Performance Management Company Blog

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

Category: Engagement (Page 1 of 18)

MORE on being “Too Busy” to implement new improvements

GENERALLY, most workers in most organizations will say that management does a pretty poor job of listening to them. And most supervisors feel that their managers generally do a pretty poor job of listening to THEM!

Being as I love using illustrations and images to represent the status quo, this common scenario seemed like a good subject to take on while also reframing some workable solutions.

Let me begin with my friend, Haken Forss’s, development of a LEGO-based scene of an old reality. I ran across his image online a few years ago which led to us having a very influential conversation about our businesses and how we illustrate and communicate.

My works around this started back in 1993 when introducing our illustration called Square Wheels One:

Square Wheels® is a registered trademark of PMC and © 119.

We had trademarked Square Wheels® and began using this image, worldwide, featuring it in my presentations and toolkits for facilitation and engagement.

Square Wheels One generated quite solid interactive discussions about workplace improvement and communications and teamwork, so much so that I have a collection of about 300 one-liners from this image alone. It was amazing how well it worked and how well the concept was remembered. It was a simply approach to changing the thinking about people and performance.

At some point, a colleague sent me a warning that my theme was being used illegally and that I should check it out. That began a really fruitful and positive interaction with the consultant (Hakan Forss) who generated this illustration and used it in a blog post:

We're Too Busy to implement improvement

Our conversations led to my using LEGO bricks and figures to represent a wide variety of the line-art scenes and situations that we produced in the over 300 Square Wheels representations drawn by Roy Sabean. And from there, we generated stop-motion animations and a broad variety of poster quotes, poems and haiku.

The anchor point for my thinking has always been people and continuous performance improvement. SO, let me take the image concepts and rampage through some ideas about what might be different in the workplaces of the world.

1 – My first point is that nearly everyone identifies with the Square Wheels One image as a workplace reality. We show it as, “How might this represent what really happens in most organizations?” And very quickly, people and tabletops go from talking about their general perceptions about work and communications and structure into discussing  their perceived issues of lack of vision, continuous un-improvement, and the isolation of wagon pullers from their everyday realities. And it is funny how even very senior managers will often see themselves at the back of the wagon!

People often see themselves as victims of organizational non-progress, maybe.

2 – In Hakan’s image, someone appears with a different solution. But even the pusher at the back rejects this new idea. They and the wagon puller are too invested in the current operation to even consider the possibility of doing something differently. They are simply too busy trying to reach their shared goal of moving forward and “GO AWAY” seems to be the message. “We are NOT interested.”

I think that is a common reaction for many viewers of Hakan’s image. They readily relate to the perceived reality that they, too, are just too busy to consider things.

But is that really reality?

3 – Our initial redo of this idea, using the PMC style of LEGO scenes, looked like this:
Too Busy to Improve original art

We then thought to add the conversational bubbles, but in our view of how things really work in most organizations, the people at the back were NOT resistant to the idea. Maybe this is because in the PMC paradigm of the line-art and the LEGO, they had the cargo of ROUND wheels inside the wagon and were hands on enough to be a bit frustrated with how things were working and with general communications.

We believe that most Round Wheel ideas for performance already exist among the wagon pushers of the world, and that in many workplaces, those exemplary performing wagon pushers are already using round wheels in their Square Wheel world.

4 – Sitting with Joan and playing with powerpoint, our first edit generated this as a reality of perceptions around this scene:Too Busy to make improvements says the boss of Square Wheels

Some person with a new idea suggests it to the manager who is simply too busy to even consider doing something differently. It is not a hostile kind of reaction, just indifferent. This was our first take on a caption, somewhat influenced by Hakan.

But we added one more comment, the “Really” that is coming from one of the wagon pushers. This could be a reaction of disbelief? But one that might not be heard by the wagon pusher.

Maybe.

5 – Some continued reflection and reframing and integrating the image with thinking about people and performance then generated what I think is a more realistic commentary, one where the workers would appreciate an opportunity to make improvements but where that common issue of listening between the pushers and puller is problematic. (Plus, there is that issue of rejection of ideas by managers.)

So, the image reshaped itself to look like this and become one of my posters:

Poster Square Wheels Too Busy to Improve

Susan, in this image, is obviously not an outsider, like the character I see in Hakan’s image. She is someone who works for the wagon puller but also maybe someone whose ideas are not highly valued. Research shows that many workers are discounted in this way.

In my father’s trucking business, he had one truck driver who was always stopping by businesses on his way home looking for new business and sharing those contacts with my father, but these contacts were not followed up by my dad, based on how he reacted to Orin’s notes and comments when I listened to their conversations. My dad would actually tell me to tell Orin that he was not around!

I think a lot of bosses discount the ideas of their employees. On the other hand, look at the reaction of the wagon pushers: Might they be interested in doing something more better and faster?

This is just an idea that bubbled up as I played with these ideas. There are always things we can do to go #morebetterfaster and to accomplish more.

If you want to reflect on the theme in the poster or place it in your workplace for contemplation and discussion, simply send me an email to receive an email of it as a high resolution image.

Email me at Scott@SquareWheels.com,

 

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.

 

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

Legacies and Consultants – Will We be Remembered?

At age 70, one might start thinking about a legacy. Sure, it will be nice to be remembered by family and maybe a few good friends.

But I’m not looking forward to a tombstone with some chiseled words. It is not at all important that I wind up somewhere in the dirt under a tombstone where very people once knew who I was or what I did. I’d rather my ashes were spread on one of the rivers I have boated or at the top of a mountain I have climbed or something like that.

As I wandered in the cemetery where my father and some other relatives were buried a few years ago, I understood that I knew little about them or what they did during their lives. Each did lead a life, interacted with others, contributed to their communities, etc. My step-grandfather was mayor of my home town, but his stone is really hard to find out there among the others… I’m probably the only person who knew from others what a great pool player my father was in his youth — even my Mom (age 99) did not know that.

At long while back, I was speaking with another owner of a small business training / consulting company and we hit on, “The Legacy Thing” kind of discussion. The fact that some of our old  training friends had died and were not remembered (he did not know Gene Calvert who wrote a great book called High Wire Management) nor of Dr. John Keenan, nor was he aware that my friend, Mel Silberman, had died (see my comments on Mel on my blog here).

