Connecting Strategy, Performance, and Daily Activity

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How do you ensure employees are balancing their time between routine activities and long-term, strategic projects? Managers and their HR Partners have been tackling this problem for decades but continue to fail to separate the two different energies essential to sustain high performance. Here’s why.

Robert Pirsig’s “Zen and the Art of Motorcycle Maintenance” was a cult hit, but his follow-up book, “Lila” offered important, practical ideas for every organization. He outlined two kinds of value in everyday life: Dynamic and Static Quality.

Dynamic Quality is the energy needed to make change happen. He defines it as a disruptive force which upsets the status quo, drives improvements and makes a difference. Its opposing “yang” is Static Quality, the energy needed to keep things the same. This is the source of maintenance chores; the continuous reliability which allows daily life to function.

Most people prefer one or the other, but in Pirsig’s brilliance, he brought the two together. Instead of seeing them as enemies, he imagined they exist in a symbiotic, alternating partnership.

He explains that each kind of quality has its season. There are dynamic moments when change must be driven versus its static counterpart where gains have to be consolidated. The key is to ratchet between the two at the right tempo, without getting stuck in either “harem-scarem” chaos or brain-dead stasis.

How does this idea apply to your organization?

Each year, when your firm conducts its annual strategic planning retreat, it’s allowing dynamic quality to run unbridled and free. Representing a dramatic departure from the routine of daily activity, it deserves its vaulted place in the calendar.

However, static quality probably reigns supreme on every other day. Immediately after the event, the status quo re-asserts itself, adding friction. Innovation degrades into wishful thinking. Customers remain upset, processes are never fixed, and profit margins don’t improve. The retreat is ultimately judged as an expensive waste. Some companies stop having them altogether.

In the 1990’s, to answer this problem, Drs. Kaplan and Norton invented the Balanced Scorecard. Along with the Strategy Map, these tools were intended to connect long-term plans with daily activity. After two decades, we now realize much more is needed.

The duo never imagined the mistake most companies make in implementing their ideas. In direct contravention of Pirsig’s call for clear separation, they implement performance management systems which throw dynamic and static quality into a single lump. As a result, staff is unable to answer: “What do I need to do to keep things the same, versus change, and how do I achieve a balance of time and effort between the two?”

The result? Staleness. Boredom. Failed improvement initiatives. Here are three tactics which will begin to break them out of their predicament.

  1. Bravely Separate Dynamic and Static Quality

In my firm’s planning retreats with executives and board members, we find ourselves working hard to keep the two energies apart. “The effort to envision a shiny future must be informed by the status quo but not limited by it,” is our mantra as participants reach for Dynamic Quality.

The very purpose of a retreat is to consider a brand new vision: a courageous act for most teams.

To wit, I have been in retreats where attendees risked their jobs to birth a breakthrough future. In one case, executives were collectively and ultimately successful; but they paid the price before their vision came to fruition when some were summarily fired. Needless to say, this is an extreme example, but Dynamic Quality always requires courage.

  1. Create Organizational Strategy and Business-as-Usual (BAU) Metrics

To strike a balance between the two energies, companies need to measure two kinds of activities after the retreat. The first set applies to the annual strategy and tracks its implementation. The second, BAU metrics, are ones required to maintain company functions and change little from year to year.

At the highest level, the CEO and employees must keep track of both. However, boards should demand to see the former, while saving any interest in the latter for the exceptional circumstance.

  1. Deploy Blended Performance Management

In most companies, the individual employee has no clue which parts of their job are strategic versus BAU in nature. Therefore, they have no idea where to focus. In its place, provide each person the means to define separate targets in both areas. Also, appreciate the fact that while some employees will only be doing BAU activity, everyone must be able to explain the difference between the two.

These practical steps help staff-members step out of muddy waters where Dynamic/Static quality, Strategy/BAU metrics are confused. Their clarity increases the odds that your futuristic plans succeed, while simultaneously ensuring the continuity of previous, hard-earned gains.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2017, send email to columns@fwconsulting.com

http://jamaica-gleaner.com/article/business/20180408/francis-wade-connecting-strategy-and-performance

No such thing as ‘basic’ time management

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“Basic” Time Management Training? No such thing!

As a manager, you may advise a subordinate: “You need a basic time management program.” While this advice is probably well-intended, it turns out to be flawed. Today, a more nuanced picture has emerged.

Your intent might be pure. Many employees who once appeared to be capable and reliable have fallen into rough times. Even though they remain motivated, they look harried, are behind in their email and keep missing deadlines. Their reputation has taken a hit so you want to help.

