The Boss’s Lie

“What I want is someone who will do what I tell them to.”
“What I want is someone who works cheap.”
“What I want is someone who shows up on time and doesn’t give me a hard time.”

So if this is what the boss really wants, how come the stars in the company don’t follow these three rules?

From Seth Godin’s Linchpin

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Value our People More or Social Enterprise will be Lost

This is the title of an interesting post by Adrian Ashton over at Social Enterprise.

Adrian cites major problems with both pay and prospects with 60% of those working in the sector expecting to leave it within the next 5 years.

there are various strategies and policies around how social enterprise is going to save the world, but in all the hype and excitement we must be careful to remember that it can only do so if our people feel valued in doing so and we can retain them for the journey.

So social enterprises must join the ‘War for Talent‘.

At the heart of talent acquisition and retention is a single, simple question.  What is our winning Employee Value Proposition (EVP)?  What value can we offer employees that means they will join us, stay and develop their impact?

And this is where the social enterprise sector has a potential significant advantage over many for profits.  But an advantage that many social enterprises squander.

A social enterprise can offer meaning, purpose, authenticity (the chance to do what I am ‘meant’ to be doing, to express who I really am through my contribution – to do ‘good’ work) and impact.  It is not about pursuing profits but pursuing social justice.  About building a better world.  Make sure that you build this into your EVP and there will be no problem retaining top people – even if you are not paying top dollar.

But I see many social enterprises lose sight of their purpose.  They become more interested in writing finding applications than in the pursuit of social justice.  They will do whatever the funders ask them to – even if this makes them dependent and compliant.   Working in the best interests of the funder rather than in the best interests of those whom they are meant to serve.

If social enterprise is to have a future then managers and leaders in the sector must learn how to:

  • put the mission above managerialism
  • establish a balance between the demands of funders and the best interests of those whom they serve
  • give EVERY employee the chance to talk openly, honestly and regularly about what matters to them and how their role can be made more fulfilling

They need to become Progressive Managers.

“Partnership working?” What the hell is Partnership working”?

This has been my favourite tweet of the last 24 hours!

It caused me to pause and reflect.  It made think about how poorly it is defined and what a mess most partnerships are.  Many people find it a Herculean proposition to drive change in a single organisation.  What hope for progress in a partnership?

Yet few organisations or individuals can achieve what matters without involving others in some way.  If you need the support, permission, co-operation or resources of others to achieve what matters to you then you will have to work in partnership.

In my experience the best partnerships are formed when each partner:

is very clear and open about their self interest

has enough power to make things happen and is adept at using power to manage win/win negotiations with other partners.

In the worst partnerships, partners:

  • are unclear about their self interest, or keep it ‘under the table’
  • have little power or autonomy either in their own organisation or with partners
  • are inept at negotiating win/wins and partnerships are characterised by slow (if any) progress

My best guess is that if you work in a partnership and progress is slow, you are suffering from one or more of these symptoms.

The solutions:

  • Clarify and ‘go public’ with your self interest – if you are not prepared to go public then you are selfish rather than self interested.
  • Work on building both trust and power so that you can negotiate win/wins effectively and efficiently.

Good leadership and great development for partners can help partnerships to become significantly more effective.

Some people get very uncomfortable with  the idea of negotiating their own self interest rather than ‘co-operating’ and ‘serving’.  There are a lot of reasons behind this.  This article sheds light on some of them.

Mini Me or Maxi You?

mini-me

When you teach, coach and instill a new way of thinking into every employee in your company, so that when employees are faced with any decision, they would do whatever YOU would do as the business owner or leader, you very quickly create a company which stands out in its market place as one which is attentive, alert and focused on its customers needs.

Richard Parkes Cordock

Richard Parkes Cordock produces great advice for managers and entrepreneurs.  I am an especially big fan of the Millionaire MBA programme.

However I think he has got this bit wrong.

I want to employ people:

  • who can do things that I can’t do,
  • who can see choices that I can’t see,
  • who act from their own unique perspective to take the action that they believe will be best for them and the business.

Success depends on diversity not a monoculture of mini mes.

More Resources for Learning and Coaching

You might want to add this site to your brainstorming resources when you are coaching your team members.

It is 100 free websites where you/they can learn about all things business.

The Knowing Doing Gap

Mind The Gap

The single biggest challenge in my work with managers is to help them cross the gaping chasm between knowing and doing.

The open sores of apathy and fear that stand between understanding and acting.

What I teach:

  • communication,
  • building relationships,
  • feedback,
  • coaching,
  • delegation,
  • performance management and so on,

is all pretty easy to understand.

Knowing this stuff is not the problem.

The problem is taking what is known and understood and acting on it consistently and skillfully.  This takes both courage and skill – but mainly courage.

  • Courage to say things that we wouldn’t normally say
  • Courage to step outside of habits and comfort zones
  • Courage to live in the face of tension
  • Courage to open and honest

So what is stopping you from acting on what you know and understand?

Courage or skill?

I am working on a number of new approaches to provide a series of nudges to bolster courage and skills and to help break free from old habits and routines.

Watch this space!

Measuring Management

Managers spend much of their time measuring – market share, year on year sales, voids, arrears, return on investment, customer satisfaction, orders fulfilled, calls handled per hour, orders placed, orders fulfilled (again), total invoiced, hours billed, attendance, productivity per employee etc

Why the obsession with measuring stuff?

Because it gives us the data to recognise what has changed, what needs to change, and when we make the change – whether it has had the impact we planned.

But none of these metrics are about US – the manager.  They are all about the performance of the system and the people that we manage.  And this often lets us of the hook for making real change in the way we manage.

What if we measured some more personal aspects of our management efforts?

  • how much time we spend listening in 121 conversation with team members
  • how many times we give REAL feedback – affirmative and adjusting – each day/week
  • how often we make sarcastic or cynical comments
  • how many times we interrupt others mid-sentence
  • how often we check our blackberry in meetings
  • how often we talk about values and vision
  • the amount of time we spend in meetings that are inefficient or worse
  • how many coaching contracts we put in place with our team members
  • what percentage of coaching contracts achieved their goals
  • how many significant tasks we genuinely delegated (rather than then allocated) because they provide great development opportunities
  • percentage of working time allocated to pursuing key objectives
  • how often we acknowledge our own development opportunities and make planned conscious change in our behaviours

I am convinced that if we started to measure our own personal performance in relation to some of these more personal aspects of management, most of us would we would pretty quickly get some powerful data on what we needed to change.  Measurement would also pretty quickly confront us with the fact that our perceptions of our performance are markedly different from reality.

As we make planned changes based on measurements of our own personal behaviours we will soon see a very positive impact in some of the more traditional areas where measurement prevails.  The act of measurement itself would also increase the likelihood of planned changes being implemented and seen through.  That after all is perhaps the main reason why we measure.

To make sure that important things get done.