EFFECTIVENESS

Effectiveness is a measure of how well we achieve a desired effect or objective. It applies to everything – business, leadership, parenting, relationships, sales, etc. Thus, understanding and applying the principles and the components can be critical in any endeavor.

There are many factors in effectiveness. I have put them under three main headings: focus, process, and people.

Focus

Focus is the basis for the total operation. It is the basis for all decisions, and it is present by design or default. That is, if you do not have a focus, you do. As confusing as that might sound, an examination of every operation in every phase of life reveals an all-encompassing movement.

Focus should not be confused with goals. Goals are steps along the way that move toward the focus.

Determining focus is really quite simple. Time allocation and intensity of that time is one measure. Financial commitment and expenditures are also measurements. Goal determination and alignment are another.

For example, researching information for the book The Wrong Bottom Line . . .  Still, I examined a past federal budget. Regardless of the rhetoric and championed projects, expenditures revealed that the military was the very strong leader in the discretionary appropriations. Education, science, and other purported focuses were almost too small to be seen. Examination of the United States federal budget reveals that we are the world’s cops instead of leaders in education. This, of course is just one measure, but it is valid.

Another good appraisal of focus can be obtained by asking employees on what they perceive the  direction of the organization.

Remember, the real focus your organization, operation, or, even the family will be somewhere; you are heading in a direction either by design or default. It is always best to make a thought- through determination so that energy and resources are aligned with where you really want to go.

The other two factors in effectiveness – process and people will be in  later newsletters. They are also available in The Wrong Bottom Line . . . Still.

[NOTE: Starting in the fall, I will be teaching a series of classes on effectiveness at the Stevens- Henager campus, Nampa, Idaho. For additional information on classes or the DVD email: rummler@appliedfocus.com]

Perception, Perception, Perception

Realtors often explain the value of property by the descriptor: location, location, location. In dealing with people – employees, customers, leadership, and even families – the success descriptor should be: perception, perception, perception. Why? Because perception affects every facet of our thinking and our actions – how we interpret what we hear, see, believe, think, feel, and more. And very importantly, perceptions can vary significantly from person to person. Additionally, because we often view our perception as “the” perception, or as fact, it can create problems, and as the story related below, even humor.

Dr. Foster Cline, of Love and Logic fame, sent this little story to me. We have used it before but it is worth reading again.  He calls it: Laughing In The Middle Of The Night   

   At 3:00 in the morning, I’m up to download some coffee in the middle of the night.    
   So, crawling back into bed, Hermie [Foster’s wife], asking about my coming to bed after she had turned 
   in: “Honey, what time did you finally turn in last night?” “About 12:00”
    With slight reproach, she notes, “You probably watched a movie.”
    “Yeah, I watched an old Star Trek movie.”
    “What was it?”
    Admitting it wasn’t necessarily worth two hours out of my life, I admit, “It was about a ‘B’”
    “About a bee?” she inquires.
    “Yeah, about a ‘B’, I respond.
    To me, she was showing surprising interest in a scifi flick and she asks, “Tell me about it!”
    “Well,” I answer, it was about a possible clone of Captain Picard, and the clone’s threat to the Federation.”
    “And it was about a bee?” My gosh, I think, she really is interested! “Yeah, about a B”.    
     Surprisingly, she wants to know still more about a Star Trek movie of all things: “Well, tell me about it!”
    I answer, surprised, “You want to know more!?”Well, okay, 
    “The clone was working with the Romulans, but  they turned on the clone, so it all worked out 
     and the Federation was saved.”
    “But where does the bee come in?”
    “Honey, it was an okay movie but it just wasn’t that great.”
    “Yeah, but I still want to know about the bee.”
    “Well, the special effects were okay, but the acting and story line….. I don’t know… It was just dated.”
    With a little frustration, out of no-where, it seems to me, she says, “Just tell me about the buzzy bee.”    
    And all of a sudden the light of mutual misunderstanding dawns on us both, and we laugh and laugh.

Although this is obviously about communication, the underlying problem was perception.

On a more serious note.

A school district had a program designed to bring the staff closer together. Individual staff members throughout the year gave gifts or treats to their most disliked. The superintendent participated. At the end of the year when everyone removed their masks, so to speak, the superintendent was very much surprised to discover that the individual who had selected him and who had negative feelings was a person he considered a friend. Why? The problem dated back to a single event and perception. This individual had made a suggestion to the superintendent. He had enthusiastically responded with: “great idea – where did you get it?” He thought he was very positive, but she felt insulted – after all, she was obviously not smart enough to come up with good ideas on her own – this must have come from someone else.

