How to Get your Employees Over Their Boredom

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To managers and older colleagues, new, Millennial employees seem to be permanently stuck in a state of disinterest. Afflicted with short attention spans they appear to be unable to summon the drive and motivation of prior generations. If this observation is in any way accurate, what should managers do to engage their hearts and minds?

One solution I explored in prior articles is the ways managers can gamify the work experience, challenging staff to use their best skills. In this article, let’s look at the flip side – what does the employee need to do even if their environment remains unchanged?

As a modern manager, you may start by acknowledging a fact: for most young employees, their nine to five job is the most boring, restrictive part of their lives. While it occupies the most hours of the week, it’s seen by many as a tax they are forced to pay in order to meet their financial obligations. Instead, the time to come alive is on weekends and other days off, when they can be creative and foster key relationships.

In other words, they leave their best selves at the door each weekday morning and reclaim it when they leave the office in the afternoon.

Unfortunately, this state of affairs is not unusual. I have worked with senior executives who quietly admit they hate their jobs. It’s merely a sacrifice they make to cling on to other things they value in their lives. When this attitude can be found everywhere in a company from top to bottom, a real problem exists few are equipped to solve. Here are some ways to deal with it.

  1. Commit to Drive Out Fear

Dr. W.E. Deming, the quality guru who espoused this mantra, is probably turning in his grave. Today, most workplaces use fear as a weapon to keep people in line. The worst use overt actions. Periodically, they fire someone without warning, ensuring it happens in plain view of others, preferably using armed escorts.

Most firms just ignore the topic of fear altogether, more intent on creating wage-slaves they can easily control. As a result, people at all levels walk around afraid of the unknown, sometimes creating their own “evidence” especially when none can be actually observed. Over time, they dullen their senses just to cope, converting acute anxiety into chronic dis-ease. Before too long, the halls are filled with the walking dead.

The irony is that the best employees have no fear. They are either independently wealthy, actively keep other options open or have achieved a state of inner enlightenment which makes them immune. They are not afraid to take risks, but willingly and regularly challenge the status-quo, acting as if they have nothing to lose.

The very best companies develop an enlightened courage: the power to act in the face of fears. Either by demonstration, instruction or coaching, they provide the means for employees at all levels to be strong.

 

  1. Teach Attention Management

One way to develop this strength is to make a game of it. Employees can be taught how to play with highly productive flow-like states. Even when there’s little fun to be experienced, these moments can enable employees to produce their best work.

However, most don’t know how to gamify their work on their own. They simply respond to the daily arrival of email messages from other people. Without an agenda for themselves or their function, they reserve their brains for simple problem-solving. Not even a promotion interests them.

It’s a mode of work which offers little satisfaction, and an endless supply of boredom.

However, these new skills can be taught. An employee can be shown how to enter an ultra-productive, gamified state and also how to schedule time to achieve it regularly. He can plan his day so that high productivity sprints become a regular feature rather than a matter of chance. In this scenario, everyone wins.

  1. Bolster Mood Management

However, winning means more than being proactive. It also requires the kind of transformation in which employees manage their inner state. Over time, their unwanted feelings are not a show-stopper, just something important to notice. By expanding their ability to respond, they can make more enlightened choices.

In other words, rather than surrender to boredom they learn how to see it in the moment and actively bypass it in healthy ways.

Ultimately, companies which take engagement seriously won’t waste time trying to make employees happy, or prevent dissatisfaction. Instead, they teach employees to manage themselves and their boredom; to use it as an internal indicator of inappropriate engagement. Instead of letting them wallow, they provide the means for employees to develop themselves so they can be enlightened and therefore have a choice.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To receive a free document with links to his articles from 2010-2016, send email to columns@fwconsulting.com.

http://jamaica-gleaner.com/article/business/20170326/francis-wade-managing-employee-boredom

 

 

 

Holding on to Long-Distance Relationships

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As a person who has lived and worked overseas, it’s hard for me not to compare: there is a big difference between the way local and foreign professionals maintain business relationships. My conclusion? To keep up with modern demands we Jamaicans must change our practices. Here’s how.

