Performance Management Company Blog

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

Tag: team building games (Page 1 of 2)

Teams, Teaming and Teamworking

There have been a number of articles around the idea that teamwork does not work to improve organizational performance. Teambuilding is seen as a complicated and expensive endeavor that does not pay off.

And I can see why people might say that, given some of the team bonding kinds of activities that many people label “teambuilding.” Just because people are active in some activity does not mean that their actions will actually improve organizational performance or increase collaboration. Team BONDING is not team BUILDING, not by a long shot.

If you follow #baaadteambuilding through google or twitter searching, you can see some of the things that a few of us working with team building tools have found SO bad as to deserve special tracking in twitter.

  • A “Bubble Bounce” in which everyone bundles up in bubble wrap to bounce off the floor and walls?
  • A PediCab tour of a city (good if everyone is physically fit and not handicapped, maybe, but what about the disabled)?
  • Pub Crawling (as if the people might not embarrass themselves or do something really stupid on what is legally company time), or (seriously)
  • Pin the Tail on the Donkey?

Team building should have impacts on actual workplace behavior, framing up innovation or change or collaboration. It should be focused on observable improvements, generating the commitment to change, and maybe even have some measurable impacts on results. It should not be viewed as “fun and games” or as social networking. Those might be nice to do, but hard to use for measuring a return on investment.

Hey! I will admit a vested interest in the issue, since I design and sell interactive exercises focused on issues of engagement and collaboration between teams. But there IS a lot of crap “training” out there calling itself teamwork — my particular pet peeves are things like Firewalking, Paintball and High Ropes courses. There are lots of similar “training events” that have few links to issues of people working together, interacting to define things to improve, collaborating to fix problems, etc.

Golf as team building? Sorry. Sure, golfers are known as great teammates and team play in golf all about working together for shared results. (Not!). Maybe when the players are boozing it up at the 19th hole or doing that pub-crawl thing, but not during play of the game, most certainly. Heck, you are not even supposed to talk much of the time!

Bowling? Maybe.
Cooking? Maybe.
Darts? (NO!)
Cat Bathing? (just kidding on that one…)

And, just now in twitter, I see where a company is offering up, “Ireland’s largest inflatable obstacle course, The Big Daddy.” Seriously, we are supposed to believe that bouncing through some inflatable challenge course is going to make us work together #morebetterfaster ? Sure, that might be fun, but I am guessing they don’t want obese people, pregnant women, wheelchairs, or people who carry knives and swords. But, like go-kart racing, it is framed as teambuilding.

Too many people ride as cowboys in their organizations. There are too many workplaces that reward individual performance and then expect people to work together and collaborate. In so many organizations, with lots of research supporting this, many of the people are not engaged. One should not expect much in the way of collaboration from those people who really do not care about their workplace or about shared results.

But we can motivate people in our organizations and workgroups. People want to work together if the situation can support it, and they want to feel successful and not be scared by the risks of performing.

Motivate people through success

In high performing workplaces, you will also see a collaborative culture where people work together to handle issues and solve problems. Granted, that approach may not work too well in places like Real Estate, Mortgage Lending or Stock Market sales, but we do see a strong need for collaboration and commitment where things like production or product design or customer service come into play.

Take any group of people, give them some common goals, measure them on shared performance, and allow them the ability to help each other and you have the basics for a workplace situation where teamwork will arise. Then, do some activity that demonstrates the benefit of collaboration on the overall results — something like, The Search for The Lost Dutchman’s Gold Mine.”

Then, debrief that activity and discuss the choices that people made along with the choices they COULD have made, link it to the issues they see in their own workplace, and allow them to make commitments to each other (peer support) and you are highly likely to see improvement (if there is a bit of followup after the session).

Think of all the activities that we engage in where real teamwork is absolutely essential to accomplishment.

And esprit de corps is most certainly higher in those places where people are involved and engaged and working together toward common goals.

Celebration plane color green

Teamwork not work? I don’t think so. Teamwork is ALL about group performance. And improvement is a continuous activity requiring visible support from the management team.

Sure, individuals can excel, but only through collaboration and engagement and motivation can we get a group of people to high levels of accomplishment and performance that they can celebrate and then continue to impact.

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: http://pinterest.com/scottsimmerman/

 

Reflection and Innovation: Don’t Just DO Something, Stand There

This statement,

Don’t Just DO Something,
Stand There!

describes the action that we have been teaching as a basic tool of innovation and change since the early 90s. Only by looking at a situation from a dissociated perspective can one even possibly see that new ideas might exist.

Too often, we are so busy pushing and pulling the wagon, just like we have always pushed and pulled, that we seldom have the opportunity to step back and look at things from a displaced perspective. Once we do, we can often see that things are rolling on Square Wheels while the cargo of the wagon — round rubber tires — represent ideas for improvement.

A Square Wheels image from the tools of Dr. Scott Simmerman

Consider taking things apart to look for new ideas

The act of dis-assembly can identify issues as well as build teams. And new ideas will spring from that effort, along with improved teamwork.

Very often, people who perform better than others — the exemplary performers of any organization — will already be doing things differently than the others and can add those ideas to the mix. The round wheels in so many situations are already identified and tested and implemented and refined.

One of the series of Square Wheels images of Dr. Scott Simmerman

The more they play, the better it gets

(Note that the majority of the people, and especially the poor performers, just keep on keeping on and doing what they have always done and their Square Wheels remain in place. They need to get involved with new ideas.)

Innovations can occur quite naturally. Some of us are nearly always looking for ways to do things differently so that it is easier. Tom Gilbert expanded on a framework of “laziness” back in the late 70s in his book, Human Competence. I have always liked that concept: Because we are naturally lazy, we will always be looking for the easiest and most efficient way to do things.

