Look at Her Go! Achieving the Perfect Quit

Sigrid practicing. By Victor Valore
Sigrid practicing.  Photo courtesy of Victor Valore.

This is a provocative article suggesting that it’s a good thing if an employer loses good people.  To be clear, it’s not a good thing if an employer loses people who quit in disgust.  Rather, if you are cultivating an engaged work environment in which everyone is encouraged to move onward and upward, then there is a price to pay.  That price is that sometimes employees take advantage of external opportunities.

The author of the article is Drew Falkman from a firm called Modus Create, a technology services company with a soft spot for people development.  He suggests that if you are losing good people it is a sign of an engaged work environment that attracts transparently ambitious people.  Ambitious people will regard your workplace as an exceptional diving board into the pool of life.  These can be good people to work with.

What do you think? Could your new employer brand be “diving boards are us”?  The reason I ask, is that most people are only familiar with what competitive diving looks like moments after the diver has taken flight.  But in the years prior to jumping the diver will have put much effort into developing courage, strength, and skill. Would you have a better workplace if a larger fraction of your employees were constantly building towards a visible and transparent goal?  This spirit of growing and striving would be a great workplace culture for employee and employer alike.

This change of attitude on the employer’s part redefines performance excellence as an act of motion amidst a growth mindset, not a final accomplishment that presumes a fixed state.  A workplace that is always striving performs better than one in which managers treat their best staff as collectibles.

Managers are notorious for trying to hold onto their top-performers and keep them at their current level.   It’s so convenient for the manager, having excellent people who are prohibited from seeking new opportunities, locked into place just-so, delivering double the productivity.  These people practically manage themselves, and the manager doesn’t need to spend extra hours training them or replacing them when they leave.  If the manager can cultivate a team like this, perhaps the manager should get the biggest bonus.

But thinking about the whole institution and the economy in general, locking-down high performers is a recipe for stagnation.  Perhaps the millennials were right?  Maybe we should stop tolerating mediocrity and take for granted that generalized career ambition is part-and-parcel of performance and workplace engagement.

Employers are increasingly desperate for good hires into the senior ranks, and they’re blunt that they should always be free to bring in good people from other institutions.  So, as a society, the “correct” opinion is that employers and employees alike should be moving everyone upward and onward.  Therefore, career-growth exits are a good thing.

But it gets better.

Falkman suggests that former employees are valuable to your organization as well.  Former employees can speak highly of their work experience at your organization, improving the employer and customer brand.  Supportive former employees can also become committed customers, suppliers, or investors.  You can go the extra mile and organize this resource of boomerang employees, building current staff to eventually be part of an alumni pool who continue to grow, keep in touch with their peers, and make themselves available as boomerang employees.

Every now and then a contrary opinion comes along that you really need to take seriously.  This is one of the good ones.

Hippos Need a Devil’s Advocate

Hippo II, by Andrew Moore
Hippo II.  Photo courtesy of Andrew Moore.
Hierarchy is the enemy of information-sharing.

In this Linkedin article by Benard Marr the author identifies that people are extremely reluctant to express views contrary to Highest-Paid Person’s Opinion, or HiPPO for short.  Marr cites the book Web Analytics: An Hour a Day, by Avinash Kaushik, in which that author describes the dynamic;

“HiPPOs usually have the most experience and power in the room.  Once their opinion is out, voices of dissent are usually shut out and in some cases, based on the culture, others fear speaking out against the HiPPO’s direction even if they disagree with it.”

Marr references the Milgram experiment in 1963 in which obedience to an authority figure overpowered peoples’ personal conscience.  There is an additional study that finds that projects led by senior leaders fail more often, because employees “…didn’t feel as able to give critical feedback to high-status leaders.”

What is the solution?  Marr asserts that relying on data is critical; we must line up the data to inform a decision prior to gut decisions being expressed by high-ranking people.  There is also an example of Alfred Sloan of General Motors who insisted that a decision should not be made until people have considered that the decision might not be the right one.  Sloan fosters the devil’s advocate in the process of decision-making.

I think this critique and the related research implies that modesty is mission-critical.  It’s an important contrary idea because it implies that confidence might not be a leading indicator of effectiveness.  We wish our leaders were strong and brave and looked the part, but it’s far better when our leaders are right… because they thought twice, and waited for new information, and new opinions, from people with less status.

I also think that a properly organized social network of knowledge is usually superior to the thoughts of any one individual.  With education and access to information, it should become evident that you barely know one percent of what could be known.  However, if you aspire to having a diverse network of people with different backgrounds, contexts, professions, and knowledge, you can bundle together better insights from those who each know a different one percent.