He and I were discussing my intellectual property (aka my business, Performance Management Company), and what kinds of things had that staying power. I have high hopes that some of my team building games, such as, The Search for The Lost Dutchman’s Gold Mine will “stay in play” but my biggest hope was that the Square Wheels metaphor would continue to be known and used long after I’m gone.

It seems amazing to me that we have passed the 25th anniversary of releasing both those products and that they are still actively sold worldwide. Heck, we recently refreshed the Dutchman game with new LEGO scenes and completely redid the Square Wheels tools to be tightly linked to the serious playing with LEGO community. We have hundreds of “posters” using quotes, poems, haiku around our images and even a bunch of animations around workplace scenarios. And it is also neat that my son and my son-in-law are actively involved in the business.

Square Wheels metaphor for organizational improvement

I’ll never have a park or a bridge named after me and those would probably be gone after a while, too. But wouldn’t it be nice to leave something behind that people saw as valuable and useful? Wouldn’t it be neat to know that you somehow helped to positively change someone’s life in some way through something you shared?

I think a lot of us live through our children, which is certainly an interesting process at times! And most of us are quite proud of our grandchildren or, in my Mom’s case, her great-grandson. He is now old enough to remember her, which is pretty neat.

My goal is to have some impact and leave some footprint – some would say, “Yeah, like those dinosaur prints in Texas,” thereby inferring that I am a dinosaur and maybe stuck in the mud a little. (True)

dino_longtracks_t

It is about leaving a footprint, in so many ways. It is about making the world a slightly better place and doing some good. We should all be doing that.

main-px82-u3-12c

So, I guess I am asking for your help in that regard.

What should I be doing with my Square Wheels themes
so as to maximize their impact?

Do I engage some sculptor to do a massive Square Wheel Wagon in granite kinda like Mount Rushmore? But really? A 60 foot head?

rushmore

How do I get there from here? What are some of your ideas? How can more of us collaborate to produce new products, like a Coaching Toolkit or a series of images and quotes for a Culture Wall or similar? Would more animations be a fun thing?

 

 

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
LEGO® is a trademark of The LEGO® Group®

 

Teamwork, Thinking, Learning and Active Involvement

Experiential exercises have significant impacts on individual and organizational learning and development. Experience, as well as research, says that participating and practicing is 15 times more impactful than sitting in a classroom. So, no wonder we are seeing more and more people use experiential exercised to generate reflection, teamwork and learning.

Being involved and engaged is, well, being involved and engaged.

The visual, auditory and kinesthetic anchors for memory are all hooked up and operating, making the connections needed for later processing, storage and retrieval of the experiences.

A temptation was to go off into a “neuroscience” kind of explanation, since that is all the rage these days. I have a doctorate in behavioral neurophysiology from Chapel Hill back in 1977 and have been consulting on people and performance since 1978, and

None of this neuroscience stuff is all that practical
when one needs to simply learn about behavior. 

Sure, it sounds really good, but is it really helpful to know how that amygdala you have is involved in your emotions or how the hippocampus is involved in distributing neuronal impulses or even how the Broca area of the dominant cortex or the Wernicke area of the posterior section of the superior temporal gyrus are involve in speech? (grin) . (This is all true, but so what!)

Motorola University in 1996 published an interesting chart that I reproduce here not knowing how to get permission for use but thinking that it can generate some useful thinking:

Learning Pyramid

Me, I would have flipped it upside down, so that Teaching Others was at the top but that is MY learning and memory preference showing up, I guess. And, there is a good deal of controversy over the numbers and the meanings, something I will choose not to get into for this post. Let me simply state the obvious:

Being involved and actively engaged in the learning process helps generate better retention and understanding.

Learning, linking and understanding are neurologically determined — the brain is what controls the process and it is good that it is semi-automatic (since if it required much thinking or typing, not a lot of us would ever get it!).

Our brain uses chemical and physical changes in proteins and membranes to build the electrical circuits that make all this “living large” stuff possible. It works pretty seamlessly, and when it doesn’t, we all realize the consequences (Alzheimer’s, dementia, aphasia, coma, and the like. Heck, even growing older has measurable negative impacts for most of us. I was going to cite a reference, but I forgot what it was…).

What our brain does is encode our experiences into memories. If there is some boring lecture going on, guess what is probably not going to be recalled? If you are energetically participating in some mental or physical challenge, doesn’t it make sense that more things will be remembered?

Knowing that something might be useful later adds an important touch — helping someone hang a backpacking hammock works quite well when you know that you will be hanging your hammock the next day. Learning to start a fire with fire sticks or a flint striker is remembered when you know you will head off on a survival venture that afternoon.

Memory is about storage and subsequent retrieval. It is about encoding and categorizing and accessing the meaningful information later. Knowing the context for that learning is generally helpful.

In some of my team building deliveries, the group might have been through a course or a series of lectures on something or other. Let’s say that the subject is Project Management and the participants are shown a methodology for gathering information prior to planning a program. When we play The Search for The Lost Dutchman’s Gold Mine, the funny thing is that the “learned” information or skills are often NOT transferred to the information gathering tabletop processes required to produce high levels of game performance.

So, in the debriefing, we review the choices made, generate discussions as to how the tools could be used, and then often project future scenarios or even do some problem solving whereby those tools are used. This kind of active debriefing process generates a motivation to learn and the kind of VAK needed to anchor the skills in place. We also encourage a diversity of ideas and reinforce differences in thinking styles, since these generate better options so often. The debriefings often focus on divergent thinking and questioning ideas. And this is MUCH different than simply lecturing them on what happened and what they should have learned. Their reflection makes it theirs and not yours.

Most people in most organizations are not observed to actually apply things they learned into workplace performance change and improvement. This learning transfer issue is a common problem with classroom training — people KNOW how to do things but choose to keep doing them as they did before.

Implementing change without changing feedback and measurement systems is also pretty hard to accomplish. Coaching can work, but coaches are often not available immediately after training has occurred.

What we suggest is an active kind of situation to involve and engage people, one that sets up a solid discussion of behavioral choices made along with thinking about possibilities. That activity might include projection, team-based agreement on desired future behaviors, some discussions about how improvements might be measured, personal commitment to doing things differently combined with some level of followup and coaching, and other things to help to anchor in the learning as well as generate new, sustainable behaviors in the future.

