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Jaded Staff: Why Past Corporate Change Projects Could Be the Issue

As a leader, you likely have ambitious goals for your team. But the more you share your vision, the more resistance you seem to face. So, how do you move beyond jaded staff members and their skeptical responses to new futures?

A Real-World Example: Jamaica’s Key Challenges

In a recent discussion among thought leaders, three major issues emerged as Jamaica’s toughest challenges: crime, literacy, and high energy costs. Yet, they also agreed that the public is jaded, worn out from unmet expectations and dashed dreams. Like employees in many organizations, there’s a deep-seated cynicism that has taken hold.

For CEOs and government leaders, the typical response has been to “stay positive” or “push harder.” However, when there’s a legacy of failure, these well-meaning platitudes can often make things worse.

Let’s explore this dynamic through Vision 2030 Jamaica, a national development plan that, despite its initial inspirational promise, has become a barrier to achieving new aspirations.

A Picture-Perfect Start

Recently, the Prime Minister announced that Jamaica is unlikely to achieve “developed country” status by 2030. News outlets highlighted this as a failure of Vision 2030, the nation’s first comprehensive National Development Plan. However, there’s a deeper, more complex story here.

When Vision 2030 was introduced in 2009, it was an exemplary initiative by the standards of that time. The effort achieved something rare: bipartisan hope, even during the global financial crisis. Other countries, as well as the United Nations, took note, asking Jamaica for guidance on how to foster broad participation and consensus.

Today, with the benefit of hindsight, we can see the gaps in how Vision 2030 was managed. This isn’t surprising with 20-20 hindsight—leaders today are way more knowledgeable and experienced than they were 15 years ago. But more importantly, this plan, which once inspired, has become an obstacle to future goals. Why?

Why All Projects Need a Decisive Closure

If you’ve led a team through change, you may have wondered why your staff remains skeptical, despite your best efforts. Here’s a potential explanation for why cynicism persists.

Imagine a scenario: a boyfriend who cheats once may not repeat the mistake. But if he never apologizes or makes amends, the relationship suffers, even if his partner doesn’t speak up.

The same principle applies here: any Jamaican government aiming to promise a bright future must confront Vision 2030’s shortcomings. This is also true for all the organizations that contributed to its creation, including NGOs, businesses, political parties, and community groups.

Consequently, avoiding a confrontation with Vision 2030 would be a mistake. Any promising vision for the future must build on the successes and address the shortcomings of this plan. Here’s how to approach this task.

Resetting or Retiring an Organization’s Vision

Just as a relationship marred by betrayal needs to be reset or ended, a corporate vision sometimes needs a refresh or complete halt. Using Vision 2030 as a guide, here are steps to consider:

1. Acknowledge Both Successes and Failures

– Begin by reaching a consensus on what went well and what didn’t. This fosters learning and promotes transparency.

2. Reset or Retire the Vision

– With a shared understanding, decide together whether to rejuvenate the vision or move on altogether. This buy-in is critical.

3. Establish a New Horizon

– After addressing past shortcomings, use the renewed energy and insights to set a fresh, achievable goal.

“The truth will set you free” is more than a cliché. Embracing hard-earned lessons often strengthens an organization, just as scar tissue becomes tougher than uninjured skin. In Jamaica’s case, celebrating some achievements of Vision 2030 may help lay the groundwork for future progress.

For instance, one of Vision 2030’s significant contributions has been the integration of monitoring practices across government entities. This has fostered a disciplined reporting system among over 100 government organizations and affects more than 100,000 civil servants. This level of alignment is rare, even in exemplary private sector companies.

Your leadership team should appreciate this capability, as it’s an essential foundation for any future large-scale initiative. Without such discipline, major change efforts would struggle to gain traction in Jamaica.

Vision 2030 has created a powerful engine for transformation, one that shouldnt be ignored or downplayed. Neither should it be reinvented. As such, any brand new national vision, such as one for 2060, is bound to falter without first addressing the strengths and weaknesses of its parent: Vision 2030.

It’s natural for C-suite leaders or board members to feel impatient and want to leave past challenges behind. But bypassing these issues isn’t the answer. By addressing and learning from previous failures, leaders can transform their teams’ skepticism into optimism and create a pathway toward genuine, lasting change.

In short, to move forward, embrace a clear-eyed look at what has come before. For leaders dealing with jaded staff, acknowledging past disappointments is a necessary key to unlocking a motivated, engaged workforce, ready to tackle the future.

This article is based on a Jamaica Gleaner column from November 10, 2024.

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End-of-Tenure CEOs: A Hidden Challenge to Long-Term Value

In the business world, the end of a CEO’s tenure often brings about significant challenges. As CEOs near the conclusion of their careers, a troubling pattern emerges: their actions can sometimes undermine long-term value and pose serious risks to the organization. This phenomenon is rooted in several behavioral tendencies that intensify over time.

