This conversation follows on from an earlier conversation: Mazism 1: There Is Always A Price, It Is Always Paid.
What lies at the source of organisational effectiveness? Is is strategic planning in the guise of strategy? Is it process standardisation / reengineering in its many disguises? Is it restructuring the business, offshoring and outsourcing? Is it about embracing and making good use of the latest information technology? Is it about embracing the latest management fashion: customer-centricity, customer experience, digital business? Is it leadership? Or organisational learning?
After 25+ years spent engaged in the challenge of improving organisational effectiveness and business performance, I am clear that the access to organisational effectiveness and superior performance does not lie in any of these domains. Why? Because they do not get to the heart of the matter: of what is actually so about organisational life and the game of business. What is so?
I am clear that organisational effectiveness (team, function, business unit, corporate) comes down to the people and their relationships with one another. By ‘relationships’ I mean the communicating-relating that has occurred and is occurring between people. If the job of ‘leaders’ is to cultivate organisational effectiveness then it occurs to me that leadership involves-requires a focus on people and relationships. I invite you to read-consider the following passage (bolding is my work):
The lone warrior myth of leadership is a sure route to heroic suicide. Though you may feel alone at times with either creative ideas or the burden of final decision-making authority, psychological attachments to operating solo will get you into trouble. You need partners. Nobody is smart enough or fast enough to engage alone with the political complexity of an organisation or community when it is facing and reacting to an adaptive challenge.
Relating to people is central to leading and staying alive. If are you are not naturally a political person, then find partners who have that ability to be intensely conscious of the importance of relationships in getting challenging work done. Let them help you develop allies. Then, beyond developing your base of support, let them help you relate to your opposition, those people who feel that they have the most to lose with your initiative. You need to stay close to them to know what they are thinking and feeling, and to demonstrate that you are aware of their difficulty. Moreover, your efforts to gain trust must extend beyond your allies and opposition, to those folks who are uncommitted. You will have to find appropriate ways to own your piece of the mess and acknowledge the risks and losses people may have to sustain. Sometimes you can demonstrate your awareness by modelling the risk or the loss itself…..
- Ronald A. Heifetz and Marty Linksy, Leadership On The Line
Time after time I have witnessed promising ‘strategies’ and plans come to nothing during the implementation phase because those leading change have been blind to the importance of people and relationships – during the strategy development phase, the implementation phase, and/or the post implementation phase.
I say look at any effective organisation (team department, business unit, corporate, society) and you will find healthy communicating-relating occurring between the people who collectively constitute that organisation. And healthy communicating-relating occurring between members of that organisation and the people who they interact with in the broader environment in which that organisation organises and executes its work.
I continue to be amazed that some Tops and Middles want to work on improving customer relationships and the Customer Experience. Why? Because they and their organisations have little appreciation-consideration-feeling for the quality of communicating-relating that is occurring in the organisation. And no lived experience nor appreciation of the the Employee Experience: whether on the front line or the back office.
What Is The Access To Calling Forth The Best From Your People and Cultivating Authentic Customer Loyalty?
In the realm of business, first and foremost, I show up (for myself) and travel as a philosopher-strategist. One of the central concerns in philosophy used to be ethics: how to live well in this world with others. This has not been the case for quite some time and may account, to a large degree, to the way the world is and is not. One of the central pillars of strategy is focus: bringing to bear all your resources to the key leverage points at the right time/s.
Looking through the ethical and strategic lenses, I have been grappling with the question of performance and loyalty: what calls forth the best from the people who work in your business and what is he access to authentic customer loyalty? The kind without bribery, without the gimmicks. In my search I came across a wonderful book. Today, I wish to share with you certain passages that speak to me and may provide an answer to the question that I have posed here (bolding is my work):
When people work in conditions of perceived unfairness and unkindness, they fall into a self protective mode. Like turtles, they crawl into their shells and hide. They’re not motivated to take positive risks, to dig deep inside to discover all their talents and bring those talents to bear in creative ways on the challenges of the corporate business. Their emotions are tinged by fear and resentment, and these negative feelings block the flow of positive emotional energy the could be putting to work in their daily activities…..