A colleague from overseas once led a few courses in Kingston. She received a few complaints—it appeared as if she were in a rush, trying to push people to act immediately. She agreed with the criticism—”The way I see it,” she said, “my time is limited.” We discovered that this view was at odds with that of her participants who expected her to be in their lives forever. In their minds, the interaction was the first of many. Not the last.

This clash of worldviews gets repeated every day. When we pay attention to each one we can illuminate the ways in which we under-perform the rest of the world, and why.

One reason begins with the fact that we live on a small island with no visible neighbours. Furthermore, the citizens of the closest countries are culturally distant, speaking languages we don’t understand. We only notice them when their boats float up on our shores in a navigational error.

The overall effect is that we are relatively isolated, under little pressure to communicate with others who are different. In our relationships both domestic and foreign, we relax, taking things easy. It’s an attitude beloved by our tourists, but it in business it holds us back.

One way we limit ourselves lies in our tendency to treat Jamaicans who are “off the island” as if they are on Mars—so far away they cannot possibly be reached for anything but life-or-death emergencies. This contrasts with the wider world, where forming and maintaining business relationships isn’t a casual affair. Instead, it’s a deliberate, conscious strategy executed in three parts.

Step 1—Make yourself available

The obvious first step in the internet age is to ensure you are visible online with an updated profile on Linkedin. A few years ago, this was optional. Today, it’s a requirement, yet I find that out of ten local business-people I interact with, two have active accounts and only one bothers to keep it timely, relevant, and interesting

Those who claim to be modern professionals but don’t have an account are fooling themselves. Instead of looking to an international standard they are probably busy following their friends. That’s hardly a proper comparison: collectively, it leaves us far outside the mainstream, islanders who couldn’t care less how the world sees us.

Step 2—Reach out

Many professionals who are serious do much more than create a profile; they use it as a showcase for their best work.

No idea where to start? Write an article with the following title: “The Top 3 Secrets People Who Want to Do My Job Well Need to Know Before Starting.” Once the draft is done, customise the heading to suit your profession.

Then, share it with your friends after doing the necessary grammar and spell checks. When they give it a green light, post the article on Linkedin. I’m not making this up… it’s very close to the process I followed for about five years before becoming a paid columnist for the Gleaner.

You may not aspire to that level, but it doesn’t matter. Creating content is a professional obligation if you have any commitment to your career’s future. It’s the modern way to gain the notice of the best people in your field, anywhere in the world. After all, it’s how you got to know them… via their content. As thought-leaders, they actually may enjoy hearing your perspective and so might many others.

Step 3—Invest time to stay in touch

I regret not following this advice earlier—foolishly, I lost track of colleagues from my early business years. Today, you simply shouldn’t allow this to happen. The resources you need to maintain career-long relationships are all at your fingertips and you must spend time learning how to use them.

Once you do so, use our geographical advantage. Jamaica’s stature in the world is strong. When someone tries to link with you from the other side of the globe, appreciate the asymmetry: you may never have heard of their country, but yours has a positive reputation.

Use it to your benefit. Be bold in reaching out to persons whose work you admire, no matter how “big” they seem to be.

Someone who is planning to migrate may immediately see the value of these three steps, but don’t wait until then. To thrive in the larger world of business now, build a global reputation plus a network that will last your entire career. They could be essential elements to your future success.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To receive a free document with links to his articles from 2010-2015, send email to columns@fwconsulting.com.

http://jamaica-gleaner.com/article/business/20170312/francis-wade-holding-long-distance-business-relationships

 

 

Why managerial restraint is so important in protecting employee productivity

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Why managerial restraint is so important in protecting employee productivity

When should managers restrain themselves from taking advantage of employee fears? Since the days of slavery, those in power have faced the temptation to use workers’ anxiety as a way to get work done. These recessionary times are no exception, but today this behaviour comes at a cost: a possible drop in employee productivity.

