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

Category: empowerment Page 2 of 5

Entrepreneurial Terror – How can anyone else understand?

One of my most favorite articles of all time is one by Wilson Harrell, then an editor of Inc. Magazine, that focused on the issues around being an entrepreneur and published back in 1987.

If you have not read it, I suggest that you do, since it speaks to the unspeakable and relates to what one feels as one starts a business. He called that membership in The Club of Terror!

The post is extremely well-written and clear as a bell — the tones still resonate for me and I am completing my 30th year of being in business for myself. He says things like this:

Now, I realize that you didn’t bargain on this when you started your company. Terror is something that entrepreneurs don’t expect, can’t escape, and have no way of preparing for. You won’t find any college course on the subject — Handling Terror 101 and 102, or whatever. Nor are there any on-the-job training programs. To my knowledge, nothing has ever been written about it, either, and few people even talk about it. The truth is that those of us who have experienced entrepreneurial terror seldom admit to it. As a result, it remains a deep, dark secret.

and

Above all, don’t take terror home with you. No matter how sorely tempted you are, do not under any circumstances share terror with people you love, unless they happen to be partners in your company. It will only make them despondent and maybe even sick. They put up with enough just living around an entrepreneur. Besides, you need the experience.

and concluding:

My own belief is that the ability to handle terror, to live with it, is the single most important — and, yes, necessary — ingredient of entrepreneurial success. I also believe that it is the lonely entrepreneur living with his or her personal terror who breathes life and excitement into an otherwise dull and mundane world. From that perspective, the Club of Terror is a very exclusive one. Welcome.

You can click on the icon below or this link to read the article in its entirety:

Elegant Solutions

http://www.inc.com/magazine/19870201/4032.html

I hope you like this as much as I do.

For the FUN of It!

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

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

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

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

Weed Killers, Bug Killers and Organizational Development

We spend a LOT of money on weed control and bug killers for our yards and gardens. We spend tiny amounts on things to actually help plants grow and to improve the environment. That seems exactly what we do in our organizations. Some thoughts:

The statistics on the workplace continue to worry me as it relates to the health of a country, including but not limited to the United States; this certainly appears to be a global phenomenon. Results show that people are finding work less and less rewarding, both in terms of income that it generates as well as the personal rewards gained from doing a good job well and feeling appreciation for that accomplishment.

The data continue to suggest that high levels of engagement and personal development have big impacts on organizational performance results and stock prices. In an excellent blog by Barbara Kimmel, she shares the following graph of stock performance tied to one issue around people and performance:  TRUST.

FACTS Kimmel Trust graph stock results

Click on the image to see the blog with stats and related information

There are similar solid statistical proofs for a wide variety of positive indicators of leadership and involvement and individual development / personal growth. Investing in people and performance has a positive impact on the bottom line and long-term success of organizations of all types.

Treating people well thus has a wide variety of positive impacts with only ONE seemingly negative issue: COST.

Yes, senior managers do seem to continually look at the cost of people to the organization and the cost of training and the cost of salaries and all that. Investments in people are on the wrong side of the financial analysis, IMHO. Nevermind the statistically solid reality that these kinds of investments can be easily linked to critical performance indicators. There is some apparent perceived risk in investing in people. So many organizations simply choose not to do so, or to do so half-heartedly.

When monies get tight, the first thing cut is almost always “training.” There is constant pressure to keep the costs of payroll low, to the point that people often cannot even take vacations because their job duties cannot be done by another.  (See my article on vacation and time off and the issue of continued connectedness of today’s worker and manager.)

What happened to me yesterday pushed me to create this post. I was in one of the Big Box home fixing stores, the ones that carry lawn and garden materials, tools, paints, appliances, and all that other stuff. I was looking for some indoor plant fertilizer and some electrical tape.

What I found was a truly amazing quantity and selection of things like weed killer, fire ant killer, bug sprays, fungicides, grub killer granules and similar. There were 70 feet of aisle space focused on negative control of things, with all sorts of impacts on the biological environment.

There was a small — very small — shelf allotment of things to actually help plants grow. Somehow, this seems out of kilter, in that a healthy environment will generally serve to keep the weed problem small. Heck, I pick the crabgrass by hand in my yard, since I never let it get started. I use corn gluten as a pre-emergent to avoid poisoning my worms.

Can’t we manage our workplaces with less toxic substance
and do more to help our people grow?

SWs LEGO POSTER - Create non-toxic

For the FUN of It!

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

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

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

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.

——————

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

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.

A really neat set of inspirational cartoons…

StumbleUpon sent me this a couple of days ago and I just got the chance to look at it. Pretty amazing, actually. It is a series of inspirational comics illustrating the works of people like Robert Frost,  Neil Degrasse Tyson, Hunter Thompson and others and is REALLY well done.

This is an unauthorized screenshot of the one around Robert Frost’s writings:

Robert Frost StubmbleUpon

 

You can click on the image or go to this page – http://www.stumbleupon.com/su/1KspPi

It was done by ZenPencils — zenpencils.com – Zen Pencils adapts inspirational quotes into cartoons. The site is illustrated by Gavin Aung Than and it updates with a new comic every week.

Truly awesome stuff. Check it out!

 

scott tiny casual

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.

 

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An interview on leadership and engagement with Dr. Scott Simmerman

In the published interview discussion below, Dr. Scott Simmerman, managing partner of Performance Management Company speaks with Joel Groover about his leadership philosophy and teaching approach.


Q: You’ve had a wide variety of experiences with people and organizations worldwide. And feedback indicates some very positive reactions to your thinking about how organizations work and what improvements can be made. Can you share a brief explanation of your model?

Joel, first of all, I really like statistician George Box’s framework: “All models are wrong; some models are useful.” More than anything else, I am interested in usefulness and practicality. My approach is to share a very simple and general set of tools to help in understanding organizational behavior.