The “Yes-Men” Syndrome

One notable issue is the increasing presence of “Yes-Men”—colleagues who are excessively compliant and unwilling to challenge the CEO’s decisions. This situation is not necessarily a result of intentional manipulation.

Critics argue that some CEOs deliberately remove independent voices to create an environment where their authority remains unchallenged. This view paints CEOs as Machiavellian figures who prioritize their power above the organization’s best interests.

However, a different perspective suggests that the problems faced by long-tenured CEOs are natural consequences of their extended time in office. A 2013 Harvard Business Review article by Luo, Kanuri, and Andrews describes a pattern of declining performance among leaders in their later years, likening it to a natural change in “seasons.”

The Role of Ego

Ego plays a significant role in this dynamic. CEOs, driven by their egos and a relentless pursuit of results, become more competitive as they advance in their careers. This drive, while necessary for reaching the top position, can become counterproductive. Over time, ambitious managers, fueled by their unchecked egos, surround themselves with sycophants who reinforce their decisions rather than challenge them.

The famous dictum by Lord Acton, “Power tends to corrupt, and absolute power corrupts absolutely,” is well-known among modern leaders. However, we should extend this insight to include the notion that power also corrupts invisibly. A CEO’s growing power can blind them to certain realities, leading to poor decisions and a lack of succession planning.

For instance, some CEOs fail to prepare for their succession or accept misguided advice from insiders. Others may go to great lengths to conceal corruption. Fortunately, there are exceptions. Some CEOs actively seek out individuals who can provide honest feedback, appointing them as “court jesters.” In medieval times, jesters had the unique role of criticizing the monarch, often delivering difficult messages in a palatable manner.

The Importance of Enablers

While internal change agents can introduce opposing viewpoints, companies also need strong board members who can effectively challenge the CEO. Many board members, despite being intelligent and ethical, lack the skills to push back against the CEO. They often fail to seek out and defend unpopular opinions that could safeguard the company’s long-term value. As a result, CEOs find themselves in an echo chamber of agreement.

The case of Olympus, the Japanese camera company, illustrates the consequences of this dynamic. In 2011, a fairly new COO, Michael Woodford, was promoted once again in an attempt to silence him as the leadership hid a long-standing financial scandal. When Woodford refused to ignore the misconduct, he was abruptly fired. His subsequent whistleblowing led to the removal of the entire top management team, ultimately saving the company.

Proactive Measures for Boards and Executives

To prevent such scenarios, proactive measures are essential. Board members and executives should receive training to help them recognize and address their blind spots. They need to understand that their judgment can decline over time and learn to communicate effectively to counteract this deterioration. By fostering awareness and providing tools for effective communication, companies can mitigate the risks associated with long-tenured CEOs.

Viewing the challenge as inevitable, rather than personal, can shift the organizational mindset. This perspective reduces the likelihood of a respected CEO unintentionally becoming a liability. Therefore, intervention through training and awareness can safeguard long-term value and maintain organizational integrity.

In conclusion, the end of a CEO’s tenure presents unique challenges that can threaten long-term value. By understanding the natural tendencies that arise with extended leadership and taking proactive measures to address them, organizations can navigate these challenges effectively.

Empowering board members and executives to challenge the status quo and recognize their blind spots is crucial for sustaining long-term success.

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“Presencing”: A Game-Changing Leadership Practice

In the landscape of modern leadership, the days of simply issuing instructions are long gone. Leaders now face a workforce that demands more than just directives; they want to understand the “why” behind the tasks they’re given. This shift has created a challenge for managers: how to inspire and engage employees who may be more focused on self-preservation than organizational goals.

Picture this: your worst performers seem content with minimal effort, trading their work for a paycheck with little enthusiasm. Meanwhile, your top talent, though skilled, is constantly eyeing the exit door, ready to jump ship at the first sign of trouble. It’s a delicate balance, and as a manager, you’re left wondering how to instill a sense of purpose and drive.

Enter the concept of “presencing.” At its core, presencing is about influencing what is present for employees and, on a larger scale, for the entire organization. It’s about creating an environment where the company’s vision and strategic plans are not just words on paper but actively shaping the actions and decisions of every individual.

Let’s dive deeper into how presencing can transform your workplace:

The Absent Vision Statement

Think about your organization’s vision statement. Before I asked, it probably wasn’t top of mind for you; it was “absent” in your thoughts. Now, imagine reading it aloud, perhaps to a colleague. Suddenly, it becomes a bit more present, more tangible.

