Author: fwadmin_chron

Do your company’s top leaders need to be just like everyone else? Or should they publicly strive to achieve the highest levels of performance? Does it make a difference?

I recently advised a client: “Why don’t you try to run your meetings more efficiently?”

The manager viewed me suspiciously, then laughed. “How effective do you think Bob’s are?” (His CEO was infamous for poorly managed meetings.)
He continued: “And you want mine to be better than his?”

In three decades of work with executives, I have noticed leaders being ambivalent about their place at the center of attention.

Some are narcissistic, and revel in the limelight. Competitive extroverts, they prefer to be included in everything. To make sure they remain the primary focus of others, they push themselves into every available leadership position.

Others are reluctant. They are shy, avoid attention and fear the repercussions of a long fall from the top. They insist on equal treatment to other people and resist perks and benefits usually associated with their position of authority.
Neither of these extremes provides people with the one thing they crave: an obvious example of how they should act.

It’s a shame because our local employees routinely grant executives extra-special powers. Compared with their counterparts in Trinidad and the US, books like Why Workers Won’t Work make the difference clear. Jamaican employees greatly prefer the clarity of strong authority. In their minds, the big man (or woman) plays a role which cannot be abdicated, even if he is a next-door neighbour and also sits beside them in church.

Unfortunately, most leaders squander this unique opportunity. If you happen to be a manager, here are three ways to make the most of your leadership role. Each of them happens to bring out the best in you, your colleagues and your company.

1. Having The Clearest Vision
Many executives are weak at the skill of defining an inspiring future for others to step into. Even though they came of age at a time when Michael Manley provided a powerful example of how to do so, they mistakenly assume that it’s a capacity someone must be born with.

As a result, a local company which lacks a visionary at the top tends to drift into a vacuum: no-one else steps up to provide the necessary direction.

In part, it’s due to a lack of awareness. The truth is that visionary skills can be learned from companies like Landmark Education and others. In their workshops, leaders learn to be open, sharing their grandest aspirations for all concerned, while staying grounded in their daily experience.

2. Being The Most Productive
Many top leaders believe they have earned the privilege of operating beyond the level of the average employee. They don’t need to be punctual or reply to email. They are allowed to indulge in the worst multi-tasking behaviors. When their position dissuades challenges, they persist.
They fail to realise that they are, at all times, setting an example which others not only remember but repeat as gossip.
In this sense, their personal habits, practices and rituals are highly contagious, and so is their standard of productivity. They shouldn’t expect their employees to attain a higher level.
3. Being The Most Transformed
While employees may find the need for continuous, inside-out improvement exhausting, it’s the leader’s job to generate the required energy. The best ones also share their journey with others, including its ups and downs. They highlight the latter so colleagues can appreciate the difficulty of pursuing individual excellence.

In addition, they empower themselves by looking for their contribution to specific failures. For them, the discovery of a personal cause leads them to understand what can be changed to turn things around.

By contrast, the weakest leaders only focus on the changes required by others. As “expert” diagnosticians, they examine their colleagues’ faults in detail, thereby misunderstanding their role. Their ability to pick apart other people’s improvement needs is only a small part of their success. By comparison, their skill at clarifying their own personal transformation is huge.

The sad fact is that staff who are on the receiving end of a leader’s constant, punishing criticism only learn how to avoid blame and pick apart other people’s faults. On the other hand, the employee who witnesses the top leader identify a problem, search for his role in creating it, craft interventions and measure the difference, learns how to effectively deal with a wide range of issues.

Leaders who appreciate and honor the opportunity to be at the center of attention empower others to be their best. They offer their behavior as an inspiration… not just their words. It takes effort and training to become that kind of person, but it’s exactly what Jamaican companies need to make progress.

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/20170730/francis-wade-why-leaders-need-embrace-their-role-best-performers

 

Many top executives find themselves in a tricky spot. Human beings and technology, two essential ingredients for a company to thrive, don’t naturally work well together. Here is one way to tackle the issue, using the case of Business Process Management (BPM).

A recent McKinsey Journal article described the advent of a new role: a “Chief Transformation Officer.” Operating with the trust of the board, this change-agent operates like an extension of the CEO, holding top managers to account.

As a CTO, your mandate would be simple: cause the organization to change itself, even as it continues to do business. With excellent emotional quotient and technology skills, you would be able to join the expertise of two organizations which usually avoid each other: Human Resources (HR) and Information Technology (IT).