Generally, people remember their own behavior, and they tend to remember their mistakes and bad choices a bit more easily than all their good reactions and responses. In Lost Dutchman, we try to generate energy and emotion in our activities by adding pressures of time and scarcity of resources or some level of competition. Ideally the competitive situation has a balance of collaboration and cooperation built-in.

If organizations can better use these kinds of engaging activities, they can expect more learning to occur and more commitment to change to result.

Some ideas:

non-agreement bliss poem

Thumbs Up teamwork poem

My team, My way poem copy

 

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.

 

 

 

The Square Wheels Controversy – LEGO or Line-Art?

Since 1993, I have been presenting workshops internationally using a series of line-art images around the concept of Square Wheels. They can represent things that work but that do not work smoothly and they beg the question about what round wheels can replace them. Users and audiences consistently tell us that this is the best metaphor for organizational improvement or personal growth that exists anywhere.Testimonial on Square Wheels metaphor use

Generating the understanding that Square Wheels represent how things really work is incredibly easy and people get the concept readily. Cognitive dissonance then becomes one of the driving forces underlying the subsequent generation of Round Wheel Ideas for Improvement. The gap between the impact of the SWs provides motivation to decrease dissonance and improve the idea.

The controversy exists between our use of the old line-art drawings by Roy Sabean and the newer LEGO scenes, as you can see below:

Square Wheels metaphor for organizational improvement

We did a short online survey of users and the reactions were split as to which image was preferred. We asked our LinkedIn network as to their reactions and the feedback was also split. Some people prefer the old image and some prefer the new one, and there are a number of factors that underly this split.

People who prefer hands-on kinds of experiential exercises might prefer the LEGO, since they can bring the metaphor into connection with other elements or frameworks like LEGO Serious Play®. Others prefer the line art for its elegant simplicity. Other people’s reactions are mixed.

I do not think that there would be actual differences in application and usages, which can include facilitating innovation and creativity, aligning goals and values, generating active involvement and for coaching workplace improvements. We have extensive experience with both and they work seamlessly.

Facilitating discussions of issues and opportunities can also function as a team bonding or even a team building process if one then uses the discussions as an impetus for planning and then implementing new ideas.

The LEGO versions make generating stop-motion animations an easy and interesting process and we have a workshop design to use phones and inexpensive animation software to capture storylines around process improvement. The LEGO scenes make for more colorful posters and worksheets.

We would love to have your comments on the different approaches and we will send you one of our LEGO animations in exchange for a comment and signing up to our blog. Your input would be valuable and useful,

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 Square Wheels-based 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
LEGO® is a trademark of The LEGO® Group®

Square Wheels metaphor about performance improvement

Team Bonding. Engagement. Innovation – an Animated Square Wheels Icebreaker

Interested in a simple-to-use, engaging, experiential framework to generate active involvement in workplace innovation? Want to show a very short animation and then get people immediately talking about innovation and culture?

You will find our 40-second stop-motion animation about people and performance fantastic. Show it to facilitate people thinking about workplace improvement and then generating innovating ideas about workplace issues and opportunities.

This is a very simple discussion tool, one that operates very differently than most warm-up routines that focus on funny name tags or some silly effort to “warm people up for something.” It is a much more practical approach to filling this valuable time with relevant interactions and a generated focus on your desired outcomes.

Getting people focused on possibilities of implementing change and improvement has been the main focus of our Square Wheels® illustrations for the past 25 years. We give supervisors and managers, executives and trainers a bombproof and simple metaphor to enable people to share their ideas about what issues are at hand and what improvement ideas might be considered as alternatives to the way things work now.

How does this work?

At the core of the concept is the simple idea of a wagon rolling on Square Wheels with a cargo of round tires. It sets up the idea of choice and choices and considered alternative ways to doing things. PMC started with a line-art image and have evolved to using LEGO® as a way of enabling discussions:

Square Wheels team bonding image for team building and innovation

We would show the image and ask people, “How might this represent how organizations really work.”

Viewers would then project their beliefs onto the image and consider a wide variety of different possibilities. Collectively, a team of people would share very diverse views, which made discussions useful for team bonding as well as generating requisite team building if one moved to defining specific workplace Square Wheels and finding some Round Wheels to attempt to implement. Implementation of ideas is always a key to effective team building initiatives.

What we developed with a simple stop-motion approach with LEGO is a 35-second story, one that has no actual reality but one that would be interpreted differently by people viewing the scenario. Pulling those thoughts together through a simple facilitated discussion process is easy, and the projective aspect of different perceived realities dramatically broadens the ideas. They are quickly generating shared beliefs about what is happening, with shared thoughts on workplace improvement opportunities being one desired end result.

Watch the animation by clicking on the image below:

What do YOU think happened? 

Understand that the richness of thinking comes out when groups of people discuss their individual perceptions and thoughts about what transpired. A single person will tend to have a single view. A group will generate a shared consensus of what happened. (Note that this is a scenario and there is no reality!)

Note that there are general themes of:

  • Vision
  • Change
  • Resources
  • Innovation and Creativity
  • Leadership
  • Teamwork
  • Technology
  • Communications
  • Trust
  • Coaching and Facilitating

and that the facilitator’s comments and questions can push the group to focus on different aspects of this animation, depending on your initial framing of the video and on your desired outcomes.

Some examples of introductory, set-up comments might be:

Teamwork and Change: “I want to show you a very short video about a work team and I would like you to look for some key themes about how organizations really work to implement change.”

Setting up a Training Program: “Here is a short video. Let’s watch it and discuss. After we make some comments, we can look at it again. My goal is to relate the happenings in the video to our training…”

Innovation and implementing improvements: “In this short video, you are going to see a variety of things happening. Let’s talk about implementing improvements and change after you look at it.”

General warm up: “React to what you saw, let’s discuss those perceptions and then let’s show the video clip again…”

If you wanted to debrief this video into some actionable kinds of thinking or desired outcomes, you might prompt participants with some open-ended questions such as:

  • How did the action start? 
  • What might have caused them stop pushing and pulling, initially?
  • How did the action end? What was the last thing that happened?
  • What were their reactions to what happened? What did the Pushers see and do? What did the Puller see and do?
  • When did they feel most successful?
  • When did they feel most challenged?
  • What important things happened? What were the key points in the learning process?
  • What happened with the Square Wheel at the back of the wagon?
  • What might some of their insights have been?
  • What was the Wagon Puller’s reaction?
  • How might the people have felt about their efforts to replace a Square Wheel with a round one?
  • What was the Ranger semi-truck about? / What were their reactions to the truck?
  • What other possible endings were there? What might happen next?

