What can we learn from leaders during disaster response efforts??
A few years ago, Houston, Galveston, and surrounding areas were hit head-on with a Category 2 hurricane; the surge and size of the storm more closely rivaled a Category 4. It was a big deal. Damage estimates exceeded $10B, and that’s excluding the impact across the Midwest as Ike continued its trek northward. I mention Ike only since I was “there,” in the thick of it.
So, without worrying one whit about the politics of this crap, what can we learn by demonstrated leadership during times like these? Three things…
If you’re in charge, be in charge. No, that’s not a “duh!” comment. It means realizing that the buck stops with you. People are expecting leadership… Lead! People are expecting decision-making… Decide!
Even during a storm — weather or business — leadership must be purposeful and well-thought, allowing for proper perspective. But delaying simply from panic is a failure in leadership. Leadership is not for the faint of heart; if you’re not prepared to stick your neck out, you can’t be in front. Step aside and allow someone else to rise to the occasion.
Lead now, panic later. When storms come along, it’s natural to worry. Maybe even be really concerned and a little scared. The emotions themselves are ok, as long as we realize they have no place in observable behavior.
People don’t need their leaders to panic; they’re doing fine with that on their own. We need leaders to be solid, confident, and maybe even a little bit stoic. People must be able to easily discern “who’s in charge,” and the most obvious way to do that is to act the part.
Calm begets calm; panic begets panic. Be the example of calm.
Nobody wins the blame game. While the storm is “in session,” there’s no reason — and no need — to worry about who is or could be responsible for anything that may or may not have occurred. Let’s first make sure we make it past today — this storm — before worrying about whose neck we’re going to string up.
There’ll be plenty of time after the storm has passed to determine how to prevent similar mistakes from being made. Plenty of time to throw rocks, then duck and cover ourselves, since one or more may be lobbed in our direction.
Right now, pay attention to challenges at hand. Stay focused and purposeful.
Storms come and go. We all face hurricanes — business or weather — from time to time. It is not a matter of if, it’s a matter of when. How we react as leaders when the debris starts flying will define how others see us, even in times of calm.
A favorite phrase of mine: “Leading by example is not a decision. As a leader, you have no choice but to be an example. Now, whether a positive or negative example… that’s the choice.”
This is never more true than in times of storms and hurricanes.
Travis Kalanick is a jerk. Got it. His behavior was often juvenile, sometimes egregiously so. Got it. He got whacked because of that harassing and intimidating behavior. I got it—he’s a tool. But what does all that mean?
I’m reading all these articles and newly-minted pundits jump on the Uber-is-dying bandwagon. “The culture is shot.” “The entire management team must go.” “No way they can recover.” The list of attacks is endless, and helps us all understand the real meaning behind “blood in the water.” Some people smell it, and they want to help that alternative reality materialize.
Yeah, rotsa ruck with that.
To paraphrase Mark Twain, methinks the rumors of Uber’s demise have been greatly exaggerated.
Yes, some things need to change—as is true with all large organizations, particularly in the tech space. A brief google search reveals current lawsuits and EEOC claims for sexual harassment (and other employee transgressions) against Apple, Microsoft, Tesla, google, facebook, twitter, and just about every other deep-pocketed company, many of those name some very senior (C-level) executives.
This doesn’t normalize or excuse Kalanick’s boorish (and potentially unlawful) behavior, but frankly, Silicon Valley doesn’t have the best reputation for stellar employee treatment. Their diversity records suck, women and minorities are routinely marginalized, and I believe they routinely hide behind outlandish peripheral perks and a designer office environment (oops, I mean “campus”) to mask otherwise toxic behaviors and cultures. Kerry Flynn, writing for Mashable, says it better:
Silicon Valley’s worldview tends to applaud when founders move fast and break things. To this crowd, issues like gender discrimination are acceptable roadbumps for companies that are going to change the world. That’s why much of the industry tends to treat discrimination and harassment claims with a sense of dismissive detachment.
Props to Kerry – perfectly stated. All of this just goes to say that Kalanick was a tool, his personal behavior certainly didn’t represent Uber well, and his transgressions were neither new nor unique to the seemingly outraged observer community. Unsure why that translates into a complete destruction of an otherwise fast-growing company. Frankly, it shouldn’t.
Some things to consider…
Kalanick led the commercialization of real-time ridesharing. No, he didn’t actually invent the concept, his partner did (the obscure partner), but Kalanick is the one who made it viable and a household name. Who knows Ted Dabney? No one. He founded Atari Computers, but everyone knows Steve Jobs, who came along well afterwards and made it work. Similar to Kalanick.
Has he screwed up some of that? Hell yes. He’s had to change course with drivers, cities, legislators, et al, a dozen times. But he kept Uber growing.
Uber employs over 12,000 with revenues exceeding $6B. It’s currently worth nearly $70B. Kalanick did that, like it or not.