While our economy is showing some welcome signs of life, few believe that employment will improve in the short-term. As a result, over several hard years, employees have become pliable: more likely to follow orders.

Unfortunately, this situation also hurts managers. Robbed of critical feedback needed to do their jobs effectively, they make simple mistakes that add up, reducing the company’s productivity. Here are three everyday examples.

  1. Grabbing personal time from employees via smartphone.

A growing number of managers have figured out a tricky shortcut. Giving you, their employee, the gift of a smartphone is seen as an investment with a hefty ROI. The logic is simple. As a senior HR manager explained to me: “When the company gives you a smartphone the ‘obvious’ expectation is that you must make yourself available at all times to answer it.”

While the policy she described wasn’t written anywhere, as its unlikely victim you would quickly come to realize that your new gift comes with strings. Now, you are expected to carry the device with you, answering it on weekends, vacations, sick days and overtime hours… at home, in church, during parties and even while you are lying in bed. Like many behaviours of this kind, you may not be able to see the problem by yourself. In extreme cases, it may take a spouse or friend to point out the obvious: “You have become a modern-day slave to a 24-7 obligation.”

When I make this observation to executives, it’s usually impossible to find someone who is willing to take responsibility for the problem even though it’s not irreversible. Managers have a powerful weapon in their arsenal—restraint. With mindful behaviour, they can turn the tide. When they go further and advocate proper policies, they can make a difference for everyone, preventing the worst from happening… such as a bitter war waged by email which breaks out one Sunday morning at 5:00am.

 

  1. Forcing employees to respond to email quickly.

This particular problem starts slowly. A manager expresses annoyance because you, her employee, has not responded to a message in her Inbox in a timely manner. She demands better performance. Unfortunately, your answer is to develop the new habit of checking email up to 15 times per hour, just in case.

This has an immediate effect – your manager is happier, especially when other employees follow suit in  order to avoid her wrath. But it’s a pyrrhic victory. After a while, you and your colleagues develop a worst-practice that’s hard to shake: multi-tasking.

The manager who is aware of these repercussions learns to restrain her annoyance. She adopts a best practice: refusing to use email for urgent communications. Instead, she reserves time-sensitive conversations for two-way channels, such as in-person meetings, phone conversations or Whatsapp.

The best managers understand that without this practice, it’s easy for one annoyed manager to set off a contagion of time-wasting. Once again, the only way to turn back the tide on this dangerous expectation is to implement explicit written policies that protect everyone.

 

  1. Insisting on lowering walls to watch employees and cut costs.

A top executive once told me that she ensures that staff has low cubicle walls so that she can “keep an eye on them.” It’s a popular technique used by managers in environments of low trust, even when workers have multiple university degrees. The root causes are never truly explored. Instead, they are justified by comparing the out-of-pocket expense of low versus high walls. When a recession is raging, any reason to cut a cost becomes a good one.

Unfortunately, there’s a high price to pay. Recent research shows that open office plans destroy productivity by offering up a slew of visual and audible distractions. They prevent employees from entering the flow state where their best work is done. Instead they are forced into “Continuous Partial Attention” where one distraction interrupts the other, leading to a host of unfinished tasks.

Frustrated employees learn that the only way to do good work is to come in early and leave late, or give up weekends, holidays and even sick days to work from home. Ultimately, low cubicle walls represent a “shortcut which draws blood”—a long-term obstacle to high productivity and engagement.

It’s all too easy for the clueless manager to operate in the dark, inflicting these three behaviours on a fearful staff. Fortunately, neither restraint nor explicit policies are expensive remedies, but they do require a level of enlightenment that is far too rare in the 21st century Jamaican workplace.

 

 

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To receive a free document with links to his articles from 2010-2015, send email to columns@fwconsulting.com.

 

 

 

 

http://jamaica-gleaner.com/article/business/20170226/francis-wade-managerial-restraint-important-protect-employee-productivity

Why developing personal habits is more important than intelligence or force

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Why developing personal habits is more important than intelligence or force

Why is there such a gap between average and high performing employees? While there’s no simple solution, recent research suggests that your company may be looking in some of the wrong places for answers.

