Performance Management Company Blog

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

Category: motivation in the workplace (Page 1 of 5)

Engagement – Think Local, Act Local

I was reading an article on adapting things like HomeKit and Echo into the way people interact with their homes. Alexa is pretty cool, but there are issues around its inability to recognize voices and there have been instances of voices on TV actually telling the system to order products online and the reality that a burglar could simply tell the system to turn off security alarms. The point that author Seyi Fabode was making was that one of our most basic needs is for security and safety, both at home and in the workplace where so many of us spend so much time and emotional energy.

MY thinking about his thinking was framed around a workshop I attended by Brad Thomas with my local ATD group yesterday morning. Brad was focusing on the implementation of full-company engagement systems and his excellent talk was anchored somewhat to these local issues but mainly focused on the corporate commitment to generating and acting on large amounts of employee feedback to frame up issues and opportunities.

In that Big Picture Corporate Model, things needed to cascade down from the top and that HR departments had to rethink how they focused so that they could actually bring human resource capital into play for their operational counterparts, that they could not simply remain the paper pushers they are in so many places. HR needed a seat at the corporate boardroom table to focus on the people side of improvement initiatives. It seems like an awful amount of senior management engagement and systemic change was a requirement before ANY actions could occur.

And when you have, as I once did, senior executives out there saying (or believing) things like this about people / engagement / involvement and being actively working to generate innovative ideas:

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

you pretty much KNOW that you are not going to be successful working from the tops downward forward. (And, yes, there are senior managers who could not care less about employee involvement and ideas — we seem to have one in the White House if you need an example.)

These two things clanged for me about an hour ago. Big Corporate Solutions trying to solve the issues of the worker / supervisor interface. What could possibly go wrong? Well, as results seem to consistently show, pretty much everything… Overall, statistics seem to show that OD things look pretty much like this:

Corporate engagement programs don't work well

From this month’s issue of Workforce magazine (3/17), Rick Bell shared some  statistics and anchor points. Supervisors clearly improve their leadership and engagement skills. Some tops-down corporate program to improve overall engagement will simply not get traction:

• 35% of US workers would forgo a raise to see their boss fired

• 44% of employees say they have been emotionally or physically abused by a supervisor

• 3 of 4 workers say that their boss is the worst / most stressful part of the job

Other statistics supporting the idea of local control / local influence include:

• “Communication and connection are the cornerstone of relationships – a quarter to a third of employees believe their managers seldom or never listen to them, understand their issues, seek their input and ideas, or help them to resolve the issues and challenges they face. This persistent gap presents both a challenge and an opportunity to leaders and managers.” (Leadership Management Australasia’s LMA survey, April 2016)

• Only about 1 in 3 US managers are engaged in their jobs, and about 1 in 7 are actively DISENGAGED. Employees who are supervised by highly engaged managers are 59% more likely to be engaged than those supervised by actively disengaged managers. (Gallup)

Bell and others share these statistics, however, so there IS opportunity here if we can improve the interaction between workers and their managers. A short list of opportunities and benefits looks like this:

  • Managers are the Number 1 way that people feel supported by their organization
  • Managers influence 70% of the variance in employee engagement scores
  • Close to 60% of Americans say they would do a better job if they got along better with their boss
  • Close to 70% of those polled said they would be happier at work if they got along better with their boss, with the breakdown equal among men and women, but younger workers in their 20s and 30s were even higher (80%)
  • Over half (55%) of those polled, think they would be more successful in their career if they got along better with their boss
  • Only 4 in 10 of Americans will thank their boss on National Bosses Day with most believing that their boss wouldn’t care enough to bother
  • About 10% said they would use the day as an opportunity to talk to their boss and improve the relationship

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Try this:

Have a conversation with someone who works in an organization and ask about how they feel they are being managed. I had two such conversations with people in my pool league two nights ago. Absolutely eye opening!

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So, what IS a viable solution? Understand that the Big Corporate Improvement Program Initiatives seem doomed to fail unless organizations impact that supervisor / worker interface and make it more supporting and effective. And you can probably figure out that working to engage workers working for the 1 in 7 managers who are actively DIS-engaged within their own organization is simply a waste of money and resources.

Throw some mud at the wire fence!

Break away from the Big  Corporate Program Mentality and do some Guerilla Engagement. Give some of your better supervisors the tools they need to improve their effectiveness. Allow them to improve their interactions with their people and to improve their facilitation and involvement skills.

The Square Wheels Project is an online training program designed FOR SUPERVISORS who need some training and some tools to improve communications. The Spring Forward Monday Toolkit is a package of tools (handouts, powerpoints, posters and instructions) to give supervisors the framework for a series of meetings and implementation action plans for simple ideas for workplace improvement and innovation, to allow more teamwork and active involvement.

Square Wheels - How organizations really work Metaphor organizational improvement

The Square Wheels Project is not THE Solution to anything, but it does represent a most excellent alternative to the initiatives that are generally not working very well, a step forward in the effort to improve communications.

Square Wheels Project Draggin Slaying Supervisor

But some facilitation skills training can certainly help your managers to become better motivators and better leaders. Help them lead on-site workplace innovation and improvement initiatives at the very bottom-most layer of your organization, where most things are actually happening. Do things differently and let them lead!

Solve the small problems in simple ways, keeping a sense of safety and security in place with your supervisors feeling a minimal amount of risk for doing something differently. Look for some “small answers” to local issues and build things from the bottoms up. Make real improvements where you can, instead of looking for Big Answers.

Our stupidly simple tools can help your managers get some really effective, performance-focused improvement conversations going,

 

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

 

Intrinsic Motivation – It comes from having a goal

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

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

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

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

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

Vineland High School state championship cross country team of 1966

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

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

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

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

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

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

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

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

Lost Dutchman's Gold Mine team building game

For the FUN of It!

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

   www.PerformanceManagementCompany.com

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

Learn more about Scott at his LinkedIn site.

 

 

 

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

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

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

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

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

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

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

Nobody ever washes a rental car.

