Conditions sometimes change. As things shift in the marketplace, the environment, in short-term financial results, and with customers and competitors, the goalposts often move. Sometimes, markedly so.
My Leadership team has done a great job in explaining this recently. We know what lies ahead of us, and which teams are going to help carry us through. However, I think there is an opportunity to get more specific as to what the 'other' teams should be focusing on during this downturn. One fantastic message from our Sr. Leadership Team has been - When times are tough, it's a good time to invest in yourself - which is good advertising for my team.
We starting to have conversations on how we can build more in-person experiences and cross-team exchanges post-pandemic. We recently had two in-person events in October that is the driving force behind how do we turn it into something of a regular cadence moving forward.
That WHY is important to many. I have some coworkers (SMEs and/or leaders) who have stopped their pursuit of climbing the ladder/s. Their reason is just that. The manager/s have stopped explaining why they do what they do.
Such a shame too. The young man, I am thinking about, has a college degree, cares about the crew, and teaches and trains the new guys. Yet because of the lack of why, keeps his head down and pursues other activities (outside of work).
Through disrespect and lack of clarity and transparency; most of management doesn't have his respect. He shows up, takes pride in his work and goes home. He has turned down full-time and other opportunities in our organization. Unfortunately, when management fails their employees, they are rarely given a third, fourth, or fifth chance. Anyone who has actually worked with him sees his high EQ. He now focuses on collecting his paycheck and pursuing purpose and fulfillment outside of work. Can't blame the man. As you mentioned, this is all too common;).
This is a great post! For leadership who know there may be some impactful upcoming changes in their organization, they should read "Who Moved My Cheese" by Spencer Johnson, and then provide it to their team to read. Who Moved My Cheese? is a simple parable that reveals profound truths. It is an amusing and enlightening story of four characters who live in a "Maze" and look for "Cheese" to nourish them and make them happy.
Two are mice named Sniff and Scurry. And two are "Littlepeople" -- beings the size of mice who look and act a lot like people. Their names are Hem and Haw.
"Cheese" is a metaphor for what you want to have in life -- whether it is a good job, a loving relationship, money, a possession, health, or spiritual peace of mind. And the "Maze" is where you look for what you want -- the organization you work in, or the family or community you live in. In the story, the characters are faced with unexpected change. Eventually, one of them deals with it successfully, and writes what he has learned from his experience on the Maze walls.
When you come to see "The Handwriting on the Wall," you can discover for yourself how to deal with change, so that you can enjoy less stress and more success (however you define it) in your work and in your life.
Great post! That last paragraph moves toward “radical transparency,” the practice of leaders to share as much as possible with team members--warts and all--to keep them up to speed, empower them, and elicit their help. Creating such a culture helps foster understanding and eliminate shock when things suddenly change.
A lot has to do with modeling behavior. A meta approach is useful, explaining that you are intentionally being open and making yourself vulnerable. It seems risky, but the payoff is immense as others come to expect transparency from leaders and from each other.
My Leadership team has done a great job in explaining this recently. We know what lies ahead of us, and which teams are going to help carry us through. However, I think there is an opportunity to get more specific as to what the 'other' teams should be focusing on during this downturn. One fantastic message from our Sr. Leadership Team has been - When times are tough, it's a good time to invest in yourself - which is good advertising for my team.
Is there a cross-team dialog of some kind available to you, David?
We starting to have conversations on how we can build more in-person experiences and cross-team exchanges post-pandemic. We recently had two in-person events in October that is the driving force behind how do we turn it into something of a regular cadence moving forward.
Good morning,
That WHY is important to many. I have some coworkers (SMEs and/or leaders) who have stopped their pursuit of climbing the ladder/s. Their reason is just that. The manager/s have stopped explaining why they do what they do.
Such a shame too. The young man, I am thinking about, has a college degree, cares about the crew, and teaches and trains the new guys. Yet because of the lack of why, keeps his head down and pursues other activities (outside of work).
Thanks for your time.
The organization doesn't have any other spot for him to find this vision outside of his own leader's conversation with him, eh?
Sounds quite typical if so.
Through disrespect and lack of clarity and transparency; most of management doesn't have his respect. He shows up, takes pride in his work and goes home. He has turned down full-time and other opportunities in our organization. Unfortunately, when management fails their employees, they are rarely given a third, fourth, or fifth chance. Anyone who has actually worked with him sees his high EQ. He now focuses on collecting his paycheck and pursuing purpose and fulfillment outside of work. Can't blame the man. As you mentioned, this is all too common;).
This is a great post! For leadership who know there may be some impactful upcoming changes in their organization, they should read "Who Moved My Cheese" by Spencer Johnson, and then provide it to their team to read. Who Moved My Cheese? is a simple parable that reveals profound truths. It is an amusing and enlightening story of four characters who live in a "Maze" and look for "Cheese" to nourish them and make them happy.
Two are mice named Sniff and Scurry. And two are "Littlepeople" -- beings the size of mice who look and act a lot like people. Their names are Hem and Haw.
"Cheese" is a metaphor for what you want to have in life -- whether it is a good job, a loving relationship, money, a possession, health, or spiritual peace of mind. And the "Maze" is where you look for what you want -- the organization you work in, or the family or community you live in. In the story, the characters are faced with unexpected change. Eventually, one of them deals with it successfully, and writes what he has learned from his experience on the Maze walls.
When you come to see "The Handwriting on the Wall," you can discover for yourself how to deal with change, so that you can enjoy less stress and more success (however you define it) in your work and in your life.
IT'S A GREAT SHORT READ!
Fun parable, Mischelle.
What is the practical behavior represented by the "wall handwriting" in the narrative?
One might imagine that many could read this parable and still be left wondering what to practically do about it.
Great post! That last paragraph moves toward “radical transparency,” the practice of leaders to share as much as possible with team members--warts and all--to keep them up to speed, empower them, and elicit their help. Creating such a culture helps foster understanding and eliminate shock when things suddenly change.
Whats your go-to recommendation on how to create such a culture, Jim?
Incorporating meetings focused on practicing dialog?
A lot has to do with modeling behavior. A meta approach is useful, explaining that you are intentionally being open and making yourself vulnerable. It seems risky, but the payoff is immense as others come to expect transparency from leaders and from each other.
Sounds interesting, where do you start with individual leaders?
We took time this morning to discuss today’s Field Notes in a bit more depth.
The 15-minute recording is here on Twitter:
https://twitter.com/i/spaces/1YqxoDYpNRjKv