But they still have to complete the new project you assigned them, in addition to their other responsibilities. None of it can be delegated—it’s all important.

Yet, their sense of overwhelm remains real. Maybe, you think, “They don’t understand the basics of time management.”

While this line of thinking sounds logical, it happens to be incorrect. Here are the reasons why.

  1. They are adults, not kids

In the world of adult learning, there’s a known fact: teaching adults differs from teaching children. Why? In most cases, it’s because the adult already possesses some capacity, prior practice, plus a motivation to solve everyday problems.

In this context, teaching Jamaicans Latin isn’t the same as teaching us patois. We all chafe and resist when someone tries to force us to learn something we think we already know.

With respect to time management, my local research shows that you and your employees are similar to other experienced adults around the world.

To illustrate: you were taught the concept of time at age eight or nine. Shortly after, you taught yourself how to create “time demands” – your own internal, individual commitments to complete actions in the future. You stored each one in memory to prevent it from being lost or forgotten.

Over time, you evolved, having learned the superior nature of paper or digital storage over brain cells. But regardless of your efficacy, you became a functioning adult with many successful time management habits. After all, they are responsible for positive results at school, work, and family.

However, you suspect that your subordinates have not kept up with the volume of their work and suffer from some weak habits or tools… the question is, “Which ones?” Only nuanced (not basic) training can help them uncover and close these gaps.

  1.      They need personal diagnostic skills

Instead of being instructed to engage in specific behaviours (the stuff of basic programmes) adults need to learn how to analyse and improve the habit patterns they are currently using: the same ones they have been honing since their teenage years.

In the second edition of my book, Perfect Time Based Productivity, I condensed the actions required to guide this transformation into four steps, known as ETaPS.

The first step is to E*valuate your current skills. Unlike other trivial behaviours, this takes more than completing a two-minute quiz from a magazine.

Unfortunately, empirical data from local classes reveals that the combination of habits, practices, and apps you employ today are complex. For example, everyone in your office may rely on Outlook, but there’s a unique way they use the program. Over time, you each developed routines which are idiosyncratic. Understanding them enough to make changes takes some study.

Therefore, a sound self-diagnosis starts with a deeper than average knowledge. With it, you can compare yourself against a typical Jamaican, or the very best in the world. This can be a sobering exercise, but the knowledge is priceless and produces a lifetime of steady changes. How fast should you expect to see real improvements?

  1. Instant, magical change won’t happen

A “basic” training which ignores the lingering effect of old behaviours sets learners up for failure. They go to work the next day thinking that everything will change right away.

This is impossible. It took a decade of practice to develop your current skills which don’t change overnight. To help, I recommend the remaining steps of the ETaPS formula.

–          Ta*rget new levels of accomplishment for each skill.

–          P*lan a timeline of changes to reach these new levels in months or years, taking baby steps.

–          S*upport each change so that single behaviours turn into habits. Draw on other people, reminders, and progress tracking to maintain momentum.

The idea is to break a complex, long-term transformation into small, manageable actions.

If you are a manager, help your subordinates see where a personalized plan of improvement provides a way to accomplish their goals. Then, show them how better time management could improve every part of their life:  relationships with significant others, children’s performance at school, work-life balance, health and engagement in their community and family.

Instead of trying to shoehorn them into one-size-fits-all “basic” training, give them the nuanced understanding they need to make consistent, fool-proof changes.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2017, send email to columns@fwconsulting.com

 

 

 

http://jamaica-gleaner.com/article/business/20180311/francis-wade-no-such-thing-basic-time-management

How Leaders Can Train Employees to Enjoy Their Jobs

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How Leaders Can Train Employees to Enjoy Their Jobs

What intervention would make a difference with employees who aren’t motivated? One novel approach is to teach them how to fall in love with their work.

The recent U.S. television series “Dirty Jobs” fascinated millions. Each week, it highlighted a group of employees who specialize in filthy or dangerous jobs. For example, an episode featured Mexican workers who scuba dive into the capital’s underground sewers, just to keep them flowing.

You should be forgiven for believing that they must despise their lives. Nothing could be further from the truth and it’s not because they are grandly paid. For the most part, they simply love what they are doing. Unlike the two-thirds of employees in the average company who are disengaged, they are highly motivated.

So are most Jamaican executives. They enjoy unusual levels of daily mastery, purpose, and autonomy, a key factor in their high motivation and frequent promotions.

However, there’s often a skill they fail to develop: they aren’t equipped to help others attain this mindset. In their single-minded pursuit of personal excellence, they don’t pay much attention to those who were outperformed and therefore left behind.