I generally start by presenting Square Wheels One as, “a model of how most organizations really work” and soliciting the groups’ reactions about what they see and think:

SWs One green color thin

In this cartoon, the leader pulls the wagon forward with a rope, an efficient way to pull. It also offers good clarity of vision about the journey forward. But the rope also insulates and isolates the puller from the wagon. Note that changing directions is also difficult.

The wagon itself is also okay, capable of handling the task at hand. And the Square Wheels do work, although there are some obvious improvements possible.

The people at the back, who are effectively pushing, have a limited view of where they are going. But the nature of the job, including the wagon, and the rope, and the need to push and pull will make communications difficult.

By using this illustration, we can engage people in tabletop discussions about common themes in their organization and can link their thoughts from the illustration to reality. The critical message is pretty simple,

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

Take the time to stop pulling the wagon and go find some round wheels!


Q: In Square Wheels, you note that communications between leadership and support people often can be improved. Do you have any specific tips on helping leaders communicate more effectively?

One thought is that leadership needs to understand the need to keep perspective on the journey. One of the things leaders must do is take the time to stop pulling the wagon and go find some round wheels!Generally, they are already in the wagon.

It is my experience that the wagon pushers know more about the thumps and bumps of what is going on and what is not working smoothly. But they need to have the puller’s perspective and support in order to start discussing the round wheel possibilities. There are always better ways of doing things and they need to be considered.

And from a motivational standpoint, it makes sense to get people involved in implementing these best practices, since we then begin to do things with them rather than to them.

By asking What are the Square Wheels?,” leaders can generate involvement, gain support for any changes and start a process of continuous continuous* improvement; after all, the Round Wheels of today will surely be the Square Wheels of tomorrow.

 

* from the Department of Redundancy Department

Most front line workers understand that many managers do not have a real understanding of what the workers do and what it takes to get the job done right. This illustration provides a simple tool for communications about the issues and opportunities in the workplace and builds connections between pushers and pullers. It can also generate the sense that someone is listening to them.

The other thing it accomplishes is that it closes the gap between the beautiful view of the journey at the front and the reality of the view at the back (boards and hands!). If people have a better sense of the journey, it is logical to expect them to be more motivated.

So, those are some of the links between the illustrations and the themes of communications within an organization.


Q: Another Square Wheels theme is that most systems and processes do not operate at maximum efficiency, and that bumps along the road are to be expected. Many leaders are, by their very nature, perfectionists. Is it possible to balance a desire to make things perfect with a more pragmatic approach?

Things generally do not work smoothly and there are bumps in the road. It is how we handle this reality, I guess.

One paradox of leadership is that the current expectations and goals are often based on Square Wheels. The goals are set based on an imperfect set of systems and processes (just ask the customers and the front line workers!). Thus perfection is an attempt to make a marginal situation perfect. And the challenge is that increasingly difficult goals are often met by working harder and reflecting less. This results in less time available to make improvements!

I think this is one of the reasons that so many people in so many organizations are frustrated. The isolation of leadership makes them less aware of the realities and the pushers wonder why no one seems interested in making things better. The further up one goes in the organization, the longer the rope.

If one considers that the round wheels are already being used by the exemplary performers — in other words, the proven ideas already exist in the organization — then the solutions are less a matter of invention and more a matter of communications and implementation. This is the criticality of my leadership model, taking the time to stop pushing and pulling and reflect on reality and opportunities.

Again, I do not think that this model is perfect, but there are plenty of round wheels right at hand in most of the organizations I have visited over the past 22 years. The workers know what needs improvement and often develop workarounds in many cases. It’s also why an outsider or new employee can see things that the management team might have missed…

Saying that leaders are perfectionists misses the key point, to some degree. Leaders want things to work smoothly, of course. But they ARE isolated from the “hands on reality.” I find that leaders suffer from the problem that they THINK that they know how things work. And since the rope isolates them a good bit, it makes it hard for them to “get a grip.”

From a slightly different angle, consider that:

“A desk is a dangerous place from which to view the world.”

The world is full of Square Wheels. And I keep trying to identify them in my business and I keep looking for Round Wheels to implement. Problems are a natural part of any business. Focusing on the system and processes is much more productive than blaming people. Deming, Peters and so many other great thinkers in leadership development have continually and elegantly pointed this out. I just use cartoons!

It is the wagon pushers, I think, that have the vast majority of the knowledge about what needs fixing and what is not working well. The challenge is to give them more of an understanding of the mechanics of the journey itself. They don’t always see the big picture…


Q: As opposed to merely making a speech, you strive to involve your audiences and make your workshops interactive. How does getting audiences involved in this way help convey the message?

Excellent question. One of my basic beliefs in human nature is that “Nobody ever washes a rental car.” People need a sense of ownership in order to take care of things. I try to make this point by doing it in my sessions.

Now I know that “Nobody” really isn’t an absolute. But it is a common observation. And I think that any presentation must involve VAK in order for it to be remembered. V for Visual, A for Auditory and K for kinesthetic. So, I try to engage all the senses and give participants a stake in the outcomes.

I’m not sure about the readers, but how many sessions have you ever attended (school and professional) and how many do you remember? I thought about that one day a decade ago and the answer was pitiful.

Then, I thought about those I did remember and what things they had in common. In almost every case, I was somehow actively involved and there were memorable visible images and metaphors. Often, I participated in an activity as opposed to being lectured to. So, I try to do that with every presentation I do, even if it’s only a 15 minute program — I don’t make speeches!

And let me take this ownership theme a step further and illustrate with a cartoon. I think that most programs fail for a simple reason that I illustrate below:

Nobody red color

Most programs fail when leaders feel the pressure at their backs and they resist the pressure. This most often occurs when the wagons start rolling downhill faster than before, when a team of people reinvent how things get done. Because most managers are passive participants, they find that the rope goes slack and the old management strategies don’t work anymore. Thus the pressure.

