My Company. Want to Join?

Accountability Organizational culture Purpose

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Story: So how are we doing in terms of creating great places to work? The following are stats for the U.S. as of 2017. (Let’s assume for the purpose of this blog, that the numbers for Canada and Europe are in the same ballpark).

51 percent of the U.S. workforce is not engaged (Gallup).

Disengaged employees cost organizations between $450 and $550 billion dollars annually (The Engagement Institute).

16 percent of employees said they felt “connected and engaged” by employers (EmployeeChannel).

There’s a lot more data, and little of it is sterling in terms of really positive trends. We don’t seem to be making much progress creating great workplaces.

Key Point: Most organizations are still struggling to create workplaces where participants are treated as fully functional, self-accountable, highly capable, trustworthy, well-intended adults. When one stand backs and looks at most institutional structures and processes, you realize they were built for an industrial era rather than modern one. How would you like to work for an organization that had the following attributes? 

  1. Purpose matters most. You join because you want to make the purpose more true everyday. Not just for a job. WHY the company exists, is clear, inspirational, and advances humankind. 
  2. Three values drive every part of the company; Self Accountability, Respect and Abundance. Every day starts for all with a quick reflection on the purpose and values.
  3. The business model constantly evolves to achieve the purpose. People are always first AND focused totally on how everything they do impacts the customer experience.
  4. Jobs and roles are fluid. Expectations are clear at both the individual and team level. Work constantly pivots to get the right stuff done for the customer.
  5. Every development conversation is aimed at helping people do what they’re good at, passionate about, and how value is created.
  6. Each leader is publicly rated by all, daily. The results are transparent and there for everyone to see. The same goes for each team member. There are NO stupid annual performance reviews. Results and behaviors are transparent, respectful, candid and deeply appreciated. When trends are negative, people are expected to reach out for help. All team members need to help and move the trend in a positive direction. Peer coaching in the context of work, is an everyday practice.
  7. Anyone can leave the company with a fair, pre-determined severance package at any time. Every team member has total control. The organization can also remove anyone at anytime with the same formula. No any one person can hire or fire (unless an egregious act of disrespect requires an immediate firing). Both hiring and firing is done after careful data-driven assessments by a small panel of team members.
  8. Pay and compensation benefits are fully transparent, and on a platform designed for a person of one, based on individual changing needs. 10 percent of all compensation is added for personal learning investment determined by each employee at their discretion. 
  9. Personal Time Off and vacation is determined by each person. Take what you need, when. Of course, the company values are thoughtfully applied. Employees are considerate and keep the impact to team members, customers and results in mind.
  10. Health care is aimed totally at keeping people healthy in every way. No designated sick time off. Take what’s needed. Stay as healthy as possible.
  11. Work where, when, and how you need to for the best results. Dress code is what helps you get stuff done.
  12. There is an annual profit share open and transparent to all. The more profit, the more everyone wins.
  13. Don’t be an ass.
  14. Ensure the customer becomes your best advertiser. 

Leadership Moves:

  1. Seriously consider the framework and rules behind the way you work. Do they make sense? Would you work for a company with the above framework? Why? Why not?

Loving and advancing humans everyday,

Lorne

One Millennial View: I think everyone can be extremely attracted to the autonomy, freedoms, and values that this company offers. We Millennials, especially, would need to keep in mind that this also requires a ton of discipline, transparency and honesty. Perhaps at a more extreme level than we’re used to. How long till answering No. 6 above just turns into a “yeah yeah, everyone’s performing great,” when maybe they’re not? How long till that negatively affects No. 12? This is an inspiring system, but is human nature ready for it? If not, let’s individually ask ourselves what we need to do so we can be. 

– Garrett

Edited and published by Garrett Rubis

 

Getting Flatter Than Ever

Abundance Organizational culture Transformation

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Key Point: Familiar vertical leadership models are rapidly disappearing. As business models are being disrupted, so are the organizational structures many of us have grown up with. Modern companies are recognizing that new, collaborative communications and productivity tools along with the serious need for more adaptive, agile, and innovative cultures are quickly turning org charts inside out. The idea that people progress from worker to supervisor to manager to director to exec director to maybe VP is going bye-bye. Why? Connecting problems to solutions and necessary information flow is way too slow if it has to move up, down and across functions. If formal leadership is essentially command and control, is it really adding value? I don’t think so.

New leadership models like Holacracy and Agile are getting traction. These emerging leadership and governance principles involve much broader spans of control, more team/individual autonomy, accelerated peer-to-peer initiatives/coaching, teaming versus teamwork, and more. The thought that formal leaders have a few direct reports who they provide day-to-day direction is both inefficient and not adding value. It may make sense that formal leaders have at least 25 or more direct reports. These leaders would then have to focus on value added strategic support instead of daily direction. Who reports to whom becomes much less important than who is best equipped to get things done.