If you think you might find this to be a very workable tool for your toolbox of engagement and innovation materials, hop over to our website by clicking on the icon below:

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
LEGO® is a trademark of The LEGO® Group®


Two of PMC’s team building simulations are finalists in the 2018 International Business Learning Games competition, The Search for The Lost Dutchman’s Gold Mine and the Collaboration Journey Challenge.

 

People, Performance, and Robotics – Let’s focus on PEOPLE!

Thoughts on getting things done as we see more and more use of artificial intelligence in more and more workplaces…

Square Wheels, People, Performance and Artificial Intelligence

If you have not read the thoughts of Geoff Colvin on the rapid rise of workplace robotics and the impacts on people and jobs, you need to do so because it generates some interesting ideas. Fortune magazine had a nicely done adaptation from his book, Humans are Underrated, and the information is really thought-provoking.

Robots are replacing people in a lot of jobs. At a lunch social get-together recently, a woman introduced herself and talked about finishing school and working as a pharmacist at one of the Walmart stores. Good job and apparently reasonably well-paying. But as we discussed what her work actually entailed, she was essentially counting pills and putting them in bottles labeled by the computer. And while she said that her special competencies included being able to talk about the medication and its interactions with other drugs, it is the computer that is generating the paper documents inserted into the order.

All I could think of was the way my Medicare Drug Plan fulfillment company did all that with an automated phone call and a computer printout showing the specifics of my simple prescription and the included cautions about use.

Watson, the intelligent system, runs The Weather Channel and is increasingly used in medical diagnostics, since it can scan the millions of published articles and databases and do a lot better intuitive investigative work on diagnosis than any team of physicians could possibly do. Computers are now complex thinking machines — even Siri on my iPhone is pretty amazing at intuiting and then learning the kinds of questions I ask and the information I need, getting better and better over time as it learns.

This trend toward “artificial intelligence” is both exponential in nature as well as inexorable. Many of the “sports stories” we read are done by computers taking information and generating the article — there are no humans involved other than in some of the data collection.

I took two MOOCs, one on designing online learning courses using Moodle and one on blended learning techniques. Basically, college professors and trainers are learning to teach over computer rather than doing it in a classroom. Many of my training materials will be delivered in an interactive, collaborative online way, rather than someone standing up in front of a group somewhere.

We have a neat little online training course focused on facilitation skills for supervisors, teaching how to use our images and metaphors to involve and engage people. Cheap! And really effective.

So, the question becomes what tasks and activities can people continue to do, with the assistance of these computing machines and this newfound intelligence? Where will people continue to be important for production and performance?

The most common job these days is truck driver — there are about 2.9 million people moving trucks from one place to another and getting paid for their efforts. But rapid advancement in “self-driving” is finding that machines may be better at inputting data and making decisions than people. They respond faster, have better sensory input, process information a lot more effectively and they do not get drunk or distracted by kids in the back seat or pretty girls or handsome guys on the sidewalk. They can share data and make predictions and basically operate a lot more efficiently. And we are just beginning to use this technology; it will get better and better and will be totally different in 10 years than it is right now — and right now, it is pretty good, with a LOT fewer accidents by the bots per million miles driven than by humans, by far.

When do we let computers do the surgical interventions on people rather than human doctors, who are subject to nervous movement and distractions and who do not – even now – have anything like the control of small movements that can be accomplished with robotics? They can perform with precision and can work 24 hours a day.

Where is human judgement going to be more valuable than that of the computer information processing on the data that is collected?

Colvin focuses on the key issue of empathy.

Maybe our training and organizational development activities need to focus a lot more on that kind of social interaction quality?

Me, I am going to continue to work in the areas impacting PEOPLE and their performance, working on teamwork, collaboration, engagement and innovation and other human factors and using my teambuilding games and my LEGO and line art Square Wheels themes. Go Play!

We will use learning technologies to make the materials more accessible and to deliver some of the training, such as our plans with our basic supervisor facilitation training using the cartoons to generate ideas and involvement. I want to improve the quality of the interactions between people as a way of improving performance and even generating more workplace happiness.

As Colvin says, “Being a great performer is becoming less about what you know and more about what you’re like.”

Interesting stuff,

For the FUN of It!

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

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

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

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

 

Round Wheels of Today are the Square Wheels of Tomorrow – Thoughts on Continuous Continuous Improvement

Simple thoughts on how things really work in most organizations, set up as a haiku:
In any work environment, leaders (aka wagon pullers) often lose track of what is happening at the back of their wagons.They are insulated and often isolated and it is important to remember that,
“A desk is a dangerous place from which to view the world.”
(John LeCarre)
Similarly, workers (at any level of the organizational hierarchy) will lose sight of the missions and visions and become less aligned to goals and expectations. They simply will not have the current leadership vision of where they are going and what lies ahead of them.
“If you don’t know where you are going, any path will get you there.”
(Lewis Carroll)
Here is a Dr. Seuss-style poem on The View at the Front and the Back and the issues of alignment and motivation:
Dr. Seuss poem on employee motivation and vision
Periodically checking in and talking about issues and opportunities is useful as well as motivational. Having smart management systems with clear expectations and solid feedback systems are critical, but so are occasional alignment conversations, because that view at the back is very different than the wagon puller‘s view at the front.
When it comes to productivity improvement and innovation, the ideas are also pretty straightforward. The Round Wheels of Today will, inevitably, become The Square Wheels of Tomorrow. There is a need for continuous continuous improvement of systems and processes and how people are managing roadblocks and new ideas. Thus, the necessity to step back from the wagon on occasion to see what new ideas should be implemented.
 
