Rick Lash2013-06-19T23:20:09-04:00Rick Lashhttp://www.huffingtonpost.ca/author/index.php?author=rick-lashCopyright 2008, HuffingtonPost.com, Inc.HuffingtonPost Blogger Feed for Rick LashGood old fashioned elbow grease.What Marissa Mayer Could Learn About Collaborationtag:www.huffingtonpost.com,2013:/theblog//3.27899082013-03-01T17:06:30-05:002013-05-01T05:12:01-04:00Rick Lashhttp://www.huffingtonpost.com/rick-lash/beloved savior of Yahoo to the out-of-touch, tyrannical CEO.
What went wrong?
She did what would have seemed normal just 10 or 15 years ago -- she asked her employees to show up at the office, every day.
But in 2013, and in Silicon Valley in particular, Mayer's move is radical. Working from home was long ago embraced by not only the tech industry, but also some of the world's leading organizations. In industries competing to attract and keep the top talent, the ability to work from home has become an important recruitment tool.
Mayer's reasoning? Collaboration. Mayer feels that without physical interaction in the workplace, employees are missing out on important collaborative experiences and more importantly, the company is missing out on new ideas that spring from the collaborative process.
Collaboration leads to innovation. Without innovation, every company, small and large, from tech to manufacturing, will not survive the next century.
So is Mayer right? Does collaboration only happen when people are physically proximate to people?
Of course not.
Most often, poor communication is the biggest obstacle in collaboration. You need people from varied backgrounds and with different expertise to share ideas and to talk through issues. Communication facilitates collaboration. Therefore, if you make it easier to communicate, you make it easier to collaborate.
What Mayer is missing with her edict is the fact that bringing people physically together does not solve the communication or ultimately collaboration problem.
The difference between the world's most and least innovative companies is not the physical proximity of their employees.
More important is the culture, systems, processes and the leadership.
The Culture
Culture is one of the biggest determinants of behavior and performance in the workplace.
If competition, secrecy and poor accountability pervade a company, that culture will kill collaboration.
Culture does not change at the flick of a switch or by orders from the top. Employees will not break with years of ingrained culture just because they are physically next to each other. Organizations have to create an environment whereby employees will want to collaborate. The values of the organization have to reflect the goal; openness and teamwork have to be prioritized.
The Systems and Processes
Likewise, an organization's systems and practices have to make employees accountable for collaboration. There needs to be an explicit understanding that part of an employee's time must be spent working with others and solving and discussing big-picture issues. Companies have to measure and reward against performance.
The Leadership
Finally, organizations cannot assume collaboration and communication come naturally to every employee. Leaders and people in an organization have to develop explicit skills. You have to train people to value the importance of collaboration.
If we look at complex organizations that operate offices across the globe, collaboration is less and less is about time and space. It's about people's capacity to exchange information. Research labs may be located halfway around the world from the head office and still collaborate with their peers and leadership.
The world's most admired organizations create a culture of innovation where collaboration is seen as a valued business practice and is rewarded, where information can be shared easily and rapidly across silos and investments are made in developing collaborative leadership skills at all levels.
The job is to build an organizations that expects -- and rewards -- employees to collaborate, whether they are sitting in desks next to each other or in offices half way around the world.
]]>Want Your Employees to Love Work? Create a Communitytag:www.huffingtonpost.com,2012:/theblog//3.19331472012-10-05T12:13:56-04:002012-12-05T05:12:01-05:00Rick Lashhttp://www.huffingtonpost.com/rick-lash/
A collective identity is the organizational DNA that gives people a common sense of culture and belonging, and allows them to feel that they are part of something bigger than themselves. It can motivate people to take heroic action despite personal fears and limitations. Collective identity can also be a source of deep satisfaction and provide a sense of belonging.
It's why we see police officers and firefighters travel from across North America to funerals when a fellow officer dies in the line of duty; they feel they have lost one of their own.