But how often is this vision truly present in your day-to-day operations? In meetings, discussions, and decision-making processes? For many organizations, the vision statement remains a distant concept, rarely brought to the forefront of daily activities.

Interventions by a Leader

In the past, a leader’s speech could rally the troops, inspiring action and commitment. Think of iconic figures like Winston Churchill or Martin Luther King Jr. Their words had the power to move nations.

However, in today’s world of constant information overload, a traditional speech may fall flat. Employees are bombarded with messages from all directions, making it challenging to cut through the noise.

So, how can a leader effectively engage their team? Look to interactive and engaging practices from everyday life.

Consider the rituals of a Rotary Club meeting. The ringing of a bell, reciting pledges, and adhering to protocols all serve to create a sense of “Rotarian-ism” among members. It’s not just a routine; it’s a deliberate effort to make the organization’s values and mission come alive in every gathering.

Churches, lodges, and even sports teams have their own rituals that serve a similar purpose. These practices may seem quirky to outsiders, but they play a vital role in instilling a shared identity and purpose.

In Japanese companies, the daily “chorei” is a prime example. Employees come together for a formal greeting, recitation of the company motto, and sometimes even joint exercises. These rituals may seem simple, but they are powerful tools for creating a cohesive and aligned workforce.

Finding Your Organization’s Practices

The key takeaway is not to copy these practices verbatim but to find what works for your organization. What rituals, routines, or traditions can you introduce to make your vision and strategic plans more present in the minds of your employees?

It could be something as simple as starting meetings with a reminder of the company’s mission or ending the day with a reflection on progress toward long-term goals. The goal is to create regular touchpoints that keep the vision alive and drive alignment across the organization.

In conclusion, presencing is more than just a leadership buzzword; it’s a practical approach to making your organization’s vision a living, breathing reality. By finding ways to make your vision statement present in the day-to-day operations, you can inspire action, foster engagement, and drive your game-changing strategic plans forward.

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Transcending the Ambition Trap

As a high achiever, you likely gauge success by the scope of your accomplishments. Your career advancement, financial security, family growth or other goals are realized through diligent work and conscious effort. When you attain those tangible targets after years of strain and sacrifice, it validates your talents and grit.

Or so it seems initially. But in time, you may come to a sobering realization – hitting each milestone does not equate to an enduring sense of happiness or contentment. After each hard-won promotion, the thrill fades within weeks. Upon hitting your net worth targets, your appetite for more remains. Settling down with your dream partner or having kids fails to fully satisfy for long.

You find yourself needing to establish the next set of ambitions and goals once the euphoria of the last ones dissipates. It becomes an endless cycle of achievement followed by newly uncovered voids to fill. You chase the next rung up the ladder, hoping it will be the one to provide lasting fulfillment, once and for all. But it never does.

This phenomenon is perfectly encapsulated by insights into the psychology of the ultra-wealthy. In interviews, numerous billionaires admit that regardless of their princely bank balances, they do not feel truly carefree. Asked how much money it would take to make them happy, most respond “just 20% more.” Even those with more money than they could spend in a hundred lifetimes feel they require a bit more to be content.

Clearly, there are dangerous pitfalls in deriving your sense of happiness and accomplishment strictly from ambition. Yet modern society offers few viable alternatives. We feel frustration and dismay when our goals – whether career, finances, relationships or other benchmarks of “success” – are not attained on the expected timetables. If only we could get that promotion, save up enough to retire comfortably, find our soulmate or start a family, then we would be happy. Or so we tell ourselves.

Happiness as an Obligation

When voicing disappointment over missed goals or setbacks on the road to ambition, there is no shortage of well-meaning people willing to remind you that, “You should just be happy and grateful for all the blessings in your life!” They will recite all the accomplishments you’ve achieved, the comforts and security you possess, the people that care for you and advantages you were lucky enough to be born with. Just be content with what you have, they insist.

But simply telling someone they should derive happiness from their existing circumstances is rarely effective beyond temporary lip-service gratitude. It also implies there is something wrong with you for not being perfectly content and cheerful at all times, regardless of setbacks. This just reinforces unrealistic expectations of constant joy.

Yes, cultivating gratitude and perspective around what we already have can be highly beneficial. But this is most effective as an intentional, proactive exercise, not a passive obligation. The path to genuine fulfillment requires examining our relationship with ambition itself. It means understanding the neurological roots of concepts like greed, desire, and suffering. This enables consciously shaping habits and mindsets rather than being controlled by them unconsciously.

Two Modes of Wanting

An enlightening distinction made by some languages is between two different forms of “wanting” things. In English, we use the same term to convey both varieties. However, they represent distinct neurological states:

Wanting (a) refers to craving continuation or permanence of positive conditions and experiences. It manifests as ambition, greed, lust, attachment, or addiction. There is an insatiable quality, where fulfillment is always contingent on something not yet obtained. This ties your happiness to external conditions and goals not under your control in the present.

