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It’s the Boss, Stupid

Tuesday, October 15th, 2019

https://www.flickr.com/photos/vuhung/12461011705/

It’s said that people don’t leave companies, they leave bosses, but now and then it’s the top bosses, the ones who control the culture, who create the circumstances that incite an exodus, as opposed to an immediate manager.

That’s what’s going on at Google, according to James Whittaker, who left Microsoft for Google and then left Google to return there.

The Google I was passionate about was a technology company that empowered its employees to innovate. The Google I left was an advertising company with a single corporate-mandated focus.

Googlers have left because of harassment, retaliation, various governments’ contracts/projects, treatment of contractors, and other ethical considerations.

Google’s bosses are also some of the biggest hypocrites in tech. Worse even than Zuckerberg at saying one thing while doing the opposite covertly — especially something that negatively affects the entire planet, not just people’s privacy.

Despite making noises about becoming more environmentally friendly, Google has been quietly funding organizations which say climate change isn’t real [emphasis mine].

Fortunately, all the clandestine stuff keeps surfacing and people are coming to the realization that Google is anything but benevolent.

All these things fall under the culture umbrella.

A culture controlled by Google bosses.

Image credit: Nguyen Hung Vu

Golden Oldies: Ducks in a Row: Making Employees Happy

Monday, August 26th, 2019

https://www.flickr.com/photos/cityskylinesouvenir/4427873040/

Poking through 11+ years of posts I find information that’s as useful now as when it was written.

Golden Oldies is a collection of the most relevant and timeless posts during that time.

Why is happy so often equated with fun, as in “if you’re having fun you’re happy.” What makes you happy? A beautiful sunset? Your kids/grandkids? A quiet walk? Time with loved ones? For most people, It takes more substance than fluff to make them happy.

Read other Golden Oldies here.

Company culture has been jerked around ever since a few pundits decided that “fun” was the primary component to having happy employees.

Worse, “fun” was equated with silly stuff, such as games, pranks and goofs.

While these things do energize some employees, they don’t do it for long and certainly not alone.

It’s well-proven that happy employees are more productive, but creating happy requires substance.

The components of long-term happiness are things such as challenging work, continued learning, opportunities to grow, clear communications, fair bosses, etc.

All of these require more thought, effort and skill from managers than installing a few foosball tables or gamifying the project.

Flickr image credit: CityLineSouvenir

Golden Oldies: Ducks in a Row: Rich Waidmann’s No jerks Allowed

Monday, July 29th, 2019

              (see the full Infographic at Business Insider)

Poking through  13+ years of posts I find information that’s as useful now as when it was written.

Golden Oldies is a collection of the most relevant and timeless posts during that time.

People. Whether at work or in your personal life, how you choose to respond to people is usually the make or break of any situation. That is especially true when dealing with someone’s negative actions.

Read other Golden Oldies here.

I’m in love — with a man I never met, never spoke to, never followed or chatted with online.

His name is Rich Waidmann and he’s founder and CEO of Connectria Hosting.

I love him because when he started his company he consciously set out to make it a great place to work.

That means it’s a job requirement at his company that every employee treat everyone else with courtesy and respect as well as “going the extra mile” to take care of people in the community who are less fortunate

Then his company did a survey and found that

More than half (55%) of 250 IT professionals in the US. surveyed said they had been bullied by a co-worker. And 65% have said they dreaded going to work because of bad behavior of a co-worker.

Waidmann believes it shouldn’t be that way so he’s starting a No Jerks Allowed movement in an effort to encourage better cultures.

Way back in 2007 Stanford’s Bob Sutton wrote The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn’t, but looking at the stats I’m not sure how much good it actually did.

And considering the fact that companies are shoehorning more people into less space something needs to change.

The Talmud says, “We do not see the world as it is. We see the world as we are.” Moreover, it’s often as we are that particular day, or even minute, and even as we change, minute to minute, so do others.

Jerks are known to lower productivity and kill innovation, so a lot of good information on identifying and dealing with jerks has been developed since Sutton’s book came out.

Contributing to that effort, here are my four favorite MAP attitudes for dealing with jerks.

    • Life happens, people react and act out, but that doesn’t mean you have to let their act in.
    • Consider the source of the comment before considering the comment, then let its effect on you be in direct proportion to your respect for that source.
    • Use mental imagery to defuse someone’s effect on you. This is especially useful against bullying and intimidation. Do it by having your mental image of the person be one that strips power symbols and adds amusement. (Give me a call if you want my favorite, it’s a bit rude, but has worked well for many people.)

And, finally, the one I try to keep uppermost in my mind at all times

    • At least some of “them” some of the time consider me a jerk—and some of the time they are probably correct.

Image credit: Connectria

Ducks in a Row: Wisdom Then and Now

Tuesday, April 30th, 2019

The above image was yesterday’s Oldie from 2009.

What’s changed (or was off in the first place) since then?

Let’s take them one-by-one.

Data: data, since “facts” are often historical and the historical info is often biased.

