Dependence-Based Management

My office in the lower level of the department store was the first one in the executive office suite and I kept my door open most of the time because I had no windows. And as the head of HR, I was the one everyone came to with all kinds of issues, from advice on how to deal with an underperforming employee, to where to access keys to the storeroom. At the time, I was one of the most proficient with the new computers that were slowly taking traction, so I was also the Help Desk and printer-unjammer. I admit, there was a part of me that enjoyed being so important! They say knowledge is power, and as the one who interacted with virtually everyone and every aspect of the store, I knew a lot!

        But I was finding myself working long hours to get all of my work done due to the constant interruptions. I’d shut my door for a while to have a few minutes of focus, but it wasn’t long before I heard a knock on my door, or sometimes a full-fledged barge-in, and I’d find myself shifting gears to help the person in front of me.

        Often I would try to schedule time with the interrupter so that I could finish the task at hand, but that wasn’t always an easy solution, especially in a multi-shift, 7-days-a week retail environment. Something had to be done or I was always going to find myself behind on my work and resentful for the interruptions.

        I began to switch my approach from giving the answer immediately and spending time explaining the details to asking questions to make the other person think through the options and the best course of action, or to discover their own solution. When employees came to me to complain about each other, I pushed the resolution back on them rather than solving things for them. I had to let go of that feeling of being “in charge” and pack up my superman cape (or at least hide it under my suit jacket!) and allow folks to think things through on their own.

        At first it’s very difficult to resist the temptation to be the hero with a fix, or at least a scapegoat for those who don’t want the accountability of making a decision. I had to get used to making it their problem, not mine. And they had to get used to coming up with their own solutions.

Empowerment & Accountability

There is a need for empowerment and accountability in the way we lead staff. These are not new concepts, yet are often weakly applied by well-meaning or, sometimes, controlling managers who step in to direct the behaviors of their employees. Empowerment – putting the power to handle situations on another – means I have to release that power so that the other person can pick it up.

        Accountability shifts the responsibility for outcomes to the right person(s). If a manager holds themselves accountable for solving interpersonal issues on the team, or directing day-to-day activities (a la micromanaging), then employees will never hold themselves accountable. So it requires that I, as a manager, change my mindset to place accountability with the individuals involved, whether the issue is communication, task performance, or tactical decision-making.

        We know, logically, that empowerment and accountability make sense, but between our need to control, a mistrust of our staff, and a mindset that says, “it’s easier to do it myself,” we build dependence that is both time-consuming and debilitating to our direct reports.

Self-Solving Dynamics

The idea behind self-solving dynamics is to shift responsibility to the people impacted by the outcomes. Instead of the boss fixing problems from operational setbacks to interpersonal challenges, self-solving dynamics places the burden of a solution on the shoulders of those who identified the problem (or opportunity) in the first place.

        Self-solving dynamics takes a commitment by management to resist the temptation to be a fixer and instead be an enabler. I don’t mean enabling in the negative sense of allowing codependent behaviors, but in the opposite sense of allowing independent behaviors that lead to self-efficacy. If we want a workplace in which individuals at all levels are cognitively engaged, applying their whole being to not only attain organizational objectives, but achieve personal fulfillment as well, we have got to let go and trust that people will figure it out.

        Students of leadership will remember the Theory X and Theory Y models presented by Douglas McGregor. Theory X managers see followers as disliking work, avoiding responsibility, and need constant supervision. Theory Y managers, on the other hand, view followers as individuals who seek and accept responsibility and want to solve work problems imaginatively.

        It requires a Theory Y leadership mindset to allow self-solving dynamics to flourish. But with a workforce that has been victimized by poor leadership and mistrust, it takes intentional commitment to training, coach, and developing followers to gain confidence and skill. It also requires managers to reflect on their management style and asking for feedback from colleagues and direct reports.

Self-Solving Dynamics Defined

Self-Solving Dynamics is the practice of shifting responsibility for solving problems in from the manager to those impacted.

Moving Toward Self-Solving Dynamics

To make the shift to self-solving dynamics requires a realization that followers have been conditioned to ask the boss to solve problems, especially interpersonal or inter-team problems, and that bosses, for a variety of reasons, have obliged. To make the shift…

·      Be aware of your tendency to solve problems for others, and the motivations behind those tendencies (power, self-importance, expediency).

·      Practice asking questions when people come to you for solutions, rather than jumping in immediately.