Michael Wolff in USA Today called Uber the Tech Company of the Year in 2013.
This allegedly evil company consistently (even today) outscores Lyft, Tesla, twitter and facebook on glassdoor.com. Whouldathunkit??
Uber ranks 4th in LinkedIn’s Top Companies 2017 Global Edition list, published just one week ago; trailing only google (actually “Alphabet.” who thought of that moronic name?), Facebook and Amazon. In fact, they improved their position from 5th in 2016. The Human Rights Campaign named Uber in their Best Places to Work 2016.
The company still has zero problems recruiting… People self-select where they want to work, oblivious to punditry and hater attacks.
It is – and remains – one of the most valuable startups in the world. 10 times larger than the nearest competitor, it’s growing rapidly in unchartered waters within a space being developed as we go. They are cutting edge, in almost every part of their approach and technology.
It’s a kick-ass company, and it’s not going anywhere.
Kalanick was a problem, no doubt. I don’t often support a founder in high-growth leaving, under almost any conditions, but I do understand it in this case. Not ideal for the business, but poorly managing media, PR and affected stakeholders can be a terminal error, as big as the harassing behavior that created the hooplah.
Anywhoo, he’s gone, Uber’s still here. To those who support, stay the course. To those who think the company has one foot in the grave… well, get used to disappointment.
Take the good, when available. Kalanick is gone, those who remain have a job to do, a company to run and a life to live. Take the good when you can, learn lessons from others, and at the risk of overuse of idiotic idioms, don’t throw the baby out with the bath water…
If we want change to be lasting and more effective, we have got to get better at leading it.
A group of us were talking the other day about leading through change, and I couldn’t help but recall the many reorganizations I’ve watched (or been part of) during my years in the Five-sided Puzzle Palace. It might surprise you to know that not all my experiences with change in the home of the world’s greatest military were positive. Some were slightly less painful than others, but almost all were less than effectively executed – yes, I’m being charitable – because the changes weren’t well led.
In fact, we’ve led it so badly for so long, the very word “reorganization” has taken on an adversarial connotation. I’ve heard it called realignment, refocus, transformation, shake-up, even “simply changing who people work for,” but not once did it feel like we were doing anything but reorganizing.
I’ve got the stick for a minute.
Here’s some lessons that came from examples I’ve see of how NOT to lead during change. I know there are other kinds of change besides a reorganization, but the leadership lessons learned – or not learned – apply across the board.
Most importantly, don’t plan the change in secret. I know… you don’t want to distract anyone from their work by giving them something else to stand around and have fact-free conversations about. Well guess what – too late. You can’t stop the rumor mill with secrecy, and they’re already distracted all day long by wondering “How does this change affect me?” They’ve even given it a pet name, like The Great Disorganization of 2015, Musical Cubicles or Rearranging Deck Chairs on the Titanic.
Instead, communicate, communicate, and communicate some more. To the whole organization. Start with the “why” you’re changing, follow with “what” you’re trying to get out of the change, and continue with soliciting “how” it might work better from the people whose day-to-day activities are affected by the new way of doing thing. You’re trying to get buy-in from the doers, not the affirmation by middle management that they’re okay with the new power distribution.
Next, pleeeeeese don’t change the organization to fix someone’s lack of performance. As in, don’t move a function away from a poor manager and give it to a top performer as a reward. If you do, you can bet you’ve just sent a horrible message to your workforce.
Instead, make sure the change is about the good of the organization. Individual needs do not override the collective goals of the organization (thank you, Mr. Spock). If a manager’s not getting the job done, get him some help (development, coaching, etc.) or replace him. It shows that accountability is more than a slogan on the break room bulletin board.
Finally (almost), don’t continue down a dead-end road just to save face. Not all newly-created organizations work the way they’re envisioned. Teams don’t gel, new leaders don’t lead, promised resources don’t materialize, etc., etc. In fact, a lot of changes don’t pan out the way we think they’re going to, so…
Fix what you messed up, and don’t be shy about telling people why you need to change again. Help your people build change resiliency, and keep everyone’s focus on organizational performance.
Okay, really last… don’t drag out the implementation date. It’s hard on people to have to dance between their current, but soon-to-be-former boss and their soon-to-be boss. Would you rather have your tooth pulled in one appointment or have pieces of it extracted over a series of months?
Change happens, and there are winners and losers in every re-shuffle, but the only people who are happy with change are those in charge of it and those who benefit by it. Still, led properly, growth and success are its by-products, and everyone can get behind that.
Onboarding matters more than any other activity for speed-to-productivity and employee retention.
Onboarding employees today has taken on a new significance. No longer just “new employee orientation,” It can set the stage for long-term success, engagement and employee retention.
A recent SHRM report stated that Onboarding has four distinct levels, called the Four C’s: Compliance, Clarification, Culture, and Connection. The problem is the order—that model needs to be stood on its head, in exactly the reverse order.