It makes sense to do things that involve and engage people actively, and the cartoons are a simple way to involve and engage them, identify some potential issues to address, and to allow them to help you fix them. And I encourage the managers in my sessions to do the same things modeled in the session with their people so I give them access to the main cartoon for free, and all the help I can personally provide.

I’m trying to change things one wheel at a time, I guess. And in a memorable way. And I have had people tell me about some session they attended of mine more than 20 years ago! I guess that the cartoons and involvement helped their memory, for sure.


Q: Another of your themes is that different individuals bring different perspectives to the organization — including resistance that can hinder progress. Do you have any tips for contemporary leaders who want to get the most from their team?

There are always differences in perceptions and this is the source of a good bit of innovation and creativity. But I am not a big believer in resistance. Resistance more often occurs when things are being done TO people rather than WITH them.

My suggestion is to get people involved, give them perspective and support, help them with roadblocks, and encourage them to make as many improvements as they can in addition to focusing on their own personal improvement.

Teamwork is something that builds up over time. It’s built on trust. And trust is the residue of promises fulfilled.

Resistance is the result of pressure. Continuous pressure causes defense, and this makes it even harder to make change occur because people tend to defend positions.


Q: Could you summarize your approach to continuous improvement and the roles that you think leaders should play in that process?

Gosh, haven’t we been covering that?  3smiley

I use the phrase continuous continuous improvement in the recognition that many people think that they have already completed their initial continuous improvement project. And note the past tense of this. In my thinking, round wheels will become square and it is critical that we recognize that reality.

It’s like the thought that “we just completed a change program.” The only reality these days is that change is continuous, thus it is never completed and always ongoing. So we need to restructure organizations into teams focused on the definition of new possibilities and continuous process improvement.

I find that the resistance is more often IN the leadership roles. From a mid-manager’s perspective, once I am meeting my goals, why would I want to change the measurement system? It’s a reality. Ego and fear get in the way, as does success. It’s another of those paradoxes. Remember that many people in the middle of an organization were promoted for successfully implementing a round wheel — and that many of these may be a bit square at the moment.

Again, we need to make sure that people at all levels of the organization feel ownership and see a positive stake in the outcome of continuous improvement.


Q: As you travel and speak, what are some of the common challenges that today’s leaders ask you to help them with?

One of the questions that is often asked of me goes something like this: “How can I empower my people to get more done?”

This relates to a lot of my normal presentation content and is a good question. And my response generally results in a laugh and then some consideration.

I don’t think we can empower anyone except ourselves. And while the concept of giving people power is generally good, it is often not a reality in the workplace as we discussed in regards as to why programs fail.

I think managers need to focus on something that they CAN do and relatively easily — I call it Dis-Un-Empowerment.

Most average workers are un-empowered. They have a variety of things that get in the way of them doing what they could do. Paradoxically, the top performers in the same workplace are not un-empowered and know how to manage around the roadblocks (actual and mental) and know how to get things done.

So, one of the things that managers can do differently is work to share these best practices, which are often little things and mental models as much as dramatic new solutions.

There is so much performance improvement available in the average workplace. People CAN get so much more done if they are involved in the improvements and feel like their efforts are recognized. And most of the survey results would lend support to the concept that workers are generally frustrated with the way things are now.


Q: How many presentations do you give in a particular month, and what are some of the programs you offer? In addition, what are some of the materials that you have available for purchase on your Web site?

My main focus over the past twenty years has been to move away from doing a lot of workshops to packaging and marketing useful materials that people can pick up and use. Most of the presentations I do these days are on team building or focused on managing and leading change. You can see a few testimonials about how this works on the links I just shared.

The good news is that the leadership understands my goal of training managers as facilitators — they let me build that simple piece in as part of the design. We then have the expectation that at least some of the managers will go away and actually deliver a simple Square Wheels session with their people.

Thus, my interactive presentation will at least have some impact and not simply be another in a continuing series of interesting speeches.

The bad news is that more organizations tend to rely on trainers to do the development and do not share the view of “managers as facilitators.” In my view, this looks something like this:

Companies need to invest in employee development

Companies need to invest in employee development

where we are focused on building strengths and human resources, but generates a result that looks like this:

Even with improved training-related strengths, failures to improve the workplace and involve and engage workers will not lead to great improvements in performance

Even with improved training-related strengths, failures to improve the workplace and involve and engage workers will not lead to improvements in performance

Granted that this is a bit of a joke, but the reality is that it is hard for even the best trainers to have much real impact on the workplace, especially the systems and processes.

My business is basically selling our Square Wheels Toolkits (bundles of powerpoint illustrations, guides and worksheets) as well as our team building simulations, of which there are many – the flagship being The Search for The Lost Dutchman’s Gold Mine. We are doing some customization of products for end-users, as well as some eLearning development using our illustrations, and a fair number of large group presentations.

I like to present, but I also want these sessions to be remembered, so they are generally pretty interactive.

Joel, thanks for letting me share these ideas. I hope that your readership finds them to be of interest.

And have FUN out There!

Muscles slide in background

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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Some simple thoughts and quotes on change

There are lots of possibilities for improvement of people and organizations and the list is never-ending. The reality is that life is all about continuous continuous improvement and constant change and development.

There are so many ideas that are already in the wagon and already used by so many other people. It does not require a lot of creativity or even the invention of new ideas or processes, since these ideas often already exist.

The key is perspective and vision. It is about getting people to “step back from the wagon” and consider possibilities.

If you are looking for The Answer on issues of personal and organizational change, recognize that there is probably no good simple answer. No one is that smart and every situation is different. There are too many conflicting factors and individual differences to do anything but coach and support.

“Given the right circumstances, from no more than dreams, determination, and the liberty to try, quite ordinary people consistently do extraordinary things.”

Dee Hock, founder of VISA International

“Never doubt that a small, committed group of people can change the world. Indeed, it is the only thing that ever has.” (Margaret Mead)

God gives every bird his worm, but he does not throw it into the nest. (Swedish proverb)

At the same time, the best practices and unimplemented ideas are already in the wagon, needing only some way to recognize and implement them. There are a lot of workable and even proven ideas that can be used by you and the people you support. We just need a more effective approach to sharing these ideas and implementing change.

