How to be successful in 2012 and beyond.

According to many who (by the popular definition) are successful and according to the many popular analysts of success, achieving it is as “simple” as sticking to a regime like:

Step 1: (re)picture what success will look like in 10 years. Be sure to think Big, Hairy, and Audacious (Thank you Jim C) ; beyond your imagination of how to get there.

Step 2: decide up to three main 3-5yr thrusts that will take you towards that 10yr vision.

Step 3. set an goals for 2012 that will addresses the highest priority action within those 3-5 yr. thrusts

Step 4: set up to five actions for the first quarter

Step 5: Take action and monitor your progress and focus weekly, monthly quarterly and review your goals annually.

Interestingly, by this definition most people are not successful, arguably because in reality they don’t stick to the regime. This begs the questions: 1) Are most people therefore failures? 2) Are there grades of success? 

At dinner parties and other gatherings this summer we’ve played the game “Who’s the most successful?” That game is always on, but seldom explicitly. So we decided to put it on the table.

We discovered, as you might expect that personal notions of success seem strongly affected by life experience.

According to one summary circulating in the email, notions of success are broadly age related and a kind of cycle of life:



We found that politically, people seem to vote for government that they believe will assist them to achieve success on their terms and thus increase their chances of winning – or at least getting a good grade.

We found that people whose children are "successful”, but are “unsuccessful” themselves tended to measure their success in terms of their children’s material success if the kids are rich, or creative success if they’re artistic, or got “good jobs” if none of the above. Or it might be reproductive success if they’re producing lovely children.

Some argued that success is belonging, contributing and growing according to one’s strengths. (Liberal).

Others argued that success is to do God’s will to further his kingdom on earth. (Religious).

Success seems to vary between cultures. For instance a Chinese lad from Taiwan observed that in his community the “top dog”  has the biggest house and flashest car. He observed that in Kiwi culture the “top dog” cooks the BBQ. Maybe that’s why Kiwi’s are regarded as less commercially aggressive
.
Anyway, it quickly became clear that people tend to define success pretty much to suit themselves (or get very depressed). This can be a problem when a modern economy, especially  in the current recessionary climate, needs economic growth to prosper; needs people produce and buy more stuff: needs success to be materially measured.

We figured therefore that the best policy is to foster materially measured success by nationally standardising success measures along materialistic lines: to have National Success Standards; that these be administered by a dispassionate bureaucracy, preferably an already established one to avoid set-up costs.

In New Zealand, achievement standards are administered by the New Zealand Qualification Authority (NZQA). NZQA administrators will likely be very pleased to acquire the increased span of control.

NZQA’s hold over NZ education is also an advantage because if we have National Success Standards and we want everyone to have equal opportunity to be successful (egalitarian) we must have widely available education for success.

Because we need a quick return on the education investment we can’t wait for kids to qualify in Success  and work their way into the corporate workforce. We must educate the existing workforce starting NOW.

So we must rapidly develop and deploy a programme of tertiary level courses in Success which would necessarily be night classes  at universities and polytechnics.

That way working people could study to qualify in Success while they continue to work during the day. Along the way they could  apply their learnings to their workplace  and families and whole workplaces and families could become successful!
  
If we act quick enough, 2012 can be a huge success for everyone! ;-)

Who do you think you are?

Who you think you are is affected  by the context you’re in and it affects the behaviour of those around you. Who you think you are at work is affected by your assumptions about what your work role means and the cultural dynamics of the organisation.

This was highlighted for me recently by a client’s story:

For as long as I’ve known him my client’s been disappointed with the performance of his sales manager. The sales manager hasn’t achieved the potential indicated by his personality profile and successes outside work. He’s good but not great.

Yet recently he showed brilliance, but not in the usual work context. He and my client were at a supplier’s international conference. My client, unable to cope himself with all the relationship building opportunity and expectation, totally delegated half of that to his sales manager.