Unfortunately, newly minted executives must turn around and find a way to motivate these “losers”. Untrained for this particular task, they often flounder. Instead, they complain about the bad culture – the same one they helped create.

Perhaps that makes them hypocrites, but this realization doesn’t assist them to figure out what to do. Logically, they realize that folks have real bills to handle, kids to feed and school fees to pay. But they don’t know how to motivate someone who just wants to work as little as possible to maintain a minimum flow of cash to their bank accounts.

This dilemma keeps leaders up at night. They (and their companies) can lose everything if they are unable to find a way to engage staff. While many approaches exist, here’s one that’s unusual: teach employees how to enjoy their work, just like their executives. Try these three steps.

Tactic #1 – Don’t Try to Merely “Give People What They Want”

According to “Why Workers Won’t Work, The Case Study of Jamaica,” multiple studies reveal the crude assumption born in new managers upon their promotion: people are greedy mercenaries who only respond to money. As I have pointed out in prior columns, this conclusion is demonstrably incorrect.

Even in jobs like teaching which are long overdue a raise in pay, employees know that giving everyone

all the cash rewards they want won’t work. Therefore, the first tactic is to bypass simplistic polls, intuitions or old wives’ tales which only reinforce this old explanation. They only sustain an “us vs. them” dynamic.

Instead, look deeper, beyond demeaning questions and pat answers.

Tactic #2 – Don’t Leave People Stuck With Just the Work They Like

Some managers believe the answer is to bend over backward to provide employees with the work they prefer. In other words, ask (or psychometric test) them to find the stuff they like, then devise ways to give it to them.

Once again, research shows this to be a mistaken approach. It produces a blend of unhappy workers in the long term, and a company lacking the skills it needs to thrive.

Tactic #3 – Teach People How to Find Inherent Meaning in Any Job

When employees have a supportive boss, they can learn how to enrich all aspects of their work by doing the following:

1) linking to a higher purpose. Look around: there are people who risk their lives daily for a big enough, non-monetary reason. By contrast, are your team members playing it safe, refusing to exceed their comfort zones? Is doing the right thing seen as all-important versus going along with the status quo?

  1. ii) finding an opportunity to challenge themselves. While competition appears to spur innovation, it really is a trigger or excuse for someone to push themselves beyond their normal limits. Is your environment sufficiently gamified to do the same? Or is work merely a nasty, week-day tax they pay in order to find growth, fun, and joy on weekends?

iii) experiencing newfound levels of independence. People who act as if they are in charge of their destiny love the feeling of ownership. By contrast, do your managers systematically treat staff like idiots who must be told what to think and when?

If you guess that this also has something to do with a manager’s skill at coaching, you’re right. But instead of leaving this competence to chance, train managers to help employees craft their best, most fulfilling work. In small steps, you’ll create an environment which bridges the gap between executive and employee motivation.

 

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2017, send email to columns@fwconsulting.com

 

 

 

 

 

http://jamaica-gleaner.com/article/business/20180325/francis-wade-how-leaders-can-train-employees-enjoy-their-jobs

Toxic Culture Resistance

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Leading in a toxic culture? Transform it by absorbing, not resisting

How do you escape a corporate culture you hate to work in each day? Should it be attacked head-on, or is another more subtle approach needed?

Perhaps you know the feeling of being trapped in a toxic work environment. The stress you experience each weekday is real. It can’t be escaped by positive thinking, thoughts, and prayers or any of the other techniques that work on lesser problems. Plus, simplistic advice like “Just quit, nuh?” isn’t helpful in a weak economy where everyone you know is scrambling to hold on to a job.

Unfortunately, we are taught from early on to conquer evil by launching strong resistance. After all, this approach worked to end slavery, get the vote and achieve independence. It also works in wars.

Fighting hard to win seems to be the best way to change your company’s culture. It appears to be a far better strategy than merely surrendering making it the tactic most corporate leaders use.

Unfortunately, it has faults which only makes things worse. Here are three examples.

Denial

An executive sits at her desk looking at the exit statistics. The best performers are consistently leaving for other companies, siphoning away the second-bests within a few months. Before long, only third-bests will remain—a recipe for disaster.

The head of human resources tries to convince her there’s a huge internal problem. But she refuses to accept it. Her people are being stolen by those with deeper pockets, an injustice. She angrily denies that the culture of her company is driving people away.

In her mind, she is the big victim.