Some of my thoughts are these:

Our journey forward is often marked by limitations, but numerous possibilities already exist for improvement.

Whatever you do, don’t simply keep pushing!

So, let’s choose to focus on becoming more than what we are and becoming more like the butterfly. It is the diversity of thinking and perspective that gives us the opportunity to continue to see things in different ways. And we need to keep focused on the future. Each of us has the potential within us to fly, even though we all are different, so long as we continue to focus on improvement.

We are limited in vision and processes, but we can always push for improvements.

You cannot empower. You CAN Dis-Un-Empower.

    You can help remove the roadblocks.

        Most employees say, “Can’t” but really CAN.

But people have been writing about managing and leading change for as long as people have been writing. It has always been with us and it will always represent both a problem as well as a solution.

Go to the people
Learn from them
Love them
Start with what they know
Build on what they have
But of the best leaders
When their task is accomplished
Their work is done
The people will remark:
“We have done it ourselves.”
2000 year-old Chinese Saying

“Blessed are we who can laugh at ourselves, for we shall never cease to be amused.” (Author Unknown)

“Don’t let the sound of your own wheels drive you crazy.”
(The Eagles, “Take It Easy”)

 Even Caterpillars can fly, if they would just lighten up.
(Scott Simmerman)

 So, I challenge each of you to look for ideas for improvement and make a difference in your wagons.

Your Round Wheels already exist. Use Them. And have FUN out there!

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/

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Teaching The Caterpillar to Fly – Thoughts on Change – Part Five

This is Part Five of our five-part post on issues surrounding people and performance and managing and leading change. Included are some ideas about:

  • managing change and personal growth   
  • assisting change management initiatives
  • developing individual and organizational potential

Part One of this series talks about the danger of knowing The Answer when it comes to working to manage and lead change and you can click the link or the image at right  to go to the beginning of this article. 

(Here we briefly talk about a simple involving and engaging model for managing and leading change, something that meshes up neatly into our beliefs about involving and engaging people for workplace improvement. I will write more about the model in another post.)

For nearly 30 years, my associates and I have been working with a very actionable and understandable model for change, one that we prefer to do with the involvement of the people who are going through the change process. I feel that with them knowing and playing a role in the process, it makes all things a lot easier. It also helps to clarify issues and minimize misunderstandings and tension.

What we do in this post is focus on some things to consider in helping your organization roll forward. It is as much about HOW you do things as what those things are, it seems.

People will often appear to resist change because they are actually comfortable with how things are, right now. Getting them to change for no real reason is resisted…

By using the approach of our illustration to generate their active involvement, we help the change process by identifying Square Wheels and the possible Round Wheels. This elegantly serves to increase discomfort with the way things are now and this helps make change more likely since people now have some considered alternatives.

Four Simple Factors for Implementing Change

This relates to our simple Change Model, comprised of four factors which may only be somewhat related,

  1. The current level of discomfort with the way things are now and about how people feel about the environment and how things work
  2. The attractiveness of the vision of the future and whether they feel like they should invest in it.
  3. The individual or groups previous success with change — are they personally successful in making changes and improvements or were they recently unsuccessful and thus more reluctant to fail again
  4. The peer support for making a change occur — are the rest of the people for the change?

By increasing any or all of them, we make change more likely. We work to involve and engage people to help move these possibilities along.

Note that we have written extensively on my simple model for analyzing and managing Roadblocks, which also uses a facilitative engagement process and which PMC offers a simple and effective toolkit for addressing. There are four types of roadblocks, ranging from immovable (escalate those up) to “the ones you’ve heard of that must be true” that one can simply choose to fix. By allowing groups to brainstorm and list roadblocks and then analyze them, the group can decide which to escalate and which to handle.

To some degree, most people are un-empowered, allowing roadblocks that are real or perceived to get in their way. The reality, however, is that they expect things to change while they keep doing things the same way. My belief is that our tools and approach can help managers to remove those things that get in the way (dis-un-empowerment) and generate peer support for change and improvement and the sharing of best practices through improved teamwork.

The problem with performance improvement and dis-un-empowerment is that many people don’t “buy into the program.” Issues of trust and past history often factor into this causing people to feel that things really won’t improve or that their efforts may not be recognized and appreciated.

Many people don’t have a positive experience with attempts to make changes and improvements. And they do NOT get the support of others around them.

Let’s illustrate with a test that might be interesting for you. You could also try it with someone else. Take 2 minutes and consider identifying four or five key points in the following illustration:

Square Wheels image of trial and error

Consider the above – what is going on / what is this about. Think of some themes and ideas – maybe 6 of them before reading on…

DO pause here and consider the above…

The name of the cartoon is Trial and Error. And it is about how change and improvements occur. And if you are reading this without considering your reactions to the illustration, stop and please consider.

If you are like most people in our discussion sessions, you will generate a number of ideas about what is wrong and what they should have done and few about what they have done or are doing positively. The actual ratio of negative to positive is greater than 16 : 1 and we’ve tested this worldwide in all sorts of organizational cultures with very similar results.

Some of the common ones include: they aren’t working on the problem, the horse is before the cart, horses won’t push like that, they should see the problem but they don’t, they missed the Square Wheels completely, and they are about to run off and stop working.

Continuous continuous improvement is an ongoing process, is accomplished by trial and error and requires perspective and reflection. But, too often, we are quick to put a “Blame Frame” on things and presume, with our leadership and expertise, that we would not have made such simple errors and omissions.

square wheels trial and error

But horses will push carts when trained and motivated (hang a carrot in front of it!) and a great many potential ideas for improvement will always exist that can be implemented or modified.

As Max DePree elegantly said:

“We cannot become what we want to be by remaining what we are.”

