What's It Like To Work With Me? Mitch Warner - Managing Partner The Arbinger Institute - 3 views

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  #1 Joe Bennett on 27 Aug 15

   

  Kyle was a regional leader for a large US telecomm. With responsibilities for operations across multiple states, he spent most of his time on the road visiting one store after another to ensure quality. His stated goal, published and reiterated in every communication, was "Zero Defects." Hoping to see the true state of affairs within each operation, Kyle would make his visits unannounced. "If I can't see what's really going on I can't provide meaningful help," he was known to say. But instead of embracing his help, employees felt fear and therefore resisted him. With the loyalty that only a common enemy can create, employees would call their nearest operation centers as soon as Kyle would arrive, giving them a heads up. Soon the employees had successfully plotted out his likely route and inspection schedule. Days before his arrival they would scurry to get things cleaned up. The transparency Kyle had hoped to create through his "surprise" visits unintentionally fostered "zero defect" facades-a culture of nervous, posturing people hiding the truth. Of course, results lagged and quality suffered.
  
  Most of us rarely comprehend the impact we have on others. What we say and do carries a weight and creates ripples that are hard to see and even more difficult to track. Despite good intentions and proper motives, our words and actions too often engender perceptions and produce results that are entirely unintended. This is particularly true of leaders. Their words and actions are given more weight because of the authority they carry. If I am an employee who might be worried about my job, questioning my performance, or simply feeling distance in my relationship with my boss, even an off-handed remark-or failure to make a remark when a response may have provided much needed validation-can set in motion all sorts of trouble.
  
  How can we become aware of our impact on others so we can adjust what we say and do to produce the results we want? For Kyle it was a matter of really spending time considering what it would be like to be on the receiving end of his leadership (perhaps better labeled "inspectorship"). "As I thought about it," Kyle recalled, "I realized how provoking it is to demand zero defects from people. It says, 'Don't you make a mistake or we'll nail you for it.' It hurts people from the start. And I'm always looking over their shoulder."
  
  As a result of this thinking, Kyle decided that, among other important changes, a new target goal was needed - one which would foster transparency and openness. "Our new target is 'quality job installed.' Quality job installed involves the sales team, installers, programmers, and customer service. It's no longer provoking. In fact, they love it. They used to feel hunted when I'd come around, but not any more. I'm not there to ensure zero-defects, not to police them, but to help them."
  
  What could this kind of thinking do for your leadership? To get started, think about each of your interactions with others today. Ask yourself, "If I put myself in the shoes of those I work with, what might I feel about our interactions? How might they interpret my remarks, my actions, my posture, my level of engagement? What was it like to be around me today? Did others feel hounded or helped? Did they feel I was fully present and concerned about their issues, or would they have felt like a distraction or a nuisance? Does the way I manage invite people to hide mistakes or to bring them to light? Do others feel my trust or might they wonder about my belief in their abilities?" In short, "What is it like to work with me?"
  
  Honestly asking these questions is likely your best defense against creating unintended results. A leader who asks these questions regularly just might be able to create a team that can achieve zero-defect levels of success

   

  <div class="cArrow"> </div><div class="cContentInner">Kyle was a regional leader for a large US telecomm. With responsibilities for operations across multiple states, he spent most of his time on the road visiting one store after another to ensure quality. His stated goal, published and reiterated in every communication, was "Zero Defects." Hoping to see the true state of affairs within each operation, Kyle would make his visits unannounced. "If I can't see what's really going on I can't provide meaningful help," he was known to say. But instead of embracing his help, employees felt fear and therefore resisted him. With the loyalty that only a common enemy can create, employees would call their nearest operation centers as soon as Kyle would arrive, giving them a heads up. Soon the employees had successfully plotted out his likely route and inspection schedule. Days before his arrival they would scurry to get things cleaned up. The transparency Kyle had hoped to create through his "surprise" visits unintentionally fostered "zero defect" facades-a culture of nervous, posturing people hiding the truth. Of course, results lagged and quality suffered. <br /> <br /> Most of us rarely comprehend the impact we have on others. What we say and do carries a weight and creates ripples that are hard to see and even more difficult to track. Despite good intentions and proper motives, our words and actions too often engender perceptions and produce results that are entirely unintended. This is particularly true of leaders. Their words and actions are given more weight because of the authority they carry. If I am an employee who might be worried about my job, questioning my performance, or simply feeling distance in my relationship with my boss, even an off-handed remark-or failure to make a remark when a response may have provided much needed validation-can set in motion all sorts of trouble. <br /> <br /> How can we become aware of our impact on others so we can adjust what we say and do to produce the results we want? For Kyle it was a matter of really spending time considering what it would be like to be on the receiving end of his leadership (perhaps better labeled "inspectorship"). "As I thought about it," Kyle recalled, "I realized how provoking it is to demand zero defects from people. It says, 'Don't you make a mistake or we'll nail you for it.' It hurts people from the start. And I'm always looking over their shoulder." <br /> <br /> As a result of this thinking, Kyle decided that, among other important changes, a new target goal was needed - one which would foster transparency and openness. "Our new target is 'quality job installed.' Quality job installed involves the sales team, installers, programmers, and customer service. It's no longer provoking. In fact, they love it. They used to feel hunted when I'd come around, but not any more. I'm not there to ensure zero-defects, not to police them, but to help them." <br /> <br /> What could this kind of thinking do for your leadership? To get started, think about each of your interactions with others today. Ask yourself, "If I put myself in the shoes of those I work with, what might I feel about our interactions? How might they interpret my remarks, my actions, my posture, my level of engagement? What was it like to be around me today? Did others feel hounded or helped? Did they feel I was fully present and concerned about their issues, or would they have felt like a distraction or a nuisance? Does the way I manage invite people to hide mistakes or to bring them to light? Do others feel my trust or might they wonder about my belief in their abilities?" In short, "What is it like to work with me?" <br /> <br /> Honestly asking these questions is likely your best defense against creating unintended results. A leader who asks these questions regularly just might be able to create a team that can achieve zero-defect levels of success</div>

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