Wanting (b) means embracing and appreciating the positive elements of your reality in the moment, without requiring them to persist indefinitely. Think of deeply savoring an ice cream cone without any expectation or need to continue eating it forever. Or admiring a beautiful sunset without wishing it would never end. No attachment to continuity – simply gratitude for the gift of this ephemeral experience.

Practicing Intentional Wanting

Wanting (a) has its place in moderation. Ambition provides forward momentum and drive. But problems arise when Wanting (a) becomes excessive and grids out Wanting (b). Every positive experience gets taken for granted or leaves you needing more.

Companies often leverage Wanting (b) during strategy sessions. Teams accept current weaknesses in the business to diagnose issues before working to change course. But individuals have difficulty applying Wanting (b) to appreciate life conditions in the present.

The next article will explore daily practices that strengthen your capacity for Wanting (b). This helps short-circuit the dissatisfaction loop of unending ambition and anchors you in gratitude. By consciously focusing Wanting (a) only on select priorities, you gain control over your happiness. Your contentment then stems from within, not hostage to external conditions. This inner footing provides the stable base to sustainably grow and evolve.

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The Power of Keeping Your Word

In the past, the business world held a strong emphasis on keeping promises. Unfortunately, today, it seems that commitments are easily broken at the slightest inconvenience.

Many of us have witnessed this trend, even though there are occasional benefits when someone lets us off the hook. However, there’s a valid reason for concern. A corporate culture where trust in one’s word is waning can spell doom for the bottom line.

Consider this phrase: “I’ll do it because I said I would.” These words are rarely spoken in our modern times.

Instead, we find ourselves in a world that prizes authenticity and the bravery to share our innermost emotions. These qualities are essential for building trust on a personal level in the business world.

But there’s another, equally important kind of trust – one rooted in reliability, integrity, and trustworthiness. Think about a bridge from your childhood that holds sentimental value. You like to visit to kindle fond memories. However, driving across it becomes a different story if the structure has deteriorated.

All of this comes back to the requirement to keep promises, in a “no-matter- what” frame of mind.

An organization responsible for maintaining and certifying bridges essentially “promises” a safe experience. But this notion extends beyond bridges. Every company has its own set of standards that its audience relies upon.

Down at an individual level, we actually want employees to follow through on their commitments just because they said they would. Why? Because when they do, the organization operates effectively.

However, this character trait is becoming increasingly rare and is seldom discussed. Nevertheless, we all know individuals who embody unwavering reliability.

They show up on time, seldom forget their promises, and treat any lapses as grave execution errors. When mishaps occur, they immediately apologize and implement measures to prevent future repeats.

Where does this level of commitment come from? Unlike most, they take their word seriously, as if it truly matters.

But they may not always be seen as “nice” people. Instead, they often expect those around them to uphold similarly high standards, which can be somewhat annoying. Regrettably, they mistakenly assume that everyone is striving to keep their word.

They’re mistaken. Even though Donald Trump, for instance, frequently makes unfulfilled promises without facing consequences, it doesn’t seem to harm his popularity. Some even like him more for it, rewarding him with a growing follower count and lots of Likes.

Here are some reasons why following his lead might not be wise:

  1. The majority of people are not sociopaths. They care about others and are mindful of how their actions affect them. In your organization, it’s crucial to cultivate an awareness of the consequences of unfulfilled promises, both at the individual and corporate levels. Support your staff in comprehending and sensing the impact of their unmet obligations on all stakeholders, and take action with those who struggle in this regard.
  2. Habitually disregarding the importance of one’s word weakens personal power. It makes you feel like your fate is entirely determined by circumstances, leaving you feeling powerless. Over time, you may forget what it means to be a strong, dependable individual, which can negatively affect your mental well-being.
  3. When disinterested employees rise through the ranks, they propagate a dysfunctional service culture. Why? Because prioritizing others over oneself requires effort. Customers are often strangers, making service quality unpredictable. In most organizations, service levels depend on whether a customer encounters the right person on the right day.

In contrast, exceptional companies prioritize their customers’ welfare and go the extra mile. For them, service is a matter of personal and collective integrity – a facet of character worth nurturing and defending at all costs.

While finding individuals who consistently deliver at this high level is challenging, the benefits experienced by customers far outweigh the costs of attracting them.

In 2023, only a select few organizations can be trusted to consistently uphold their promises, but they become memorable. They’ve invested in building an internal culture of integrity, which serves as the foundation for exceptional service.

Note: the article was inspired by a Gleaner column by Francis Wade published on September 17, 2023

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Why Does HR in the Caribbean Need a Major Reset?

