Performance Management Company Blog

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

Category: improve organizational performance (Page 1 of 3)

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

Nothing Made Sense – Charter Spectrum Customer Service

I was not intending to blog again today. But this is insane! And I have to vent about customer service — emphasizing the cuss part of that more than the service part, of course.

(Addendum – Read what I added to the bottom because the circus clowns called Charter Spectrum continue to shock and amaze… New text will be in purple.)

Addendum to the addendum – Amber was an outstanding customer service rep who handled the followup call to install the TV nicely. But she also added $10 to the bill because of the SC taxes and stuff, something that I asked specifically about with Shannon, the rep mentioned below — who said the total would be $88. Paying $1000+ a year for TV and internet DOES put all this out of the reach of many in our society, too. Sad that everything has to be for-profit in the US. Estonia has free internet for its people…

Let me lead with Joseph Heller’s quote, “Nothing made sense and neither did anything else.”

Charter Spectrum Service Quality Image

The hour begins with my cellphone ringing. An unknown 877 number. I answer. Long pause and a guy comes on to tell me that my Charter Spectrum account is overdue and they are going to turn off my cable service. I actually have a bill on my desk and was going to call them about this, but calling is always an interesting Square Wheels process given their “automated customer calling direction systems” are so user unfriendly, so good they called me.

He tells me that $48 is overdue.

I ask him if this account was not already set up for Auto-Pay, the automatic deduction from my credit card. Oops. It is!! It has been set up to be paid automatically.

And, it is actually going to automatically pay tomorrow — and it was set up over 6 weeks ago. (Actually, it was set up in October but they screwed it up and needed to set it up again.) “So,” I ask him, “what do we do right now?” He says no action is needed. (Ha! Keep reading!)

Charter (now trying to operate as Spectrum because the name Charter carries so much negative service quality baggage, I guess. Note that I have blogged before and done illustrations to complain about them!!) also sent me a letter that my promotional rate on my internet was going up from $40 to $60. So, While Charter on my mind, I called them.

For $27 more, I can add a DVR and their TV service. I talk about this with Shannon. There is also a $37 service call fee that I did get her to mention. So, I ask her to waive that and she looks at her current promotional offerings and then tells me that because my account is (still) being dunned even though she sees that it IS set to auto-pay tomorrow, I will need to call them back!!!

I am also smart enough to think to ask WHEN I should call, because they will not handle anything until auto-pay happens and the account is reset. I HAVE TO CALL THEM AGAIN, go through the whole automated menu, get another rep, explain all the stuff again, etc. They do NOT have my main phone number listed on this account so I have to give all the address info, etc. Seriously, I ask. Yes, she says.

(This is one of those situations where artificial intelligence and robotics are most certainly more capable than some human being trying to operate within a “customer service billing system” that totally sucks. A somewhat intelligent robot with systems access should do this easily — they will not allow their people to do intelligent things, apparently throughout history given Charter’s sterling reputation for absolutely horrible customer service.)

So, I made a note to call them tomorrow afternoon. Hopefully one call. Hopefully some installer who knows what he is doing.

And then, maybe the equipment will work reliably. They replaced 4 or 5 other DVRs over the course of a year the last time I had that service.

Charter Spectrum Customer Service. Can four words be considered an oxymoron? And why do we give them a monopoly over this service? Why isn’t the internet run by the government and free to all citizens like it is in so many other developed countries? Estonia has free internet, for god’s sake…

The Square Wheels are everywhere. Some companies are really good with their customer service and their service quality management systems. But Charter / Spectrum is a monopoly and they got you because the government allows them to get you. Pretty awful.

And something even training cannot improve, since the issues are systemic to how they choose to run their business. This is one company where I look forward to artificial intelligence and smart robotics replacing how they do the job now.

Addendum – Well, I have not made that second call to Customer Service yet today to add the TV and see if they will waive that installation fee. It will be interesting.

But these clowns DID call me again with their call director 877-number, with me answering and then waiting while they decided to connect me to someone after 4 or 5 interminable seconds.

