Performance Management Company Blog

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

Category: people and 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.

2017 – A Year of Choices, Engagement and Innovation

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

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

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

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

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

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

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

The Square Wheels Project New Year image by Scott Simmerman

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

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

 

 

 

A Round Wheel Happy New Year!

We had a Christmas Day brunch at one of the finer hotels here in Greenville and, to put it simply, things did not roll very smoothly. There were any number of service quality issues from beginning to end, starting with a “10 minute wait” that was 35 minutes (we sat outside where it was nice and not in the stuffy crowded lobby) to the food quality / timeliness issues to having our table swept when we went back to the buffet (even the silverware and glassware and I had to re-serve our water because there was no one there…) and to having to wait 20 minutes to get the check.

Giving specific feedback to the restaurant manager generated a nice conversation with the General Manager /Partner of the property. I expected nothing and was simply sharing information, but he sent me an email a bit ago inviting me to another event. It was both unexpected and unnecessary — maybe we will followup and do it. But getting something for free was not part of my effort to share information to enable better performance.

Anyway, I wanted to cheer things up a little and since the Square Wheels image was something he and I discussed, I thought to do up a Happy New Year Poster.

A HAPPY NEW YEAR Square Wheels poster about people and performanceThe key point is that people know what they could choose to do differently or #morebetterfaster if they simply had a better sense of why it is important. It does not take much effort for a team of people to implement better solutions and improve how things work. The idea of stepping back from the wagon (and also ignoring the Spectator Sheep) is important to get the overall perspective to find and implement some new ideas.

If YOU have some Square Wheels issues around people and performance, visit The Square Wheels Project and pick up some simple facilitation skills along with some simple tools to use. The Round Wheel solutions already exist; it is about identifying issues and implementing solutions,

The Square Wheels Project is about facilitating engagment and improvement

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

Monkeys, Management and Motivation – Simple Ideas

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

I love it when it all comes together…

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

 

Are Managers simply BAD or is it the Workplace

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

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

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

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

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

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

The Square Wheels Project image on perception by Scott Simmerman

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

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

 

Innovation and Thinking – Cognitive Dissonance and Creativity

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

The main illustration has evolved to look like this:

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

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

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

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

For the FUN of It!

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

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

 

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

 

 

 

 

 

Leadership, Teamwork and Making Progress

My approach to motivation and engagement is based on this image of how things really work in most organizations:

sws-one-main-final-tiny-133

Nothing fancy or earth-shattering, just people working to move their wagon forward, with a few possibilities for improvement…

We have:

  • isolated Leadership
  • uninformed or un-aligned workers
  • inefficient processes that do not work smoothly
  • poor or difficult communications, and
  • round wheels that already exist in the wagon that could be implemented to make things work more better faster.

We have been playing with this theme and different illustrations about how things really work as a way of involving and engaging managers and workers in the process of continuous continuous improvement, that the process of stepping back from the wagon serves many purposes. People have ideas and implementing those ideas improves how things work along with engagement. Leadership does get isolated from the hands-on reality and communications is an important factor in every workplace.

My friend in India, Shantanu, emailed me this picture, with no context and no explanation, heck not even a source. And looking at it for a couple of minutes gave me all sorts of ideas and inspirations and questions and comments.

Working Hard from Within the WagonWhat do YOU think is happening here?

This WILL take a minute or two to register and for some different alternatives to come to mind. Who is that guy in the bed of the truck and what is he actually accomplishing? Bunches of possibilities, but my thought is that this kind of thing happens very often in nearly every workplace!

poster-reality-round-already-in

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

 

 

 

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

 

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

 

 

 

How many people have seen Square Wheels illustrations?

Got a problem with motivation, engagement or productivity and looking for a simple and bombproof, proven tool? Take a minute and read this. And Think!

A team of us are working at building our online teaching resource wrapped around the idea of “stupidly simple facilitation” through the use of my Square Wheels® theme. The project has gone through a number of phases and Dan Stones in Melbourne has jumped in to help us drive all of this forward. Expect some fun stuff as we continue to rock and roll.

As we were chatting, Dan asked me the simple question,

“How many people have seen or used Square Wheels?”

