Performance Management Company Blog

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

Tag: collaboration intrinsic motivation

Radical Candor and Disruptive Engagement

Reading a review by Ted Kinni on Kim Scott’s book, Radical Candor, pushed me to publish this short post on impacting workplace performance through conversation and engagement. Her book is well grounded in the nightmare of many typical workplaces and how a lack of good conversations causes such harm.

As Ted writes, “Radical candor stems from Scott’s conviction that interpersonal relationships are the currency of management. “They determine whether you can fulfill your three responsibilities as a manager: 1) to create a culture of guidance (praise and criticism) that will keep everyone moving in the right direction; 2) to understand what motivates each person on your team well enough to avoid burnout or boredom and keep the team cohesive; and 3) to drive results collaboratively,” she writes.”

To deliver that radical candor, a manager must care personally and challenge directly; it is about giving a damn and caring about impacts. It is about coaching for improved workplace performance and sharing observations and feedback.

And this meshes with my thinking in other posts about the issues around issues of personal accountability and action (see If not you, WHO? If not now, WHEN? here). People need to step up, and this needs to happen at the worker / manager interface, not just at some middle-management level or by one of the executives. The real work of involvement and motivation and performance improvement gets done at the bottom of the organization, not from some tops-down kind of communication. And a failure to execute at the bottom will not be corrected with another million dollars spent on some organizational attitude survey.

The real work gets done at the bottom of the organization, face to face, and not tops-down.

Tops-down, Big Corporate Solutions simply do not work to improve much. Sure, for implementing radical organization-wide changes, some percentage of tops-down strategy improvement initiatives are eventually successful (maybe 40% after 3 years of focus). But with my 34 years in the people and performance business, nothing seems to have worked over the years in actually improving active involvement and engagement of the front-line workers, who continue to be about 1/3 engaged. And this after corporations have spent billions on surveys and other tops-down tools and consultants and messaging.

What is needed is some chaos. What is needed is some Disruptive Engagement* at the front lines. Why not allow the people who know what they could be doing differently to involve themselves in conversations with their manager about issues and opportunities. Sure, some of those ideas might clang, or they might need some support from other departments or above to implement.

But if we are not looking for solutions or challenging the way we are doing things, we are simply dying a slow death, one that makes a workplace an insufferable environment and one that stifles innovation and creativity. Let people’s ideas count for something!

Disruptive Engagement and Radical Candor by Scott Simmerman

The Round Wheels are already in the wagon!

So, encourage your managers and those around you to have some candid conversations around issues and opportunities. Let people suggest ideas for improvement. ALLOW them to be more involved and to work together to make things better, even though there may be some disruption of existing systems and processes.

You can find some simple tools and elegant instruction at The Square Wheels Project.

Scott Simmerman's Square Wheels Project for Performance Manaagement

For the FUN of It!

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

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

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

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

* Disruptive Engagement can be loosely defined as allowing people to take a look at the issues and opportunities for identifying and implementing ideas for workplace improvement done at the very bottom of an organization, without the “helpful” control systems of HR or T&D or other more senior, bureaucratic groups. It  is somewhat analogous to Disruptive Innovation.

Links:

Review by Ted Kinni is here: https://www.strategy-business.com/article/Why-Managers-Cant-Skimp-on-Radical-Candor

Book by Kim Scott is here: http://us.macmillan.com/radicalcandor/kimscott/9781250103505/

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

Engagement – Think Local, Act Local

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

 

 

 

Collaboration – Abstracts of Blog Posts of Scott Simmerman

Collaboration offers big benefits to organizations. It directly impacts motivation and engagement and innovation. Yet teams will often not collaborate, and often simply because they choose not to. The reality (and most people’s experience) shows there is more competition than collaboration in most organizations, which is a double edge sword.

What I wanted to do herein is share some of my thinking about these issues, to share a resource to stimulate your choices about these issues. My tools address these opportunities for improvement pretty elegantly.

Why do teams compete? Collaboration offers more positive benefits?

People continually make choices, selecting responses from their existing set of “behavioral alternatives” and often simply choosing to do what they have done before. The book, Thinking, Fast and Slow” by Daniel Kahneman does an excellent job of sharing the research on decision making and thinking and I expand on his thoughts in this blog.

This post focuses on some common reasons why teams compete and frames up some of the key learning points derived from session debriefings of our teambuilding simulation, The Search for The Lost Dutchman’s Gold Mine. We find that a better understanding about their choice and choices, generated from their own behavior, generates powerful impetus to make changes in how things work.

Sabotage, Defense, Engagement and Workplace Collaboration

Disengagement is but one of the stages of disgruntled employee attitudes, and active disengagement can often generate actual workplace sabotage. This can manifest in a variety of ways, from encouraging other people to mis-align with corporate values to actual adversarial behavior. It can generate work slowdowns, increase sick days or even sick-outs, theft, poor customer service and other negatives. Some general frameworks for solving these issues are discussed.

Interdepartmental Collaboration’s Vital Link to Organizational Profitability

This overviews and connects to an article I published in HR Management Magazine that frames up issues of interdepartmental collaboration and the impacts on organizations. You can download and distribute the article, if that is of interest.