That clown representative then told me that auto-pay was scheduled for today, and nothing else, like that was good customer service.

I relayed some recent customer history and some quite candid thoughts about their service quality (using the CUSStomer Service language they so deserve) and actually asked him about the actual benefit to this call for me, as in the fact that I had a similar call from them 24 hours before (see above for details!).

But I DID ask to be transferred to Customer Service and they put me, not directly to a service person, but back into their Call Director, which actually did recognize my phone number and which then automatically gave me my account information, including the balances and past due amounts that Charter Spectrum is simply so fond of sharing.

I eventually got a representative (not representing me but representing them), and he did NOT get the phone recognition so I needed to give him all the account verification information (address and secret  security word and all that) AGAIN.

Since they had my cell phone in my account, I wanted them to change that to my landline so that when I call from my desk again later today, it would recognize who I am (maybe). We will see if that works when I call them again later this afternoon.

HOW can any company work so hard to be so absolutely awful. Their systems and processes can so easily be replaced by artificial intelligence, which I hope happens soon to them. They also wanted me to take a customer service survey after my call. It would be about the rep, of course, and not the company because they do not seem to be very focused on the customer experience overall and only want a hammer to hold over the head of their people. At least that is how it appears.

The Clowns. That is what they should have renamed the company,
Clown Cable Systems.

And, just imagine them operating with an, “If we suck, it’s FREE!” kind of service quality guarantee like many companies do these days. Just imagine…

(Installation call set up – scheduled for 20 hours after today’s call to purchase the TV / DVR. I also asked for a NEW DVR box, since the refurbished ones of the past each seem to last about 2 months before their catastrophic failure – 5 replacements in one year last time I have Charter TV… Also funny is that the call goes into Spectrum, but completing the rep service quality survey gets a thank you from “Charter” and not Spectrum.)

Lastly, I am framing up a novel about the implementation of AI and robotics and the human factors involved in implementation and the thought I just had was that my main character, Brad, will get a HUGE insight into something he can do differently as he goes through an installation experience like mine with SPECTUM Cable Clowns, something that he can see he needs to do differently to impact his people and performance issues…  Not quite sure what it IS yet, but that will be the catalytic moment for a key insight… Got an idea? Share it in the comments.

 

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

 

 

 

It’s about Perspective Opportunity, People!

Perception. Breakfast of Champions.

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

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

Daniel Kahneman quote on a Square Wheels image by Scott Simmerman

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

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

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

 

Square Wheels, Dr. Seuss and “suck” or “muck?”

As we develop more and more thoughts on The Square Wheels Project, our course to teach facilitation and engagement skills to supervisors using an online LMS and our Square Wheels® tools, I will occasionally digress and do something like a Dr. Seuss poem around one of the images.

With this particular one, though, I could not decide on the best wording so I ask my team and of course, I got two different answers so I did up a third one to confuse things even more…

Let me know which of these you like best. Maybe Dan or Chris can set up a poll; that is beyond my pay grade, I think!

Anyway, here are one, two and three:

Square Wheels LEGO graphic images by Scott SimmermanSquare Wheels LEGO graphic images by Scott SimmermanSquare Wheels LEGO graphic images by Scott Simmerman

So, if you have a most liked, let me know.

The Square Wheels Project continues to roll along,

For the FUN of It!

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

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

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

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

 

Workplace FUN – ONE stupidly simple idea

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

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

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

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

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

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

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

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

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

#morebetterfaster Square Wheels fun poem

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

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

 

For the FUN of It!

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

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

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

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

Visions – Hindsight and the View at The Back

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

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

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

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

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

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

Reflection, in my model is termed,

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

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

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

SWs Celebrating Two RWs

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

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

Stupidly Simple Engagement and Motivation

A LEGAL Approach to improving Engagement

Improving Engagement and Workplace Efficiency to Motivate Performance

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

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

For the FUN of It!