Being aware of differences in perception will help us understand others better and consider more carefully our words and actions. There are several ways to do this. Many are presented in “The Wrong Bottom Line . . . Still,” some in previous articles, and some will be covered  here later.

Basic principles – completely honest?

Recently, there was a question asked regarding a leadership practice: was it really necessary to always be and act completely honestly. That brought to my mind a number of incidences and many conversations – one just yesterday – and questions about some principles. Let us evaluate  a few.

Treating others as you would be treated – necessary or not. The individual talking with me yesterday shared that a company he had been with treated him like “dirt;” he found another position.

Size does not matter. After viewing the inconsiderate firing practice at a subsidiary of world-known HP, I refuse to support them in any way, and will not be making purchases from that company again.

Treating people as you want to be treated is an eternal principle that makes a difference. I have continually warned that organizations that pay poorly, show little respect for their workers, and  take advantage of the current employee glut, will eventually find it difficult to fill needed positions. Actually, that is already happening.

Total honesty – necessary or not.  An individual, second in command, spent considerable time undercutting his leader. Eventually, the governing board elevated him to the top spot. However, because of this and other dishonest action, those working with him and under him, did not trust. It wasn’t long before the under-cutter lost his position.

Always being right – necessary or not. Sometimes leaders do not accept responsibility for errors they make. Sometimes they even blame others. Although making mistakes is not a reputation you want, being human is. Accepting responsibility for reasonable errors can actually increase support.

Spending time with, and listening to others – necessary or not. There is nothing that gains as much support – whether at home or at work – than sincerely paying attention to others – including those with the lowest, menial jobs. People need that attention; their ideas need to be expressed and heard. It is amazing how much can be learned and how much support can be gained just by paying attention to people..

Providing service – necessary or not. Sometimes our focus becomes skewed – we may think sales, sales, sales or production, production, production. However, the most successful individuals view their positions, regardless of the industry, on the service they, or their product, provides. What service do you provide to your employees? What service do you facilitate by the product you deliver to customers?

There are many other basic principles. Before deviating it is wise to stand back and evaluate the decision.   (Other ideas: The Wrong Bottom Line . . .Still: Critical Components)

Never Before Experienced

    Viewing the new powder snow outside my window reminded me that in almost every phase of our organization and our lives, we automatically limit ourselves. What does that have to do with powder snow?

    The powder snow reminded me of my skiing days when it was such a pleasure to find new snow that had never been touched by ski, snow shoe, noisy snow machine, or even a deer or a furry animal. There was no worry about the past – how it had looked yesterday. There was just the glory of that beautiful site and the opportunity it provided within the next few moments.

    In life and in our operation, often we allow past experiences, past habits, past practices, and past failures to play a dominant, even stifling role in new beginnings – in progress. A very wise person noted that every day is a new, untouched opportunity and experience. It is a day that has never been lived – never been touched by anyone, a day that has no limits. That is so profound. Your new day – today – is like that virgin snow.

    Yes, we must reckon with those things that have passed. We have to deal with those situations today that were created yesterday. However, too often we limit our vision, a belief in possibilities, our relationships, our growth, and even our happiness and success by the past.

    Everything on this Earth that we do today has always been possible. Airplanes could always have flown. Spacecraft could always have reached the moon. Computers could always have done what they do. Yesterday’s impossibilities are today’s common practice. There is really nothing new except the visions of the future; living too much in the past limits our vision of the future.

    Were I to work with your group, I would start with two questions: (1) imagine the possibilities in your business/industry in the farthest future; (2) how would you change this organization today and in the future  – no limits – to move toward those possibilities?

    Your next hours, days, and weeks have never been experienced by any human regardless of their education, experience, position, country, or whatever. Each hour is new. We do not have to operate as we always have; we have the power to see and act in new and inspiring ways. Much like Scrooge, modifications can be made that will ultimately transform the future.

A success constant

Some things change; some things don’t.
No longer do we see engineering students on college campuses caring slide rules. No longer do we submit punch cards to white coated technicians working in the computer room. Today, calculators are on every phone, libraries fit on tiny storage units, and computations that used to take all night, are done in an instant. However, some things do stay the same.