It's one of the reasons why we hear so many people say they love their company or profession and talk about it as a lifestyle in which they and their colleagues have their own "language," sharing common expressions and values, and working together to ensure the success of the organization.
Yet, despite the importance of collective identity, many companies are cutting back on the very things that create shared experiences -- such as corporate events and residential programs where employees from across the organization can come together to learn and form a common bond.
Compounding that, in the modern business environment, we are faced with a reality where the proliferation of technology has blurred defined boundaries and thus eroded the idea of corporate loyalty and identity among many young employees. They see less corporate structure, and subsequently feel less connected with their colleagues and employers.
As the next generation moves into the workplace, a generation that is more connected through social media than any other, here are a few tips for corporate leaders to develop and foster a collective identity in their organizations:
1. Create a core narrative: Define what your collective identity is. What are the values that bind you all together? Foster a deep connection between your employees and the company's core values at the creation of the organization by determining your valued past. Where is the organization now and what does it aspire to become? And perhaps as importantly, how is the organization different from others in the industry? What makes you unique?
2. Create rituals, common practices, and common language that people throughout the company can participate in, and events that enable people to have deep, shared experiences. Most importantly, create public "rites of passage" that mark the key transitions people make in their careers, such as moving from individual contributor to first-time manager.
3. Value and elevate your corporate historians. These are the people who know where the organization came from and can pass their knowledge and wisdom on to the next generation. For example, an old table stuck in a hallway at Hay Group's corporate office was about to be tossed. A retiree coming in for an event remarked that was the first board table. It took on a venerated meaning and was placed in a special part of the office where everyone now knew what it represented.
4. Before cutting programs that bring employees together, consider the impact it will have on your corporate identity. For example, General Electric invests heavily in places like Crotenville -- the company's corporate university -- where participants from all over the globe come together for extended residential experiences and form lifelong bonds with their global colleagues.
5. Create mechanisms to enable people who leave the organization to feel they are part of an extended network. Use social media and other technologies to stay connected with those who leave. Some of the best organizations, such as KPMG and BMO, create alumni, ambassador or retiree groups.
History has proven that a strong collective identity is powerful unifying force that has helped people and organizations survive and prosper for millennia. In today's environment, where competition is fierce on every level, it can make a major difference in attracting and retaining the best and brightest employees and improving the bottom line.]]>The Corporate Sector Could Learn a Lesson from the Olympicstag:www.huffingtonpost.com,2012:/theblog//3.17753162012-08-14T12:01:06-04:002012-10-14T05:12:02-04:00Rick Lashhttp://www.huffingtonpost.com/rick-lash/
For the past two weeks in London, ordinary citizens became national heroes and young athletes became new role models. Christine Sinclair became a Canadian household name. She and her team came to represent the best of Canadians. Once an ordinary (albeit talented) young woman, Christine now carries the hopes of a generation of young female athletes and the entire sport of women's soccer in Canada.
She is not alone. Nations around the world looked to their athletes and didn't see mere men and women, but heroes. Individual pursuits became the collective effort of a nation and one person's dream became the dream of an entire nation. The athletes themselves are quick to point out, what at first seems like individual achievements were only possible with the help of family, coaches, and a network of support.
It is a lesson the corporate world should learn from.
When you examine the recent bank and corporate scandals, you see where the reckless pursuit of individual achievement can lead. You see people in positions of leadership making decisions based on their own success, rather than the organizations. Moreover, you see a system that not only accepts, but in many cases rewards this behaviour. These are organizations who fail to link individual achievement to a greater purpose, a larger collective good.
As a result, we see these organizations stumble. Organizations that build corporate environments that reward the individual above the collective, generally fail spectacularly. Successful organizations over the long term understand that it's about creating a culture and environment that gives people a sense of pride not about themselves, but about the entire organization and the larger community they serve.
