Category : Corporate Rebels

Train wreck

Train Wrecks

After hearing about the release of “Rebels at Work” next month a friend told me that we should write a prequel called “Train Wrecks.”

“There are so many stories about messes at work that could have been avoided if managers had listened to employees.  It never fails to amaze me at how long managers can deny a problem.”

You don’t have to look far to find train wrecks at work — where good rebels warned that the train was going to go off the rails.

  • Financial train wrecks: How have big banks been able to get away with outrageous behavior, creating rippling financial shitstorms? The New York Fed, the chief U.S. bank regulator, created a culture where raising problems and asking questions was shunned. When Carmen Segarra, one of its regulators assigned to Goldman Sachs, actually went about doing her job — thinking that her and her employer’s  job was to fix the financial system — she got fired.  This September 26, 2014 ProPublica article is a great read about how culture, consensus, and discrediting good rebels have allowed our financial system to become a train wreck: Inside the New York Fed: Secret Recordings and a Culture Clash.
  • Automotive train wrecks: Yesterday General Motors issued its 76th recall of 2014, calling back 7,600 police vehicles because they could roll away when drivers thought they were in park.  Following an internal GM investigation earlier this year,  CEO Mary Barra said, “The lack of action was a result of broad bureaucratic problems and the failure of individual employees in several departments to address a safety problem.… Repeatedly, individuals failed to disclose critical pieces of information that could have fundamentally changed the lives of those impacted by a faulty ignition switch.”  GM knew about the ignition switch safety issue for 10 years before they issued a recall. My guess is that good rebels in GM raised the problems — and their bosses failed to act on that information.
  • Health care train wrecks: As reported by Charles Duhigg in The Power of Habit, there were many instances where nurses at Rhode Island Hospital warned surgeons about patient issues and procedures only to be told to shut up.  “If I want your damn  opinion I’ll ask for it. Don’t ever question my authority again,” a doctor said to a nurse who questioned the appropriateness of a surgical procedure. “If you can’t do your job, get the hell out of my OR.”  Only after several reported incidences of surgical errors, like operating on the wrong side of a patient’s head, did the hospital address its corrosive culture, a culture where good rebel nurses were habitually dismissed by surgeons. Talk about a modern day caste system.

Being an optimistic type who likes to create solutions rather than muck around in problems, I’ll probably never write a book about train wrecks.  One reason is that it would a really long book to write.

The real reason, though, is that I think my time is better spent helping positive people inside organizations band together and get their ideas heard before the emerging problems cause real damage. Plenty of researchers, academics, books, and consultants help executives. Not many help employees on the front lines.

It’s time for more of us to support the people who care enough to say,  “Houston, we have a problem.

 

After hearing about the release of “Rebels at Work” next month a friend told me that we should write a prequel called “Train Wrecks.”

“There are so many stories about messes at work that could have been avoided if managers had listened to employees.  It never fails to amaze me at how long managers can deny a problem.”

You don’t have to look far to find train wrecks at work — where good rebels warned that the train was going to go off the rails.

  • Financial train wrecks: How have big banks been able to get away with outrageous behavior, creating rippling financial shitstorms? The New York Fed, the chief U.S. bank regulator, created a culture where raising problems and asking questions was shunned. When Carmen Segarra, one of its regulators assigned to Goldman Sachs, actually went about doing her job — thinking that her and her employer’s  job was to fix the financial system — she got fired.  This September 26, 2014 ProPublica article is a great read about how culture, consensus, and discrediting good rebels have allowed our financial system to become a train wreck: Inside the New York Fed: Secret Recordings and a Culture Clash.
  • Automotive train wrecks: Yesterday General Motors issued its 76th recall of 2014, calling back 7,600 police vehicles because they could roll away when drivers thought they were in park.  Following an internal GM investigation earlier this year,  CEO Mary Barra said, “The lack of action was a result of broad bureaucratic problems and the failure of individual employees in several departments to address a safety problem.… Repeatedly, individuals failed to disclose critical pieces of information that could have fundamentally changed the lives of those impacted by a faulty ignition switch.”  Gm knew about the ignition switch safety issue for 10 years before they issued a recall. My guess is that good rebels in GM raised the problems — and their bosses failed to act on that information.
  • Health care train wrecks: As reported by Charles Duhigg in The Power of Habit, there were many instances where nurses at Rhode Island Hospital  warn surgeons about patient issues and procedures only to be told to shut up.  “If I want your damn  opinion I’ll ask for it. Don’t ever question my authority again,” a doctor said to a nurse who questioned the appropriateness of a surgical procedure. “If you can’t do your job, get the hell out of my OR.”  After  several reported incidences of surgical errors, like operating on the wrong side of a patient’s head, did the hospital address its corrosive culture, a culture where good rebel nurses were habitually dismissed by surgeons. Talk about a modern day caste system.