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

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

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

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

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

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

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

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

Spring Forward Monday Video Overview of Square Wheels

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

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

Spring Forward Monday Square Wheels Toolkit for involvement and motivation

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

The Square Wheels Project is about facilitating engagment and improvement

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

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

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

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Rental of Team Building Exercise for Large Groups

The Search for The Lost Dutchman’s Gold Mine (LDGM) is a great team building exercise for focusing teams of people on themes of leadership, alignment, collaboration and the optimization of performance results. We’ve been selling and supporting the exercise worldwide for since 1993 and sometimes, it makes sense to invest some of your own time and resources into delivering a team building program for an event or conference.

In this post, we will share a framework to deliver a powerful business team building simulation generally focused on collaboration, alignment and leadership for less than $25 per person. This is about 1/5 of what most competitors charge, and to this they often add facilitator fees and travel expenses! You can DO it for $25 and have a more effective and tightly anchored team development program, to  boot.

You want to do real team building for 40 people? You need one person to run the game and one person to support the banking function. You rent the LDGM game for $1100 (plus shipping) and you have everything you need in the box, including tabletop materials, resource cards, instructional and delivery materials. There are multiple debriefing slideshows you can see. Plus, you get unlimited coaching from my by phone and email. A competitor publishes their charge for a similar session at $8000 plus expenses.

Let’s say you want to deliver a session for 60 people. We would support that game with all the needed materials plus training support for $1500. You would get all the orientation, instructional and delivery materials plus that unlimited phone and email support. A competitor says they will charge you $3000 and that is just their facilitation fee. It will cost another $100+ per person and you will also pay their expenses…

In either case, experience says that your time investment would be a couple of hours to understand the exercise frameworks and mechanics. To prepare for delivery and debriefing might be another hour and you would need about an hour to train one or two support people to “bank” the game for you. All instructional materials are provided.

But let’s say you wanted to deliver a session for 300 people. First, you run the game for the senior management as a 3/4 day team building program. You play and debrief and teach, focusing on issues of motivation, visions, goals, resource management and planning. You also involve them in defining the session outcomes for the large session to follow. Lastly, you then teach them how to support your big game (as bankers and co-Expedition Leaders). They become an active part of the delivery and will model behaviors designed to support teamwork and leadership development.

This initial event and time investment insures that your overall debriefing aligns with the senior manager group’s main goals for collaboration, leadership, strategy implementation, etc. These senior managers are your delivery team — their role is to help teams be successful and to maximize overall ROI, which is often the same as their regular role!

$7500 versus $35,000: So, you rent the game for your leadership group ($1000) and you rent the game for your Big Group for $6500. You have no other game-related expenses unless you buy cowboy hats and bandannas, The end result is that you have done a LOT of teambuilding for that whole organization when all is finished, with people being active participants. You’ve paid $21 a person for your Big Game (as opposed to 300 people x $100 per person ($30,000!!) plus another $5000+ in fees and expenses). AND, by not using outsiders, you have actively involved and engaged your senior management team in this organizational improvement effort!

Here’s one last point: By doing the delivery yourselves, you are NOT watching some Big Stage Show Spectacular done by someone else. When you use Lost Dutchman’s Gold Mine, what you are getting is a world class, hands-on business simulation that focuses your people on the play of the game, not the fancy materials and costumes. (An interesting factoid is that one of our Dutchman customers is Cirque de Soleil in Canada.)

We’ve been renting the game for more than 15 years and selling it for more than 20 and we have it pretty much locked down insofar as materials and training and support. Here’s what one renter just said about her experiences. Note that this is her second time for renting the game and that she is NOT a trainer but a senior operational line manager who wants to be directly involved and engaged in her performance improvement initiatives:

Testimonial on Lost Dutchman's Gold Mine team building game

We can charge these very low costs because we have a small company with little overhead and we have a game design that does not require a lot of reproduction or manufacturing costs. It is just a really great bombproof exercise that anyone can deliver.

We can also apply some of the rental fee to a purchase price should you want to acquire the exercise to run with people over time (unlike most others, we charge a one-time price for your game purchase, with no certification or annual licenses or per-person or hidden fees)

Many of our small game purchasers (we sell classroom versions for 3 or 4 tables of 6 people each) like being able to run Dutchman occasionally for really large groups. Dutchman is greatl for a one-time team building event such as an “all-hands” meeting event. We have supported many of those kinds of trainings and there is no upper limit on the size of the group — one client delivered a Dutchman session of 870 people in the same room at the same time!

Unlike a lot of the other designed team building simulations, we have a truly elegant and pretty bombproof design, which allows us to NOT offer train-the-trainer programs or require certifications or have other kinds of restrictions. Many of our customers simply get the materials, review the overall support documents, go through the powerpoint and — maybe — call me. Many choose not to bother calling and just deliver it!

I offer free and unlimited telephone support – you talk directly to ME, the game designer and a certified master facilitator, not to some “support person.” Few people seem to need the support, though, which says that the included materials are pretty complete. They should be, since we first delivered the game back in 1993 and have played with its design and supporting documentation since that time.

I can also customize the design in small ways, and work with you to design and refine a debriefing that fits with your goals and objectives and within your time limits. Generally, for large groups of 60+, we like to have 3.5 to 4 hours to do the game and the desired debriefing. This timeline allows 90 minutes or more for your debriefing — that active discussion is what generates the commitment to improve collaboration and teamwork, planning and communications.

Dutchman is surprisingly inexpensive, high-impact and very memorable and the program can be specifically tailored to generate your desired outcomes.

Dutchman is THE world-class team building exercise focused on improving inter-organizational collaboration and aligning people to shared goals and objectives. It can be run by line managers and executives, too, not just people in training and consulting.

Unlike most delivery organizations, we have a posted pricing schedule, so you can look at the costs of renting this team building simulation and the detail of delivering the exercise before contacting us. You will find that few vendors of team building simulations actually post their prices. Isn’t that odd?

Dutchman Rental Matrix(The only constraint on renting the exercise is that I generally restrict the rentals to North America, unless you are referred in by one of our users or you have purchased other materials or are otherwise known to me. It is just too hard to control these things with international shipments.)

You CAN get me to facilitate your exercise, but I generally try to talk prospects out of that idea if I can. I can be used to deliver the Senior Manager Team Building Event, since that is sometimes political. But you can then get your senior manager to lead the Big Game for your people (with your training and support).

