Tag: Stewardship

Facing the Virtual World

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We now work in a virtual and digital world, with all of its joys and sorrows. Technology is credited with bringing the world closer together, spreading democracy, changing the nature of business, supplying round-the-clock connectivity. Geography has been made irrelevant. It is mesmerizing to grasp the world in a handheld device, much smarter than we will ever be.

Here are some aspects of this life that Human Resource (HR) practitioners deal with every day:

  • Teams are made up of people who have never been in a room together. This gives rise to the question “How do we build a team that never or rarely meets face-to-face?”
  • The well-defined workweek is no more. People are online and in touch and reachable most of their waking hours. And expect you to follow suit. If you ask people to leave their cell phones at the door, 40 percent say that this is not possible.
  • We work at home. Our bedroom has become our office. Technology allows us to move our residence/office anywhere and have more control over our time.
  • Speed is a value in and of itself. If something is quicker, it is attractive. If we are quicker, we are attractive. Slow food is considered a revolution. Fast food, a value proposition.
  • Controlling costs is now the dominant value for most organizations, replacing the priority once given to the customer and the employee. Most every job and function (except top management) can be outsourced to reduce labor and benefit costs. Travel and training are cut on the rationale that current audio and video technology approximates the sights and sounds of being in the room together in real time.

The virtual world is sold on these features. More individual freedom. Work at home, learn at will, and control your own time. Get information you need on demand. Be a global citizen.

The challenge is to address the human and workplace consequences of the technological and cultural forces that constantly drive us toward speed, control, efficiency, and short-term results.

Organizations that will truly thrive over time are creating a future that transcends these pressures. They will focus making the choice to (1) act in service of the long run, and (2) act in service to those with little power. In this way they create an alternative narrative, one centered on creating high performance by putting the future in the hands of each member of an organization.

HR can help leaders transcend these pressures by developing leaders who give priority to building relationships between peers. Real relationships, not virtual ones. HR is a stance for leaders that gives more choices to people close to the work. HR is the realization that human values take priority over shareholder values. HR clients are all members of the organization, not just top management.

There are more important values than speed and scale and costs. Organizations are human systems first and technical processes second. Important learning requires face-to-face relationships where all learning is social.

Adapted from Stewardship: Choosing Service over Self-Interest, 2d ed. (San Francisco: Berrett-Kohler, 2013).

How Useless Are “Performance Standards” In The Workplace Today?

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There is a common belief that for change to occur in an organization you must set high-performance standards and develop clear measures against that standard. These performance standards, we’re told, must be consistent across the culture and approved by top management, otherwise, they will not be effective. This belief is so ingrained that it has become the standard operating procedure, and questioning it might seem hopelessly idealistic.

But have you noticed that some of the things the world values most RESIST STRICT MEASUREMENT OF PERFORMANCE STANDARDS?

Consider the “softer” values such as trust, integrity, and creativity. You’ve likely noticed they’re often the ones with the most power to shape the world around us, yet these seem to stubbornly resist being subjected to a standard of measurement.

So, how can you reframe the conversation around needing measurable performance standards as a pre-requisite for producing the kind of results and the type of workplace that promotes the common good?

What’s wrong with Performance Standards

If you’re operating on the assumption that change is driven by measures and standards, you’ll set new performance standards and create universal measures against those standards. Perhaps you would establish an oversight committee to measure performance standards and adherence to those new standards.

In the case of unsatisfactory performance, you might conclude that efforts failed because the standards were not high enough and the measures were not sufficiently accurate.

This happens time and time again until a change effort is made, creating a new set of standards and measures to drive-up performance. You’ve likely seen this cycle play out in the proliferation of high-stakes standardized testing in public education.

Let’s reframe Performance Standards

To be honest, we need measurable performance standards. We all want to know what is required of us and how we are doing. We’re not proposing getting rid of measurable standards altogether. Instead, we propose a shift to focus on who sets the standards and measures and how they are used.

Too often measurable performance standards are used as a control device, not a mechanism for learning. This flows from a particular mode of thinking grounded in problem-solving. It is the engineering mind that elevates standards and measures to the level of dogma and ideology. This is fine for engineering projects.

But the idea that we can engineer human development is more mythology than fact.

Standards-setting has become part of the class struggle in society, where one class of people is setting standards for another. Legislators set them for teachers, management set them for workers, professional guilds set them for their members. They may start with sincere intent, but they soon become exclusionary and punitive. They become a way to limit access to membership, force compliance, and keep those who were first through the door in their positions of power.

What Performance Standards matter to YOU?

The solution to over-surveillance, isolation, and protecting the status quo is to have people close to the learning and development, the work, or the service struggle with installing proper performance standards for their local environment.

