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What Does it Take to Truly Be In Communication?

Most people consider the phenomenon of “being in communication” to be a simple matter: it’s the state which follows a discussion between two or more persons. But is this standard high enough to get your organization through challenging times?

Others believe that communication is just about sending messages in the general direction of their intended recipients. Based on what we know of electronic messaging, that’s also not true. It’s too easy with new technology to blast another person with loud, confusing or random notes that do nothing to achieve the precious end-result of “being in communication”.

A definition: to “be in communication” means to be on the same page as others. People are together and in sync, achieving a high level of cohesion. A large frequency of authentic conversations occur which put prior issues to bed.Take a look at working groups in your office. Sometimes, the least effective ones are stuck with a list of matters which cannot be discussed. The breakdown in communication inevitably drags down performance, making it hard to complete the simplest of tasks.
Given these realities, what should leaders do to bring about a new level of communication to their organizations?

1. Understand that Being in Sync Is Unnatural

Functional teams are an aberration. Getting people to work well together is always going to be an ongoing, uphill challenge. Why?
To explain, it’s somewhat abnormal for a group of individuals to “be in communication”. If anything, our survival instinct leads us to scan our world for threats. We have a natural, inherited suspicion.

This invisible vigilance treats vulnerability and openness as weaknesses to be shunned. In other words, our very nature constantly pushes us out of communication with each other and ruins teamwork. Unfortunately, these are the very traits that teams need to bring into reality in order to “be in communication.” Just take a look around. Most people would rather stick to themselves and share as little as possible with others. In spite of this challenge, too many managers prefer to effect a level of casual nonchalance in their working groups which makes things fun and easy in the beginning, but causes havoc when the going gets tough. Instead, the best leaders don’t let their guard down.
Fully aware that mediocrity is always at the door trying to sneak in, they prepare themselves to communicate in group settings in a focused, intense way. Others react by calling them anal. But they persist, insisting that certain processes be followed by every high-performing team they  sit on, bar none.

What are some disciplines your leaders can implement to ensure quality teams operate from the same page?

2. Tune into Group-Based Routines Which Work
Here is a process Caribbean groups should follow to allow communication to flow. First, it’s important to start every team activity by giving people an opportunity to connect. Once that requirement is satisfied, the approach is the same as that used in other countries: define the purpose of the gathering, the agenda / steps to be followed and the logistics which must be in place. (I was taught to use PAL – Purpose, Agenda and Logistics.)

When this formula is adopted, “being in communication” becomes easier to accomplish because the team’s core activities are already being managed in the background. In other words, taking care of the basics yields added bandwidth. It can be applied to the careful speaking and keen listening required to get on the same page and stay in communication.
3. Tune into the Group’s Connections
When humans aren’t working closely together, but should be, some surprising behaviors manifest. For example, they may start blaming each other for what appears to be minor matters. This sometimes escalates into name-calling and even acts of verbal violence – “Bad Mind”.

As a leader, you must be hyper-aware of these small gaps before they become major issues. Often, all that’s needed is an insistence that people talk to each other, rather than rely on electronic channels. However, in extreme cases, you may need to intervene with outside help.

Therefore, it’s essential to learn how to tune into and monitor the degree to which individuals in your team are in communication with each other. Call this a kind of ESP if you will, an ability to tap into intangible, emotional data that your inner self serves up. Most of the time we ignore these private urgings, but a leader should never do so.
The success of your enterprise may rely on the accomplishment of difficult goals. They won’t happen without the deep cohesion that brings people together on the same page. It’s a phenomenon which most leaders must consciously will into existence or it just won’t happen.

http://jamaica-gleaner.com/article/business/20191006/francis-wade-what-it-takes-be-truly-communication?









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Responsibility, Authority and Accountability

What is the difference between responsibility, authority and accountability? Does it matter to most Jamaican companies?
One of the challenges that faces your organization is simple: how do people relate to each other to achieve goals that its individuals can’t accomplish alone? A part of the answer lies in the following quote:

“Responsibility is always taken. Authority is given, but Accountability is negotiated.”

Of course, this is no ordinary list. In fact, it corrects a problem staff have in most companies who use the terms interchangeably.

The reality? They aren’t the same. And when your employees mistakenly merge them into one, it perpetuates a confusion which blocks the path to high achievements.

Here’s how you can untangle them.

Responsibility
The quote indicates that people who are responsible create a special relationship with particular results. Furthermore, they do so using nothing more than an inner will or conscious intention. While this requires a level of intrinsic motivation, it’s also true that the trigger to initiate a new “zone” of responsibility may come from anywhere. Possible sources include a direct invitation from another, a catastrophic event or an inspiring biography.
Therefore, don’t think that you can “hold someone responsible.” The most important step takes place within the individual who exercises his/her free will.