A New Contribution| A Fresh Reputation

You are a Caribbean HR Professional who has noticed the respect finance professionals receive in the C-Suite. What they say seems to matter.

As a result, your colleagues in the finance department can see a clear path for themselves to the C-Suite. From accounting analyst, to manager, to director, to CFO, to CEO/MD.

But the same isn’t true for you. In fact, the total number of HR managers to gain a promotion to the CEO level in anything other than a small company is negligible.

By contrast, a recent survey showed that some 52% of UK CEOs have finance backgrounds. But this wasn’t always the case.

Back in the 1980’s accountants were just not that important in companies. They were merely the bookkeepers.

However, they undertook a deliberate effort to upgrade their profession. Using technology and analytics, their value increased as their contribution became essential. New regulatory requirements didn’t hurt.

In other words, they undertook a reset.

What would it take the HR Profession in the Caribbean to do the same?

Fortunately, it already has a business partner. According to research, most CEOs want more from HR Departments. But when surveyed, they only complain “HR is not being strategic enough.”

But what can you do with that vague level of feedback? Here are some specifics gleaned, in part, from my experience hosting the CaribHRForum community and also from leading executive team retreats for two decades.

Evidence-Based Diagnosis

Data is a common element in all great strategic plans. Fortunately, this aligns with most HR Professionals who also would like to use more than anecdotes. The importance of data is something that they now recognise. But, it’s not enough.

I have seen a pattern that repeats itself in over 50 strategic planning retreats. HR presentations are seldom based on analytics and data. Why?

It’s a fact: many HR jobs below the C-Suite don’t need these skills. The result? Before joining the executive ranks, HR professionals have had little practice.

As such, a significant gap may become apparent when they are promoted. Other departments are now competing for the same resources and attention. The counterparts have already been using evidence-based and analytical language to gain approval from top-level executives.

By contrast, CHROs struggle. A vicious cycle can even occur when they request better software but are repeatedly denied. Why? They can’t make the case for a positive ROI…because they lack the data the missing tools would provide.

Unfortunately, CEOs are not likely to identify this problem independently. Like Finance before it, HR must establish a strong business case for a major reset to stop the vicious cycle.

Transformational Innovations

But these analytic capabilities are just the beginning. The Caribbean experiences a significant loss of productivity due to invisible friction. HR has an opportunity here.

For example, workers who struggle to predict their commutes accurately are prone to showing up late. If their on-time presence is required to start work, then the cost of being tardy is high.

The conventional HR approach would be to conduct interviews with employees and encourage them to leave for work earlier. But a department focused on analysis would recommend investing in a minibus exclusively for employees.

HR should keep their focus despite the possibility of objections that the move encourages laziness. Why? The actual inquiry is whether the expense is a worthy investment, based on a clear cost-benefit analysis.

HR needs to take a proactive stance as shown in this example, which is the approach CEOs want. It’s a fact that most departments have people-problems that they can’t solve alone. They require the help of HR professionals with advanced skills and predictive data.

The way the company operates can be changed by these interventions. The crucial point is that they anticipate the needs of the executive team like CFOs are expected to do.

People Predictions

HR can begin planning the organisation’s strategic future once practical measures and data are in place. For example, the Caribbean has a demographic problem looming. Our current population is not being replaced due to insufficient childbirths.

Most HR professionals are unaware of this fact. Does it matter?

Yes – the trend points towards a future with more competition for talent. This has the potential to cause wage inflation. Or a decrease in migration from the region. Or more migrants from other countries. To say it another way, there’s a potential strategic threat forming.

This fact was mentioned during a recent long-term strategic planning session. But not by HR.

However, as an HR Professional, it’s important to track these types of predictions and impacts. In fact, you could function like a CFO, but for everything regarding people.

Your company will find you indispensable if you acquire these skills. However, you will also have the opportunity to experience the gratification that comes with conquering a difficult challenge in your journey towards becoming a highly respected professional. Or even a member of the C-Suite.

This article was based on a Jamaica Gleaner column published on 8/20/2023.

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CEO: Who cares if you “win?”

The world is changing fast, and “winning” in business may already be a fool’s errand.

You are a company leader who has risen through the ranks. You enjoy the competitive side of running an organization. Why? There are obvious winners and losers defined by a P&L scorecard. Plus, you have tactics and strategies to choose from. And finally, you can see a clear correlation between your efforts and results.

But what if the changes taking place in the world are making a mockery of the race you are mentally contesting? Keep reading if you want to stay ahead.

Why You Are Like Usain Bolt

The 100m dash is undoubtedly one of the purest forms of gamified athletics ever witnessed.

But before the Olympics were invented, people just ran. There were no medals,

or clocks, or heats, sponsorships, television appearances, etc. Over time, these elements were added in and made this human invention appear real.