If everyone is focused on what people should have or might have done, this feedback to others will be seen as non-supporting and negative. The effort that was taken to try to do things differently would be punished rather than rewarded and, therefore, we make change less likely.  This “constructive criticism” is not constructive and will not support continuous continuous improvement.

A team approach generates the pooled, collective knowledge needed to solve real problems as well as provide the synergy and consensus as to where to generate results. Peer pressure can be focused on improvements if we can engage the team in a bit of reflection. Leadership provides the power and support to the implementation — but they must follow through and do something to recognize any improvements.

Quality, for example, is a people thing. A cross-functional team with a few skills, a mission and vision, and a bit of empowerment from management can generate the objectivity, perspective, collective knowledge and support to make real improvements in systems and processes, the root solution to the quality issue. And by getting people involved in the solution, they become equity owners of the process and we do things with them rather than to them.

Improving service quality is often an issue of leadership and recognition. Organizations have a real need to implement change. But the dynamics involved are complicated, and yet simple. You would all agree that motivation comes from people who take pride in results, with pride being a strong natural reinforcer of behavior.

The impact of putting The Blame Frame around less than perfect attempts to improve will stifle improvement. We naturally generate defensiveness or defense instead of change and we punish innovation while we demand improvement. And then we wonder why people do not feel self-actualized and intrinsically motivated. All of us can support improvement of others!

Intrinsic motivation, then, looks like this (in a haiku-type poem):

Most people already have the Round Wheels within their grasp but, because of negative self-talk, constructive criticism, past performance evaluations focused on the negative and other typical work dynamics, we may not recognize them. Getting a test back in school, for example, was an experience of seeing all of our wrong answers highlighted and marked in red.

You can read more about intrinsic motivation, as I have blogged about it extensively. This takes you to a summary page.

This focus on the negative does not work to bring out the positive. Focusing on the negative only brings out more negative!

Performance coaching and personal improvement should address the many positives of the situation, seeing that continuous improvement is continuous. There is a need for objectivity and perspective combined with management support. But because of people’s focus on personal issues, politics and pettiness, many do not get feedback that focuses on the things that could be done to correct and improve our results.

We can’t really focus on developing human capital and achieving highest potential if we treat people in ways that diminish self-esteem and limit opportunities. The only way to achieve high performance is to engage the best energies of the people within the organization. And they already exist — the challenge is to unleash them from within.

So, if we want people to fly, we’ve got to look at what influences their initiative and performance and get them involved and engaged.

We need to allow people to try new things and experiment with the systems and processes. By hooking things up in a new way, we can often generate that creative spark and innovation that will make a long-term fundamental improvement. Consider what you can do to have more fun and generate new ideas for change.

 

Change is inevitable. So why not make it both easier and fun? Involve and engage people in the changes that they think are needed and see if things do not roll a lot smoother. And remember that caterpillars can fly, if they would just lighten up!

Hope that these ideas help you some,

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 a very experienced presenter and consultant, having presented workshops in 47 countries and currently living in Cuenca, Ecuador.

You can reach Scott at scott@squarewheels.com

 

Slogans about People and Performance, Illustrated with Square Wheels

Occasionally, I will see something that buzzes my brain and I will go off running in that direction because it interests me. A week ago, I saw some slogans for companies in a particular industry, so I started a collection. This then built itself into a list, which I then transformed and adapted to different cartoons.

Here are some I linked to the Square Wheels One illustration, my old stuff in the line-art style, and that I thought were cute, funny, ironic, paradoxical or just plain silly. Take a few seconds to allow the slogan to float around with the thoughts around the illustration and tell me which one or ones that you like the best. Here goes:

SWs One one-liner slogans 1

SWs One one-liner slogans 2

SWs One one-liner slogans 3

SWs One one-liner slogans 4

SWs One one-liner slogans 5

SWs One one-liner slogans 6

Are we having fun yet?

What do you think is YOUR favorite? Your thoughts and comments below would be appreciated. And please feel free to LIKE these, if you like them!

If you suggest one, I will do it up using our new LEGO versions of the theme and create a poster or similar.

Square Wheels Involvement toolYou can read about some of the new ideas we have for impacting involvement and engagement in the workplace if you click on the image above or go here to other posts in my blog or click here to go to a whole new blog on quips and one-liners and posters and similar.

Square Wheels LEGO poster of engagement and motivation

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
LEGO® is a trademark of The LEGO Group

The Play’s The Thing – More Cartoons on how organizations really work

Organizations need to make continuous progress on workplace improvements so that they can sustain intrinsic motivation among the staff and retain some level of competitive innovation in products and services. That is a given.

But the reality is that people are un-engaged and de-motivated by “continuous un-improvement” and are frustrated because their ideas are ignored and their efforts unappreciated. At least that is the consistent result of a few hundred workplace surveys!

CAN things be improved? Sure. Think “Best Boss” and what that individual did differently for you and your work. The ideas for improvement and engagement are pretty straightforward, but it just seems like so many managers and supervisors simply cannot do those simple things to involve and engage people and performance.

To that end, I continue my series of illustrations and captions about how things work. My idea is that maybe I can rattle a cage somewhere and get at least a few people to see what they might do differently. After all, the Round Wheels are already in the wagon and it is simply an issue of identification of Square Wheels that often leads to ideas and implementation.

Captions – Part One

Captions – Part Two

Don’s Just DO Something. Stand There.

So here are a few more cartoons and captions for your enjoyment. Let me know which ones you like best.

SWs One Today was good today was fun

SWs One brain in head feet in shoes

SWs One all the things you won't see red

 

SWs One all the things you won't see yellow

SWs One Nothing is NOT

SWs One They're everywhere

SWs One Collective Intelligence

 

So, please let me wrap this up with this last one, which is kind of a closing theme.

 

Brainstorming Their ideas are BETTER

 

You can find our Square Wheels Toolkits on our website. We offer a variety of different bundles of cartoons in powerpoint, handouts, and ideas / instructions for how easy it is to involve and engage people in your performance improvement initiatives.