Personal Leadership Moves:

  1. Ask yourself the hard questions as what value formal leaders in your organization really add. What’s the evidence? Is your leadership structure most efficient?
  2. What do you really need from a leader? Are you getting that? If not, what better contribution might you receive? From who? How often?
  3. Consider whether technology/skills/attributes are coming together for more autonomous, and greater contributions for all. How might we unleash that?

Unleashing all in personal leadership,

Lorne

One Millennial View: This is interesting. It seems to me that most Millennials can get on board with more autonomy, and it’s fine if the typical progression or “ladder climbing” is done differently. But most importantly, there are still ladders that we want to ascend, so it would be great if whatever new leadership platforms take over still have an avenue to promote, compete, grow and succeed.

– Garrett

Edited and published by Garrett Rubis

Upside Down Leadership

Accountability Organizational culture Organizational leadership

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Key Point: Overall, leadership isn’t getting much better. Even though organizations are spending tons of money on leadership development, statistically we aren’t seeing much leadership improvement. According to a recent HBR article: “70 percent of leaders rate themselves as inspiring and motivating – much in the same way as we all rate ourselves as great drivers. But this stands in stark contrast to how employees perceive their leaders. A survey published by Forbes found that 65 percent of employees would forego a pay raise if it meant seeing their leader fired, and a 2016 Gallup engagement survey found that 82 percent of employees see their leaders as fundamentally uninspiring. In our opinion, these two things are directly related. There is a vast upside to human leadership. As data from McKinsey & Company shows, when employees are intrinsically motivated, they are 32 percent more committed and 46 percent more satisfied with their job and perform 16 percent better.”

The idea that there is a vast upside to human leadership is a head scratcher. I guess somewhere along the road we signed up for inhuman leadership? And 65 percent would forego a raise to see their boss fired? Holy cow! So, how might we rapidly change this so-called inhuman leadership?

Based on 40 plus years of real world experience and leading research, I suggest the following:

  1. Allow employees to transparently rate leaders in confidential ways. The data trend would be your friend, or not. If we used a minimum number of input (10 people?) to openly rate leaders, we would see leadership improve dramatically. The audience is usually right. People have a right to great leaders. Continued poor ratings would require leaders to improve or be replaced.
  2. Expect that every leader should ask for feedback FIRST. Leaders like the ability and even expect to give feedback to direct reports. However, modern research reinforces the value of leaders creating psychologically safer environments, by setting the foundation for meaningful conversations and asking how they might improve first!
  3. Change one-on-one meetings to have leaders ask only two questions: How might I help you? What might I do better to advance our purpose?
  4. Adjust the span of leadership control to a minimum of 20 to 1. Leaders spend too much time “checking up” rather than adding value. Most of the time meetings are for leaders’ need to know and command/control. In more modern systems, leaders are more like gardeners than commanders.

Personal Leadership Moves:

  1. How are you rated as a leader by your direct reports? Would you be recommended to a friend? Family member? If Uber drivers are rated, shouldn’t you, me and all leaders be too?
  2. Get out in front and ask for feedback first. Say “thank you,” and go forward.

Turning things right side up in personal leadership,

Lorne

One Millennial View: For Millennials, it seems that the most attractive organizations to work for offer as much autonomy as possible. If a leader doesn’t trust that their employees know how to do their job, then why the heck did they hire them? That said, leaders should also be revered. It’s FUN to have a great leader: A mentor you look up to, a person you want to perform well for, and someone with the ability to give you occasional positive acknowledgment or a kick-in-the-pants if need be. Leaders should strive to be bragged about by their employees at happy hour, not the subject of a “screw them” toast.

– Garrett

Edited and published by Garrett Rubis

Wing Nuts and Cultural Contribution

Abundance Management Organizational culture

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Key Point: “You’re a bunch of extraordinary leaders and wing nuts.” That was the comment from a leader in the community I was having breakfast with the other day. She was commenting on the success we’ve had growing a phenomenal culture at ATB Financial. Her view is that members of the senior leadership were individually a bit odd; certainly the CEO and me, if not the rest. I took that as a compliment. It got me thinking about the paradox of being alike, yet different.

Wharton’s top leadership thinker, and best selling author, Adam Grant, notes the following:

Hiring like-minded employees can be unifying and motivating for a startup powered by the momentum of its first, disruptive idea. But a growing body of evidence questions that approach for scaling companies, says Grant. ‘Culture fit’ becomes a proxy for non-boat-rockers whom everyone likes, and feels comfortable around. That way, stagnation lies. Grant prefers ‘cultural contribution.’ ‘Instead of asking, ‘does this person fit our culture?’’ he says, ‘We should be asking, ‘What is missing from our culture, and is this person going to enrich it?’”