The difference between the best and worst companies is huge, according to The Economist: the top 25% of companies are a full 40% more productive than their counterparts. It’s not luck – they have learned how to inculcate repetitive behaviours.

Most of us don’t relate to habits this way. We are surprised by their power and unaware of their origin. Generally, we refer to them as negative practices we want to get rid of, but cannot.

This popular but limited understanding blocks us from a higher realm. For high performers, habits are actually a creative enabler.

Unfortunately, habit-building is not a part of our schools’ curriculum. Instead, we are encouraged to get results by being smart, or forceful.

The Limits of Being Smart

As Jamaicans, we have a propensity to “big up” intelligent people who establish a track record of academic success in GSAT, CAPE and university exams. Typically, we encourage them to enter established professions such as law, medicine, accounting or engineering.

However, if you have ever sat waiting in a doctor’s, dentist’s or lawyer’s office wondering how they manage to keep any of their customers, you may know why intelligence is not enough. It’s necessary, but not sufficient to run these tiny, one-person business ventures.

As a tool, being smart doesn’t scale very well. A small company which fails to develop the habits required for good customer service or time management is one which needs more than book smarts. It requires a very different approach.

The Limits of Using Force

We Jamaicans have a love-hate affair with the use of force. Strongman leaders ranging from Bustamante to Dons gain our admiration when they intimidate others into action. We want more.

However, when we are on the receiving end of forceful treatment, we complain about injustice and resist. This makes force a double-edged sword. Even though a few bosses bully their way to success, it’s always short lived. Over time, they develop a well-earned reputation for abuse which repels good people.

The fact is, force only works with those who are fearful so like smart-ness, it’s only effective in a few narrow situations – it just doesn’t scale.

What Works – Habit Creation

A habit is defined as an action which is performed without conscious effort. It’s a cognitive freebie which is triggered by something in our physical environment or by a specific event.

Unfortunately, the skill of developing positive habits and practices so that they drive business processes isn’t taught. We certainly are never shown how to develop them consciously. The lack of this knowledge hamstrings your company in several ways.

  1. Underestimating the slow, steady approach to learning and training

When you don’t understand the power of habits, you rely too much on smarts and force, believing that a sudden flash of brilliance or a single decisive action are remedies to complex business problems. They are just “shortcuts which draw blood.”

Even most training has the same fault. We are impatient, putting faith in a solitary day of instruction, while studies show that a behaviour change which starts in the classroom is just the beginning. A full 60% is driven by what happens after the class, rather than during it.

  1. Not uncovering key behaviours

In my work with companies I am often surprised to learn how little effort is spent to decode the keys to their success. As a result, managers are blind to places where their idiosyncratic actions lead to unique, positive results.

By not deciphering their hidden code, they dishonour it; the first step towards losing it altogether. Over time, unexplained, preventable failure sets in.

  1. Not showing employees how to teach themselves new habits

Perhaps the biggest failing of all is that companies don’t instruct employees how to pick up and learn new behaviours, then turn them into habits. Instead, this skill, which benefits every single area of corporate life, is left to chance.

When you teach employees the mechanics of habit-creation, they learn how to baseline their current behaviours. This baseline becomes a starting point for developing higher-level skills. Then, habit development is far more than a matter of luck – it’s a conscious act which, when repeated, sets employees up for success.

Over time, an organisation filled with such people outperforms its peers who are looking for short-term improvements. There’s no need to outmuscle or outsmart the also-rans. Instead, focus your attention on specific behaviours which can be turned into habits. Collectively, they represent a unique source of sustainable competitive advantage.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To receive a free document with links to his articles from 2010-2015, send email to columns@fwconsulting.com.

Why Managers Now Need to Communicate Until It Hurts

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Why do managers fail to get people moving in the right direction? More often than not they blame their staff, even as they lack the drive to push themselves to communicate outside their chosen comfort zone. The answer to being a better motivator? Know your limits and exceed them.