One of those is critically important to progress in any field, in any business, in any life. It is the foundation for all success. The lack of it is one of the main contributing factors to failure. What is this special and important component? It  is the openness to learning.

Openness to learning
A survey of a hundred people, asking if they are open to learning, will probably get a hundred positive responses. A survey of those with whom they work or supervise, however, will most likely not get the same percentage. So, why the discrepancy?

There are  many reasons. The first on your list is probably the workers’ lack of understanding, or their misperception. And, there are other reasons, such as the definition of learning, a restriction on who can teach us, a belief in our own wisdom, the perception that our understanding is the understanding, and so on. While some of these may be very valid, – that is, our education, experience, perception and understanding are important – they can stifle our progress and the progress of those around us.

First, it is important for us to realize that while we may know much, we do not know it all. There is no one bright enough, educated enough, or experienced enough, to know everything.

Second, we need to be sincerely interested in learning every day. Productive learning is not a cram course; it is a bit by bit, every day a little. Taking classes and attending workshops can be important, but they should be merely stimulations to further exploration.

Third, it is important to be open to learning from all sources. Particularly in organizations, it is important to pay attention to what those in the trenches believe is real, and to willingly examine those perceptions. These people know much. We must be willing to learn from them. They know more specifics about their situation than all of the clinicians and  celebrated  business writers do.

I continually advocate management by walking around – spending time with workers and employees at all levels. There is much acclaim regarding a television program were the CEO signs up to work in the industry, then, after spending time in that position, he or she reveals the true identity. Although that is a nice idea, to me it is pathetic that the employees don’t recognize their leaders. If your employees don’t know what you look like, you probably don’t know what they think; it is time you got out of the office and spent time with them.

The bottom line: regardless of your organization – home or multi-billion dollar enterprise – the foundation for success is the sincere openness to learning.

Leadership and the flock

Leaders play the most significant and critical role as catalysts and energizers in the development of focus, goals, people and the ultimate success or failure of the organization.

Recognizing Leadership
An individual with whom I worked once asked if I knew why the lead goose in a flock was the leader. This individual had a ready wit, and this question could be assumed to have a funny or pun ending. Rather than make a lot of guesses that would probably be in error, I said, “I don’t know.” He answered, “because the other geese are following!” At first, that seemed like a typical groaner. However, as I thought about it, I began to understand the significant wisdom in that statement. Leadership is more than a spot in the formation, or a title or slot on an organization chart. True leadership is identified by followership. A human leader, just like the lead goose, breaks the ground in front and makes it easier for the rest of the flock. Human leaders also set the pace and the direction.

A Quick Check
 If you are titled as a leader and find the group straying and determining to push off without you, or if they are following because they have to, it is time for a careful check. Sorry to break the news, but if they are not following willingly, you are not leading.

This May Mean You
 It is critically important you realize that this discussion is not just about CEOs, directors, managers, or what have you. Remember, even ducks have leaders. You may be a line worker, a laborer in the field, the mother in the home, a teacher, or the president of Ford Motor. Regardless of your title or position, there may be several ducks following you (even little ducks, mom). How are you helping your "flock?"

[Additional reading: The Wrong Bottom Line. . . Still]

Million-dollar word: good or bad

Listening – particularly to the people in the organization – can be worth millions. It can provide valuable information and can boost support and morale. But it is only the key that unlocks the door; someone still has to actually open the door. While usually helpful, the process can also be destructive – a couple of examples.

Example one: A large chain has an open door policy. Personnel may address the regional director without negative consequence. That is an excellent policy. However, the organization does not take the next step of responding to the information.

Example two: an organization decided to espouse an idea, provided information to the staff about the new changes, then operated as usual.

The success formula is: Ask →Listen → Respond.

That does not necessarily mean you must do.  It does mean you will acknowledge and implement the ideas and recommendations where possible and where they will prove productive.

Appropriate ideas should be brought up in staff meetings and the originator acknowledged. Where appropriate, a committee can be formed to examine the idea and report back to the group with possible action recommendations. Put the idea originator as the chair of the committee.– even if it is a clerk, a checker, a stock boy. This will have a profound affect on the personnel. Do review with your associates prior to the implementation of this proposed process so they know what to expect.

As I observe different organizations, I hear words like “team” or “crew,” or “associates.” Some are real and some are not. If yours is one of those, make it real.

(For a suggested process, see: Wrong Bottom Line Still: Critical Components, change activity 25, page 128).