Being an optimistic type who likes to create solutions rather than muck around in problems, I’ll probably never write a book about train wrecks.  One reason is that it would a really long book to write.

The real reason, though, is that I think my time is better spent helping positive people inside organizations band together and get their ideas heard before the emerging problems cause real damage. Plenty of researchers, academics, books, consultants help executives. Not many help employees on the front lines.

Here at Rebels at Work, we’re all about supporting the people who care enough to say,  “Houston, we have a problem.

- See more at: http://www.rebelsatwork.com/?p=1967&preview=true#sthash.nV8WhkDI.dpuf

After hearing about the release of “Rebels at Work” next month a friend told me that we should write a prequel called “Train Wrecks.”

“There are so many stories about messes at work that could have been avoided if managers had listened to employees.  It never fails to amaze me at how long managers can deny a problem.”

You don’t have to look far to find train wrecks at work — where good rebels warned that the train was going to go off the rails.

  • Financial train wrecks: How have big banks been able to get away with outrageous behavior, creating rippling financial shitstorms? The New York Fed, the chief U.S. bank regulator, created a culture where raising problems and asking questions was shunned. When Carmen Segarra, one of its regulators assigned to Goldman Sachs, actually went about doing her job — thinking that her and her employer’s  job was to fix the financial system — she got fired.  This September 26, 2014 ProPublica article is a great read about how culture, consensus, and discrediting good rebels have allowed our financial system to become a train wreck: Inside the New York Fed: Secret Recordings and a Culture Clash.
  • Automotive train wrecks: Yesterday General Motors issued its 76th recall of 2014, calling back 7,600 police vehicles because they could roll away when drivers thought they were in park.  Following an internal GM investigation earlier this year,  CEO Mary Barra said, “The lack of action was a result of broad bureaucratic problems and the failure of individual employees in several departments to address a safety problem.… Repeatedly, individuals failed to disclose critical pieces of information that could have fundamentally changed the lives of those impacted by a faulty ignition switch.”  Gm knew about the ignition switch safety issue for 10 years before they issued a recall. My guess is that good rebels in GM raised the problems — and their bosses failed to act on that information.
  • Health care train wrecks: As reported by Charles Duhigg in The Power of Habit, there were many instances where nurses at Rhode Island Hospital  warn surgeons about patient issues and procedures only to be told to shut up.  “If I want your damn  opinion I’ll ask for it. Don’t ever question my authority again,” a doctor said to a nurse who questioned the appropriateness of a surgical procedure. “If you can’t do your job, get the hell out of my OR.”  After  several reported incidences of surgical errors, like operating on the wrong side of a patient’s head, did the hospital address its corrosive culture, a culture where good rebel nurses were habitually dismissed by surgeons. Talk about a modern day caste system.

Being an optimistic type who likes to create solutions rather than muck around in problems, I’ll probably never write a book about train wrecks.  One reason is that it would a really long book to write.

The real reason, though, is that I think my time is better spent helping positive people inside organizations band together and get their ideas heard before the emerging problems cause real damage. Plenty of researchers, academics, books, consultants help executives. Not many help employees on the front lines.

Here at Rebels at Work, we’re all about supporting the people who care enough to say,  “Houston, we have a problem.

- See more at: http://www.rebelsatwork.com/?p=1967&preview=true#sthash.nV8WhkDI.dpuf

In a world without rebels

Our systems — be they companies, government agencies, schools, churches or healthcare organizations — become brittle, rigid, bureaucratic, and sometimes even dangerous when there are no rebels or change makers who have the courage to say, “This isn’t the right way.” Look no further than General Motors’ recent debacle. This inspirational post reflects on what might happen in a world without rebels.