At GE, they use the phrase: "We all rise together." In other words, you don't rise if you rise alone. You only rise if we collectively rise as an organization and continue to make improvements in the world. For an employee, this means your success doesn't come from the failure of others. For managers, you aren't rewarded if your entire team doesn't succeed with you and CEO don't see bonuses if all of their employees don't strive to create something more.
This is what the Olympics represent and what the athletes, coaches, volunteers and spectators taught us. In the end, it isn't just about winning the gold, but about lifting people to believe in something greater than themselves, while creating brilliant leaders and role models in the process.]]>How to Win Votes and Influence Protestorstag:www.huffingtonpost.com,2012:/theblog//3.15705902012-06-05T14:30:45-04:002012-08-05T05:12:28-04:00Rick Lashhttp://www.huffingtonpost.com/rick-lash/
When Quebec Premier Jean Charest announced relatively small increases in tuition fees that were already the lowest in Canada, he was speaking from the head.
When Quebec students responded by boycotting classes and taking to the streets, they were reacting from the heart.
For over 100 days now, each side has carried on their own one-sided conversation, with neither appearing to be able to even understand the other -- as the most recent breakdown in talks has demonstrated. There is a good reason for that.
The premier has failed to understand the power of passion and collective narrative. His approach is akin to using data about the dangers of smoking to try to convince someone to quit. While it makes sense, using data and logic alone ignores the addiction and the powerful sense of satisfaction, pleasure, and even community that smokers enjoy. Just as logic alone rarely helps in the effort to curb smoking, it hasn't worked to stop the student protests.
In keeping with the great student protests of the past that have permanently changed society, Quebec's students have built a narrative that incorporates the past, ongoing public and government commitments to higher education; the present, in which students are facing mounting debts to pay for tuition; and an uncertain future, in which post-secondary degrees do not guarantee good jobs and fulfilling careers. Woven into this narrative is the drama unfolding on the world stage, as Greece and other European countries struggle with debt, and the arguments on the distribution of wealth continue.
Against this collective narrative, Premier Charest's decision to ground tuition fee increases on appeals to logic and reason was bound to fail.
However, the lesson for leaders is not that they have to back away from tough decisions that need to be made.
Rather, it is to recognize the collective narrative that is unfolding. To begin, you have to show that you are listening and that you understand the other person or group's position. Repeat the arguments your opponents are making, simply by saying "What I think you're trying to say is..."
Once you show you're listening and understand, you can advance your own position, couched in a narrative that the other person can understand.
A dollars and cents argument that says tuition must be increased because it is the lowest in Canada will not, and has not, resonated with students who view their opposition as a matter of social justice and a better future for society as a whole.
When Premier Charest returns to the bargaining table, he must make the case that the increase in tuition will achieve those goals. He cannot let the students own emotion. He must build this narrative for a shared future, one with prosperity and opportunity for Quebec. Only then can the two sides understand each other and come to an agreement that will bring an end to the protests on the streets of Montreal.
It's a lesson that all leaders, in government and business, need to take to heart as they make tough decisions in an era of uncertainty.]]>How to be a Leader in Bad Timestag:www.huffingtonpost.com,2012:/theblog//3.14214252012-04-13T07:46:33-04:002012-06-13T05:12:01-04:00Rick Lashhttp://www.huffingtonpost.com/rick-lash/
A new age of austerity has begun.
Overall, some 19,000 civil service jobs are set to be wiped out as part of a review that will chop $5.2 billion in spending over three years from federal government departments and agencies.
For those that survive the deep cuts, greater challenges lie ahead. Many will watch as friends and colleagues depart, workloads increase and promotions and raises are delayed or scrapped. It is in this environment that even the most optimistic employee will begin to question their purpose and their commitment to the job.
However, contrary to popular belief, it's not the spending cuts themselves that destroy morale, but ineffective leadership.
In good times, even bad leaders can be effective. Leaders who don't communicate their visions, who fail to see the greater picture or don't create opportunities for their employees can get by, largely buoyed by the success of the organization. In strong winds, even turkeys can fly.
