June 30, 2009

Many managers are trying to determine how to develop high performing teams. They rake through the variables, attempting to find the “final solution,” only to be dismayed when employees continue to underperform.

Let’s look at the numbers: 72% of the workforce is disengaged (Gallup); 66% of corporate strategies are never executed (Ernst and Young); in one year $544 billion dollars were lost due to disengaged workforce (Inc. Magazine). As the list goes on, we can logically conclude that the employees are at fault, right? In fact, some are just out-right lazy and have no sense of what a solid work-ethic is, yes?

The fact that some people embrace the above logic is a significant “elephant in the office” for companies. And it’s costing them in mighty ways.

Consider that the primary reason for poor performing teams is the leadership being applied. Sadly, all too often, the suspect manager rarely looks at how they’re leading, but rather points the blame at the workforce.

As a friend shared, “That’s like blaming the bread for burning in the toaster.”

This blaming approach (called the B-Lame Game in our book, Stomp the Elephant in the Office) distracts teams and breaks the trust and communication necessary to move forward and achieve.

Burnt Toast: Up as well as Down

Of course, the “it’s-the-bread’s-fault-for-burning” approach works when you attempt to lead upwards as well. Think of it: “Yes! If I criticize my senior leadership enough, if I talk behind their back, if I display bad body language – if I make them feel the heat and burn – then they’ll change! Yeah, that’ll do it.” This approach is a waste as the logic is flawed.

Do you know someone who’s using the “toaster approach?” Are they burning the bread? Help them understand: The problem isn’t bad people. It’s an unproductive leadership approach…and a weak culture that tolerates such.

The midterm elections in Mexico are approaching. On July 5th Mexicans will vote for and elect mayors and other representatives. There is a developing story: A movement is gaining momentum – one where people are encouraged to vote “nulo.” Nulo means ‘no one,’ as in “I’m checking the box that says ‘none of the above candidates will do for me.’”

Many Mexicans are prepared to share their discontent with the people they have elected in the past to represent them.

What does this have to do with you? Consider the possibility that millions of people show up for work every day and vote “nulo.” They are saying, “I’m here for the paycheck. I’m not giving any more than the required effort to get the job done. Oh, and when is it Friday?”

Too many people have lost faith in leadership.

And here’s the HUGE elephant in the office: How does leadership respond? Too many leaders get upset – angry – at the lack of accountability on their team. They can’t understand why people won’t take responsibility, won’t give the extra effort, and won’t make decisions quickly. So they…make the fatal mistake of demanding more. They make more policies. They attempt to falsely motivate. And they stoop to blaming others.

And the cycle continues, because employees shake their head – and vote ‘nulo” even more often.

This ageless doom-cycle has to stop. Companies big (such as OI) and small (such as TP Mechanical), and in every sort of industry, such as software (LearnShare) and food (Nestle) are proving that there’s a more effective way to have employees vote more than “nulo.” The companies mentioned above (among others) all start with an understanding that:

• Everyone wants leadership, but they don’t want to be bossed around;
• Everyone wants to succeed, not so they can make other people rich, but so they can feel successful;
• And that leadership status in an organization has nothing to do with levels of intellect, wisdom, or the desire to win.

This has nothing to do with “just being nice,” or lowering standards. In fact, it has everything to do with raising results. Because people will come to work and vote with every ounce of energy they have – but only if you give them a reason to.

Using Work-Place-Crack has become so common, many business leaders accept the behavior as normal. Consequently, this “elephant in the office” has earned the nickname “The Silent Results Killer.”

Work-Place-Crack is the freebase form of the highly addictive substance with the street name of CTA, or Can’t-Take-Accountability. Initially, employees use the crack approach because of the intense pleasure they derive from avoiding responsibility. But like any addictive substance, increased amounts of the approach or behavior are required to achieve the high.

These are the top three signs you’ve got a crack addict on your team:

1) The person cracks when it’s time to make a decision. Every decision means change. This means risk is involved. The resulting pressure can be too much – thus the employee “cracks” and avoids making decisions.

2) They crack when events or results don’t go their way. Like a child in a candy store who isn’t allowed to put their hands on anything, some employees “crack” when they don’t get their way. Their emotional cracks ensure this person is doomed to a future of failure as their focus will not allow them to see the opportunities that lie in every situation.

3) Employees crack when they misinterpret outcomes as failures. Instead of seeing every outcome as an invitation to learn and move forward, these addicts see failure – and crack and quit.

And now the most horrific fact of all: In an effort to eradicate the use of Work-Place-Crack, most organizations actually perpetuate and increase its use!

In next week’s blog we’ll explore the three steps things bosses are doing to create Work-Place-Crack addicts – and the proven method used to eliminate this elephant in the office, this “silent results killer.”