MAP and coconut headsets
by Miki Saxon
My thanks to Scott Allen for pointing this out. (I don’t get around as much I should:)
Rob May has left Businesspundit, but is still in voice with a new blog he calls Coconut Headsets along with an explanation of the name.In short, the term refers to copying a façade in the hopes of making it real. As applied to business Rob says, ‘Managers wear coconut headsets when they blindly copy ideas, or grossly misapply them, instead of thinking through each situation to see if adopting a new idea makes sense. Leaders wear coconut headsets when they confuse cause and effect, like believing that happy employees leads to better corporate performance, when perhaps the real link is that better corporate performance leads to happy employees.’
I like the analogy and it’s a great way to broach a serious problem with a bit of humor, always a good idea.
MAP (mindset, attitude, philosophyâ„¢) addresses a problem similar to coconut headsets.
While copying blindly is ineffective, copying thoughtfully ideas that are at odds with your MAP is just as ineffective.
When the manager, who’s MAP believes his people are stupid, add little value, are interchangeable and easily replaced, institutes an employee recognition program it’s bound to fail because his people will feel the hypocrisy and ignore it.
Utilizing best practices and other good ideas works only when
- you take the time to think them through and tweak them to fit the situation; and
- they are, at the least, synergistic with your MAP, so you can authentically support them.
How do you stay true to your MAP and avoid coconut headsets?
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