However, some managers argue otherwise: they honestly believe they can use force to conjure up responsible subordinates. The result of their muscle? A Jamaican workplace full of Bredda Anansi-like fake-responsibility.

It’s tricky to spot: At the start it appears that someone has truly stepped up. The truth only reveals itself later, when the first big obstacle shows up and the blame game starts. Consequently, it becomes clear that they weren’t in the responsibility game at all: they were simply taking credit while things were going well.

Beyond such shenanigans, the amazing thing is that anyone can take responsibility for any outcome they wish. Our National Heroes were elevated precisely because they willingly did so for a large number of people, putting themselves in harm’s way to accomplish a grand, shared objective.

Most of us may never take responsibility at that high level. Fortunately, your organization doesn’t need you to be famous or a life-risker. All it asks is that you keep generating fresh zones of responsibility in service of shared goals. It’s up to you to continually define these areas and act accordingly.

Authority
By contrast, authority is granted by the leaders in an organization to those who play pivotal roles. Ideally, authority would only be given to employees with a long track record of responsibility. By virtue of stepping up to be responsible repeatedly, they would already have garnered a critical mass of credibility.

Unfortunately, most organizations don’t wait for this to happen. They promote people (even to the highest levels) whose only skill is buck-passing and complaining. According to one Caribbean CEO to his new subordinate: “I learned ages ago to never sign my name to anything around here. All you get is grief.”

Perhaps you can also recall a leader you met who is that twisted.

Sometimes, such persons are exposed as the frauds they truly are, but it happens too rarely. More often, they are tolerated and enabled by others who are petrified by the authority they wield.

Accountability
However, when authority works in daily life, it’s comprised of individual accountabilities. These are defined as discrete agreements (or partnerships) between a leader and a stakeholder to produce a particular outcome according to specific conditions of satisfaction. For example, I may promise my manager to “Sell x units by Sep 30th at a 50% profit margin.”

Such agreements are the sinews of an organization. Without them, it’s impossible for my manager to have a proper follow-up conversation with me on October 1st. In other words, when accountability is missing, any result will do.

Once again, in an ideal world, persons promoted to positions of authority should have a firm grasp of this unique relationship. Usually, they can point to a number of accountable partnerships which helped them produce results, and explain the special role of this ingredient.

Unfortunately, you probably also have met managers who occupy important positions  but don’t know how to hold people around them to account. Therefore, when good things happen, it’s by sheer luck; not because they reinforced the sinews of accountability.

For example, sometimes weak leaders are fortunate to hire great employees. These rare workers reverse the tables, forcing (or shaming) their manager into an accountable relationship by insisting on high standards.

As a result, such cases are few and far between. For too many staff-members, their manager fails to create either accountability or responsibility. These rich worlds simply don’t exist.

Companies who separate and teach these three elements empower everyone. When they occur together, but separately, they open the door to outstanding results individuals cannot produce by themselves.

http://jamaica-gleaner.com/article/business/20190825/francis-wade-responsibility-authority-and-accountability

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How to Help Employees Exert Emotional Labour

The challenge that organizations have is that they haven’t trained, rewarded or permitted their frontline employees to exert emotional labor to create human connection when it’s most needed. Seth Godin

Now and then I come across a quote which makes me stop and think. Here’s why this one brought the local customer experience to mind.

Most Jamaicans who travel to the United States are struck by how well-trained service workers are. At first blush, it appears that they really know how to smile, be polite and seem interested.

However, those who end up staying to live in North America tell a different tale. They recall a discovery: five minutes after a seemingly meaningful interaction the provider can’t remember your face or name. It was all an act.

Where it comes from is obvious – those who have peeked behind the scenes say it’s the result of thorough training tightly coupled with swift, harsh consequences for non-compliance. It gets the right behaviour, but does it produce genuine feelings?

Contrast that situation with the experience of tourists who visit Jamaica repeatedly for several years, making lifelong friendships which start with chance encounters on the beach, village or bus. These extraordinary, unscripted stories end up bonding entire families from different cultures. Sometimes, they even cross generations, in spite of the geographic distance.

How can these two contrasting experiences be reconciled by you, a manager who must develop staff to serve local customers? Godin’s quote offers a few clues.

1. Faking isn’t Creating

I suspect that frontline workers in the US have been trained to “fake human connection” on demand – to go through the motions, following a set of actions they have memorized and practiced. Unfortunately, they also haven’t learned to separate true emotion from fakery.

How to get past this obstacle?

If you believe that your front-line workers are acting the part but not actually creating authentic experiences, they may need deeper training. Noticing real emotions in the middle of a transaction isn’t easy, especially when the customer is upset. Most of us can’t: it takes a kind of emotional maturity few possess.

2. Doing Feeling Work

However, when we bump into someone who can regularly provide this experience in the worst of circumstances, we tend to think of their emotional maturity as a rare gift or talent. Unfortunately, this explanation puts them up on a pedestal, far beyond the reach of the unlucky majority.