In most Jamaican companies, these functions operate in silos. As a result, HR is slow to adopt (let alone envision) new technologies, while IT is ill-equipped to implement the human side of digital solutions.

Case in point: the introduction of email in the mid-1990’s. This happened to be the single biggest culture changing intervention since the advent of personal computing over a decade earlier. Unfortunately, HR never saw it coming and was often the last department to be trained in its use. It’s counterpart, IT, still has a hard time predicting and managing the behavior changes ensuing from newly introduced technology. The smartphone is a ubiquitous example.

More recently, CEO’s are demanding that executives implement another change: enterprise-wide Business Process transformation. They want to see the benefit of continuous improvement on a massive scale, in preparation for disruptive innovations which are just around the corner. At the same time, they understand that new technology cannot simply be bolted onto old methods of doing business.

Plus, BPM projects don’t take place on the sidelines: they affect core operations and, with them, the bottom line. Local companies have responded to this imperative in two ways.

 

The Human Resources Leadership Option

When HR is placed in charge of a firm’s BPM program there’s an immediate credibility problem. Usually, HR business partners are lacking critical technology depth and just haven’t studied the combined impact of inventions such as cloud computing, mobility and security.

Furthermore, they often lack the engineering skills to lead such an effort. Most HR professionals have no exposure to process baselining, measurement, analysis, improvement and automation. By contrast, these are skills taught in most IT programs, albeit at an abstract level.

The Information Technology Leadership Option

Based on this realization, it might be obvious that IT should take the lead. However, even though professionals in this unit have all the technical skills needed, they are often short of interpersonal, political and change management capacity.

To worsen matters, most local companies have manual processes which have never been baselined. Therefore, incumbent staff must be appropriately engaged in order to continue daily operations which they, and only they, understand.

Their lack of experience on BPM projects drives up resistance, forcing IT professionals to start by launching trust-building exercises, an unfamiliar tactic for them. Furthermore, the first round of changes only requires common sense, not newfangled robotics. When this fact is discovered, the business case for fancy automation is often found to be inflated, due to poor, improper information.

 

Lastly, the IT professional who ends up in charge of implementing behavior changes which don’t require new technology is likely to struggle: it’s just not his/her cup of tea.

 

Given the shortcomings of both these approaches, McKinsey’s ideas offer a third way.

 

How to Install a Chief Transformation Officer

A CTO is not simply another functional role in the usual lineup of corporate officers. Instead, if you were in the job, you would be the driver of behavior change, the one who makes a difference in the practices, habits and tools used to do daily work. Pulling on all resources, you would need the trust of other executives to share their people’s expertise. As you form cross business unit teams, you would help them implement process changes across silos.

You would be the advocate of the customer’s journey – the moments of truth the customer faces as they interact with different touchpoints.  Spanning the enterprise, you would be one to see where revenue generation and service levels are being thwarted by organizational gaps.

In BPM efforts, it’s critical that HR and IT continue to play their roles but don’t make the mistake of saddling them with responsibilities they aren’t capable of implementing. It sets them up for failure, minimizes their impact and reduces their role to enablers of small improvements.

 

When a company needs to be prepared to make big changes, only a CTO-like function can succeed. Combining human and technological expertise, it’s the only way to drive practical, large-scale change.

 

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/20170716/francis-wade-getting-it-and-hr-cooperate-change

How many items of email do you have sitting in your inbox? Are there 20 messages? 20,000? What difference does it make?

Perhaps you are already suspicious of others who oversee a permanent pile of unprocessed email. Remember that recent message you sent them? They don’t remember seeing it. It annoys you because it included a critical question. Now, you stand next to them, forced to repeat the request in person while they complain about “people who send them too much stuff.”

In their minds they are too popular, or too important.  To them, it’s not their fault. They cannot be expected to get back to all the people who ask for an answer.

If you suspect that something else is afoot, you aren’t crazy. Their inability to reply to your message reveals a lack of productivity. The other explanations are excuses.

 

The fact is, most people dislike email management with good cause. It takes up to 20% of the average employee’s work day, partly because the techniques they use are self-taught. Their lack of sophistication is more than a curiosity – it’s a drag on your organization. How do you make sure you don’t become just like them? Start by understanding the problems an unsorted email inbox causes you and others.