Ask people to define the performance that will have meaning for them. Then have them talk about how they want to hold themselves accountable. This reduces the possibility that measurable performance standards will become punitive. Once measures become punitive, people will work to outsmart them to survive; learning decreases, and energy that should be going toward achieving the work is replaced by subversive efforts to “beat the system.”

How does this work?

Instead of a centralized mandate that is rolled out across the culture of the organization, have the performance standards designed by those who are being measured.

Then a few guiding principles should follow.

Firstly, it is essential to be realistic about predictability. Secondly, value longer-term, qualitative measures. Remember: even if you cannot measure it, it might still be worth doing. Most often what is measured are people’s methods and behavioral style. But what if you were to stop measuring people’s behavioral styles and start measuring business results and real outcomes?

Do you risk Quality Control?

Wait! How can management maintain quality when each unit, each workgroup, each team decides its own measures and performance standards? Don’t worry, there is still quality control. The difference is that is it maintained by team members and peer-to-peer agreements.

Rather than typical carrot-and-stick tactics, what if performance standards were negotiated between peers and then with bosses as the means of ensuring that commitments get fulfilled? These contracts would be between partners, so the expectations and commitments go both ways, with equal demands placed on each side.

The intent here is to eliminate coercion as the basis for getting results. These performance contracts are not tied to pay or punishment, though they may be tied to termination in extreme cases. We can fire people if they do not deliver on their promise. What is different is that we stop trying to improve employee performance by threatening sanctions, manipulating privilege, or withholding pay.

Do what matters most:

  1. Rather than create a central mandate, have the people closest to the work decide the standards appropriate for their local environment.
  2. Ask members of the peer group or team to define the measures that have meaning for them.
  3. Have peer groups decide how to keep themselves accountable, with bosses and employees serving to ensure commitments are fulfilled.

Taking It To Scale: Reframing the “Scalability” Problem

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Whenever a pilot project is successful, the question you can inevitably expect is “scalability.” How do you take this to scale and make the same thing happen across departments, or locations, or teams? It worked in one place, so let’s make it work in every place.

And let’s do it in a hurry.

For businesses under constant pressure to adapt and produce results, what could give a greater sense of safety than replicating “proven” methods?

But very often what worked in one place fails dismally in another.

This doesn’t mean the wish for scalability is wrong. But how can you reframe this classic problem in order to deliver the desired outcomes? Let’s explore.

If You Acted on This Definition

With the stated goal of taking the project “to scale,” your most likely course of action would be to standardize the elements of the pilot. Figure out the basic structure of the successful project and codify it into workable structures and procedures.

You would then obtain support from the top. Next, you would turn it into a program, hold a bunch of meetings, conduct training programs, set system-wide standards, and all the rest that has become stock in trade in change management.

Reframe “Scalability”

There is an underlying reason why this approach so often fails. Pilot projects work largely because people in one local site are engaged in creating them. Because they are locally engaged, they are able to act within the full scope of their own needs, circumstances, and knowledge. It is this act of engagement and creation that leads to high performance.

When you take something to scale and do it fast, the imaginative life is drained out of it. What you end up doing is to attempt to extract what is “universal” from what has worked locally. And usually, this means figuring out how to replicate certain outcomes rather than the creative processes that led to them. Therefore, when applied elsewhere, what once was a choice becomes coercion.

Nothing can be taken to scale. The success record of proliferation is poor.

The way to think about it is that, like politics, all change is local. You can’t easily copy and paste results from one locality to another. But what you can proliferate is the possibility of local invention following some loose guidelines and statements of purpose.

Don’t fall for the trap of thinking that top management is simply to blame for problems in “scalability.” Support from the top is not necessary to shape an organization of your choosing. Let top management set the mission. But every unit should be able to express its own vision of how best to organize and train itself in order to achieve that mission. This is the only way that the mission can be instantiated at the local level. Otherwise, the top’s inherent distance from the local circumstances will sabotage the ability to replicate the intended results.

Lastly, be prepared for this to take time. The wish to do something quickly is really a defense against local choice. It is the argument that we do not have time to engage a lot of people.

Don’t buy speed as an argument. Speed is a defense against depth and meaning. Nothing important happens quickly. Choose quality of experience over speed. The world changes from depth of commitment and capacity to learn.

To act within this frame:

  1. Don’t assume what worked “there” will work “here.”
  2. Engage local workers in the creative process of creating a vision for their unit.
  3. Go in for the long haul. Although engaging more people takes more time, it will produce more meaningful and resilient change.

[Adapted from Peter Block, ‘Twelve Questions to the Most Frequently Asked Answers,’ The Flawless Consulting Fieldbook and Companion: A Guide to Understanding Your Expertise, 2001, pp. 398-399]

When we offer a service primarily because clients want it, we have chosen commerce over care.