We think we are the best value in large group teambuilding events, costing lots less and offering more benefits than most other competitors,

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

You can find a LOT of information about running Dutchman with large groups by clicking on the large group picture in the above text or here.

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

Simple, Powerful, Effective Team Building Simulation

The Search for The Lost Dutchman’s Gold Mine continues to generate really positive feedback from customers. Since 1993, it has been continuously improved and refined to the point where it runs seamlessly, generates wonderful reflection, and clearly mirrors the organizational culture of the players.

We just had a situation where a senior line manager again rented the exercise for a team building and organizational development session she was leading for her team. The company is an electrical utility and she had about 50 managers in her new organization that she wanted to work with. The Lost Dutchman game was part of her overall goal of getting to know her people better and building some trust.

She had rented the Dutchman game in her previous assignment and had liked the outcomes and discussions it generated. This time, she liked it even more!

Testimonial on Lost Dutchman's Gold Mine team building game

The team building exercise sets up situations where players and teams have a variety of choices, and their strategic planning and collaboration within and between teams generates measurable results and a return on investment. When a team plays well, they generate good results. When the team chooses to try to beat the other teams, we generally see measurable sub-optimizing impacts on overall results.

Here are the comments from a young church leader, who had experienced the exercise as part of the DeVos Foundation work with leadership development and the inner city and who then used the game to impact his church and generate much better alignment and team building:

testimonial on The Search for The Lost Dutchman's Gold Mine teambuilding game

People make choices, and we debrief on the choices made and how those same choices relate to their workplace, their alignment as team members of the group, and how choosing to compete impacts the culture as well as the customer. The goal of the exercise is to Mine as much Gold as we can and the role of the Expedition Leader is to help teams be successful. ALL of this relates very directly to workplace improvement.

We love to get this continuing stream of positive comments and testimonials about how the play of the game impacts people and performance. It is confirmation that our plans have generated positive impacts and changes,

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.

 

Keeping It Stupidly Simple – Thoughts on Teams and Teamwork

In a recent LinkedIn thread on leadership, Bob Whipple posted up a short note on “4 Essential Elements for a High Performing Team.” Bob said:

There are four common denominators of high performing teams. When these elements are present, teams are almost guaranteed to be efficient and rewarding for the members. The elements are:

1. A common goal – so all members pull in the same direction
2. Trust – so members are not playing games with each other
3. Good leadership – so that the team is fully engaged
4. A Good Charter – so the consequences of social loafing are spelled out in advance

In my experience, most groups understand the need for the first three (although only a small percentage actually have all three), but the fourth element is often not in place. It is critical to have a Team Charter that spells out expectations and that all members agree on the consequences if a member does not pull his or her fair share of the load.

Pretty Darn Simple and to the point. The Rule of 80/20 and Occam’s Razor both focus on keeping things simple.

My post was actually the first one and very much supportive of Bob’s thinking, where I shared thoughts about how easy it is to form a team:

A lot is made about personal styles for personality or decision-making or astrological signs but the four bullets above will generate pretty solid teamwork. Sure, one can nuance things and add factors and frameworks, models and surveys and all sorts of other things that CAN be helpful.

But how many teams never get started because they have not been through the training programs or certified to be team leaders or (even) team members, as if HR is running the show? I mean, really?

Put a bunch of kids on a baseball diamond with a ball and a bat — heck, some of them might even have gloves — and they will start working together as a team. They may even FEEL like a team. They know the rules of play, share a goal, trust each other (more or less) to do their jobs of fielding and batting and come together a little better if one person serves as captain.

This team stuff ain’t rocket science, but so many sure try to make it an expensive and time-consuming proposition. Sure, we can make teams work better but let’s face it: with the incredible sorry state of engagement we see in today’s workplace, with 85% of employees saying their morale declines significantly after spending six months on the job (Source: Sirota Survey Intelligence March 2007), don’t you think that a little teamwork might help things just a little?

And ANY performance improvement is worth the cost of involving and engaging people in a shared mission with clear expectations and necessary resources.

Ben Simonton, who says a lot of really smart simple things, added:

But how does one do it like create trust or what are the actions that constitute good leadership?

The answer is simple – listen to what employees want and respond to their wants to their satisfaction or better even if it means telling them why they cannot have what they want. Only in this way can we make the corporate culture align to the values of employees.

But, as expected, the consultant gang among us starts posting up about all sorts of additional requirements for success including things like training in Emotional Intelligence (which should take a few weeks)

But what happens over time is that we begin, as they say in the South, “to pick fly shit out of the pepper.” The conversations begin to focus on narrow and even more narrower points, make the discussion overly complicated, add model after model after theory and personal experience to the discussion and muddy the water.

I tend to view things through a pretty simple lens and to me, a lot of potential organizational improvement and team building situations basically look something like this:

SWs LEGO Boss Gang with Skis and RWs 2 90

Am I that wrong about this view? Aren’t most leaders somewhat isolated and don’t most people have ideas that would make for workplace improvement?

Do we HAVE to make things complicated with models designed through rigorous testing by the best academic researchers in the world and published by HBR and the academic press in books we will never read before we simply ACT?

Give them a ball and let them go play!

For the FUN of It!

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

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

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

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

Elephants, Line Managers and Workplace Engagement

More and more, I am convinced that the key training people in organizations do not reside in HR / Training Departments but exist in the ranks of the line managers. The complexity of their job roles, however, can block their efforts to involve and engage their people to implement change and improvement. We need to look at that reality. Here are some thoughts and ideas.

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Managers are responsible for performance. Managers are responsible for quality and service. Managers are responsible for productivity and results. Managers do reports and attend meetings. And, more and more, we are driven away from the simple act of focusing on skills needed to motivate and retain people (including the managers!).

Yet these same managers are the only ones who have the direct influence on the workers to understand issues and generate changes.

The reality of the supervisors and managers will probably look something like this when it comes to opportunities to involve and engage their people:

Engagement Elephant Birth Process

So, what are we doing to provide managers with the tools they need to function as organizational performance improvement consultants, coaches for identifying best practices and communicating and implementing changes and improvements? Are we giving them the time they need and freeing up worker time for them to be asking, listening and considering?

Are managers involving and engaging their people or are we just wasting time and energy thinking that they might?

This could be brainstorming and an action to involve and engage people in workplace improvement. Or, this might represent another “Yell and Tell” training session.