The sales manager’s performance in that context was vastly improved from normal. Had my client not known the sales manager’s underlying personality profile, he’d have been worried that his sales manager was on drugs of some kind.

My analysis: that goes to show what’s possible if you can change the organisational context. Next step is to raise the experience to consciousness and deliberately seek to change the local (internal) context to enable that brilliant performance back home.

I recommended my client tell his sales manager how amazingly effective he had been in that outside setting. Then ask him how they could together work to change their behaviours and assumptions to enable the sales manager to tap that previously hidden strength.

He’s done that. The sales manager was surprised and pleased to have been caught being brilliant. They are deliberately working to change their relationship and the organisational dynamics. My client is taking the lead by being accountable to his sales manager for changing his own behaviour.

Who you think you are can turn innovative, curious, dynamic and effective people into comparatively conventional, apathetic, dull and ineffective drones; turn considerate, reflective and humane people into insensitive, bullying manipulators (and vice versa). (For more on bullying see What to do about workplace bullying)

You are just as susceptible to those affects as those around you. Reading about and understanding that effect won’t immunise you. If you’re the boss and your people are behaving badly or unproductively then the change starts with you deliberately changing the way you behave.

That’s probably going to be difficult because who you think you are is deeply engrained. (For more on that see Why good people behave badly in organisations). The good news is that it’s difficult for everyone so you don’t have to become a saint overnight to steal the march on the competition.

Measuring a “pound of flesh”

TEU’s Nigel Haworth is probably right to pejoratively call University of Auckland VC, Stuart McCutcheon a Managerialist.

In this latest stoush with the Tertiary Education union McCutcheon claims the rational high ground (NZ Herald). But to Haworth and many others he’s behaving like an industrial Shylock demanding his pound of flesh; his stance smacking of conventional managerial thinking and arrogance: underpinned by a particular set of unquestioned assumptions about how to measure and get better performance.

Of course in his mind McCutcheon is simply being rational; more rational than fellow academic Haworth, and denies wanting a “pound of flesh”. But to Harworth and the significant proportion of university employed academics in the union it clearly feels like that.

The thing is, there are far more productive measures of performance and satisfaction than those that demand or seem like they demand “pounds of flesh”.

Steve Denning commented in a recent communication:

“As I look back on my many years as a manager, I can see that one of the things that kept management grinding along on its death march was the measurement system. So long as the managers used a measurement system that kept tracking "things", it meant that "people" and "teams and "storytelling" inevitably got the short end of stick. 
 
So managers often talked a good game about people and teams, but at the end of the day, what really mattered was whether you made your numbers.”

Traditional management will keep grinding onwards unless and until we change the things we measure and crucially, the way that we measure them. 

We must pay attention to the people elements, not just the "things" or "outputs" that an organization produces. 

Steve’s doing a 5 part series in his Forbes blog on measuring what really matters. Part 4 on measuring time has links to the previous 3 parts. Part 5 is in the pipeline.

What is & what produces organisational health?

The GFC highlighted that what we measure, for organisational health, determines what we get. As Colin Price, Director, McKinsey & Company, puts it in his Dec 14 2010 blog on MIX: “Focusing exclusively on performance  simply does not produce long-term shareholder value,  sustainable competitive advantage, or an ability to achieve the mandates of the organization in the public sector.”

Price proposes instead that organisational health is: “the ability to get aligned, to execute at a world-class level, and to renew.”  I’ll go for that. Those are the abilities I want, but I’m still left with the problem of what to do to produce that kind of health. 

Achieving that health requires us to see our organisations in a revolutionary new way: not as bureaucratic hierarchical machines but as communities of collaborating people. Seen in that light, the fundamental purpose of all the policies, procedures, systems, processes is to enable, to free people to collaborate better.

Thus organisational health has its roots in the health of the interrelationships between the people that comprise the organisation.  So what are healthy interrelationships and how do you get them?