Have FUN out There!

Elegant Solutions

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.

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More on “Workplace Motivation – “I Quit! Nevermind. Whatever…” “

In March, I posted up a blog on workplace motivation and the issues that surround performance in the average workplace. The subtitle was,  “I Quit! Nevermind. Whatever…” to reflect the reality that so many people are just not into and aligned with the goals of the organization. This can be caused my many different factors but the end result is the same.

You can view that blog by clicking here

De-motivation seems to happen often in the workplace. It depresses results and has a wide range of side effects on attendance, quality, service, innovation and creativity. For an individual, it may be a sudden thing, where the pin hits the balloon and the worker snaps and decides that they are quitting. Some may resign and walk out right there — like the airplane attendant who grabbed a couple of beers and popped the emergency door to make that spectacular (and illegal) grand departure. Some simply decide that they will continue to show up for work but not quit —  first they will find another job. And sometimes it is simply that the person burns out, gets totally blase about things and just does not care to try very hard anymore. Many managers think it is simply a cost of doing business.

Pin hits balloon sabotage words red

click on image to redirect to zen koan on engagement

In that other blog, I excerpt some of the key thoughts and data points from my longer article about workplace performance, which you can also access. Basically, my solution is to facilitate more involvement and engagement in fixing thing that people commonly see as issues and opportunities for improvement.

Involving and engagind Drawing Board words

click on image for haiku about motivation

I wanted to re-post about this theme of “quitting while working” because I saw an interesting email to me this morning from Leadership IQ. I do not know those people but found that this post seemed to offer good, and slightly different ideas about dealing with this workplace intrinsic motivation issue. Here is what they said:

Middle performers comprise about 70% of your workforce.  Yet they get the least amount of development and consideration.  Managers spend most of their time trying to fix low performers, or enjoying the company of high performers.  So middle performers generally get ignored.There’s also a myth that middle performers are just ‘maxed out’ and can’t become high performers.  While that’s true for about 10% of them, the rest have other reasons for not becoming high performers.What are those reasons?They Don’t Know How
On our employee surveys, only about 40% of employees say “I know whether my performance is where it should be.”  That means about 60% of your folks truly don’t know, and that’s because expectations aren’t clear, there’s not enough (or poorly delivered) coaching, etc.  How can middle performers become high performers when then don’t know what that means?

They Lack Confidence
In some companies, high performers can be placed on a pedestal so high that their accomplishments seem out of reach of mere mortals. Even though many middle performers possess the skills and attitude of a high performer, they simply do not see themselves as having what it takes to make the climb to the top.

Costs Are too High
A common misconception among some middle performers is that being a high performer goes hand-in-hand with being a chronic workaholic. It may be that they have been witness to a few high performers that compulsively feel the need to work, and who, in doing so, embrace long hours and weekends at the office. It may also be that this group of middle performers does not fully understand what the expectations of high performance are, and so imagine that the only way to move to the next level of performance is to trade personal life and outside interests for increased work time.

Benefits Are Too Low
These are the folks that have the skills and attitude of a high performer, and who would be happy to do what it takes to move up to the next level, if only they could see the tangible benefit of doing so. They question each possibility of advancement, and if they foresee no favorable return, suspecting instead that the “rewards” will be factors such as a minimal pay increase, added hassle, and little to no promise of promotion, they turn away from making high performer efforts.

So what can you do? Join us at our upcoming webinar called BRINGING OUT THE BEST IN YOUR MIDDLE PERFORMERS.  

This 60-minute webinar will show you:

  • The 4 types of middle performers in your organization and how you can unlock the potential for each unique type
  • 2 changes you need to make to your leadership style to better unlock the hidden talent of your middle performers
  • How to discover whether a middle performer has “maxed out” their talent or if they’re just not giving 100%
  • 3 psychological factors that cause middle performers to give less than full effort
  • 5 step Career Map that gets your middle performers excited about their career potential
  • 2 ways to set goals that inspire middle performers to grow and develop their untapped potential
  • Why the typical way of praising a middle performer can actually demotivate them and cause them to exert less effort
  • How to give constructive feedback to middle performers in a way that motivates them to strive for superstar performance

I’ve blogged a lot about issues of people and performance. Heck, that is what ALL my writings are about. I think that the knowledge requirement is not one of more training, but of modeling best practices. People in the workplace can choose to help themselves improve if they were more engaged. I write extensively about that and you can see some of my thoughts on improving feedback systems to support higher performance, with a checklist, here.

I am less enthused about doing more skills training than I am on building self-managing work teams who focus on peer support and sharing best practices as an approach to improving results. You can also read some of my thinking on the issue of high performance in this post on Flow. This also addresses issues of confidence and if you design that individual or team’s workplace better, you can generate better performance results.

I am going to sign up for that webinar to see what tools they bring. I am not into the idea that doing a survey is what is needed, since a simple honest and open discussion about issues and opportunities can readily bring out that information as well as generate ideas for improvement. That is what our Square Wheels toolkits are designed to do and they do it well and inexpensively, plus they generate ideas for action.

You Make The Call Pin Balloon Drawing Board

So, I hope that all these ideas are useful to you.

We need to do something differently if we are expecting anything to improve.  At PMC, we sell simple tools with powerful impacts on engagement and innovation. They work because people generate their own ideas and solutions and the simple reality is this:

Nobody ever washes a rental car!

Square Wheels and teambuilding games by Scott Simmerman

Have FUN out there!

Elegant SolutionsDr. Scott Simmerman is a designer of team building games and organization improvement tools. Elegant solutions to complex problems.

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 and funny captions – The Joke is on Who?

Funny how the brain works…

I got a list of slogans and tagwords for beauty products and computer software and I happened to be working on my illustrations in a powerpoint file. So, those two things crashed together and I got silly. The end result is a whole bunch of illustrations about how organizations work and themes of process improvement, leadership and the like.