In most workplaces, people are NOT involved and engaged — sure, the BEST Bosses are good at leading people forward, building ownership and engaging people in teamwork and process improvement. But in most organizations, BOSS spelled backwards is self-explanatory (email me and I will explain privately, if this euphemism is not immediately understood!) and people are not being engaged — the boss is too busy, as in the haiku below:

LEGO SWs One Business Haiku Talk and Trust

What do our managers need to do to shift the energy of these meetings and discussions from negative to positive? One solution is to use better tools and an approach that is facilitative rather than confrontational. This simply requires the right tools and some simple, self-taught facilitation training.

Asking is a much better approach than Telling. Engaging is a much better approach than generating resistance to change. Generate SMILES, not frowns.

For the past 20 years, I have been developing simple but powerful tools for involving and engaging people and generating ownership and performance improvement.

My view is that the solution to the work situation looks something like this:

LEGO POSTER - WORKPLACE HAPPINESS at hand

And we need to allow the team and the managers the time to consider possibilities and plan actions.

If you have any questions about how your organization might accomplish more of this, drift around randomly through the PMC website and generate your own thoughts on how people can be more intrinsically motivated and build a better sense of team and “US.”

SWs - Why use SWs RWs

People have ideas for improvement and supervisors can do a better job of asking and engaging and implementing, don’t you think? Could people simply choose to do things better and more efficiently?

 

For the FUN of It!
Scott small picDr. 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.

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

A Dance of Change – something new?

It was funny to read a little blurb in the ASTD Training & Development magazine about an article to appear next month. The abstract said that 70% of change initiatives continue to fail (which is on par with how many strategy improvement initiatives are not really successful) and that the existing change models are all pretty good.

What is suggested is that The Missing Component is now Emotional Intelligence, and that thoughts and feelings that emerge from the understanding for the need to change are all that needs to be changed. “When emotional intelligence is applied to change, we can think of it as change intelligence.”

I won’t mention the author of this, since I am basically panning this solution — Emotional Intelligence is not an easy thing to grasp, much less implement since it has so much to do with personal growth and personality. We’ve been fooling with EI concepts for 20+ years, just like we’ve been proposing 7 Habits and all sorts of other silver bullets to solve the problems of organizational improvement.

I’m one who very strongly feels that we just need to forget about so many complicated models of how things work and how things need to have some new Training Solution proposed by a cadre of consultants who will retire on these efforts.

The DATA say that not much has improved on the basic issue of employee engagement. The DATA say that lots of things are supposedly important, like Innovation (rated important 98% of survey respondents in another ASTD article (Patty Gaul, April 2014) while also finding that only 33% of organizations currently focus their innovation on small improvements and change. That article predicts a BIG shift toward radical changes / innovation — 66% in the future. (Right… Remind me to look back in 10 years… )

People suggest that we do all kinds of expensive and complex kinds of training on emotional intelligence or on innovation and creative thinking skills but I STILL think that the basic organization works like this:

Square Wheels represent how things really work in most organizations...

How things really work in most organizations…

and that what are needed are really simply solutions. Here are my 10 steps for improving motivation and organizational performance results:

ask

How do you implement change? Identify the Square Wheels and ask for some Round Wheel solutions. Do this in the context of moving from where we are now to where we want to go (in the near or far future). Celebrate small successes to generate continuous continuous improvement and allow people to work together in simple teams (with necessary resources of time and funding) to actually implement such changes and improvements.

Four Simple Factors for Implementing Change

Four Simple Factors for Implementing Change

The actual end result is also pretty simple to conceptualize:

Square Wheels and Intrinsic Motivation Celebration LEGO business image RW

I mean, this whole thing about involving and engaging people in workplace improvement is really the simple task of involving and engaging them in workplace improvement. Where is the rocket science in all this? Why do we keep adding so much complexity — other than for profit motives and self-aggrandizement — when the reality is really easy to accomplish.

The other key is also simple:

Square Wheels image of Ownership Rental Nobody Toolkit icon 2

This concept is also simple: Everybody needs to feel like they have an ownership stake in the ideas and the outcomes, even the management team.

So. Keep it Simple. And Just DO it!

We sell simple tools for involving and engaging people for performance improvement. Give the icon a click and check us out,

Performance Management Company and Scott Simmerman

For the FUN of It!

Elegant SolutionsDr. 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.

 

 LEGO® is a trademark of the The LEGO Group

 

 

We CANNOT expect involvement and engagement if we play the Blame Frame Game

How can we motivate people when we make them defensive? How can we expect innovation and process improvement if we are not actually encouraging people to share their thoughts and try new things?

Attack creates defensiveness; and appraisal and constructive criticism can certainly represent an attack in the perception of the workers:

Defense with © Square Wheels Image

If we ask managers how they manage, they tend to give all the right answers. But is that really their tendency to act and perform in reality?

Maybe. In the “Keeping Things Simple – Involving and Engaging” blog, I shared this cartoon that we call, “Trial and Error”.

square wheels image of Trial and Error

When we ask them to comment on the illustration, they tend to focus on what is wrong, rather than what else might be done, The ratio of negative to positive is about 8 : 1 and, if anything, the peer support appears more clearly in reactions to the different negative themes.

In other words, eight comments focused on the negative and what they did wrong for every one good thing the managers might spot, such as they are stepping back and looking for more improvements and that the horse, will in reality push a wagon.

Mothers usually call this “constructive criticism,” but I am not sure what good purpose it serves to continually point out what people are doing wrong, “even if it is for your own good.” as we so often hear as kids and teenagers (and workers, in so many instances!).

What the managers tend to do looks like this:

and this will not serve to improve motivation or make things better. If anything, this blame frame will make innovation harder and decrease the likelihood of people trying to be involved and engaged.

Note they this work team added a horse to the situation — more horsepower, as it were — and a definite paradigm shift. And YOU probably have not considered whether this might actually work. What if the next step simply looked like this:

ALL of us need to focus more on the innovative steps to improvement and the reality that change is a requirement in the workplace. So is support and encouragement — every book on leadership will comment on that but that is not congruent with the behavior of many managers.

Improvement is a continuous process, one that requires celebration of what is accomplished and continued reflection on possibilities and potential shifts in resource utilization. One might think that there is a train in their future?

