Field Of Beans – If You Build It…

Field Of Beans – If You Build It…

Synopsis: Why having values is tricky but, lacking them is far worse

At the weekend someone I respected posted a view on something that I didn’t agree with. I think we broadly want the same outcomes, but they are absolutely adamant that a change should come about that I’m not sure of. They posted it for the world to see and stood squarely behind it as people disagreed. They called out people who wouldn’t back the change they wanted to see.And that’s probably why we are friends. Because I know that even if I disagree with the conclusion of their thinking it comes from a place of principle.

Legend has it that Pythagoras (of triangle fame) died an odd death. There are many as 10 different accounts of his death and this one is, I think, the most compelling.

‘Pythagoras was being chased by a mob and ran towards a field of beans. His order or ‘brotherhood’ believed that the beans contained souls – and so he decided he would rather be beaten to death rather than risk accidentally stepping on and destroying one bean.’

Let’s just pretend I could find a picture of beans…

Life, and work, is often full of messy compromises. And most of us, in our jobs, have to compromise a bit every single day.But there will come the occasional time where we have to decide what we will die in a ditch (or field of beans) for. Or to voice and unpopular opinion.

And those are the days when you can tell who is just drifting – and who really has conviction.Or as it was wonderfully put in cartoon form…

Executive Function and Low Functioning Executives

Synopsis: a couple of thoughts on fatigue, quality of thinking and modern work that I can’t be bothered to reference properly.

In Utopia for Realists by Rutger Bregman he references a theory by Shafir and Mullainathan that ‘Scarcity consumes you, you’re less able to focus on things that are important to you’. Their theory addresses the issue of why people in poverty make bad choices. There is, they theorise, a link between cognitive limitations/mental bandwidth and poverty. And they say from their research it could be as significant as 13 or 14 IQ pts. Bregman then suggests this is the same impact as permanently being behind with sleep (more on that later…).

It struck me that there is more than one type of scarcity in this world. There is a scarcity of time as well. A scarcity of trust. A scarcity of blank space in people’s lives. A scarcity of company for others. I’m deliberately overextending the natural limits of this work (and indeed we have some research into some of the above), but the passage got me thinking about how much the conditions of success for good decison making are properly engineered in organisations. When was the last time someone said ‘I’ve got a lot going on outside of work’ or ‘I had a rubbish few nights of sleep’ and you discounted their opinion (not completely, but actually went to the trouble of recognising their choice making is impaired). There is still the perception – in places – that people should keep work and home life separate. But you only get one brain. I’m thinking less about thinking environments and more about thinking ecosystems.

At the weekend I saw a tweet on executive function. It was suggesting that telling people with depression to do yoga/sport was just adding to their to-do-list of things that they don’t have the mental resources to address. Not that doing yoga or exercise isn’t good, but that telling people who are suffering a compromise of executive function (the ability to address life’s to-do-list) is unhelpful. What might be helpful is to find a way to help or support them to do that.

The link between these two concepts has been bouncing around my head and I can’t quite, yet, land the connection. I think it’s to do with how many organisations might be led by people who are stupider (temporarily) than they might be and incapable of understanding the ability of others to act – or maybe the organisation. Saying it needs to happen doesn’t make it happen.

Both concepts draw on the concept of us having variable limits to our capacity (as individuals and in the aggregate) – and maybe we need to spend more time understanding those and the conditions around them.

And designing organisations that honour those learnings.

– a quick aside –

Recently I heard someone confidently say that two bad nights of sleep led to a drop in reaction times of 15 seconds. Imagine a world where that was true. We’d all be dead all the time. Everybody would be crashing into each other on the street and in cars. I like imagining this world of 15 second delays. It’s a nice thought experiment.

What I want from HR

What I want from HR

Synopsis: An emptying of my head around what I want (and don’t) from HR teams I work with.

I worked for years in HR. I now, technically, have a ‘normal’ role, despite still spending quite a bit of time writing and discussing HR.

Leading teams and doing work outside of HR has been a great experience in better understanding and clarifying what I want and need from HR (and what I don’t), so I thought I’d share some observations below.