Godin implies that this thinking is false.

“Emotional labour” is really what’s missing, he explains. It’s the trained effort most companies’ leaders just can’t be bothered to develop – the expense is too high. Their lack of care begins with haphazard hiring and continues with non-existent onboarding. Employees who receive this basic training are left to their own devices, never given the tools to produce emotional results. Then, when problems occur, most managers simply blame the employee: they fail to accept responsibility.

But Godin goes further: he hints that many companies don’t even “permit” their front-line employees to provide emotional labour. They actually make it hard.

Have you ever received a quiet act of kindness from an employee who put themselves in harm’s way to make an exception in your case? That’s someone who is working around the limits implemented by a blind, callous leadership.

3. Identifying Moments

These subversives are not only brave, but wise. They can tell when a human connection is most needed and act decisively to provide it.

But they aren’t just interesting: these moments are extraordinary opportunities to create lasting loyalty. Perhaps they explain why these tourists return to visit their newfound “family” in Jamaica. Their initial link was so positive, and so unexpectedly real, that they end up feeling closer to a Jamaican front-line worker than their actual neighbours or office colleagues.

Can workers be trained to identify these key moments in a customer’s experience?

They can, but if your employees have childhoods pock-marked with trauma, it’s much harder to do so. Unfortunately, given the low pay of our service providers, many have experienced such hardships and won’t get over them on their own.

If management steps in and provides the counselling, training and coaching needed to move past these obstacles, everyone benefits. The fact is, employees who are being trained to emotionally labour on behalf of customers who need a human connection need to deal with their own wounds first.

This puts them in the driver’s seat: able to respond to the customer without their history getting in the way. Now, they can deliberately create the kind of deep loyalty customers enjoy but rarely experience. It’s emotional labor which provides a win for all concerned.

http://jamaica-gleaner.com/article/business/20190616/francis-wade-how-encourage-emotional-labour

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The Dilemma of the Bored Employee

Why is it that your employees who start out excited about their jobs lose interest so quickly? Is it a problem with their age, a cultural phenomena or just fate? Can their experience be enriched by savvy managers?

The dilemma begins with most leaders who compare employees to cars and their jobs to long-term parking spots. In other words, all they need to do is slot people into positions and leave them. From that point on, the person is expected to perform the role faithfully and occupy the position indefinitely.

Unfortunately, that‘s not how things work. As you may know, there are a startling number of staff who merely go through the motions: “It’s just a job.” Long gone are the challenges which kept them up at night. All that’s left is a routine they can now do without thinking.

Predictably, they turn their attention to other life demands. They raise children to pass exams with top grades. They sign up for marathons. They become deacons in their churches and volunteers in community organizations. While there’s a great deal of good they accomplish in all these other areas, their career remains stagnant: the same job from one day to the next. A few convince themselves that the steady salary is worth the deadening sacrifice. Others refuse. They walk away, quitting to find a different career or start their own company.

Meanwhile, executives in your firm probably remain clueless about the real depth of disengagement: the high percentage who give their work-life the bare minimum. Understanding why employees are more dissatisfied than ever can help you produce a breakthrough culture.

The New Employee
Today’s entering staff member is often surprised at the stale environment found inside most companies. The truth is, little has changed over the years. People at all levels are still stuck in the car-and-parking-spot frame of mind.

Why are they shocked? They have been raised in a world of high engagement in which social media, entertainment and games occupy a great deal of their personal energy. Each of these platforms is  engineered to grab hold of a user’s attention and keep it for extended periods of time.

By comparison, most jobs in the workplace seem to be designed to lose, disrupt or even destroy attention. It’s tempting to think this has something to do with technology: instead, it’s all about intention.

Creators of highly engaged online environments realize they are in a competition with other experiences. With every bit and byte, they intend to keep users interested and use attention as a measure of success. The makers of Facebook, Twitter and Instagram don’t want you to slip away.

Unfortunately, there are probably few managers in your company who see their challenge in the same way. They fail to recognize that “experience design” is part of their job, instead pretending as if nothing has changed over the years.

The outcome? Employees who can hardly last 15 minutes alone or in a meeting without reflexively searching their smartphones for something better.

A New Challenge

Most of your fellow managers probably just shrug their shoulders, complaining. For them, the point of engaging staff is not to entertain them, but make them productive.

Perhaps they could adapt the mindset of game designers. One of their leading thought leaders, Amy Jo Kim, asks: “How can we create experiences that get better as employees become more skilled?”

In most companies, the focus has been the opposite. HR has been trying to keep employees’ experience the same once they reach a certain level of skill: the old car-and-long-term-parking-lot model. The result is boredom.