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

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

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

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

 

 

Teambuilding Exercise – Overview of Lost Dutchman’s Gold Mine

My associate in India  emailed me with the info that he had just run his 169th session involving my team building exercise, The Search for The Lost Dutchman’s Gold Mine. Pretty neat. And I am glad that we are leaving a “legacy” of teamwork and organizational improvement in India and in other countries.

He also shared his newest video overview of the exercise, which I thought to share here.Lost Dutchman's Gold Mine Teambuilding Exercise

Click on the image for a 2-minute overview of a session held for one of their clients.
https://youtu.be/n2A4Di3ye_c

If you are interested in acquiring one of these exercises for your own use as a consultant or trainer, you can find information here on my website, or contact me directly at the email listed below

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For the FUN of It!

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

 
Connect with Scott on Google+ –

You can reach Scott at scott@squarewheels.com

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

 

BOSS: Spelled Backwards

Boss. In organizations, a lot of people know precisely who that is. And that can be a positive or a negative, as I will try to explain.

My dad owned a small trucking company in South Jersey for nearly 50 years and he was the boss, for sure. He made all the decisions, ran the office, did the collection, gave his customers bottles of hooch every Christmas and ran the company as a one-man band. He had a half-dozen trucks and he did well enough to buy a summer house that gave our family a place to be at the beach, boats and cars and all that. From that perspective, my dad was a good boss.

On the other hand, there is an aspect of BOSS that is not so good. You would sometimes see it in how he might interact with a driver. Orin was always stopping in on prospects to generate new business and my dad generally never wanted to talk with him, telling me to tell Orin he was not around, for example. Or if there was a problem, the conversation tended to be one-sided. My dad did not generally appreciate the thoughts and ideas of the guys who worked with him.

“I’m the boss, here” generally infers complete control and a bit more yelling and telling than asking and listening. Boss translates to Ruler, the Decider, someone who has all the bucks and they stop right there. I see the word “autocratic” in the management haze, the imperial-ness of the boss as a person.

  • I see The Boss theme happening in an organization where 60% of the employees feels that no one listens to their ideas or respects them for their work or personal accomplishments.
  • I see The Boss theme in organizations where 10% or less of the employees see themselves as actively engaged but the vast majority rating themselves as un-involved or even “Actively Dis-Engaged” and choosing not to be involved and engaged, with the correlated high levels of absenteeism and turnover. And even some sabotage (see this post of mine).
  • And, I see The Boss as someone who simply knows that they have the right ideas and approach and that they could not possibly benefit from any training on listening skills or engagement or innovation facilitation.

In those cases, BOSS spelled backwards probably is a pretty good explanation of their overall attitude and approach to employee involvement and engagement.

John was one such animal. He was The Boss, president of a company that asked me to help improve their customer service. We did some initial work and then had one of their first ever Manager’s Meetings, an all hands deal at a golf resort where we had scheduled some work sessions around some golf. You might have guessed that John was a Big Time Golfer, which is why a golf course was selected for a business meeting, and why meetings were actually scheduled around his tee times.

And, in that meeting, John actually said, while sitting there going through his mail (I was so shocked that I wrote it down!) as we were talking about employee ideas for improving the organization,

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

John obviously saw himself as, The Boss.

And my one-liner back is,

Boss spelled backwards is self-explanatory.”

John was not there the following year, since his charter by the board of directors to improve operations and customer retention was not going that well regardless of what we tried to do at the lower levels.

A Customer Service Fundamental:

It’s hard to care for customers
if you don’t feel the boss cares for you.

Perceptions are important, and if workers don’t feel right about the company, it is hard to get them to do those things that exceed customer expectations. It is hard to get them to feel motivated to perform at moderate to high levels. Sure, the top performers perform, but they always do that for intrinsic reasons until they burn out and leave. Note that average employees are often involved in Presenteeism. the situation where they show up and accomplish the minimally accepted level of work and performance competence.

Aldo note that the poor performers are actively un-involved and sometimes intentionally sabotaging the work. Why not choose to do some things differently to get a result that is #morebetterfaster?