Scolding

A CEO scrolls through the survey results. The staff has spoken: employee satisfaction and engagement scores have dipped even further. Obviously, the prior year’s interventions didn’t work, in spite of his hard work and extra effort. In fact, they actually made things worse.

“They shouldn’t feel this way.”

His response is all-too-human. As a species, we have a remarkable ability to argue with reality even when it’s staring us in the face. The response is instinctive – a way to protect ourselves from bad news.

It’s also beside the point. Given his goal of changing a toxic culture, the new scores provide valuable data which tell a nuanced story. Instead of being discarded, they need to be the basis for new plans going forward, as the leadership team “wheels and comes again.”

However, whenever he repeats the refrain in every executive meeting, real discussion stops. Lots of words are spoken, but his comment inserts a dangerous fiction at the moment the team should be grappling with hard truths.

As a result, they make no progress.

Selfish Disengagement

A Managing Director is stunned by the ungrateful nature of his staff members. His official Coffee Chats, an opportunity to meet with small groups of employees, has not turned out the way he wanted.

“Is this all you people do each day… just b***h and moan?” he finally lashes out, frustrated. All future open conversations are cancelled.

In his mind, they only became a bottomless pit of complaints. Instead of presenting a useful balance of positive and negative experiences, they dwelt on the bad stuff.

In response, he withdraws, turning into himself: an act of self-preservation in which he can lick his wounds in private. He limits his meetings to people he knows are happy, eschewing group gatherings. After all, no-one seems to care that he is also a human being who has real feelings.

The First Step

The behaviors displayed in the above examples are commonplace among leaders.

In each case, they experience unwanted internal feelings, triggered by other people’s unhappy expressions. To cope, they attack the source in the hope it will go away.

This tactic sometimes works in life, on simple problems. However, it fails to transform complex corporate cultures. In the high stakes positions they inhabit, the only answer is to learn how to fully accept, absorb and “be with” the stuff most people resist. In other words, instead of turning unwanted internal feelings into the enemy, they must mature to a place when they can be embraced.

While this is much easier to write or say than to practice, top executives need to evolve to the point where they can step aside from their own instinctive reactions. It’s the first, unavoidable step towards transforming themselves, demonstrating the radical kind of inside-out change that people need to see.

 

As such, this message isn’t only for top executives. It’s for any employee caught in a toxic company they can’t stand, but can’t immediately leave. Acceptance rather than resistance is the most powerful first step.

 

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. Missed a column? To receive a free download with articles from 2010-2017, send email to columns@fwconsulting.com

 

http://jamaica-gleaner.com/article/business/20180225/francis-wade-toxic-workplace-resistance

Boosting your temporal IQ

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We may laugh along with our leaders about our personal productivity and constant overwhelm, but those who have worked in developed countries know that top organisations take time seriously.

It’s no coincidence. Corporate success relies on individuals who execute brilliantly, never run late, and don’t forget to do their tasks.

But here in Jamaica, we are perplexed. We want the crime-free growth opportunities that occur in a strong economy built on high-performing companies. Yet, when pressured, we continually excuse the fact that we are individually slack. For example, almost no one complained when every meeting of the 2017 Jamaican Parliament started late.

Instead, tardiness is met with a joke. The brave few who insist on timeliness are sidelined as ‘anal’, as boards, teams and cabinets tolerate behaviours that keep us mediocre. When this vibe is amplified across society, contributing to mayhem and murder, we scratch our heads: ‘What’s wrong with THOSE people?’

Nothing.

They are simply echoing the low standards we all indulge in, even when we know we’d have to give them up if we ever migrated to a developed country.

 

IMAGINE – A JAMAICAN?

 

A few years ago at a conference in the United States, I listened in agony as the top organiser explained why they needed to check my credentials twice before inviting me to speak. “We just had to ask,” she shared, “Is he for real? Who would imagine that someone in Jamaica knows something about time management?”

Unfortunately, we have collectively earned this suspicion. Our economy hasn’t grown since the 1960s – a case study for stagnation, resistant even to above-average outside investment. In terms of our macro-productivity, we fight to stay a step above last place among countries in the hemisphere.

But the conference organiser was no economist. She was talking about the lack of micro-productivity visitors see upon landing ‘Jamaica time’. It’s why they took two different taxis from their hotel to the airport, ‘just in case’.

We can rescue our reputation with a focus on a locally defined temporal intelligence quotient, or TemQ. It would help us understand the extremes – the Bolt-like performance seen in the world’s best companies versus our sloppy, everyday mediocrity. It could also provide us with universal targets to aim for, whether we happen to be an individual workman, CEO or Supreme Court judge.

