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).

“Million-dollar” follow-up – Critical Information

In an effort to not add my clutter to your e-mail load, I have made it a habit to write only once a month. However, because of the tremendous response to the million-dollar word article, I felt it important to add the second part of that concept.  I will keep this short.

This facet of listening is essential.

First, the most important persons for you to listen to is your employees. No, it isn’t your patrons. They are important. It is the people who work for you, who day-to-day spend time in your shop. These are the people who see what goes on. They have important insight about procedures, habits, and practices in your organization.

Second, do not give out lengthy questionnaires. No one likes to do them, and they often don’t ask the right questions anyway. Your people do not need something more to do.

Do give them a  questionnaire that asks them four questions:
    1. What do you like about the organization that you would like not to be changed?
    2. What do you like least about this organization and that you would like to see changed?
    3. What do you like about me as a leader that you would like to see me maintain?
    4. What about me as a leader would you like to see changed?
Additional comments:

Do not do as I heard about a company this week, hire an expensive consultant to evaluate your group. Your group already knows what you need. And, a clerical person can compile all of the comments from your people.

If there is some mistrust of leadership, or if you have any thought that some individuals might not give you the honest truth, there are ways of making sure that the information is anonymous, and that they know it. All of this and much more is in the book “The Wrong Bottom Line . . . Still” chapters 8 and 10, but you don’t have to buy the book (although I don’t discourage that idea) You can actually read pages 91 and 92 on Amazon – (just click; I have it already marked--you may have to put "Activity 16" in the "search inside the book").

Promise not to bother you until October. Of course, if I can be of help anytime just email or call (rummler@appliedfocus.com; 208 249-1280).

Million dollar word

A particular company once had a motto: one picture is worth 1000 words. That may be true. But there is one word that if internalized is worth not pictures or words, but thousands of dollars – even millions of dollars. And this word  was taught to me by a 17-year-old boy. You may have heard my story before–I relate it in my book “The Wrong Bottom Line . . . Still,”– but it holds the key to the million dollar word.

A number of years back, one of my sons came home from a high school event. He was upset – very upset. I, the all-knowing father, began to “fix” the problem. In frustration, this young man exclaimed to me “dad, shut up and listen – please just listen!” I was stunned. My children did not talk to me that way. Caught off guard, I stopped talking. At that point my child began to unload a flood.  After he had purged his frustration, he then asked for my input.

The word and the concept I learned at that point was to shut my mouth and open my ears and my mind to learning– to listening.

Too many bosses, too many directors, too many supervisors, too many teachers, too many parents talk too much and listen too little. The foundation for the greatest success is built on openness and willingness to learn. We don’t learn much when our mouths are open. We do when we close our mouths and open our ears–when we listen.

Listen to your patrons. Listen to your associates. Listen to those you supervise. Don’t listen as a courtesy. Listen to learn. In my interview with worker after worker, I find great ideas that no one in the upper bracket wants to listen to. Listening builds teamwork,. Listening improves operations. Listening builds morale and support. Listening saves businesses and increases profits.

Businesses can be saved, operations made more effective and efficient, disputes dissipated, relationships improved, and sales increased, if we but employ the million dollar word: listen.

Think

Sometimes we applaud the fast thinking, ever correct abilities of computers. My usual response to that is that they are glorified adding/text machines. However, there are times when I think they show more intelligence than we humans. Sometimes our actions make little sense. Let me share some examples as an encouragement to use our abilities to “think.”
    People willing to help me out – or out of my money
    I received a card in the mail inviting me to a complementary dinner accompanied with some sage advice. The topic for the evening was entitled, “The Government Wants YOUR Retirement.” Using my ability to reason, that offer either sounds like: out of the goodness of our hearts, and because we have your best welfare in mind, we are paying for your meal and providing life-saving information,” or, “we are looking for non-thinking clients who we can stampede into signing up with us so we can make money, and we are willing to invest in a dinner because our return will be worth it. Further, we mail these to individuals who are in retirement age because they will react more strongly, and are more likely not to be as sharp as younger folks.” So, if I were to partake of their recommendations would I be a benefactor of their kindness, or would they become benefactors of my money?
    Asleep on the job
    As a supervisor, have you ever noticed workers falling asleep in their cubicles? Perhaps you have even noticed some extra nodding during your discourses at meetings. Is your first response to ding them on the supervisory reports or their evaluations? Do you have thoughts of replacing them? First, review your own actions. Certainly, you have never had the sleep bug bite you at your desk. Of course, you have never felt sleepy – even closed your eyes – during a long meeting. Well, some of us have. So what do you do with your employees?
    First, what is your focus, your objective, your goal? It should be to assist those you supervise in being as productive and successful as possible. That being the case, reprimanding and treaty employees negatively will be of less value than meeting their needs – even if it goes against your traditional grain. In light of the overall objective of moving forward and producing effectively, it would be of greater value to encourage the tired individual to take a break – even a 15 min. nap. If you do, you’ll find a very appreciated worker who will come back refreshed and more productive.
    Summary
    The plea here is to treat human beings as human beings – to think instead of just compute. No, it is not babying people. It is being considerate and treating them as you would like to be treated. It is not only the humane way to operate, it is the most honest way; it is also the most productive way.
Of Related Interest: Cost of Hiring