Some useful perspectives can be drawn from the field of population health: the qualities of interrelationships that produce community wellness and productivity, and conversely illness and dysfunction are fairly well known and are evident, for instance, in the recovery approach to mental illness.

To achieve the kind of organisational health that Price proposes we have to revolutionise the way we see and manage our organisations: the purpose, nature and content of our organisational communication and interrelationships. That requires concerted, deliberate action to change the detail of the way we communicate with each other  at work. 

For more on this see How to Fix a Mental Organisation (December 2009) and my more recent blogs (December 2010).

Are you crazy?!

You’re a senior executive under pressure. You sense things are getting out of your control. Things are going wrong unexpectedly despite all your strategic planning, focused KPI’s, and reporting systems.  Solutions that worked in the past no longer seem reliable.

But you can’t admit it because you’re an executive and executives know what to do. You anxiously  work longer and harder  but the stress and anxiety begins to erode your resilience. You can’t sleep. You can’t relax without a drink.

What do you do. You can’t admit that you’re ‘losing it’. That would be managerial suicide. If you go to your GP and get diagnosed with stress disorder you’ll be uninsurable. It’s like you’ve caught the modern equivalent of leprosy.

So you try to fix yourself: self medicate, read self-help books; look cheerful; stay positive; fight harder; focus. You have no option because if you can’t fix it you’re done for. You career is stuffed.

Conservative estimates have 20% of the population, executives included, suffering such health damaging stress and the related physical and mental effects. Realistically the figure’s around 50%.

If you’re one of those 50%, what can you do? Where can you go? The good news is that you can get well without a psychiatrist. If you take action before you crash you can recover quickly and fully.

There’s no single fix. You need to tackle the problem from several different angles. Quite likely you need skilled confidential advice and coaching. Maybe you have a good friend you can confide in. Many high achievers don’t have friends that good.

The Recovery approach to wellness is a practical, holistic, proven effective way to not just cope but to quickly be even more effective than you have ever been before. 

News: Executive Depression on Increase - Corin Dann interviews Challenge Trust CEO, Clive Plucknett on NZI Business Breakfast TV (click this link)

Will 2010 Be As You Like It?

‘All the world’s a stage and all the men and women merely players” says Bill Shakespeare’s character Jacques in As You Like It, Act II Sc vii,

To what story, what climax, what denouement have you renewed your commitment, passion and determination this year?

The evidence is clear that if you set your goal then commit to it by focusing on completing specific actions towards that goal, then you have a very high probability of achieving it. It gets messier if you can’t do it on your own; if you need others to commit and focus on it too.

How can you get those others to want what you want? How can you get them to “buy into” it; to play your game, run your race, act in your theatre; accept your rules and judgement?

Typically you cast yourself as the master puppeteer: as lord of the dance; you pull the strings. A lot depends on your skill and alacrity at manipulating strings: at management.

No wonder then that managers have such a major influence on businesses: by some reports over 70% of employee behaviour is determined by the actions of managers (I wonder who determines managers’ behaviour).

So if your marionettes are not responding as planned, do you become an even better puppeteer: do you contrive with the latest tools, systems and processes to increase control by adding more ‘invisible’ strings?

Or do you seek to breathe life into your marionettes; into their wooden minds, hearts and limbs; risk letting them influence the dance, the narrative, and the score? Do you risk letting them be the stars?

Will they want to stay with your small show? Will they perform like you? Will they covet your role?

Do they understand the play? Does it speak to them? Do they relate emotionally to their roles and to each other. Are the roles shallow, 2 dimensional or are they ‘character’ roles.

Does the play have a universal quality that appeals on multiple levels to different players and its audience? Or is it a cheap circus that abuses its talent?

What are you playing at?