Messengers at work

A lot of people don’t like the word rebel, which I latched onto because it gets people to pay attention and it conveys people with the courage, conviction and commitment to stand up for change.

“Messenger is a much better word,” my friend Maria has been telling me for several months. “It’s positive. Rebels are angry fighters.”

Last week Maria and I got together for our annual two-day marathon where we help one another set our goals and intentions for the year.

Optimism lifts

What advice do you wish someone had given you earlier in your career?  “Don’t climb, lift,” said veteran analyst John Bordeaux in his Rebel at Work story.

Don’t climb. Lift.

There’s much to take away from this advice. One question might be, “What allows us to lift?”

Optimism lifts. Skepticism requires climbing.

I remember my first week on a new job talking with a team of discouraged people, demoralized because their client was unhappy with their work.

“Let’s try to show the client how much we’re accomplishing.  How about we change the monthly report formats and  list everything that we’ve accomplished each month in bullet points, right at the top,” I suggested.

“Yeah, right,” said Cindy. “What happens if we don’t achieve those kinds of results?”

Though I had only been at the agency a couple of weeks I was optimistic that we’d be able to achieve more,  especially if we changed a few approaches to the work.

“If we do these two things every month I really think we’ll be able to report some results that will make the client happy. Let’s just try it for a couple of months and see what happens.”

This optimism accomplished two things.  The team didn’t resist my new ideas, although they were contrary to the way most teams did things at the company, and the team did in fact achieve results that surprised them and the client. Someone genuinely believing they could succeed lifted the team, and they achieved more than they thought possible.

Optimism has a powerful influence on people.  It helps us to take a chance, do something new, invest in an alternative approach.

This is not about chirpy, fake platitudes and those motivational “Dare to do the Impossible” posters posted on bulletin boards near the lunchroom. I’m talking about adopting a mindset focused more on possibilities than problems.

In a world where the voices of the skeptics and naysayers seem to shout the loudest, we optimists quietly and persistently keep going. We do so because we believe that our idea is possible. We see the reasons why it can work and the value it will provide. We follow our passions, know and use our strengths, are open-minded and open-hearted, and we often reflect about what is working and where we can do things differently.

Sure we fall back and get frustrated, too. Big time. But it’s how you respond to setbacks that influences how likely you’ll be able to find the energy to get up and continue on.

How optimistic people achieve more:

  • Attract supporters. People prefer to be part of teams that believe what they’re doing is achievable. They also get energy from being around optimistic people, so they like to be on your team.
  • Get the ear of more people. Even if people don’t agree with our ideas, they are more willing to listen to us and have a conversation.
  • Self-motivate themselves.  When you believe something is possible it motivates you to stay with the idea, keep gathering information, ask questions, get input, think how to improve on it. Doing this makes the idea even more likely to succeed.
  • Minimize stress: Persistence and determination are easier to sustain when you have an optimistic attitude. Make no mistake that  being a rebel at work is stressful, but a positive perspective can make it less exhausting.  Optimists ride the possibility wave to keep motivated. Pessimists tackle persistence and determination by pushing a rock up hill. People want to surf with you. Pushing heavy objects up steep hills, not so much.
  • Trigger contagiousness.  Positive ideas get talked about.  Ones that connect with rational and emotional desires hop on the word of mouth train.  “Here’s a way we can do our work faster, easier, safer, with more fun, and with much fewer headaches.”  Sign me up to help.
  • Look inviting.   People who are negative show creases on their foreheads, furrows between their eyes, squint marks by the sides of their eyes, bags under their eyes from lack of sleep. I admit this is a superficial benefit of optimism, but looking healthy and restful also attracts more people to you than when you look haggard.   Think about it. Who do you like to chat with around the proverbial water cooler?  A positive, healthy looking person or someone who is stern, overly serious and coiled like they might strike if you say the wrong thing?

 The science of positivity and optimism

The science backs up these views on optimism.