Is the game of business also fabricated? If you are a CEO, you are probably immersed in it, without question. Let’s take a step back, and outside of it, for a moment. Maybe we can discern its outline and see some shortfalls.

Ask yourself the following: Who are you competing against? Who are the winners? The losers? The middle-of-the-packers?

What do you use to measure the score? How long is the timeframe? When do you feel pangs of jealousy as opponents pass you by? Do you enjoy the intellectual, social and emotional challenges?

Notice your reaction and write them down. You might become a bit nervous as you draw this picture. Why? Because you may uncover the motivation behind your accomplishments and believe that too much insight is bad.

These feelings are natural. Most hard-driving, over-achieving, Type-A’s who tend to lead organizations don’t spend time reflecting on their competitive nature. It’s taken as a given.

Here, I speak from experience. When I finally came first in my class at Wolmers after five years of effort, I saw myself as the winner…the one who crossed the line ahead of others when it counted the most. I didn’t question it for a moment, even though I gave up playing Sunlight Cup cricket for a year to achieve the goal. Today, I wouldn’t.

Why You Are Not Usain Bolt

But the truth is that business is not an actual game. While this mental construct can be energizing, there are definite limits to seeing it this way.

Just ask Amazon.com. Reports have emerged that Jeff Bezos’ empire is about to be dismantled by the FTC. Why? Apparently, they have determined that the company is taking its winnings from one area and using it in another. Unfairly.

Consequently, the US Government may use antitrust laws to redefine the game Bezos has been playing. Remember, they did just that to Microsoft and AT&T, among others.

If you have a strong competitive streak, it could be time to step away to re-imagine the game you have been unconsciously and unwittingly engaged in. Here are some strategic reasons to revisit this construct now.

Reason #1 – You Become Blind

When a fresh substitute enters your environment but doesn’t look like a competitor, you miss seeing them. C&W dismissed the arrival of Digicel because the new entrant was playing a different game top leaders didn’t recognize.

Reason #2 – You Become Short-Sighted

If you study your current competitors too closely, you end up following their every move. And stop being creative.

Reason #3 – You Live in Short-Termism and Endanger the Planet

Your imaginary game is probably more of a sprint than a marathon. If so, long-term planning may be repeatedly delayed.

As such, Europe’s Corporate Sustainability Reporting Directive (CSRD) requires companies to pay attention to their carbon footprint. Indirectly, they are pulling organizations into their Green Deal objective of climate neutrality by 2050.

This move implies that corporations have been playing winner-take-all games for decades, which now endanger our well-being.

As you enter this new game (by choice or by necessity), you may find that it’s not the zero-sum contests you have been enjoying. Instead, you’ll be joining companies which are focused on the triple P bottom-line – Profits, Planet and People.

Unfortunately, this is not the kind of “competitive strategy” taught in business schools. By contrast, it’s more a function of high-quality collaboration and cooperative outcomes.

In this context, it may look foolish to persist in the old game of massive profits or personal wealth. On a globe threatened by global warming, who cares?

Fortunately, you can “re-gamify” yourself and go in a different direction. You could still “win”, but so could everyone else in the entire world.

https://jamaica-gleaner.com/article/business/20230806/francis-wade-winning-business-fools-errand

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How to Connect Two Different Generations at Work

As someone born before 1988, you have noticed that newer staff in your company are acting and thinking differently. You suspect it may just be an expected generation gap, but now something seems to have shifted.

You conclude, new technology is powering the younger generation to change norms at an unprecedented rate. But how?

Among the many explanations of this transformation, the one by The Category Pirates stands out. In their books and newsletters on marketing, they offer a refreshing take.

According to them, the world is now divided between Native Analogs and Native Digitals. Here is a definition of the two groups, followed by ways to bridge the gap.

1. Native Analogs

These are over 35 years of age, Baby Boomers and Gen Xers who were born and grew up in a world of relatively limited technology. They remember the first computer they ever saw, and their first email address on the “world wide web”.

Also, when their land-based phones rang, they ran to answer them. Television, radio and cinema screens played primary roles in their entertainment.

In the workplace, many have adapted to a digital reality. However, their primary experience is live and in-person. Consequently, executives from this era don’t question the need for employees to return to the office post-COVID. After all, it’s obvious: this is how real work takes place.

Unfortunately, a return to a single physical location isn’t for everyone. To some Native Analogs, staff who resist the mandate are probably being lazy. Or wilfully ignorant of the historical fact that the company’s success was built on face-to-face contact which Zoom can never replicate.

Their reluctance to confront this reality is thought to be born of slackness. They need more discipline if they hope to be successful.