Note – clicking on the images will take you to some different, related posts.

For the FUN of It!

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: http://pinterest.com/scottsimmerman/

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Is ENGAGEMENT even possible, today?

For all the statistics showing that employee engagement is really low and the surveys showing 2/3 of employees have the opportunity to improve their level of involvement, for all the studies about impacts for involving people from the motivational / ownership side of things to the impacts on innovation and creativity, I am thinking that believing that we can engage people in the workplace is simply wishful thinking.

My thoughts are anchored to this illustration:

Square Wheels One - if you always do done

A reality in organizations is that we cannot expect things to change if we do not do anything differently and I think that the average supervisor or manager is simply UNABLE to get the time to stop pulling and sit down with people.

A consultant friend said it this way:

We have a ton of anecdotal information capturing what supervisors actually do. This is far different from what supervisors “should” do theoretically. The reality in the workplace is that since 2008 supervisors have been charged with “supervising and doing task oriented staff work”. In other words, supervisors are now “working supervisors” doing tasks that staff would do except we don’t have a staff person or even a position on the books to place anyone. So supervisors are strapped to help complete the work of their unit and supervise, too.

That matches with my perception of reality. They are trapped with too much to do. They are simply not given the opportunity to have alignment and idea meetings with their direct reports, since everyone is measured continually on their production and there is simply not the time.

I think of it more like this:

Square Wheels One Seuss supervisor break out the time

If you have seen any statistics on all this, please add a comment. The old Mintzberg kinds of research on time and motion do not begin to capture the realities of the modern workplace. And all sorts of different data point to the fact that “productivity” has had continuous massive jumps while the numbers of people who would like to quit their current jobs is very high, including managers as well as workers.

I’ll quit with this little graphic I just created, based on my cartoon called, “Chain of Command“:

Chain of Command one-liners

It would be most excellent if senior managers would understand that there is a lot of headroom for performance improvement if we can simply step back from the wagon a bit and look for and allow people to improve.

There is an old quote from the training literature that goes,

How long can we go lean and mean
before we become gaunt and dead?

The round wheels are already in the wagon. We need to look at our supervisors and really understand if they have the time and resources to ask for and implement ideas for workplace performance improvement. There would be a LOT of positive impacts throughout the organization, for sure.

I added a few more thoughts on this in another blog post so click on the image below:

Square Wheels Rat Cage Haiku work hard

And you can find more about our thinking on the bigger picture of employee involvement and engagement by clicking on this link to another article on my blog or by heading to my website,

For the FUN of It!

Scott Simmerman, creator of the Square Wheels images and tools

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

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

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

 

Fear is The Mindkiller – Thoughts on Facilitation and Engagement

In writing about facilitation and how it seems that some people want to make this simple concept into a horribly complex pedagogical framework understood only by experts (like me, but certainly not approaching the issues like me!), I was reminded of a quip and then looked it up for the whole source.

I remember reading Dune (by Frank Herbert) while on a 9-month solo car camping trip around the US back in 1977. I was acting out the definition of footloose and fancy-free in those days, for sure, since I had no plans, no timeline, no specific destination. Just me and my car and my tent and camping gear. Awesome journey all over the US and reading a few books in the quiet evenings.

Herbert’s Dune Trilogy was an outstanding set of science fiction works, one that took the basic characters over time and across The Universe. It was a lot about personal strengths and leadership and dealing with adversity and politics. And one of the repeated phrase in the first book and in the trilogy was this one:

Fear is the mindkiller

The whole litany of the Bene Gesserit for building their personal strengths and resolve was actually,

“I must not fear. Fear is the mind-killer. Fear is the little-death that brings total obliteration. I will face my fear. I will permit it to pass over me and through me. And when it has gone past I will turn the inner eye to see its path. Where the fear has gone there will be nothing. Only I will remain.”

Pretty neat mantra, I think, and a really good thing to tell yourself when you are faced with a challenge or challenges. Allow the fear to pass over and through and then reflect on it to learn. Personal growth from managing fear effectively.

I am reminded of this as we talk about facilitation of workplace improvement and the obvious lack of real involvement and engagement in the workplace.

The concepts and understanding of the related issues are pretty clear and there are some strong Big Ideas about what should be done. Jim Cliffton, CEO at Gallup and the surveyor of millions of workers simply says that there are 7,000,000 bad bosses out there who should be fired because they cannot demonstrably manage people very well.

(This is not me talking for him — see this link for what he said and how he was framing this issue of leadership and management practices in everyday organizations.)

So, a solution? Yes. Mine is a simple one designed to get things rolling and change the language of improvement. Mine is an easy, bombproof way to get workers talking with supervisors about issues and opportunities for workplace improvement. Mine is one that anyone can do without a lot of training.

Have a meeting and use this simple illustration:

Square Wheels One copyrighted V1 small

We suggest that you:

  • Show the Square Wheels One cartoon.
  • Play with the general ideas people think of and share.
  • Link the ideas and process to the organizational issues of the group
  • Play with listing organizational Square Wheels of the workplace
  • Break down and separate the list into least difficult and most difficult.
  • Break easier ones into less costly and more costly.
  • Ask for volunteers to work up the idea or to try to implement a solution or solutions.
  • Provide organizational resources as needed (time, money, support, power)
  • Repeat the cycle building on successes.

Facilitation is not rocket science, although rocket scientists certainly use facilitation when they are brainstorming new ideas or looking for issues or problems or trying to define different ways of accomplishing difficult tasks that need a team-based solution.

Remember the movie Apollo 13 with the issue of the square filter needing to fit into the round hole: (Watch this 90 second YouTube clip by clicking on Tom Hanks’ image below). Pretty cool scene, and a real and urgent problem solving situation faced by the response team:

Hanks - apollo 13

The facilitation is easy. Share the problem, share the tools and framework, and ask a group of people to put things together. In the case of YOUR people working in your organization, consider using our simple Square Wheels One illustration and cheap facilitation tools to create your Apollo 13 problem and ask your people how to help each other make things better.

Find my short screencast about how to use Square Wheels as a tool for improvement by clicking on the image below:

Square Wheels The Movie Logo Must DO

We help people make workplace improvements,

For the FUN of It!