So, you might simply reflect on the simple themes in, “Hey Boss!” Asking for and listening to ideas from your people does not involve a lot of training or skills, just the positive intention to treat them effectively.

It can look something like this:

active involvement and engagement with Square Wheels

Any questions? Just ask me, because I am The Boss!

For the FUN of It!

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

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

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

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

 

Jobs Demands-Resources Model explained with Square Wheels

In a really solid interview of Dr. Arnold Bakker, David Zinger (@DavidZinger) asks about the Jobs Demands-Resources Model that is being used to clarify the understanding of workplace issues of motivation and engagement. I encourage you to look at the interview as well as the explanation of the model to gain your own ideas about how things work and what things can be done differently to impact employee engagement.

But also understand that the two articles referenced in the interview are heavily referenced academic descriptions of models, issues, interactions and comparisons of studies of these topics. You might find them an intellectual challenge to decipher, as I did, although the basic messages are quite clear.

David, who is the organizer of the Employee Engagement Network, feels that Dr.  Bakker’s work on people and performance is top shelf and I would agree.

My interests were focused on a couple of things that were said as well as the overall operational structure of the model and how to use it, Bakker said, in part,

My first action would be to create ample opportunities for the exchange of job resources between employees, by creating structural working conditions and processes that foster the exchange of feedback, social support, ideas, communications, etc. These resources would foster work engagement and build cohesion among employees.

David also asked, “If HR practitioners or CEOs were to read just one or two of your articles, which one/s would you recommend?” to which Bakker suggested:

Two articles come to mind. The first I would recommend offers an overview of the Jobs Demands–Resources Theory. This article explains how job demands and resources have unique effects on job stress and motivation. And the other I would suggest covers the daily fluctuations in employee work engagement. Here, I examine the predictors and outcomes of daily engagement, and  how individuals can advance work engagement from one day to another.


He also said:

Fortunately, we can influence our own daily levels of employee work engagement by proactively optimizing our job resources. Some examples include talking to enthusiastic colleagues, creating our own positive feedback, and starting new and challenging projects. My current interest is, not surprisingly, particularly in the latter self-management behaviors people use to influence their own work engagement (e.g., job crafting, strengths use, mobilizing ego resources, resource exchange, team boosters).


I read all of the above as “by having a good mental model to reframe our work into making progress forward, we can use our own resources to improve our own resources.” And my view of the model, a bit less detailed than Bakker’s, would actually appear something like this:

Square Wheels LEGO Illustration of engagement

After all, the reality is that the Round Wheels are already in the wagon and that sometimes we simply need to step back and reflect in order to reframe our thinking and to get out of the ditch and back up on the road.

If people work together with each other and management, and they take the time to discuss issues and opportunities, realities and best practices and ideas for workplace improvements of any and all kinds, you cannot expect them NOT to be more engaged and involved.

Nobody ever washes a rental car, and people with ownership involvement can be expected to treat things differently than those who are simply showing up, (what I call Presenteeism).

Remember that The Manager is the Motivator when it comes to improving the interactions of people in the workforce. This is NOT a task that can be accomplished by HR or Training and it is a daily occurrence, something that Bakker discusses in his interview and his second article.

 

I hope this is somewhat thought-provoking,

For the FUN of It!

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

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

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

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

Please Wait – a thought on Innovation and Improvement

I was playing in my pool league and there was an old plastic sign that someone had stuck on the wall that I had been seeing for a dozen years but never thought about it. This time, I sent a note to myself and here is how that sign expressed itself in my thinking about how things really work in the process of continuous continuous improvement and organizational improvement.

Continuous continuous improvement of workplace processes

Don’t Just DO Something, Stand There!

is another framework for this process of involvement and engagement. People feel that few managers actually take the time to listen or consider their ideas. And that does not engender involvement or build ownership.

Take the time to ask for ideas and listen for ways to improve,

For the FUN of It!

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

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

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

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

 

Presenteeism – They are IN but they are OUT

I was reading some news feeds and came across the word, “Presenteeism” in an HR thread. The term was new to me, but since I was gathering some notes around the theme of involvement and engagement, it resonated. The common use is seemingly around working while sick and is seen as the opposite and related problem to absenteeism.

