Tag Archives: organizational culture

A Servant and a Debtor

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Card you envelope thank nobody copy paperAccording to Max DePree, “The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor.”

Most leaders understand that part of their job is to define reality for their organizations and, at least as we approach Thanksgiving, will pause to say thanks to their staff. However, many of us in positions of leadership would do well to consider how we could redouble our efforts in the middle — by focusing on being a servant and a debtor in our organizations.

If the first thought that popped into your head after reading that last sentence was that you are too busy for all that warm and fuzzy stuff . . . that it might sound good but you need to make sure there is a clear return on investment for your efforts . . . I would simply point out that you might be surprised at how small actions on your part can have a significant impact on the culture of your organization, and its ultimate success. What exactly do I mean by small actions?

Ask your people for their opinion, and then really listen to what they have to say. So often as leaders, we listen to respond, to make a case for our position, rather than to hear what our people are thinking. You might be surprised at what you learn when you listen to hear. As an added bonus, your staff can tell the difference, and they feel valued when you truly seek their opinion.

Make it your priority to help your staff, rather than just expecting them to help you. When you help your staff — whether by removing barriers, helping them tackle a problem, or finding ways to make their job easier — you create reciprocal energy that ultimately moves the organization forward. Really . . . it is not all about you and your goals.

Take a few minutes each day —not just at Thanksgiving — to say thanks. It won’t take a lot of time, I promise. Noticing and acknowledging a person’s effort virtually guarantees you will see more of that behavior. Even better, take two minutes and send a hand-written note. Such simple yet uncommon actions leave a lasting impression. (Ever saved a note that you received?)

Those suggestions are just the tip of the iceberg. Help clean up after an event . . . call or text someone to let them know you have their back . . . laugh with people . . . model organizational values . . . you get the idea. Long term, your people probably won’t remember this quarter’s goals. They will remember how you supported their efforts . . . as a debtor and a servant. And you will have even more reasons to give thanks.

The Culture of Innovation

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bigstock-142999232Innovation has become the business buzzword du jour of late. The business press is filled with articles and guides on how to be more innovative. And while there are nuggets of insight and helpful information scattered among the books and articles, I think those well-meaning authors who try to boil innovation down into a 5-step plan short-change their readers.

Innovation is not a 5-step plan. It is a messy paradox of contradictions, and there is not one “right” way to do it. Innovation can be about tweaking something to make it more effective or developing a totally new concept. It requires structure and flexibility. Urgency and patience. It requires one to chart a clear path, and have a willingness to press ahead without knowing the final destination. It is energizing and exasperating. Perhaps most importantly, it is not a set of tasks, it is a culture that develops over time.

I’m not suggesting that every organization has to be innovative. Much of the world is designed to reward coloring inside the lines. In many ways, that is a safer, easier approach and individuals can build successful, rewarding careers by leading within established guidelines. And even within organizations noted for being innovative, significant portions of their operations may follow a more traditional approach. So what is different about innovative organizations? Their culture.

Culture is “how we do things around here” — what we believe and how we think, feel and behave. Is it okay to challenge someone up the organizational hierarchy? What does the organization lead with . . . people or profits, mission or metrics? Now please hear me . . . all four are important components of success . . . an innovative company still has to be able to keep the doors open. A culture of innovation, however, has to have a higher tolerance for the messiness of trial and error and the fluidity required to maximize the unique gifts and graces of people scattered throughout your organization.

John Kotter’s concept of a dual operating system visually captures what this type of culture may look like, with part of an organization functioning in a more traditionally hierarchical way, and other parts much more fluid, drawing from all areas of the organization. In such a culture, it is okay — it feels safe — for someone with more front line experience to tell someone from an administrative function that their idea simply won’t work (respectfully, of course) and then offer their suggestions for a better approach. Good ideas are the great equalizers, and there is a spirit of productive experimentation as opposed to “this better work or else . . .”

Building a culture of innovation doesn’t happen with a pep talk or a plan. It happens based on your approach, your attitude, and your willingness to act . . . one step at a time. Maybe you’d better get started!

The Key to Running Fast

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Running Shoes“We run fast in this organization.” That is a phrase you hear fairly frequently at Chaddock, and I believe our track record would support that claim. So what enables us to “get off the dime” to move things forward in a timely manner? In a word, trust.

