Читать книгу Stepping Forward Together: Creating Trust and Commitment in the Workplace - Mac Ph.D. McIntire - Страница 5

It had been a great day – a wonderful ending to a great week. Like most of my business trips, this one, too, had ended on a successful note. I was exhausted and wanted nothing more than a few hours of solitude and sleep on my night flight home.

The man sitting next to me, however, had other plans. He was full of questions: where was I from, where was I going, what did I do for a living . . . .

“I’m a consultant,” I answered, unenthusiastically.

It was my typical, brief answer. I thought that would end his questions; as it usually does. I didn’t want to be rude, but I’d facilitated a grueling strategic planning session with a team of executives at a large, respected company, and I was physically drained. Normally, on the flight home from a week-long meeting I’m too tired to even read. After days of exhausting, organizational analysis, I don’t feel like talking to anyone. The five-hour flight from Philadelphia to Las Vegas was going to be debilitating enough; the last thing I wanted to do was talk to a stranger.

I could tell my fellow passenger was a businessman – probably an executive, a decision maker, a potential client. He appeared to be in his early forties. His thick crop of dark, slicked-back hair had slight tinges of gray, unlike my balding head and silver temples. Like me, he wore a dress shirt, tie, slacks and well-shined shoes. He, too, had loosened his tie but not taken it off. I’d watched earlier as he had neatly folded his sport coat and placed it in the overhead bin next to his briefcase and carry-on bag. Any good salesperson would consider this a golden opportunity to sell the services of his consulting firm and possibly generate a new client. But I’m not a good salesman. Never have been.

“What kind of a consultant are you?” he continued.

“A management consultant,” I responded, hoping the briefness of my answers would signal my desire to avoid conservation.

“What kind of management consulting do you do?” he persisted.

Since the short answers weren’t working, I thought I might be able to silence him with the long version:

“I help companies define their strategic focus and align everything within their company to achieve long-term profitability and growth,” I declared. “I show businesses how to stay focused on the things that matter most. I provide systematic tools and processes that enhance employee performance. I create teams out of groups of individuals. I build mutual trust and respect between managers and employees and create supportive relationships at every level of an organization. I build high performance companies staffed with committed and enthusiastic workers all going in the same direction at the same time. I teach managers how to get their employees to do the right things for the right reasons at the right time, each and every day at work.”

“Wow! How do you do that?” he eagerly asked, sitting up in his chair and leaning closer toward me.

I could tell by the tone of his voice and the attentive look on his face that my plan had backfired. His question was sincere; he wanted the real answer. He was almost pleading with me to continue. The intensity of his attentiveness jolted me awake. Nothing energizes me more than someone who is truly interested in learning the deep truths of organizational and personal effectiveness. I thoroughly enjoy discussing what makes human beings and businesses tick and will gladly forego sleep to help a troubled company, a struggling manager, an unchallenged employee, or despondent soul.

My need for sleep and to be left alone vanished. I was suddenly alert and revived as I switched to my training and consulting mode and introduced myself as we shook hands. My seatmate was Paul Spencer, the general manager of a tool manufacturing company in North Las Vegas that employs about 200, mostly blue-collar workers. Paul had been the plant manager for almost two years, having started his career with the same company as an engineer in the design department at the corporate headquarters in Ohio. He spent several years in sales and marketing and was eventually promoted to head of the Midwest region. He was awarded his current general manager position as a result of his thorough understanding of the business. Like me, he was returning home after a week-long business trip.

“Is that true what you said about getting people to work together, all going in the same direction toward the same goal?” Paul asked. “Can you really get employees to be enthusiastic and committed?” He shook his head as if he didn’t believe it.

“Of course,” I responded. “Why are you wondering?”

“I’m not so sure it’s possible,” he countered. “I’m having a heck of a time getting people at my plant to be enthusiastic about our goals, and I don’t know why. I’m constantly reading articles and management books that talk about building trust between managers and employees, but I can’t seem to pull it off with the type of people I’ve got working in my plant. When I was the sales manager it was easy to motivate salespeople. But I really struggle with the line staff on my shop floor.

“And, to tell you the truth,” he continued, “my managers aren’t much better. They aren’t team players either. Communication is horrible, and cross-functional cooperation seems like a foreign concept. It’s hard to fathom how, in such a small company, people can become so territorial. It’s like there are huge walls separating the departments. I’m about ‘this close’ to calling it quits and going back into sales,” he said, holding up his thumb and index finger about a quarter inch apart.