Please note that this isn’t about the strategic future of a business function. This is what I turn up to work each day expecting…

i) Do the basics well – for all of the talk about HR needing to be more strategic I want my teams paid accurately and on time, supported to develop and I want my vacancies filled in a reasonable time (with a good pool of candidates to choose from). Where there have to be policies I want them to be fair, helpful (rather than cumbersome) and clearly communicated.

ii) Provide insight – I want to be given insight into my team, its dynamics and challenges that I might not find or know myself. I want to be better equipped and with a better understanding after each conversation. Bring me data and bring me insight and bring me suggestions. Expect me to prod and check that data and insight because you are asking me to act based on it.

iii) Provide challenge – I want to be challenged to be better. I want to be told where I can improve and I want someone to bounce my decisions off. I want to be shown different angles to approach a problem. If I’m wrong (I’m busy and we all have blindspots) then I want someone to call that out clearly. Be honest – I don’t actually have enough time for you to manage me as a stakeholder just tell me what I need to know. I need you to help me crack on with making things better.

iv) Provide support – leading teams can be lonely. I want someone that I can confide in and who will find ways to help. I’ve already got more than enough people judging my leadership – be the person that works with me on it.

v) Problems solved – I don’t just want commentary and chat. I want problems solved and action taken. I want to notice the difference to the organisation and my teams of having a good HR team in place. I want to see that activity has value. I want to look at whatever you do and see the link to improving the organisation.

What I don’t want

i) My team’s/my time sucked up – I want as low an amount of paperwork to complete as humanly possible and if you are chasing me for it I want you to utter the sentence ‘I know you are busy with other things’ and to know what those things are. And I’ll apologise if you do those things.

ii) Being told what I should value/what is important – I don’t need to be told that leadership/culture/x/y is important. The problem is juggling that with also delivering performance and operational requirements. I need practical help to get that balance right.

iii) Distant judgement – Step into my world…it’s a mess in here and every time I think I’ve got it sorted something else moves or breaks. I don’t need you to visit that world, I need you to live in it with me. Part of ‘the business’ rather than talking about it like it is somehow ‘other’ to you.

iv) Initiatives – if you want me to support something then it needs to have a concrete output and be joined up with other work. Don’t give me posters and isolated work. It’s about the outcome, not the activity.

I’ll be sharing this with my HR team too, because I need to get better at ‘contracting’ too and that’s my side of the deal (we don’t have a problem here, but I can be better)…and typing this out certainly made me aware of where I hadn’t provided support and challenge in the right way over the years.

Quick PS – a couple of people have described the activity above as transactional. I would see solving problems and delivering value across an organisation in a joined up way as transformational. I’d include effective change management etc within that.

Applicants – and Paintings Without Prices

Applicants – and Paintings Without Prices

Synopsis: A short piece on value.

If you ever get a chance to walk around an exhibition at an auction house it is an odd experience. The exhibits have a guide price – and you are essentially being told what holds more value than other things. The ugly piece that you can’t work out the point of is somehow worth ten times the price of the one that you’d love to be able to afford.

Value is detemined by the market

  • What did this piece sell for before?
  • What is the artist selling for currently?
  • What is in fashion?
  • Who else might be bidding?

The market is somewhat shaped by likes and dislikes – but they might have been hundreds of years old. A good example is this painting – the world’s most expensive painting – that maybe should or shouldn’t be the world’s most expensive. The market trends for it to reach that price have been set over time.

If you go to a museum or gallery the experience is different. Unless you are an art buff you are free to meander without the guidance and shackles of value. You know the works have been curated and are ‘valuable’, but beyond some of the more immediate suspects (the super famous ones) you are just there for the experience. And I bet almost all of us would rank 300 paintings in a gallery differently. But also place the obvious contenders (‘Look, I know that one!’) near the top of our lists. For more on why have a read of this.

The job market is a similar forum of strong and weak signals about value. I saw a post from a well regarded and experienced professional the other day bemoaning artificial standards in job descriptions.

Applicants are often expected to

  • Have a degree
  • Have degree or equivalent
  • Have relevant sector experience
  • Come from a role that paid at a similar level
  • Come from an organisation with a recognisable brand

These are all understandable (if not always suitable or desirable) shortcuts to enable us to give nominal value to people when we aren’t experts. I worked for an organisation a few years ago that was just starting out – as it has grown that looks better on my CV – despite my work there not being great and it disappearing into the distance in terms of recency. It’s familiar.

We take weak signals and seek to place value. We see this failure in the market and society in undervaluing caring responsibilities and overvaluing, arguably, poor leadership.

Similar to an art gallery I guess the challenge is discerning not just what other people would be happy to pay for something – but whether you, personally, would place the same value on it.

That’s the challenge of hiring in a broken marketplace – value is in the eye of the beholder.

How different would it look if…

How different would it look if…

Synopsis: short read on interpretation of performance and motivation. Deals with how to agree that someone is underperforming (there is no strengths based thinking in this blog, it’s about agreeing it is going wrong…)

One of the hardest challenges in organisations – and indeed society – is where two people have available the same information and draw radically different conclusions. It can be hard to fathom and hard to engage when your world view leads you to a (seemingly) unavoidable conclusion – yet someone else ends up somewhere else. Because for most of us perspective and emotion are layered over facts.