What to do about workplace bullying

The other day a prospective business-owner client asked me what to do about workplace bullying. My advice: act immediately to change the culture and isolate the bully. Bullies kill engagement, big time. They cost you heaps in diverted energy and focus and unnecessary staff turnover. They drive their victims, potentially your most promising people out, or mad, or both. Though they may seem competent and nice as pie they are typically operating well beyond their competence and their influence is effectively evil.  You can’t fix a bully. They have to go. Here’s a strategy that works:

Start MBWA (Managing By Walking About)immediately .

Bullies thrive in bureaucratic hierarchies where they can control the flow of information both upward and downward. Bureaucratic hierarchies aren’t the preserve of large organisations. They are common in organisations of all sizes and kinds. Open up communication and loosen up the hierarchy by establishing direct, focused conversation with a range of individuals at different levels in the organisation. Share your knowledge with them. They’ll return the trust.

Establish purposeful responsibility.

Bullies manipulate roles and expectations to their personal advantage, typically to obscure their own incompetence. To counter that, execute a strategy to clarify the organisation’s values, purpose and long term goals. Within that framework, work with individuals and teams to clarify responsibilities, accountabilities  and action priorities. Make them widely known (including yours).

Establish a widespread habit of regular, frequent meetings to openly discuss individual and team progress and blockages in executing those priorities. People thrive on shared purposeful responsibility plus frequent open discussion of progress foils a bully’s manipulative strategy. Expect the bully to resist and attempt to subvert this regular, open reflection and review process.

Isolate the bully.

Regular, frequent open review of progress on personal and team accountabilities will isolate the bully’s performance and break the bully’s hold on information flow. Better informed, other team members will become more bold, convincing and successful in their arguments and actions. The bully will become clearly and contrastingly less competent and isolated.

You may be surprised who the bully turns out to be. After all they’ve been making a career of ingratiating themselves with you: agreeing with you, bolstering your ego and maybe even dealing with a few of your tough HR issues, while creating an engagement-killing climate of fear and favour to isolate and silence their critics. Bullies are experts at hiding their incompetence and bad behaviour. Victim’s attempts to draw attention to the bullying  will likely be cast by the bully as whinging justification for poor performance.

Openly confront the bully.

When you have plenty of solid evidence of the bully’s incompetence and lies,  personally confront the bully.  Be  ready for  angry denial and counter attack.  They will attempt to bypass you and ingratiate themselves with a higher authority. The bully will be very reluctant to admit their bad behaviour and incompetence even to themselves, even though it is by now widely and openly known.

If the bully doesn’t leave on his/her own accord then you already have clear justification and support to dismiss them for unsatisfactory performance in their specific role.

Goals for Change

Sign of the times?: Missed achieving the quarterly goals again. Individuals’ performance on supporting actions weak again?

The goal’s good – revenue; profit; prospects in sales pipeline. The supporting priority actions are logical.

So what’s wrong? Lack of focus? Lack of accountability? Lack of leadership? Unrealistic goals? Lack of buy-in?

Could have been any or all of those. Or it could be that the world’s changed and the assumptions that used to apply, the relationships that used to work, the habits that used to be effective aren’t/don’t any more.

The reflex response is typically to increase the focus and accountability; increase “buy-in” by consultation; do it harder! WRONG.

If your firm’s past the 1st flush of pioneer passion and settled into routine with a dollop of cynicism born of frustrated aspirations and broken promises, and on top of that the world has changed, doing it harder won’t work.

It’s not what you do, it’s the way that you do it: you have to change the way you do it; do things in new, unfamiliar ways that feel as strange as a new golf swing. How do you achieve that when you don’t have a clue what those new ways feel like!? Even understanding those new ways won’t do it. You have to know them (deeply)

You need to experience new ways of behaving; to surface and examine assumptions; to develop and experience new ways of interrelating and repeat them until they are new habits.

It’s not buy-in you need, its engagement.You need a change-project: NOT simply a sequence of agreed tasks with time/quality/cost KPIs. You need a project where the learning is achieved by the whole team; to together develop and practice new ways of achieving those same simple goals.