For example, our prime minister could declare an ‘Arrive on Time Week’. Such a challenge would push us to discover and practice industrial engineering techniques needed everywhere in our economy to meet Vision 2030 and the productivity problems it describes.

Until then, how can your company use TemQ right away? Here are three suggestions.

 

STEP 1 – ESTABLISH TIME USAGE OUTCOMES

 

Professionals with high TemQs set clear intentions for each hour of the day. A high percentage of their plans are effective, which means they use mobile, digital planning tools, create a daily schedule which includes travel and recovery times, insert buffer periods for interruptions and other unexpected events, and track their time usage to effect improvements.

By contrast, individuals with low TemQ are hapless creatures of random impulses and miscues. They are often seen as a very busy but produce little of value as they bounce from one fascinating, shiny object to another.

 

STEP 2 – HIGHLIGHT ERRORS IN TASK EXECUTION

 

As a professional climbs the corporate ladder and adds more to-dos, their productivity is challenged in new ways. Each increase brings them closer to a recurrence of old symptoms they thought they had overcome, such as forgetting important commitments, seeing tasks too long or missing due dates.

The person with low TemQ won’t even notice these mild issues until they turn into crises. However, their counterparts remain eternally vigilant and see these early signs of trouble.

 

STEP 3 – DEVELOP

 

 

META-SKILLS

 

High TemQ individuals don’t panic when such unwanted symptoms pop up. Instead, they realise that they need an upgrade and go about diagnosing their habits, practices and apps in a systematic way. In other words, they demonstrate the meta-skills needed to build added capacity – the only approach which keeps up with a continuously increasing workload.

Unfortunately, low TemQ professionals get stuck and never improve, slipping into a mindset that partly explains our stagnant productivity. After all, if we aren’t actively expanding our individual TemQ, why should our companies thrive and our economy grow?

Ecuadoreans had a similar challenge, estimating that lateness costs them 4.3 per cent of GDP. In response, they launched a national tardiness campaign.

The good news is that, unlike our IQ, we can all easily begin to improve our TemQ with practical improvements. There’s no reason for us to continue joking about a matter which has sharp life-or-death consequences.

It’s time to invest, on a personal level, in the productive Jamaica we want to become.

– Francis Wade is a management consultant and author of ‘Perfect Time-Based Productivity’. To receive a Summary of Links to past columns, or give feedback, email: columns@fwconsulting.com.

How to Escape the Zeigarnik Effect

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Have you ever found yourself unable to fall asleep during a trying time at work? Or distracted in the middle of a conversation or meeting by thoughts about other stuff you still need to do?

If so, you may be a victim of the Zeigarnik Effect. Its exotic name comes from the Russian researcher who discovered it in the 1920’s while observing the behavior of waiters in a restaurant. Their ability to recall pending orders, but not the ones they had just delivered, caught her attention.

The disparity relates to the effect which bears her last name. It’s the nagging feeling you get once you mentally create a “time demand”: an internal, individual commitment to complete an action in the future. Your subconscious, which stores each one for later retrieval, does more than sit back and wait for you to act. Instead, it begins to ping your conscious mind with a stream of reminders.

If this were to take place on rare occasions, it would be a cute phenomenon. However, if you are someone who is ambitious, you may find the reminders increasing until you start to experience a sense of overwhelm. After all, her research states that the way to get rid of the Zeigarnik Effect is to complete the task. For busy people, it’s impossible – they create hundreds. Like everyone else, they can only finish one at a time.

So, is there an escape? Fortunately, there is, according to recent research conducted at Baylor University.

Dr. Michael Scullin and his team compared two bedtime behaviors in laboratory experiments. Before falling asleep, one group of subjects wrote their to-do list for the next few days. The other recorded the tasks they accomplished during that

day. The result? This small change in technique helped the first group fall asleep faster by over 9 minutes. Why did this happen?

To understand the underlying reason, we must visit the University of Florida. Drs. Roy Baumeister and Ed Masicapmo added to Zeigarnik’s research, showing that the effect disappears when a person has a trusted system in place to manage time demands. This makes intuitive sense. There’s no need for your subconscious mind to interfere if it believes that all your tasks are being properly managed.

How does this apply to falling asleep faster? Well, offloading your tasks to a written to-do list is one way to assure your subconscious that you are on top of all your commitments. In other words, it trusts a piece of paper more than your ability to remember. Satisfied, it leaves you alone, allowing you to doze off.