But what if that explanation so accepted by Native Analogs only makes sense in their world? The Category Pirates offer a revolutionary answer: there is another world which has arisen that Native Analogs cannot comprehend without effort.

  1. Native Digitals

According to the Pirates, Native Digitals represent a new category of human being. Because it’s being birthed in the open, the older generation is missing its significance.

The Pirates posit that this new generation is not “physical first, digital later” but the opposite…”digital first, physical later”. In other words, their primary reality is not physical, but digital.

About a decade ago, I once met a diaper-clad toddler playing with a tablet. After a few minutes, he set it aside to do something on the PC. The fact that the child could barely talk was a shock. How could this be happening?

Obviously, such an immersion in the digital world would have an impact on the individual. But the Pirates explain that this is a generational shift. Today’s Native Digitals tour the foreign physical world, so they can bring their experiences back to share in their online world.

As such, in the US 58% of workers say they would “absolutely” look for a new job if they had to return to the office. And Jamaican companies complain that they can’t find employees.

As a young Kingstonian explained to me, “I quit my local face-to-face job to work remotely for a company in California.”

Apparently, a traditional analog position is what you take when nothing else is available on Linkedin. Instead of rising the corporate ladder, the new generation wants an independent income from a place like YouTube. You can expect them to leave your organization as soon as they believe it’s within their grasp.

But this is more than a change in work preferences. Native Digitals increasingly buy products, services, experiences and transformations in their digital lives instead of their analog lives. Their choices are transforming all kinds of industries at scale. For example, remember when Jamaica had a cinema in every town, rather than one on each mobile screen?

  1. Adapting to the Change

If there truly is a new category of human emerging, we need to pay attention. This happens only once per few hundred years. But more importantly, the future of your business may be at stake.

At the moment, some 62% of managers are millennials and that number is steadily increasing. At some stage, it will hit a tipping point.

Unfortunately, we Jamaicans like to mentor downwards to younger people still paying their dues. As a result, we suppress young talent to hide old ignorance and incompetence. Obviously, that approach won’t succeed.

A better path is to find some Native Digitals to work with, if you are a Native Analog. And the opposite is also true. Neither side has a complete picture, but working together could predict your company’s success, or even its survival.

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Culture Still Eats Strategy for Breakfast

You have heard the saying that “Culture Eats Strategy for Breakfast”. It has a ring of truth to it, but you don’t want to believe that strategic planning is futile – a victim of large, negative forces which cannot be overcome. But if it’s neither entirely right nor wrong, can we still use it?

The most depressing naysayers warn us that fancy plans can only go so far. Jamaican culture on a whole, or a specific corporate culture, will only allow so much change, but no more. But is this just a cynical way of looking at the world? Should it be discarded, or is there an element of truth that should be included in your planning for 2023?

After all, you don’t want to waste time shaping interventions meant to move the company forward, which could be doomed from the start.

In this context, what is culture made of? While there are many definitions, let’s assume that it comprises unconscious habits, practices, and routines. We all have them. And when we humans come together in an organisation, we can’t help but bring these elements, combining them into one.

For example, all companies have people who complain about being treated unfairly. Some leave their ruminations in the car park. Others spend most of their workdays kvetching to themselves. But our definition would focus on the complaints which are continually shared in workplace conversations.

By contrast, the occasional complainant, who resolves matters quickly, does not add to the culture. When a single problem is solved, it goes away.

This definition of culture is one your strategic planners should adopt. Why? Most teams I work with want to include some kind of cultural transformation in their long-term plans. Unfortunately, they lack expertise in this area. They only know enough to label organisations they have experienced from the past, judging some as superior, and others toxic.

However, they don’t know how to create a large-scale shift from one level to another. Without this expertise, their objective remains more of a hopeful wish than anything they can operationalise. To make things more concrete, here are some practical steps to take to forge the kind of culture that supports your strategic plan.

  1. Go Past Current “Values” and “Purpose” Statements

If your company hasn’t revamped its core statements in the last year, chances are they are no longer offering much guidance. In the worst cases, staff only use them to point out hypocrisy gaps…the places where your leaders are not walking their talk.

If you find yourself in this kind of situation, the standard advice is to undertake a refresh. Rather than driving up further cynicism and resignation, retire the statements and declare that they have done their job. Set up an effort to define new ones in light of a fresh strategy. Point out their purpose: to help accomplish a specific long-term vision.

This is Blue Ocean-style, opportunity creation at its finest.

But most leaders may still want the documents to be vague, echoing the tone of the ones they are replacing. Today’s best practice calls for a different approach. Instead of being ephemeral and high-level, look to define specific behaviours so they can’t be mistaken.

