Fish where the fish are #CIPDLD18

Synopsis

I don’t care for your technical language. It has no interest to me. I care for your technical expertise that can help good things happen. I don’t pay you for an invitation to tour your world. I pay you to step into mine.

What do I see

A few weeks ago I spoke to someone who couldn’t get their senior team to back their wellbeing strategy. The senior team were, apparently, just not enlightened enough to recognise the importance of wellbeing. The senior team were, instead, too busy being worried about their teams being pushed to the brink and the danger of burnout and turnover.

I know…

As far as I was concerned the senior team knew what was going on and wanted a solution to a mutually identified problem. They just didn’t care for a conversation about an HR initiative or the dressing that they were being offered. A clear invitation to work with them on wellbeing was there – if they didn’t want to call it ‘wellbeing’ then quite understandably that was their right. It was also the least important thing going on.

They pay for help in their space. They get to choose the language. If you want to call it wellbeing behind the scenes then that’s your choice.

In L&D I’ve seen similar inclinations in the past

“The senior team want to mentor people on X”

Desirable response: Yay, how can we support that?

Actual response: Are you sure they don’t mean coach? We better explain the difference or the organisation is surely doomed

“The senior team want an away day”

Desirable response: I’m glad they want to invest time in their development, we can find a way to support that

Actual response: Didn’t they read our learning strategy where we talk about 70:20:10. Fools. I mock them from on high.

Any invitation to the party should be welcomed. If you want to work in partnership with people in an organisation – and not be somehow special and apart – then contact on their terms matters. If someone you want to get to know asks you to a party the correct response isn’t to say ‘In my expert opinion you are really talking about a get together’. It’s to ask ‘Sure, what can I bring?’

I’m writing this after seeing some exchanges from our Learning Development show yesterday where people were (healthily) challenging the language used within L&D. Making things accessible matters. Making a difference matters. The language probably only matters to practitioners, not beneficiaries. I’m not saying it is never useful, I am saying it should never get in the way.

Fish where the fish are. Don’t sit by the side of the lake shouting at the fish that they just don’t appreciate how much better it is where you have chosen to sit.

Single action bias and HR

In response to uncertain and risky situations, humans have a tendency to focus and simplify their decision making. Individuals responding to a threat are likely to rely on one action, even when it provides only incremental protection or risk reduction and may not be the most effective option.

People often take no further action, presumably because the first one succeeded in reducing their feeling of worry or vulnerability. I’ve seen this happen. This phenomenon is, apparently, called the single action bias Source

(please note I can only find one reference to this, so do your own research if you’d like it to form the basis of your next big life/work decision).

I spent half a day this week taking some colleagues through what I called an ‘Introduction to an Introduction to OD’. We covered some of the intent, some of the terminology and a couple of useful models for helping understand culture and organisations. The most important thing for me to convey was probably the sense of interdependency between different elements of an organisation. If you change an element in isolation it has often unanticipated ramifications. If you fail to think of the system when making a change you will be successful only if lucky.

If you ask someone what change they would like to see in an organisation – and ask them to think what they’d need to do to make that change happen – then one of two things tends to emerge

– they go high level (or vague) with no further support for their position and often stop slightly defeated (‘the culture just needs to change’)

– they go low level (‘we’ll change the process and then people will change their behaviour’)

Their answers often amount to ‘we will do x and y’. Even for desired significant organisational change people often identify just a couple of things to change (often structure or a process) and then stop.

I can understand why.

When you are attempting something significant, maybe something that takes some bravery to deliver, it is easy to think about that one tricky thing is possibly more than can be reasonably expected of you. That bold step can be hard to contemplate in itself.

However it’s rare that anything succeeds in isolation and it’s rare that the thing you change is likely to be the only thing that needs to change to bring improvement. Indeed changing anything in isolation of the broader leadership or environment is often superficial or doomed to fail due to social pressure and expectation trumping your process change.

So keep asking ‘And what else would need to change?’.

Keep asking until you are sick of it.

Keep asking until you have a plan that covers as many elements of the organisation’s make up as possible.

A series of interdependent and supportive moves. A plan so wide ranging that it can’t help but succeed. That’s what you need – not one single action, but the much tougher one coordinated plan.

The Organisational Trailer

The trailer is not the story. The story can’t just be the trailer.

When I was younger you only really saw trailers for most films in the cinema. They were a treat. They tended to be quite short and designed to not give anything away. The concept of the release of a trailer being an ‘event’ is a uniquely modern one – with fans and critics alike examining extended trailers that hint at major plot points or climactic scenes. Indeed the director of the new Star Wars film has actually suggested that fans should consider not watching the trailers at all for fear of spoiling the movie.

The interesting consequence of this level of interest is that, increasingly, the sizzle of the trailer is creating unusual side effects. For instance the trailers for Rogue One and for Justice League both contain scenes which bizarrely aren’t actually in the final movie. You are watching snippets from a film to get you to watch the film that, confusingly, aren’t in that film.