 

Confusion that Keeps You Paralyzed

If you fail to completely empty your inbox for several weeks (or even years), the messages held within fall into three categories:

1. Usually, there are some messages you have not read at all. They contain demands on your time, including emergencies, requests from other people, warnings of trouble, useful information you need to use plus other potential dangers. Lurking in the shadows like duppies, they nag you all day with quiet but distracting reminders
2. Inevitably, you glance at a few messages which indicate tasks to do later. Often, you mark them as unread: a signal that you must return to attend to them. Unfortunately, this tactic makes these old messages look just like new ones, which leads to them becoming lost. Now you have a mountain of stuff you know is important, but you can’t quite remember what or where it is in your stack of messages.
3. Most of the messages remaining are ones you glanced at but decided to leave until later. Why didn’t you get rid of them? You didn’t immediately know what to do so rather than make a decision, you took the path of least resistance and left the message right where you found it.

 

If you receive a tiny number of messages each day, these tactics may actually work. However, they just don’t scale for the average person. Instead, if your inbox contains more than 20 items, you are really attempting to use your memory to track too many ill-defined commitments. The end result is a mental avalanche of confusion.

 

Commitments which overwhelm your calendar

These unprocessed messages have a cumulative effect: they make you feel as if you don’t have enough time. Each one requires a few moments to re-read and decide what to do next. Altogether they lead you to feel extremely busy, even overwhelmed. Each time you glance at your inbox you experience a sense of dread… it’s no wonder why, according to one study, 33% of people would rather clean a toilet than clear out their email inbox.

The truth would be: “I’m not really busy, just disorganized” but no-one ever admits to this fact. Instead, they complain about not having 25 hours in each day.

 

Adverse impact on your reputation

Even here in 2017, email management is seen by some as an exotic skill which a person is either born with or not. It’s accompanied by the myth that it has something do with your age. It’s almost never viewed as a result of poor habits which can be unlearned.

This mistake leaves individuals to flounder, even as their colleagues exclude them from the best teams. After all, they can’t manage their email messages, let alone a high-priority assignment.

Companies shouldn’t allow employees to ruin their professional reputations because of ineffective email habits. Instead, they should teach them best practices such as limiting their visits to their inboxes to the times of day when they can empty them completely. Studies show when everyone agrees to this habit, productivity soars.

This training should start on the first day of employment. It’s the only way to prevent a mess.

 

Even if the implementation is clumsy at first, this approach is the only way to cope with the increased message-volume we can all expect in the future. For the sake of your organization, time spent processing email must be minimized by modifying employees’ unproductive behavior.

 

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/20170702/francis-wade-overfull-inbox-means-low-productivity-not-high-popularity

 

We Jamaicans take many of our cues from leaders. This is never truer than when a leader acts like a victim, blaming everyone else for sub-par results. Eventually, employees join the blame game, actively avoiding responsibility before fingers turn on them. Things worsen to the point where only an intervention can save the company from ruin.

In a recent meeting with a CEO, I listened as he blamed his colleagues and staff for the predicament his organization was in. He had a long list of factual observations. Their actions were saddening, and I had no reason to doubt his veracity.

However, when I suggested that, from my prior experience in many client firms, “The fish stinks the worst at the head” he visibly bristled. Dismissing my suggestion, he doubled down, adding further stories to prove that I was incorrect: he was the victim. The others needed to have their heads examined.

What made the situation maddening were the facts: he had risen to the top after 30+ years. Also, profits were a thing of the past: for the prior decade, the company had barely broken even. Yet, in his mind, he had nothing to do with its poor performance.

As a manager, what can you do to prevent this kind of terrible end-result? How can you make sure it never happens in your organization?

Pay Attention to Hard-to-See Angles

Companies slip into having a culture of complaints gradually. Complaining, normally a rare habit, becomes a team sport played by a critical mass of staff. When you find that valuable meeting time is being spent in old, familiar gripes which never reach resolution, be suspicious.

Start by appreciating that a single complaint is quite different from a culture of complaining. The first requires action, perhaps produced by a fruitful discussion. The latter requires an intervention by someone who understands the peculiarities of dysfunctional corporate cultures. They tend to be bad in many of the same ways.

The intervenor must explain to managers that the behavior is like an addictive drug which carries both a short-term benefit and a long-term cost.

The benefit derives from an avoidance of responsibility. Complainers paint themselves as the weak, helpless recipients of injustice. In the eyes of the CEO mentioned earlier, he had nothing to do with the state of affairs and was permanently innocent of any blame or fault.

As complainers perpetuate this frame of mind, they exact a terrible price. Their feigned weakness renders them inactive. Lacking creativity, they lose their capacity to implement real solutions to problems. They turn themselves into bystanders.