Dr. Scott Simmerman

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

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

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

Decision Making, Creativity, and Implementation

Maybe the title should be, “Engagement, Creative Problem Solving, Designing Solutions and then Not Failing to Implement,” but that seems a bit long. It is probably more realistic, though, when we look at the overall context of implementing ideas.

The data on the engagement of employees is really pretty awful, it has been pretty awful and it will probably stay pretty awful. Some relevant links from some previous writings are below, with lots of data and lots of simple ideas for generating more involvement and engagement of people in workplace improvement:

Engagement is actually pretty simple to accomplish and here is the key concept behind making improvements in that area:

Ask for Ideas

People will share ideas. Basically, the ideas around implementing workplace improvement ideas are pretty straightforward. Many approaches will work and some approaches will work much better in cultures that can generate a positive history of workplace improvements and small successes. The acceptance level is simply higher in those organizational cultures.

It is that last thing, “Not failing to implement,” that is my focus. In reading Dan Rockwell’s blog today called, “How to Say Yes to New Ideas Without Going Nuts,” Dan shared 12 ways to say Yes and to help to generate improvement. These are:

  1. Don’t expect people who resist change to lead change. Resistance stabilizes organizations.
  2. Let people who love new ideas try them. Ask, “Who can try this?”
  3. Say, “Yes,” in small ways.
  4. Minimize disruption with pilot programs and trial runs. Ask, “How can we try this?”
  5. Evaluate risk. Ask, “What happens if we try this?”
  6. Limit resources and finances. Creativity finds a way when limitations exist.
  7. Validate before big commitments or disruptions.
  8. Align with vision. “How does this take us where we want to go?”
  9. Align with values. “How does this express who we want to become?”
  10. Ask, “What happens if we don’t try this?”
  11. Define the win. “What will be better if it works?”
  12. Check your gut. “On a scale of one to ten, is it worth a try?” What gut-check number is acceptable for you?

I filter all the above through the looking glass of active ownership involvement. If YOU own the idea and keep that ownership, you can pretty much expect to see resistance to that idea as you push it out to others. BOSS spelled backwards is self-explanatory and people do not like being pushed — you can expect push-back in some fashion in most cases, I think.

Alignment and vision are key, for sure. I frame things something like this:

Square Wheels image BELIEVE this is reality

For the most part, there is isolation of leadership and the support people cannot be expected to understand everything about the journey forward. But what they do understand is that things are not working smoothly and that there exist better ideas for improvement that are right at hand. A key is implementation!

New ideas might just represent continuous continuous improvement, in that a new idea builds logically on an old new idea and in that way is not radical. We also need to attend to the issues of “interdepartmental collaboration” in that a new idea may also have impacts on another group upstream or downstream that may simply resist those, “new ideas that we did not develop ourselves.”

Collaboration is not the most natural behavioral response when it comes to inter-team workplace improvement. Competition is much more likely:

Square Wheels Teamwork interdepartmental collaboration poem

That kind of interdepartmental collaboration competition thing also puts the old kibosh on a lot of ideas and implementation. The real keys are “ownership involvement” and in analysis of impact. If we do a good job of involving and engaging people in the shared idea and its implementation strategy, that ownership will make a difference. If we do a good job of involving them in looking at the idea from a variety of perspectives and being able to report a variety of positive impacts and minimal threats, we also improve the likelihood of implementation.

Funny, but I just wrote a consultant friend in Singapore asking him for what might be a pragmatic idea for a short series of blogs and then this one falls into my lap. These thoughts from Dan were most helpful in anchoring my thoughts on this subject. Implementation is a real key to any improvement.

And a followup telephone conversation with a rental customer for my Lost Dutchman team building game found that the competition between the tabletops at her senior management retreat were very predictable: they tended to not share information and to focus only on their small part of the big organization, actively working to block the sharing of ideas and information about how to optimize the results during play. The debriefing was great because they could talk about all these game behaviors and infer the similarities in play to the realities of daily efforts to impact their customers. People tend to compete rather than collaborate.

Square Wheels One - Judge ourselves intentions borderSo, my suggestions are to look for ways to involve and engage people and ask for their ideas but to also give them ownership involvement. Let them do the impact analyses and look at cost / benefits and let them design strategies to involve and engage other departments and make things roll forward more better faster.

Rental Car quote

and

Square Wheels One and TS Eliot Shadow

Both of the ideas above link to real issues of people and performance. Involving and engaging people to share their ideas and to interact in some kind of implementation team helps generate the intrinsic motivation to do things differently. There are all sorts of positive impacts that can be implemented locally in most organizations.

PMC sells great team building games as well as Square Wheels Toolkits for organizational performance.

Performance Management Company website for team building

For the FUN of It!

Dr. Scott Simmerman

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

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

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

 

Thoughts on thinking about decision-making

Decision-making and motivation, two related but pretty complex issues. If you read some blogs, you might think that there is some silver bullet to get a grip on these thing. But in my thinking,

It is Dangerous to Know The Answer.

Dangerous only because once you think you know, then you will stop looking… (You can see a lot more about this paradox in my article on managing and leading change, along with a joke and a surprising set of punchlines. Click here to see that article on change and thinking.

And sometimes, it is simply hard-headeness and stubbornness that gets in the way of making better decisions about things. We select ideas from “considered options” and if we already know the answer to something, we are not often willing to spend the time and energy looking for alternatives.

A blog I read recently said,

Over fifty years of scientific research has revealed that there are three distinct styles of decision-making. Each of us can make decisions in all three ways, but we tend to develop a preference for one more than the other two. This preference becomes a subconscious force, affecting the decisions we make on a daily basis and shaping how we perceive the world around us and ourselves. The three decisional styles are personal, practical, and analytical.

Well, that sure seems like a simple answer. Gee, only three styles… And there may be some truth in that. (You can find the blog post here.)

My experience lends me to believe that things are a bit more complicated than that. In a LinkedIn thread on this subject, I responded with this:

There are a variety of patterns of decision-making and I will take a position that no one assessment would possibly cover them all, but that it might give some clues as to patterns and preferences.

From the NLP literature, there are different “convincer systems” that operate to confirm a decision prior to action. I am a kinesthetic decision maker — I gotta feel that it is right “in my gut” before doing things. But I am also an auditory processor of information, so that my self-talk about it is good.

