If not you, WHO?
If not now, WHEN?
I love that short little quote about personal accountability and action. Of course, we can always wait for someone else or we can simply choose to wait, which tends to be the most common response of people to opportunities. Lots of statistics point to the small numbers of “early adapters” of new programs or organizational change efforts while the bulk of managers simply sit and watch to see the results.
But, if things are going to change, someone needs to make them change.
If it is to be, it is up to me!
Otherwise, things will just roll like they have always rolled., which in my view of the world tends to look like this:
Things tend to roll along like they always have and why not. Things stay the same unless they change… And the continuous un-engagement of the wagon pushers is no surprise, since their view of the future tends to be, “boards and hands.”
Most wagon pulling leaders work hard, pulling the wagon and trusting that the measurements and expectations and performance appraisal mechanisms will insure that the people at the back are pushing instead of pulling. After all, what choice do they have? So, they simply keep pulling, hoping that things will always be okay.
But let’s challenge these assumptions. Let’s assume that day after day, month after month, year after year, all this gets really old and somewhat de-motivating. New hires become dis-engaged over about 6 months and regress to the average enthusiasm of the other workers even as their skill levels increase. And, the good workers will tend to blame their wagon pullers for a lot of the communications issues.
How bad is it? I share some stats in my post of a few days ago (here) but two that stand out are these:
• 35% of US workers would forgo a raise to see their boss fired.
• 3 of 4 workers say that their boss is the worst / most stressful part of the job.
This all begs the question of what might be done differently to generate improvements, basically, The Who and The When.
DDI recently shared some statistics that suggested only 11% of supervisors get management training. So, we can guess that support for skill development will not be coming soon from Training and Development / HR. Nothing new there… They simply have other priorities.
The reality is that people will continue to come into the workplace dragging. And if nothing changes, nothing changes. They are, for the most part (70%), un-engaged, un-enthused and un-involved, and the best predictor of the future is the past.
So, who other than their supervisor can change things? How can that supervisor become a Draggin’ Slayer and choose to do things that might DIS-un-engage them and generate some active involvement around identifying the Square Wheels® that exist and the Round Wheels we always find inside the wagon?
Which, when facilitated with active questioning and group involvement, can begin to break the ice around communicating about issues and opportunities. It is NOT instantaneous in some workgroups where there is hostility of a lack of trust, but it DOES work if we keep asking questions and responding positively to the initial ideas. The process itself is pretty bombproof.
Having been around corporations and other businesses for 35 years, I actually see NO real solution to the issues we face in motivating and involving workers other than through the direct actions of supervisors.
Operations have always been this way; exemplary performers doing things differently than everyone else and exemplary supervisors choosing to defend their top performers from “corporate bureaucracy” — and simply managing people better. The best managers have always gotten people talking about Square Wheels and playing with Round Wheel ideas for improvement.
We simply cannot go #morebetterfaster if we continue to do the same things the same way and wait for help from above. It just is not going to happen! Our better managers ask questions and solicit ideas from their people, generating motivation and innovation. You simply cannot drive this from a tops-down approach since you can never reach the people who are doing the work.
If you can share a more effective or impactful approach to involving and engaging people in the workplace, why not contribute a comment? Workers DO have ideas about improving their workplace and impacting quality and productivity. Working together can foster teamwork and peer support and many of the other intrinsically motivating aspects linked to accomplishments.
Building communications and trust between workers and managers is an important factor in employee retention and skill development and cascades into innovation and service quality and customer retention.
We offer a SIMPLE toolkit for facilitation skills development at The Square Wheels Project. For a tiny bit of money, supervisors can gain access to an online course and also the powerpoint and handout sheets needed to have a productive and engaging meeting (or meetings, actually) with their people about issues and opportunities for workplace improvement.
If we can encourage our supervisors and managers to think differently and go off on their own paths to improving involvement and engagement and motivation of their people, is there really any downside? I guess you could call this empowerment. But how else are we going to take advantage of our human capital and go #morebetterfaster? The managers should be the motivators.
Share your thoughts and reactions,
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.
One of the best teambuilding exercises in the world, as rated by his users, is The Search for The Lost Dutchman’s Gold Mine, which focuses on leadership, collaboration, alignment and focuses on implementing the collective performance optimization ideas.
Connect with Scott on Google+ – you can reach Scott at firstname.lastname@example.org
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Square Wheels® is a registered trademark of Performance Management Company
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