Dr. Barbara Fredrickson, a scholar in social and positive psychology and author of Positivity: Top-Notch Research Reveals the 3-to1 Ratio That Will Change Your Life, has found that positivity opens our minds and hearts, making us more receptive to ideas and making us more creative. Positive emotions help us to discover new skills, new knowledge, and new ways of doing things – and to recover more quickly when things don’t go well.

She suggests that we try to achieve at least a 3:1 positivity ration.

“This means that for every heart-wrenching negative emotional experience you endure, you experience at least three heartfelt positive emotional experiences that uplift you,” Dr. Fredrickson explains.  “This is the ratio that I’ve found to be the tipping point, predicting whether people languish or flourish.”

You can’t force optimism and positivity, using insincere, gratuitous gestures and words.  That will backfire.  You have to really feel it and mean it. No platitudes and smiley faces. People see right through that.

In fact, the subtle difference between positivity and optimism is action, according to Elaine Fox, a psychologist at the University of Essex in England and  author of a book on the science of optimism, “Rainy Brain, Sunny Brain.”

“Optimism is not so much about feeling happy, nor necessarily a belief that everything will be fine, but about how we respond when times get tough,” she writes.  “Optimists tend to keep going, even when it seems as if the whole world is against them.”

Optimism practices

  1. Use new words. If something doesn’t pan out, refrain from calling it a “failure,” or worse, saying “I failed.”  Sometimes things don’t work out. The idea may be too risky for the organization.  You piloted a concept and the data indicated it wouldn’t achieve enough of the right results.  The thinking was sound but the investment costs were far greater than the likely returns.  You get the picture.  If we use failure words, we label ourselves and our efforts in ways that diminish the likelihood of trying again, or of people supporting us again.  We rebels are idea people. Some ideas will work brilliantly, others not so.  We’re not failures.  We’re thinkers and experimenters.
  1. Hang out with optimistic people.  Not the Pollyannas but realists who see what’s possible. Creators vs. complainers.  Avoid the Debbie Downers and Negative Nicks wherever possible. Including in your personal life.
  1. Picture it. Envision how people will feel and be better off if you’re successful. Keep this image clear. Present this image when taking about your project so people are reminded of the big picture benefit. Ask an artsy friend to make an image of it, for you and for you to use when you have to make a presentation about the idea. Or find a metaphorical image that inspires you. (I like the rising moon image in this post.)
  1. Try to work on things that interest you. This isn’t always possible but when we’re determined it’s interesting to see how we can shift assignments and responsibilities, especially when we can demonstrate why the work we WANT to work on is important to the organization.
  1. Tune out.  Though we rebels tend to have insatiable curiosities, there are some things we should stay away from. Like people who over use fear and anxiety to get attention and manipulate feelings. Hysteria clouds perspective and balanced thinking.
  2. Do one scary thing a year.  Something that interests you but you find intimidating, as in “I don’t think I could ever do that.”  Or, “I’d be way out of my league if I took that course.”  “What would I say if I agreed to give a speech like that in front of those people?”  The thing about doing one scary thing a year is that it builds up your confidence.  You will almost always find that you do better than you think you could, or you were welcomed warmly by people you don’t usually associate with. The benefit? Your optimism increases. You believe that more is possible.
  1. Turn to learning: When you hit roadblocks and frustrations turn to learning and questioning. “What could I learn that would help me figure this out? What’s beneath what’s going on here?”  Questions open you back up to possibilities and restore optimism. Don’t stay parked in dead ends.

 

 

 

Knowing when to quit

Two weeks ago I was leading an American Marketing Association workshop about how to gain approval and adoption of new ideas. We covered the first four items on the following list through a series exercises and then I asked everyone which of #5 – 10 they most wanted to spend time on.

1.   What’s at stake?

2.   Make the status quo unappealing

3.    Use the SCARF model

4.   Uncover the hidden motives

5.   It’s an experiment

6.   What’s the real issue?

7.   Move away from drama

8.   Befriend the Bureaucratic Black Belts

9.   Stay under the radar

10.   Know when to quit

People loved #10.  I have to confess I was surprised and perhaps not prepared enough.  How do you know when it’s time to let an idea go? Or  stop trying to get a project funded? Or get people interested in adopting a new way? Or even leave a job?

