The experiment is working

A few months ago I read a book by leadership consultant Margaret Wheatley — Turning to One Another –  in which she suggests an experiment:

Be brave enough to start a conversation that matters.

  • Talk to people you don’t know.
  • Talk to people you never talk to.

Be intrigued by the differences you hear.

  • Expect to be surprised.
  • Treasure curiosity more than certainty.

Trust that meaningful conversations can change the world.

When traveling on planes and trains I’m usually head down, checking email, writing strategy documents, catching up on business reading. But for the past few months I’ve intentionally engaged in conversations with strangers, following Wheatley’s advice. And what a few months it has been, from  learning, meaning and networking perspectives.

I had an amazing three hour conversation with a Hollywood producer on a train, where we talked about business models, managing talent, fantasy jobs outside our current fields, packing tips for traveling, creative and challenging things we do for our own professional development, fear of aging, sisters, and books and movies.  I learned that executives in any business have the same issues — cash flow, talent, customer satisfaction — and that executives in any business are people with hopes and fears, aspirations and restlessness.

A kind, gentle woman from Louisiana talked to me about her faith, and how being born again with Jesus has made her life one of serenity and comfort.  She gave me a Bible and pointed out passages that someone who has never read the Bible might like.  I asked her why a compassionate Jesus would discriminate against gays, as her Church does. She hesitated and carefully considered the question. “Maybe we need to rethink things there.”

A rollicking Amtrak conversation with a biomedical engineer who designs heart replacements and an executive coach and documentary company executive was all about bad decisions and lessons learned — managing real estate property and tenant problems,  marriage –  knowing when it’s time to change career directions, and the surprising kindness of strangers.

The African American documentary director shared the story of how a member of the Seagram’s family changed her family’s history. Her father was a shoeshine boy at a country club in St. Louis. One of the Seagram’s got to know her father and said, “Henry, you seem like a smart young man. Why are you shining shoes?”  Her father said he didn’t have the money to go to college. The Seagram’s founder gave her father the money to go to medical school, with one stipulation: he had to pay back every cent, which he did.

So this is a summer of surprise, and conversations that matter.  Look up from your reading and be curious. These  real life stories are better than anything in the 20 books waiting to be read on my Kindle.

Management 2.0: Nurses unionize "to be heard"

The greatest impact of Web 2.0 on our culture is that people expect to have a voice and input into company and organizational decisions. Sure, this has always been true to some extent, but today people are taking action when they feel that management is ignoring them. (Note to executives: while you may feel like you are communicating, that’s different from making people feel heard. How they feel is often more important than all the usual rational communications strategies.)

One example: last week nurses at a local hospital — Kent Hospital in Rhode Island — voted 290 to 214 to join the United Nurses and Allied Professionals union. The reason? The nurses said that didn’t feel like they were being heard.

In a story in the Providence Journal psychiatric nurse  Debbie Almeida said, “Over the years the whole climate has changed here. We felt we no longer had a voice in things.”

Nurse Rose Desnoyers added, “The reason I wanted to see a union here was basically for respect. Money is not the issue.”

With the community and social networking tools available, it’s much easier to open up discussions and invite employees to engage in a genuine way and in a large scale. The only obstacle is management mindset.

We’re working on one project where the senior management initially poo-poo’d our recommendation to set up an online community for employees to talk about the issues. “They hardly use email.”  “They won’t participate.” ” What if someone starts trouble.” “This is more of a working class crowd, they’re not into that Web stuff.”

Instead of taking no, we created a private community using Ning, put up some discussion forums, showed it to management and suggested we invite employees in and try it. Worse case, we close it.  The response from employees has been quite good. People are offering insightful ideas in the community. Others are talking to their friends at work not in the community and telling them that management is really trying and the community shows it.

Our only obstacle: the company’s corporate parent blocked employees from being able to access the community at work. So people have to access the community from home and use their personal emails to register. And, due to hourly employee regulations, we have had to explain to folks that the community is optional. If they felt it was mandatory for their jobs and could only access it at home, the lawyers felt that we would be liable; employees might think, they warned, that looking at the community at home was part of work and demand to be paid overtime.

Fortunately, the CEO we’re working with is a risk-taker, squarely focused on his employees and his customers. The lawyers and corporate naysayers are secondary.

We’re working with another client who has yet to embrace social media but whose employees are also being courted by unions.  This company’s lawyers, too, block employees from being able to access the corporate intranet at home due to the same fears about hourly workers. And senior management and the lawyers worry about what might happen if they open up discussions and forums. What if someone starts trouble?

Seems to me that be trouble is already in the works. The risk of not opening up and really listening to employees — and acting on their often very good suggestions or helping them understand why their thoughtful ideas can’t be implemented — is unionization. And with unionization comes management issues of another magnitude.

In reading about the nurses at Kent Hospital it’s clear to me that they love their jobs and have a passion about the hospital.  Same with our clients’ employees. Most people want to work for successful organizations and most willing to share ideas have good ideas.

So why not learn how to really listen so that people are heard?

PS — If anyone has examples of how to get around legal issues, and open up employee communities and corporate Intranets so people can access from home, please share!