Information: Think bias and fake news, neither is new, but the quantity has exploded.

Knowledge: Same as original.

Understanding: Too often why or any questioning is asked only if the facts and information run counter to our beliefs, opinion, and worldview.

Wisdom: Unlikely.

Wikipedia describes wisdom as follows:

Wisdom, sapience, or sagacity is the ability to think and act using knowledge, experience, understanding, common sense and insight.[1] Wisdom is associated with attributes such as unbiased judgment, compassion, experiential self-knowledge, self-transcendence and non-attachment,[2] and virtues such as ethics and benevolence.[3][4]

Much of the ability to think according to the above description has been either voluntarily turned over to, or co-opted by, social media.

Considered actions often must pass an “Instagram/Twitter filter;” those that don’t aren’t acted upon.

If there is anything social media can not be blamed for it’s a proliferation of wisdom.

Join me tomorrow for a look at ways and means to acquire wisdom.

Image credit: Nick J Webb

Ducks in a Row: Safe is Sorry

Tuesday, April 9th, 2019

https://www.flickr.com/photos/29638108@N06/4159003383/

Yesterday focused on the constant opportunities that surround us as we move through our lives.

But in order to take advantage of them you need to be willing to move outside your comfort zone.

It’s always easier to coast than it is to climb.

In the same way, it’s easier to play it safe with what you already know than to put yourself in the position of being uncomfortable and having to learn new stuff — and possibly look foolish or fail

So what if you do?

The world won’t stop turning, nor will a lightening bolt materialize and strike you. Oh. And the sky won’t fall.

I promise.

What will happen is you’ll learn, grow, get braver, and your interests will expand.

And practically a guarantee that you’ll go further in life than you would have otherwise.

Opportunities.

Grab ‘em while they’re hot.

Image credit: Jennifer C.

Ducks in a Row: Influencing Fools

Tuesday, April 2nd, 2019

https://www.flickr.com/photos/raaphorst/451177665/

There was a time that having influence meant something.

Maybe it still does in certain circles, but for much of the world it means you have millions, or at least hundreds of thousands, of followers on Instagram, YouTube and Twitter (Facebook seems to be passé).

They are called ‘influencers’ and their followers treat their words, actions, recommendations, and opinions as gospel.

In spite of the fact that many of them are paid to promote [whatever].

Of course, famous people have been paid to endorse products for decades.

The difference is that many influencers are famous only because they are expert manipulators of social media — or they pay experts to build their brand.

So. Not new and relatively harmless.

But not when they are built on a lie and involve your health or money.

[Yovana Mendoza] The 28-year-old influencer, also known as Rawvana, has amassed more than 3 million followers across YouTube and Instagram by extolling the life-changing properties of a raw vegan diet. (…)  a couple of weeks ago, Mendoza was recorded eating seafood (…) Realising she was being filmed, she tried to hide the fish, but the jig was up.

Mendoza admitted she had stopped eating vegan for health reasons.

But she kept preaching the lifestyle.

There are dozens of similar stories and hundreds of influencers whose only true skill is self-promotion.

They talk about health; about money; about “living your best life.”

They talk to the millions of fools who follow them.

Image credit: Marco Raaphorst

Ducks in a Row: Culture is the Keeper

Tuesday, March 26th, 2019

https://www.flickr.com/photos/ebby-rebby/5800753858/

Oh joy. A new study of 25,000 employees, working in more than 1,000 different companies across 20 industries spread across Northern America, Europe, Asia, and Australia was done over the 12 months of 2018.

43% of employees said that they would be likely to leave their current companies if they were offered a 10% pay rise elsewhere. That number was up from 25% in their 2017 survey.

The report says that weak company cultures are to blame, while the author thinks the strong job market is also responsible.

I disagree, because if the majority of the stuff listed below is actually fixed it will take a lot more than a 10% raise to attract someone to a culture that probably has those same problems.

Here is the list.

  1. Technical issues with software, and other tools
  2. Interruptions and disruptions from Slack, emails and noisy office environments
  3. Poor communication from management / lack of training and information
  4. Disorganized and time-wasting systems and processes
  5. Misguided decisions from management / bad leadership
  6. Lack of flexibility / no opportunities to work from home
  7. Overworked / under resourced team
  8. Office politics / favoritism
  9. Difficult customers
  10. Too many meetings

The sheer size of the responding group means smart bosses will take note of these irritants; most are fixable without much impact on the budget.

Most require changes the boss can effect or, at least, influence. People aren’t stupid, they know their boss can’t change the whole company. But if they change what they can and keep working on the others, their people will stay and work with them.

What often matters most is that bosses recognize that they are part, if not all, of the problem and are honestly trying to change.

Image credit: Emma

Ducks in a Row: Values Revealed

Tuesday, March 19th, 2019

https://www.flickr.com/photos/29237715@N05/8532404954/

Yesterday’s post reminds us that culture stems from the boss’ MAP (mindset, attitude, philosophy™) and that MAP reflects their values.