Behind this unwanted outcome is a lack of responsibility. Most manager’s don’t believe that their job is to engineer an outstanding experience. In their minds, work is not a place for intrinsic fulfillment or purpose: it’s a crude exchange of money for labour.

Fortunately, it doesn’t take much to tackle this issue head-on. As a new employee at AT&T Bell Laboratories in 1988, I joined a system which made room for technical employees who had no interest in becoming supervisors. A technical ladder allowed many to be promoted and recognized without having the burden of direct reporting relationships.

At a micro level, your company can train managers to develop detailed ladders of skills. Imagine if, at any moment in time, your employees could know exactly which rung they occupy. Furthermore, they would also be able to pinpoint which skills they are developing. This way, they know when their next personal improvement target happens to be.

This form of career gamification can engage even long-term staff, blocking the default – boredom – which thwarts your company’s goals.

http://jamaica-gleaner.com/article/business/20190602/francis-wade-dilemma-bored-employee

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8 Skills Employees Need that Require Zero Talent

How can a manager be promoted, only for others to discover that he lacks certain basic, foundation skills? Someone, somewhere dropped an easy ball that could have been corrected if the company had the right perspective on how to develop new employees.

There‘s an interesting meme floating around pointing out 10 skills that every employee needs to possess. It adds a zinger: they don‘t require a drop of talent, implying that no excuses are possible. While the list wasn‘t developed for Jamaican companies, here is a local version of this popular meme based on my experience.

#1 – Being On Time

In our environment, this is a huge challenge. Like many other firms in tropical climates, we allow lateness to run rampant, even in executive suites. Also, people who are punctual don‘t confront those who aren’t. Finally, our companies don’t develop a way to teach employees what “on time” means in their context.

For example, I had a friend who regularly told others she was “just around the corner” even when she hadn’t yet started the car. In her mind, she was “on time.” By contrast, I worked with a company in which “on-time” meant that you arrived early and prepared yourself to start on the exact, scheduled minute. Yet another organization translated the phrase to mean “anytime before the most important person arrives.”

The point is that your firm must teach its own definition of “on time” plus all the detailed enabling behaviors, starting with the CEO and her direct reports.

#2 – Work Ethic/Effort

New employees are often slow to appreciate that for every corporate skill, there is a ladder of accomplishment. Unfortunately, those who are unaware, usually occupy the lowest rung. This is no matter of disrespect.

The fact is, if they are taught the existence of higher skills and how to achieve them, they can become inspired.Their objective, before they are confirmed as full-time staff, should be to show they have climbed the rungs of some key skills. For example, a summer student should be able the demonstrate an unbroken string of on-time arrivals at work. These may seem to be too easy, but don’t under-estimate the effort required to learn new behaviors and apply them consistently.

#3 – Body Language

Have you ever seen a young person slouch in his office chair, apparently ready to doze off? Newly hired workers just aren’t taught that their body language influences others. The impact on customers, colleagues and managers is part of what they will be held accountable for.

#4 – Energy

Whereas it may not have been cool to be an eager-beaver in their prior lives, young employees need to learn that the tables are now turned. How they get work done is vitally important, and they aren‘t “allowed” to have a bad day that drags down others. Every hour is intended to be an opportunity for enthusiasm and engagement, and they must learn to manage their sleep and nutrition to accomplish this goal. Habitually overcoming the “I-don‘t-feel-like-it” blues is a vital new capacity to develop.

#5 – Attitude/Resilience

This is perhaps a nebulous skill but companies need to go beyond the level of cliches and define it clearly. Science has shown that there are concrete steps in techniques like Cognitive-Behavioural Therapy which can be followed to transform a poor attitude. This will benefit them on the job and in every part of their lives.

#6 – Passion

With few exceptions, most employees are passionate about at least one thing in their lives. Companies do a poor job of nurturing these strong feelings, allowing new hires to slip into the ranks of the disaffected and disengaged within months. However, developing a love of one’s work is a skill that can be taught, even though it’s usually left to chance.

#7 – Being CoachableJamaican workplaces are rife with stories of new employees who are convinced that they “already know” everything. When this lack of self-esteem interferes with the development of a “Beginner’s Mind” it’s time for an intervention. A good one would interrupt their habits and show them how to accept coaching, a capacity which does not come naturally to high achievers.

#8 – Being Prepared (To Do Extra)

New hires must learn to over-prepare if they hope to succeed; they simply have fewer in-company experiences to draw from. Then, once projects start, they need to be ready to go the additional mile repeatedly. This behavior is a signal that they are taking their careers seriously.

Many of these eight practices can be tied to company standards enforced by your firm’s environment. Your organization must make them explicit: a strong start to a successful career. This ensures that when promotions occur, the recipients are fully trained.

http://jamaica-gleaner.com/article/business/20190421/francis-wade-8-employee-skills-require-zero-talent

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Should someone who is bad at email be promoted?

