do not work smoothly…

Square Wheels One is a metaphor for performance improvement by Scott Simmerman

Square Wheels® One is our main illustration about how things really work.

So, with that perception about how things really work, you can use your imagination to guess at what might be done differently. You can choose to be a Draggin’ Slayer on Spring Forward Monday™ or continue to let things thump and bump. You can choose to improve involvement and engagement by involving and engaging your people in a new vision of how things can roll to the goal.

People WANT to be involved. Even the ones that say they don’t will get involved and engaged, since they so-often complain about how things are working and this is the perfect venue for them to contribute! So choose to involve everyone. Let people make some better choices and own the process of implementing workplace improvement.

Square Wheels engagement on Spring Forward Monday by Performance Management CompanyIf we have gotten you interested, here are some simple resources. One is a 2-minute video overview of the whole idea.

Spring Forward Monday Video Overview of Square Wheels

You can also purchase a complete $25 toolkit to support your effort with our metaphors and materials. The package contains:

  • The Square Wheels One image
  • A Leader’s Guide for facilitating the session
  • Participant Worksheets/Handouts
  • A collection of Square Wheels Posters that can be used as anchors to the insights gained as the group rolls down the road.

Spring Forward Monday Square Wheels Toolkit for involvement and motivation

And, you can access The Square Wheels Project to complete a 30-minute optional course on facilitating workplace improvement through facilitation. It is a general course, but focused on our metaphors and worksheets. And it costs only $10 as we gain traction for our approach to organizational performance improvement and motivation of workplaces.

The Square Wheels Project is about facilitating engagment and improvement

We are working hard to make this simple tool available directly to supervisors and managers who need simple and effective tools for motivating their people. Doing this on Spring Forward Monday™ would be a nice touch, but doing one of these sessions any time would be impactful.

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

Save

Save

Apparently, Employees are also People!

I was playing around with some of my flower pics on Saturday, wishing for Spring after weeding, composting and fertilizing the day lily garden. That got me to thinking that we need to do those same things in some workplaces (yeah, weeding, also). And then I thought to put up a flower post

Employee Growth by scott simmerman at The Square Wheels ProjectThen, I got to thinking about that first word and if it might be better if I made it more general and changed it to people, since it also applies to children and it did not have to be a workplace poster. So, I put up a “which one” image of both in Facebook and the resounding response was PEOPLE.

People agree that PEOPLE can grow and that employees are people, too.

People can grow if we help them - from The Square Wheels Project

Now, I wish that more organizations will make that simple realization and behave to better involve and engage them in alignment to goals and objectives and provide them with the feedback and support and teamwork that would allow them to grow and perform at a higher level. The data suggest that people are disengaged and often unmotivated. Extrinsic rewards are not driving high levels of overall performance and interdepartmental collaboration remains an oxymoron.

Supervisors are the fulcrum for changing behavior. HR and T&D simply cannot impact people who are doing the jobs at hand. We must improve supervisory skills and facilitating involvement is straightforward – Ask and Receive. But few supervisors seem to be listening, or even respecting their people based on many different surveys of attitudes and behaviors in the workplace.

Remember that the flower IS in there! (And so is a brain.)
So, give them some sunlight and some good soil and watch what happens!

Poster by Scott Simmerman of The Square Wheels Project

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 Square Wheels Project is an LMS designed to teach facilitation skills to supervisors, using the Square Wheels metaphor for organizational performance improvement. The theme is simple, Square Wheels describe how most organizations and most processes really work and the Round Wheels already exist, in that the people at the back have the hands-on experience with moving forward and know what can be changed and improved. The idea is to enable to conversations, which is what the short course is designed to accomplish.

Scott Simmerman's Square Wheels Project for Performance Manaagement

Page 1 of 21

Powered by WordPress & Theme by Anders Norén