A point that that seems easily forgotten.

Values aren’t what you say, they’re what you do.

This was illustrated in an article about Larry Page’s end run around the Alphabet board initially approving Andy Rubin’s $150 million exit package without board involvement.

Arrogant to say the least.

I sent the article to a number of people and asked them who is more arrogant, Page or Zukerberg.

Zukerberg won the “Most Arrogant” title hands down.

One response garnered applause from everyone.

That person used the nickname ‘Zuck’.

Then wrote again saying, “Or maybe I should say the Zucker…”

Seems appropriate. Adding “the” (same as you-know-who) and it’s even more apropos if you change the first letter to ‘F’.

Values aren’t what you say, they’re what you do.

A principle that becomes clearer with each new revelation.

Call it founder striptease — although it’s just as common in politics and religion.

Image credit: Noel Reynolds

Ducks in a Row: Motivation and Trust

Tuesday, March 12th, 2019

https://www.flickr.com/photos/aucklandphotonews/8252061970/

Yesterday’s Oldie was a reminder that there are very view motivators that can beat VSI (vested self-interest) when it comes to engaging your team.

Some people respond to money, but many more respond to intangible rewards.

How do you know what works?

How can you tailor motivators individually for each person?

I’ve heard from bosses at every level that they’re already stretched, they need to focus on the deliverables and their team and just don’t have the time to deal with individuals.

Which is laughable, since the team is comprised of individuals and the bosses job is to engage and motivate them, so the deliverables are delivered on time.

Great managers have no fear of using one of the most efficient approaches, i.e., ask your current team and each new hire.

Don’t suggest or use multiple choice, just ask.

  • What makes you eager to come to work?
  • If you could choose just one thing, other than compensation, that would light your work fire what would if be?

Don’t ask in a group situation if you want real answers, honest answers.

In fact, don’t ask in person, since you may not be able to control your initial reaction. If that happens it will break trust with that person and it is unlikely to be rebuilt any time soon.

Remember, this isn’t about what motivates you, nor is it any business of yours to judge what motivates someone else.

Hand the questions out in hard copy with each person’s name already on it.

Tell them you are using hardcopy to avoid the chance of accidental leaks and promise their responses won’t be shared with anybody.

It is extremely important that you don’t share them, even anonymously, with anyone, especially inside the company. Doing so for any reason, with anyone is betrayal, pure and simple.

Explain that because all humans are different you want to understand what really matters to each of them and that once you do you’ll do your best to provide it.

Finally, don’t kid yourself, if you don’t honor your promise it is betrayal, the equivalent to sleeping around when in a committed relationship.

If you don’t know how to be faithful, you’re better off just forgetting about this post.

Image credit: Auckland Photo News

Ducks in a Row: Institutional Jerks

Tuesday, March 5th, 2019

 

https://www.flickr.com/photos/littlebiglens/33050548253/

(‘Jerk’ is used here as an umbrella term for bullies, manipulators, bigots, rotten attitudes, rudeness, cruelty, etc.)

Jerks have been around since the dawn of man.

In today’s workplace you can find jerks at any level of an organization.

It’s always been difficult to call out the jerks, because they are usually bullies and good at intimidation.

The rise of individual jerks, some of them extremely powerful, has fostered the rise of institutional jerks, also very powerful.

Some are in tech and run for companies that are household names — Facebook, Google, Amazon — others aren’t as well-known, such as Palantir.

However, you can find them everywhere, in politics — national, regional and local. In religion — any of them. And any other arena you want to focus on.

Their power is more far-reaching and they believe they are untouchable.

Sadly, they often are.

But how much worse is it when the institution itself is the jerk?

Talk about untouchable.

WeWork is on a role to lead the newest crop of institutional jerks.

The company acquired and plans to monetize software that tracks employees throughout a company.

Euclid’s website says the company is “focused on redefining the workplace experience of the future.” Translation: optimizing every aspect of the physical workplace so workers are their most productive.

Euclid does this by tracking how people move around physical spaces. Its technology can track how many people showed up to a meeting or to that after-work happy hour. The company can see where employees tend to congregate and for how long. It’s all done over Wi-Fi.

Sound creepy?

It is.

Governments are getting into the act, too.

While the legislation varies slightly from state to state, it generally requires contractors to install software that allows “automatic verification” of their hours billed. Some bills, such as those being considered in New Jersey, Pennsylvania and Rhode Island, are as exact as requiring a software solution that takes screenshots of “state-funded activity at least once every three (3) minutes” and store that data for seven years. The New Jersey and Pennsylvania proposals also require logging “keystroke and mouse event frequency.”

Now comes the question that the jerks never seem to think about.

How do you recruit talent, let alone top talent, into an environment that says up front, “we don’t trust you”?

As for the private sector, there is no way that any kind of monitoring or surveillance will remain secret — any more than salaries did.

Companies that choose not to go down that road will enjoy a more productive, creative and loyal workforce, not to mention one heck of a recruiting edge.

Image credit: Steve Baker

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