Despite your faith tradition, or none, the idea of reflecting upon your own behaviors is essential to being a mature  and maturing human being.  Allowing time for reflection on YOUR OWN behavior and then forgiving yourself and finding more effective strategies going forward is the heart and soul of every faith and the journey to being a good woman or a good man—–as well as a successful woman and a successful man.

We are in the Lenten season in the Christian Church—which is a time dedicated to self reflection and reminding our selves of the need to forgive and atone to others for what we have done to harm them or failed to do to help them (much more important).  But it dawned on me today while at church that this concept needs applying at work—and that when I was ‘pitching” business of performance improvement in organizations it is related to this same point.  If we all don’t self reflect and own our own part of the reasons for things going wrong, if we don’t share that responsibility by owning our mistakes, we can’t possibly be part of the effort to improve workplace performance.

One of my favorite stories of being a consultant happened in the pitch stage for a multi year consulting project aimed at improving the quality of workplace performance in a large insurance company.  The company had been spending time and money on a quality approach but just didn’t feel it was getting value and real performance improvement.  Someone from this company had seen me deliver a speech on quality and workplace improvement and gave my name to the senior leadership team—-I was asked if I could come for a day, talk to people, look at documents and the situation and then advise the senior leadership team what I thought needed to be done. 

At the end of the day, seated with the senior team in a small conference room I said essentially the following: ” I am not exactly sure what the problem is but I feel very certain—95% so—-that much of the problem is with you right in this room and something you are not doing right.”  There was silence—finally one VP said, “Pat, can I ask you something—-do you make any money?”.  It broke everyone up and I laughed along with them but said again—”hey what can I say?  It is true.”  Now this DOES NOT mean I don’t think everyone in companies need support and performance tools and more coaching—a lot more.  So don’t twist what I am saying.  But, what I am saying and meaning is that self reflection on your own actions or lack of actions, admitting them and modeling right from the top is essential to changes in performance. 

This is the message I was giving to that senior team (who I worked for many years after they decided if I had the courage to say what I did I had to be good!)—-that performance improvement starts with our own improvement.  Self reflection and self improvement sets the stage for all staff improvement—it models it.  The danger is of course stopping there—spending time and money to help the senior people reflect, “do penance” in the work sense of that word, and get support and training and coaching.  That support has to then be extended to the rest of the organization allowing people at every level to self reflect and self direct their own changes.  Performance improvement is for everyone.  In this season of lent I am reminded we need to apply this lesson to us all and find inexpensive and effective ways to make performance improvement through self reflection possible for everyone—-hey, we have a solution for that—it’s called coaching for everyone.

Like millions of others I couldn’t wait to watch Tiger Woods last Friday as he attempted to explain and apologize for his actions.  Nearly 15 minutes long, the presentation appeared to anyone familiar with 12 step programs or therapy a clear sign that Tiger had begun the long process of coming to grips with a new realistic insight into himself and his need to make deep and fundamental changes to achieve his goals of being a man of superior character and integrity as well as a brilliant golfer.  While some dismissed his statement as a cover for less virtuous aims, I say to the naysayers—get thee to therapy yourself.  Such a hard stance to such an enormous step shows a lack of empathy, lack of understanding of processes like therapy, and a lack of realism about how every day people really are coming to grips with new self revelations and moving forward with their lives. 

In today’s world of work it is hard to think of a similar deep admission of real genuine accountability.   

Tiger’s work will mean more work for his wife, family and friends.  Some may drift away or not stay the course with him.  Others will go with his new flow and will have to act differently if his journey is to be successful.  And so will be the case at Citibank or Toyota or in any workplace when and if individuals take real accountability.  Top executives  apologizing for mistakes or wrong turns means changing work patterns for all—both the culture at large which is often the cause of poor judgements and individual behaviors as well.  But how much easier it would be to get people to commit to these needed changes if those in positions of authority or someone at the lowest rung of the organization took full and unconditional responsibility as Tiger has.