We all have different sorting styles for dealing with information, which is another thing I like from the NLP literature. I prefer fast, big-chunk, random possibilities sorting, which others would prefer to sort things in a slower, smaller unit, sequential way looking for outcomes. (There are 7 other patterns that are used, like sorting for I, You or Us, for example.)

From the old Kepner-Tregoe literature, there is a flow chart for decision making. (It is now called something else) but there is a logical and “scientific” framework for dealing with information.

From the work of Ned Herrmann is the HBDI tool, which gets into how individuals and teams think.

You have the Six Thinking Hats of Ed DeBono, which is really easy to teach and to do and which generates a variety of different teams.

LD Thumbs Up teamwork poem

Some organizations, like the Nuclear Power Institute, teach their teams to always appoint someone who functions as Devil’s Advocate, whose role is to ALWAYS challenge every decision from different viewpoints and positions, to insure that people have thought about it from all sides.

Gene Calvert wrote a book called High Wire Management years ago that looked at decision-making from a risk management viewpoint, and how most really successful managers look at and deal with risk (with some surprising findings, actually).

It is a rich literature about how individuals and teams make decisions, one that will insure that you will want to use a team process for so many complex decisions about things. And that is just the decision-making side of all this.

The “motivational” side of things gets even wilder. I have a doctorate degree in that kind of stuff but will basically say that if anyone give you, “The Answer” to all this, run yelling…

Dan Pink’s stuff is pretty good. You can see a great video, one that animates the key points and is 10 minutes long, by clicking here.

Daniel Kahneman’s book Thinking, Fast and Slow, is absolutely the best thing I have read in a long time. I will be writing a lot more about his work and how it impacts performance in other blogs – I exchanged my library copy and purchased one for myself.

Lastly, don’t get confused. Just understand that you don’t know how all this really works and that you don’t need to. Work to involve and engage other people, give the process some time, and realize that you do not need to be either a Hero or a Victim in all this!

SWs One - things you will see border

Yeah, there are a LOT of models out there and they all serve different purposes. As that statistician George Box (who was repeatedly quoted by Deming) said,

All models are wrong.
Some models are useful.

And I like the Kahneman model, which I adapted as follows about “What I see is all there is.”

SWs One - Things I need to do more celebrate 100

I think any framework can be useful as a way of understanding the things that operate around us. I will just repeat myself and say that when it comes to people and brain functioning, it gets a bit more complex…

Thinking Hats green

We’re made up of a lot of different individuals and there will soon be FIVE different generations of workers in the workplace, as I write about in this post. You can rest assured that decision-making and motivation will continue to increase in complexity.

What I see is a continuing need in the workplace is for simulations like The Search for The Lost Dutchman’s Gold Mine and the different Square Wheels games like Collaboration Journey, tools that get people into a decision-making mode and where teamwork and interactions lead to opportunities to discuss decisions and thinking and collaboration and all those things that are necessary for top performance.

Find out more about our simple Square Wheels Facilitation Toolkit at this link:

SWs Facilitation Guide $50

People perform better when they are aligned to shared goals and common visions and where they have some trust in each other. Our programs are designed as tools for that kind of team improvement process,

For the FUN of It!

square wheels author

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

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

Follow Scott’s posts on Pinterest: pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

 

Training and Development spins downhill, it seems. Confidence Drops.

eLearning News had a short article on the dropping level of confidence among those people responsible for training and development in their organizations, reporting on a new study by  the American Society for Training & Development. I will reframe the information as,

It is not all bad, but not much is expected to change for the better.

Since learning and development are key motivators for most people in most workplaces, the feelings of those in charge of training does not portend well for much improvement in engagement and motivation. A motivated workforce absolutely contributes to long term organizational success — so much data shows that clearly. The data say that maybe things will continue, as if that means that things will be okay; it does not seem okay in so many ways…

After all, these guys probably have opinions and reflections on how things are working out for the average people in most workplaces…

Demotivated and dis-engaged people wishing things were different

The optimism and confidence about the long-term business outlook and performance impact expectations for training fell significantly in the second quarter of 2013, according to American Society for Training & Development (ASTD).

ASTD’s Learning Executive Confidence Index (LXCI) surveyed 350+ learning executives about their expectations:

  • ability to meet learning needs;
  • perception of the value of learning; and
  • availability of resources.

The 2013 Index for the second quarter was 65.3, down from 68.1 on a 100-point scale, in the first quarter. The second quarter drop is a trend. First quarter index measures in 2011 and 2012 also were high (67.3 for both) with dropping numbers in later quarters.

The report notes that by the second quarter of the year, organizations and learning leaders see a clearer picture of the year’s opportunities and budget. The outlook for people and performance just gets bleaker as the year goes on. And, as I have written elsewhere, there are all sorts of issues on people and performance that are driven by motivational factors like training and personal development. Many simply hold low expectations…

Good Old Days in the South

Key findings from the index for the second quarter of 2013 include

  • Expectations from Q1 to Q2 2013 declined, but optimism remains okay. The Q2 2013 LXC Index score of 65 is the same as the score the industry reported a year ago. One wonders what might drive it higher, like C-Suite commitment to people and performance, maybe?
  • The impact of corporate performance and the perception of the value of learning continue to be positive indicators, with 69.8% and 68.8% (respectively) believing that it will be moderately or substantially better in the next 6 months, a result that seems unlikely given many other economic factors.
  • Availability of resources needed to meet learning needs is the lowest index, with 57.0% of learning execs believing it would be the same or worse in the next six months.
  • More leaders believe that the perceived value and impact of learning in the organization will stay the same, and fewer believe that it will be moderately or substantially better. (Remember the excitement around Senge’s Learning Organization works? What the heck happened?)
  • Nearly one-third (30.5%) of learning executives predict that the impact of learning on corporate performance over the next 6 months will stay the same. Note that “the same” is different than, “better.”
  • Slightly more than half of learning executives believe that there will be an increase in workplace learning and development funding levels in the next 18 months and later (a 16% increase from Q1 2013). Time will tell on that, but it is good that they are at least optimistic for that.

