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Editor: Dr. Wolf J. Rinke ----- Feel free to forward this eNewsletter to others. ------- IN THIS ISSUE =================================================== =================================================== THE "BANDWAGON" EFFECT CAN KILL =================================================== Case in point. A high tech company hired me to help them define their mission, vision and core values--what I collectively call a corporate philosophy. We took the executive team on a two-day retreat and crafted a brief, memorable, passionate document that reflected the purpose of the company, where they saw the company going and the ideals they would never compromise. The next step was implementation. Despite my recommendation they insisted that they could accomplish this on their own. The system I prescribed however got short changed, and instead of buy-in they got the BOHICA effect--"bend over here it comes again." Yet one more step, probably the most important--install an execution strategy to keep everyone accountable--got left out all together. A year later the CEO asked me to come back for damage control. Seemed like he just couldn't get everyone to "sing form the same sheet of music." Over lunch I quizzed him regarding his mission, vision and core values. He had no clue! He wanted everyone to move in the same direction but couldn't express what that direction was supposed to be! HELLO! An exception you say. Think again! In company after company I see mission statements that are worthless pieces of paper, which cost their weight in gold. Or worse they spawn widespread cynicism. Because once you commit something to paper, it defines a set of aspirations that you must live by. Because if you don't, employees become disillusioned and demoralized, causing a reduction in employee morale and productivity. It's like going to a well-known retailer who touts in their advertising that they "deliver superior customer service." Once you get there, however, there is no employee to be found. And those that you do find seem to be from Mars. I don't know about you. I'm out the door, never to return. So what am I saying? Don't bother with this mission, vision core values stuff? No, not at all. Because if you do it right it will pay you back handsomely. Here is how to do it right: Step 1. Get real. Are you and your executive team passionate about building a positive corporate culture? (To me culture is what people do when the boss is not around.) Are you prepared to define your mission, vision and core values? Are you willing to make them public? Are you committed to walk the talk, that is, are each of you prepared to demonstrate what you profess with your actions all of the time? (The key word is "actions" because what I've learned from the speaking profession is that "the microphone is never off!") Are you willing to commit the time and resources to not only define your philosophy, but also hang in there for the long term to make it part of your culture? If the answer is no to any of these, quit right here. Go about doing business as you currently are. At least your team members know where you are coming from. If you said yes to all, go on to the next step. Step 2. Define it. Reach consensus with your executive team regarding your mission, vision and core values. Get them away from the day-to-day interruptions and don't go home until it's done. An effective facilitator can help you get this accomplished in 1 1/2 to 2 days. Step 3. Get buy-in. To avoid the BOHICA effect you must strive for critical mass--which means you must get buy-in from at least two thirds of all employees. And the only way that will happen is to involve them in the process. I achieve this by conducting a corporate wide slogan contest that involves every employee. (For details see Chapter 2 in Winning Management: 6 Fail-Safe Strategies for Building High Performance Organizations, by yours truly.) Step 4. Make it come alive. Reinforce the philosophy with your actions. Want a great role model, watch Herb Kelleher the founder and former CEO of Southwest Airlines. One of his core values is that work should be fun. And that is what he practices. From showing up at company event in drag, to arriving at a cookout in biker gear on a Harley, to transforming a legal dispute with a rival into a media event by settling the score with a public arm-wrestling match. Step 5. Over-communicate. Set a goal to talk about your mission, vision and core values at least six time every day to someone. The day you're getting sick and tired of it is the day your team members will begin to internalize the philosophy. Step 6. Apply it. When coaching, counseling or evaluating employees ask them to assess how their own actions and behaviors helps move the company closer to achieving their corporate philosophy. Step 7. Put teeth into it. Teeth are the specific goals, objectives, action plans and benchmarks that transform the philosophy into reality. Get all employees involved in this process. Then set up a tracking system that assures that everyone is singing from the same sheet of music. Make all of this information public to implement peer power and to keep all team members on their toes. Step 8. Install an execution strategy. Since this is the step that in my experience is most often omitted let me share a specific example. AquaGuard-Provides waterproofing services Step 9. Celebrate. Share the glory, wealth and have fun. Remember if it's fun it gets done. =================================================== =================================================== ============================================== Recent automobile reliability rankings by J. D. Powers (Wall Street Journal, 7/9/03: D1 & D5) ranked Mercedes-Benz just about one third from the bottom with 318 problems over the first 3 years per 100 vehicles. (Lexus was on top with 163 problems/100 vehicles.) Yet on the same page, the Mercedes-Benz SL class moved off the dealers lot the fastest-8 days, while the Lexus GX 470 was on dealers lots twice as long. For the record--I drive a Mercedes-Benz. =================================================== =================================================== =================================================== If this was forwarded to you and you would like to receive your own
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