Connection comes first. First employment days are wasted with forms and compliance… stop that! Spend that first day—the entire day—connecting with the newbie in a fun, meaningful way,
Make onboarding fun!
that lends value to the new employee first, the organization a distant second. Create an environment that someone wants to be a part of… demonstrate values today that will be reinforced tomorrow. Early connections are lasting connections. Later connections are just that—late.
Culture. Speaking of values… Included in that non-compliance first day, and possibly many more, is the weaving of culture norms and organizational values in demonstrable form, so that words and actions are immediately congruent, and new employees don’t have to wonder what things like “we value innovation” really mean.
Clarification starts assimilating that new employee into the organization and their specific role. Here we help these new folks understand their place in the company, their contributed value, and their significance in the long term for doing the job they were hired to do. It also reinforces their career direction and potential path—something critical for newer employees today.
Compliance events only occur after we have produced distinct connections, shown demonstrable culture and values, and provide some real job and career clarification. Compliance is an organization-only need, and as such brings up the rear in establishing long-term value to an employee. It’s important, but only to us. The employee doesn’t need it to realize his or her value. It must be done, but minimize its significance and distraction.
Onboarding today is the real deal. This is a challenge that can allow Human Resource professionals to play an absolute critical role in the long-term success of new talent. But you’ve gotta do it right, and focus on what’s important for the talent first.
I have a client where we just implemented a rigorous onboarding effort, that includes recruitment, orientation, and also the first several weeks of after-orientation employment. It’s already had a positive effect on retention and engagement, and both of those translate into significant organizational results.
There, I said it. I’m Kevin Berchelmann and I’m not a Packers fan.
“Hello, Kevin.”
It’s not that there’s anything wrong with the Packers as a football team; as a matter of fact, I actually think they’re pretty cool. I’ve even been to a game at Lambeau Field, and there’s no question that was an experience for a lifetime.
It’s just I’m from Texas, which causes a couple of problems. First, we have a couple of football teams here (maybe you’ve heard of them), and second I’d likely lose my Texas card if I bypassed two local teams in support of <gasp!> the Green Bay Packers. Anyway, let’s move on.
Photo by Mike Morbeck
I am, however, a fan of Aaron Rodgers. The guy is a class act, and he shows it in so many different ways. On the field, he’s one of the best. Ever. His record stands alone, and I won’t repeat all the stats here. Suffice to say, he does his job pretty damned well.
But even better than that, he’s a solid leader. For example, Aaron recently bought his offensive lineman personalized ATVs for Christmas. It was a big deal for four really big guys; green and gold ATVs each painted with the lineman’s jersey number and initials on the sides. And no, I’m not five months late in posting this. Those ATVs took a while to be custom-made, and they were just delivered this week.
Now look; the purchase price of all four of those didn’t put a dent in Aaron’s net worth. And frankly, those linemen could likely afford those ATVs on their own, even though the $20 grand would have a bit larger impact on their budget than Aaron’s.
That’s not the point. The point is, these four guys are the ones most responsible for Aaron Rodgers’ success. We use the phrase “blocking and tackling” all the time. These guys, however, actually no-shit block all the time. And Aaron knows that, appreciates that, and recognizes that. That’s what real leaders do — take care of those people who take care of them. Respect and recognize those who embrace our vision and help us succeed.
And these are the people who do it every day, day in day out. Not the prima donnas or elites who are already well rewarded for their efforts. No, these are the guys who get up in the morning and get the job done, though most people don’t even know their names. Except Packer fans of course, because those folks are bat-shit crazy, and likely know every thing about every player.
So… I’m not a Packers fan. I’m not even a recovering Packers fan. But I respect leadership well done, and Aaron Rodgers exemplifies that.
Here’s my issue — attitude, morale, thoughts… none really matter in our workplaces.
Sure, we’d love for everyone to have our version of a good attitude. Yes, I can certainly support “good” morale (whatever the heck that is), and of course, I’d prefer everyone thought like me.
None of these, however, really matter. What matters, of course, is observable behavior. It’s the only thing we can really see, act on, and manage to.
Tell someone they have a “bad attitude.” What happens? They close up and get defensive. “No, I don’t,” is the typical reply. Now where are we? No closer to where we want to be, only now the employee is defensive.
Focus on observable behavior.
“John, every time I say ‘Good Morning’ to you, you tell me to go to hell.” Now THAT’S observable.
“Pat, I’ve noticed you never delegate work to Jamar over there. Why?” Observable also.
Get to the substance — to the part where we can take action to manage, correct, and/or modify.
Stay focused on things we can see, touch and feel… otherwise, your attitude may be showing.
Storms come and go. We all face hurricanes — business or weather — from time to time. It is not a matter of if, it’s a matter of when. How we react as leaders when the debris starts flying will define how others see us, even in times of calm.
