It’s amazing to me, but looking back over more than a decade of writing I find posts that still impress, with information that is as useful now as when it was written. Golden Oldies is a collection of what I consider some of the best posts during that time.
To truly understand this post, you need to click the link and read the original explanation of VSI. VSI isn’t particularly original, but it is rarely called that — people prefer nicer or more professional sounding euphemisms. And that’s OK; I just prefer to opt for clarity and simplicity — which is why I’m considered too blunt.
Read other Golden Oldies here.
Tuesday I shared my version of VSI, the main ingredient in motivational sauce, and today I want to tell you a story about how it works.
Earlier this year I was working with a client, Jim, on various management approaches, such as offering good feedback and open sharing of all information, i.e., not dribbling it out over multiple requests, that he wanted to integrate into the company culture. During the conversation he asked me “What can I do to open the minds of some of my managers?”
Unfortunately, there is really nothing you can do to force a person to change the way they think, but there is much you can do to encourage it. I honestly believe that the fastest, as well as the most potent, way to encourage change is good old VSI.
I used to believe that people had to perceive the need for change before they could change, but based on experience I’ve found that if they see benefits to themselves from doing things differently they will start moving in that direction and the results can be almost surreal.
Jim had a manager who was known for making his people come to him constantly to get the information necessary to do the work they were assigned. His attitude/actions resulted in higher-than-normal turnover in his group, but he insisted that he wasn’t doing anything and people could get the information at any time, so there was no correlation.
Using VSI, Jim and I worked out a two-prong approach to change his behavior.
- 20% of his annual bonus was tied to reducing his group’s turnover by 30% (which would bring it in line with the company as a whole); and
- Jim started doing to the manager as he did to his group by forcing him to come and ask and then dribbling out the information he needed to meet his targets.
Part of the manager’s reaction was straightforward—he grumbled a bit about the retention bonus. But the surreal part was in his reaction to the information plug—nothing, not a word or an action to acknowledge what was going on.
However, he must have noticed, because within days of it starting he was giving more complete information to his people.
Not all at once and not very graciously, but he loosened his hold on the information flow, so did Jim. If the manager backtracked Jim tightened up and the manager learned that to get he had to give.
At first, his people were cautious, not really trusting the new openness, but after about a month the results started and after six weeks they took off like a rocket—productivity and retention zoomed north, while grumbling and discontent headed south and on into oblivion.
But the surreal part is that, in spite of his people commenting publicly on how differently he was handling assignments, meetings, etc., to this day the manager claims that nothing changed and certainly not him.
Image credit: Street Sign Generator