General

Your latest fad isn’t your culture

Posted on by Blog

I’ve written many times about the love of a fad in leadership and management, we like nothing more than a new thing. Over the years I’ve been asked numerous times what it is about the particular organisation that I’m working in that I think makes it so great. And whilst I know the expectation is that I succinctly outline two or three things that are widely replicable and can be quoted under the heading, “How xxx created their xxx”, my answers tend to be a bit more shambolic – “it’s complicated, it’s a million small things, there’s no silver bullet”.

I was listening to the radio last week when Monzo announced that they were introducing a new sabbatical policy. Tara Ryan (their People Experience Director) was being interviewed on the topic and made the point perfectly, and I paraphrase here, that the challenge wasn’t that other organisations should copy what they’re doing but instead should think about what they can do to support colleague wellbeing. And yet, I’m sure we will now see countless organisations launch their own new sabbatical policies over the next few months in the traditional corporate dick-swinging response to a headline.

We’ve seen it so many times over the years, unlimited annual leave, duvet days, learning accounts, total flexible benefits and of course (whisper it) hybrid working. And I’ll put it bluntly, if you think these things are going to fix your culture you are both wrong and a little bit stupid. That isn’t to say that each in their own doesn’t have some merit, in some organisations and some point in time. But if you are serious about improving your organisational culture then you are better off spending your time focussing on the million small pieces of feedback, looking at the trends and focusing on how you can make every working hour of every working day just a tiny bit better for the majority of your colleagues.

Organisations are different with different needs and different experiences. And so our focus needs to be on doing what we can to make them better, not mindlessly copying others. The reality is that most of the drivers of culture our outside the hands of HR or people teams, they can’t be fixed with a thing. But they can be moved on by constantly having the conversation, keeping it at the front of peoples minds, doing the hard and often unglamorous work. But therein lies the heart of true change.

Don’t look back

Posted on by Blog

I stand to be corrected, but if memory serves me well I’ve only once employed a direct team member in two different organisations. And in that case it was many years later and after they had already left the organisation in question. To say that I find it peculiar when people hire people from their previous teams, is an understatement. It completely baffles me.

Let’s start first of all with the moral arguments, or those of good and decent etiquette. Whilst there are often contractual and legal reasons for not seeking to solicit previous employees, there’s also in my opinion a really simple point of etiquette. A bit like stalking an ex on the internet to look at the pictures of them with their new partner, or driving slowly past the house that you once lived in to see what they’ve done with the decor, there is something a little bit icky and unbecoming about going back into an organisation that has been part of your past to make it part of your future again.

But more than this, it also infers a limited self confidence and a level of protectionism and closed mindedness. The chance that the very best people that are available to do the job that you need doing are in the place that you previously worked is highly improbable. There are of course certain circumstances that might prove extenuating, when a full team moves from one organisation to a near competitor, for example. But these are nearly always closed off by the contractual restrictions I mentioned above.

One of the things that I’ve loved throughout my career is working with different people, with different perspectives, ideas and approaches. Sometimes learning to get on and find your groove can take a bit of time, but that’s as much about stretching yourself and adapting to other people’s styles. In many ways that’s one of the joys of moving to a different organisation, learning new things, new ways and working with new people (incidentally that’s also one of the joys of moving sector). Bringing the people that you’ve previously worked with is going to limit that stretch and potentially lead you to continue to have the blind spots that you previously were unaware of.

Would I rule out ever working for a CEO I’ve worked with before? No, but I’d want to know that there was enough time and space between it to make sure that they’d changed and so had I. I’d want to know that the organisation was entirely different and there would be things that I would need to learn and develop in. But would I ever take the people who’d worked for me with me? I just wouldn’t. For the very simple fact that I would want them to grow and develop and learn from different leaders in different contexts. When push comes to shove, no matter how brilliant they are it would be better for them, and it would be better for me.