·      Be comfortable with mistakes; allow followers to learn by doing (just like you probably did!).

·      Be available for consultation, but leave the burden with the one(s) with a problem. Allow them to own the solution. Coach, but don’t solve for them!

·      Ask them to prepare a “lessons learned” summary, which will help them hone their self-solving skills and allow you to celebrate and coach more specifically.

So the next time an employee knocks on your door and wants you to solve a problem for them, tuck your superhero cape back inside your shirt and use the principles of self-solving dynamics to make them a superhero that can soar on their own!

The simplest definition of culture is “the way we do things around here.” A more complete definition is

Organizational culture is the combination of values, behaviors, and attitudes that influence how decisions are made, customers are treated, and communication happens between colleagues in the workplace.

Culture is unique to an organization. No two cultures are exactly the same because the individuals who make up an organization are not completely alike. Yes, there are themes of culture that can be identified, and some organizations may want to shape their culture based on a company they admire. (The reverse is also true: we don’t want to be like Company X, so we’re going to do the opposite of what they do.”

Most of us live our day-to-day work lives without giving conscious thought to culture, but it’s there nonetheless. It happens every time someone is hired; each time a sales call is made, and whenever managers sit down to make a decision about how to prioritize work.

The fact is, because we don’t consider culture and reflect on how to shape it in the form we want it to be, our company culture’s often are inconsistent and contradictory. When we fail to drive the culture, the culture drives us, and sometimes it drives us off a cliff!

Creating a mission statement and identifying guiding principles & vales is a “no brainer” for new businesses, and may be evaluated from time to time as the business grows and evolves. Culture needs to be just as much a part of the business planning as the vision statement is.

Getting Started in Culture Shaping

These 5 steps will help you begin to define and shape your company culture:

1.     Uncover the story. Stories are powerful in identifying organizational culture. Begin by sharing stories about how you got started – what are some of the most energizing tales of the company as a start-up? What are the “legends” of the company? Who are the heroes of the organization? As stories are told, identify themes that tie to your company’s mission and values. Focus stories on what went well; when the company or an employee were at their best.

2.     Define your culture expectations. The old saying goes, “if you don’t know where you’re going, any path will get you there.” It’s important to know where you’re going so that you’ll get where you want to go! Start by creating a cultural mission statement, including things like interpersonal values, levels of formality or informality, means and protocols of communication, and what you want to be known for from the perspectives of customers, employees, and the community.

3.     Hire for culture fit. A crucial, and often-missed, aspect of culture shaping is employee selection. Hiring people that fit within your cultural expectations ensures your culture will not be tarnished by individuals who don’t hold the same views, or whose personalities don’t mesh well with your desired culture. Check out the hiring checklist in my book, A Small Business Guide to Peak Performance Through People for more on hiring people who fit.

4.     Make people accountable for living the culture. When someone in the organization acts counter-culturally, don’t miss the opportunity to coach and hold them accountable. Managers must be well-versed in addressing cultural issues and in providing feedback that keeps people on track. When appropriate, use the issue as a teachable moment for the whole team – always respecting the individual, but make it clear what you want to see more of.

5.     Rinse and Repeat. Culture is not a “once and done” endeavor. It’s important to regularly assess organizational culture and make adjustments to re-communicate expectations. Make culture a topic of discussion at least monthly, and consider and annual or bi-annual formal assessment. A culture survey can be done in-house, but it might be more valuable to bring in a consultant with expertise to not only conduct the survey objectively, but to provide a detailed summary of what’s working well and where you should put your focus.

Shaping your company’s culture is critical to long-term success. A thriving culture creates a workplace of engaged employees who know why they’re on board, are committed to the company’s success, and are aware of the boundaries they are expected to work within. Culture is “seen” by clients. In a competitive marketplace, culture sets your organization apart from the competition, positively differentiating you when products and services may look alike. Shaping culture means “the way we do things around here” fits with the organization’s mission and values in a way that leads to profitability and retention of both employees and customers.

I observed a presentation recently of a teacher education instructor sharing a process for handling problem classroom behavior in preschoolers. Instead of focusing on consequences, the idea is to understand the “function” of the behavior, the motivation (Avoiding or Gaining) behind the behavior, and finding a Replacement Behavior to get the tot back on track. I immediately thought of the workplace application of this model to more effectively handle problem (or undesired) behavior from colleagues, employees, and maybe even clients. While we expect toddlers to outgrow the “terrible twos” as they learn better ways of handling their emotions, adjust to how they fit into the world, and find appropriate methods for getting their needs met, I’ve spent a great deal of my time as a human resources professional handling all kinds of challenging behavior in the workplace that mirrors what a preschool teacher may experience! I like this simple tool to help replace problem behavior with an effective solution.