Is there such a thing as email prowess? And is it important enough to be one of the core criteria for promotion? Many would disagree, but there’s evidence which suggests that electronic messaging is no longer a diversion from your work, but an essential component.

It’s fair to say that most managers see email as a nuisance, an activity they would gladly do without. Professionals from an older generation can remember a simpler age when it didn’t exist. They recall the false promise made that it would save time, a goal it certainly has never achieved.

Now, it’s become an obligation – a burden which distracts and takes attention away from the real jobs managers are supposed to be doing. If it were to disappear or be banished, many would cheer with relief.

Of course, that’s wishful thinking. Asynchronous electronic messaging isn’t going anywhere, even if it gets a slight makeover via tools like WhatsApp. The benefits it brings are far too great and there’s not a single company which has avoided the culture change it’s wrought.

Amidst these changes, managers don’t understand their role as a skillful user of email. Here are a three research-based conclusions which illuminate the need to develop this skill long before a promotion is contemplated.

 Email Skill Does Matter

Researchers at Microsoft have been mining email usage data for several large companies for many years. Their expert analyses can predict how well a team performs. A key factor in measuring employee satisfaction is how quickly managers respond to messages sent by their direct reports.

This makes perfect sense. Managers who become the bottleneck to their team’s proper functioning can create havoc, bringing all work to a standstill.

Further research shows that the size of a manager’s email network also has an impact. Those with small networks tend to wield little influence, thereby putting the unit’s mission at risk.

Finally, managers who send email outside of working hours while insisting on immediate responses have an adverse effect on work-life balance. They merely have to forward a single short message to upset a subordinate’s weekend, vacation, holiday, sick-day…or labor pains. Ask around in your company and you may hear some real horror stories.

Collectively, these findings put to bed the notion that a manager’s email skills don’t matter. Unfortunately, many who are promoted fail to understand the centrality of these skills to their new role and never become proficient. As managers they lament: “Sorry…I’m really bad at email.”

Your Email Volume is Your Work Product

The quantity of managers who complain about their email volume is startling. To hear them tell it, they have nothing to do with the number of messages they are obliged to process each day. They are victims.

While this particular nonsense has no place in the managerial ranks, the company that fails to teach the right lessons to its staff fosters its continuance. All firms must give staff the skills to manage ever-increasing volumes of email. In the cases where the  executive are the worst complainers (and offenders) the entire firm suffers.

In a June 2012 Gleaner column entitled “How executives unwittingly turn employees into morons”,  I shared a true story. A Vice President consistently and blindly ruined the productivity of those around him by insisting on replies to his email messages with an hour. His ignorance and the ripple effect it produced could have been avoided with the right intervention customized for his level.

That training would have reshaped the common understanding. Email messaging is a multi-faceted activity that requires a number of simultaneous skills: operational effectiveness, writing, call-to-action crafting, reading between lines, tone management, plus others. They don’t come without effort and practice, yet most companies are blind to studies showing that the average manager spends some 20% of his day on this task. The cumulative time spent producing and processing poor quality messages is immense.

The Human Resource Department’s Role

Traditionally, HR has been one of the least productive units in this area. When email was first rolled out, the department was often the last to adopt the new technology. Playing catchup ever since, many Human Resource professionals live in a perpetual backlog, use poor techniques and don’t move beyond the basics. As a result, they aren’t role models.

Instead, most staff members are left to fend for themselves. This means that promotions occur without these skills being taken into account. If the 20% statistic is true, and email has the multiplier effect we just described, then the problem in your company is probably expanding as volumes increase.

In most firms, this logjam can only be broken by top leadership, which must start by taking responsibility for its own lack of skill. After a good intervention, the frequent complaints about email should be replaced by positive, collective action and include everyone who sends electronic messages.

http://jamaica-gleaner.com/article/business/20190310/francis-wade-tying-email-skills-job-promotion

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Why Your Business Needs a Mature Relationship to Standards

We Jamaicans have a difficulty noticing high standards, even when they hit us right in the face. This habit ruins organizations when leaders are the worst culprits.

For example, even our savviest business leaders sometime fall for hucksters who promise miracle “opportunities” which provide instant, effortless riches. 

Case in point: I recall intelligent friends trying to convince me that Olint and Cash Plus were legitimate ventures being made available to the common man “by God’s Grace”.  These weren‘t isolated con jobs. Apparently, we Jamaicans have a weakness for this kind of argument. We want to achieve success without giving in to the high standard which it demands.

In this context, I can think of two situations in which we are challenged.

1) The first occurs in the moment when we realize that we have just become part of a relationship which calls for higher standards than we have lived by. It’s often a shock. In one situation, a coach I hired threatened (in writing) to double her rates, then triple them, then fire me if I missed another appointment.

In another unrelated case, my late arrival at a meeting was met by a locked door.