Why not look for the downhill route instead of pushing and pulling the wagon uphill (and sometimes through the mud)?

By involving and engaging people in the identification of the things not working smoothly and through the sharing of best practices and round wheels, we do a better job of engaging and involving the workforce. Engagement is a key to motivation and sustaining high performance. Or, putting the Round Wheels to use!

People like to play with ideas and do things differently, if they feel that the team is behind them and the risk is low. It has all kinds of positive impacts and ramifications for continuous continuous workplace improvement.

LEGO Celebration of Changes Team

If you like this post, give us a like or a tweet or make a comment. Your reactions are always appreciated,

For the FUN of It!

Scott Simmerman, creator of the Square Wheels images and toolsDr. 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.

Teamwork Works! Teambuilding has Positive Impacts.

There have been a variety of articles and posts on different leadership development groups taking the position that teamwork does not work to improve organizational performance.

Huh? Seriously?

I would be hard pressed to think of one situation where some kind of teamwork wasn’t necessary to produce an optimal result in some relatively complex situation. Teams and teamwork are how things get done, so taking a position that team building does not have any impact on results and performance seems a bit goofy, right? There are troubles with teams and they do not always work smoothly, and creating a team is not always the best solution to solving a problem, but it is certainly a good one, in general. There is no question that diversity of perspective and ideas gives a better result on most problems in most situations.

Yeah, sometimes we have situations like this:

Square Wheels and competitionbut that is not to say that teams do not work!

But maybe it is the kind of team building training that is the issue behind few observable improvements? Maybe there are some less effective approaches in play.

Last night, I saw an advertisement for Booking.com that was about “The Annual Company Retreat” — It is pretty much a hoot! Click on the image below to see this 30-second commercial (by Booking.com).

Annual company paintball teambuilding retreat booking dot comI think this pretty clearly shows how a LOT of people see teambuilding combined with paintball — does teambuilding need pain, suffering, losers and winners?

Hey! I will admit a vested interest in the issue, since I design and sell interactive exercises focused on issues of engagement and collaboration between teams. And there IS a lot of crap training out there calling itself teamwork — my particular pet peeves are things like Firewalking, Paintball and High Ropes and other similar “training events” that have few links to issues of people working together, interacting to define things to improve, bonding together to fix problems, etc. Sure, the events themselves are challenging, but does river rafting really build a team of people focused on improving the business?

And Golf as team building? Gimme a break — Sure, golfers are known as great teammates and team play is crucial to their overall success (Not!). Maybe when the players are boozing it up at the 19th hole, but not during play, most certainly. Bowling? Maybe. Cooking? Maybe, if one is running a big commercial kitchen in a restaurant or hotel…

Too many people ride as cowboys in their organizations, IMHO. There are too many workplaces that reward individual performance and then expect people to work together. In so many organizations, and lots of research supporting this, many of the people are not engaged and many are DIS-engaged. One might not expect much in the way of collaboration from those people.

But we can motivate them. People want to feel successful and not be scared by the risks of performing. We need to get them to a new place, mentally.

Motivate people through success

In high performing workplaces, you will see a collaborative culture where people work together to handle issues and solve problems. Granted, that approach may not work too well in places like Real Estate, Mortgage Lending or Stock Market Sales, but we do see a strong need for collaboration and commitment where things like production or product design or customer service come into play.

Take any group of people, give them some common goals, measure them on shared performance and allow them the ability to help each other and you have the basics for a workplace situation where teamwork will arise. Then, do some activity that demonstrates the benefit of collaboration on the overall results — something like, “The Search for The Lost Dutchman’s Gold Mine.”

Then, debrief that activity and discuss the choices that people made along with the choices they COULD have made, link it to the issues they see in their own workplace, and allow them to make commitments to each other (peer support) and you are highly likely to see improvement (if there is a bit of followup after the session).

Think of all the activities that we engage in where teamwork is absolutely essential to accomplishment — sports is but one endeavor. And esprit de corps is most certainly higher in those places where people are involved and engaged and working together toward common goals.

Celebration plane color green

Teamwork not work? I don’t think so. Teamwork is ALL about group performance. And improvement is a continuous activity.

Sure, individuals can excel, but only through collaboration and engagement and motivation can we get a group of people to high levels of accomplishment and performance that they can celebrate and then continue to impact.

For the FUN of It!

Scott Simmerman Lost Dutchman 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/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Lessons from The Search for The Lost Dutchman’s Gold Mine, a game on teamwork and collaboration

There are many lessons that can be learned from playing team building games, and we feel that our products generate more than their share of great learning opportunities. Reactions are as varied as the groups of people that play and the kinds of cultures they represent. It works for very large groups as well as really small ones. Dutchman is quite flexible in how it is delivered.

Microsoft WordScreenSnapz001

One neat thing about Dutchman is that the organizational culture will show itself measurably and clearly — if people are highly competitive with each other, we see it in the dynamics of play and the lack of measured collaboration. If the culture is analytical, we see that in the inventory numbers at the end. If there is distrust among people, that shows itself clearly in that people will resist the help of other teams or even the game leadership. It is easily discussed in the debriefing and those issues can be challenged and alternatives discussed for implementation.

Microsoft WordScreenSnapz002

If you are interested in the possibility of using Lost Dutchman’s Gold Mine as a team building or motivational exercise for a retreat, large event or even purchasing it for use within a training program, I can help you make a good decision in a few-minute conversation about your group, your goals, and your desired outcomes. If Dutchman is not a good fit, I would certainly offer other recommendations that might mesh with your goals with some other vendors and consultants. There are many good options out there.