If you supervise the work of others, consider my observation: most managers chronically under-communicate.

While I can’t prove the above assertion with research data, my anecdotal evidence suggests that many of your employees may find themselves stranded. Without sufficient dialogue and adequate answers, they arrive at their own conclusions with only the help of others who share their skewed thinking. A yawning gap emerges which can only be spanned if you take the initiative.

You must do more than sit in your office or meetings, feeling safe in the belief that your intentions are being well-understood. They aren’t. The only reason you don’t realize the problem is that most employees are reticent, reluctant to confront you. Only after a disaster strikes, do you see the truth: some time ago, you left them far behind.

To prevent this outcome, borrow a trick from weight-lifters who accept that their development only comes from “progressive overload”—the addition of extra pounds. The principle is simple. Muscles become bigger and stronger when they are subject to increasing loads. Added stress produces growth. It’s the very opposite approach taken by the typical manager who is trying to reduce pressure, not increase it.

One solution is to engage in the following three practices to be executed by you, as a manager, with a kind of systematic, ruthless diligence.

  1. Use New Technologies

When I started in the corporate world as a 20-year-old, internal communication occurred via the printed word or in speeches. Today, if you stick to those approaches, employees are likely to associate them with you and your message: i.e. as stale.

Use improved, enriched forms of communication if you hope to steal your employees’ attention away from their devices with their continuous barrage of multi-media distractions. To keep up, you must learn how to adopt the latest popular technologies.

For example, today it’s as important to master social networking tools as it is to know Word or PowerPoint, with one difference. The social network’s features are evolving more quickly, implying that you need to be a permanent student, experimenting and learning how to communicate with today’s employees.

  1. Use Interactive Channels

As new hires, my colleagues and I understood that information was meant to be sent in one direction. Down. Thirty years later, this just won’t do. Now, employees who are the targets of one-way communication offer up bored, blank looks, especially if they are Millennials.

The fact is, they have been raised with an expectation that problem-solving is a joint activity, regardless of who initiates the interaction. Don’t think of a sermon. Instead, study Facebook, Netflix and Snapchat to understand their addictive, game-like qualities. Their interactive design is the new norm.

To thrive in today’s world, you must be persuasive, using blogs, podcasts, live dialogs and the written word in ways that provoke employees to interact. Like masterful Internet marketers, you have no choice but to keep pushing the envelope in order to inspire others to action.

As you do so, expect these interactions to change you as well. No longer is communication about “delivery.” Now, if you aren’t being transformed during these dialogs, both live and virtual, then you should suspect you are either being boring or irrelevant.

  1. Over-communicate

As I mentioned at the beginning if you are a manager it’s likely that you are not communicating enough. You may talk a lot when given the chance (perhaps even drowning out others) but that’s not the same. Most managers aren’t equipped to deliver the high frequency of communication required to proactively answer employees’ questions and concerns. Understand that if they are using WhatsApp to touch bases with every other important person in their life several times per day, then your monthly update meetings fall far short.

The worst managers resist such requirements, convincing themselves that “I am paying these people, so they should listen, be content and perform.” It’s old, outdated Bakra thinking. He also believed that feeding and housing slaves was enough to earn their loyalty.

Don’t fall into that trap. Instead, use new technology, interactivity and over-communication until you find yourself far outside your comfort zone.

When it starts to hurt consider that a good sign. It’s what you need to grow into the kind of manager who is meeting employees where they are, rather than where you wish they were. Embrace the new level of receptivity, sensitivity and openness which is now required to be a great communicator.

 

 

 

http://jamaica-gleaner.com/article/business/20170129/francis-wade-why-managers-now-need-communicate-until-it-hurts

Got a Backlog of Anything? Use Process, Not Psychological Solutions

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What can local companies do when faced with backlogs of any kind? From lists of overdue phone calls to folders of email messages, this nagging issue is difficult to solve. In this article I argue that we are better off staying away from pop-psychological diagnoses in favor of process-oriented solutions.