I should probably figure out how to do this as a poll so you could vote for your favorite but that is probably more difficult than I would need to do to accomplish my basic goal of making you laugh, too! Literally, I am giggling as I put some of these slogans and images together here alone at my desk, which raises the simple question of, “Have I been doing this too long?”  3smiley

Understand that this all started with my basic illustration, a wooden wagon rolling on wooden Square Wheels with a cargo of round rubber tires. There are many meanings and anchor points around leadership and motivation and engagement and process improvement and similar kinds of organizational and personal development themes.

And everyone needs to step back from the wagon every so often and involve and engage the team to share their ideas about new ideas and how to best implement improvements. It is all about teams and all about intrinsic motivation.

SWs One green watermark

So, here are a few of my new creations. Your thoughts, reactions, ideas, issues and any new thoughts would be appreciated, for sure. Some of these are probably more obvious than others.

SWs One Qwality

SWs One Making Sense

SWs One - working on improvement

SWs One Effortlessly Managing People Processes

SWs One THINK You are pulling

SWs One - motivating and engaging seriously

SWs One some time to think

SWs One Because it works that way

Yeah, there are more of these things and I keep having fun with the idea that people are dis-engaged and un-involved and that the illustrations are a simple and powerful tool to address these issues in almost any workgroup.

You can find Part Two of these captioned cartoons here

You can find Part Three, where I start rhyming, here

See my blog post on slogans around people and performance here

Have fun out there and make a difference to someone today.

 

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/

 

Roll Better Ideas Forward – Improve Engagement and Innovation

The old brainstorming process works. It just does not work very well. And there are lots of ideas about how to make it better. In past blogs, I’ve  shared a number of ideas and techniques to improve the quality and quantity of ideas. You can see this recent post, for one set of thoughts:  “On Brainstorming and workplace productivity improvement” – the link.

Woody Allen called the brain his second most favorite organ.

This is your brain.

Brainstorming is pretty well understood and is a common technique used by people for idea generation. It originated back in 1942, with a BBDO ad executive named Alex Osborn who used the approach and coined the term “brainstorming.” He used these four rules of involvement and engagement:

1. Focus on quantity. More ideas are better and you can always separate the good from the less good
2. Withhold criticism. There are no bad ideas in a brainstorm and you want to just keep things flowing.
3. Welcome the unusual ideas. Look at things from every perspective and withhold judgment.
4. Combine and improve ideas. Things are synergistic and a bad idea can generate a good one. Recapitulate and juggle thoughts.

This approach is so common that I would guess 50% of supervisors could tell you the rules and they are often presented First Thing when facilitators use the technique. It has not changed much. The only real issue is that this is not the best way to generate involvement and engagement and ideas.

Research says that some of the best ideas actually come when people are alone and doing “considered consideration” of issues and opportunities and working in groups at a fast pace may miss some of the better ideas. An article last year in the New Yorker shared some fundamental ideas about how to optimize impacts. (find “GroupThink, The brainstorming myth” by Jonah Lehrer here)

Basically, research has shown that groups using classic brainstorming approaches generate fewer ideas than people who work alone and then assemble and pool their ideas. 

What seems evident from this and other research on idea generation and innovation is that the best ideas and solutions to organizational issues seem to come from group discussions about ideas generated in isolation.

This research supports what it is that makes our Square Wheels One illustration such a great engagement tool, since it sets up a short solitary time for idea generation followed by some group processing of ideas and sharing of different perspectives and it changes the language of talking about organizational issues.

Getting people to talk about issues and opportunities is getting them to consider options and possibilities, and the power and strength of this visual metaphor allows them to return to these same organizational improvement issues down the road. You put their brain on fire!

Your brain on fire after brainstorming

Your brain on fire after brainstorming

The Square Wheels are everywhere, and so are the Round Ones. And once you start this process of issue identification, positive group processing, peer support, commitment to implement and the resulting praise and recognition for successes or movements toward success, you generate a more positive and engaging work environment.

If you want a simple “icebreaker” animation as a discussion-starter, we just uploaded a new animation to our tools for improvement, one that you can purchase and easily use with any workgroup:

This Icebreaker Toolkit comes complete with delivery ideas and support materials. Plus, you can always contact me directly, since I LOVE to play with ideas. Find more information here:

 https://www.performancemanagementcompany.com/square-wheels-animation-icebreaker

All through the use of a metaphor about how organizations really work. Square Wheels One is the illustration that sets up the discussions of how things really work in most organizations and helps people to project their thoughts and ideas about their workplace on to the visual. They can work individually for a few moments and then collaborate as a group to expand their viewpoints.

Square Wheels team bonding image for team building and innovation

The reality is that the Round Wheels are already in the wagon.
We just need to take some time to look for things to implement!
Sharing improves engagement / innovation and impacts teamwork.

Celebration color green train

The most revolutionary solutions spring from group discussion of ideas hatched in isolation. Let Square Wheels cartoons work for you.

(Brain on fire from CartoonaDay.com)

For the FUN of It!

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

See the powerful new teambuilding game, The Collaboration Journey Challenge

You can reach Scott at scott@squarewheels.com
 See his poems and performance haiku poems at www.poemsontheworkplace.com

Learn more about Scott at his LinkedIn site.

Square Wheels® is a registered trademark of Performance Management Company

 

 

Teamwork, Communications and Optimization of Performance

My friend Lou Carloni has been sharing ideas about people and performance for many years and a post I received from him this morning was one that got my full attention. The focus of it was on the issues of team communications, and, of course, I will add my normal spin around experiential learning and organizational performance.

Lou’s firm was hired to study communication needs in the Baltimore-Washington Region and they interviewed, surveyed, and held focus groups with over 1000 business professionals. The question asked was,  “If your organization had only enough money, resources, and time to perform training in one area of communications which area would it be:  Reading, Writing, Speaking, or Listening?”

  • Reading and Writing combined received 5% of the vote;  
  • Speaking received 40%;  
  • Listening received 55%.  