These are some of the most common and important issues and outcomes from the play of The Lost Dutchman’s Gold Mine:

Collaboration, even when it is encouraged, can be difficult to achieve

  1. There is a big difference between playing to win and playing not to lose. Safety does not generate good results and it can measurably sub-optimize results
  2. Many people will choose competition rather than collaboration as a strategy and a few of those on a team will make the team less collaborative
  3. Openly encountering and assessing the risks involved and seeing a clear benefit is vital to generating collaboration in both the game and in the workplace

There are three Most Important Resources: Time, Information and Each Other

Time:

  • Decisions made up front often have the greatest impact on final results. Planning time is often time well spent
  • Strategies and plans are often forgotten when in the midst of pressures for results.

Information:

  • We must understand the challenge, plan for necessary resources, prioritize our activities and value our resources in order to optimize results
  • Decisions, no matter how good, are made based on considered alternatives; if little or no information is available, good decisions are impossible.

Each Other:

  • Activity is no replacement for productivity and accomplishment; Peer support is often an essential component of critical thinking and action
  • People can add better perspective to risks and barriers to performance; shared risk is more easily endured

Decision-making, combined with clear understanding of the goals and objectives, will often help to optimize performance, productivity and results.

  • Team consensus generally leads to better decisions if it is focused; unfocused consensus leads to mediocrity and compromise
  • Your past experiences will color your decision-making and risk taking and teams will often take more considered risks than an individual.
  • The best goals are  specific, attainable and realistic, measurable, clear and agreed-upon by your teammates.

In the Lost Dutchman exercise, we clearly state the goal as being to mine as much gold as WE can. It is common, though, based on the above factors, that tabletops will often frame “we” as “My Team, My Team, My Team” because that is commonly how things work in the workplace. Each team is often designed to be an independent one, and thus collaboration is not actively encouraged nor managed.

My Team, My Team color

In the game, as well as in most workplaces, performance is optimized when cross-functional and interdepartmental teamwork is the norm. The exercise reinforces that, clearly showing the costs of competition.

My Team needs to be OUR Team,
and “all of us” is much more than “most of us.”

This is done well with Dutchman, since it so clearly and measurably rewards collaboration and communications with leadership and with other teams. Collaboration was a main design feature in how the game was constructed. We can neatly measure collaboration in different ways.

Many of our users tell us that  Dutchman is the best team building exercise in the world, and we have a lot of testimonials that support that conclusion. It will soon be 20 years that this game has been in play (and in continuous continuous improvement).

Frankly, talking about Lost Dutchman with prospects and users is one of the best things that I can do in a day. I feel really fortunate that we could put all this together into such a well-playing team building simulation that fits worldwide. It generates clean results and very actionable ideas for implementation. And users have told me that the, “ah ha’s!” continue to happen long after the session.

You can find out more by clicking on this link or on the gameboard below:

LDGM 1 80

If we can help you with this, let us know,

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/

 

Innovate & Implement – an exercise linked to getting things done

We’ve been playing with the design of a package focused on innovation for a couple of years. Since creativity and innovation are not primary focuses of mine, this game languishes a bit in my development of it, even though it works really great. It is a full, developed, and effective program that I simply need to play more often with my workshop groups.

It is a board game playable by 3 or better 4 people. Each table is separate from the others in that there is no collaboration or that kind of framework, other than what the players at the table do. I tried to model the issues around common problems that teams face when they try to solve problems and implement ideas and, like most of my other games, it is loaded up with metaphors.

I&I Check it out words

We give each team the instructions and they have to pull together to develop a plan of action and coordinate efforts. As the game progresses, they get more and more efficient with their actions, and make more and more progress.

The goal is to move about the board and enter rooms and solve problems. Once they find the Round Wheels, they can then return home and end the game. Some measure of luck is involved, but it is more about efficiency and effectiveness. And while they can ask for help and find additional information “from a Training Class,” the work harder to avoid that than they do on learning anything!

You, as facilitator, can keep the players “tight to the rules and policies” or allow them to bend them a little to play better and faster. You, in a real sense, influence the Innovate & Implement game culture.

The debriefing of the game is excellent, and we package the exercise complete with our other Square Wheels tools to allow you to either integrate the game with your existing innovation or implementation processes or to build a complete program around the exercise with our other outstanding tools.

I&I Bundle Contents

And you always have Scott to assist. He freely offers his consulting and coaching time to insure that you have the product you need integrated with the learning that you want.

Scott and I&I w title

The simplicity of this exercise would allow your supervisors to play it with their people to involve and engage them and generate the intrinsic motivation and teamwork to go forward and identify and solve their workplace issues and then develop an effective plan of action for implementation.

This package is a great value at $495 and you can see more information about the exercise at our website. Click here or on the game board icon below:

I&I gameboard 20

This is a fully developed, completely supported package of excellent tools!

I&I Game Folder image

For the FUN of It!

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/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Thoughts on Teamwork and Engagement Part 2

This is about some ideas and solutions around people and performance and it is about Teamwork and Collaboration!

Typical recommendations about what to do tend to go along the same lines, like these Top 10 Drivers of Employee Engagement Globally (from TowersPerrin, 2009):

  1. Senior management sincerely interested in employee well-being
  2. Improved my skills and capabilities over the last year
  3. Organization’s reputation for social responsibility
  4. Input into decision making in my department
  5. Organization quickly resolves customer concerns
  6. Set high personal standards
  7. Have excellent career advancement opportunities
  8. Enjoy challenging work assignments that broaden skills
  9. Good relationship with supervisor
  10. Organization encourages innovative thinking

Note that the above says little about how teamworkand especially cross-functional or interdepartmental teamwork, can help involve and engage people in shared goals and missions.

Yet we know that people working together – actively engaging with others to focus on accomplishing an important result – is a very strong motivator of individual performance and something which generates collective engagement. Peer support is a powerful driver of accomplishment, so doing things to generate more acceptance and a shared mission among people can be really helpful. Corporate team building is a missing ingredient in many organizations work process improvement strategies.

