The Organic OS - Giving Orders vs Asking for Solutions

People usually hate to be told what to do. It makes them feel like pawns in the game of work who don't know any better than to take orders every day and not think too much for themselves. If we want better results from people, we must treat them like insiders and ask for their help in solving problems. Putting on a facade is not the way to go about this, but reprogramming ourselves as better leaders is. We must genuinely feel like we are seeking solutions instead of giving orders. 

If an order is simply a task to be fulfilled, it only becomes a problem when left unfulfilled or done wrong. When a person is hired to do a task, or series of tasks, we can assume that they have been properly trained to carry out orders on their own. If they are falling behind in terms of productivity or quality, we must find out why that is, rather than push them and push them to do it right, under the threat of being fired. It is essential, therefore, to investigate instead of react impulsively. We must care 'why' there is a problem before we can come up with a fair and logical solution.

With a great amount of effort put into forethought, a team leader will be inclined to pull the team member toward a solution by engaging them to help solve the problem and therefore the team leader is changed for the better as a result. If a once productive team member suddenly starts to slip, we can assume that there is a problem in their life, such as with a relationship, debt, depression, low self esteem, stress, etc. It's only fair to investigate why the work problem is  occurring either by speaking candidly with them or communicate the issue through the proper channels such as human resources. In any case, we should avoid adding stress to someone's life unnecessarily.

In summary, even if a person is having problems outside of work, if we get them involved and help pull them toward a solution to the workplace problem with an even tempered demeanor and genuine friendship, we will make them feel at ease and they will get back on track sooner rather than later. But, a great leader must be genuine and work hard to acquire such interpersonal problem-solving skills.

Build a better workplace by following the best practices of leadership in the Organic OS (tm).

How to Change Things at a New Workplace

Here are 4 tips for change that I have developed and lived by for almost a decade - and it is a proven method for getting the best results.

Any new team member, especially those in a managerial role, will want to change the way things are done. This happens because the position is fresh, they are excited and they can see ways of improving the company. However, some changes will open a can of worms if implemented improperly. Not everything needs to be 'changed', especially if something is working very well; it may just need to be improved slightly.

The following four step process will allow a new boss, supervisor or department head to manage change in a seamless fashion, if all four points are adhered to closely: 1) Observe you surroundings, 2) Question everything, 3) Make improvements, 4) Keep records.

1) Observe your surroundings - keep a close eye on all processes and make some notes. Pay attention to every aspect of every process and decide whether or not changes are priorities or not. Observe the final outcome (the end result, the product, the service, etc) and evaluate the quality to measure against the ideal the organization has mandated.

Case study: the 'product shot' of a double-layer hamburger looks very juicy, appetizing and the crown of the burger (the bun on top) is perfectly rounded and placed. The whole thing looks hot, tasty and symmetrical - a perfect picture. However, the afternoon shift on every other day (we'll call them Red Team) can never seem to get the product to look like the picture. They overcook the crowns, squish them and slap them on, the patties are sliding out and the lettuce is everywhere.

The new manager assesses the situation and discovers that the Red Team is usually under-staffed because nobody answers the phone when they are on call and staff members regularly call in sick. The manager of Red Team seems overwhelmed and has a hard time keeping his cool. Upon further investigation, Blue Team always has staff, their manager appears to be happy-go-lucky and the overall quality is quite impressive, given the hostile work environment (hot kitchen, line-ups ten deep, etc).

Something is clearly wrong with Red Team. But don't make any accusations until you find out more!

2) Question everything - ask questions of both management and staff, then get to know them as much as possible. Get to the bottom of the situation by going through every detail and don't make any changes until you know the whole story - it'll be better in the long run.

Case study (cont'd): you find out that the manager of Red Team is going through a divorce and has been separated for the previous two years. Some staff report that they do not look forward to coming in to work because they are getting tired of being belittled in front of staff and customers. Somebody tells you 'off the record' that people are trying to switch to Blue Team because they like working for the manager and they have fun while working.

You also hear that the manager of Red Team threw some over-cooked crowns at the crew trainer during one shift in front of everybody. The crew trainer hadn't complained because he fears he'll be fired (he's a teenager and needs the money - his mom is single and she has trouble making ends meet). You then find out that the bun toasters had not been calibrated in a while because the Red Team manager never got around to it, but instead he faked the reports. No wonder the buns were usually over-cooked.

3) Make improvements - have one-on-one meetings with those who are keeping the quality down and let them know you are working on solutions to all of the problems in order to improve the quality. If necessary, send any staff for further education, whether in-house or at another location. Go through the proper procedures for every position and ensure those little details that had fallen through the cracks resurface and are addressed properly. Ask those involved for their input on improving the situation.

Case study (cont'd): you talk the Red Team manager and find out what is slowing him down, in as general terms as possible, and suggest he work in another position or take some time off (or send him to Human Resources so they can direct him to attend a self-help seminar or seek professional help).

You then talk with the crew trainer and explain the situation and why it is so important to address any problems with any management staff by going through the proper channels. Now, it's time for a staff meeting but keep it positive (I've been involved in train-wreck meetings where the staff were accused of many things - not very productive!).

4) Keep records - if your above actions made a difference, you'll need to keep track of the progress. Records will also help you if things begin to slip because you can go back to them and remind yourself of the details and what worked.

Case study (cont'd): the burgers look the same from both Red Team and Blue Team, the overall quality has improved a great deal (as the random 'visitation reports' reveal) and the staff on both Red and Blue Teams are in better spirits. Productivity has improved (as the sales reports indicate) and morale is at an all-time high. It took a few weeks, but you can't hurry resolutions to deep problems.