However, when the winds of growth die down, when budgets are cut and salaries frozen, truly effective leaders with the qualities and characteristics needed to inspire and engage, will reveal themselves.
The most effective leaders understand what most of us do not -- employees don't stay in jobs because of money. Research has proved this fact time and again. Money and financial rewards are a hygiene factor. While the absence of money can hurt morale, the presence of it isn't necessarily what drives people.
While many of our value systems in business are tied to money -- pay and promotions -- decades of research show that money alone doesn't make people happy in their jobs.
In fact, there are five reasons an employee remains at their job:
• The job is meaningful to the individual. It is aligned with their values and gives them personal fulfillment.
• The job provides an opportunity to learn, grow and build their skillset.
• The job provides recognition and validation for the work they do. Their work is noticed and appreciated by colleagues and management.
• The job allows them to create a community and a connection with like-minded people.
• Their employer has respect and admiration in the broader community. There is status working for the employer.
This is good news for those in Ottawa. The lesson here for leaders in government, and in business, is that in tough fiscal times, they must engage employees beyond traditional rewards systems. Effective leaders will find innovative ways to communicate and demonstrate a shared vision for the team, even in the absence of money.
This is a simple concept, but one that very few leaders are effective in executing.
Leaders in Ottawa, and in business, facing lean times can continue to engage and motivate employees in several key areas:
• Create a shared vision and sense of purpose.
Finding a vision is hard when there are dark clouds on the horizon. It is easy to give in to the fear. Leaders have to re-engage people by giving them a sense they are a part of something larger than themselves. This has happened in healthcare industry, which has experienced cutbacks for decades. Healthcare leaders have had to remind workers why they entered the profession in the first place.
At the end of the day, most healthcare workers didn't go into the industry because they wanted to get rich. They chose healthcare because they wanted to improve the quality of life for others. Communicating this vision to healthcare workers reconnects them to their passion, improving their career satisfaction.
A similar call to action is needed in the civil service. Leaders need to ask employees why they chose their career path. What about the civil service called to them? Leaders can help by asking the big questions and telling the powerful personal stories of their own journeys through challenging times. This narrative, and this vision, helps people realize that even in tough times, at the end of the day, another job wouldn't be aligned with their values.
• Use non-monetary rewards to keep passion and learning alive
Even in times of limited budgets, don't ignore that people have a thirst and a desire to grow and develop. With budget constraints, it might not be a promotion that fills this appetite. Instead, look for opportunities to see how people can learn more from colleagues. Set up peer coaching. Look for lateral moves that will help them grow and develop. Growth and learning opportunities don't require budgets or promotions.
Ensure you put aside coaching and mentoring time for these people. Just because they work hard, don't forget them. Be deliberate. Ensure you are focused on giving the coaching time to the best performers in your team.
• Ensure staff have what they need to succeed
Even if you ensure your high performers have a higher sense of purpose and receive coaching, they won't succeed unless you give them the tools for enablement they need. Perhaps they are being hamstrung by outdated policies or procedures, or problems with other departments. You as a leader play an important role heading off any interference with your team. Your job is to clear the decks and ensure your team can succeed.
• Don't absolve yourself of responsibility
Reduced budgets can give convenient excuses to throw up your hands and give up. Leaders have far more control over engaging and enabling employees than they realize. Don't use budget cuts to absolve your self of responsibility. This is the biggest threat the federal government's latest budget poses. The psychological effect that causes people to feel things are out of their hands has a greater potential to cause damage than the cuts themselves.
This brings us back to the impact of leadership. This is when real leaders have the opportunity to shine and where poor leadership will have a real impact on the ability of others. Good leaders will soar and the bad leaders will only get worse. From the Prime Minister down to department managers, it is on leaders themselves to take up the mantel of the public service, keeping employees engaged, motivated and ready for the lean times ahead.
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