What is surprising as well as disappointing is that 42% of US HR executives – today — still have “reducing headcount” as their top priority!  (from Deloitte’s Talent Pulse, July 2009) We hear this in reading about the lack of senior management support for recruitment efforts, for example. We see it in the way training for workplace improvement is budgeted.

“Improving organizational performance” was not even on the list of things to do! Yet 65% of these HR Execs are highly or very-highly concerned about losing high-potential performers in the year the recession ends and many see it now (26%) and many employers have done NOTHING to plan for when the economy recovers and few HR execs seem to understand the negative impacts! (Deloitte)

Companies are spending on new hire training to get them up to speed on systems and processes. Little is being spent on workplace improvements and little is being done to involve people in generating ideas for improvement. The former National Association of Suggestion Systems is now the Employee Involvement Association (http://www.eianet.org) and the website was copyright 2006 and no meetings were listed on their website. It still exists, but there does not appear to be a LOT of activity around involvement and improvement.


Collaboration generates better ideas as well as engagement 

Employers need to demonstrate to the workers that people are important in their organizations and that it is important that people feel part of the team. Pay and all those other attractors are important, but as attractors. To generate performance, people need to feel that their efforts are appreciated and recognized.

The real leverage comes from improving teamwork and collaboration between departments. That is where lots of improvements in overall effectiveness can be found, but capturing these opportunities and implementing change and improvement is difficult as well as political, in many cases.

Interdepartmental Collaboration is an oxymoron – two words that do not go together well.

Interdepartmental Collaboration color yellow

Interdepartmental Collaboration is an oxymoron in most organizations

Today’s organizational complexities make it very difficult for even highly effective leaders to motivate people and effectively implement improvements with team involvement. It takes team perspective and alignment to get things done in most cases. But pressures to produce will often lead to tops-down initiatives driven into the workplace – behaviors known to generate resistance and a variety of other negative impacts.

What to do? Here are a few ideas:

  • Discover some initiatives that support inter-disciplinary or cross-functional teamwork and engage people in a vision and focus on accomplishments.
  • Ask people to define what inter-departmental initiatives might have significant performance improvement impacts.
  • Identify the key steps in implementing results and develop some form of checklist of critical activities. A variety of these exist but the best will generally come from an analysis of the key steps taken in the most successful previous successes in your own organization. Each culture is different and there is no silver bullet in terms of how things get done within each company. The best predictor of future success is the successful past behavior.
  • Minimize the perceived risk of involvement and allow the activity to generate peer support and recognition
  • Provide for a variety of intrinsic motivators. Do not just rely on extrinsic ones.
  • Look for a myriad of ways that management can show support – both the managers of the group as well as the managers of the managers. Get lots of recognition for the activity of trying to improve.
  • Look to manage the roadblocks and anticipate the problems that they might have in implementing changes.
  • Find some budget for support. Don’t allow financial needs to delay movement forward, since momentum and enthusiasm will be lost.

What are YOUR ideas about making these improvements?

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/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Coaching and the Parallels to Running Whitewater Rapids

Some thoughts on the Rating of Difficulty of Coaching and Whitewater River Running

Some people feel that running whitewater rapids in a kayak is a lot like coaching difficult performers. Sometimes the rapid is an easy one that you can just float through without a lot of preparation or even much observation. In other cases, where the water and the “drop” is a bit more difficult, it may make sense to get out of the boat, walk along the shore and take a look at what you are about to encounter so that you can plan a route through with the highest likelihood of success.

In the case of very difficult whitewater, you may want to have a good deal of information about the situation available, have a plan for other observers to share their thoughts on how to succeed and even have a plan for someone to throw you a rope if things get really tight. And sometimes scouting that rapid is in order so that the difficulties can be avoided or responses can be planned.

So here is how rapids in a river are rated insofar as difficulty:

Class 1: Easy. 
Fast moving water with riffles and small waves. Few general obstructions exist and all obvious and readily missed. Risk to swimmers is slight; self-rescue is easy.

Saluda

Class i – II Saluda River (SC)

Class 2: Novice. 
Straightforward rapids with wide, clear channels which are evident without scouting. Occasional maneuvering may be required, but rocks and medium sized waves are easily avoided, if desired, by trained paddlers. Swimmers are seldom injured and assistance, while possibly helpful, is seldom needed.

Class 3: Intermediate. 
Rapids with moderate, irregular waves which may be difficult to avoid and which can swamp an open boat like a canoe or flip a kayak. Complex maneuvers in fast current and good control in tight passages is required; large waves may be present but may be avoided. Strong eddies and powerful current effects can be found, particularly on large-volume rivers. Scouting is advisable, especially for inexperienced participants. Injuries while swimming are rare; self-rescue is usually easy but group assistance may be required to avoid long swims and water up your nose!

Class 4: Advanced. 
Intense, powerful but predictable rapids requiring precise boat handling in turbulent water. Depending on the character of the river, it may feature large, unavoidable waves and holes or constricted passages demanding fast maneuvers under pressure. A fast, reliable eddy turn into quiet waters may be needed to initiate maneuvers, scout rapids, or rest. Rapids may require “must-make” moves above dangerous hazards. Scouting often necessary the first time down. Risk of injury to swimmers is moderate to high, and water conditions may make self-rescue difficult. Group assistance for rescue is often essential but requires practiced skills. A strong roll is highly recommended.

