#41: Team work - part 1
Team building exercises make me nervous. At best, they teach people how to do meaningless things together; at worst, they produce the opposite effect.
This happens when the focus is on team building instead of on a work-related outcome. You don’t want people who are good at liking each other and trusting each other and paddling well together. You need people who care so much about the outcome that they overcome their liking to deal with any member who is not delivering.A friend was once told to build better team work between her staff and her client by going river rafting. In her own words: “Before we went on the river, I thought he was an idiot. But now I know he’s an idiot.”
So much for team building. What should have mattered was the work they produced together, not whether they could paddle together.
I’m james@nonsenseatwork.com
Copyright: 2006 James Henry McIntosh
#40: Population is declining
Work bit 1: In many countries, population is declining. For example, Russia’s population is declining by around 700 000 a year. Male life expectancy is less than 59 years. Because of AIDS, both statistics will get worse. Imagine the economic and social consequences.
Work bit 2: Poverty is everywhere. According to the US Census Bureau, 37 million US people were in poverty in 2005. That’s almost the population of my African homeland. Back then I thought America was the land of plenty.
Work bit 3: An annual World Bank study again named Africa the most difficult region in which to do business.
Work bit 4: Jack Welch once wrote: “People always overestimate how complex business is. This isn’t rocket science; we’ve chosen one of the world’s more simple professions.” I agree with him, but why do CEOs earn so much for something so simple?
I’m james@nonsenseatwork.comCopyright: 2006 James Henry McIntosh
James can be heard on Public Radio, 88.9 FM WCVE, Richmond VA.
Monday - 7:19am and Saturday - 8:19am
#39: Follow the leader - part 2
Last week I mentioned the CEO whose 10 year old company car was such a clear symbol of what behavior was required during a Chapter 11 turnaround. That story illustrates beautifully the most important lesson I have learned in management. Here it is, so listen carefully:
People don’t behave according to strategies, rules and instructions. They behave according to their perceptions of strategies, rules and instructions.
Here is another true story, this from a struggling car manufacturer. The VP of Finance sent out a corporate-wide memo reminding everyone of the need to watch expenses. Then he ordered a new microwave oven and a solid oak door for his office.
Of course, there was no need to send out a memo for everyone to know about that. I leave you to decide which perception employees paid more attention to.I’m james@nonsenseatwork.comCopyright: 2006 James Henry McIntosh
#38: Working and eating out
Work bit 1: According to Harry Balzer of the NPD Group, the main factor determining the way Americans eat is the proportion of women going out to work. The more women go out to work, the more people eat out or order in cooked food.
Work bit 2: Since the year 2000 the proportion of women going out to work has stopped growing. If more women stay home and start cooking again, then expect American waistlines to shrink. Not because their cooking is bad, but because restaurant food tends to be less healthy.
Work bit 3: Do not make yourself indispensable, not even in the kitchen. If you cannot be fired, you cannot be promoted either.
Work bit 4: Gloria Steinem once said, “I have yet to hear a man ask for advice on how to combine marriage and a career.”
I’m james@nonsenseatwork.comCopyright: 2006 James Henry McIntosh
James can be heard on Public Radio, 88.9 FM WCVE, Richmond VA.
Monday - 7:19am and Saturday - 8:19am
#37: Follow the leader - part 1
Here we go again, layoffs and conflict between unions and management.
These reports always remind me of the Chapter 11 I was involved in. We turned around a retail company, operating in 5 countries, in 18 months. Obviously, as a consultant, I would like to take much of the credit. But I know what really did it.
Like all ‘real’ CEOs, my client had a company car. Unlike most CEOs, his car was 10 years old. Without saying a word, he had claimed the moral high ground, planted his standard and demonstrated what behavior was expected. And every one, from executives to shop stewards to union members, got the message, rolled up their sleeves and made it happen.
This was my client’s first time as CEO - maybe he just did not know how a CEO was expected to behave.
I’m james@nonsenseatwork.com
Copyright: 2006 James Henry McIntosh