But what if you possess a high IQ, genius-level memory? Can’t that be used? The answer is short but elegant – “Sure… if you happen to be a kid.” While I doubt that any readers of this column are under 12 years old, we should understand why they are an exception. The fact is, they only have a few time demands to recall. Plus, they have teachers, parents, friends, and siblings reminding them what to do.

It’s only later, when they get older, that problems occur. But they aren’t caused by age which is not a factor until their retirement years. Instead, long before then, the challenge is to find a method to cope with the relentless swell in time demands our generation faces.

What else can be used beside paper? Digital devices also work. In addition, some people offload their tasks to other folks, like their children. “Remind me to pick up your cake tomorrow, Junior.”

But the only approach which succeeds in the long term isn’t a single technique or tool but a mindset of continuous improvement, plus specific knowledge of how humans use such tools. Start by getting committed to implementing ongoing upgrades. Then, understand that your choices need to follow a pattern.

While researching the latest edition of my book I found that improvements happen in serial fashion, but they all start with an attempt to use mental reminders. When that technique fails, we graduate to better skills one step at a time, following this sequence.

Level 1 – Memory

Level 2 – Paper Lists of Tasks

Level 3 – Simple Digital Apps

Level 4 – Complex Task Management Apps

Level 5 – Digital Calendars of all Tasks

Level 6 – Administrative Assistants / Autoscheduling Programs

As you look over this list, identify your current level. With this knowledge, you can prepare yourself for the next upgrade – the one that will help you stay abreast of your dreams and aspirations.

However, be aware: the Zeigarnik Effect shows up at any level. It’s a fantastic warning mechanism which lets you know when a change is overdue. Unlike your friends, colleagues and even your conscious mind, it can’t be fooled. It will do its job, preventing you from falling asleep quickly until you wake up to its incessant, nagging call for greater personal productivity.

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

http://jamaica-gleaner.com/article/business/20180128/francis-wade-how-escape-zeigarnik-effect

Is your company gaslighting its customers to accept poor service?

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There are companies in which staff members are rightly embarrassed by the poor service offered to the public. But there are also badly-run organizations who operate without any sense of remorse: no apology ever offered, no-one willing to be responsible. Consider them to be gaslighting their customers.

The term isn’t normally applied to corporations, but to individuals. Perpetrators are often narcissists, abusers, dictators and religious leaders who say things which cause people to question their sanity. The victim’s norms are discarded or disputed. Universally accepted standards become individual proclivities to be ignored.

I have met personalities who fit the bill nicely but recently, my bank showed some disturbing signs. Unknown to me, it froze my account because I failed to respond to a posted letter from its Compliance Department…they say. I have no evidence such a correspondence was ever sent.

Their comeback? My mail system had to be faulty. Therefore, I was guilty and deserved the disruptive sentence I was handed.

Unlike the human gaslighters I have met who are easy to spot, I found this situation confounding. After all, the Customer Service Representatives (CSR’s) I spoke with were friendly, polite and helpful. They used my first name repeatedly as if we were old chums.

However, in retrospect, they all parrotted the company line: the multiple phone numbers and email addresses they have on file for me are “with another department” and “could not be used”. All that was needed to update their files were two pieces of updated information. With robotic efficiency, they assured me full restoration in five working days, in addition to the holiday weekend.

Incidentally, they didn’t mention the fact that they go overboard to “incentivize” customers to be paperless. Or that I was severely and stressfully inconvenienced because of their actions. Or that their explanations were ridiculous. None of them seemed to think these were real issues.

Instead, I was left wondering: “Is this just me? Am I the only one in this conversation who thinks this is crazy?”

Now, a week later, I can name the experience: corporate gaslighting. My definition? “When a company persistently disrupts the wellbeing of its customers in novel ways, then uses its staff to indirectly but politely attack complainants’ common sense.” It forces customers to question their sanity, while CSRs must shed their humanity in order to do the job.

If you work for an organization, let’s assume that gaslighting is a fact: the only question is how much of it is taking place each day. Ask the following questions to find out more.

  1. Are customers leaving without telling you why?

Don’t answer this looking at the loud complainers or those who write letters to the editor of newspapers. Instead, find those who quietly quit your brand and shift their behavior without warning.

Gaslighters convince themselves that customers leave because they have been enticed by the competition. In other words, it’s something they can’t control. Don’t believe your own story – find out the reasons why you are silently repelling people, forcing them to seek service elsewhere.

  1. Can customers find relief?

In a separate institution, I am forced to deal with someone who is incompetent. As my “point person”, she routinely ignores my emails and voicemails. Direct calls are useless. Desperate pleas to individuals in the organization, including her manager, produce no change in behavior or even positive acknowledgment.