Collaboration and Teamwork and dealing with Mud

I use the metaphor of mud in both my Square Wheels toolkits as well as my Lost Dutchman team building game. Mud is the glop that most workers and most managers need to get a grip on, since it generally appears everywhere and it tends to simply bog you down and make even simple things more difficult. Some managers are better “mud managers” than others simply because they choose to do things differently. These best practices can be shared.

On Collaboration and Decision-Making

This focuses on the general idea of US and THEM, and that the reality is that they are us! It shares some simple thoughts on alignment and the benefits of having a diversity of opinion on things. The reality is that ALL of us know more than ANY of us and that collaboration greatly benefits the quality of our decision making. Involvement also generates ownership, which is important to implementation.

For the FUN of It!

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

 
Connect with Scott on Google+

You can reach Scott at scott@squarewheels.com

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

Square Wheels® is a registered trademark of Performance Management Company

Encouragement and Motivation through Feedback, Not Manipulation

While responding to a post by Dan Rockwell called, “No encouragement is discouragement” it got me thinking about the issues of performance and coaching and rewards and feedback and extrinsic versus intrinsic motivation and all those kinds of things.

So, my “short” response kind of expanded itself the more I wrote and thought things through. Here is that response, with some additional expansion of ideas:

Once upon a time, I was consulting in the arena of Performance Management when the term meant Behavioral Engineering or Reinforcement Systems Implementation.

It was the use of reinforcement theory into the business / workplace (essentially Skinnerian Operant Conditioning from the psych literature of the 1960s). Proponents were people like Tom Gilbert and Ed Feeney and others (I worked for Ed). Basically, the approach was to implement reward systems in businesses and my particular efforts were heavily linked to high-impact, profit-improvement focuses. We got some really great results, all measurable stuff. High ROI and all that…

However, it quickly became apparent that it was NOT the rewards part of this that was driving behavior but the feedback system improvements that were implemented that were making the impacts. People were responding to the measurement systems, peer pressure and reachable goals and objectives, kind of like the MBO approach that proceeded it. Reaching a goal was in itself rewarding–intrinsically so.

I used a model / checklist of how a feedback system should operate. The reality, even today, is that few measurement programs are very good at giving effective informational feedback.

Most people are in a situation analogous to learning to play the piano with them hearing only 1 of every 4 notes and those being delayed by 5 seconds or so. (Just try to learn piano playing in such a situation, but that is commonly how the workplace works!).

So, I see the “encouragement” thing as an extrinsic or added external reward and thus out of the locus of control of the individual performer. Sure, who does not like to get praise and reinforcement for a job well done? But once one DEPENDS on that, and it does not occur, we get into a more difficult performance situation or environment.

The idea of encouragement as a process improvement strategy compares it to the “theme” of empowerment that we used to hear so much about (now, I think the term used in so many workplaces is simply “survival.”). To me, this push for “recognizing” employees does not seem sincere on its face — it is just one more thing the boss wants the supervisor to do to get more productivity. I don’t think that it will have all that many positive impacts and people will simply wait for this fad to pass, also.

Personally and professionally, I think one cannot empower someone else and also that most people are actually un-empowered; most people let things interfere with their behavior, things we often call roadblocks.

So, my framework is that managers need to act in a way that I call Dis-Un-Empowerment — managers need to use coaching and expectations and other tools to remove the things that people perceive as roadblocks. Google “Dis-Un-Empowerment” and you can turn up some of my writings on this.

So, maybe just maybe, we could also view the typical worker in the American (as well as other) Workplace as un-encouraged. And maybe we need our managers, supervisors, team leaders and others to look for ways to remove the “un” from this, doing Dis-Un-Encouragement.

Being circular in my thinking, I think that if we provide clear goals and expectations and then very effective FEEDBACK systems, we make it more likely that workers will be self-encouraged. People need to see where they are going, how they are performing, and what they need to do to correct behavior and reach the attainable goals. Goals need to be theirgoals, not the manager’s.

Having managers provide this external encouragement is a great idea. But more likely, they will continue to do theconstructive criticism (oxymoron) and other kinds of behaviors that have gotten us into the motivational mess we find in so many workplaces. You think by TALKING about this stuff, we are really going to make a change in how people manage other people?

Geeze, how many copies of One Minute Manager did Blanchard and Johnson sell, anyway?

Encouragement is a GREAT Idea. Getting it accomplished is markedly less likely, methinks.

Motivation Get to Top
People need to feel like they have accomplished things in order to feel rewarded and self-satisfaction is one of the keys. People do NOT want to feel that they are controlled or manipulated, something that praise may do if it is not sincere and meaningful to both parties.

I am working up a new Newsletter (March, 2012) that will share my thoughts and ideas about Feedback in deeper detail. It will share a checklist you can use to compare performance feedback in your organization to an ideal model of what is possible.

Have FUN out there.

 

<a rel="author" href="https://plus.google.com/u/0/114758253812293832123">Scott on Google+<a>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/

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