“So, is there any hope for me?” he asked, shaking his head as if he thought there wasn’t. “Can you really get people to work as a team, even in my type of business?”

“It sounds to me like you face the same challenges many managers face, regardless of the type of business in which they operate,” I suggested. “Your situation is not unique. You hire what you hope are the best people, only to discover they don’t always work well together. You put together what you think is a winning combination of individuals, and then find out they don’t necessarily gel as a team. Casey Stengel said it this way: ‘It’s easy to get good players. Gettin’ ’em to play together, that’s the hard part.’”

“He’s right!”

“No,” I countered, shaking my head. “He’s not right. I think Casey Stengel was wrong.”

“Yeah, you’re right. It’s not just getting them to play together that’s hard: it’s also hard to get good players,” Paul sighed, disheartened.

“That’s not what I meant. I firmly believe that it’s hard to get people to play together, or even to get good players, only if you don’t know how.”

Paul looked at me as if I had just made a ridiculously obvious statement. So I reiterated. “Getting good people and managing them well isn’t hard if you know how to do it. I firmly believe that succeeding in business or in your job – even succeeding in life – is easy if you know how. The key is knowing what it takes to be successful, and then doing it until you succeed.

I continued, “You and I have something in common, Paul. Both of us design, build, and sell tools. Your company’s tools allow people to build things better, faster, and easier. I create tools that help people and organizations do the same thing. My tools make people more effective at work, both in their individual and collaborative team roles. My tools help companies, and the people within them, move in the right direction and do the right things at the right time for the right reasons. And you, of all people, should know that having the right tools makes all the difference in the world.”

Paul nodded as he listened. He turned and faced me in his seat so he could hear better above the cabin noise.

“A competent manager – one who is a master of the craft, if you will – needs a toolbox full of techniques and methods for managing effectively. Just like a carpenter, managers are no better than the tools they possess and their ability to use them. Having the right tools – and knowing when and how to use them – is absolutely critical to success.”

Paul nodded his agreement with my analogy.

“I’m a tools guy,” I explained. “I’ve spent most of my adult life developing techniques that make companies and people more productive. I’ve analyzed human interactions and reactions in nearly every professional situation you can imagine. I’ve scrutinized the workplace from every angle. At this point, I dare say I know how to get people to work better together. And it’s not as hard as you think. That’s why I say that, contrary to what Casey Stengle said and you might believe, it’s easy to both get good players and get them to play well together – but only if you have the right tools.”

“That makes sense,” Paul agreed.

“If you’re interested, I’ll share one of those tools with you right now. I’ll bet by the time we’ve landed in Las Vegas I will have given you something to help fix whatever problems you’re facing at your tool manufacturing plant.”

“I’m definitely interested!”

“Great,” I smiled, “because I could talk about this stuff all night. And it sure will make the flight go a lot faster.”

With that, I quickly did what I could to transform our row into a makeshift meeting room. I reached under the seat in front of me, pulled out my briefcase, and took out a yellow notepad and a mechanical pencil. I grabbed a couple of printed 3x5 cards and slipped them into my shirt pocket. I’d show Paul what was on the card later. I pulled down the tray tables in front of both of our seats so we would have plenty of room to work. Then I began.

“Paul, in a few minutes I’m going to teach you a powerful model that will show you how to build strong work teams. I’m going to teach you how to get your employees to be enthusiastic about and committed to their jobs. But I first need to tell you a little bit about myself and my core philosophies so you’ll know where I’m coming from.

“One thing you need to know about me is that I try to reduce everything to its simplest, most basic form. I believe in making things as easy to understand as possible. That’s why I develop systematic tools and models to help people grasp how things work – particularly how organizations and human beings work – at the most basic level. So you’ll hear a lot of simple models and pithy statements from me – but that doesn’t mean we aren’t navigating complex territory. I’ve found the easier a complex concept is to grasp the more likely it is people will internalize what they learn and they’ll use that knowledge to improve their performance.

“Real learning takes place internally,” I said, motioning up and down my body with both hands. “Learning is an internal process, not something that happens externally. Deep, personal, profound learning only comes after serious introspection and contemplation. I’ believe most managers and employees have a wealth of experience and knowledge already stored within them. They’ve been collecting information consciously and unconsciously all of their lives. Consequently, sometimes the best place to look for answers to your problems is by searching within your own mind, heart or intuitive senses. Serious introspection can often disclose what is right or wrong or effective or ineffective. That’s why, as we talk about your business tonight, I’m going to tell you over and over again to ‘go inside yourself.’ When I say that, it means I want you to process this information in the context of what you believe, how you think, and what you feel is appropriate or inappropriate. To manage others effectively you need to gain a firm understanding of your core philosophies, your values and your personal beliefs – because until you know and understand who you are, you can’t know and understand others. You cannot manage others effectively until you can manage yourself.”