As human beings, we don’t react well in these circumstances. “How dare they?” we exclaim, then indignantly try to beat down an “oppressive” standard. We look for weaknesses, loopholes and back doors. If there’s a bly or relationship we can find to free us from the obligation, we’ll use it. At the very least, we get everyone to agree: the upholders (like my coach) are Nazis, no better than Backra.

Paradoxically, we all love the end-result of high standards. Government and Rhodes Scholarships. Winners of Champs and Schools’ Challenge. The manicured lawns of the JCAA. Profits. The teacher we had in school who demanded greatness from us, and got it.

Perhaps we need to adopt a new personal maxim: “Whenever I am forced by a new environment to meet a higher standard, embrace the opportunity.”

2) But what should we do when the opposite situation occurs? Instead of being hit by a high external standard, we find ourselves in organizations where standards are eroding before our very eyes.

At Wolmers, I saw first-hand what happens when incompetent leadership suddenly replaces its opposite. Imagine a student being caned in the middle of prayers, interrupting a scripture reading. Eventually, teachers began to give up their role as disciplinarians. By the time I reached 6th form, prefects were giving twice as many detentions as teachers.

When standards deteriorate, most of us complain loudly. However, we may be disingenuous. Case in point: We desperately  want to have an effective JCF, but also want to be able to safely “let off a smalls.” (Arguably, the only reason the JDF remains relatively unsullied is because it has fewer contact hours with our citizens.)

In daily corporate life, it’s just as easy to abandon high principles. For example, when a CEO or MD displays low standards, few are willing to confront him/her.  Unlike our best police, soldiers or firemen, employees are unwilling to put themselves in harm’s way.

In fact, the propensity to play it safe is seen by many as a necessary skill for corporate survival. Sticking out your neck for an abstract ideal is judged as unrealistic.

If you find yourself in either of these two situations, resist the urge to walk away. Instead, follow these steps.

1. Gain a deep understanding

Create a clear picture of the behaviors that comprise the standard. Break it down into small actions anyone can learn so that you can act accordingly to fix the problem.

2. Look for colleagues who agree to the standard

While not everyone will see the situation the same, some may. Find others of like mind and strengthen each other’s resolve to take a stand and face the attendant risks.

3. Campaign

This is no short skirmish. The battle to change a culture involves much introspection as protagonists struggle to either attain a high standard or keep one from disappearing. To succeed, they must find ways to speak truths on ever larger, more public stages. Do it well and you can create an internal change movement.

But that is only the start. The daily battle is to take risks in the face of disagreement and ridicule. It requires courage to live out of higher standards in both situations.

While we Jamaicans are usually not social cowards, our workplaces are staffed with people in play-it-safe cultures. They sincerely believe there is no alternative. They are wrong: there is. We just need to step up and accept the cost of high achievement. It’s no more than an inner resolve to take brave actions in service of higher standards.

http://jamaica-gleaner.com/article/business/20190113/francis-wade-why-your-business-needs-relationship-standards

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How your business can sell a transformation

It’s obvious in hindsight. Our very best customer service memories happened when something special left us different than we were before. As a result, when we approached the seller again, we were not the same person: we had been transformed.

Lest you think it’s this is an impossible task for your business, take another look. This transformation can happen anywhere. For example, my local pan-chicken man offers more than food in each interaction.  It helps that his product is superb, but to really understand what he’s doing that’s special, let’s contrast transactional versus transformational products and services.

Transactional products and services only involve an exchange of value. You pay your money and receive an item or action.

However, those which are transformational leave you in a difference place once the transaction is complete. It could be that the experience consistently improves your mood. Or you learn so much that you become informed. Perhaps you may be motivated differently.

The reality is that you enter the next transaction transformed. You have been changed on the inside.

By contrast, buying chicken from KFC, Popeye’s or Island Grill doesn’t have this effect.  It’s an anonymous activity in which I only expect to be treated humanely, fairly and consistently. The seller is satisfied if they receive the funds, and I walk away with my meal.

However, when I buy from my pan-chicken man in Sterling Castle Square, he (perhaps unintentionally) offers more than barbecued meat. He knows my wife and I by name and and I expect to hear about him, his friends and the community. He’ll tell me some of the inside scoop on the latest happenings, such as recent efforts to develop a football field for local youth. I’ll ask him for extra sauce and give him specific feedback on the last purchase.

When I get home, I sit with a bottle of wine and eat slowly to prolong the experience. Sometimes, it even gets cold because I take too long. My wife and I have a recurring conversation about the finer points of the food, such as its spiciness, or sweetness. Plus, whenever we see him in the neighborhood we stop for a few minutes and have a chat.

It’s tempting to believe that a big business can’t be transformational. However, I worked for a world-leading training company that delivered transformation in 200-person workshops in dozens of countrues, making me think it can happen for your firm. Here are some strategies to adapt, regardless of size.