I agree with Professor Grant. We do need boat-rockers and people that make us think differently. In my view, I want people to be alike on core values like self-accountability, respect and abundance. However, I also want people who challenge the heck of out of me and others. I consider myself to be a respectful challenger, and yes, a bit of a wing nut. And I hope that makes all of us better.

Personal Leadership Moves:

  1. When you add to your team or organization, give more serious consideration to cultural contribution. What’s missing? How might this next person enrich it? Consciously seek out the diversity they might bring.
  2. Celebrate your constructive wing nuts. You might even be one.

Wing Nuts in Personal Leadership,

Lorne  

One Millennial View: I’ve certainly heard the theory that commonly makes its way into informal conversation: “There’s something a little ‘off’ about CEOs, political leaders, etc.” Some people suspect Elon Musk isn’t even from this planet. Personally, I do not view this as a negative adjective or descriptor. Various cynics even like to attribute high levels of success to stages of narcissism and autism. Who knows? There might be pieces of truth in all of that. But as Millennials, why would we say this? To me, it sounds like an excuse. Is it because we have big hills to climb and it’s easier to preemptively decide we can’t than put in the work (and possibly fail)? We can seemingly comment “#Goals” when we see a desirable achievement on Instagram, but then what? Rationalize that they must be a psycho for putting too much effort into work, appearance, relationships, etc? I sure hope I can rock the boat by being a wing nut, and I care way more for that idea than joining any like-minded group that cares not to try. 

– Garrett

Edited and published by Garrett Rubis

Employees Have the Right AND Accountability to Expect Great Processes!

Accountability Organizational leadership Transformation

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Key Point: I was listening to an executive from one of the global, big-name consulting companies the other day. He is in most boardrooms with all the world’s largest banks and other financial service companies. His observation: For the first time, financial service companies have almost the same strategy; to provide profitable financial services from a scalable platform to a customer of ONE. Mass personalization is the nirvana outcome for both businesses and retail customers (think Netflix and Amazon individual customization). However, on a global stage, the competition is crazy intense and increasing. An efficiency ratio of 40 percent may have been the benchmark, and then you find out some competitor is way more productive with 20 percent efficiency, while providing equal or better service. Yikes! And, in spite of recent trends towards national protectionism or thinking that regulation is going to protect inefficiency in markets; well these constraints in the historical sense, are just blips. So what?

If you’re in charge of any group or organization, high performance, execution and getting results is taking on advanced meaning and requiring more elevated leadership. Execution is NOT blindly or simplistically about annual performance reviews, exhorting or inspiring people to greatness, or just getting rid of poor performers and leaders. Nor is it sufficient to only have great technology or processes. It is no longer reasonable to expect sustainable success by relying on any ONE part of an organization system. More than ever, it is necessary to be exceptional in every aspect!

The purpose and value of the company’s business model must be compelling. The organization’s processes are ideally the HEROES in giving customers a memorable experience and commercial entities an attractive financial margin. Of course, employees need to be there to make hero processes really “wow” customers. They need the courage and self-accountability to finally demand that processes must make them look competent in the eyes of the customers. For too long, organizations have been asking employees to cover up and excuse continuous crappy processes. Every year, the same lousy practices persist and too often the explanation from “leaders” is that people just aren’t working hard enough or don’t have the right “DNA.” On the flip side, employees break a process or compensate for inadequate ones and then get rewarded for being the heroes for putting “out the fire” they created. No more.

Personal Leadership Moves:

1. As a leader, demand that the processes you deliver to others make you and teammates look competent, and THEN use people attributes to “wow” and create memorable differentiation. Do not allow yourself to continuously make up for poorly designed/flawed processes. It is not sustainable, and will not lead to high performance and execution.

2. Have the expectation that every part of the organization achieves greatness: People, data, technology, processes, purpose, and valued business models. Any weakness makes you and the company vulnerable. To have a truly great culture, EVERY part hums and creates a lasting symphony.

Heroes in Personal Leadership,

Lorne

One Millennial View: It feels lousy to just skate by! You know it, I know it, and everyone feels worse off for doing it. As Millennials, we have an opportunity to train ourselves early in our careers to do our best to make sure the processes we follow are actually keeping ourselves challenged, learning and growing. As well, we have the right and accountability to be proud of processes we are part of.  This blog likes to reiterate, it’s “that easy, and that hard.” But it’s also that much more rewarding.

– Garrett

Edited and published by Garrett Rubis