I agree with Lou on suggested solutions. One of them was to Get There In Person.

It is not just words, it is how those all come together to drive involvement and engagement, how the issues are framed and how possible solutions are discussed. It is really hard for most leaders to truly understand all the current issues faced by performers working to meet and exceed expectations of management and customers. It is just too easy to keep doing things the same way they were done before, what I always refer to with this illustration:

SWs One green color thin

The real impacts come from managers who get in front of people, asking about issues and opportunities. Lou suggests that words alone account for only 8-10% of the message in interpersonal communication; the spoken sounds account for 30-40% of the message; and the non-verbal elements account for 50-60% of the real message you are trying to send. While you might agree or disagree with the numbers, the presence of the manager up front, listening and supporting is the key.

We accomplish this with our Square Wheels approach and offer a variety of tools and toolkits to assist in the process of facilitation. I have blogged often about this in here and you can find inexpensive Square Wheels Tools on our website. We also support a variety of different team building exercises like Collaboration Journey and Innovate & Implement that are designed to involve and engage people in problem solving. All these products can be delivered by managers with their work teams.

Lou also talked about Gaining Power With The Person. To this I would also add, The Team, since people do work collaboratively in most workplaces. This connects to developing rapport and trust. One way to accomplish this with individuals, teams and groups is through our team building simulation, The Search for The Lost Dutchman’s Gold Mine. In this design, the Expedition Leader exists as a person interested in optimizing ROI and results.  The expressed goal of the game is to Mine as Much Gold as WE Can!

The reality is that the tabletops do not plan well, do not collaborate and communicate with other teams, nor do they bother to ask the Expedition Leader for advice or assistance. The game leader, just like the workplace leader, exists to support individuals and teams, but the choices people make are more often to go it alone and not ask for help. In the game, and in the workplace, this measurably sub-optimizes results.

We sell a variety of different Dutchman games, at different price points, for repeated organizational use. You can find out more information about the Lost Dutchman game by going to our website.

Performance feedback is a critical component of good performers and good results, but my work with organizations has continually shown that a wide variety of improvements can be made to impact performance results. You can find a free Feedback Analysis Tool through this blog post.

Lou also talked about Skills versus Attitudes, and I am not sure that these two things are operating against each other or part of a series of competencies that are all important. I am working up an article on Flow for the blog and for the articles section of my home page. Skill is important and there is a continuum of them and skills interact with the perceived challenges people face. Flow is when these mesh together…

I will not reflect herein as to how I see differences between Lou’s thinking and mine on this other than to say that I prefer the way Bob Mager deals with the question. Lou’s website is:  http://www.smbcinc.com

Hope you found this of interest and use,

For the FUN of It!

Scott Debrief

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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Managers – Biggest Contributors or Biggest Problem?

An outstanding article got published today by Jim Clifton, the CEO of Gallup. If you have not noticed the transition of this company over the years, it has moved from its stereotyped base as a “polling organization” to one that is tightly focused on issues of workplace improvement. This article by Mr. Clifton appeared in LinkedIn and is mindblowing.

Jim CliftonYou can find the article here: http://www.linkedin.com/today/post/article/20130322105453-14634910-beware-of-managers-from-hell

The data — 1,390,941 workers compiled into one database — says that of the 100,000,000 or so full time workers in the US, 30,000,000  (30%) are engaged and inspired at work and 20,000,000 (20%) employees  are actively disengaged. It’s that old Henny Youngman line, “…Take my wife. Please!” reframed to, “…Take my boss… Please!” in the case of the 20 million who – again – are ACTIVELY dis-engaged, un-involved and un-inspired.

Henny Youngman( See Henny Youngman perform on Ed Sullivan (1966). )

The point that Youngman makes is that he wishes things could be different (he is actually joking, and it is funny!). The point Jim Clifton makes is that leadership in management is a critical factor in employee motivation and performance, and that good managers are a lot different than bad bosses in how they impact the workplace and the US economy. He is not joking and nothing is funny about allowing things to simply continue the way things are…

As Clifton says,

Here is my big conclusion: A workforce of 100 million employees in America requires a 10-1 ratio of managers to teams. So, for the U.S. to be perfectly managed, it requires 10 million great supervisors and then 1 million great managers of those supervisors. Pick the right people for these roles, the ones who know best how to engage their people, and the country will rise up economically like never before.

But the problem is, given my 10-1 ratio, there are, in my estimate, only about 3 million great managers inspiring and motivating those 30 million engaged employees. That’s just not enough great leadership.

 We do NOT need 3 million great managers leading people; what we need are a few million fewer Bad Bosses un-leading them! In other posts in my blog, I discuss dis-un-engagement and the issues surrounding the unmotivated middle of the workforce. We can impact them in many ways. In my post about the seemingly unmotivated, I discuss my thinking on what we can do differently to make improvements. It is not rocket science. In my post about Pogo, it is about this simple concept:

“We have met the enemy and he is us.”

Like  Mr. Clifton, I believe that we must make changes in how people are managed. His approach is focused on engagement, and so is mine. He takes the position that the three key issues of importance, based on their survey results are:

1.     At work,  I have the opportunity to do what I do best every day. This is the single-best survey item you can ask an employee. If they score high on this, it means they have been assigned a job for which they have the talent to excel. Mastering this begins with companies identifying employees’ strengths and putting them in the right roles.

2.     There is someone at work who encourages my development.

3.     At work, my opinions seem to count.

I take the position that most people are un-engaged and un-involved and that every manager and supervisor needs to focus in DIS-un-engagement and the implementation of ideas — Engagimentation. It is a simple concept of facilitating ideas in the workplace and then working to implement those ideas by better managing perceived and actual roadblocks. The tools are simple and the approach is straightforward.

Reality of how things work SWs One

and the possibilities that exist for making the workplace a better place:

Rainbow Wagon green 70

Engagimentation

For the FUN of It!

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

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

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

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