What do we do if we don’t believe holacracy (which we discussed yesterday) will work in our company?  Do we just give up?  I don’t think so.

We all want our companies to be “nimble”, to remain with a “start-up” culture as long as possible.  (It’s also why many a leader degenerates their behaviors toward the dictatorial in a crisis. Because things have-to-be-done-this-way-now.)

Once anyone begins discussing the leadership concept, those discussions tend to degenerate into generalities and/or platittudes.   That is exactly the reason why my book on leadership has not been published- because I don’t want to provide such a discourse.

But there are certain things we can do to engender a nimble, attentive corporate culture.  We can start out by making the rules simple.  A short, concise regimen is easy to follow- and easy to see where deviations are possible.  These rules should be able to be memorized, inculcated into the daily work life of the stakeholders, and easily implemented.     (This is in opposition to those wonderful reports produced by management consultants- who then leave the mess to us.  Think of Marty Kaan (Don Cheadle) in the House of Lies (Showtime TV).

You’ve heard me mention ‘Key Process Indicators’ (also known as Key Result Areas).  They should always address the effects on profitability, client retention, and client acquisition.  Once you recognize that this means satisfaction (employees and customers) and offering something better (retention and acquisition),   you can see that simple does not mean that it is not encompassing.

Once that concept is clear, we have to make sure that the rules of the road are just as clear.  (Now, was that the person on the left OR the person on the right who has the ‘right of way” if we all stop at the  same time?)  The answer is to keep these rules simple, as well.  We treat each other (and our clientele) with respect, we act with integrity (our actions match our words, not that our words match our actions), and are reasonably humble.  (Come on, you know you want the world to know that your mousetrap is the absolute best in the world.   That does not mean you need to be a braggart!)

The issue is if values are top down or bottom up.  Or a mix.  I, personally, believe that values are top down- but we need to hire folks who will adhere to that common set of values.  Because we need to live them- not talk them.

(Given the persona of Governor Christie, do you believe his staff acted inappropriately or followed his value patterns?   Notice, I did not conclude- given the lack of data- that the governor knew of the concept in advance or requested it.  I do conclude that his values were in concert with his associates’ actions.)

Then, we must consider the internal stakeholders, the team.  We all know of a boss that was just the pits- who criticized everything – and in public.  Do you think the team would yield extraordinary results?  Would they feel they could be accountable?

We need folks to be dependable.  That way we know what they will do and when- so we can execute our strategy and not worry that there is a loose cannon operating at cross-purposes.    It’s more than respect, its the knowledge that the whole is only as strong and as effective as its parts.   Actually, the whole is usually more effective when all its parts are funcitonal and dependable.  (That’s why we call ourselves “The Adjuvancy”- where each of the components in the mixture- our team and yours- are well-functioning.)

How do you insure this happens?  When, you – and everyone else- operates with integrity.  We do what we say we are going to do.  It’s contagious!

One of the biggest drawbacks to having the team operate in an accountable and dependable fashion is the use of eMail in an organization.   There is an old Jewish joke that makes this crystal clear- but I am not sure that a nonverbal statement will work.  (This story was before telephones existed everywhere. Yes, I’ve created a reading of the joke below, if you want to hear it.)

   Chava’s oldest son has traveled across the country.  To obtain his college degree.  He is on total scholarship, but needs to work 15 hours a week to have money to eat.  Chava hasn’t heard from Jake in a month.

    Finally, a letter arrives.  Chava is excited beyond belief.  But, notes with dismay that Jake wrote to her in English.   Even though the note only has four words.   And, Chavaa can’t read English. so…
    She runs outside to the park and sees Yenta.  Yenta reads English.  Chava thrusts the note into Yenta’s hands, asking her what Jake wrote.
    Yenta reads it out loud, brusquely.  Momma.  Send Money.  Jake.
    Chava retorts, “This is not mine Yankel.  Yenta, you have it all wrong.”  
    And, runs to see who else is in the park.  She sees Mara, and requests a reading.  Mara reads it plainly.   Momma send money Jake”.
    Again, Chava responds that is not her Jake.   On her way back to her apartment, she sees Bracha, who knows a little English, and is willing to give it a try.  In a plaintive voice, Bracha read “Momma.  [breath] Send money [breath] Jake.”
    “Oy,” declaims Chava, “Mine Yonkel is in trouble.  I must send him money right away’

That’s exactly what is wrong with eMail.  Context and tone are totally lacking.  What I might have meant as a compliment can be taken as an insult.  Even when we have employees across the ocean or the nation, we call first (or visit, if possible)- explain the communication, and follow it up with eMail.  That way the context and tone are clear- and the message exists to insure it is available for future reference.

Because we want our company to wow its clientele- and our employees.

 

http://youtu.be/3zPdd4jdc-I