The last resort

We draw inspiration from some funny places. The moments, the stories, the experiences that sometimes we even struggle to place can form our thinking, our feeling and our doing. As a kid, I had a collection of Aesop’s Fables, I can’t even remember whether they were read to me, or I read them myself. Or perhaps even both. But I remember the stories.

The one that sticks with me most is the story of the North Wind and The Sun. If you’re not familiar with the fables then you can read more about it here. The message being that gentleness or persuasion is more powerful than force or bluster. A lesson that has stuck with me through life and work.

The organizational context within which we co-exist is becoming increasingly complex, with relationships stretching across borders and boundaries. Inter connecting departments, shared purpose with separate ownership, leadership from within not above.  The world of work is increasingly full of ambiguity.

And faced with ambiguity and complexity, the natural instinct is to create order from disorder, certainty in uncertainty and control the uncontrollable. But the rules of the games have changed forever and the traditional methods of management are themselves ineffective, outdated and the refuge of the ineffective and outdated; the last resort of the inept.

In this increasingly complex and inter connecting world those that succeed are the ones that understand that trust beats control, that persuasion beats force, that collaboration beats independence. We create cohesion not by instruction, but by willingly coming together, we create certainty by collectively defining the future, we create success through self-determination and empowerment.

The future of work bears little resemblance to the past, the environment is changing at such a pace and some will adapt, but many won’t. The scared, ill prepared and ineffective will try to hold it back. The wise will listen, understand, talk, create, co-operate and succeed.

When things are bafflingly complex, only through empowering, respecting, trusting and collaborating will we find the way through.

Only by letting go will we hold on.

Process this….

It won’t come as a surprise to people who know me that I’m not keen on unnecessary process. I understand that there is a minimal need for it, but I can’t accept the need for process to drive practice. That for me is alien and wrong.

I had a particularly problematic conversation with Tesco Bank this weekend (Yeah…..I know….) when I was subject to two immortal lines,

“The problem is that you’ve been a customer with us for a long time”

“We can’t override the system”

I do have much left to die inside, but that is pretty much going to clean it up.

But it also really resonates in a “shoot me now” kind of a way.

How many times in the last month have you or your teams uttered:

“It would set a precedent”

“It isn’t as simple as that”

“I can’t do that”

“The system doesn’t work like that”

“The policy is….”

“You need to complete this form”

“Have a look at the process/policy”

“We can’t make an exception”

And how would it feel if you’d said:

“We completely see the need to make an exception here”

“Let us work out how to make this possible”

“Of course”

“We can work around this”

“I understand your specific needs”

“Let me sort out the paperwork for you”

“What is it you’d like to achieve and how can I help you?”

“You’re the most important person to us”

Then ask yourself two questions:

Which feels better to the person asking the question?

Which feels better to the person answering the question?

And as a supplementary:

Why do we make this so hard?

Nobody wants to be engaged

I once said that “nothing says past it” more than Human Capital Management.

I was wrong.

Don’t worry, I haven’t suddenly become a HCM groupie.

Far from it…..

I was wrong because NOTHING says past it more than the term “Employee Engagement”.

I recently tweeted that “every time I hear this term another part of me dies“…so you can imagine what writing about it does to me.

But sometimes I just can’t help myself. We all have our crosses to bear.

I have a confession. Never…..absolutely NEVER in my life have I woken up and thought….”I wish I was more engaged”. Moreover, I can guarantee that there is not a single employee within your organisation that has either.

Engagement doesn’t exist. Engagement is the sort of term a consultant would create. And then claim it was measurable and sell it at massively inflated amounts to a profession that was insecure and desperate to find some data to prove that they were both relevant and commercial.

I have no idea where they would find a profession like that. Do you?

Please. Let’s stop.

Let’s grow up.

Let’s be human.

For generations people worked for the same companies. They worked there because the organisations valued them, they treated them well, they gave them security, they gave them incentives to stay. But, they NEVER TALKED ABOUT ENGAGEMENT.

Engagement doesn’t replace a decent pension scheme, engagement doesn’t pay the mortgage on your house, engagement doesn’t provide job security.

Engagement is a term that we create to apologise for using people to generate profit.

We need to stop focussing on vacuous self-created concepts that are completely alien to the vast majority of human beings. We need to start talking about the things that matter to people. Real people.

Call me uncool, call me old-fashioned. Call me naïve.

I’m ok with that.

You aim for engaged employees…..I’ll do what’s right for my people and treat them like valued grown ups.

I think they deserve that.

Vive la différence

I’m often pleased to be reminded just how easy it is to work in the profession we lovingly call HR. It is rare that a month goes past without another profession stepping forth to attempt to articulate why they should be the people who HR report in to.

Finance, Marketing, Operations all have their moment. And funnily enough it is precisely because so many functions can see an overlap that HR shouldn’t report in to any of them.

Imagine the look on the CFO’s face when you talked about the costs of the employer branding campaign that projects the spirit of the EVP to the external market. Why bother right? Surely we can just chuck some ads on some websites?

The Marketing Director glazing over as we explain the need for benchmarking our broad banded salary scales to ensure that the overall compensation and benefits package remains competitive with our stated median position.  Crack the champagne…..who’s counting?

And of course the Operations Director would be more than sympathetic to the need to develop a longer term OD strategy to ensure the successful transformation of the business. As long as it can be delivered in….say the next twenty minutes?

As a profession we are different to the others, hence the reason we exist, but we are also have significant similarities. Hence the reason that so many areas think they can add their expertise. Which of course they can. Which, in turn, is of course the point.

Organisations are increasingly multi dimensional and complex. Successful organisations work with multi disciplinary teams that are focused on solutions and delivery, not on hierarchy and reporting. And successful HR people know that they should draw on the expertise of the various other departments that exist within the organisation.

But their uniqueness comes in being able to knit together the varying elements to deliver a successful organisation for all stakeholders, management, employees and shareholders.

Arguing that, to improve, HR should sit in Finance to be more commercial, Marketing to be more creative or Operations to be more…..operational is akin to arguing that you get a better service by making the waiters report to the chefs or improve the ground ability of the air force by making them report to the infantry.

The real agenda is recruiting and developing the right HR people, with the right mindset and the right ethos. But of course, that’s a whole other blog. And right now I need to go and have my regular chat with the CFO. He’s a lovely chap, and would be the first to tell you, that he wouldn’t want my job in a million years.