1. Define “The Transformed Customer”

This particular end-result is far beyond that of a satisfied or happy customer. It also does not occur simply because the buyer has received the product or service.

Instead, stand in the world of a customer and ask yourself what they would really want to have. Do they need to use your product in a unique way? Are they trying to improve the value-price equation? Are they hoping to get the service for free in the future on their own?

Make a list of these experiences, place them in rank order and brainstorm different ways to provide them.

To complete this exercise effectively, you must consider as many angles as possible without restraint. To feed your ideas, I recommend examining your personal, first-hand experiences for clues. Find those moments where you have received transformational value.

Then, study brands which are able to stack one transformation on top of another. Use them as inspiration to stretch beyond the edges of your thinking.

2. Look for Limits

Another way define a transformation for your customer is to look past your limits. For example, start by stretching the time boundaries of each interaction.

Some who have done so, like Disney, offer “Backstage” tours of their operations. They help customers learn what happens before a product or service is delivered. (Some firms are delivering such experiences virtually, via Instagram.)

The mindset needed to create such a transformation sees value in educating customers so that they become better people, and therefore more loyal. It’s a low cost way to offer a powerful kind of “Brawta.”

3. Plan for the Long-Term

If your company is currently transactional, don’t expect this shift to happen immediately. Instead, pick a number of smaller changes and spread them across several years.

Too many Jamaican companies are at war with their customers, giving as little as possible while keeping all they can. The few transformational firms are seen as aberrations, impossible to replicate.

This excuse just keeps brands stuck at low standards of customer delivery, turning their product or service into a commodity. This leaves their company ripe for disruption or displacement by customers who won’t hesitate to adopt a better solution (like Uber) when it becomes available.

Save your brand an awful fate: find a way to use transformation to gain a competitive advantage.

http://jamaica-gleaner.com/article/business/20181230/francis-wade-how-your-business-can-sell-transformation

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How Your Company Should Address Staff Engagement Questions

With regards to employee engagement, what do you do if your executive team can‘t agree?  Some see symptoms of deep disengagement, while others don’t. Suggestions for how to intervene go nowhere, stuff that used to work in the past no longer succeeds and other companies’ case studies seem not to apply.

As Tolstoy said in Anna Karenina: “Happy families are all alike; every unhappy family is unhappy in its own way.”

My experience supports the notion that each company experiencing disengaged, disempowered employees is different from its counterparts. Here’s a way to find a unique approach for your firm.

  1. A Custom Definition

Unfortunately, most people explain disengagement using soft, psychological objects such as “motivation,” “mindset” or “vibes”. While these constructs are better than nothing, they aren’t quantifiable by the average business.

Instead, it’s much easier to focus on behavior which passes the Video Tape Test. That is, it can be captured by a movie camera.

With this new definition, bring your executives together to agree that a core set of behaviors (such as arriving late or being absent) should be taken as components of disengagement. This helps separate agreed-upon-fact from interpretation.

However, even after this definition has been created for your company, pause to explore an extra question: “Has a critical mass of employees always been disengaged?”

  1. Custom Interventions

If you can find the precise moment when engagement fell, immediately search for broken promises. As I have shared in prior columns, they pollute your company’s culture, causing even new employees to become disengaged in a matter of weeks.

While this task may be painful to undertake, the only remedy is to take responsibility for all violations of trust. Owning them publicly on behalf of executive teams past and present is the best way to make amends.

But it’s just the beginning. Construct a cause-and-effect diagram to list all the possible causes of disengagement. Once they are enumerated, conduct tests to see which ones are at play.

Use anecdotal, non-quantifiable data if you must. While your analysis may not reach an academic standard, it will work for business purposes.

Based on these analytic results, custom-design interventions to change behavior. But don’t be surprised if most of them fail. That’s just your way of weeding out false causes in your hunt for the few that yield the best results.

Don‘t stop there. Now, look for ways to embed new habits and practices in employees’ lives at scale.

  1. Custom Communities

Back in the 1970’s, Tea Parties and Fashion Shows were accepted ways of building communities around specific interests. Today, these anachronisms are stale.

By the same token, there are new channels and technologies being used to connect staff today, but many companies see these changes as one-time shifts, rather than permanent trends.

For example, the technologies most of us use every day to message others (i.e. email, Facebook and Whatsapp) didn’t exist in 1995, 2005 and 2010 respectively. They have changed the way we join with each other at scale, allowing us to reach far more people than we ever imagined possible.

However, most companies struggle and never catch up. Why? First, there’s an age gap. Most executives are in their fifties and sixties while their employees are in their twenties. They only have a superficial experience of the latest technologies, because the communities to which they belong don’t use them.

As a result, they don’t know how to build the kind of communities required to engage employees. Their ignorance is costly.