That is a really good question, for which I have no clue. History shows I have been presenting the theme at conferences and workshops since 1993 when I started using the main cartoon, Square Wheels One, done in black ink by my friend Roy Sabean. A few presentations later and I had 4 and then 7 different illustrations. When I got to 13, people started asking me for copies to use and I started selling a set in a brown envelope as colored transparencies and black line art.

Then, they wanted me to explain how to use them. Really? “Just do what I do or do your own thing,” I said, to no avail. They wanted me to write that stuff down, which resulted in a book with photocopiable masters. That was back in 1993, with the first book published in 1994.

By 2004, we were in our fifth edition of The Big Book, a package containing descriptions for using more than 200 of the illustrations and for making transparencies. I am guessing that I still have a 3 or 4 foot stack of transparency versions of these materials in different places in the house!

The cover of the 2004 Big Book of Square Wheels

So, I did not have an answer for Dan. Since 1993, I have presented workshops in 38 countries and dozens of conferences, including more than 10 trips each to places like Singapore and Hong Kong. And we have sold a lot of a variety of books and electronic toolkits since we started all this more than 20 years ago. My squarewheels.com website went up in 1998!

But I just saw a statistic that is relevant, one that I blogged on in a different place. There, I said:

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

Communication and connection are the cornerstone of relationships – a quarter to a third of employees believe their managers seldom or never listen to them, understand their issues, seek their input and ideas, or help them to resolve the issues and challenges they face.

Okay. So one thing I am pretty sure of.So, here is my tongue-in-cheek but serious answer to Dan’s original question:

Two-thirds of the employees worldwide have NOT had their manager use the Square Wheels theme in a discussion about improving their workplace involvement and performance.

If they did, things would probably be different. Square Wheels really are everywhere and the round ones are already in the wagon. Communications would have HAD to improve!

There ARE some things you can choose to do now:

Square Wheels LEGO poster of engagement and motivation

We believe that managers should be motivators, and that engagement comes directly from active involvement and communications about issues and opportunities, about goals and expectations. It is about teamwork and shared perspectives as well as about ideas for improvement/ We think “this engagement and motivation stuff” is pretty straightforward and that people are intrinsically motivated when they feel a sense of ownership involvement.

A solution? Consider using our $25 Stupidly Simple Toolkit to generate a conversation in your workplace. Or wait until we get our online MOOC up and running where we can teach and support you in your improvement initiative. The choice is yours and we will guarantee it will work for you to help involve and engage your people, improving communications in many ways,

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

 

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

 

 

 

A LEGAL Approach to improving Engagement

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

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

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

bummed out guys

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

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

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

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

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

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

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

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

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

SWs LEGO Poster - On Listening

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

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

For the FUN of It!

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

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

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

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

 

 

“Spring Forward Monday” For Workplace Improvement

Monday’s, most typically, are the least favorite day of the work week but the Monday following the Daylight Saving’s “spring forward” time change, arguably, should be considered the worst of Mondays being that people find it even more challenging to face this workday since they are still adjusting to having lost an hour from their lives the day before. According to numerous studies, the attitudes and happenings around this lost hour cause this Monday to be particularly low in workplace productivity.

What might you be doing to counteract the loss of productivity that will most likely occur in your workplace on Monday, March 14, 2016?

Square Wheels Spring Forward Monday with feet and plane 1

At Performance Management Company, we’re always looking for opportunities that can bring about employee engagement and workplace improvement for better organizational success. Realizing that Monday, March 14th is that special kind of day that needs a good reason for getting up and going to work, we’ve got a concept and solution for turning it into a rewarding workplace happening day and we’re calling it,

Spring Forward Monday!

What is the Spring Forward Monday Concept?

Managers and leaders can gather their employees together and seize Monday, March 14, 2016, as day for workplace improvement by inviting ideas, innovation and involvement for improving workplace practices. By doing so, people can get away from their desks and become energized by taking part in a process that can make a positive difference for everyone.

How Can You Do This?

It’s simple. Facilitate a session that will stimulate and engage employees in sharing their perspectives and ideas for making a better workplace. Doing so will give them a feeling of empowerment and an opportunity to create improvements and increased workplace happiness.