When the complainer happens to be the CEO, it turns the corporation into a battlefield between him and the rest of his company. It’s no surprise that poor results ensue because the behavior is also highly contagious. When employees compete with each other for the right to be seen as the biggest victim, everyone ends up hating their jobs.

These are hard-to-see angles, so few distinguish persistent complaining for what it really is—the start of real trouble.

 

Resist the Temptation to Withdraw

However, seeing the true problem isn’t enough. If you have joined a team which already has a complaining culture, it’s only human to hide out; to make sure you are far away from the gripers-in-chief. If you get caught in a situation where you can’t escape their presence, you go completely silent.

Obviously, this won’t work in the end. In fact, it is a sly mirror-image of the same refusal to accept responsibility.

Instead, fixing the problem calls for the very opposite. When colleagues refuse to assume ownership, the most helpful action is not to retreat, but to expand. Only those who choose to step up and take greater responsibility have a chance of making a difference.

Managers who do so empower themselves. Without waiting for someone to give them permission, they make a private decision to act which is likely to produce noticeable, public results.

Get Help from Others

One of the end results might be a group intervention conducted with the complainers. In this kind of carefully managed confrontation, each person plays a predetermined role in a group discussion designed to call a stop to the behavior. It’s a last ditch, high-stakes effort: oftentimes, an outsider is included to prepare the team or even play the part of referee.

What makes the risk worthwhile is the possibility of succeeding.  In the very worst situations, it’s the best the team can do, and it’s better than cowering in fear. In the end, it benefits everyone concerned and can pull the company out of a bad spot.

There’s no guarantee whatsoever, but a top executive who stops being a victim can make a tremendous difference to the health of the bottom-line and the company’s culture.

 

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.

 

 

 

Recently another negative report came out confirming the continued decline of Jamaica’s productivity. In a recent speech, IDB official Therese Turner-Jones understated that “firms in Jamaica are not particularly efficient” and “private sector workers are as inefficient as the Government.”

As a business leader, this is a song whose tune is probably familiar. But it is frustrating, because as far as you know, you are working as hard as you can. However, it’s obviously not enough because there is considerable empirical evidence that we are almost as far as we can be from being the Usain Bolts of productivity in the world.

To state the obvious: closing the gap means doing things differently from ways we have ever done before

It won’t be easy. There are only a handful of local companies who treat their operations like finely tuned machines. They are vigilant: always looking for first indicators of an incipient problem. In addition, their leaders treat their own individual systems in the same way. Seeking to be as personally effective as possible, they perform like Formula One Drivers.

Why We Need a Change of Mind

Culturally, we prefer to favour the underdog. Just listen to us re-tell the story of the “likkle guy on his push-cart” flying down Mount Diablo past a “big man in a Benz”, skating on just two wheels the whole way. However, this propensity to “big up” the unsophisticated shouldn’t be taken too far. Lewis Hamilton, multiple Formula One Champion, didn’t become a winner by luck. He spent years perfecting his craft and mastering his equipment, continuing to develop his skills every day.

During a 100 mile per hour race, he has learned to track a tremendous number of changing variables using sophisticated instruments. Off-track, he’s trying to find ways to save a few grams here and there, or cut wind resistance with the slightest of alterations.

Too many of our executives settle for much less in their personal productivity, as if they are push-cart men or women. They run late, forget commitments, allow their email to pile up and let their lives drift dangerously out of balance. In other words, their employees view them as cautionary tales rather than role models. While they may dress the part, speak well or have the house and car which befit their status, they don’t view personal productivity in the same vein.

It’s optional.

In this respect, our local executives are satisfied being moderately better than the worst employees. They fail to hold themselves to a high personal standard; instead they are happy to barely beat a low social standard.

However, the best executives view their personal productivity as an extension of their company’s operations. As a result, they tackle it with high effort and rigour, developing two superpowers along the way.

Superpower #1—Detect Early Warning Signs of Trouble

The most productive leaders have a kind of “spidey-sense”: the ability Spiderman has to sense trouble before it occurs. In like manner, they can detect the moment when their personal system first starts to fail.

For example, if you had this skill, you would be able to see when it’s time to upgrade your technique for managing email. All it would take is the disappearance of one or two messages into the proverbial cracks; long before an actual complaint is received.