Here's a visual of the model:

Setting

The Setting is the situation, environment, or location where the problem behavior occurs. It could be in an office, a warehouse, conference room, or at the water cooler. While the answer could be “everywhere,” identifying the specific circumstances helps to isolate the scenario so we can better diagnose what’s happening.

Antecedents

What was happening just before the undesired behavior occurred? Did someone say something? Was there a heated discussion? Did you make a request or give direction?

Problem Behavior

Next, describe the problem behavior. Did the person throw something across the room? Have a melt-down? Become withdrawn and uncommunicative (silent treatment)? Or otherwise caused tension, directly or indirectly through their behavior?

Consequences

Consequences are the outcomes or results of the problem behavior. Maybe it’s a lost sale, absenteeism, a loss of productivity, wasted time, or if an ongoing pattern of behavior, turnover or a hit to morale and engagement. Sometimes consequences are punishment, such as progressive discipline (up to, and including, termination).

Function

The function refers to the Why – the motivation – behind the problem behavior. Is the person trying to avoid something, so they cause a distraction every time the issue comes up, or are they trying to gain something, so they push for an outcome without going through the proper channels. The answer could be both, of course. For example, I may want to avoid getting assigned to a particular project or shift, so that I can gain or maintain some autonomy or flexibility.

Replacement Behavior  

So now we get to the heart of the model: Replacement Behavior. Our goal is to replace the undesirable behavior with something more effective and beneficial to the workplace. If I understand a bit about the Function – what is motivating someone to act the way the do – then I can work with them to problem-solve for a mutually beneficial outcome. For instance, if I have a software developer who avoids me to get out of having to troubleshoot recurring glitches in a program, I may uncover that the Function is that she doesn’t feel confident in her ability to pinpoint the issue and create a fix. The Replacement Behavior may be that I ask her what resource(s) she may need (a more experienced programmer to help temporarily, a consultant, a skills training course) and let her know I will support her as she gains confidence.

The instructor I observed advises that any Replacement Behavior be given at least a week to see if it solves the issue. If not, then work together to tweak or identify something else. The important thing is to resist being directive, encourage creative solutions, and provide encouragement and feedback as new habits and behaviors are formed.

I’ve taught the Crucial Conversations model (Patterson & Grenny) for many years, and I can see many parallels between the Replacement Behavior model and Crucial Conversations steps. Both models provide a way to proactively and effectively address undesired behaviors and move toward a better outcome for all parties. The biggest difference that I see is the Crucial Conversations model’s focus on having the person demonstrating the problem behavior to come up with solutions on their own. This is key to gaining buy-in and ownership. Both models emphasize the experimental nature of solutions, and assume the first solution may need to be changed or adjusted before it is most beneficial. But I like the simplicity of the Replacement Behavior model and think it can be a really useful tool for managers. Do you agree?

I've been talking with executives about life after Covid. All of them have expressed that their teams are tired  - at all levels of the organization. One CEO has had the best year ever - seeing gains above any in the firm’s history. Others are just trying to keep things together in hopes that things will turn around as soon as they can move beyond survival mode and begin looking to the future. Tired teams can't give their best - they can't run on fumes for long without a refill. So how do organizational leaders energize and support folks so that they can re-engage and go with strength into the future?  

First, celebrate. Stop and take a moment to recognize the teamwork, individual sacrifices, and heroic accomplishments that you’ve experienced together. It goes a long way to let employees know that you've seen what they have been through in the past year, and to join them in what they've experienced. Consider both sincere and humorous awards. Things may still be uncertain and evolving each day, but there’s no sense in waiting to celebrate that you’ve come this far.

Second, acknowledge and accept where your people are at. This should be happening during routine check-ins, but it might be valuable to get feedback through a cross-section focus group with the intension of addressing the realities of post-pandemic stress. Zoom (or Teams, Meets, whatever online video tool your organization is using) fatigue is real. We are not used to sustained face-to-face communication, which is why you're probably seeing more folks turn off their cameras. They're tired of being watched, and probably tired of watching. Some team members faced their own sickness and possibly the illness and loss of family and friends. They’ve had to figure out how to educate kids while keeping up with work, experienced isolation and cabin fever. While some have thrived through working from home, it’s been an exhausting season for most of us in one way or another. It’s not wise to just keep going into the post-Covid future without pausing to look back, take a deep, collective, breath, before moving on.