You need a project with scope that’s wide enough to provide real, strength-fitting action for each team member and a compelling shared purpose that increases your capability to adapt to change and achieve your simple goals at the same time.

If it feels strange then you’re probably on the right track. Most managers, including project managers have never experienced an organisational change project. That’s OK. Don’t pretend. Bullshit kills learning.

Got culture?

How does your culture smell? Honestly. Is your culture able to change? Do you have the radical transparency needed to change: to produce high performing sales teams, production teams, design teams, management teams . . . . . . .  or are you still stuck in the age of bullsh*t; still demanding engagement.

Last week I spent a day at a seminar by the super sales guy Jack Daly: story teller, successful ironman, richman, golfer, husband, grandfather, not-gardener.   Jack super energetically dealt with “how to sell more” then  he (just as energetically but more seriously) got down to “how to get others to sell more”. His focus was “culture”.

Jack quoted John Kotter’s (Corporate Culture and Performance. 1992) 10 yr study of 12 firms  showing the massive difference in revenue, stock price, net income and job growth that attention to culture produces.

As Jack observes culture normally gets overlooked in the usual business rush because it’s not urgent. I’d add that it’s also because managers and the managed are typically blind to culture and anyway, culture change is too slow to achieve inside an annual plan.

Every organisation has a culture. Even a new organisation has one. It came with the people who joined the organisation.  Culture is unconscious reflex assumptions, beliefs and attitudes.  Culture is self-sealing. What we see and experience tends to confirm what we already “know”: our assumptions, beliefs and attitudes.

How hard is it to change culture? Consider changing the culture of Samoa for instance. Well the early Christian missionaries did it. It took a magnetic, compelling vision; the right people in the right place; and their collective purpose and conviction (strong organisational culture): their passion to make a particular difference.

The aftermath of a crisis is a great opportunity to initiate a culture change. The window doesn’t last long (see The emperor has no clothes). It’s not long before people shut up because they “know what’s good for them”(see Learning for change feels risky).  If you don’t have a crisis, then create one to engender a sense of urgency (John Kotter. A Sense of Urgency. 2008).

Mindful simplification

Today on Radio New Zealand National Sir Howard Davies, Director of the London School of Economics was asked “How do we recover from the recession?” Especially interesting to me was that he pointed to the blindness (astounding in hindsight) of banks and government advisors that got us into it. They were blind because they didn’t see the signals of impending “brutal audit”. Their KPIs effectively blinkered their vision.

I see this happening to one degree or another in pretty much every organisation I’ve owned, worked for or worked with.

I’m very critical of many KPI/performance measurement systems because they frequently erode collaboration, promote and perpetuate bad management behaviour, and blinker perception. On the other hand I’m also an enthusiast for intimacy with valid, relevant data.

I’m am enthusiast for simplification for focused action. On the other hand I’m also very critical of mindless compliance and groupthink that’s frequently the consequence of simplistic analysis, rules, procedures, and expectations.

Not surprisingly perhaps, some find it hard to figure “whose side I’m on”.

I’m an Edwards-Deming fan (kind of like being a member of a dead poets’ society). Deming’s lifelong passion was collaboration to achieve quality. Not in a fuzzy, feel-good sense but in a logical, objective sense: informed by valid, relevant data. A statistician, he understood how quality is determined by systems of thought, practice and organisation. Not individuals. He was very successful in Japan. His countrymen in USA have been very slow learners.

KPI systems are inevitably simplistic and biased: a selective abstract of reality based on a particular set of assumptions. So they inevitably distort or leave out potentially crucial aspects of complex reality.

The problem is how to collectively commit to a set of goals and performance measures yet remain mindful that that very commitment will blinker us to potentially crucial information.

This may not matter much in a predictable environment. But in an uncertain, fast-changing environment its a big issue. That’s because fast adaptation and innovation are triggered and driven by information from outside our normal frame of reference – our established KPIs.