This ability to detect early warning signs of trouble is rare, much in the way Hamilton has the kind of foresight other drivers cannot even imagine. It gives him an edge in a close race.

In a tough economy, companies need leaders who demonstrate these abilities while actively teaching them to others.

Superpower #2 – Develop Diagnostic Skills

Once a problem is detected that’s just a start. Few take the next step: discovering why the issue exists in the first place.

For example, the challenge of email overwhelm is hardly solved by purchasing an expensive smartphone. In fact, it often makes the situation worse. The person with weak diagnostic skills would commit this error without understanding why.

The few who have developed superpowers waste little time scouring the internet, talking to friends or polling their colleagues. Instead, they know how to scrutinize their current practices and tools. If you have ever watched an episode of “House,” the television show about a doctor with fantastic diagnostic expertise, you may understand. These skills are hard to develop, but they save tremendous amounts of time and energy, enabling someone to make precise interventions.

When Jamaican executives start behaving like Formula One Drivers, we may produce role models with superpowers. Rather than Parliamentarians who are perpetually late, or CEO’s whose lives are unhealthy and unbalanced, we would live to see something new: leaders who take their personal productivity as seriously as their most recent haircut, watch or shopping trip to Miami.

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, contact columns@fwconsulting.com.

http://jamaica-gleaner.com/article/business/20170521/francis-wade-why-leaders-need-develop-productive-superpowers

Why is it that when you are overwhelmed by everything you have to do, it’s hard to escape this unwanted feeling? Sometimes it’s caused by unconscious habits such as the phrase many Jamaicans utter when we are under pressure at work: “Let me Do It Now Before I Forget.” While this practice comes from a good place, there’s a big drawback.

Recently, psychologists discovered that we don’t trust our future selves. It’s the version of you which is supposed to get things done later, the one to whom you delegate incomplete tasks. Where did this sentiment originate?

A first thought might be that your parents taught you this mistrust. After all, they were the ones who insisted that you pick up your socks NOW, because you could not be trusted to do so later, on your own. What you may not realize is that hidden behind their words was a subtle, negative message.

Today, your mind (or your boss) has taken over their judgmental tone. It has examined your past performance and decided that you are unreliable. So, it screams at you to do stuff now, to prevent it from joining a bungle of other promises you failed to fulfill. Although it’s a shrill, guilt-filled reminder of your mistakes, it justifies its existence because there are times when it has saved you from disaster.

Unfortunately, you won’t achieve high productivity and peace of mind with this voice shrieking in your ear. Here is the reason why, and how you can surpass it.

Why You Can’t Do Everything Now

When you were young you learned that it was better not to put things off: doing it now was the only way to guarantee peace of mind. Unfortunately, this conclusion is false.

It’s impossible to do everything now, unless you happen to be a pre-teen with few responsibilities and a strong backup network of parents, teachers and friends. It’s a habit which doesn’t scale – it falls apart when this network disappears or your work becomes too complex.

For most people this happens by their late teens. Like them, you became interested in completing projects which have a span of several months, encompassing lots of tasks. Insisting that you do everything right away became a bit like trying to study for every exam now – impossible.

As an adult, telling yourself to “Do something now before you forget” is actually an admission of failure. It implies that your own methods cannot be trusted, so you must resort to extreme measures.

Some falsely believe that this tactic is mandatory because they have a poor memory. Others blame it on a lack of character or a personality defect. Certainly when we are in a position of power and force someone else to “Do It Now” we are finding fault – it’s something they could fix if they wanted.

Maybe we have it all wrong and it’s not a matter of guilt. Here are some better options which are based strictly on behaviors.

Trust in Your Future Self Part 1 – Small Wins

Research by the Mayo Clinic in the area of fitness shows that people limit themselves with their focus on positive or negative self-talk. A better approach is to make a shift in focus towards habits, practices and tools: visible behaviors. Self-talk rarely works. Contrary to popular opinion, our mind responds more favorably to a regular pattern of behavior than it does affirmations.

Set up a long list of small actions and accomplish them one by one. Over time, your mind’s judgement will follow.

Trust in Your Future Self Part 2 – Keep Finding a Match

Ultimately, as you progress in your career, you want to prevent the kind of failures which cause you to lose trust in your future self. The only way to do so is to ensure that there’s a match between the volume of tasks you are trying to manage and your techniques. Whenever there’s a mismatch, you will make things worse.

