Performance Management Company Blog

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

Category: improve organizational performance (Page 1 of 3)

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

 

Simurise Learning Solutions enters the Lost Dutchman’s Gold Mine fray

For a number of years, we have been working with Solomon Salvis to deliver our team building and organizational development products in Asia and it is really great to have him come online with his new website. Now based in Singapore, he is expanding this teambuilding and leadership development work and product sales for that marketplace.

Simurise Learning Solutions is my exclusive distributor, worldwide. And while any of our users can resell my products to their clients, Solomon’s expertise and exposure should make distribution and development much more interesting.

Solomon is also a solid presenter and facilitator and is building his delivery and support teams to support a variety of workplace improvement initiatives and collaborative partnerships throughout the region.

If you want a reliable supporter for your teambuilding or organizational development / experiential learning needs and are in the Asian Marketplace, my suggestion is to contact Solomon.

It has been great fun to build the global network of users and to gain so much positive feedback about the exercise and it impacts. You can see a summary of user comments from a survey we did a while back; this is something I think we need to do with all of Solomon’s new user / customers. After all,

Lost Dutchman's Gold Mine debriefing card

And, we are in the midst of rolling out a special version of our game to HRDQ’s distribution channel as well as upgrading all of our materials with various LEGO® scenes to add color and more impact to the presentations and discussions. It continues to be a fun as well as most excellent journey to impact workplace collaboration and alignment.

Lost Dutchman's Gold Mine debriefing question

Rock and Roll!

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

 

Feedback, Team Building, Ideas and Accountability

Debriefing Lost Dutchman’s Gold Mine is where we continue to mine  organizational development gold. And there is plenty of gold to mine if we can act to do things more collaboratively and with better planning, alignment, and communications.

People have fun playing the Lost Dutchman exercise and problem solving and even competing but when the sugar hits the fan in the debriefing, they realize how they missed the message of collaboration and optimization, and that they played well as a team but not so well as a group. And it is the overall group results that are most important — who cares who won if our overall success was sub-optimized?

With that as a framework and because I am working up a new powerpoint debriefing toolkit for our game, my thought was to share a feedback mechanism that has a wide variety of constructs and applications for impacting accountability and collective engagement. Since I reference it briefly in the powerpoint, I thought to expand upon it in here for my general readers, customers and colleagues. It is a general tool for driving more active involvement and feedback, one you can easily adapt to any training program with a slight twist of metaphor.

The goal of the Dutchman game is simply expressed:

Lost Dutchman's Gold Mine debriefing card

This message happens repeatedly in the introduction and this visual is printed on business card stock used during the debriefing. We give these cards out as a tool to reinforce the overall theme — note the WE, because the game is focused on optimizing overall ROI.

The predictable result of play, though, can be expressed with this illustration:

My Team - artwork from The Search for The Lost Dutchman's Gold Mine

We call this, “My Team, My Team, My Team”

Tabletops often choose to compete and focus on their own results and thus they do not collaborate much and focus on optimizing ROI for the group, the WE part of this is bigger than that tabletop. If collaborating, they can often improve overall results 20% or 30% with no other changes. If competing, they do not help the other teams improve their results.

In addition to tabletop and group discussions around issues and opportunities, it is often useful to generate a bit more kinesthetic feedback and accountability from the post-game review of play, so we sometimes choose to have people write on the back of those cards. We can do things like this:

  • Pick someone in the room who you think could choose to improve their teamwork and give them a specific suggestion as to what they might do differently. Put their name on the top and an actionable idea in the body. You can be anonymous if you wish.
  • Select one good idea from what we discussed and write it on the card. We will collect the cards and summarize the ideas back to you as part of our followup.
  • Give ME (the actual company Expedition Leader and not the exercise facilitator) ONE GOOD IDEA about what I should do differently to help our organization improve its performance. It can be signed or anonymous but please make it valuable!
  • Write down one good idea that you want to implement in the next couple of weeks and put that card into your wallet. Expect an email from me on (date) to remind you to look at your card and see if you have been able to accomplish that idea.