Class 5: Expert. 
Extremely long, obstructed, or very violent rapids with drops that may contain large, unavoidable waves and holes or steep, congested chutes with complex, demanding routes. Rapids may continue for long distances between pools, demanding a high level of fitness. What eddies exist may be small, turbulent, or difficult to reach. At the high end of the scale, several of these factors may be combined. Scouting is recommended but even this may be difficult. Swims are dangerous, and rescue is often difficult even for experts. A very reliable roll, proper equipment, extensive experience, and practiced rescue skills are essential.

Class 6: Extreme and Exploratory. 
These runs have almost never been attempted and often exemplify the extremes of difficulty, unpredictability and danger. The consequences of errors are very severe and rescue may be impossible. For teams of experts only, at favorable water levels, after close personal inspection and taking all precautions. After a Class 6 rapid has been successfully navigated many times and routes and strategies become known, its rating may be downgraded to Class 5 and the difficulty is actually lessened and the required “moves” become known.

Coaching is a lot like whitewater play

If you have the skills, you can have fun in the difficult stuff. This is called a pop-up! Wheeeee…

In the next post that appears here, I will describe how coaching situations can be matched up to these ratings, and how the strategies for running white water rapids can be useful in planning and executing these coaching sessions.

 

Scott in Dancer

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/

 

Coaching and the Parallels to Running Whitewater Rapids, Part 2

The Whitewater of Coaching Improved Performance (Part Two.)

You can find Part One of this article by clicking here

Okay, so let’s talk about these as they relate to improving competence and results in the workplace as these ratings relate to coaching. Obviously, some situations are much easier and less risky than others, with the more difficult ones requiring more thought.

Class 1 situations are pretty simple and have a high likelihood of a positive outcome. You do not need much preparation and planning and you can get this done relatively easily – you can float through these types with little emotion or adrenaline. An example might be a new employee who you are coaching on how to use the software or a database they need for doing their job. Or, a new process is introduced and you are spot-checking quality or completeness of the work and have a few comments to one of your people about specific improvement. You will seldom find yourself “swimming.”

Some serious calm water - EASY!

Some serious calm water – EASY!

Class 2 situation might be one where the person has been doing the job for a while and thinks that they understand all sides of the situation and how fast they need to work, but the reality is a little different from your perspective. They might be at the old work standard rate while you need them to perform more efficiently.  You may not need to collect any information other than an example or two and there is not a lot of emotion or reaction predicted. This is the kind of discussion that you might want to have away from the workplace but not one of those held in a closed-door office.

But you definitely want to think things out first and not go in unprepared. You might want to check the information against other data or another person just to be sure. It is possible that you will have to move a bit out of your planned channel to get to the end of the situation.

Class 3 situation should not be your first coaching experience, since some degree of planning and preparation is generally helpful and you may want to rehearse your moves prior to floating into the river. You should have some skills in changing the direction of the conversation, since the rock (an excuse) might necessitate some maneuvering. You may find yourself out of the current (in an eddy) where making progress is not possible until you re-enter the main flow.

In these situation, you will want to scout the rapid first, maybe discover the kinds of previous discussions and difficulties management may have had with the individual as well as look at performance data, training histories and other materials. Once you’ve run these kinds of rapids a few times, your skill level increase generally is very helpful for keeping discussions on track, keeping emotions at a manageable level, and being prepared to “roll” back up should you find yourself upside down.

One can generally self-rescue from a Class 3 rapid but it may require a bit of swimming and life preservers and helmets are required! Just thinking about a Class 3 situation is enough to generate some level of adrenaline, but good planning and some solid skills are generally all that you need.

Class 4 coaching situations are best done when you have solid Class 3 skills. Redirecting in the heavy current of sideways distractions and some up and down boat movement, even a waterfall or two, is important to navigating successfully. You most definitely want to check out the rapid before paddling in – and it is often good to watch others run these kinds of situations in order to develop a set of strategies and tactics that will allow you to be upright at the bottom.

With a strong roll, you will be able to move from being upside down and back into a controlling mode when things go wrong but you will need to precisely handle yourself so that you do not flip over again right away. Self-rescue is most difficult and you should be able to stop the conversation, take a time out for getting your breath, before you reenter the fray. This takes both knowledge of when and how to pull out of the mainstream and into an eddy (slow moving calm place) as well as when to reenter the flow – skills not easily learned but that come with practice.

Liken a Class 4 Coaching Event to a performance improvement discussion with the workplace’s Union Rep or someone of similar perceived stature in your workplace. The situation is one that is manageable, but you do not do this as your first try after your training class. And you want to be sure that the risk and the reward are comparable in nature before venturing in. Getting water up your nose and bouncing your limbs off the rocks while cascading downstream is not the most pleasant situation. At the same time, looking back upstream after successfully negotiating a Class 4 Coaching Event is a for-sure confidence builder and proof that you have developed some fine skills.

Cautionary Note: Running the rapids is a workplace endeavor; do not try running these rapids with your spouse or children! They have a tendency to be able to move the rocks around while you are in the current, creating unexpected hazards that are difficult to manage.  

Classes 5 and 6 – Realize that these situations will exist in the workplace. An example might include coaching your boss’ boss about what they need to do differently or trying to initiate a major new process improvement amongst a group of long-term workers that may reduce their numbers. Generally, one can hear a Class 5 or Class 6 rapid from a long distance away by the roar it makes as water cascades in major falls, pouring over large rocks and creating large unpredictable waves.

Lava Falls or Crystal Rapid on the Colorado are runnable rapids that you can actually hear echoing through the canyon a mile away; they sound like a freight train without the whistle and you get goose bumps on your arms and the hair on the back of your neck starts to stand up long before you are close enough to even get out of your boat to go scout them. It is impossible for someone not to realize that they are there and that they represent a very special situation.

