The need to rally all resources with “all hands on deck,” as they say, happens on occasion to even the most organized leaders. But when the so-called fire drills happen with frequency on a team, something essential is amiss and the consequences can be severe. The continual thrash created by last-minute work and the rush to complete tasks and projects demoralizes a team and burns people out.
I recall trying to express to a leader that working for his org was like a fire drill every day. Unfortunately, all I got was a promise that "once we get these few things in line, it will change". That proved untrue as it was part of the fabric of the culture. More unfortunate yet is that it took a burnout experience for me to leave. Older & wiser now. :)
What do you think would have been possible for change to be managed in that organization, Dave? Was it just one manager who liked to operate that way or was it everywhere top-down?
There were two senior leaders (married) in this org who had the final say on all matters. The only metric that mattered ultimately was their pleasure or displeasure. There were other metrics that could be measured, but those metrics were subordinate to the seemingly spontaneous intuitions of these leaders. I think this was a driving force in keeping all of the mid-level leadership (my boss) on edge and guessing. That trickled down to the workforce.
No. It’s an accurate synopsis and it’s fair to call it dysfunctional. I think people would be surprised to hear that this portrayal also successfully drives tens of millions in annual revenue.
I like a good fire drill when it is announced as a drill and there are reasons for it beyond "giving the crew a workout"
As a matter of fact, I like working hard for a leader who admits they made a mistake and we are working hard to make up for that oversight.
But as a leader, doing something like that as a tactic? -- no way.
Been there. Done that.
I recall trying to express to a leader that working for his org was like a fire drill every day. Unfortunately, all I got was a promise that "once we get these few things in line, it will change". That proved untrue as it was part of the fabric of the culture. More unfortunate yet is that it took a burnout experience for me to leave. Older & wiser now. :)
What do you think would have been possible for change to be managed in that organization, Dave? Was it just one manager who liked to operate that way or was it everywhere top-down?
There were two senior leaders (married) in this org who had the final say on all matters. The only metric that mattered ultimately was their pleasure or displeasure. There were other metrics that could be measured, but those metrics were subordinate to the seemingly spontaneous intuitions of these leaders. I think this was a driving force in keeping all of the mid-level leadership (my boss) on edge and guessing. That trickled down to the workforce.
I seldom speak about this organization in such generic terms, David. Makes it seem much more dysfunctional when reading this with neutral eye.
Are you saying that my synopsis makes it sound more dysfunctional than it was in reality?
No. It’s an accurate synopsis and it’s fair to call it dysfunctional. I think people would be surprised to hear that this portrayal also successfully drives tens of millions in annual revenue.
I know right!? Props to them for that. However, whichever bottom line includes "sanity & mental health of employees" may not be so far in the black. 😳