Our culture records and pays honor to individuals who claim to be or are given credit for being a hero or leader of some event that changed their world. Yet, most of these individuals, when sought out, take credit only for their role in beginning the journey toward history.
These culturally proclaimed heroes would be the first to seek out others who influence success, convince them to lend their creative spirit to the endeavor and take the initiative to move the cause forward. The creative spirits in turn know their success lies with people who must trudge through the day to day drama of execution. Together initiators, creative spirits and drudgers are committed to a goal larger than themselves. Collectively they are quick to give credit for what others do. They move swiftly to sustain an open environment of candor. They do not count, blame or point at others when mistakes occur. Rather they are experiment orientated and move forward learning from mistakes. They constantly monitor their atmosphere to identify outside influences that may require significant change in day to day drudgery and/or creative activity, and alter their goal. They understand getting stuck is a path to defeat. Heroes, leaders, creative spirits and drudgers act together. They share information and they seek recognition for the whole. They are contributors, coaches, and mentors celebrating success with all participants.
The events that created opportunities for and were recorded in history as a person’s legacy are larger than any one person. Yes, a person may captivate the minds of others and initiate a beginning but each person must find their own beliefs, take initiative for a successful endeavor and hold themselves accountable for contributions. Honor belongs to everyone not someone.
Monday, June 27, 2011
May 2011 Deep Insights
When listening to complaints from all members of an organization “communication,” a generic word, is often at the root of many evils. Management blames its workers; Workers blame its management; and Customers blame management and workers. This vicious cycle can inflict permanent damage to all parties connected to communication issues.
A first step in root cause analysis begins with an investigation to determine what information is missing. What would cause participants to change their minds about poor communication? Is it a goal or the need for clarification of why the goal was established? Do participants know how their role plays into the success of reaching the goal? Are participants aware of other’s roles in meeting the goal? Do participants understand how their goal fits into the bigger picture for success? Is intent interpreted by all with a singular understanding? Does the group have a path to share information in a timely manner? Do they know what information is needed from whom and when? Are measurements in place to tell participants they are going in the right direction? And will those measurements tell everyone when they reach their goal?
The second step is to determine how the answers should be shared within the organization to keep people focused on the task at hand. Yesterday’s method, command and control, worked as follows - Management Thinks, Supervisors Tell and Workers Do! Today, because businesses travel at warp speed, a new methodology is required. Organizations must toss hierarchical charts and replace them with circles of influence that deliver answers on a perpetual cycle beginning to end. These circles must be filled with all communities: management, workers and customers, focused on the desired outcome. They must function in an atmosphere of respect for what each group brings to the table. They must understand the dynamics of each function and when its contribution is required for success. They must step forward to offer coaching and mentoring, and recognize when it is time for their functional leadership. They must step back when it is time for others to lead. They must hold themselves and each other accountable for success.
“Communication” is the generic term applied when an organization does not know what information is needed, from whom it is needed and when they need it. To serve those who are tasked with success, organizations must create an environment committed to building relationships through human interaction and technology pathways that share information 24/7.
A first step in root cause analysis begins with an investigation to determine what information is missing. What would cause participants to change their minds about poor communication? Is it a goal or the need for clarification of why the goal was established? Do participants know how their role plays into the success of reaching the goal? Are participants aware of other’s roles in meeting the goal? Do participants understand how their goal fits into the bigger picture for success? Is intent interpreted by all with a singular understanding? Does the group have a path to share information in a timely manner? Do they know what information is needed from whom and when? Are measurements in place to tell participants they are going in the right direction? And will those measurements tell everyone when they reach their goal?
The second step is to determine how the answers should be shared within the organization to keep people focused on the task at hand. Yesterday’s method, command and control, worked as follows - Management Thinks, Supervisors Tell and Workers Do! Today, because businesses travel at warp speed, a new methodology is required. Organizations must toss hierarchical charts and replace them with circles of influence that deliver answers on a perpetual cycle beginning to end. These circles must be filled with all communities: management, workers and customers, focused on the desired outcome. They must function in an atmosphere of respect for what each group brings to the table. They must understand the dynamics of each function and when its contribution is required for success. They must step forward to offer coaching and mentoring, and recognize when it is time for their functional leadership. They must step back when it is time for others to lead. They must hold themselves and each other accountable for success.
“Communication” is the generic term applied when an organization does not know what information is needed, from whom it is needed and when they need it. To serve those who are tasked with success, organizations must create an environment committed to building relationships through human interaction and technology pathways that share information 24/7.
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