Most of what pass for apologies are explanations of what and why somethting happened with the implication that really the person did the best they could given the circumstances and if you goofs out there understood the situation you would have done the same thing or worse.  Sometimes this is absolutely correct.  But in many cases, real mistakes in tactics, in strategy, in approaches to achieve one or another goals was misguided or plain wrong and led to consequences that impacted many people terribly.  When there is ownership of an outcome, when there is clarity that one failed her responsibilities or his job and no one else is to blame, progress can begin.  Accountability breeds a willingness in others to take their share of responsibility and move forward in new directions.  A half hearted or non apology or admission of responsibility does nothing but breed more cynicism and lack of energy to change. 

Who wants to go first?  Ok, here goes.  I, Pat Gill Webber, take complete responsibility for not writing a blog that is attracting hundreds of new readers.  It is not because people are too dumb to understand my blog, too busy, or disinterested in the workplace.  It is because they haven’t heard of my blog (my fault), haven’t taken the time to read it because it gives them new insights or perspective(if the workplace needs it they will come at some point).  Now, wouldn’t you like to help me fix that?  Bet that got someone interested in helping me—the flip side—-a defense of my fabulous blog wouldn’t have attracted a single new reader.

Now, what is going wrong at your workplace that is absolutely your fault?  Look at it, own it, take responsibility and accountability and say it.  Soon after watch others get involved in a new route forward.  Your accountability leverages other’s action.   Who wants to go next?

Watching movies is a wonderful way to study human nature, help clarify our assumptions about human nature, and analyze how these assumptions influence our work as people concerned with how to improve working people’s lives and help them be more successful.  They also help us specifically with workplace improvement strategy.

If we assume people can’t, won’t or don’t want to change/grow/transform/or simply be more productive then why bother with any efforts to offer tools from training to coaching to just providing better direction?  Of course most  executives or HR/HRD folks certainly believe SOME level of change is possible or there wouldn’t be a multi billion dollar performance improvement industry (or would there?  now that is another question for another blog entry).  But by fine tuning our understanding of what is possible and not possible, by deepening our understanding of human nature and what is involved in deep growth and change as well as just “simple” behavioral change, we will spend time and money more astutely to support efforts to sensibly and sensitively help our people develop capability, make mind shifts that matter and truly develop their skills and abilities to perform and engage in their work and innovate.

The Heiress won an Oscar in 1949 and tells the tale of how a “no good guy” seen clearly by the Dad and not at all by the sweet woman he seduces, doesn’t change, is found out by this woman  he devastates emotionally and is revenged by her in a plot twist that has you wondering—especially if you believe that people have to change and have to improve over time.  Crazy Heart,one of this year’s contenders for the oscar, tells a tale of redemption and change that is unforgettable.  It doesn’t take change and transformation lightly and doesn’t make the characters redeem themselves simply or simplistically—and the ending is anything but tidy.  But growth and transformation and learning happens with a combination of understanding the need to change—commitment to change—and then seeking out resources to make the change happen.  Crazy Heart also provides a clear lesson about the laws of natural consequences—can’t and won’t spoil it for you if you haven’t seen it yet.   Yes, we can choose our “sins” or “transgressions” (saw the wife of Governor Sanford make this point) but there are inevitable consequences to actions and strategies we take.  A profound lesson.

So what about work?  How much help and support and resources should we provide and how much change and growth and development should we expect?  Here’s are some insights based on what we now know about human nature and the changing nature of the workplace all based on the lessons from these movies:

Providing as much learning, coaching, direction, and support as financially makes sense  in ways that people most want to absorb it—that means using technology, AND using classrooms and in person one to one efforts—there is absolutely no research suggesting that going all one way or the other makes sense since there is a need and people who want and need different approaches to learning/coaching.  Looking at the new performance study at IBM/Columbia (see T&D Jan 2010) suggests what many of us have long thought—quick and easy assess to small amounts of information via smart phone is an important new addition to workplace development.  And notice in the films who was able or not to grow by the resources available or not as needed.