I recently had the opportunity to attend a presentation by Stephen M.R. Covey, author of The Speed of Trust (http://www.myspeedoftrust.com). This is the second time I have heard him speak, and I believe if more organizations would take his research and framework to heart, amazing things could happen. In 2011, I led a book study with all of our supervisors on The Speed of Trust. It was the first time we had done anything like this, and I believe our organization is still reaping the positive benefits from this effort. (Even though, at the time, I’m quite certain a few of our managers were thinking, “Seriously, Debbie . . . a book study? Is that really the best use of our time?!?)

Sometimes slowing down, to review the game plan and get everyone on the same page, is the best way to go fast. And what did reviewing The Speed of Trust “game plan” do for us? It gave us a common vocabulary. Phrases like “inheritance tax” and “trust dividends” became commonplace. People began to step back and think about someone’s intent, rather than viewing actions through a single perspective lens. And over time, silos began to break down and communication across departments began to improve. Is it perfect? Of course not. Communication and working collaboratively are always a work in progress, but if our employee surveys are any indication, we continue to move in the right direction.

In the book, Covey identifies the 13 behaviors of high trust leaders. While all are important, I believe six of these behaviors had the greatest impact in our organizational culture (I have numbered them according to where they fall on Covey’s list).

1. Talk Straight
3. Create Transparency
6. Deliver Results
8. Confront Reality
11. Listen First
13. Extend Trust

I absolutely believe in sharing the good, the bad and the ugly with staff. We measure lots of things, and summarize the results so everyone knows where we stand. We “name the elephant in the room” and try to provide numerous opportunities for staff input. After all, if we trust them with the children, we ought to be able to trust them with information. I have said that to staff for years, and really believe it, however Covey further reinforced that idea when he pointed out that those who extend trust to others are seen as more trustworthy themselves. What a concept . . . maybe the real key to running fast is to trust that you and your staff can.

Time to lace up those running shoes!

Ch-Ch-Ch-Ch-Changes

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Changes Sign

I shake my head a bit when I hear leaders discussing, at times almost frantically, the unprecedented change our industry is being faced with, and how it is jeopardizing the well-being of those they serve.  I shake my head not because the topic is not important — it is — but because we have been having the same basic discussion for virtually my entire professional career and yet we continue to appear blindsided by it.

Over the years the specific topics and buzzwords have changed, but the plot line of  “THEY” (referral/funding sources, oversight bodies, customers, legislators . . .) have  (changed the rules of engagement, made a short-sighted decision that will never work, dismantled a critical safety net . . .) and now (those we serve are going to pay the price, our organization’s survival is threatened, our industry is fundamentally altered . . .) has remained the same.

Change is a constant. Do we always like it? Of course not. Does it make our life more difficult? Often times it does, at least in the short term. But if we know it is going to happen, why not prepare for it rather than be caught off guard and then have to scramble at the last minute? Peter Goldberg, former President/CEO of the Alliance for Children and Families used to talk about the need to “look around two corners.” Is it always clear what we are going to encounter down the road? No . . . but there are usually plenty of clues as to what is coming if we’re paying attention.  It’s sort of like those “overnight successes” who have been working at it for 20 years. There are usually lots of indicators of impending change if we keep our eyes open and look for them.

Of course, seeing the need for change and actually pulling it off can be two very different things. The status quo is easier. It is less stressful when you know the rules and have a clear path to follow.  Many staff will push back against change, especially during the gray stages of change when the details haven’t been worked out — in most cases not because they want to be difficult, but because they are committed to doing a good job, and they don’t know how to do that with a moving target.

So how do you maintain organizational stability and still lead strategically in an ever-changing environment? From my perspective, you build the foundation on what doesn’t change — your mission/vision/values, in our case our SMaC Recipe, and our strategic framework. These things anchor our staff and guide their actions.  With that solid foundation in place, you make change related to all the other stuff the norm. In our organization, things are changing all the time — whether as a result of a performance improvement initiative, because of trends we see coming down the pike, or in response to feedback from those who turn to us for care. When you do something on a regular basis, it becomes less scary and sooner or later actually becomes part of the organizational culture.

Perspective makes all the difference in the world. Our staff knows they will make it through the ambiguity that comes with change because they’ve done it . . . a lot. There is a level of confidence that, even if we don’t know all the answers today, we’ll figure it out.  And that confidence allows us (most of the time) to ride the wave of change rather than having it crash down on top of us.

Change it here to stay. Embrace it, and you can be too!