I was reading an article on adapting things like HomeKit and Echo into the way people interact with their homes. Alexa is pretty cool, but there are issues around its inability to recognize voices and there have been instances of voices on TV actually telling the system to order products online and the reality that a burglar could simply tell the system to turn off security alarms. The point that author Seyi Fabode was making was that one of our most basic needs is for security and safety.
MY thinking about his thinking was framed around a workshop I attended by Brad Thomas with my local ATD group yesterday morning. Brad was focusing on the implementation of full-company engagement systems and his excellent talk was anchored somewhat to these local issues but mainly focused on the corporate commitment to generating and acting on large amounts of employee feedback to frame up issues and opportunities.
In that Big Picture Corporate Model, things needed to cascade down from the top and that HR departments had to rethink how they focused so that they could actually bring human resource capital into play for their operational counterparts, that they could not simply remain the paper pushers they are in so many places. HR needed a seat at the corporate boardroom table to focus on the people side of improvement initiatives. It seems like an awful amount of senior management engagement and systemic change was a requirement before ANY actions could occur.
And when you have, as I once did, senior executives out there saying (or believing) things like this about people / engagement / involvement and being actively working to generate innovative ideas:
“That’s like asking the vegetables how to design a refrigerator,”
you pretty much KNOW that you are not going to be successful working from the tops downward forward. (And, yes, there are senior managers who could not care less about employee involvement and ideas — we seem to have one in the White House if you need an example.)
These two things clanged for me about an hour ago. Big Corporate Solutions trying to solve the issues of the worker / supervisor interface. What could possibly go wrong? Well, as results seem to consistently show, pretty much everything… Overall, statistics seem to show that OD things look pretty much like this:
From this month’s issue of Workforce magazine (3/17), Rick Bell shared some statistics and anchor points. Supervisors clearly improve their leadership and engagement skills. Some tops-down corporate program to improve overall engagement will simply not get traction:
• 35% of US workers would forgo a raise to see their boss fired
• 44% of employees say they have been emotionally or physically abused by a supervisor
• 3 of 4 workers say that their boss is the worst / most stressful part of the job
Other statistics supporting the idea of local control / local influence include:
• “Communication and connection are the cornerstone of relationships — a quarter to a third of employees believe their managers seldom or never listen to them, understand their issues, seek their input and ideas, or help them to resolve the issues and challenges they face. This persistent gap presents both a challenge and an opportunity to leaders and managers.” (Leadership Management Australasia’s LMA survey, April 2016)
• Only about 1 in 3 US managers are engaged in their jobs, and about 1 in 7 are actively DISENGAGED. Employees who are supervised by highly engaged managers are 59% more likely to be engaged than those supervised by actively disengaged managers. (Gallup)
Bell and others share these statistics, however, so there IS opportunity here if we can improve the interaction between workers and their managers:
- Managers are the Number 1 way that people feel supported by their organization
- Managers influence 70% of the variance in empllyee engagement scores
- Close to 60% of Americans say they would do a better job if they got along better with their boss
- Close to 70% of those polled said they would be happier at work if they got along better with their boss, with the breakdown equal among men and women, but younger workers in their 20s and 30s were even higher (80%)
- Over half (55%) of those polled, think they would be more successful in their career if they got along better with their boss
- Only 4 in 10 of Americans will thank their boss on National Bosses Day with most believing that their boss wouldn’t care enough to bother
- About 10% said they would use the day as an opportunity to talk to their boss and improve the relationship
So, what IS a viable solution? Understand that the Big Corporate Improvement Program Initiatives seem doomed to fail unless organizations impact that supervisor / worker interface and make it more supporting and effective. And you can probably figure out that working to engage workers working for the 1 in 7 managers who are actively DIS-engaged within their own organization is simply a waste of money and resources.
Throw some mud at the wire fence!
Break away from the Big Corporate Program Mentality and do some Guerilla Engagement. Give some of your better supervisors the tools they need to improve their effectiveness. Allow them to improve their interactions with their people and to improve their facilitation and involvement skills.
The Square Wheels Project is an online training program designed FOR SUPERVISORS who need some training and some tools to improve communications. The Spring Forward Monday Toolkit is a package of tools (handouts, powerpoints, posters and instructions) to give supervisors the framework for a series of meetings and implementation action plans for simple ideas for workplace improvement and innovation, to allow more teamwork and active involvement.
We are not THE Solution, to anything, but we are a most excellent alternative to the initiatives that are generally not working very well.
Help your managers to become better motivators. Help them lead on-site workplace innovation and improvement initiatives at the bottom-most layer of your organization. Do things differently and let them lead!
Solve the small problems in simple ways, keeping a sense of safety and security in place with your supervisors feeling a minimal amount of risk for doing something differently. Look for some “small answers” to local issues and build things from the bottoms up. Make real improvements where you can, instead of looking for Big Answers.
Our stupidly simple tools can help your managers get some really effective, performance-focused improvement conversations going,
For the FUN of It!
Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.
Learn more about Scott at his LinkedIn site.
Square Wheels® is a registered trademark of Performance Management Co.
LEGO® is a trademark of The LEGO Group
Originally published at Performance Management Company Blog.