ONE of the big holes in Lava Falls on the Colorado River

ONE of the big holes in Lava Falls on the Colorado River

Like the big water surfers at the North Shore of Oahu during Pacific storms, there are people who LIKE to play in these monsters and deal with the ensuing chaos. But they are near-professional in their skill levels, real experts with many years of practice and often with great personal coaches in their own histories.

wave_large1Being in superb physical condition with good reflexes is also a great help in boating, and probably relates to how you need to be prepared for some of the more serious coaching situations. Consider training and planning for your improvement opportunities based on the difficulty of the predicted waves you will encounter.

Lastly, recognize that people do have fun running rivers! This is ME, under control and having fun! But you have to be in the right place, too. Planning all that stuff upstream helps you be successful on the downstream side of things…

Scott Simmerman running a Class V whitewater rapid - Bull Sluice on the Chattooga River

PMC sells a variety of simple to use but powerful training and development tools to trainers and consultants worldwide. Visit our website for more information.

One example is this illustration, which can be used for coaching because it sets up a conversation about “things that are not working smoothly” with the understanding that “Round Wheels are already in the wagon.”

Using the metaphor and the visual helps the person being coached to avoid the emotionality and feelings of being attacked in a performance discussion focused on implementing improvement. “What are some Square Wheels — and what are some possible Round Wheel solutions?”

Square Wheels One LEGO image by Scott Simmerman

This is very serious stuff, these discussions about people and performance. But actively involving the other person in a conversation about issues and opportunities is how you improve their involvement and engagement in doing things better.

Note: Scott began rafting on the Chattooga River in 1975, shortly after the movie, Deliverance, (Burt Reynolds and Jon Voight) was filmed there. Progressing from rafts to canoes to kayaks over the next 20 years, he spent about 5 years in serious pursuit of big water and high adrenaline, running most of the big waters in California and elsewhere and having run the Grand Canyon’s Colorado River on 3 occasions. Scott fully understands the implications of, “The older we get, the faster we were” and therefore limits his whitewater to much more manageable levels these days. He is a skilled coach and occasionally teaches an effective course on confronting poor performance, a skill level past one of coaching – the real Class 5 and 6 stuff.

Scott in Dancer

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/

Note: Scott began rafting on the Chattooga River in 1975, shortly after the movie, Deliverance, (Burt Reynolds and Jon Voight) was filmed there. Progressing from rafts to canoes to kayaks over the next 20 years, Scott spent about 5 years in serious pursuit of big water and high adrenaline, running most of the big rapids in California and elsewhere and having run the Grand Canyon’s Colorado River on 3 occasions. Scott fully understands the implications of, “The older we get, the faster we were” and therefore limits his whitewater to much more manageable levels these days. He is a skilled coach and occasionally teaches an effective course on confronting poor performance, a skill level past one of coaching – the real Class 5 and 6 stuff.

Issues of Ownership and Engagement

Nobody Ever Washes a Rental Car

This is an overview of Square a Wheels  Newsletter 
on Issues of Ownership and Engagement

 
Do you wash your rental car?

Ownership is about active involvement and engagement and generating a sense of personal and team commitment. It clearly shows itself in Customer Care when the individual does more than you expect and positively surprises you – the behaviors that build customer loyalty. It shows up everywhere.

But, Nobody Ever Washes a Rental Car!

Well, not precisely, because 5% will for various reasons. But the idea should stimulate thinking about engagement and involvement needed in every work place.

Ownership is a key factor in why unmotivated people often succeed after they quit and then become business owners running their own companies. It is also why some managers generate much higher workplace performance than others. Ownership is the magical process whereby workers turn from spectator sheep into motivated and engaged tigers — It is because they care about things.

It is not easy, since there can be a lot of issues of trust and clarity of mission and competition and alignment as well as interpersonal problems. But all of them can be addressed in a pretty straightforward manner, by giving people a stake in the action as well as gaining their active involvement. More thoughts in the newsletter.

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

This statement, above, describes the action that we have been teaching as a basic tool of innovation and change since the early 90s. Too often, we are so busy pushing and pulling the wagon, just like always, that we do not step back and look at things from a displaced perspective. Once we do, we can see that things are rolling on Square Wheels while the cargo of the wagon are round rubber tires.

Very often, people who perform better than others — the exemplary performers of any organization — will already be doing things differently than the others. The round wheels in so many situations are already identified and tested and implemented and refined. But the majority of the people, and especially the poor performers, just keep on keeping on and doing what they have always done and their Square Wheels remain in place.

Innovations can occur quite naturally. Some of us are nearly always looking for ways to do things differently so that it is easier. Tom Gilbert expanded on a framework of “laziness” back in the late 70s in his book, Human Competence. I have always liked that concept: Because we are naturally lazy, we will always be looking for the easiest and most efficient way to do things.

Why not look for the downhill route instead of pushing and pulling the wagon uphill (and sometimes through the mud)?

By involving and engaging people in the identification of the things not working smoothly and through the sharing of best practices and round wheels, we do a better job of engaging and involving the workforce. Engagement is a key to motivation and sustaining high performance. Or, putting the Round Wheels to use!

Some simple thinking on innovation and involvement

Here is a surprise for you: Big Ideas don’t come from some special place, unless you consider the regular employees “special,” which seems to be an uncommon thing in most organizations.

Ideas are not invented out of the blue and they sure don’t come from the top – the best ideas come from hands on people who are dealing with issues of customer dissatisfaction or have hands-on the systems and processes that are thumping and bumping along. Good ideas might also come from the managers, who are listening to issues of the employees getting the work done and who can synthesize those ideas into actionable items for improvement.

If you are trying to make improvements an ongoing business strategy – doing what I call “continuous continuous improvement” – you need to set the expectation that the status quo isn’t set in concrete and the systems and processes need constant updating. It’s what we refer to simply as, “The Round Wheels of Today are the Square Wheels of Tomorrow.”