Most people want to change and grow–Change Ahead my mid decade multi organizational research study turned book clearly supports people’s commitment to change and growth when it benefits them—and they work in an organization that supports change and openness.  The most important thing any manager can do to improve performance is to create an environment that encourages risk, experimentation, new opinions and adaptation to changing conditions—and urges people to develop themselves in all ways.  This support/environment helps  people arrive at step one—understanding  the need to change—-and if coupled with enough resources available people will reach out and grab the opportunities to learn, get coaching and grow. 

The laws of consequences matter.  If you have not treated people well, if you have used the recession to abuse people by heaping too much work on the survivors—lots of data out on that now—expect that as soon as things improve many of your good people will leave.  Just the laws of the universe.  Go see Crazy Heart and see what happens when the newly expanded lead character tries to re connect with someone he did many bad things to.  Organizations like people DEFINITELY reap what they sow.  So listen up managers, executives and HRD people—-be especially aware of how you communicate with, treat and make people feel now in the lingering but what we hope will soon be over tough times.  

Bottom line? Treating people respectfully and well, combined with providing as many resources as possible as easily as possible,  and encouraging an enviroment that encourages risk and change and adaptation will make you and your organizationa  a leader now and post the recovery. 

And for you the executive?  The person concerned with performance in your organization—here is my executive coaching suggestion—go to the movies often and  keep learning about human nature.

I was one of the more or less 38 million people who not only watched the super bowl but also watched the debut of Undercover Boss.  As a workplace consultant who gives advice (sometimes high priced!) to workers and their bosses it sort of seemed essential viewing. 

It was rather odd to see the first boss Larry O”Donnell of Waste Management annouce to his leadership team that he was “going undercover”.  They seemed stunned and apprehensive—and not particularly committed to the idea—or what would come from it.  Rather than part of quality initiative or some other on-going HR initiative to understand the workforce and its issues in an ongoing and systematic way , this leadership team seemed rather unnerved but this idea which seemed to be a one of kind and unique attempt to “meet the troops” and be one of them—as if this were a new idea.  We consultants tend to like things more organized than this and part of a greater effort at organizational change.  We have also been preaching a version of this for more or less 30 or 40 years.  But being of the mind that any attempt to connect leadership and workers is a good thing that can bring better processes and fresher views, I went with the program and watched on.

Let it be known that both The Street.com and Entertainment Weekly ripped the show—but although it can be obviously a little lame to see someone on the bottom washing toilets who just yesterday was in the corner suite, I found the show not exactly must see TV, but at least decent TV .  One of the things that many people seem to be today is cynical or “hip”—-things that are “good” are tossed off as too “Hallmark Hall of Fame”  .  This show can easily be seen in that light as more than corny, but truly disengenuous.  Maybe.  But I found Larry O’Donnell to be a likeable, down to earth, kind, thoughtful person—-forget his leadership skills (which are good I would guess)—-he was a decent human being and acted as such in some pretty “crappy” situations.  He listened well and seemed genuinely moved by experiences of those on the front lines of Waste Management.  To me, he modeled behavior that is positive.  if we can just get leadership people to be more natural, and real and less packaged we are ahead of the game.

Although some might legitimately ask —what did he think the ever pressing productivity attempts he mandated meant for people? Didn’t he realize his dictates meant tough and exhausting standards that would lead to crazy things like female truck drivers using a coffee can since they had no time to find a ladies room?  Well sure he did at some intellectual level, but there is no replacement for experiencing things, being engaged in a real tangible way with things to make an impact on a person and give them insight into the effects of their decisions—sort of like President Obama going to view caskets from the war front.  Larry may not have solved all of the problems of WM or even a big part of various employee issues by mixing it up with the front line troops, but he went far in gaining a fresh perspective and taking his experiences and responding to them in a positive way.  He also acted like a gentleman and provided people otherwise ignored to have a sense of positive reinforcement and hope for their futures. 

Like Larry I was amazed by the people we met in this episode—they were more than solid, they were truly employees a company can be proud of.  Sure there were some errors of judgement—but with the exception of one middle manager who acted without much real reflection, it seemed most people had a balance of respect for themselves and respect for the company they worked for.

