Archive for the ‘culture change’ Category
I received an email invitation in my In Box recently for a webinar titled, “Recognition as the Foundation for a More Human Workforce.” I deleted it but then went back to read it in more detail.
One of the reasons I deleted it is that it struck as sending the wrong message. In fact, it does say “THE” foundation, not just “A” foundation. All my experience, intuition, and even personal research tells me that this proposition is just plain wrong.
As relating to a “human” workforce, I recalled the piece by Emma Seppal in HBR (“Managers create more wellness than wellness plans do”) that speaks to the power of organizations and leaders characterized by trust, forgiveness, understanding, empathy, generosity, and respect. Is recognition lurking in there? Perhaps, but there is a big difference between recognition that is a daily spontaneous habit and what is viewed as a program.
When I was working with Dana Costar to design an upward feedback instrument for managers, we did a lot of background reading on possible drivers of perceptions of manager effectiveness. It seemed to us that recognition was fairly far down the list, but recognition did keep popping up. So we somewhat grudgingly did include it as a dimension in our instrument to see how it stacked up when the data came in.
Our results (Costar & Bracken, 2014) on an international sample of 82 leaders showed that Trust is the leading driver of ratings of manager effectiveness, while Recognition fell far down the list. (As an aside, Trust was behind Facilitating Development in ratings of effectiveness as a Coach, but still far ahead of Recognition.)
Lolly Daskal’s blog in Inc. has a list of leadership “beliefs” (characteristics/behaviors) where says “Honoring Trust” is the “first job of a leader.” But her list includes many other trust builders as well:
- Leading by Example
- Accepting Accountability
- Leading with Integrity
- Encompassing Humility
- Manifesting Loyalty
- Showing Respect
- Leading with Character
(I see that recognition, “Exhibiting Appreciation” does make the list but is, in my opinion, overwhelmed by these other factors and a cousin to recognition.)
Gallup’s list of critical manager capabilities includes these:
- They motivate every single employee to take action and engage employees with a compelling mission and vision.
- They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
- They create a culture of clear accountability.
- They build relationships that create trust, open dialogue, and full transparency.
- They make decisions based on productivity, not politics.
We don’t see recognition on this list either, but we do see trust.
Vendors are pushing recognition apps. I believe they fall in the category of activities that are relatively harmless but of little value. If there is harm (besides wasted expense) it is that they, by nature, are targeted only at positive feedback. Then there is a lost opportunity to create awareness of other important behavioral/skill deficits.
I have proposed that “Trust” comes in two forms: Trusts and Trusted. Turned into behaviors that can be defined, developed and measured, they look like this:
Trust is one of those constructs that may be elusive to pin down definitionally, but we all know it and, more importantly, feel it when we experience it. Unfortunately (tongue deeply embedded in cheek) there will never be a “trust” app. But trust can be “deleted” just as fast as an app with no opportunity to reinstall.
Trust is the real foundation of a human workforce. Define it, develop it and measure it. Then your organization has a chance of really being “human.”
Costar, D.M., & Bracken, D.W. (2014). The impact of trust and coaching relationship on manager effectiveness ratings. In D.W. Bracken (Chair) Manager As Coach: Defining, Developing and Measuring Effectiveness. Symposium at the 29th Annual Conference of the Society of Industrial and Organizational Psychology, Honolulu, HI, May, 2014.
©David W. Bracken 2016
When defining organizational culture, I have picked up on the definition used by Bossidy and Charan in their book, “Execution” (2009) that it is defined by the behaviors that leaders exhibit and tolerate (and encourage, I would add). They assert that,
…to change the culture of the company, it must be done by changing the behaviors of its leaders” (Bossidy and Charan 2009, p. 105).