The cards are thus a flexible tool for getting one more behavioral commitment to apply to the group dynamics, and followup is certainly the key to installing any kinds of organizational change from a training results.

The cards can be randomly collected or the collection assigned to the Team Leader for gathering so that you can get a card from each player. If everyone contributes, it generates a bit more social pressure to actually do something differently; it is one more grain of sand on the scale of commitment.

The idea is to use these cards to stimulate thinking about specific desired behaviors that can be changed or improved and that would have impacts on the collective, on the entire group so that it can operate more better faster to improve overall results.

If we continue to do things the same way,
we can continue to expect the same results…

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.

See user survey results for Lost Dutchman here: http://performancemanagementcompanyblog.com/2016/02/15/lost-dutchmans-gold-mine-team-building-exercise-survey-results/

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

See Scott’s LinkedIn profile here:  http://www.linkedin.com/in/scottsimmerman

 

 

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/

 

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

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

 

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

Facilitating Workplace Improvement: Herding Cats and Frogs

A couple of really good discussions on facilitation and implementation of strategies and innovation and some basic conversations about people and performance got me thinking again about The Issues of Workplace Reality:

Getting things done around here
is a lot like herding cats.

It is possible to accomplish that, but with me with an 8-month old uncontrollable and insane kitty and with me working on Robin Speculand’s Compass Model for workplace strategy implementation (and seeing lots of statistics around failures and challenges), I am once again reminded that the metaphor links to many issues of workplace engagement and alignment.

If you have never seen it before or need a refresher, you really ought to watch this great old 1-minute EDS commercial about the satisfaction gained from successfully herding cats:

Herding Cats - EDS Commercial“Herding cats. Don’t let anyone tell you it’s easy…”
“I’m living a dream…”

Funny stuff, for sure and worth watching!
(Clicking on the image above will open up in Youtube.)

My British friend, Barry Howell, used the phrase “herding frogs,” in a conversation, which got me into expanding my thinking. Not everyone in the workplace is a feline, which of course makes things more difficult to manage, right? Herding frogs seems to be a more common metaphor there, maybe because they aren’t so much into herding cattle as in the US.

So, what does herding frogs look like? Here is a video of The Great Frog Capture in California. Do NOT try this at home!

FrogsMetaphors!! I just love using those kinds of very visual,
kinesthetic phrases to anchor reality.

Then, I saw a link to an absolutely wild short video about stampeding ducks. Seriously. Click on the image and be amazed. And again, do not try herding ducks like this at home or at work!

Stampeding Ducks

Lastly, I thought to add a really beautiful video of sheep herding in New Zealand. This one is awesome! Courtesy of Tom Whittaker:

Herding sheep videoThe only issue that I would have with workplaces is that there would be little innovation and few people doing things differently. You would not have exemplary performers in any real sense. Plus, herding sheep is not workplace reality, for sure!

Trying to implement change and improvement and motivating people is not an easy task, as shown in the above examples. And while ducks will be imprinted to follow an individual or other ducks and sheep are naturally herd animals easily controlled with a few sheep dogs, managing people is simply not so easy. People ARE creative when we allow them to be. People are great problem solvers if they recognize something as an issue. And people need leadership.

There is one more graphic that speaks to getting things done and facilitating improvement and that looks like this:

Baby Elephant Teamwork Quote wordsWe need to have the time and energy, as leaders, to deal with the new baby elephants! We cannot simply add one more thing on top of all the other things and expect it to be given the attention it needs.

Most strategy implementations fail not because of a poor strategy, but because the implementation plan does not prioritize that implementation nor take into account all the time and energy needed to get things to be different. Plus, while it seems easier simply to tell people that they need to do things differently, that behavior generally results in active resistance by many.

We need to develop alignment, teamwork, collaboration and a sense of ownership, along with prioritizing the time and effort required, in order to move people to different performance places.

Cats, frogs, sheep and elephants.
Will Herding Zombies be next?