One has to manage the trust and expectations downward while pulling the ideas upward. Gravity is found in most organizations, where people sometimes see ideation as simply more work. It is easier not to bother than to try to push ideas through perceived communications barriers. That is why we need to add some lightness to the scene, to add some helium to the idea bubbles and not simply allow the pin to hit the balloon and burst motivation and trust (this won’t give you much in the way of positive impacts, by the way).

Most often, a simple concept operates: Ideas for improvement are meant to come from the top of the organization, where things are more clearly understood. We refer to this using a quote I will attribute to the novelist John le Carre – “A desk is a dangerous place from which to view the world.”

Ideas from the top might be good, but they are often impractical and costly to implement from an actual dollar standpoint as well as from the point of the cost of human capital. Change pushed on people gets resisted and rejected.

If you want to actively engage and enlist people in improvement efforts, it is far simpler to simply ask them, in an ecological way, for their ideas. Employee engagement is simple to accomplish, if people know where they are going and feel that there is support for innovation.

Recognize that your exemplary performers are already doing things differently than everyone else.

There are no simple answers. And there are also a lot of ways to get this done. The key: simple, ongoing communications focused on listening to ideas to solving problems and improving the workplace.

Managing and Leading Innovation and Change

There are LOTS of statistics around issues of improvement, and most of them could be positively impacted if we stepped back a little… Organizations abandon 50% to 70% of strategies because the strategies fail to take hold in the organization or achieve desired results in the time expected. Only 30% of strategic initiatives succeed, on time. This may certainly apply to related issues of change and innovation.

Research shows that you achieve strategic speed by focusing on people (surprise, surprise!), but many leaders mistakenly pursue speed mainly by manipulating processes, systems, and technologies in a bid to become more efficient.

The three most important people factors around the issues of managing and leading innovation and change are thought to be:

  • CLARITY is a shared, clear understanding of the situation and the direction in which you’re headed.
  • UNITY is whole-hearted agreement on the merits of that direction and on the need to work together to move ahead.
  • AGILITY is a willingness to turn and adapt quickly while keeping strategic goals in mind.

 (the above are taken from an “Inside Training” email, 8/11/10)

Company cultures and the related issues of trust and ownership are critical. Some find it much easier than others. Having shared successes in the past most certainly helps moving things forward in the future.

More commonly, many people find that discovery and ideation more often go through these three stages:

  1. Initial ridicule
  2. Violent passionate opposition
  3. Acceptance as the obvious solution.

I liked the concept of Scott Adams in The Dilbert Principles:
    “Change is good. You go first.

Managing implementation and change MAY be slightly different from

The Six Phases of Project Implementation:

1 – Enthusiasm for the initiative
2 – Disillusionment with initial results
3 – Panic as things fall apart
4 – Search for the Guilty
5 – Punishment of the Innocent
6 – Praise and Honor for the Non-Participants

In those kinds of company cultures, there is also often followup / fallout from that first project as organizations try to benefit from their learning experience.

The Six Phases of a second project might then be viewed as

1 – Mild enthusiasm combined with unexpressed general concern
2 – Search for volunteers
3 – Avoidance of involvement
4 – Search for anything positive

Discussions of a THIRD project are generally tabled for later discussion. MUCH later… 

In reality, there are ways to successfully implement innovation and improvements. The actuality will differ from organization to organization for a number of reasons, but most generally, it would seem to be HOW the organization reacts to the issues and problems found in continuous continuous improvement. Are the successes rewarded (intrinsically and extrinsically) and are the failures positively viewed (by ALL) as learning experiences and activities to set the stage for future attempts?

Remember that there are seldom actually failures in projects. There are just non-successes that most will try to distance themselves from given the normal cultural responses and reactions.

To change this, we have to change things, we need to do things differently to lead innovation and improvement.

My change model is about clarity of mission (and all that related stuff), being uncomfortable with the way things are now, having peer SUPPORT for the changes and having a previous success(es) with making individual change.

We can accomplish all the above with employee engagement and facilitated interaction at the supervisor level.

My approach is to share the model with people in a facilitation and then get their active involvement in what we need to do differently. I allow them to clarify what is not clear in the mission and what we might do to better support each other, for example. An open discussion builds trust and support (and links right back to the model in an obvious way). Minimize Surprise.

Start things simply. Take some small steps:

I try to generate increasing involvement in the analysis and recommendations of next steps as we roll forward. They get better at it over time and with increasing trust in each other.

If the mission is not clear, or we need to generate one, I use a simple approach (see this for the toolkit for developing a mission statement). Or, I might later work to manage perceived roadblocks (see this for more information about our toolkit on roadblock management). 

     Remember this simple fact: We improve by building on successes.

signature-simple-process-why-sws

<a rel="author" href="https://plus.google.com/u/0/114758253812293832123">Scott on Google+<a>Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.
Connect with Scott on Google+ – you can reach Scott at scott@squarewheels.com

 

Employee Engagement, Kaizen and Japan

I will admit to being sometimes confused, as I am now…

My recollection is that one of Japan’s contributions to the world of quality was Kaizen and its focus on continuous improvement of production. Unlike the American approach of Big Innovative Leaps, Kaizen was accomplished through the generation of lots of ideas from employees, generating a more gradual improvement over time.

One stat from my files was that a manufacturer in 1986 got 6 million ideas from the employees (and one individual contributed 15,681!). One would logically think that Kaizen and engagement would be pretty tied together.

When I looked to confirm these same ideas in the TowersPerrin (2008) report on employee engagement, a pie-chart showed that only 3% of Japanese employees are engaged and 25% enrolled – that 16% are disengaged.