The exemplary performers in any organization are essentially using Round Wheels in a world of Square Wheel Wagons. They simply do things differently. And they can share those best practices with their peers, improving group performance. But the group has to feel involved and engaged, because:
“Nobody ever washes a rental car.”
(Scott Simmerman)
So, we will encourage you to work to better involve and engage and align your people, at any level of the organization, to shared goals and expectations and to focus on the reality that they all have ideas that can be implemented to improve organizational results.
Our last haiku and recommendations thus looks like this:
haiku on performance improvement and engagement
People WANT to be involved and engaged and feel part of the team, they want results of the group and their personal contributions to be appreciated. Square Wheels is a very simple approach to involving and engaging people and focusing them on things that can and should be improved.
PMC offers an online training program at The Square Wheels Project and also a stand-along toolkit of powerpoints, handouts and instructions, something we call the Stupidly Simple Square Wheels Facilitation Toolkit.
Please also note that we are also sharing reprintable posters of these scenes and frameworks for free through our poems blog and newsletter.

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 Square Wheels LEGO 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
LEGO® is a trademark of The LEGO® Group®

 

Team Coaching – Facilitating Engagement and Innovation

A lot is written and a LOT of people call themselves coaches, so it is not like we do not have those skillsets readily available in our business community. But, so many workers are dis-engaged, un-involved and demotivated. It seems to me that more supervisors should do more coaching or be better coaches, right?

So much around coaching seems to be around visions of how things should be and the subsequent playing with ideas about how to implement new behaviors or to change those paths we are on. The key in coaching and individual is to generate some sense of perceptual reality to relate toward desired goals and outcomes.

It would seem that one goal of leadership might be to generate an understanding of perceived and actual issues underlying performance problems and to generate some group involvement in addressing and solving those issues. Involvement is key simply because,

“Nobody ever washes a rental car.”

Doing things TO them will invariably generate some level of resistance; in a workgroup with an existing low level of trust and rapport, it will tend to generate active resistance.

So, an activity I will frame up as Team Coaching involves stopping long enough to generate a conversation around awareness of those issues and opportunities, understanding that the view from the front is different than the view at the back.

Square Wheels Poster on Team Coaching and Facilitating Engagement

If you are looking for some simple tools to generate conversations, check out our Stupidly Simple Square Wheels Facilitation Toolkit by clicking on the image above. We will guarantee that it works seamlessly and easily.

We also have a variety of images framed as Posters, focusing on different themes or with haiku or poems or quotes. Check out my other blog, Poems on the Workplace,

 

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
LEGO® is a trademark of The LEGO® Group®

 

 

Servant Leadership and The Search for The Lost Dutchman’s Gold Mine – ideas for owners

We have a great global network of people who own and deliver our Lost Dutchman teambuilding exercise as well as tens of thousands of managers and leaders who have been through the game and understand what the basic themes and anchors represent. If you want to see a bit more about Servant Leadership and links to the exercise, read on, and apologies if some aspects of this do not make sense, since our primary audience are those experienced with the simulation. This post is about how we are altering the basic design to better link to servant leadership development and organizational cultural change.

The goal of this post is to share some of the thinking we are doing around the simple reframing of the simulation to mesh better with implementing Servant Leadership / Selfless Leadership behaviors. The theme is about involving and engaging people to optimize everything!

Let’s start here with a basic understanding about what we are doing:

Our focus is on breaking the old “command and control” leadership model and causing real reflection and change in leadership behavior. The Lost Dutchman game models seamless game facilitation behaviors and allows us to discuss game behaviors in the context of workplace collaboration and the optimization of results. This careful reframing of the basic Dutchman delivery will focus on meshing selfless leadership into team building training to generate real changes, to help leaders really understand the impacts of their behavior and choices on improving the performance of their people.

I will share some ideas and thoughts about using the Lost Dutchman game in a slightly different delivery mode, adding more collaboration, integrating delivery around the SL model more clearly, and providing ideas for better implementation of desired behaviors. This latter thought is obviously the most difficult; People will TALK about doing SL kinds of things, but then revert back to their regular behavior, the normal command and control model, if people let them. The idea is to build in more followup after the session to better install these behaviors into the culture.

Most of you know that talking about the behaviors comprising the Servant / Selfless Leadership model is pretty straightforward. The ideas are not rocket-science and the desired cultural beliefs are pretty straightforward, including:

  • General teamwork and trust among the teams
  • Understanding of normal competitiveness in the desire to collaborate
  • Collaboration as a driving force for teamwork and engagement
  • A focus on doing good works and shared success with accomplishments
  • The belief that helping others achieve their goals is important
  • Having a shared perspective and a compelling mission and goals
  • Aligned beliefs so that there is some Cognitive Dissonance about the normal kinds of extrinsic motivation and general disengagement
  • Selfless reflection and congruence on expectations and desired behaviors
  • Openness to new information and willingness to entertain new ideas; generally decreasing overall resistance
  • Disruptive bottoms-up, active dis-un-engagement and sharing of Best Practices between individuals and across departmental lines
  • Understanding of the operational culture and a focus on building a community and improving an organizational culture
  • Persuasion and recruitment to shared goals, rather than authority and control
The above are all great ideas, and few managers would disagree with items on the list as being important to their workplaces. Along these same lines, Dan Rockwell of the Leadership Freak blog shared these 15 praiseworthy behaviors:
  1. Honesty when mistakes are made.
  2. Receptiveness to negative feedback.
  3. Staying focused on tough issues while avoiding drama.
  4. Finishing. Notice when someone reaches a goal or completes a task.
  5. Positivity. When someone energizes others, notice it.
  6. Kindness.
  7. Trying again.
  8. Reaching high. The pursuit of excellence inspires.
  9. Going the extra mile.
  10. Taking action without being told.
  11. Strengths. “You are really good at … .”
  12. Positive impact. Notice how one person’s actions impact other people.
  13. Transparency. Be grateful when someone reveals their heart.
  14. Solution-finding.
  15. Sincerity.

Imagine that workplace! How would it feel to be working amongst people with those shared values and behaviors. How might it impact your personal growth and development if you really felt that the manager and the organization really cared for you? How might that workplace perform of you and teamwork among the people?

And note that there is a ripple effect of a leader demonstrating such behaviors. It can be a kind of pay-it-forward impact, generating a broader spread of such desired behaviors and allowing positive behaviors to pass through and making the workplace a better workplace.

My colleague Bob Jerus has framed things with a great model that we are working to better integrate into our LDGM-SL Delivery Framework:

A model for Servant Leadership implementationSo, how to we get there from here?

The Introduction to the LDGM exercise is easily modified to add SL themes and ideas. Plus there are ways to alter the workshop design, in general from a pre-workshop and post-workshop perspective.

