As many of you know, I had a big hand in co-creating the Engaging for Growth conference earlier this year. I came up with the name, wrote nearly all the online content, compiled a special newspaper for the event, convinced all (bar one) of our great speakers to join us, and convinced the good people at TED to let us show Dan Pink’s Science of Motivation video (as far as I know this was a world first). And though I say so myself, the event was largely successful. It was good fun, we created a buzz, a sense of community. We got lots of lovely feedback about how we’d managed to make the day a little different from the normal, run of the mill event. Most importantly we met lots of great new people.
But still I was disappointed. I don’t think we delivered to our full potential and though I learned a lot from the event management company I worked with, too often I made compromises to suit a rather staid formula. You know, the kind of formula that results in event fatigue. People feeling, it was OK, at best. We did much better than that but still not good enough. I don’t blame the event management company. I’m responsible. I should have had the courage to stand up fully for what I believe in. So today, I’m closing the Engaging for Growth chapter.
Tomorrow I will write about the next stage. Engaging Leadership 2010. This time there will be no event management company. Just me and my associate Ian Price, and a whole bunch of friends and genuine experts in support. This time we will dare to be different. And I can hardly wait to tell you more about it.
I’ve been reading a lot about the importance of company values lately. They’re presented as part of what an organisation is, or does to engage people. Apparently they say something about identity. I don’t get it.
Trust. Respect. Value Creation. Integrity. Heart. Act Wisely.
I assembled this list of values from a number of very well known companies. I shan’t embarrass the companies by naming them but you can Google corporate or company values yourself and quickly build a similar list. At first glance they are the kind of words likely to make you nod sagely in agreement. Who wouldn’t want to deal with a company that espouses trust, respect, etc.? But at the same time, these things are bland, and pretty meaningless. And anyway, organisations, companies, do nothing. They are merely shells into which we pour people, and if we’re lucky, some purpose and motivation too. Then the people in the companies do the stuff. So I’m pretty sure that corporate values are meaningless bits of crap designed to lull people, be they employees, customers, or other stakeholders, into consensus.
And with consensus comes the danger of conformity. In an attempt to adhere to the company values, people stop speaking up, putting forward their good ideas, and their challenges, for fear of being seen as different. So very often these values we read about and which companies proudly display, serve to dull the imagination and limit the creativity which so many organisations desire, and need. I worry that in the climate unwittingly created in many large organisations, the only values that people end up living by are:
1) I do what’s needed in order to keep my job, and
2) I try not to embarrass myself in the process.
When we meet for the first time, we will talk, we will listen, share ideas and stories, and over time we will get to know each other. You will discover what you believe my value is. And importantly, it’s what you think it is, not what I tell you I think it is. People buy people, and the value they perceive in them. And don’t think for one minute that large organisations can’t create this sense of value, as perceived by the customer or colleague. They can. They just seem to think it’s easier not to.
So what do you think? Can corporate values ever amount to more than just a list of bland words or phrases? And if so, how? And does personal value matter in a corporate world which cries out for innovation and creativity, but acts as though it’s truly frightened of these things?
Update: 9th November 2010. Since writing this piece I’ve read and listened to some great stuff on personal values. Stuff I’d like to share:
Here’s a great piece by Alison Chisnell about the importance of personal values when the going gets tough at work. I met Alison at The Connecting HR Unconference after which she felt encouraged to start writing. And it’s a great start!
If you have the time, and I do recommend it, check out Shereen Qutob’s 45 min podcast on the importance of values in the workplace. A good useful listen.
And today I read this by Glyn Lumley. An open honest piece about how, when the chips are down it’s important to live great values and having the courage to stick to what is right.
Update: 2nd December 2010. Today David Bowles sent over a link to a very funny Doonesbury cartoon about values which gave me a huge laugh! Thanks David.
A recent article on HRzone about rudeness at work sparked a big debate over at the Bad Behaviour LinkedIn group. We were drawn to a piece by Philip Broughton in last October’s (2009) Management Today called “Manners Maketh Management”, also drawing on Christine Pearson and Christine Porath’s research, “The Cost of Bad Behaviour”. Here are a few key findings.
After a single incident of incivility, 48% said they reduced their effort at work; 80% spent time worrying about it; 78% said their commitment declined; 66% felt their performance declined; 38% intentionally reduced their effort and 12% quit because of uncivil treatment.
Over 60% blame bad behaviour on an excessive workload. 4% say they do it because they like it.
83% of customers who witness incivility tell a friend, 55% take a less favourable attitude and 50% were less willing to use the company’s products or services.
Pretty powerful stuff eh?
And then a ray of light from Jonathan Wilson who suggested “The article suggests some of the least civil managers include Michael Leary, Gordon Ramsay, and Alan Sugar. Unfortunately, viewers seem to enjoy TV programmes featuring these people. I wonder how much these programmes encourage people to think that this behaviour is a part of leading high performance, or even worse, necessary?
I have had the pleasure of working for some very successful businessmen who were always courteous, including Michael Bishop, Richard Branson, Peter Drew and Frank Hope. Can others names leaders with whom they have worked who have paired politeness and profit successfully, please? I’m sure you can! I look forward to reading what made them special.”
Well I can’t claim the level of “brand” awareness Jonathan does with his leaders. But – I will always remember Mark Brinicombe. In 1994/5 I spent a whirlwind two years carrying out a number of interesting roles with Dixons Stores Group. I was fortunate to be part of the leadership team which set up, opened and ran the Guildford branch of PC World. Mark was the boss. He was quite a round guy, and was full of energy, good humour, enthusiasm and a desire to succeed. And he knew very well he couldn’t achieve that success alone.
I worked very closely with Mark as we recruited all the staff for the opening and began their training. We got involved with fitting the place out, stocking it, all kinds of things. Mark participated and led. We had to let people go in the induction period and he was always, and I mean always, polite, gentle and supportive when doing this. He would often as a member of the management team to sit in and observe so I witnessed this process first hand a few times.
Mark was able to motivate all the staff, everyone knew what they had to do to make the place buzz. He did this mostly through basic kindness. And enthusiasm and encouragement. I never saw him tell anyone off, and that was a unique experience in my time with this retailer.
There’s lots more I could say about Mark but what was the icing on the cake? Whilst busy at work one day I got a call from my Dad telling me my Grandpa had died. I wasn’t getting on well with my Dad at the time and he was calling me from Scotland on the day of the funeral. Gran had been too upset to call – I found out later. And Dad had just headed off without thinking to contact anyone. I was very upset at missing the chance to pay my last respects to someone I’d been very close to. The next couple of minutes were a little blurry but Mark spotted me and saw immediately something was not right. I was spoken to calmly by him as he guided me outside and we walked along for a little while. Mark was gentle and reassuring as we strolled around, and when back at the car park he walked me to my car and just said; see you when you’re ready. The store was busy at the time and he was needed by many more people than me. Yet he trusted his team, left them to it and gave me some focussed attention. I took the following day off then returned to work. He welcomed me back and we got back to the business of enjoying working together.
Best boss I ever had. One of, if not the very best leader I have worked for.