The numbers for the US are 14%, 42% and 11%, Hong Kong as 5%, 36% and 13%, PRC – China as 16%, 51% and 6%,and South Korea is 8%, 45% and 7% respectively for these same categories. Granted these are different cultures, to be sure. But such a small percentage of engaged employees for Japan?

country engaged enrolled disenchanted disengaged
Japan 3 25 56 16
US 29 43 22 6
Hong Kong 5 36 46 13
China 16 51 27 6
South Korea 8 45 40 7

We are not seeing that data like we used to see. Is it that the older workers in the big corporations have simply lost touch with the younger generation, who are so incredibly different? I posted up a blog recently about Millennials and issues of an aging workforce here – the statistics are not what you think they would show for the US workforce, but reflect the issues of the economy and the tenuous nature of “retirement income.”

So, I am confused. Anyone have thoughts or insights into these numbers and this situation? Is Kaizen still being done and can / will people make suggestions even when they are not involved and engaged with the company itself?

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/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

 

Executive Compensation, Employee Motivation, and The Future

I was going through some old transparencies (really!) and came across some old statistics from an April 15, 1991  issue of Time Magazine. an article that I used in some training presentations.

  • American CEOs typically make two to three times as much as their counterparts in Canada, Japan or Europe.
  • Top executive pay rose 12% to 15% last year as profits of the Fortune 500 dropped 12%.
  • CEOs at America’s largest companies made 160 times as much as the average blue-collar worker in 1989.

Today, it looks more like this:

  • US: 300:1
  • Europe: about 25:1
    Japan: maybe 10:1 in general.

What’s amazing is the arms race to the top which we have witnessed in the US; look at how CEOs have used the system to move ahead over time:

US, 1965: 24:1
US, 1980: 40:1
US, 2009: 300:1

This is combined with a paradox which they have created whereby they screw up, drive down stock prices and get paid nonetheless, with golden parachutes and the like, all while installing “pay for performance” for the troops (Carly Fiorina at HP and many others). Executive comp guru Graef Crystal did a study in 1997 with over 800 mid and large companies and found that 98% of the variance in pay had nothing to do with performance…unbelievable, and only worse since then.

The average CEO in the US made 262 times the pay of the average worker — oops, I almost said “earned.” Lots of people have not tied earnings to performance.

How about these:

Thomas M. Ryan at CVS Caremark: $30.4 million (2009 Compensation)
Starting Cashier: $8/hour, $20,800/year
One CEO gets the salary of 1,461 entry-level employees

(Ryan is now gone and Larry J. Merlo is now CEO. His package is about $15 million – stock is up 36% and he owns $44 million of that! (Forbes data) )

Randall Stephenson at AT&T: $29.2 million (2009 Compensation but down to only about $23,000 in 2011…)
Starting Sales Associate: $10/hour, $26,000/year
One CEO = 1,123 entry-level employees

Robert Iger at Walt Disney: $29 million (2009 Compensation)
Disneyland Hotel Housekeeper: $10/hour, $26,000/year
One CEO = 1,115 entry-level employees

Apple CEO Tim Cook looked to make about $377 million in 2011 after making only $59 million in 2010 — but much of that was in restricted stock. His salary is a mere $900,000…

The highest paid executive in Japan is Carlos Goshn who used to head Michelin here in Greenville, SC. He made about $10 million as President of Nissan, about 162 times the hourly pay. Nissan is certainly a global company.

Forbes had this to say (4/10/2010):

For the second consecutive year we have a new name atop our list of the most valuable bosses: Jeffery H. Boyd of Priceline.com. Over the past six years Boyd has been paid an average of $2.9 million per year, while delivering a 46% annual return. Since he took office as chief executive in August 2002, Priceline made an annual 49% return to shareholders, which is towering over the 6% annual return of the S&P 500 over that period.

At the bottom of our performance/pay rankings is Joel F. Gemunder of Omnicare, showing a six-year annual return of -6%, lagging in comparison with its sector, and with an 8% annual return since he took over as top executive in May 1981, which trails the S&P 500. Over the past six years he has been collecting a paycheck averaging $14 million a year.

Frustration in the workplace is pretty high and affects employee motivation. At what point does the pin hit the balloon for the average worker?

Scott SimmermanDr. Scott Simmerman has been Managing Partner since 1984 and states that his total compensation, including stocks, lunches, automobiles and all other perks is much less than those people mentioned above.

He admits to liking the business and having fun.

 

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/

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Team Building in Mumbai, India. Square Wheels and Dutchman

“I love it when a plan comes together!”

This is an old quote, used in every show, from The A Team TV show. George Peppard and Mr. T both used to say it. AndI love it when a plan comes together, too!

Working with EduRiser, a consultant and training company who is now my exclusive business partner in India and environs, we will be doing a full-day delivery of Square Wheels and Lost Dutchman on December 17 at the ITC Grand Maratha Hotel. And what a kickoff, since we are planning for about 200 people for a Dutchman game!

This will be my first trip to India and I am excited about it. This one mostly business, but I am also heading to Delhi in April for some Himalaya hiking and a few seminars to spice things up.

The focus of this session will be on engagement and collaboration to optimize results. We will be focusing on how to engage and motivate people with facilitation skills and tools and my plans include working on workplace dis-un-empowerment, risk-taking, and innovation, along with my usual team building, continuous continuous improvement and alignment work.

We will focus on experiential learning and have very targeted debriefings on themes of leadership and alignment:

If you are interested in more information about how I approach these issues and leadership development in general, understand that we sell all the tools and techniques in our Square Wheels bundles and our team building game sets. Little extra support is needed from me, but I will surely provide it if needed.

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

Working with my colleagues at EduRiser to keep things rolling during Lost Dutchman

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

<a rel=”author” href=”https://plus.google.com/u/0/114758253812293832123″ a>

Page 1 of 2

Powered by WordPress & Theme by Anders Norén