Paul was listening intently.

“As we sit here and discuss these concepts, I want you to constantly go inside yourself to search your mind, your heart, and your intuition for the answers you seek. When these three processing centers are in harmony – your head, your heart, and your intuition – you’ll know when you’ve come to the right conclusion. This is your innate system of internal checks and balances. If something seems right intellectually, but your heart tells you otherwise, you probably should listen to your heart. If your heart tells you to go in one direction and your head tells you to go in another, you should pay attention to your head. And, if something feels right or wrong in your stomach, your intuitive hunch may be correct. Therefore, the best way to know what is right or wrong is to confirm it in your head, your heart, and your intuitive senses.”

I told Paul the process for moving others is the same as it is for moving oneself. “To get people to move in the direction you want and to do what you want them to do, you have to appeal to people’s heads, hearts, and intuitive senses. When you align all three of these decision centers the odds are higher people will commit to whatever you ask of them.”

I needed Paul to fully grasp the significance of what I was saying. It was critical to his knowing whether the tool I wanted to share with him would work for him. While discussing the model, I wanted him to constantly evaluate the usefulness of what I was saying based upon the validation he received in his head, heart and intuitive senses.

“Paul, I’m telling you this very important point before I explain anything else to you for two reasons. I’m assuming you’re sincerely interested in learning how to move your employees to do what you want them to do?”

“Yes, I’m interested,” he confirmed.

“OK. But before I can help you move your employees, I have to first move you. I have to convince you that whatever I tell you is true so you’ll commit to doing the things I tell you. And I won’t get you to believe me unless I can convince you in your head, your heart, and your personal intuition.

“Then, once I’ve convinced you, I have to teach you how to convince your employees and managers so they’ll also get it in their heads, their hearts and their intuitive senses. This is the key to moving people. If you want to get people to do what you want them to do the way you want them to do it, you have to convince them in all three locations. When you tap all three decision making centers, the odds are higher your workers will commit to whatever you ask of them.

“What I’m about to explain to you is the internal process people go through before they will commit to a specific course of action,” I continued. “Much of what I’ll tell you, you probably already know. That’s because your head, heart, and intuitive insights contain a wealth of knowledge and experiences you’ve been capturing throughout your life, both consciously and unconsciously. You may know a lot more about effective management than you think. The answers to a lot of the problems over which you’ve been struggling may already be inside of you. The problem is that much of what you know subconsciously you can’t explain. My talent lies in developing tools and models that tap into your subconscious knowledge so it can be consciously evaluated, processed, altered and assimilated.”

I could see Paul was pondering what I was saying. I paused to give him time to process the information. When I sensed he had concluded his internal dialogue, I continued.

“You’ve probably heard people express the belief that good managers are born, not made, haven’t you Paul?” I asked.

“Yes,” he replied.

“I don’t believe it,” I submitted. “Clearly, some managers seem to have a greater innate ability than others; but the belief that managers are born, not developed, is a convenient excuse for those who cannot discern the ‘science’ behind good management. It’s easier for less astute people to claim that management is an ‘art form’ that cannot be taught to less endowed supervisors. That way they don’t have to take the time or invest the energy to try to figure out how they can be better managers themselves.

“In reality, there are no inherent secrets or mysteries to managing competently. The skills, abilities and attributes of the ‘natural’ manager are unconscious processes that, as yet, have not been exposed to the conscious scrutiny of lesser skilled managers. Once exposed to the consciousness of others, the qualities of exceptional managers can be understood, learned, and transferred to lesser skilled managers.

“There is a reason and a motivation behind every human action, no matter how unconscious it may be. Good managers understand these subconscious processes, both in themselves and in others. Armed with that information, they can rouse the enthusiasm and commitment of their employees and get them to perform as expected.”

I hoped I wasn’t going too deep too quickly. I normally don’t start my conversations with such philosophical pronouncements, but he seemed to be following my points.

“Before you can get someone to change or improve their performance, you first have to get them to acknowledge there is a need to change,” I suggested. “Would you agree that people can’t or won’t change their behavior until they are aware there is a need to change?”

