The Happy Burro

Originally publish 10/4/2009

It had to happen.  Your organization is faced with a set of circumstances no one can remember dealing with in the past.  The veterans with decades at the table, the new ones with experience in other organizations, the recent MBA or PhD.  So now what?

“Sometime over the next decade your company will be challenged to change in a way for which it has no precedent.”

- Gary Hamel, from The Future of Management

Duck and Cover

One approach is to do nothing.  This is the easy option.  A sort of, “this too shall pass” theory.  If the organization waits long enough, the bad (economy, competition, revenue projection, etc.) will just up and go away.  I hope those organizations didn’t pay a consultant for that strategy…

Tried and True

Maybe your organization has tons, literally, of three-ring binders full of documented processes, procedures and protocols to assist in managing the pending change.  This work is what keeps your organization on track today, and will support it during times of change.  Why look at anything else?  Time to pull out the Change Book and get about the business of changing.  GE used to do this.  Their strategy was to be #1 or #2 in every market, or fix/close the business.  Eventually, revenue became stagnant because GE was #1 or #2 in every market they participated in.  What to do?  Stay #1?  Sure. And…make sure that you have no more than 10% of the share of that market.  That wasn’t in the original playbook…

Tried and True is a good foundation to build on What Is Next.

What Is Next?

Managers and Leaders: two different jobs, right?  The leaders sets the strategy and the manager makes it happen.  What if everyone was a leader?  Or everyone was a manager?  Or…are these similar roles, all pushing the same rock uphill?  Should managers and leaders be working side-by-side to set strategy and execute with fidelity?  Hmmm…

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How is your organization facing the new world order? Tried and true, innovation, or duck and cover?

Joe Raasch :: Jun.26.2010 :: Change Management, Employee Engagement, Leadership, Performance Management :: No Comments »

There are countless people that work hard, getting things done on time, on budget.  Turning in or turning out ‘quality’ work.  Work that is expected, asked for, paid.  But is it really amazing?  How much of your daily work is good, expected, safe?  How much is so good no one is doing it quite like you?  For me, it takes a constant inspiring reminder to figure out how and when to elevate my work, my ‘game’, to be more than just good enough.

Totally Frickin’ Amazing

I did it.  After years of following his work, reading his missives, printing out his ‘cube grenade’ cartoons and taping them to my wall, I finally bought one of Hugh’s prints. (If you are unfamiliar with Hugh MacLeod, you can get a glimpse of the artist here.)

The Order

In true Midwest fashion, I waited until a coupon was available.  It might have been as simple as free shipping, I don’t recall.  Even though I had wanted the piece for months, it took a small savings to spur me to my first purchase. I was completely thrilled as I hit ‘send’ on the order.  If only it didn’t take so long to get here!  (the second one, here, purchased at full price with no hesitation.  In fact, did it from the airport, on my Droid!).

The Arrival

Due to the excellent tracking available through Hugh’s shipping method, I was able to know which day the art would arrive.  I may have even left work a few minutes early so I could open the box…

The Installation

I have the art on my wall at work.  I remember the giddy feeling as I pulled the framed piece from my car’s back seat, rode up the elevator in the parking ramp and walked through the skyways to work.  I wonder how many people noticed what I was carrying?  Or the stupid grin on my face.

Recommendation

Find what inspires you.  Keep it ever-present in your life, visually, audibly, always.

And…be totally frickin’ amazing!!

Joe Raasch :: Jun.13.2010 :: Employee Engagement, Life :: 2 Comments »

(originally posted April 4, 2007, revised June 6, 2010)

Meetings. That’s it.  Just sitting in meetings. Ones with no agenda.  And more than 10 people.  With no free food.  And really bad Powerpoint.  That’s one of my pet peeves.  That said, if there is a focused agenda, the right people in the room, and action outcomes – count me in for those meetings 12 hours a day, six days a week!  If your experience is anything like mine, we little worry of impending 12 hour days…

Extrovert

The strange part is that I am an extrovert – meaning I get my energy from being with other people.  I should love, love, LOVE every opportunity to get out of my office and commingle with others. But I don’t.  I avoid meetings with the power of Samson. I am not anti-social, just anti-rework, anti-unfocused, anti-boring.

Try This

Next time you receive a meeting request with no agenda, respond ‘decline’ or ‘tentative’ and ask for an agenda.  I tried this late last year for three months.

You will have to start posting agendas for your meetings too.  Fair is fair.  I’ve found that I get better attendance and the right people in the room.  A sample comment: “I see you’re meeting specifically on the performance management system.  I won’t be there, but I’ll make sure Sally attends.  She is our team expert.”  I love it.  The other person would have shown since she is the ‘lead’.  She’d take notes and give them to Sally…who would have to follow up with me and others, possibly in another meeting.  You get the idea.

What Will Happen

Most likely you’ll be invited to fewer meetings. I attended 35% fewer meetings compared to the previous three 3-month periods. The ones I did attend were focused, fast, and resulted in actions.

Check your calendar for the past three months.  If you could remove even one 30-minute meeting a week and replace it with a client phone call, some personal reflection time, networking…the possibilities are endless.

Caveat: Make sure you’re not declining CLM (career limiting move) meetings (read: the VP or senior leadership ones)!

Joe Raasch :: Jun.06.2010 :: Change Management, Employee Engagement, Leadership, Performance Management :: 2 Comments »