In work you see it in cases of fundamental attribution error/correspondence bias, where we allow far more leniency for context in our own performance but more readily assume that underperformance in others is due to character/capability. I also think people are often more likely to give some slack for context in our own teams than in others.

That doesn’t, however, mean that nobody is ever underperforming, but it probably means we need to do two things

i) be a bit harsher or clinical with ourselves in terms of appraising our own performance

ii) ensure that we have sufficient context to understand challenges facing others

It doesn’t mean that once you understand those challenges that people can’t be accountable for not surmounting them – but assessing work devoid of context is as unhelpful as not setting standards in the first place.

One of the questions I often ask is ‘How different would it look if… ‘

For instance if you have the same information about someone you think is underperforming as someone else (who thinks they are performing…) then ask

‘Once I’ve taken into account context… how different would things have looked if someone I did rate had completed the project/been in the role?’

This approach shifts the focus from the person to thinking about acceptable outcomes in context. It shifts the conversation, quite often, to not being an emotive one about whether the person is ‘good/bad/indifferent’ but a more constructive one about shared expectations and the gap to actual performance

  • What are the outcomes we can both agree we think could have been achieved in the situation?
  • Do we both think they’ve been achieved?
  • Why?
  • So what do we need to do?

I’ve written before about the mantra of ‘Cold assessment of the facts, warm development of behaviours’ and to do this we need to be clear thinking enough to understand acceptable levels of performance in context before we take next steps. And we need to be fair and open in the way we do that.

  1. Context – understand it
  2. Clarity – over what was achievable
  3. Contrast – with what was
  4. Constructive steps forward – to address gaps

Because people love lists that all start with the same letter.

The Milkshake Provocation

The Milkshake Provocation

Content: a short reflection on how being shouted at when younger still has a positive impact now. Even though I’d never recommend shouting

When I was about 16 I was working in a fast food chain that has a largely arch based logo. I had been told to fill up the milkshake machines with new mix – and then suddenly I was being shouted at. I was putting my second bag of mix in and one of the shift supervisors suddenly was shouting at me about costing the organisation thousands of pounds.

He picked up the ’empty’ milkshake mix bag and showed there was still more I could have squeezed out. He pointed out how many restaurants there were around the world and how often they would be using a bag of milkshake and if they all threw away as much as I did… Then just how much money did I think my laziness would cost the organisation each year? I just stood there. And then squeezed the hell out of every bag I ever used afterwards.

He taught me the value of not leaving money on the table. A lesson that has stayed with me throughout my career. Being shouted at in a giant fridge taught me that.

What’s interesting for me – and the more important provocation – is that I’d never advocate people shouting at each other and certainly not shouting at more junior members of staff in a contained area.

But like lots of life’s lessons I’m not sure that if it had been delivered in a less visceral way it would have stuck. I can still feel the emotions from that exchange. I’ve benefited from it every day of my professional life.

Like I say, I’d never advocate for that behaviour, but at the same time a two minute rant in a fridge has stuck with me for decades.

Welcome people well – then tell me

Welcome people well – then tell me

Synopsis: a short request for a practical change in language. Easy to make happen. Change ‘onboarding’ to ‘welcome’ then let me know.

In 2017 I wrote that there must be a better name for the process of welcoming someone to an organisation than ‘onboarding‘. Onboarding is a process. A welcome is something you experience. And I think we are possibly overusing using the word ‘experience’ at the moment – but it makes sense here and that is another blog.

I revisited that concept in a tweet last Friday and received this reply

I’ve completely forgotten how to embed tweets, so it says

in Spanish we say: “Plan de Acogida” which will be something like: Welcome Plan or Reception Plan…….!!

I love that because it does what it should do. It expresses a desire to welcome – then you just have to design/plan things congruent with that. I’d therefore like to encourage people reading this to stop using the word ‘onboarding’ and start talking about making people welcome. I’m encouraging you to actually make that change, not as a theoretical thing but as something you do this morning. You don’t get to talk about putting the ‘human back in HR’ or being more ‘user centric’ and keep using jargon.

Have you got their welcome sorted out? Will they feel welcome? If you think about it it touches on inclusion more than onboarding too. Will they feel welcome?

Obviously when I write here it isn’t with my work hat on, so this is encouragement from me, not my organisation.

I’d like – in fact I’d love – to tell our teams here that onboarding is out of touch and so we need to change our materials.

So if you do commit to make the change then drop me a note to say so… The first person has already signed up…

Thanks,

David