I guess I will never make it as a TV critic or a cynic—I LIKED Undercover Boss (and Larry O’Donnell)—because the gap between where most businesses are and where they need to be in terms of leadership and creating appropriate cultures that serve both individuals and organizations is so far from where they need to be.  Any effort  to make a dent in the system has to be a good thing.  Plus, maybe more than one person will learn from Larry and whoever is next on the show that we all put our pants on one leg at a time and we all are in the workplace together.  Maybe I am the odd ball, but I can’t wait to meet the next Undercover Boss.

Yesterday some fellow yoga participants and I took our yoga teacher out to lunch for her birthday.  It was enormous fun and light hearted—set me up for the perfect afternoon of work that followed.  That afternoon, deep in thought, the phone rang and it was Laura thanking me for the lunch and taking time to be with her on “her day”.  Absolutely not necessary but perfect.

Good coaches (and yoga teachers and every other kind of guide) have a way of doing these things all the time when you least expect it.  They don’t have to provide you with a given piece of support—but they do—they know what you need and when you need it.

When you are a manager, being a coach or trying to be is part of the deal.  Good colleagues know that acting as a coach to a fellow team member is important as well to getting projects done and done right and on time.  Remember to offer support at odd and unexpected times—people seriously appreciate it and want to prove you right to have called and encouraged them.  You will hear—”hey thanks—am on that and appreciate you reminding me—-was going to do it yesterday but will finalize it today.”

Laura made sure I was motivated to get my down-dog right next time.  In general, only doing what’s necessary is a poor strategy if your “end in mind” is great relationship and improved productivity.  Doing what is necessary is as productive as giving a sensible gift to the one you love on valentine’s day—a new wrench or an iron isn’t going to strengthen the relationship. 

Thinking of doing something not necessary but perfect?  Do it now.

What are the lessons we can gain by watching politicians these last few days—or years?

Many of you might say—LESSONS?—”are you crazy Pat—they are all nuts!”

But there are, I believe, lessons for the workplace in watching “goings on” in the capital regardless of whether you are an Independent, Republican or Democrat–or perhaps the new and what I think may be largest category—-the frustrated.

As an individual contributor, or a leader, you always need to begin with the “end in mind”—-not acting until you are clear about what you are trying to achieve.  The reason for this is simple—if you act based on your emotions or feelings without considering your end in mind, you might well achieve the exact opposite of what you had hoped.  Simple example—you are furious at a colleague that has dropped the ball on an important project.  You lash out and send her an ugly email copied of course to her boss.  Good luck turning this around anytime soon.  That is of course unless your end in mind was helping her opt out of your organization or to be more incompetent.  If the person is an external vendor, you may get some needed action—certainly the boss of the person working with you will put the pressure on or jump to help not lose your business.  But this is probably not a good idea if you plan to keep the vendor and want to not just solve the immediate problem but stay longer term partners—if you don’t want the partnership anymore, well go for it—you likely will get immediate action and since you don’t want to be in relationship with them it is technically OK to alienate them—but remember—be sure this is your end in mind before you go there.

What you observe with hearings into the Treasury actions during the time of the near crash, or in reactions to the State of the Union, are comments and questions ranging from insulting—–”you didn’t do your job did you Mr. Geinthner?” to the bizarre—-”all I hear him (the President)say was he wanted more of my money” .  The reason many of us are so frustrated and want to scream is we know that to solve problems, or to gain  lessons learned, these questions and comments achieve the opposite.  The first alienates the listener completely—-was he supposed to say “thanks congressperson—I didn’t realize working 24/7 and doing what I thought was right was not doing my job”.  How about that second commenet— just a personal emotional reaction to a near 70 minute presentation that covered dozens of issues offers nothing complimentary nor a better approach—is this supposed to help the President be more productive in some way or change his mind about a given policy?  