Colleague Scott Knutson has been using a pre-course reading assignment about SL and key leadership behaviors that can be seen within his organization. The idea is to make these basic themes clear and understandable. He and I will write more on this and share some specific ideas in a later blog.

Scott also posts “posters” on these key themes around the room as reminders. And, we are altering the actual Introduction itself to carry some of these ideas; that is a work in progress. The basic idea is to minimize surprise and to prompt players to consider using these themes in their play of the exercise.

My suggestion is that we also use the Assay Office Version of The Mine Video within the play. I explain this change to the basic strategic planning metaphor in a blog. The initial idea was a “high profitability” version of play but the adding of an extra ounce of gold availability when mining if tabletops improve their sharing of information and resources is a powerful addition to the play of this LDGM-SL version. The teams can choose to collaborate and we can measure and show that choice in our debriefing.

Since we make all these SL themes and possibilities for choice available to the players, it is very interesting that most simply choose to do the more normal kinds of competitive behaviors, working well with their own tabletops but not collaborating effectively with the others. The competition is measurably shown to sub-optimize results in the debriefing, also. Dutchman does a wonderful job of generating those behavior gaps and causing really solid discussions about what they should be doing differently to improve their actual leadership performance and results. And using this Assay Office framework simply makes these gaps even more evident.

The impacts of improving collaboration and having more of those selfless behaviors noted by Dan (above) show themselves clearly as performance improvement opportunities. The elegance of LDGM is how cleanly we measure results and the optimizing impacts collaboration and resource sharing can have; it seems pretty unique to our design.

What other changes are possible in the normal design of LDGM that can add to the SL model?

The exercise is designed as, “twenty days of two minutes each.” That sets up play as roughly a 40 minutes of delivery time. But the reality is that the last 6 days are simply spent returning to home – there is no challenge and the last 10 minutes are simply an ending of play. So, the question was about optimizing the discussion and minimizing wasted time. The answer was a third Arctic Blast!

Given the overall design and the “limited but sufficient resources” that we give to tabletops, a third Arctic Blast would generally kill off all the teams. THAT would certainly stop play, right? So, if we showed that third Blast, we could then stop the game. We could also very accurately project final results of all teams and the group overall, showing them how things would end if they kept doing what they were doing.

So, why not end the game, show them how they would have done and then use that time to reframe their choices, change their competition to collaboration, share the information available and redistribute resources so that results were optimized and so they could see the actual impacts of more of the SL behaviors on the group, culturally and measurably.

At this point, we will help the players “do the numbers,” giving them coaching and the job aids needed to help them calculate new results based on the changes they can make. We can ask them the questions necessary to alter their culture.

  • How many tabletops have the $30 Spare Tires and could use more Supplies and Fuel ($20 and $20, respectively)?
  • How many unused Tents and Batteries are there? ($10 and $10)
  • How many Cave Cards will not be used and that can be shared?
  • How many Turbochargers are not being used? Which teams do not have Turbos?
  • How much more Gold can be mined if more teams had more resources?
  • Given that Rule Number One of the Expedition Leader is that, “they are always right,” what do you need them to do to assist you in generating improved results?

We are working on how to design this new game ending so as to mesh optimally with our SL viewpoint, to get the teams at all the tabletops to optimize collaboration and generate more of the SL desired behaviors. From those choices made and the overall desired outcomes, we envision some of our discussions to focus along these lines:

Servant Leadership Debriefing Ideas for The Search for The Lost Dutchman's Gold Mine teambuilding

Lastly, we are designing activities to followup on these key themes and the choices and commitments that the individual players will make about what they will try to do differently after the workshop. There are any number of design features for improving followup using our Gold Cards, twitter hashtags, etc. Designing small implementation work teams as part of the debriefing and post-workshop planning for culture change is pretty straightforward.

There are a variety of things that individuals can do to earn their White Hats.

Let me add one last thought. A new book by Stanford Graduate School of Business professor, Jeffrey Pfeffer, is sure to generate some discussion about leadership and oganizations. Dying for a Paycheck, published by HarperBusiness and released on March 20, maps a range of ills in the modern workplace — and how these workplace environments are literally killing people. There is an interesting overview by Dylan Walsh at
https://www.gsb.stanford.edu/insights/workplace-killing-people-nobody-cares .

Expect more on how using The Search for The Lost Dutchman’s Gold Mine can be linked to workplace improvement as things roll forward. We are focused on generating selfless, collaborative, engaging and empowering workplaces,

The Search for The Lost Dutchman's Gold Mine uses LEGO Scenes for energy and engagement

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

 

Spring Forward Monday – Focused Innovation and Engagement Tools for after Daylight Savings Time

Spring Ahead with Motivated Action on Monday, March 12th

What is Spring Forward Monday It’s a special day for improving productivity, increasing employee engagement and promoting learning and new ideas for moving forward.

When is it?  Monday, March 12, 2018, (the day following Sunday’s Spring Forward time change on March 11th).

Who should do it?  If you are a Supervisor or Manager, this is for you! Take the initiative and create Spring Forward Monday with your employees. Gather your people together and inspire them in a learning quest, be it through a “hands-on” learning experience or by inviting them to share their ideas for improvements.

Why do it?  The purpose of Spring Forward Monday is to take this normally lackluster day (due to the resulting negative affect from the previous day’s time change) and turn it into a day of energy and motivation that will make a valuable difference for everyone involved.

How does it work?

  • Facilitate a session that gets people talking about what they feel could work better and how. This is motivating and engaging and great ideas can come from it.
  • Introduce some serious and fun learning by setting up teams to play a board game or simulation. People are motivated by active learning experiences.
  • Shake up the workplace by doing something outside of the usual daily routine. Even a simple meeting that involves food can stimulate people!
  • Inspire people by doing something positive with them.

Spring Forward Monday’s outcome will make a difference, not only in that day’s energy level but also for the future, because great and valuable ideas happen when people are invited to share their perspective or enjoy a solid learning experience together.

There are lots of ideas out there for getting people involved, giving them learning experiences and turning a “blah” day into a motivating day!