Personally, I think that all of the data simply means that things will have to get done by the management without the help of any of the training and development organizations in their companies. The funding and access to training seems undependable. Mentoring and coaching must be LINE functions and not dependent on HR. And there are some simple tools available (click on the image below to see our $20 toolkit)

square wheels image of improvement

We know that many managers are actually quite good at developing their people. We need to have more of the managers doing those best practices and pushing their people toward higher achievement levels. We need more personal growth and development all around.

I THINK that managers can make better decisions to do things more effectively and really take hold of their people development, rather than depending on HR or some other department to get things done. There are too many examples of supervisors with involved and engaged people to think this is not possible.

If you are looking for a most excellent tool to re-energize and re-focus people on the issues of organizational alignment and collaboration, take a look at our flagship team building product,

Lost Dutchman Gold Mine Logo with three icons

For the FUN of It!

Scott Simmerman

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

Follow Scott’s posts on Pinterest: http://pinterest.com/scottsimmerman/
Scott’s blog on Poems and Quips on Workplace Improvement is here.

Visit www.astd.org/Publications/Research-Reports/2013/2013-LXCI2013Q2 to read the full report.

Dis-Un-Engagement – Improving Motivation and Facilitating Workplace Improvement

Solutions to performance improvement are not always obvious and apparent and selecting an optimal approach often requires careful analysis and planning. Sometimes, the solution requires training of a skill while other times, it is simply about choosing an implementation strategy that is more effective in supporting behavior change.

In the case of workplace engagement, we are spending billions of dollars annually in surveys and training that is supposed to improve the feelings of involvement on the part of employees. Yet nearly every research study shows that many organizations and many people in most every organization, are dis-engaged and uninvolved.

In a 2012 Gallup research paper, involving 1.4 million people and almost 50,000 organizations, it clearly demonstrated the impacts of an involved workplace, studying 9 different performance outcomes. Here are the results when one compares the top 25% of organizations with the bottom 25%:

  • 37% lower absenteeism
  • 25% lower turnover (in high-turnover organizations)
  • 65% lower turnover (in low-turnover organizations)
  • 28% less shrinkage
  • 48% fewer safety incidents
  • 41% fewer patient safety incidents
  • 41% fewer quality incidents (defects)
  • 10% higher customer metrics
  • 21% higher productivity
  • 22% higher profitability

Many suggest that firing and hiring is the best solution to the issue of un-engaged workers. Jim Clifton, CEO of Gallup, suggests firing the 7,000,000 managers who are toxic and are poisoning 70,000,000 workers. Others blame the workers for the problem and suggest that hiring new people is the solution. (Ironically, Sirota Research found that it takes about 8 months for new hires to regress to the average performance levels of the rest of the workers. So, it seems you have to accomplish a lot of things in a narrow window of time.)

Let me propose a somewhat different framework:

If you put a gun to their head, could people do things differently?

This is an old thinking test that is attributed to Bob Mager that I first heard of back in the late 1970s. It is at the core of the issue of whether training is required for some behavior to occur. Could managers do a better job of engaging if their life depended upon it? My thinking is clearly YES and OF COURSE. But it seems very evident, looking at statistics, that they are choosing not to do so.

So, my reframing question is a simple one:

Can Each One Reach One?

Can each supervisor reach one non-engaged person in their workforce and take some action to involve and engage them? Without waiting for extensive training done by some outside organization or Human Resources? Can every single individual supervisor simply choose to do something differently?

Won’t people in the workplace naturally coalesce around the simple theme of making things better? Don’t most people have issues they would like to correct and ideas for improvement? Don’t most people like to solve puzzles and problems?

My approach is anchored with an illustration and a process of involving and engaging people to share their thoughts and ideas.

The illustration looks like this:

SWs One green watermark

And the lead-in question is a really simple one:
How might this represent how most organizations really work?

Without detailing the very simple training around how to facilitate the discussion and process the ideas for identifying and prioritizing the Square Wheels or designing approaches to successfully implement the Round Wheels and celebrate the successes and impacts, the basic concept is that any supervisor can be taught the facilitation skills and frameworks to make such a discussion process easy and straightforward.

With a little bit of customization, one can easily align the most successful implementation strategies to the organization’s culture of best practices and optimal ways to introduce new ideas in the workplace.

With a little imagination, the approach can be linked to the existing feedback and measurement systems to generate sustained improvement and congruence with existing expectations and desired results.

The approach that I envision is to initially get the buy-in from senior management to use this illustration and the concept that the Round Wheels are already in the wagon to develop an online training course on facilitation skills using these illustrations.

The program can be targeted to specific desired organizational outcomes around process improvement, service quality improvement, team building, innovation, process improvement or it can simply be used to generate some clear understanding of the issues that are perceived to be un-engaging and frustrating in the workplace and to allow team-based organizational improvement.

We would customize worksheets for collection of the general ideas as well as specific ones that people would like to work to improve. Issues not solvable at the supervisor level can be collected for manager resolution or escalated to higher levels of the organization as well as across organizational boundaries.

From these discussions, it is easy and straightforward to collect Best Practices that can be shared across teams of people doing similar jobs. It works well for addressing inter-departmental issues, since the language of Square Wheels is easily understood as something that works, but that does not work smoothly and efficiently.

The conversations also set up the reality of continuous continuous improvement, since the Round Wheels of Today will inevitably and invariably become the Square Wheels of Tomorrow.

Solution: I envision that we co-develop a simple online training program that would take a supervisor about an hour to complete and one that would offer them some options for how they might use the illustration in their workplaces, with individuals for coaching or for team building problem solving and roadblock management.

Square Wheels are the protected intellectual property of Performance Management Company and we have two decades of experience in using them for a wide variety of organizational development purposes.

I do see this issue of Dis-Un-Engagement as a specific approach to dealing with the less than involved and engaged employees, a group thought to represent roughly 70% of all workers across organizations. Your best managers may have higher levels of engaged people; your worse ones have more opportunities for improvement.

We can improve workplace facilitation of ideas, generate higher levels of intrinsic motivation, and do a better job of innovating.

For the FUN of It!

Scott small pic

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant. 
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

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

Square Wheels are the protected intellectual property of Performance Management Company and we have two decades of experience in using them for a wide variety of organizational development purposes. Please respect our copyrights and servicemarks.

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