Five things I wish I’d known as a first line manager

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I remember very clearly getting my first “proper” manager role and the excitement and trepidation that came with it. It doesn’t really matter how many courses you go on, I don’t think anything ever prepares you for the realities of managing teams – the good, the bad and the indifferent. And no matter how many good and bad managers you’ve had yourself, a bit like parenting you only understand the full expectations when you’re finally in the seat. I was talking to a group of wannabe first line managers a couple of weeks ago and it made me reflect on the things I wish I’d known then.

  1. You’re a manager, not a leader. The first thing to say is that there is absolutely nothing wrong with this, being an amazing manager is something incredible to aim for. For some reason over the last few decades we’ve decided that everyone needs to be a “leader” and frankly most organisations only need a small handful of these, it is an entirely different thing. Your team will thank you more for your one to one focus and coaching more than they will another stupid mission statement or departmental strap line.
  2. Processes are a guide, not a law. Yes I know, before you say it, HR functions are probably THE WORST department for this. Processes and policies are there to help you, but nothing is going to handle the situation better than a person that knows their team, knows what they want, how they are and what is going on in their lives. Spend more time learning about that and less time following processes without context and understanding of application. Would you rather listen to a story told with knowledge and understanding, or one read from a script?
  3. Recruitment is as much about your existing teams as it is the new hire. As a rule, I generally hate recruitment but I do like shaping teams. And I’ve learnt that the two things are inextricably linked. Bringing someone new into your team should be additive in every way, not just the skills and the experience they bring but the perspective they have, the way they think about the world and how they interact. If you get it right, a new hire should increase the performance of other people in the team.
  4. Being liked and being respected are different. First line managers tend to lean in one of two directions, over steering towards formality or trying to be everyone’s friend. Neither path is the route to happiness or a good night’s sleep, the reality is a bit more nuanced. The best managers that I’ve seen don’t mind being unpopular in the short term in order to gain respect in the longer term, they don’t hide behind the rulebook or worse, “HR have said…”. They own messages that are tough and gain respect that way.
  5. No-one gets it right all the time. In most areas of life when we want to improve we rehearse, we practice, we assess our past performance and we learn. Management is absolutely no different. Bad meeting? That’s something you can learn from. Horrendous conversation? What was the point that it started to go wrong. You won’t get everything right, every day and nobody does. That’s ok, what really matters is that you take the time to reflect, to learn and to build on your past experience for the future. That’s how we all grow.

Who is your compass?

Posted on by neiljmorrison

The UK news was awash last week with contestants for media villain of the week – almost as if there was a competition to outdo one another. And without commenting on any of the specific stories or individuals, the question that came to mind when reading each of the stories was, “who let you get there?”

My genuine belief is that most people aren’t inherently bad, whether in the world of work, politics or sport. In the same way that I believe that most people come to work to do a good job, I don’t think that is any different for those in leadership positions in their respective fields. It is convenient for the media to portray it differently and it often suits the public zeitgeist to have someone to blame. But it strikes me that often the issue is more that people have lost their way, rather than intentionally set out on a particular course.

So why does this happen? Well it might not be the only factor, but there is no doubt that the failure to surround ourselves with people who are willing to speak up when they think we are heading off course and our willingness to listen to them plays a significant contribution. There is a weird dynamic that arises as a result of organisational power, where those around think that their success and progress is based on their ability to tell those in power what they think they want to hear. We all remember the story of the Emperor’s New Clothes from our childhood and probably laughed at the vanity, the pride and the ultimate stupidity. In our adult lives, do we consider which character we best represent?

Everybody needs at least one compass, the person that holds them true to who they are and what they are trying to achieve. We need someone who has little to lose, or is not afraid of losing what they have and is willing to hold up the mirror, to speak the unspoken truth and to bring us gently back onto course. Not in order to point out our failures, but to make us more successful. And we need to open our arms and our minds to those voices and trust that they want the best for us, no matter how hard the truth.

So my question is, who is your compass?