If you’d like some solid ideas for creating your own workplace’s Spring Forward Monday, we offer some  tools and ideas that are worth using:

  1. Try our Stupidly Simple Square Wheels Facilitation Toolkit that includes everything needed to ensure your success at facilitating a productive and safe session that will promote involvement and a sharing of ideas.
  2. Join The Square Wheels Project, an online learning platform where you’ll receive both the tools and the training for generating interactive discussions around ideas and opportunities for improvements.
  3. Use one of our team building exercises such as The Collaboration Journey Challenge or The Search for The Lost Dutchman’s Gold Mine.These games put participants in situations that link to their real-life work scenarios and offer excellent learning outcomes

Turn Monday, March 12, 2018, into a superb day by planning an engaging approach to learning and creating a happier and, thereby, more productive workplace!

 

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

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

Google’s Unexpected Discovery that Soft Skills Create the Most Success

Think Google, think Research, and think Leadership. And then cogitate on the factors that Google found MOST linked to their most successful managers, the ones who have prospered within their organization.

Consider what it means that these were the top characteristics for success at Google:

  1. Being a good coach;
  2. Communicating and listening well;
  3. Possessing insights into others (including others different values and points of view);
  4. Having empathy toward and being supportive of one’s colleagues;
  5. Being a good critical thinker and problem solver; and
  6. Being able to make connections across complex ideas.

The surprise for Google was that these are all soft skills rather than the hard skills or STEM abilities (science, technology, engineering and math) they originally thought would be more valuable for success. Google collected this data through its 2013 Project Oxygen and then did another study in 2016, Project Aristotle, that analyzed data on inventive and productive teams and found that the best teams exhibited such soft skills as:

  • Equality, generosity, curiosity toward the ideas of one’s teammates, empathy, and emotional intelligence.

And, at the top of the list:

  • Emotional safety. No bullying. To succeed, each and every team member must feel confident speaking up and making mistakes. They must know they are being heard.

Also aligning with the findings of Google’s data was a recent survey of 260 employers (from small to large to powerful) by the nonprofit National Association of Colleges and Employers. One particular survey found that communication skills ranked in the top three most-sought after qualities by job recruiters.

Most valued was:

  • An ability to communicate with one’s workers, and
  • An aptitude for conveying the company’s product and mission outside the organization.

Are you honing your own soft skills for better workplace success? Reaching out to your employees and involving them in moving forward is seemingly a win/win for everyone as it helps to create a safer, happier and more productive workplace for all:

If you’d like a remarkably easy and unique way to increase your facilitation and workplace interaction skills and generate focused conversations that will lead to ideas for workplace improvements and create better employee engagement, we offer two very inexpensive and practical ways for doing so:

  1. Try our Stupidly Simple Square Wheels Facilitation Toolkit that includes everything needed to ensure your success at facilitating a productive and safe session that will promote involvement and a sharing of ideas.
  2. Join The Square Wheels Project, an online learning platform that gives you both the tools and the training for generating interactive discussions around ideas and opportunities for improvements.

If you would like to read the complete Washington Post article containing the information referred to in this email about Google and its findings regarding soft skills and STEM hard skills, you’ll find it here.

Bringing people together to learn from each other and have a voice gives them a sense of ownership and value that helps to create a more successful and satisfying workplace for all involved. So take the initiative and get your crucial soft skills rolling to inspire a better future!

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 Company
LEGO® is a trademark of The LEGO® Group®

Joan’s 2017 Santa Poem and Haiku about Teamwork and Improvement

Every year, Joan writes and illustrates a poem about the pressures on Santa Clause to improve and sustain his teams’ performance. This year, we chose to create some LEGO scenes to share how we have built those creative toys into our experiential exercises and metaphors. We’ve been publishing this through our emails but I thought to also share it within the blog.


How Santa Plays for Improvements

For the FUN of It! –

How Santa Plays for Improvements  🎅 - For the FUN of It!

As the holiday season rolls in, our best wishes to you for special moments of peace and fun. Each year at this time, we play with our Square Wheels images (now using LEGO), hoping you might sit back and enjoy them along with some homespun thoughts from Santa about solving some issues around people and performance, including the elves and the reindeer…

Santa has involvement and engagement issues in his organization too, you know!

How Santa Plays for Improvements

As always, Santa’s all set for Christmas Eve!
That he makes it happen is hard to believe.

We asked Santa if he’d reveal, really quick,
how he gets it all together; what’s his trick?

 

In Santa’s words:

Teamwork and happiness make us productive!
That’s why I look for ideas that are constructive.

I involve the Elves and Reindeer however I can
then they’ll know they’re part of the entire plan.

Discussing Square Wheels is the best way to start.
Improvement ideas flow and everyone’s taking part.
Square Wheels and collaboration
Enthusiasm thrives as support comes from all around
for finding ways to get improvements off the ground.
Next up, we play The CJC, quite the clever game
showing why collaboration is way far from lame.
Santa teambuilding
Players see their actions having consequence;
Planning and alignment certainly make sense!
Learning games create crucial insights and fun,
increasing camaraderie that wins for everyone!

As our work increases teamwork must shine,
so then I facilitate Lost Dutchman’s Gold Mine.

 

teambuilding with Santa and elves

It’s a business simulation that’s really a hit,
it’s memorable and we learned quite a bit.

All these exercises work to help us improve
by addressing issues so we’ll stay in groove.

On Christmas Eve, we’re Up, Up and Away;
Top teamwork gets us going without delay!

Off I go with Season’s Greetings to You,
leaving you with some thoughts in Haiku:

 

business haiku Santa

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

Copyright © 2017 Performance Management Company, All rights reserved.

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

Performance Management Company
3 Old Oak Drive
Taylors, SC 29687

Add us to your address book

The Square Wheels Stupidly Simple Toolkit is available at https://www.performancemanagementcompany.com/online-store/STUPIDLY-SIMPLE-SQUARE-WHEELS-FACILITATION-TOOLKIT-p73093722

The Search for The Lost Dutchman’s Gold Mine is available at https://www.performancemanagementcompany.com/the-search-for-the-lost-dutchman

The Collaboration Journey Challenge is available at https://www.performancemanagementcompany.com/collaboration-journey

Santa Claus hat ©: <a href=’https://www.123rf.com/profile_solerf‘>solerf / 123RF Stock Photo

Teamwork, Collaboration and Engagement – A tool for motivation and leadership

We continue to be impressed and rewarded by the impacts of our exercise on the issues of people and performance in the workplace. As more and more users experience this teambuilding exercise, it continues to confirm that the intended messages from our business simulation are being received and that participants become more aware of the available choices the have for motivating their people.