Case in point: Our justice system shows evidence of several, alarming backlogs. As citizens we agree that they partially cause our increasing crime rate. When suspects never become inmates, criminals are emboldened. When an unsolved murder takes five years to come to trial, people lose hope.

Like folks in other Caribbean countries we find it easy to provide psychological reasons for these problems. This tendency might just be a function of the times: the twentieth century defined a new focus on mental states – their origins, manifestations and abnormalities. In time, managers followed suit. The hypothesized happenings in employees’ heads, invisible to the eye, gained a new primacy that arose after Freud’s theories regarding the unconscious became popular.

Today, we ascribe a wide range of workplace ills to these mysterious hidden forces. Low performance is due to laziness. Black people’s true role model is not Marcus Garvey but Bredda Anansi. A backlog is caused by rampant disloyalty and even by “poor ventilation.”

That’s not a misstatement. Recent Gleaner articles on the topic of backlogs in Supreme Court matters, divorce cases, public sector audits, PPV licenses and elective surgeries have offered a wide variety of causes.  One blamed the lack of efficiency in some government offices on the need for better louvre blades. (I’m not making this up.)

Setting aside the dubious link between window treatments and performance, let’s focus on the more popular belief that workers produce backlogs because of their psychology. It’s a mistake. While this notion makes for interesting verandah talk, the research indicates that the truth is more nuanced. Apart from a few hardy souls, most of us who join an organization for the first time readily conform.

In other words, if you put the most motivated workers in the middle of a backlogged department, it won’t take long for them to start contributing to the problem. But it’s not because their mindset is faulty. Instead, credit a more natural occurrence well understood by industrial engineers.

As specialists in factory processes, they solve these challenges every day without the use of headspace remedies. On the contrary, they have learned that backlogs are naturally caused by a mismatch between volume and capacity. For example, as I have shared in previous articles, when someone fails to reply to your email, they usually don’t leave you hanging because of “Bad Mind.” Unfortunately, their 10,000 unprocessed messages are a product of inappropriate behaviours. They do their best: it’s just not sufficient.
If we extend that simple analogy to your organization, it implies that the answer to your backlog also does not lie in tackling psychological objects. Instead, look to make the kind of changes industrial engineers would implement, such as the following.

1. Understand the Process
It’s hard to improve the actions of a system you haven’t analyzed. As individuals, we do it often, purchasing the latest gadget without knowing its impact. Fortunately, the damage is minor. However, on a much larger scale a lack of analysis produces hundreds of thousands of backlogged items. In these cases found in most big organizations, introducing a major change initiative can even make things worse. Laying off staff, implementing a new piece of software, automating tasks, cutting budgets, culture transformation efforts: these are all attempts that often fail to meet their goals because they ignore the underlying processes by which work is done.

2. Check for Wasted Steps
In-depth process knowledge gained from an analysis reveals problem spots immediately. Before you rush into a big change effort, put in metrics to ensure that it produces the result you want. This is a must in complex systems where invisible cause-and-effect loops lurk in the background, ready to produce unpredictable mal-effects. They destroy your finest intentions.

3. Improve and Then Automate
Be cheap. Discover the impact you can have without spending a penny. A costly intervention should be your last resort after exhausting all other human-centred, behavioral solutions. Don’t be enamored by what you find in other companies, especially those overseas. Long before they put in place a flashy solution employing the latest technology, they took the necessary steps to remove waste in a steady, unglamorous effort that didn’t attract headlines.

In organizations of all sizes, there is no escaping the fact that backlogs are often produced by process failures. As an executive or manager, don’t fool yourself by insisting on psychological solutions. Instead, uncover the hidden system that connects the concrete, visible actions your people take. Give them the means to fix them and problems like your nagging backlog will disappear.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To receive a free document with links to his articles from 2010-2015, send email to columns@fwconsulting.com.

http://jamaica-gleaner.com/article/business/20170115/francis-wade-struggling-backlogs-use-process-not-psychological-solutions

How to Close Communication Gaps For a New Corporate Strategy

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As an executive in a large Jamaican company, how do you ensure that good strategic ideas spark the right conversations between important stakeholders? Too often, these dialogues get trapped at the top or bottom of organisations so that fruitful meetings between leaders and those being led never take place. Sadly, poor corporate results ensue leaving everyone mutually mystified, annoyed and disenchanted.