… employees who feel honourably treated are most likely to pass on that honour and respect in their dealings with customers, potential customers, and vendors. Those who feel badly treated will quite often pass on some of that treatment as well to those outside the company with whom they have contact. And this can become a flash point for whether business is gained or retained. Most people find it difficult over the long run to buy even good products from bad or discourteous people.
Relationships Rule The World
In the course of my life so far, I have become totally loyal to any number of businesses ….. because I felt well treated in each of these places, welcomed, honoured, and respected. Friendliness, kindness, genuine concern, that little extra touch, going beyond the call of duty – these are all exemplifications of basic goodness, applications of the moral dimension that often bring with them the result of loyal relationships and greater business success…
Go ahead and develop a strategy, change the organisation structure, redesign processes, and implement the latest Customer Experience technologies. And it occurs to me that if you don’t talk about, grapple with, and address the questions of liberation and basic goodness as exemplified by friendliness, kindness, fairness and genuine concern for the people in your business (those who work ‘within’ it), the people served by your organisation (customers), and the people impacted by your organisation (community, vendors, partners..) then you are unlikely to ever build a solid foundation that allows you to call forth the greatness of your people and cultivate enduring authentic relationships with your customers.
I know that this is a BIG ask. Sit in on counselling sessions and you will learn that almost every single one of us resists acknowledging, understanding, and dealing with that which really matters. We will do just about anything and everything except that which really matters: how we show up and travel in the world and in particular who we relate to and treat our fellow human beings including those closest to us. And some folks do the difficult work and by so doing the live lives and make an impact in the lives of others that is uncommon.
I wish you a great day, thanks for listening. I welcome your thoughts, your experience on that which I have shared here today.
I wonder if you have noticed something about the world of business? You may have not noticed it as this feature of business life is pervasive, so enduring, that lies in the background. I found myself reawakened to this feature recently.
Some consultants and sales folks were carrying around and using the standard issue company owned laptops made by the likes of Dell, IBM, HP, Toshiba…. Others were carrying around and using Apple MacBook laptops (Air, Pro) – they had purchased these themselves out of their own money.
What is it that I observed? I noticed that the consultants and sales people using Apple MacBook laptops handled their laptops as if these were sacred objects. I noticed these folks look, actually look, at their MacBooks as I look at landscapes that catch my eye and take my breath away. I noticed that these folks displayed their MacBooks so that all could see. And I noticed that these folks carried their MacBooks with a certain kind of pride. Most importantly, I noticed a certain kind of affection, even reverence, between the consultants and their MacBooks.
What about the consultants and sales people carrying around the corporate issue laptops made by the likes of Dell, IBM, HP, Toshiba..? I noticed these folks showed no pride, no reverence, no affection for their laptops. They treated them as functional machines – mere tools to do a job. They dragged them out of their cases. They plonked them on the table. When not using them them ‘hid’ them by putting papers on top of them….
Have you figured out what feature of the business world I am talking about? I am talking about the lack of beauty in the world of business! I am talking about:
- conversations devoid of the beauty of genuine human warmth-friendliness;
- products that function yet are devoid of beauty;
- offices that are devoid of colour, fragrance, plants, flowers and have the feel of a factory in many ways;
- call-centres in run down parts of the country where the human spirit sinks as the body arrives for work;
- retail stores that have the look and feel of hospitals….
I notice that some folks have been putting Apple down due to the lack of innovative industry making, coffer filling-overflowing, products. This may be the case.
I notice that the same folks that put down Apple for its lack of innovation point towards Samsung for its innovation especially in the area of smartphones. What I have not yet experienced is an Apple customer handing in their iPhone for a Samsung Galaxy. Why not? It occurs to me that Samsung products lack that which pervades the Apple products: beauty that calls forth awe, affection, even reverence.
How can you and your organisation cater for and meet one of the most fundamental human needs: beauty? If you have got around to designing customer experiences then ask yourself if you have even considered this need for beauty?