As far as I can see, I have exhausted my appeals, so I’m actively searching for a new provider.

If you offer an essential service and your customers are at a dead-end with no further recourse, your company is gaslighting them. Fortunately, the answer could be simple: set up an easy to find, independent ombudsperson with enough resources to track any problem to its root cause. Have him/her report to an executive to avoid entanglement in your bureaucracy.

  1. Are you eager to uncover problems?

The best CEO’s I have ever worked with are quite demanding, especially in one way. They insist I tell them the stuff their colleagues won’t, focusing on areas I consider to be their blind spots.

Here’s a real-time test: if you bristled at the suggestion that your company is gaslighting its customers, you probably share some characteristics of the weakest leaders. They defend themselves lustily, even in the face of obvious evidence. To keep criticism at bay, they suppress people with outside opinions, while actively promoting bootlickers. As a result, it’s just a matter of time before an issue arises which blindsides their cabal, sometimes resulting in disaster.

Gaslighting in companies is hard to detect: it requires hyper-vigilance and a willingness to empathize with the abuse customers experience. Therefore, it takes supreme but uncommon courage and discipline for leaders to root out this organized form of corrupt service delivery.

http://jamaica-gleaner.com/article/business/20180114/francis-wade-gaslighting-customers-accept-poor-service

Are you restoring lost motivation to your company’s culture?

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Bob Marley famously jammed: “No bullet can stop us now, we’ll neither beg nor we won’t bow…” His aspiration called for bold and brave actions, in keeping with the highest standards. However, most corporate executives don’t believe their employees are Marleys, William-Gordons or Bogles.

 

Instead, they complain: “Is pure Bredda Anansi we have!”

 

As a result, these leaders scoff at Bob’s next line: “…Neither can be bought nor sold.” Long ago, they gave up on such lofty visions for their staff. Now, their primary concern is paying the lowest wage-price possible to purchase just enough employee motivation to make a profit. It’s usually more than they think they can afford, which keeps them up at night, worrying.

 

If you try to convince them their people are better than this, watch as they pull out surveys to “prove” that staff only wants one thing: more money.

 

As I have reported in this column, research shows that such reactions are misleading. In fact, the pat answers, so easily believed, don’t match daily behaviour. A 5% increase in pay doesn’t, by itself, produce a corresponding increase in productivity. Executives who really want to motivate employees must reach past flawed data, mistaken reasoning and their own incorrect instincts to find better information which illuminates the truth.

 

The newest revelation arrives in the form of a method to measure each employee’s current reasons for working. According to the authors of Primed to Perform, Neel Doshi and Lindsay McGregor, there are six motivations which lie on a continuum.

 

Intrinsic motivator #1 – Play. Employees at this level do their jobs primarily because they love the activity. They lose themselves in their work and enjoy moments when they can engage in it wholeheartedly. They are often your highest performers.

 

Intrinsic motivator #2 – Purpose. In this case, staff members may not care for the work but they are driven by the immediate impact they have on other people, society or country. They put service above self.

 

Intrinsic motivator #3 – Potential. If the major benefit employees derive builds personal skills or capacity, it belongs in this category. In other words, their role leaves them more capable or better-positioned for the future.

 

Extrinsic motivator #1 – Emotional Pressure. This level involves trying to alleviate unwanted feelings such as guilt, shame or fear. They don’t come from the work itself but are linked with merely having a job.

 

Extrinsic motivator #2 – Economic Pressure. If rewards and punishments are driving individuals to perform, they are probably motivated by a sense of tangible gain or loss.

 

Extrinsic motivator #3 – Inertia. The work is being performed today only because it repeats what was done yesterday and the day before. This is perhaps the most deadening, unconscious state to be in.

 

Take a moment to scan your workforce one staff member at a time, assigning each person to a level. What do the combined results tell you about your company’s culture?

 

If your conclusion alarms you, consider the two following interventions.

 

  1. Teach managers to notice

 

motivation levels and act accordingly. Start by advising them that part of their job is, over time, to shift the distribution to the better motivators. Give them the tools, training, and other elements they need to coach people effectively.

 

One of the obstacles they may have to overcome is an inability to relate: the chances are high that they were promoted because they were already self-motivated. They must learn to get past their own achievement to reach employees who aren’t like them.

 

  1. Train employees to enrich their own experience. Most people simply don’t know how to shift themselves to being consistently intrinsically motivated. Instead, they operate as if their moods are random, along with their attitudes toward their work.