Here’s what I suggested:

  • Rate importance: Ask your boss or client how important a particular project is to them on a scale of 1 – 10.  If it’s below six, it’s just not that important.  At this point you’ll probably have a hard time getting it to 9 or 10.  If they say 7 or 8, ask them what it what would make it a 9 or 10.  Then listen very carefully.
  • Just ask:  “We’ve been talking about this idea for a while, but it doesn’t seem to be moving ahead. I think it helps us (insert important organizational goal). What do you think is holding it back? What advice can you give me?”
  • Is the energy waning?  Do fewer people show up for meetings about the idea?  Is the idea put early on the agenda (probably still interested) or last (if we don’t get to it, no big deal.)? Is it even on management meeting agendas?
  • Not performance objective worthy: If you set your annual performance objectives and your boss doesn’t view your big idea as an important for your objectives, he or she doesn’t think the idea is important.
  • How much are your colleagues willing to help? If your work friends just aren’t into helping you with the idea, it may signal that they don’t see the value of it. Another sign that it may be time to quit the idea.
  • Are you becoming not yourself? If you’re starting to be angry, judgmental or righteous, this might be a sign that it’s time to let go.

Yogi Berra allegedly once said, “If the people don’t want to come, there’s nothing we can do to stop them.”

Sometimes the time isn’t right for an idea. We rebel thinkers work ahead of most people, and it takes a while for them to catch up with our ideas. Sometimes you just need to wait a while and reintroduce the idea.

Sometimes you may need to more clearly communicate the value and relevance of the idea. It’s easy after a while to get so down into the weeds of how a project or idea will work that people have forgotten why it’s such a good idea in the first place. (Go to #1 on the list: show them what’s at stake, what the idea makes possible and how that’s so much better than what exists today.)

Don’t beat yourself up or take on all that failure language or people will begin to see you as a problem person vs. the creative person who knows how to come up with great ideas.

Even if this was the greatest idea you think you’ve ever developed, know that there will be more great ideas.  Creativity doesn’t stop.

Unless, of course,  you spend all your energy hanging on too long to an idea no one cares about.

 

When your horse dies, get off.

 

 

 

Tight pants

By last Friday afternoon I was exhausted, having worked on an especially rebel-worthy assignment.

This meant I had to maneuver around Bureaucratic Black Belts (BBBs) and move people off assumptions that they were willing to fight (me) for. All very congenial, but intense nevertheless.

It also meant that I had to find ways to help people see a better way, be confident while also being honest about the uncertainties, and remain steadfast and open-minded.

Talk about paradox. Can I also say once again how exhausted I was?

Two themes I find about change: there can be no progress without paradox, and leading change is often exhausting. Not always. But often.

On Friday afternoon a good friend was kind enough to listen to me talk about what had happened, and ask good questions to help me clarify the best next steps.  She also said, “You know, being a rebel is a lot like what Terry Pearce said in his book Leading Out Loud.”

“There are many people who think they want to be matadors, only to find themselves in the ring with two thousand pounds of bull bearing down on them, and then discover that what they really wanted was to wear tight pants and hear the crowd roar.”

Real rebels are not afraid stay in the ring.

Many of us also take long naps on the weekend.

Facilitating healthy dissent

When we corporate rebels (aka intrapreneurs) disagree, it signals we care about an issue. That we want to wrestle with it to find better approaches. So why do people so often try to shut us down?

Many people think disagreeing means that we’re being unkind and insensitive.  Or impolite. (Egads!) “Let’s take this off line,” they say.

What’s unkind to me is pretending an uncomfortable issue doesn’t exist when everyone knows it does. There’s a tension at work when this happens. Nothing is moving forward, corporate inertia is draining us, and we’re becoming ever more skeptical about the cry for  greater collaboration.

Furthermore, the longer an issue is ignored, the more frustrated and demoralized people become. Even worse, trust and respect among people erode. And when that’s gone, the organization gets crippled.