So, here is what we learn by watching the theatrics of politics:

First, people’s ends in mind which is the foundation of effective leadership or productive communication is either so foolish in these political settings  (their end in mind is to posture for one or another group of left or right wing nuts) or simply unproductive.  There questions and comments are simply random ones that neither provide any insight or helps to uncover what might be learned from one or another actions.  What does that mean for you?  Have not just an end in mind—have one that is clear, shared and appropriate to your workplace challenges that will help people around you in your organization be more productive.  Here’s one: My end in mind is to get more cohesion in my team but also as as many diverse opinions on the table in any work  challenge so we consider all options and can sensibly compromise and move ahead. 

Second, just disagreeing, being insulting or demeaning never creates more productivity.  You don’t have to be a rocket scientist to figure out these approaches will achieve nothing—candor is a good thing—just being a pain or difficult isn’t—-which is why so many of us are frustrated—-maybe you feel a good vibe for a second when your team scores a nasty on the other side—but productive?  No way.  Don’t encourage or welcome any and all comments—any and all comments and push back should be framed in a way that is useful—you can disagree strongly but do so by providing productive and targeted feedback.  Provide sensible feedback guidelines—and stick to them.  These guidelines should be simple and direct—something like this—start by saying something specific and positive about what you have heard or seen, mention what concerns you, and suggest an alternative perspective or idea to move forward.  Ask for reactions to feedback before proceeding.   When people have a track to run on and know they are going to get push back and feedback but in a useful way, productivity can soar.

Third, communications in organizations hoping to grow, develop and handling inevitable challenges  have to be more substantial, credible, more collaborative and  real.  People in organizations should be encouraged to work productivity and intensely—and to do so by listening sincerely and deeply, questioning and offering constructive comments, using feedback to understand each other and work together better—just having tons of comments all the time, none helpful, some just insulting or plain stupid  is almost worse than the old top down approach—just because everyone is shouting and “contributing” doesn’t mean anything useful is happening—in fact, it may be just the opposite.

In all the information about Haiti, about efforts to help, extend support and gain focus on survival the least helpful are those about motivation.

Obama is helping for politics, Bush is trying to rebuild his legacy post Katrina.  So and so is looking for attention.  It won’t matter if we do such and such because some or many will steal most of what’s given.  What’s 10 bucks—it’s stupid.

As at our own work, we diminish performance and slow down efforts to  move forward by questioning the motivations of those attempting progress—even those we inherently don’t trust or respect.

What’s good is good.  Energy conservation is always a good thing—use yours for productive thoughts as well as efforts and good work, not for analyzing other’s motivations.  

Your own motivations matter of course–keep them well intentioned and focused on efforts to serve others—your colleagues, clients, customers and community.  Can’t lose and you’ll be less stressed.  Evaluating others, especially those you don’t respect, is exhausting.  Bottom line who care why?

No matter what you do today take some action on Haiti—write a check, take a moment to reflect and wish all well there, say a pray of any faith tradition.  Use the news to gain perspective on your work and life.  But don’t dwell too much on the sadness and worry which is not productive—create positive energy by action/giving, and praying.  Get back to your own work quickly realizing how important it is that what you do well and what you do matters to people—do it with pride and dignity—what happened in Haiti is not just a natural disaster, it is human disaster created by those who could have done their jobs better and didn’t—from construction to politics.

Here are some simple but I think  meaningful things you can do to be more productive in meeting your own goals and those of  organizations you work with  in 2010.

If you are working and either overwhelmed or unsure about technology/social media just jump into the mix of some new technology tools and don’t worry if you are briefly overwhelmed and don’t do well.  Just experiment and find one, two or three ways to become more savvy about technology.  Find some new technology that helps you do what you want to do better—not just because it is new, fun,or distracting but because it helps you do something you want to do faster, easier, in a way that is working now versus an older less viable approach or cheaper.  We need more focus, less stress and using technology as a way to help you in that way it will make sense to you.  New technology tools are not rocket science and you can easily adjust —I have a kindle for goodness sake.  The key is being selective and using things as a tool to meet your needs and goals—not others.

But, under no circumstances give up your belief that personal real and genuine relationships of all kinds are the most important thing in the world of work.  Use technology to bring you closer to people.   But hold fast to your focus on people and relationships.  Having hundreds of freiends on facebook or 800 contacts on Linkedin doesn’t mean you have terrific working relationships that support you personally or profesisonally.  