Finally, start making a plan, but hold it loosely. It’s important to communicate with your employees where you’re headed, to alleviate some of the uncertainty and renew a sense of focus. But it’s important to leave some wiggle room so that you can respond to any surprises or opportunities that arise. Let employees know that based on today’s information, here’s the direction, but we’ll continue to monitor and adjust as new information becomes available. “Normal” is wet cement. The good news is employees have, in many respects, become accustomed to shifting (or, in pandemic vernacular, “pivoting”). The more you can tell them, and the more transparent you are, the better. You’ll gain trust as you keep them in the loop, even if you have to change plans.

These simple strategies will make your transition to post-pandemic life as an organization healthier and more productive. Acknowledge and lean into the humanness of your team, provide opportunities for people to share, commiserate, and plan together. Find something for them to get excited about as an organization. We’ve all heard that hope is not a strategy, but hope is necessary if our strategy is to come to fruition. Inspire hope throughout your organization by celebrating being on this side of the pandemic, acknowledging where your people are at emotionally and physically, and planning for a collective future.

I published the following article on my previous web site back in 2010, as the economy was struggling to recover from the 2008/9 recession. While the circumstances are different, the fact remains that...

Employees Are Key to Economic Recovery

(December 2010)

Note to 2021 readers...replace "recession" and "economic crisis" with "pandemic."

Few companies have come through the past 2-3 years unscathed by the recession. Leaders should consider the impact the recession has had on those who have survived in your organization. How are your employees doing at riding the wave of the economic crisis?

• Are they disheartened, barely hanging on?

• Are they committed to your organization and doing everything they can to maximize revenue?

• Are they coming to you with innovative solutions to bring new customers?

• Are they maintaining your reputation or just waiting for an opportunity to jump ship?

• Have you been so focused on surviving the recession to pay much attention to the needs of your employees?

Most companies cut training and development when times get hard.  At the same time, incentives and motivational processes take a hit, leading to a discouraging scenario for employees.  If layoffs or deferred hiring also are used to cut expenses during a downturn, the surviving employees are asked to do more with less. The cumulative effect is a disengaged workforce that puts in minimal effort, feeling that the organization doesn’t do anything to earn their commitment.

Not all of this is fair, of course, since employers have to do something to ride out the storm. It’s important for business leaders to understand the value of learning during challenging economic times. The old adage, “You have to spend money to make money” comes into play here.  According to a 2009 study by The American Society for Training and Development (ASTD) and i4cp (Organizational Learning in Tough Economic Times), 38% of companies plan to place more emphasis on learning during the economic crisis. The remaining 60% are either maintaining pre-recession levels or cutting back, some drastically.

The reality is that there’s never been a better time to focus on talent development within your organization.  It is your employees that will pull your company through and help your regain traction as the economy begins to recover.  Managers and business owners must become astute at managing performance, growing talent, and leveraging strengths to maximize human capital.

Because people are the cornerstone of any business – the foundation upon which the organization either stands strong or falters, the wisest thing for companies to do is become experts in managing human performance.  A strong human capital strategy includes an assessment of desired verses actual performance, analysis of strengths & competencies, selection practices to ensure the right people are in the right job, and a commitment to developing people that doesn’t waver despite market and economic fluctuations.

The good news is that human performance management doesn’t have to be expensive! And the return on investment pays off quickly. The key is having a plan and sticking with it. Once processes are in place they can be maintained through feast or famine.  Keep in mind the toll that the economic crisis has on your employees and consider budget-conscious solutions that will keep them engaged. Your employees want to succeed, but need to know they can trust management to support them.

As businesses make difficult decisions about how to pull through the current economic downturn, they must think beyond the knee-jerk reaction to slash costs to the bone. In ASTD’s Economic Survival Guide, the message is “Survival of the learning function in a down economy is all about leveraging existing best practices, eliminating redundancies, and creating programs or situations where employees can learn from each other.” You may want to invest in the services of an organization development consultant to initiate your human performance analysis, which will ensure you’re focusing on the most valuable efforts that lead to sustainable performance and position your company for success as the economy bounces back.