“Of course,” he said.

“Likewise, people cannot alter or improve an unconscious process – like how they manage – until they become conscious about that process. The key to self-improvement is becoming aware of what one does, how one does it, and why one does it. If people are unaware of what, how and why they do something, not only can they not learn from ‘it’ and improve ‘it’, but they also cannot transfer their knowledge, behaviors or actions to others so they, too, can benefit from ‘it’.

“The ultimate goal in any organization is for everyone in the company to get ‘it’ – to understand what it takes to succeed at both the company and individual level. And that’s what I do as a consultant: I build tools and models to help people get ‘it’ and anchor ‘it’ in themselves and others so they can succeed at work and in life.”

I could tell Paul was tracking what I was saying. It was time for me to move from the philosophical to the practical.

“Now let me explain what ‘it’ is. Tell me, Paul, are there things at work that you get, but your employees don’t seem to get at all? Are there things that are obviously important to you as the plant general manager, but they don’t even show up on the radar screens of your employees? For example, are there things you notice all the time – such as a mess on the shop floor or a safety problem at your plant – that are blatantly apparent to you, but are oblivious to your employees?”

“Yes!” Paul reacted, surprising himself with how strongly his answer came out. “That really irritates me. It seems like I’m the only one who sees that stuff. Just last week I walked the assembly line and was disgusted at how filthy and cluttered some of the work stations were.”

“There’s a reason you seem to be the only one who sees it, Paul,” I said, thrilled to have been handed such a perfect example. “You’re conscious about cleanliness and safety. Your employees aren’t.”

“Why aren’t they?” he demanded. “I harp about those things all the time!”

“Yes, I’m sure you do,” I said with an amused smile. “And I’ll bet there are other things that you, as a manager, are conscious about that your employees may not seem to care about at all – things like operating costs, waste, yield rates, productivity, quality control, customer satisfaction, and other critical elements of your business. No doubt you’ve harped about those things, too. I’m quite sure you’ve tried to get everyone in your organization to be just as conscious about those issues as you are. After all,” I chided, “they are the things that matter most, aren’t they?”

Paul wasn’t smiling. He actually was gritting his teeth: his frustration about these issues was written all over his face.

“Why don’t your employees get ‘it’?” I queried.

“I don’t know!” he said irritably. “I’ve talked about those things until I’m blue in the face. Sometimes it’s as if I’m talking to a blank wall. I think I’m the only one who cares about those things.”

“Oh, I think other people care about them, too,” I explained. “You’re just at a higher level of consciousness than they are because you’re the general manager of the company. These things are constantly in your consciousness because of your position. They’re important to you.”

“But those things are important to everybody’s position!” Paul lamented. “Or at least they ought to be!”

“Yes. You’re absolutely right. They ought to be,” I agreed. “Cost containment, yield management, increased productivity, quality control, and better customer service ought to be at the forefront of the minds of every employee in every organization. Unfortunately, too often they are not. But, I can tell you how to get it into your employees’ minds so these things are just as important to them. And that’s through a concept I call conscious management.”

“I like the sound of that.”

“Conscious management is a process that ensures every employee is constantly focused on the things that matter most,” I explained. “It is how you get every single manager and employee to be alert, attentive, and adamantly focused on doing the right things right for the right reasons. It’s how you get everyone in an organization moving in the same direction at the same time.

“You see, Paul, the reason why you are conscious about specific things at your plant is because of what you know, what you think, what you see, what you hear, what you feel, and what you intuitively sense. You know what the company’s goals are and why they are important. You think about what is best for the business. You see inefficiencies on the production line and want to fix them. You hear customers complain and you take quality failures personally because of your concern about the business. You feel bad when the company is not as profitable as it could be. When you sense something is wrong, you dive right in and try to figure out what is going on.”

“That’s right, I do,” he confirmed.

“So now, try to imagine what would happen if all of your employees responded the way you do to the situations in your company. Imagine how productive your plant would be if every manager and employee knew what you knew, thought what you thought, saw what you saw, heard what you heard, felt what you felt, and sensed what you intuitively sensed. Because that’s the real issue, isn’t it? If you could be assured that every single employee on the line and every manager in every department at your company were as conscious – or conscientious – about the same things you are, your life as the general manager would be a whole lot easier.”

“You’re right,” Paul said, obviously pondering my premise. “That’s an interesting thought!”