Solomon Salvis of SimuRise continues to capture these impacts in the videos taken at his development sessions. This 2-minute video is from DBS Bank and you can find it here:

https://www.youtube.com/watch?v=hKjRDzHeSG4

A video of Lost Dutchman's Gold Mine in play at DBS Bank in India

Involving and engaging managers in ideas for workplace improvement is an essential part of any leadership development program and Lost Dutchman does a great job at generating more openness to the issues and opportunities around collaboration. Competition is the norm in so many workplaces and this exercise opens up communications about what can be done differently to impact performance.

Dutchman is unusual as a teambuilding exercise because so much about the exercise is measurable. People can make choices which optimize overall results and the impacts of choosing to compete or win demonstrates the downside when viewed overall.

You can reach Solomon by clicking on his image below:

Solomon Salvis at Simurise Learning Solutions in Singapore

 

 

 

We are in our 25th year of supporting this exercise globally and just completed a full edit and revision of the training and delivery and support materials that come with the purchase of this exercise. Find out more at:

https://www.performancemanagementcompany.com/online-store/Team-Building-Games-c21200522

And if you have any questions at all, we would love your comments.

For the FUN of It!

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

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

Learn more about Scott at his LinkedIn site.

Thanksgiving Progress – People and Performance

Thanksgiving here in the US translates well to the workplace when a “table is set” with the purpose of asking employees what they are thankful for in their workplace and then taking the discussion a step further by asking for their ideas and suggestions for workplace improvements.

For anyone supervising others, finding ways to ensure that their employees have a voice in their workplace and what can be improved would seem essential in creating a feeling of thankfulness and, therefore, increased workplace happiness and productivity. Actively being involved is often simply about being active in asking for issues and ideas.

Unfortunately, surveys show that employees are not experiencing workplace happiness and this negatively affects the organization, as a whole. What can you do to increase workplace satisfaction and active engagement for your employees? Here are a couple of actionable ideas:

1.  Be a “good” leader. Set clear expectations concerning rules, job performance and alignment to workplace goals and objectives.
2.  Make sure employees feel valued. Reach out and connect, personally, with them.
3.  Create a productive atmosphere. Be aware of the overall atmosphere and physical area and how it might affect productivity.
4.  Get people involved. Make them feel a part of the whole by asking for their input.

How do you make a difference? Create your own workplace Thanksgiving scenario (and not just around Thanksgiving but at any time!) by gathering your employees around a table where they can comfortably share ideas for workplace improvements:

Do this on your own or with the help of our Stupidly Simple Square Wheels Facilitation Toolkit that guides you in easily facilitating a session using the Square Wheels One image (shown below, left), a simple tool that generates active involvement and engagement to get people talking about issues and opportunities using the language of Square Wheels (things that don’t work smoothly) and Round Wheels (things that work MoreBetterFaster).

Square Wheels One LEGO image by Scott Simmerman

Ask for ideas and get them to make suggestions and to discuss possibilities. Everyone should be encouraged to share their thoughts and perspectives.

This tool has been appreciated, worldwide, for over 20 years because it so easily generates participation around ideas for improvements. Included in the Toolkit is a Leader’s Guide, a Presentation PowerPoint, Participant Handouts and Posters. It’s designed to increase facilitation skills. Or, you can take our 30-minute online course in facilitation skills where you’ll improve your skills through online video training and download the Square Wheels Toolkit to lead conversations about improvements and innovations. Click on the link to see this course overview.

Adding a Thanksgiving feeling to your workplace by gathering your people together creates an essential discussion towards making a positive difference in workplace happiness and appreciation. And remember to thank them,

 

 

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

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

May you enjoy your Thanksgiving with lots
of good feelings rolled into it! 

Building Leadership Skills and Being Successful

As we build more tie-ins from our teambuilding games into the themes of Selfless Leadership (which I much prefer as a framework more than the more common Servant Leadership label), I have been reading and thinking a lot more about leadership skills and the notion of improving people and performance.

So many things lead to the same conclusion about personal effectiveness, that being better able to involve and engage people in their personal growth and to be able to align them with workplace goals and objectives improves impact. Those are the natural precursors to improving teamwork and impacting results.

One interesting article was Zdravko Cvijetic’s in Medium that discussed 25 essential leadership skills — it started with the metaphor of playing Super Mario and the key behavior of gathering “mushrooms” to help you grow and excel. While that mushroom metaphor reminds me of the old, “Keep them in the dark and throw a lot of “fertilizer” on them” framework of command and control, his thought about gathering more skills to improve impacts is certainly an effective anchor point.

I would encourage you to read his post and to select a few things to work on. As I did, it reinforced my notion that communications with others and the idea of framing better goals and expectations is a solid one for managers. It also reinforced my thoughts about generating better workplace collaboration and teamwork around those shared goals and expectations and the reality that changing the language of the workplace is a simple way to generate improvement.

At PMC, we play with LEGO and images and metaphors as simple tools to generate active involvement and engagement, to get people talking about issues and opportunities. This was one of my reactions to the Cvijetic article, that these tools and related language can become one of those tools for success. Asking people for their ideas is what generates perspective, innovation and active involvement.

Image on perspective and innovation

And being able to generate active personal involvement is a key to generating intrinsic motivation, because we all know that,

“Nobody ever washes a rental car.”

Ownership is a key feature of motivation and being better able to generate that active engagement is one of the key leadership skills for today’s workplace. Plus, the skill in gaining personal perspective and generate a team initiative to implement improvements is valuable.

Lost Dutchman Gold Mine teambuilding theme

•  You can purchase a simple Square Wheels toolkit that teaches engagement skills here, cheap! Click on the link.

•  Or, you can take our 30-minute online course in facilitation skills and also download the materials to lead conversations about improvements. Click on the link to see the course overview.

Regardless, the issue about replacing the Square Wheels® is a solid one. There are lots of them out there, working as they thump and bump along, that could and should be replaced.

The Square Wheels Project Round Wheels

For the FUN of It!

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

You can reach Scott at scott@squarewheels.comRead Scott’s blogging on people and performance improvement

Learn more about Scott at his LinkedIn site.

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

Page 1 of 18

Powered by WordPress & Theme by Anders Norén