  1. Specific Behaviours Listed in the Corporate Strategic Plan

It may become clear as you do your planning that some of your corporate culture must be changed. For example, a culture of constant victimhood isn’t likely to be innovative and entrepreneurial…the behaviours your new strategy needs to succeed.

But these initial phrases are only clues. They aren’t detailed enough. Instead, take a deeper dive into the specific behaviours you want to change. Here, they need to pass the Video-Tape Test. If they can be enacted on film, then they are clear enough to be included in your strategic plan.

For example, a phrase like “responsibility” may fail the test because it doesn’t speak to a specific behaviour. By contrast, “I apologise to those I have wronged” is a specific behaviour which is undeniable.

It’s also one which can be trained, coached, measured and added into a performance system. As such, it becomes a tool to assist in accomplishing the strategic plan.

While you may group similar behaviours for ease of transmission, it’s important to be careful. Why?

The fact is, this isn’t about a change for its own sake. Instead, the planning team should see a clear cause-and-effect relationship between newly envisioned behaviours and critical elements of the strategy.

As such, these are carefully defined, culture-change projects designed to shift specific behaviours. Although such efforts are challenging, don’t allow them to languish or be eaten up by a toxic culture no-one supports.

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Leaders Failing to Adjust to Remote Work

As a manager, you may be in trouble. In the past two years, new ways of remote working have come out of nowhere and the debate is on: should you resume face-to-face working? Part of you wants work to be efficient, but another part hopes that everyone will come back to the office. Is this an unreasonable ask?

In your career, you probably have experienced a few micro-managers. With a patina of distrust, they hover over their people to ensure that they do what they are supposed to.

The sad fact is that this technique works, especially with manual workers. But it’s not faring well with knowledge workers. It’s hard to micro-manage in the COVID era. Why?

Stalking employees via WhatsApp or email messages just looks crazy. Installing software to inspect every keystroke feels like Big Brother. Calling staff randomly for casual “check-ins” can’t hide an unfortunate fact: they have lost their initiative.

The truth is, whatever intrinsic motivation they ever had has disappeared. Instead of being an excited newcomer to the organization, they have turned into drones. Now, they go through the motions, pretending to be engaged.

Consequently, you see yourself as the victim in all this…the unlucky recipient of poor employees. “If only I could get some good people,” you think, “I wouldn’t need to treat them this way.” You dream of a time when you could sit back as intrinsically motivated workers willingly produce their best work. How can you reach this end-point from where you are today?

  1. Fire Yourself

Here’s a shocking conclusion: your incompetence is showing.

What are you missing? The truth is: you don’t know how to manage people in a way that preserves their initial enthusiasm. Under your watch, staff with potential and energy become mediocre.

If this fits, consider getting rid of yourself: the part of you that COVID has revealed to be a weak manager. It may suggest that you quit the job, but here’s an alternative.

Instead, undertake a transformation in the way you manage. Start with a ruthless self-inventory of your performance. Ask for input from a coach, your immediate supervisor, and those who report to you. Pick an area to work on and start to make improvements.

  1. Upgrade Your Workers

In many cases, your company has hired employees who are not sufficiently self-directed. This has not helped. But if you have already undertaken a personal transformation that inspires others, you may also be making some more cynical. You must act on workers’ mindsets.

Partner with HR to build a process for identifying the most entrepreneurial recruits. Hint: they won’t be the ones who follow orders without question. Instead, look for people who could one day start their own business.

Why? An effective remote worker has more in common with a self-employed freelancer than a typical office worker. They manage their time, take responsibility for deliverables, and put work above insider-politics.

However, there will be some employees who can’t change fast enough.

  1. Transform the Culture

The majority of workers may not be bad: just used to an old way of doing business. It might be best to effect a cultural transformation.

In the change projects I have experienced, the end-result looks like an injection of personal responsibility. In other words, staff are willing to step up and say that things aren’t working, and publicly claim the part they are playing to fix them.

After all, the most responsible employees work well from anywhere. They empower themselves in the way they talk about their relationships. How? There’s almost no trace of the victim/poor-me stance taken by those who require constant supervision.

Once your organization starts to experience this shift, support the positive moves people make towards the ideal. Over-share so that folks come to see examples of self-motivation.

Also, paint a picture of how managers function in this new, remote dispensation. When behavior falls or degrades at any level, everyone should be able to identify it clearly.

But above all, resist a lazy slip into the way things used to work. For most companies, COVID has opened the door to a new kind of self-empowerment. Some staff have blossomed as a result.

Don’t drag them back to the office just because your least effective managers and workers are not delivering. Instead, forge a culture built around the most responsible staff. In other words, focus on creating more of what you want.

You are likely to feel uncomfortable waiting for the right answers to emerge. But don’t stop the search. You aren’t taking the path of least resistance; you’re fighting to bring forth a new normal.