“That’s what conscious management is,” I declared. “Conscious management is a systematic process whereby you consciously transfer what you know, think, see, hear, feel and intuit into your employees and managers so they can know, think, see, hear, feel and intuit everything the same way you do. The only way your employees can do what you would do, the way you would do it, is if they process things the same way you do.”

“That’s a fascinating notion,” Paul exclaimed.

“And that leads us to another critical management concept I’m constantly promoting in my seminars. I call it: ‘managerless management.’”

“This one sounds even better than conscious management.”

“Yes, I’m sure you’ll like this one too. The question I ask managers is this: Who do you really want to manage your employees?” I asked, expecting Paul to answer.

Paul was stumped for a moment. He then rightly declared he wanted his employees to manage themselves.

“You’re absolutely right, Paul. The best form of management is where employees manage themselves.”

“That would be nice,” Paul said facetiously. “But that will never happen.”

“It has to happen!” I declared.

“Why’s that?”

“It HAS to happen,” I said, emphasizing my words even more strongly, “because the only way you can truly be a successful manager today is if you can raise the commitment level of your employees to a point where they manage themselves.

“Most managers today don’t have time to manage. Unlike fifteen or twenty years ago when a manager spent a great deal of time in the office, most managers today are ‘working managers.’ They’re out on the line. The majority of supervisors today perform the same front-line tasks as the employees they supervise. They work the front desk of the hotel while managing the front-desk staff. They supervise the production line while operating one of its stations. They cook with the cooks, design with the designers and write while managing the writers.

“The problem with this,” I continued. “is that when you’re a working manager, and push comes to shove and there’s not enough time in the day, which of these two responsibilities falls by the wayside: working or managing?”

“Managing,” Paul rightly surmised.

“Why?”

“Because the work has to get done,” Paul suggested.

“Right. The work has to get done. So when do managers manage?”

“In their spare time. Whenever they can.”

“Hence the problem,” I said. “Managers are managing whenever: whenever there is a crisis, whenever a problem comes up, whenever they have a minute, whenever they get around to it, whenever a situation forces them to deal with their employees. “The biggest problem with management today is managing is a spare-time, whenever job – not the primary focus of the manager. It’s no wonder there are so many management problems in so many businesses. Employees are being neglected because management is too busy working. Managers everywhere make sure the pressing production needs are met, but when the whistle blows at the end of the day they’ve neglected to manage their people. That’s why they fail to generate the enthusiasm and commitment necessary to achieve high levels of performance and greater profitability. By being singularly focused on results, they actually produce less results than they could if they’d take a greater interest in their employees.”

Paul was listening attentively. I could tell he was pondering what I was saying; no doubt mentally assessing how much time he and his managers spend managing their staffs.

“That’s what makes managerless management such a valuable leadership tool,” I continued. “If the reality of the workplace is that managers don’t have time to manage, then we have to create a work environment and organizational structure where employees can stay on task, meet performance standards, and be productive without close supervision. Managerless management entails putting in place systems and processes that allow employees to manage themselves without having a manager lording over them. Managerless management practices provide your workforce with the knowledge and understanding – or consciousness – they need to perform to standard with far less management oversight. It raises your employees’ consciousness level to your level of consciousness so they can do what you would do in the same situation.

“And guess what the best part is about getting employees to manage themselves? It frees you up to focus on other important issues – like strategically positioning your company for the future, monitoring the bottom-line, or interacting with the customers and employees. You know,” I chided again, “the stuff you’re supposed to be doing as the general manager of the company.”

“Oh, is that what I’m supposed to be doing?” Paul said, smiling.

“That’s the ultimate goal of both conscious management and managerless management: to get people to do what you would do the way you would do it without you having to be there. Conscious management is getting your employees to be so conscious about their work there is no need for you to be their consciousness for them. And the only way that can happen,” I reemphasized, “is when your employees know what you know, think what you think, see what you see, hear what you hear, feel what you feel, and sense what you sense. That’s what management is all about. Management is the transference of everything that is within your head, heart and gut so your employees become just as conscious as you are about the things the matter most at work. When that happens, everyone at your company will be going in the same direction at the same time.”

“Wow!” Paul exclaimed, falling back into his seat. “If you can tell me how to do that, that would be wonderful!”

It was fun to see Paul’s excitement. I couldn’t wait to tell him how to do it. I knew we’d be talking for a long time; probably until our plane landed in Las Vegas. I was looking forward to a great discussion.