In the case of Suicide Squad rumour has it that so much effort was put into getting the tone of the trailer right that a completely disjointed film was the result. The focus on having funky introductions for a range of characters that would play well in trailers left a fragmented and unfulfilling movie. The problem wasn’t just that the best bits weren’t only shown in the trailer; arguably they were the reason for the rest of the movie being worse.

There is a cautionary tale here about allowing yourself to be distracted from the whole by needing to present parts well. We see it in organisations – and I also see similar from suppliers – that the whizz bang organisational trailer doesn’t match the real end product.

When we buy tech we end up being told that what we saw in the demo isn’t quite in the live version – or not for that price. Indeed I spoke to an organisation recently who have made a massive investment in a system and now feel misled by the reality – despite doing everything sensible in the purchase process. But now they are committed. They bought the ticket and the popcorn and drink and it’s too late to go elsewhere.

When we advertise roles we give them the trailer treatment – snapshots of the awesomeness of working here. Except people aren’t just signing up for the trailer – they are signing up for the Peter Jackson extended version with near infinite extra scenes.

So remember that we are in the business of making movies. Stories that need to command people’s attention over time. Not shallow adverts to fool them into buying.

The trailer is not the story. The story can’t just be the trailer.

Swimming Shorts and Unbeaten Runs

Someone once said to me that you can lower your expectations in different circumstances, but your standards should remain the same. It was during the last recession – and their theory was that at the point you blame the external environment for your performance it is tempting to let all blame fall on that environment: to become expectant of failure and therefore lower standards.

It’s OK to lower the expectations, but not for that to poison your standards. They suggested the only thing you could do was keep your focus on what you expect from people in terms of input – but understand that the output might drop.

They talked about a hotel chain that had in the annual report at the time of the Gulf War a comment that results were perhaps down due to apprehension about travel. That statement remained in there for a decade as it became a locked in excuse for poor delivery. Performance fell because standards were allowed to become informed by lazy expectations.

Manchester City and Celtic football clubs have both recently lost football matches to end long unbeaten runs. The thing is that there is an element of chance in what we do – even if a team is 95% likely not to lose a match you would still expect it to lose 1 in 20. It’s just chance as to when that 1 game in 20 arrives.

Neither club could plan to go a whole season unbeaten – you can only make sure you are preparing to compete as best as you can. I try and set my standards high for my teams – but the expectations can vary. Everybody needs to know what good looks like, but they should also know that sometimes stuff is out of your hands. But your input is always in your control.

It’s too easy to focus on outcome and lose track of what people put in – you can win a football match because you got lucky. You don’t win them consistently without exceptional standards.

I remember seeing Malcolm Gladwell speak years ago and he described the financial crisis like this ‘When the tide goes out you can see who has been swimming without shorts’

Always wear shorts. That’s the standard.

Onboarding

Onboarding is a terrible term. Somewhere someone’s CV has ‘I coined the term ‘onboarding” written on it and they should be proud of getting something into such common usage and slightly apologetic that we use such an odd term to mean ‘make welcome and give support’. I often hear people say they are looking forward to

  • Joining my new company 
  • Making a fresh start
  • Getting to meet my new team
  • Making a start on the work
  • Getting their head around what they need to do

I have never, ever, ever, ever heard anyone say that they were looking forward to being ‘onboarded’. 

But now I’ve had a rant I wanted to thank Ramaa Ramesh for commenting on one of my older blogs. Ramaa pointed out that we don’t often treat people like OUR success depends upon them. It’s a subtle but important mindset that involves more ownership and thinking.

If your success as an organisation is vested in and dependent on the success of your new starters then how would you do things differently? Would you ‘onboard’ them or would you do your level best to work with and support them to ensure that they make a great and productive start to their new role?

Hat tip once again to Tim Harford’s Fifty Things That Made The Modern Economy (onboarding wasn’t one of them). 

And yes, I pressed publish on purpose this time. Sorry once again if you are a regular reader. 

What is democratic leadership?

Edmund Burke said that an MP “owes you, not his industry only, but his judgment; and he betrays, instead of serving you, if he sacrifices it to your opinion”

In these days of conversation about how democratic an organisation could/should be I think it’s worth considering the above. That democracy isn’t a straight vote on every topic, but the choice of representation – not always possible in organisations. I like Burke’s point that popular and right are not always in alignment – and that the MP/leader has an accountability to do what they believe to be right.

In business, as well as in politics, there is an imbalance in the distribution of information and leaders need conviction as well as the ability to listen. Leading involves decision making and clarity. Leading involves both being being able to resist the wish to be popular AND the humility to understand you are not always right. It’s a tough pair of challenges to reconcile.

In any change there is a requirement of the leader to understand their part in it – what they believe and what they are influencing. How they are bringing the best possible future into a position where it is the most likely. It’s a tricky balance.

Which wins out of right and popular? Which should win? How often do you get to be both together?

My guess is leaders don’t often reflect enough on these trade offs. The best I’ve seen create a trust that the path they advocate is the right one. I imagine that is also their Achilles Heel too. It’s complex.

(inspired by some shares from Karen Teago and this article I randomly ended up on after some clicks…. I don’t normally read The New Statesman)