“When someone comes to a meeting and states an opinion or makes a suggestion that his teammates don’t agree with, those teammates have a choice: they can explain their disagreement and work through it, or they can withhold their opinion and allow themselves to quietly lose respect for their colleague,” says organizational health consultant Patrick Lencioni in his excellent book The Advantage: Why Organizational Health Trumps Everything Else in Business.

“When team members get to choose the latter option — withholding their opinions — frustration inevitably sets in. Essentially, they’re deciding to tolerate their colleague rather than trust him.”

More than most, we rebels see healthy dissent as a team sport, where everyone with something to contribute is expected to contribute. If you don’t speak up your silence can be interpreted to mean that you agree and have nothing to add.

We view dissent as a way of together getting stronger, like a team preparing to hike Mt. Everest. All the potential issues are honestly discussed and worked through to increase the likelihood of a successful expedition where no one gets hurt. We’re fed by the positive energy around these conversations. We appreciate and value what our colleagues have to say.

We also listen fiercely and ask frank questions.  It’s about inquiry vs. preaching.  But most organizations practice advocacy instead of inquiry in their conversations, say Sue Annis Hammond and Andrea Mayfield in The Thin Book of Naming Elephants.

“Advocacy is a win-lose form of communication…each person is trying to convince the other that he or she is right and there is only one right answer.  Dialogue assumes people see the world differently…each person assumes he or she can learn something new from others.”

Practices for inviting healthy conflict

So what can you do to move from advocacy to inquiry? To help foster healthy dissent vs. angry debates?  Here are some suggestions.

  1. Establish agreements: set some guiding principles at the start of a meeting and keep them posted on the wall as a reminder. If someone starts to violate an agreement, bring everyone’s attention back to the list on the wall. Here are some guiding principles that I have found helpful:
    • Judge ideas, not people.
    • Focus on solutions and ways forward; stay away from drama and problems.
    • Observations are more useful than opinions.
    • Let each person complete their thought; avoid interrupting.
    • Ask questions that illuminate, not interrogate.
    • Ask questions that are brief and to the point without adding background considerations and rationale, which make the question into a speech
    • Respect other people’s truths.
    • If you want your views to be heard speak now. Not later in backroom side conversations.
  2. Set the tone: Open the meeting by going around the room and asking everyone to respond to a soft but relevant question where there is no right or wrong answer. No one comments on what a person says, just respectfully listens. This helps to put people at ease, build personal connections, make sure everyone’s voice is heard, and get comfortable with listening.  I recently asked a group about  the most creative thing they had done outside of work in the past month. The answers were hilarious, and that laughter set a relaxing, collegial tone to dig into important issues.
  3. Set up what’s at risk: Frame the conversation by succinctly stating what’s at risk and why it’s so important to debate the issue and get everyone’s views.  This focuses the conversation and reminds people why it’s worth their time and honest input.
  4. Make sure you have enough time. Issues worthy of inquiry and debate usually require more than the typical one hour time allotment. One hour meetings are good for updates and touching base.  Strategic conversations where we value everyone’s involvement need more like three hours, maybe a even a day or more.
  5. Facilitate or use a facilitator.  Effective facilitators carefully listen, guide, inject good questions to open up new conversation veins, move people off dead horses, prevent any one person from hogging the conversation, help the group to recover if someone has said something hurtful, and adhere to the meeting agreements. If you are facilitating, know that it will be difficult to participate. As a participant you’re focused on the ideas not the meta conversation. Understand what role you’ll be playing, participant or facilitator.
  6. Ask the wind-down question. It usually gets to the real issues: About 30 minutes before the meeting is to end ask, “What hasn’t been said that should? Is there something you feel we’ve been avoiding?  If we never talked about this issue again, would you feel satisfied that we honestly examined all the important aspects of it? If not, what needs to be said?”  Inevitably someone speaks up and speaks the truth and the real conversation starts.
  7. Close with insights: After summarizing highlights and next steps, ask everyone to briefly respond to a closing question, which further respects views and makes sure voices are heard.  Possible closers might be:
  • How did your thinking on this issue shift?
  • What one thing did you find most useful from the discussion?
  • What was the high point of this discussion for you?

For more helpful ideas on facilitating healthy dissent, read Carmen’s post, “Advice for Managers: Do You Make It Easy for People to Disagree with You?”