A few years ago, I worked in Trinidad and noticed every professional using Whatsapp. When I returned to Jamaica two years later, our professionals had caught up.

During that time, my year-group at Wolmers started a Whatsapp group. Prior to its existence, there was little individual contact and no communal activity.

Momentum built quickly and today the Class of 82 group includes over 50% of our colleagues from around the world. More importantly, this month we had our first reunion and donated a million dollars to the school. In summary, a community which was recently formed is now making a tangible contribution where none was expected.

Without the appropriate channels none of this would have happened. Does the same apply to your company? Unfortunately, if you aren’t using technology to bring together employee communities in just the right way, it’s unlikely that your custom interventions will amount to much.

Furthermore, building communities in the modern age is a moving target. You must be prepared to keep adapting the latest tools, thereby empowering people to maintain behavior changes. It’s the only way to get ahead of a disengagement problem which isn’t likely to fade away. If you use the right approach, you may be able to stay ahead, applying fresh custom solutions that produce sustainable results.

http://jamaica-gleaner.com/article/business/20180923/how-your-company-should-address-staff-engagement-questions 

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Why employees need the power to say no

This week, I created a video summary of the column.

 

 

 

Should an employee be granted the right to turn down a manager’s request to focus on a given task, thereby dropping everything else? And is it better to have a reporting relationship based on obedience or its opposite: independent choice? While there are no easy answers, the times are changing and so must leaders in your company.

 

Fortunately, managers who believe that their job is to do all the thinking while employees solely follow instructions are becoming rare. Yet, when the pressure is on, many managers become bossy. In the heat of the moment they give orders, and expect them to be followed without question. Resorting to anger they issue threats, stirring up fear in the hearts of others.

The worst rely on this tactic exclusively. Better managers initially start off being nice then turn into monsters later, arguing that people take advantage of the softer approach and therefore deserve this treatment.

They point to their personal experience as proof, which science supports. However, studies also show that this dominating technique has severe limits. While it gets action started, should it be a manager’s preferred tactic?

 

New research demonstrates otherwise.

 

A recent study led by Rom Schrift at the University of Pennsylvania shows that experimental subjects persisted longer in a task when they had the option to say “No.” It revealed that when they were granted a degree of autonomy, they performed better than others who weren’t given the same choice.

If you are a manager, it’s not hard to see why. In general, intrinsic motivation is a far better tool than its counterpart. In other words, you must give employees the option of saying “No” if you want them to perform at their best, especially if the task at hand involves more than a quick, physical action.

Let’s consider the extreme: what about the person at the bottom of your pyramid who is a simple laborer? I invite you to question your assumptions around this example from three angles.

  1. Should simple workers be in your firm at all?

A contractor once shared with me that his industry is the only one in which a convict can leave prison today, and tomorrow be hired to take orders on an active construction site. The consequence? Poor quality work, indiscipline, random departures and theft.

While this tactic guarantees a low wage bill, it simultaneously creates greater problems.

Unfortunately, this mindset of hiring “mere” workers pervades companies of all kinds.

Try a different one: even the simplest role expands in complexity when the person who performs it has some autonomy to produce superior results. Therefore, all potential hires have the capacity to make up their own minds, becoming better contributors over time.

Armed with this mindset, abolish the notion of a “simple” laborer.

  1. Should employees be calendar-trained?

Too many managers try to be omnipotent, believing that they can keep track of every employee’s calendar. In other words, they don’t trust staff to prioritize their work without being directed.

The solution isn’t to make an effort to become omniscient. Instead, managers need to train their workers to use better time management skills so that their calendar actually reflects the work they are doing from one hour to the next.

In habitual practice, the opposite is true. Most smartphone calendars are only used to track people’s appointments. All other tasks are left to memory – a sign of weak skills.

By contrast, employees with superior abilities are always looking at real-life trade-offs between activities. To make these difficult decisions, they realize they must use their calendar as a point of coordination. As such, their “No” is a reflection of a tough call, rather than a whim.

  1. Should managers be retrained?

As a manager, it’s tempting to jump in, give orders and negate your employee’s choices. Instead, when the impulse hits, restrain yourself. Have a conversation that looks more like an inquiry into priorities, than a demand for immediate obedience.

Why is this important?

Here in the Caribbean, our workers are sensitive: highly reactive to small slights which they take personally. The sad reality is that it only takes a single, harsh interaction to demote a newly hired eager-beaver. In the quint of an eye, they join the ranks of other sullen victims who only go through the motions. This coping mechanism got us through slavery, and the fact that it won’t change soon means that managers must un-learn the habit of routinely negating an employee’s “No.”

These three recommendations have a magical benefit: they grant employees the opportunity to say “No” in a way that keeps them motivated and productive. Take this power away and you risk miring your company in mediocrity.

 

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/20180422/francis-wade-why-employees-need-power-say-noWHy Employees ne