“What’s at stake here?” I asked. “You seem disturbed by this growing divide in your company, this sense of distrust. Though you may blame it on the economy, the seeds were sown long ago. You didn’t see them, but the trust between managers and team members has always been troublesome. That’s why there are so many consultants and books on management.”

Lindsey grinned. “So, what can I say? What can I do, as a Manager, to create a higher level of trust?”

“I want to drive this discussion deeper,” I started. “Because I am not sure if there is anything you can say that speaks louder than the managerial systems in your company.”

“What do you mean, managerial systems? I mean, I know what a system is. But, do you mean we have systems that create distrust?”

“It’s possible,” I nodded. “Many companies, with the best of intentions, create people systems that work against, precisely, what they are trying to achieve.”

“With this economy, I feel there is a growing lack of trust inside our company. There seems to be a growing divide between management and everyone else,” Lindsey described.

“What do you see, that makes you say that?” I asked.

“Sometimes I think it is just grumbling in the hallway, conversations in the breakroom. I think people are withdrawing, looking out for themselves.”

“People are always governed by their own self-interest. What is different now?”

“It’s just an uneasy feeling I have,” Lindsey replied. “I mean, I know we have had to make some adjustments, some layoffs, some of us, including me, have even taken pay cuts. It’s been a tough time.”

“What can we do, intentionally, consistently, to create an environment where trust can have a chance?” -TF

“And what do you say, to those who remain?”

“Be kind,” Lydia replied. “For those who remain, be kind. Be kind to those who have to leave. Be kind to those around you.

“Be grateful,” she continued. “Give thanks.”
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Tomorrow, the US celebrates the holiday of Thanksgiving. The holiday commemorates a meal of the harvest. Its origin may have been a meal in 1565 in St. Augustine Florida, or another in 1621, Plymouth Plantation. It is a time when families and friends come together to celebrate and give thanks for the world we live in.

Management Skills Blog will return next Monday, December 1, 2008.

“Perhaps we should define the word, work. That might help us better understand why people need to work. What is work?” I asked.

“This is going to be a trick question,” Vicki replied.

I nodded. I had known Vicki for a couple of years. She was used to my trick questions. “It’s only a trick question because you really have to think about the answer,” I agreed.

“If you caught me at my office,” I continued, “leaning back in my chair, arms folded behind my head, feet up on the desk, how would you describe my activity at that moment?”

Vicki grinned, “I could say that you were goofing off, but I know better. You would be thinking.”

“And what would I be thinking about?”

“I don’t know, your next project, how to solve a problem, perhaps thinking about a decision that needed to be made?” she floated.

“Yes, so would you call that work?” I stopped as Vicki nodded in agreement. “And if one of your technicians goes outside to the picnic area for a break, and he isn’t goofing off, what would he be doing?”

I could see Vicki looking for the trick in the question. “Okay, if he is not goofing off, then he is probably thinking.”

“And what is he thinking about?” I asked.

“Well, he is probably thinking about his next project, how to solve a problem.”

“Yes, and so, would you call that work?” -TF

“They work because they have to,” Vicki repeated.

“Let me change a word,” I replied. “They work because they need to.”

“Well, yeah, same thing.”

“Only if we can talk about the need. What is the need that requires people to work?”

“They have to work, I mean, they need to work because they need the money to survive, to pay their mortgage, make their car payment.”

I shook my head from side to side. “It’s a noble attempt, but there is a deeper need. If you only see the benefit of work as a paycheck, as a Manager, you will be led down the wrong path. For a Manager, that path is miserable and unproductive. As a Manager, that path will cause you to create systems that breed unproductive behavior. So let’s try again. What is the need that requires people to work?” -TF

Most of the management and leadership literature on the market, in my humble opinion, is a bunch of highly specialized, slickly marketed, fear mongering crap. At best, it is light entertainment. At worst, following this well intentioned dreck can create highly destructive systems in your organization.

In the wilderness, there are a few voices (very few) who will lead you (kicking and screaming) in the right direction. I will introduce you to one today.

The subject area is work. What is work? And why is work so important that it must be done?

We will start this discussion by talking about a job. Let me introduce you to Lee Thayer and the Leader’s Journey, On Getting a Job.

Some of my thoughts tomorrow. -TF

From the Ask Tom mailbag:

Question:

I have been with the company for only 7 months now, and am very thankful I’ve found this site.

The biggest problem I face is three years of rapid growth in a family owned company. The culture is not keeping up with the changes in methods required to handle the increased volume. People still are working from memory instead of set processes, and are reluctant to train others in what they were solely responsible for years. Trying to force these changes seems to only increase turnover.

How can I influence my “older,” and most valued for technical skills, employees to change their ways of thinking?

Response:

If you continue to force these changes, two things might happen that will solve your situation. Turnover will eventually remove the resistance. The inevitable recession (Q1-2009) will reduce your volume so you won’t need to worry about it.

In the meantime, think about these two things, planning and execution. Of the two, which is more difficult?

Flawless execution, to the fundamental processes, with speed and accuracy is best accomplished under a form of organization government known as a dictatorship; tyrannical may be the most effective. (BTW, you cannot be the dictator).

But, to be able to execute flawlessly, requires a planning process to support it. And this planning process must be created under a very different form of government, a democracy. I know it is slow, requires participation, accommodation, discussion with divergent points of view, but it is absolutely necessary.

Plan like a democracy, execute like a dictatorship. It sounds as if you have things backwards. You are planning like a dictator, and you are experiencing democratic execution. You are dictating and forcing processes, but the execution is slow, with much discussion (grumbling), divergent points of view and resistance.

You have to reverse the process. Call a meeting. Explain the situation. You have increasing volume and the need for greater speed. Tell them the meeting will reconvene in twenty four hours, at which time, you will listen to their plan to handle the increased volume. Adjourn the meeting.

This message was brought home to me by Peter Schutz. You can read more about him in a post from November 10, 2006, Winning Depends on It. -TF