 

You may be concerned about the training cost. Much can be done on a low budget: usually, it’s the clear commitment from the top that’s missing. Just pick an approach from one of the main schools of thought and implement it systematically, starting with the executive team.

 

All worthwhile transformations include organisational leaders. As a member of top management, you can start by accepting the part you have played in contributing to the current state of employee motivation. Even if you recently joined the firm, the faster you take responsibility, the quicker you’ll be on the side of those who are trying to effect change.

 

It’s never easy to own the influence you have in an area so fraught with misunderstanding. Many of your colleagues may not see things the way you do. However, go ahead and launch an attempt: it can make a big difference in the lives of everyone in your enterprise.

 

 

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

 

How Boards Innocently Get Themselves into Trouble

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Members of company boards are accountable for solving a dilemma: how should they intervene when problems inside the organization crop up? Do they always give managers the benefit of their advice? Should they become coaches, perhaps even taking up operational roles to help implement solutions? My surprising suggestion: resist the temptation to aid, abet and enable weak individual performance.

 

Many board members unconsciously cling to the notion that their job should be an easy one. The perks are well known: a relatively small part-time commitment in exchange for the prestige of helping to run a communal entity. Sometimes, there is even remuneration.

 

What isn’t openly acknowledged is that the rules of the road are obscure. Most boards have enough turnover to prevent norms from becoming established. Instead, each new member brings with him/her fresh experiences. The benefit lies in their original contribution, but there’s a downside. Most companies don’t on-board such members very well, leaving them to learn how to be effective by the seat of their pants.

 

As a result, many boards may follow established conventions in their meeting rules, but not where it really counts: in their relationship with staff. If you are a board member, this represents an undefined, grey area.

 

Conversely, you know what to do with familiar challenges. In those cases, you can highlight early warnings and weigh in to prevent catastrophes. But if all board members do the same with staff, expect the following problems to occur, without fail.

 

Problem #1 – Becoming Individual Coaches

It all starts innocently, with a sincere plea for help. A manager in trouble reaches out to you, a board member who he or she trusts. You can’t say no… plus you get a quick ego-boost from showing the youngsters how things are done. After responding to additional calls you eventually slip quietly into the role of being an informal coach or mentor.

 

However, unknown to you, other board members are doing the same.

 

Before long, your meetings turn into trauma centres in which each member has their own compelling story of raging incompetence. Sometimes, the larger, unfortunate, truth emerges: you are all giving conflicting advice. By the time you meet, you have collectively sent the organization into a tailspin.

 

In summary, the board transforms into an uncoordinated coaching team. Now you are chasing small problems mistakenly elevating them from the bowels of the company where they truly belong. Over time, the big, hard challenges only a board can address go unattended.

 

Problem #2 – Being A Regular Presence vs. An Emergency Visitor

Some board members fancy themselves as an inexpensive alternative to management consultants and in fact, they might possess superior industry knowledge.

 

If you do so, understand the issue you could create.

 

Professional consultants do more than give advice. They craft high-trust, short-term relationships in order to see problems permanently solved before departing. Consequently, they set up crystal clear, written agreements as a necessary pre-requisite.

 

However, as a board member, you may not appreciate the importance of this distinction. You are not a peer – you are always the Boss’s Boss. Furthermore, you don’t have a temporary relationship. It’s permanent.

 

Finally, when a consultant gives advice, the onus is on the client to use it. Unfortunately, your “suggestion” can be heard as a board directive, whether you intend it to be or not.

 

The net effect is that you cease playing your role as part of the governance structure and slip into another, which is less effective.

 

Problem #3 – Stop Being the Referee

 

Board members who take up these other roles eventually abandon their most important duty: to set standards and hold people accountable. After all, if you are involved in making operational decisions, at the next meeting you are likely to defend their success or failure.

 

In other words, you have become entangled.

 

Imagine a football game in which the goalie decides to play the role of centre-forward. That’s bad enough… imagine him also wanting to be the referee!

 

The source of all three problems is that boards often lack a rigorous definition of the practices to use when interacting with staff. In your commitment to be helpful, you end up doing more harm than good, running all over the field, leaving the mouth of your goal unattended.

 

As a board member, you are not a mentor, coach, consultant or friend. While it’s fine to show these competencies in quick bursts, your primary role is much too important to be abandoned. Do so long and often enough, and you leave the company short of the kind of far-sighted governance that might save it from ruin. Instead, stay out of trouble: define your practices with some rigour and stick to them no matter what.

N.B. This column has a companion webinar that accompanies it on YouTube. Click on the graphic below or this link.