By contrast, small companies have it easy. In a start-up in which I’m involved, a person with a bright idea is never more than one or two steps away from someone who can implement it. There’s lots of opportunities to explore ideas in deep conversations, tearing suggestions apart in order to improve them. Obviously, this can’t be done via email, memo or in a speech. These channels just don’t get the job done.

If your company employees hundreds or thousands, quick water-cooler or coffee conversations simply don’t take place. They take too much work. It’s easier to let the Status Quo remain, along with stubborn, distant feelings. The top-down, one-way communication that remains is stilted, dry and dull. Over time, you’ll also see the following three problems crop up.

Problem 1 – A key exercise used to spur transformational ideas involves carving out a preferred 20-30 year future for the company. When this exercise is restricted to the top leaders, it becomes a predictable affair. They gravitate to short, comfortable horizons in which plans are limited to merely “The same thing we did last year, plus a bit of difference.” Also, they fail to take into account the impact their decisions (and indecision) have on the next generation of employees. After all, current leaders are close to retirement and won’t be around to experience the 20-30 year consequences of steps they failed to take.

Problem 2 – Many leaders fall into the trap of treating their younger staff like some die-hard followers of political parties – loyal to the point of stupidity. The result is predictable: the least able (who don’t think for themselves) remain in the same jobs while the most capable leave. The departed understand that long term trends are being ignored and question the ability of leaders to incorporate concepts they barely understand. Cloud computing? The mobile Internet? Robotic automation? Artificial Intelligence? Leaders pretend to have a grasp of these concepts, avoiding uncomfortable questions from young employees who should, in their minds, be just following orders.

Problem 3 – When there are communications gaps, chosen strategies become confused when leaders try to “cascade” them down the organisation. It’s only human nature. By definition, a fresh strategy involves a new course of action. It’s a cognitive and behavioural intervention, but many CEO’s under-estimate the challenge employees have upon hearing a new strategy for the first time. Whereas the top executive may have considered the new strategy for years, it’s folly to expect employees to grasp it after a mere one-hour presentation. It’s also crazy to ask them to believe it will work, then act on it with full motivation. Dialogue is required. Sometimes, making the strategy “stick” means encouraging staff to challenge it.

The net result of these problems is that key information and strategies never make their way from the top of your organisation to the bottom, and vice versa. Left to fester, this condition makes the company vulnerable to disruption by smaller, nimble competitors. A typical example? Jamaica’s Cable and Wireless in 2001 had leaders who ignored the threat of Digicel, even as many of their own employees knew better. How can your company and other large firms reduce the risk inherent in their size?

1. Offer internal strategy conferences
Conduct an internal symposium in which employees present critical trends and ideas. Demand a high standard of content and use it to shape the firm’s strategy. Where necessary, teach employees the complexity lying below the surface via structured learning opportunities.

2. Create long-term brainstorming sessions
In structured workshops, give employees a chance to look 25-30 years ahead to select a preferred future.

3. Conduct research
While companies often rely on outside experts to tell them which direction an industry is heading, motivated employees can often do a great job if given the same time and resources. Their findings may have higher quality as they will be informed by their exposure to daily reality.

When these three activities are performed well, including the right blend of leaders and employees, your company can provide the missing conversations essential to planning and implementing strategy. People at both the top and bottom of the organization benefit from in-depth, dynamic conversations which do a far better job than static, one-way presentations.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To receive a free document with links to his articles from 2010-2015, send email to columns@fwconsulting.com.

 

http://jamaica-gleaner.com/article/business/20170101/francis-wade-how-close-communication-gaps-new-corporate-strategy