I am drawn to this definition because it is behavioral, and, therefore, can be observed, measured, developed and changed. This may feel somewhat “cold” to many of you who envision culture to be something more ethereal. I offer this alternate definition as an example:
The values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture includes an organization’s expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. (http://www.businessdictionary.com/definition/organizational-culture.html#ixzz432BtClQ8)
I am sometimes critical of definitions like this because a) they make the construct/concept sound much too complicated for our end users (clients, organizations) and b) it is probably impossible to reliably measure despite the desperate attempt at the very end to assert they must be valid (or at least “considered” valid. Really?)
I was recently sharing my definition of culture in a talk I gave at SPIM (https://goo.gl/jk7LrJ), and it occurred to me that the pure behaviorist definition does seem cold. I told them (and now you) that I really don’t believe that culture is just a bunch of behaviors any more than three notes are just a “chord” in music. So I got to thinking about this musical metaphor.
I am not anywhere near a musical expert nor prodigy. But I do love music of all kinds, play a couple instruments, and have performed in many groups, from folk groups, rock bands, orchestras, marching bands. and church choirs. Have even tried to write a few ditties along the way. So I do appreciate the magic of music done well and the challenge of creating that magic.
Most of you are younger than me, but some of the “old” music is still pretty accessible. With the use of the song “America” in the Sanders campaign, you had the chance to get introduced (or re-familiarized) with the duet harmony of Simon and Garfunkel, and that is one kind of magic augmented by a message that strikes home on many levels that can give you goose bumps.
But adding a third note is a different kind of experience. It’s kind of like the difference between two points creating a line in two dimensions, and then adding that third point that creates a plane. It is that concept that we also use in defining psychological constructs, and (at least from my recollection of factor analysis) part of the reason that, in 360 data collection and reporting, we try to have three items in a dimension and three responses to report a score.
Back to music, the recent death of George Martin has created an excuse to revisit the catalog of The Beatles songs that he produced and even performed on. In fact, just yesterday the New York Times created a list of almost their entire library in which you can listen to snippets or listen to the full song on Spotify with just a click. http://nyti.ms/1M5zq3J
I encourage you to use that easy NYTimes means to refresh (or create) a memory of the magic that they could create with the three part harmonies on songs like “This Boy,” “Nowhere Man,” and “I Feel Fine.” “Because” from “Abbey Road” is also amazing, but with an asterisk since it might be called “synthetic” harmony in 9 parts, obviously using technology to create the multiple layers of voices.
For those of you who know more about music than I do, I have heard of references to “phantom” (or hidden) notes that are not sung but are heard when harmonies are just right. I keep using the word “magic” but I can’t think of a better way of describing the sense you get when the sound is so rich, and then even sometimes combined with a moving lyric. I am not the most spiritual person in the world, but some of my most vivid, chill-producing experiences have been when singing in a church choir when the music, the message, and the performance all come together, maybe for even just a phrase or even one bar. I think most of us have used the metaphor of “singing out of the same hymnal” regardless of our denomination (or lack thereof) and know basically what we are referring to when we use it.
The Beatles (and George Martin, sometimes called the “Fifth Beatle”) were an organization. I think their culture was best demonstrated when they sang in three parts (occasionally Ringo joined), and they did less of that on “Sgt. Pepper’s”, and then it basically went away until their last album, “Abbey Road.” (“Let It Be” was recorded before Abbey Road and had no three-part harmony that I can cite). I propose that they lost their “culture” in a corresponding timeframe, and got it back to an extent in time to produce their arguably best (and last) album.
So this behaviorist does see/hear/feel the magic that can be created by three or more leaders in an organization that are “singing” the same tune that is derived from a common commitment to the organization’s vision, values and strategy, translated into concrete behavioral requirements that are definable, measurable, and developable. We sometimes refer to that as the whole being more than the sum of the parts; the sentiment is the same but that phrase doesn’t create chills, at least for me.
Can a behaviorist see and hear magic, and get chills? This one can.
Bossidy, L. and Charan, R. (2009). Execution: The discipline of getting things done. New York: Crown Business.