(Actually, the answer is YES, since my colleagues want me to get my Zombie Strategy Implementation Game into beta so they can mess with it. There do seem to be some Zombies among the very disengaged populations common in most places. Not all have turned, but some seem to have done so!)

Solutions are not simple. But you may find our approach to involving and engaging people for workplace improvement to be pretty straightforward.

We share some simple tools for involving and engaging people for improving workplace performance at The Square Wheels Project.

Using our Square Wheels images and themes and facilitation approach, you can generate alignment to shared missions and visions, ask about issues and opportunities and define strategies to implement and manage change. Check it out!

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.

 
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 Poems and Quips on Workplace Improvement is here.

Bad Teambuilding and BaaadTeambuilding

I don’t really think I have to say too much about this and let the image speak for itself. As most of my readers are aware, I do corporate team building and organizational development using business simulations to generate discussions about what can be done differently to improve organizational results. Most of my work comes from focusing on collaboration rather than competition and doing things that offer the possibilities of measuring actuals against possibles to discuss alternatives.

If you search “Dutchman” within my blog, you can find dozens of articles about how to improve RESULTS and how to avoid doing things that are possibly team bonding rather than team building. (Here is a short compendium of related team building articles)

We also have twitter threads on #badteambuilding and #baaadteambuilding where a few of us try to illustrate some of the really awful ideas. I use examples of go-kart racing or firewalking or paintball as the kinds of things that offer little real measurable impacts and I will often ask purveyors of such events to share how they think those activities actually accomplish their stated purpose of team BUILDING.

Anyway, I guess my email is out there related to the teambuilding keyword and I was smacked in the head earlier today with this offer for “InflatablesUSA PonyHops for Team Building Events” along with their image of young adults apparently doing teambuilding. I am not going to ask them about their implementation and debriefing design and I am left wondering how they will then discuss issues of collaboration or leadership development or similar.

pony-hop-boy-scoutimage from unsolicited email to me from marketing department

I am NOT against having more fun in the workplace. And I am not about hoping that InflatablesUSA can make a lot of money from these “Pony Hops.”

But I do question the kinds of expensive initiatives suggested in such marketing efforts that will generate no perceivable ROI. I am guessing that this is some kind of competition or race and I continue to wonder how doing competitive things is supposed to generate more collaboration.

Interdepartmental Collaboration continues to be a workplace oxymoron.

If someone wants to enlighten me about the ROI of these efforts shows itself, fine well and good. Until then, I will simply consider these kinds of events as #BadTeambuilding.

And h0w are we going to change organizational cultures and workplace environments if we keep doing things the same way?

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.

He wonders, at age 68, if an event sponsor would allow him to play on a Pony Hop if he did not sign a waiver for any possible injury. There are now 5 generations of workers in many workplaces. Are us old people supposed to be excluded? Can we do this with most exec teams?

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

 

Poem on Performance Improvement and Training

For two dozen years, I have used a “strength building” illustration as step one to discuss how training is not always a good solution to performance improvement problems. It is the old Bob Mager, “If you put a gun to their head, can they do it?” kind of framework in that it separates a skillset from a motivation. Simply put, if people can do the job, they don’t need more training to do the job.

Training is a good thing if skills are deficient, but we often see new people demonstrate the skills as they are coached but then not demonstrate those same skills over time. Something else is happening and workplace systems and processes are often a good place to look for new Best Practices and ideas to improve motivation and teamwork.

So, while training is a GOOD thing, and often one of those reinforcers for workplace performance, it is not THE solution most of the time.

My suggestion is to step back from the wagon and change perspective. Ask people for ideas and listen to issues and opportunities. That is the nature of The Square Wheels Project.

So, here is a little ditty poem about those issues and opportunities. I hope you like it!

Poem on Training by Scott Simmerman for The Square Wheels project

Note that training WILL often generate a 2 or 3% improvement in performance since the wagon pushers WILL be a little stronger!
But maybe that time could have been better used for engagement…

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

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