Nimble organisations maintain clear purpose and operate simple strategies to achieve that, continually reviewing their KPIs for validity and relevance to that purpose. Statistically significant exceptions and failures are seized as opportunities for learning. Mindful, collaborative experimentation is a valued source of innovation.

The “secret” to leadership in uncertain times (2)

The secret to effective leadership in uncertain times is a relationship-based rather than performance-based climate: where you don’t rely primarily on an external system of rules to 'keep people in line' but on deeply shared purpose, generated and implemented through gutsy, open relationships between people; powered by the shared heartfelt desire to do good stuff together.

That’s the spirit of community and of high performance teams; where leadership is endemic, not restricted to 'a leader'; relationship is the driver; performance is an outcome; performance measurement provides data about the effectiveness of collaboration.

As writer Bob Gass puts it: effective teams share a “sense of belonging. Members extend trust to one another. Initially it's a risk because trust can be violated and you can get hurt. At the same time as each team member gives trust, each must conduct themselves in a way that earns the trust of others by holding themselves to a high standard.

When everyone gives freely and bonds of trust develop and are tested over time, they begin to have faith in one another. They believe that the people next to them will act with consistency, keep commitments, maintain confidences and support each other. The stronger their sense of belonging becomes, the greater their potential to work together.

All teams have disagreements. The mark of community is not the absence of conflict; it's the presence of a spirit of reconciliation. It’s not about people hiding their concerns to protect a false notion of unity. It’s about the ability to have a rough-and-tumble meeting with someone, but because we're committed to each other in shared purpose we can leave, slapping each other on the back, saying, 'I'm glad we're still on the same team'."

The leader’s role in a community like that is to lead by example (be 1st at):

• risking emotion and intimacy in leader/follower relationships;
  
• risking robust, open communication;
  
• risking walking into a meeting without already knowing the answer;
  
• risking sharing performance data;
  
• risking following;
  
• risking apologising;
  
• risking letting the team decide the performance standards and manage the accountabilities;
  
• risking performance appraisal by followers.

Tip: use the performance appraisal for feedback on the observed frequency of that risk-taking.

The “secret” to leadership in uncertain times (1)

There’s a lot of talk these days about customer experience such as airline crews who sing to their passengers; thoughtfulness in interpersonal relationships; and business success that stems from an inside advantage (Robert Bloom ) where everyone in the organisation is fully engaged (Markus Buckingham).

It’s all very interesting, sensible and even exciting but actually getting it to happen in your organisation is another story: a leadership story (Steve Denning). Leadership isn’t so much about planning and control as it is about communication: what you communicate, who you communicate it to and, most importantly, how you communicate it.

We don't see much in popular Management about that. Maybe because communication is complex and variable and difficult to learn and change by conventional analytical process. Maybe that’s why it doesn’t figure in most business education aside maybe from a bit of 1960s theory applied to a case study or two and stuff on meetings.

One important reason why Bob Bloom’s process for developing the inside advantage is so effective is that its done by brainstorming. Brainstorming requires and generates a relationship and leadership climate that’s ideal in uncertain times.

The spirit of that leadership climate is captured for me by writer Bob Gass: “Have you ever watched someone walking a dog on a leash when the dog doesn't want to go where its owner is going? The owner is constantly tugging on the leash, pulling the dog from here and there, telling it to "stop that" and "come back here". . . . That's the way a lot of us live.

Our lives consist of "Stop that; come back here; don't do that". . . . . . What a difference when you see a dog and its owner that have a strong relationship. The dog doesn't need a leash to go for a walk. Its owner can just speak a word and the dog responds.

We're not comparing ourselves to dogs and dog owners. We're comparing performance-based living to relationship-based living. Big, big difference!”

Genuine Bob-Bloom-style brainstorming to generate shared purpose is an excellent way to grow a relationship-based climate that’s exciting, satisfying and profitable. (More on this next blog)