If you are a worker young or just very tech savvy and involved with it 24/7, promise yourself to do something not technology focused for a co-worker, a person that works for you or someone you work for.  A young 30ish woman I coached last year (often through technology) sent me a handmade scarf for Christmas—that knocked me out—refreshing and suprising and going to have a lasting impact on our relationship and my willingness to help support or recommend her going forward.  Call someone and meet with them.  Take time to listen to people rather than focusing on instantly responding all the time. Make believe tweets and emails and IMs cost $5.00 each—-or $10.00—-do you need to send this particular note or could a call or personal reach out be more helpful to solve the business problem or handle the issue?   While there used to be too many inperson meeting and gathering, there are often not enough–think before you respond through technology.

Essentially I am suggesting two things—more attention—and balance—-try more uses of technology if you avoid it and try less if you are enamored of it.     

Thinking critically is my other suggestion.  We are becoming more viseral and less thoughtful—change is awesome, technology rocks, but if you can’t think about the assumptions behind what you are doing or others are doing, if you can’t take time to digest and mull things over, you are going to be less creative and innovative—the very things most necessary in these challenging times.  Careful analysis never guarantees success, and one’s gut is often a great guide for some types of action especially if you are very experienced and can thin slice information.  But that said, the biggest challenges most business and organizations face need fresh thinking and more broad thinking—more critical views and more openness to see things in a fresh way.

Attention and thinking.  Improve them both to make positive things happen in 2010.

 Rules give us a track to run on and a way of handling things no matter the situation, style or approach another takes.  We are in charge of ourselves and our actions rather than “re-acting” as they come up.  Without firm rules we tend to respond in ways that are not only unproductive but often as poor as the situation challenging us—childish, immature and capable of making the atmosphere at work both ruder and cruder.  Spontaneity often works in love and family situations—not as often at work.  Basing these rules on core principles (see The Seven Habits of Highly Successful People for more on this concept) makes sense rather than a shallow need to get an upper hand or win against others.

I am really curious what people think of this concept of having a set of rules to work by—so write me if you want to after each one—or after one that particularly get you thinking.   Or, send me YOUR rules or additions/subtractions.   I am completely convinced based on my own experience and those of thousands of others that I am and you will be 100% more effective if you develop a set of rules and follow them consistently.

My rules—a blog on each one will follow with more detail and explanation.

• Rule ONE: Begin with the end in mind before you act, speak, approach people, participate in any meeting or interact with others.
• Rule TWO: Take personal responsibility and be accountable for all your actions— but don’t take responsibility that is not yours.
• Rule THREE: The client/customer or person in authority is not always right—they are sometimes terribly wrong and it is more than OK to tell them that—politely of course.  But sometimes you don’t want to do this because of rule ONE.
• Rule FOUR: Less is almost always more.  There is one major exception—MORE praise and support for others is always more.
• Rule FIVE: Use HALT—don’t write the email, make the call, walk over and see someone or send the text if you are hungry, angry, lonely, or tired.
• Rule SIX: Ask for and take feedback graciously as often as is possible and always more than you want to—this is the hardest rule to keep going as you age, get promoted, or otherwise develop in your career.
• Rule SEVEN: Be more polite, old fashioned, gracious and appropriate than you may want to be or feel you need to be.
• Rule EIGHT: Lighten up and don’t take yourself so seriously—be professional not frozen, staged, aloof or condescending—this is especially true when you are working with others you think are “beneath you” in some way—a “subordinate”, a person selling to you or who is a vendor of yours or someone you mistakenly think “doesn’t count”.
• Rule NINE: Know in your heart most (that is at 80%) of things people say and do are not about you—really!
• Rule TEN: Treat people the way they want to be treated NOT the way you are comfortable or want to be treated—if you do one thing well, make it this.

 And finally, remember this—-Business is always personal despite the constant insistence that it is not.  Act accordingly with sensitivity and consideration for others.  Don’t ever say—“this isn’t personal “—you are already contradicting yourself and sounding hallow.