18 hours in a parallel universe

This post has nothing to do with marketing, and everything to do with listening and conversations. Last Thursday night I wound up in the emergency room of a major urban hospital because the right side of my face was pins and needles, my right eye was sagging and the pain in my head exploding.  (The good news: it was a “massively complex migraine” and not a stroke.)

Being in the ER was like being dropped into a parallel universe.  Because I wasn’t really sick I was able to both listen to and engage in some bizarre yet fascinating conversations – all of which educated me more in 18 hours about what’s going on in our world than a year of my usual information sources.

Waiting

Two young children played around the vending machines, demanding that their Pakistani-born father buy them candy.  He was visibly nervous, waiting for news about his wife and kept trying to pull his children away from the candy machines. Two 60-ish Italian-American women came by and not only bought the kids a treat, but taught them how to say, “Starburst.”  The children then danced and sang “Starburst, Starburst.”  Such a simple, kind gesture among strangers.

Inside

Once in an ER cubicle, I met my nurse Geeta, a gracious, professional young Indian woman and mother of babies 8-months old and two years old.  Geeta works three 12-hour shifts a week, 7 p.m. to 7 a.m.  I asked if she would have child care help on Friday morning so that she could sleep when she got off her shift.  Alas, no.

I asked Geeta what it was like to work a long graveyard shift. She explained that things were likely to get crazy after 2 a.m. when the bars let out. Lots of accidents and shootings. Thursdays are bad nights and Fridays are the worst in emergency rooms. Sure enough at 2:15, a beep started blaring, followed by the Code Blue announcement.  With calm yet urgency the teams set off.

I asked the 30-ish African American woman who wheeled me over to the CAT scan room whether it was hard working all night long. “Absolutely. But I’m going to school during the day and I need to work at night to pay for school and living expenses. I’m hopeful that I’ll be able to work days when I graduate.”  She is studying to be a surgical assistant.

The Brown neurology resident assigned to my case was nervous. Here he was with a 50 year-old woman with all the signs of a stroke in the dead of night and he was on his own.  His earnestness, respect, clarity of communications, and patience with an impatient patient showed maturity and judgment that I rarely see in much older people.

In the ER cube next door I overheard two state prison guards talking. Evidently there had been an accidental shooting that night and an inmate was injured. That inmate was next door, footcuffed and handcuffed to the bed, guarded by two policemen. When the doctor came in to do the exam, it was quite the procedure to take off some of the cuffs but not all. The inmate screamed at the guards, and the guards remained steady.  I imagine that they’d had quite a night already. One of their own had made a mistake that evening and a different kind of chaos was sure to follow. Every 15 minutes or so one of the guards would go in and wash his face to try to stay awake, while the inmate slept. (The restrooms were right across the hall from my cube.)

On the other side was a Hispanic man who spoke no English.  He had signs of a heart attack but the English-speaking doctors couldn’t be sure. It took two hours before a translator came.  Turns out that this man has no primary care physician and had been experiencing symptoms for days. Damage had been done.

Upstairs

In order to get an MRI that night I had to be admitted to the hospital.  At 5 a.m. I went up to a room to await the test results. The only room available was in the women’s oncology floor.  Early that morning I met my roommate Kim, a human resources director and mother of four children, who had just recently learned that she had leukemia.  Her month-long chemo treatments were starting at 10 a.m.

Around 8 a.m. Kim and I started talking and, laptop on her lap, she told me that she hoped to work at least five hours a day during her hospital stay, and she was looking forward to catching up on some good movies.  The oncology team swept in explaining what was about to happen beginning at 10 a.m.  A social worker spent extra time, suggesting that Kim get a notebook to keep track of questions, concerns, feelings.  The hospital chaplain came by with kinds words and prayers.  By 11:30 a.m, after 90 minutes of the first injection, Kim was experiencing massive headaches. Her sister and husband came to visit but she was already suffering in order to get her life back.

Leaving

I was discharged mid-day, but was marked by the short experience.  While I hate to pay taxes, I wish for better child care for Geeta, more educational loans so people like the CAT scan woman don’t have to work all night to go to school all day, a more humane medical training program so residents aren’t working such long, stressful shifts, and a better health care system so the Spanish-speaking man can more easily find a primary care physician and so that people like me don’t hog up precious resources when the likelihood of anything seriously wrong is so minute. We can’t continue to allocate resources as we do because of the risk of malpractice.

But most of all I wish more of us the patience of the prison guards, the calmness of the ER professionals in the midst of chaos, the determination of Geeta to work all hours to provide a better life for her family, the clear communications of the neurology medical student, the generosity of strangers buying children a candy bar, and most of all the optimism of Kim.

I have been inspired and feel fortunate to be a citizen of a world with such remarkable people.

A true story about a chair

Patrick Schaber over at The Lonely Marketer has a beautiful post about his friend Jill who put two chairs in the middle of a busy corporate campus and sat down to listen to anyone who had something to say. Needless to say there was a line of people waiting to talk and be heard. This is one of the more innovative employee communications strategies I’ve heard in a long time. No technology. Just real listening among people. Thanks for sharing Patrick!