The above case study was based on real-life situations at a fast food restaurant in Ottawa, Ontario, Canada. There were many problems at that franchise and I was very happy to be a part of the solutions.

One last thing about the four-step process for implementing change - it works!

- Buck Moore

Better Bossing: Tips from the Front Line #1

Here are some of my bossing methods that work and have worked for many years:

1) Be nice, but firm -being a nice boss will help motivate people and keep things going as a great team. But, don't be too nice and let people take advantage of you. Let them know why it is important to arrive on time and adhere to the right processes. There is a delicate balance here, but it works wonders when the balance is right.

People who work for you must respect you, then like you. Years ago I worked for a fellow who was a great boss in that he was fair but firm. I could not see myself hanging out with him after hours, but I always did what he asked because he wasn't wishy-washy about anything and he'd recognize any hard work done by giving whatever rewards he was able to - no good work went unnoticed.

On the other hand, there was a new hire who showed up late on his first day and I watched as my boss said: "You're late, you're fired!". The poor guy just stood there in shock, then asked why. The boss said: "You live less than five minutes away and you still could not show up on time for your first day. You're fired." I stood there with my coding gun and worked away while watching the guy just stand there and slowly walk out of the place.

2) Laugh off a silly mistake - when somebody messes up for the first time and it's not a major catastrophe, chuckle with them and show them the right way to do it. Anything that has the potential to BE a major catastrophe should have a very comprehensive training system involved.

The person who made the mistake will feel better and not feel like they are stupid (even though they may call themselves that). If they keep making the same mistake over and over, there must be changes made in order to restore the desired level of productivity. You may have to train them for something else or suggest that they should look for employment somewhere else. Be sure to have a closed door meeting with them to explain everything in detail.

3) Talk about 'changes' face to face - explain to the person who is directly involved in a process why something must change. Explain it in a reasonable voice and let them know why it is so important for them to comply. Don't yell at them or tell them they are an idiot.

I learned this when I was a young supervisor and always got things done the way I wanted them - on behalf of the company, of course. I kept doing it for years and I still do it and it rarely fails. If it does fail, the person responsible must be replaced.

I took this technique with me when I was working with musicians on stages. If something wasn't right (ie: too loud, usually), I would walk right up to the front of the stage and mention that something wasn't quite working. With my goal in mind, I would offer suggestions and let them know it was for the benefit of the audience - so that they could enjoy a great sounding show.

I got positive results over 95% of the time when I was working with rock musicians full time. Now, bear in mind that I was working with some of the biggest egos around and even an 80% success rate would have been astounding. But, many sound people are not so nice because they become jaded over time, having to deal with the same issues over and over, night after night.

The best practice, no matter how jaded or egocentric you think you are, is to put yourself in the shoes of others and explain things the way that you would like to be told. It simply works! If you want positive results, treat people like people, not numbers.

- Buck Moore

How to be a Great Boss

The Problem - Poor People Skills
People skills are not hard to learn, but reminders are definitely needed. In fact, reminders are needed for almost anybody and anything in a fast-paced working world. Managers and supervisors are especially susceptible to forgetting how to treat people well because they usually have a lot more at stake than their employees, but that just means they have to work harder at reminding themselves how to do it.

Bosses who micromanage need to learn the difference between good and bad micromanagement. They should pay attention to every detail but trust others to complete the tasks. If a person is new, a certain level of micromanagement may be needed to see that the new person understands a process but only until then, while periodically checking the process.

I trust my gut feelings and when I sense a potential problem, I must step in or the quality will suffer. But, I always explain fully why I am stepping in and because I have good people skills, they don't feel that I am being too 'in their face' about it. Then, when I feel they've got the process down, I leave them alone and let them check in when necessary.

Generally, I see poor communication as the reason people feel they are being micromanaged. The last thing a boss wants is for their staff to feel uncomfortable when they are around because they will not want to speak freely and so much can be missed out on.

The Solution - Training and Reminding (and a Pressure Valve)
Like a lot of advice, you have to hear it from another person, if only to reinforce what you already suspect. I practice a skill that lets me see myself from the outside (no, it has nothing to do with mirrors). It is a kind of visualization technique that has helped me for many years. I imagine what my actions look from the point of view of somebody else before I act. It just takes a moment, but it really helps me think ahead.

When things get really busy, pre-visualization can be hard to do, because there is not a lot of time to do it. But, because I have practiced it for so long, it became second nature for me. When time is short, I always remember the concept of grace under pressure and it gets me through.

What I suggest to those who need better management skills is to print out a business card from a printer that says 'grace under pressure' or something similar and laminate it, then keep it in your pocket. If you eventually feel like you are just bottling things up inside, take up an activity that allows you to let it out once in a while. For me, that's speaking in public or performing on stage. I also make short films and write a lot - including screenplays, comedy ideas and a book about all of this (available in late 2009).

Take-away Points:
1) People Skills Training is a must for managers and supervisors who need it.
2) Micromanagement has become a dirty word - proper communication will help clean it.
3) Keep your staff comfortable enough to speak freely, but respectfully.
4) Look at your actions from someone else's eyes before you act.
5) Take up an activity not related to your profession - something creative like writing, drawing, painting, music, etc.

Oh, and get to know your staff, because there are no little people. Also, you may choose to hire a consultant to boost morale or have a staff meeting to let them better understand your point of view.

Have a great week!

- Buck Moore