This means that you must pay close attention to two things. First, early warning signs of trouble inform you of potential problems, showing you when it’s time to make improvements in your task management methods. Second, you should know what your next upgrade to your habits, practices and tools consists of long before you need it. Both these pieces of knowledge come from a sound diagnosis of your current time management skills.

Most people don’t have this kind of insight – they stumble around in the dark hoping for the best. However, if you follow these steps you don’t ever find yourself lost in overwhelming feelings, unable to find a way out. You’ll be able to do what it takes to correct the situation, freeing yourself from a need to do everything now, because you will be someone who never forgets: a reliable colleague.

http://jamaica-gleaner.com/article/business/20170423/francis-wade-why-you-shouldnt-try-do-it-now-you-forget

 

 

Are you the kind of business-person who sometimes keeps your word and sometimes doesn’t? What difference does it make to your company?

A few years ago, a client advised me that he had a policy of not paying for weekend work. Unfortunately, I had already worked on Saturday and Sunday at his last-minute request. To make matters worse, he conveyed this news over the phone when I called to ask “Why is this cheque less than I expect?”

While it’s easy to paint him as a villain in this story, the fact is that there are many business-people who have a loose relationship with their word. To some extent, we all do. When push comes to shove, and things become inconvenient or awkward, we abandon our original intentions. In that moment, we justify our actions to ourselves: they make perfect sense. Unfortunately, they create problems for others.

Most of the time, we cannot see this impact. But we should take note. Every organization depends on a network of employees, customers, suppliers and other stakeholders who are tied to each other by an invisible web of promises.

In great companies, there is a strong relationship between making and keeping promises. Employees see the interaction as one which is sacred, engaging the honour of both parties. Fulfilling promises is critical to the firm’s success, so everyone treats them as important, existing only in black and white terms.

By contrast, weak companies operate like the client I mentioned. Promises are wholly contingent on circumstances; only a poor signal of intent, which often changes. Often, no one is sure when a reliable promise has actually been made.

How can you use these two extremes as an inspiration and a warning to move your company in the right direction?

— Teach Everyone a New Discipline

Recently my firm undertook a study of Jamaicans moving to live and work in Trinidad. One of the surprises our subjects discovered is that promises aren’t viewed as seriously as they expected in the twin-island republic.

This is a practical difference which has everyday implications. For example, when we lead transformation programs, one principle people remember is that of “integrity” which can be taken to mean “doing what you said you would do.” As you may imagine, teaching this principle effectively means varying the way we deliver it from one country to the next, and between companies.

For example, in Jamaica, we want our colleagues to act more like Paul Bogle and George William Gordon, but for ourselves, we still crave the freedom to get away with Bredda Anansi tricks. While this point of view is inherited, it reflects a failure to see the big picture: companies thrive when people make a supreme effort to stick to their word, regardless of the situation. matters. When they stick to their word when no-one is watching, with others who are powerless, on even small issues, it’s no minor matter.

It’s important because anyone who makes a promise puts herself in a battle against life’s circumstances. The random nature of our world resists this person’s commitment. It also militates against organizations who dare articulate a clear vision.

This is why a certain resilience around promises must be taught in companies – it cannot be taken for granted, and it doesn’t come for free.

— Learn techniques to prevent promises from disappearing

But making an effort to keep one’s promises isn’t enough. In this technology-driven time with lots of distractions, it’s also become more difficult to remember all the promises you make. Now, you need far more than your memory – you must use external devices if you hope to avoid falling behind. Furthermore, the more you progress up the corporate ladder, the more promises you are expected to be able to make and keep. Mastering promise management is a requirement.

Fortunately, the tools required to become skillful are to be found on the average smartphone or laptop. (Paper can also be used, but it has its shortcomings.)

Most companies leave employees to develop these skills and learn to use these tools in an ad hoc manner, leading to haphazard results. Then, promises aren’t kept because the skills to do so aren’t taught. This can be corrected via training or coaching.

— Open up and reveal hidden promises

The few companies who master the above steps soon realize they are not enough. Hidden in the culture of each company are unwritten, unspoken expectations which are every bit as powerful as explicit promises.

For example, every organization has invisible expectations around the speed of email replies. Making these standards transparent would save employees from the trial and error process they usually have to navigate.

Companies who get people to forge a strong relationship to their word can thrive when others fail. Sometimes it’s a direct way to produce a breakthrough in performance that meets everyone’s aspirations.

http://jamaica-gleaner.com/article/business/20170409/francis-wade-erasing-pain-broken-company-promises

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.

 

2. 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.

3. 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.

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