I think the term is much bigger than that and that presenteeism is much more prevalent than commonly thought. I want to expand and relate the term to issues of people and performance in general.

Repeatedly, we see that only about 1/3 of workers are engaged with work. Others are not engaged and some are even anti-engaged to the point where they are actively working against the organization. You can see a bit more on this if you read my blog about sabotage or if you google “workplace sabotage” or even search on issues around part-time employment problems. Those anti-organization workers are few in number and often known, since they tend to actively act and speak against the company and its management (but not always).

Individuals suffering from Presenteeism are a more common issue. I remember back in my college fraternity years that when we wanted to take a break during an active beer drinking game, we would announce, “I’m in, but I’m out,” effectively saying that we were still playing but that we were going to take a break for a bit.

The concept is actually getting a good bit of study from the academics. Wikipedia offers:

Scholars have provided various other descriptions of the concept. For instance, Simpson claimed that presenteeism is “the tendency to stay at work beyond the time needed for effective performance on the job.” Aronsson, Gustafsson, and Dallner wrote that it means attending work even when one feels unhealthy. In a recent review of the literature, Johns highlighted the lack of agreement between the many definitions. The author claimed that many of the definitions lack utility and that the term is most often defined as going to work while ill. He further noted that definitions of presenteeism, which are centered on attending work while sick, have received more evidence of construct validity. In other words, when defined as coming to work while sick, presenteeism seems to relate more to logical outcome variables and correlates.

I am going to expand the concept to refer to the employees who are, IN but OUT when it comes to their everyday active involvement in their workplace, to the large percentage of people who are not at either end of the engagement curve, the ones that are not actively engaged or dis-engaged. These people in the middle are the people that organizations should be focused on, the ones who can contribute a bit more to the results than they currently choose to do. They have the skills to perform, just not the motivation or peer support.

SO, how does one reduce Presenteeism in their organization? There is a LOT of research that says that the concept is pretty simple and straightforward and I will summarize it in four simple rules:

  1. Ask them for their ideas
  2. Ask them for their ideas
  3. Ask them for their ideas
  4. Ask them for their ideas

Visually and operationally, presenteeism reduction can look something like this:

Presenteeism Prevention with Square Wheels LEGO

Stop the everyday pushing and pulling of the wagon and let people sit down and play with ideas for a bit of time. They will often discover or share new ways of doing things that might make an impact on processes but will surely make an impact on engagement.

My simple rule of thumb is that the activity of management asking their people for ideas about improving their workplace, and then dealing honestly and openly with suggestions is the most straightforward way to deal with presenteeism. (This is not about doing some survey where everything in anonymous and results get buried but the active, face-to-face interface of supervisors and workers or managers and supervisors.)

If you feel that the boss cares for you, you are much more likely
to care for your work and the work of others.

If you would like to see a short video about how this can actually be accomplished, click on the 13-second video offered below. We are trying to keep this simple and easy in regards of how it can help motivate and engage people:

Your efforts to dis-un-engage people can be very straightforward – you can act to get them more involved and you can help them remove perceived roadblocks.

‘For a more detailed, operational overview of these ideas, take a look at this more elaborate, explanatory video below. Note that you can do that by exposing YOUR workplace wagon and asking people for ideas about what things might work better and what ideas and resources might already exist. Again, the research on this suggests that 2/3 of the people in workplaces feel their boss is not interested in their thinking, a prime causal factor of Presenteeism:

You can find our simple toolkit for decreasing workplace Performance Presenteeism by clicking on the image below:

an engagement toolkit by square wheels guy Scott Simmerman

My goal is to provide simple but effective tools for impacting people and performance, and I am not sure how I can be any more simple and straightforward. It is up to YOU to be more effective,

For the FUN of It!

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

 
Connect with Scott on Google+

– you can reach Scott at scott@squarewheels.com

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

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

 

 

 

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