If you’d like a way to successfully approach this, we designed The Stupidly Simple Square Wheels Facilitation Toolkit for just this type of occasion with everything needed to create an interactive and engaging session with serious outcomes. The gist of this Toolkit is the Square Wheels One illustration that elegantly generates thinking, creativity and humor as people react to it and its lead-in statement, This is how most organizations really work.”

Here’s a quick, illustrated video showcasing 
how facilitating
Spring Forward Monday 
in your workplace will cause people to 
“Wake up and Energize for Improvements.” 

You can purchase this Toolkit here for only $24.95, for a one-time cost with unlimited use with any number of people.

This Toolkit provides both the original black and white line-art Square Wheels One illustration and the new Lego image of Square Wheels One
giving you the choice of using either version.
Square Wheels One - copyright 1993, Performance Management CompanySquare Wheels image using LEGO by Scott Simmerman
Here’s what’s included in Toolkit:
  • The Square Wheels One illustration (in both the original line-art and its Lego image)
  • A Leader’s Guide for facilitating the session
  • Participant Worksheets/Handouts
  • A collection of Square Wheels Lego Posters that can be hung in the workplace as anchors to the insights gained.

All yours for only $24.95!

Whether you choose to use this Toolkit or prefer to consider another way to approach the Spring Forward Monday concept, it surely makes sense to make a difference in everyone’s present and future workdays through involving them and energizing them in the journey forward.

Make Monday, March 14, 2016 your
Spring Forward Monday!

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games Scott small picand 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.

A Short Post on Human Resources and Livable Wages

My focus for the past 40 years has been on people and performance, often with productivity and quality as primary themes. So, I was interested to see a current situation that somewhat captures a variety of issues into one scenario. Maybe we can learn something about this as we move forward. I hope so…

The basic question might be framed as:

Should we be forcing sick people to work?

This happens all the time, but this might be the capstone for making changes in how the food industry works, with implications for every employer.

Chipotle Stock Prices

Chipotle has seen its stock dive from $750 a share to around 410 over the past three months, mostly because of an outbreak of illnesses associated with its restaurants but somewhat because how the situation was handled by the management team. Sure, food can be contaminated but the CDC found that sick workers caused the outbreaks in Simi Valley CA sickening 234 people and the outbreak in Boston that sickened 151. (Resource    Resource)  – This was found to be a norovirus, one that can come from people who do not wash their hands or who are sick but who come into work — and it is from these sick people that the virus spread to their customers, not from the sources of their food.

A couple of other outbreaks had “unknown causes,” while only the one  in Minnesota could be tied to food contamination: tomatoes and salmonella.

When you pay people survival wages that force them to have to work their hours to pay their bills (and you do not offer paid sick days), you can pretty much expect sick people to show up for work regardless of how they feel. Their illnesses can make their c0-workers sick but they can even sicken your customers. Generally, you will not see the impacts directly, but they can show up in the food industry if the illness is significant and severe.

Sales at Chipotle have dropped 30% in December and the brand’s “premium food” cache may be permanently damaged. Their “food with integrity” reputation has been visibly harmed and their premium prices will take a hit, decreasing their profit margins. Allowing sick people to work has been a huge and costly mistake for them.

A better policy around their human resource management might have been a better decision than this present and truly awful situation where the senior officers of the company are also facing shareholder lawsuits for their actions. That is not to mention that they made hundreds of people sick, costing them and their employers money.

And the ironies can be amazing. CVS Health — their Employer Summary on their website says: “When you join CVS Health, you join a company that cares about your financial and physical health. We provide a comprehensive, market-competitive compensation and benefits package that suits a variety of personal needs and goals.” – but they apparently do not offer sick days to their mostly part-time employee work base, not an uncommon behavior in the industry.

And it is the retail healthcare industry generally tries to avoid providing health care to its people by holding employment hours below 30 for the vast majority of its workers.

It is a complicated world, but I remain convinced that doing more for your worker team has positive short-term and long-term impacts on your business. It will be interesting to see the long-term impacts of the push to raise the minimum wage to $15 or more.

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games Scott small picand 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.

 

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