Finally, a pro-social spirit of dissent is key to getting the information moving.  When information goes up the hierarchy there are problems of posture, reprisals, hubris, and corrosive office politics.  If you love knowledge, you should develop a sense that all those things are silly little power games that have nothing to do with wisdom or effectiveness.  To be good at your job, is to regard your superiors as capable agents of decision-making who are morally your equal.  And it’s your job to make them stronger, whether they like it or not.

It’s a troublesome attitude, but that’s part-and-parcel of disrupting decision-making with new and relevant information.

Then The Introvert Spoke, And It Was Good

just a copy of... (cc) by Martin Fisch
“just a copy of…”  Photo courtesy of Martin Fisch.
When someone steps forward in a manner that sets themselves apart from the crowd, are they a natural leader?  Natural leader, maybe.  Good leader, perhaps not.

A gentleman named BG Allen has pulled together a compendium of resources on the topic of introverted leaders.  For those of you who are unfamiliar with Susan Cain’s blockbuster TED Talk on the Power of Introverts, introverts are reluctantly being put into the spotlight as potentially great contributors to society.  Introverts are being overlooked and misunderstood because they are in the minority and their unique difference reduces the likelihood their views will be heard.

Allen has found multiple sources beyond Susan Cain, that get into the unique contribution of introverts as leaders.  I tried to find if Allen had written a book about this.  He hasn’t, but an Amazon search on “introverted leader” reveals a dozen books on the topic.  There are great articles in Allen’s compendium, from Fast Company, Forbes, and Psychology Today.  The Psychology Today article even cites studies showing that introverted leaders that are not just adequate, they can also be superior leaders.

Although I am an extravert, I have personally benefitted from strong introverted leaders over the years.  You might have experienced the same thing.  I think that when we are at our very best, we come from a strong sense of internal strength, knowing our values and our thoughts with a clear sense of introspection.  I always look up to the strong introverts in my life who seem to be the masters of the internal journey.  I think it would be a good thing if we could cultivate this virtue in teams and in society by putting introverts in roles where they can lead by example and help others develop this strength.

My personal experience has been that as I aspire to be a better leader, I’m a little bit stronger when I hang back a little and let others talk.  I’m a little more clear-headed if I wonder why I think the things I think.  And I can cause others to be stronger by understanding what’s going on inside their own head and heart, independent of what sprang into my own mind seconds ago.

I think this emerging evidence of introverted leaders is best understood when you think of who are the very worst leaders.  The very worst leaders are those with poor emotional intelligence, bullies, narcissists, people who value their own excellence first and negate the contribution of juniors, and most importantly those who get ahead by smooth-talking their way into the next promotion.  These personality vices are often the mark of the extravert.  In order for an extravert to become increasingly excellent at leadership, they must avoid these pitfalls, seek solitude, and look inside themselves just a little more often than comes naturally to them.  Just pretend to be a little bit shy, and you might achieve greatness.  And if you’re already like that to begin with, be proud about it.  And tell somebody.

[Special notice: there is an event in Vancouver on the evening of Friday, November 17/2017 on the topic of “Introverts and Extroverts as Leaders” by Faris Khalifeh.  For more information look into tickets here.]

Tech Change Will Make Commies Of Us All!!

clenched fist

Is it just my imagination, or has there been an up-tick in socialist rhetoric lately?  Don’t get me wrong, I think that decisions about the role of government in our economy should be put in the hands of voters, and I recognize that for a few decades people steadily voted for less government.  But it looks like once every couple of weeks, another corporate heavyweight and another major news outlet presents a strong case that corporations have screwed it all up and it’s time for government to step in.

I’m counting this as a relevant topic for human resources generalists to take really seriously.  Brokering a compromise between the corporate mission and the sentiments of front-line workers is much of what we do all day, whether it’s in collective bargaining, employee communications, or just explaining a layoff to an affected employee.  So, when you’re trying to find an appropriate balance between the interests of unions and investors, it can be important to keep your fingers on the pulse.

In an article from Wired, the author criticizes Equifax, which released the confidential financial information of hundreds of millions of borrowers.  The author asserts that the Equifax breach is different from security breaches at regular bricks-and-mortar companies because Equifax’s entire reason for being is the safe storage of confidential information.  An effort at which they failed.  The author calls for the dissolution of Equifax’s corporate charter.

In my earlier blog post summarizing a major report by McKinsey on the structure of the gig economy, the general management consultancy started to leak spoonfuls of compassion.  The article notes that modernizing the social safety net may be warranted, in particular to extend social insurance systems to cover independent workers and those changing traditional jobs more frequently.  McKinsey also points to the pooling of workers by unions in the entertainment industry as a suitable vehicle for delivering health benefits coverage.

In an HBR article by Eric Garton from Bain & Company, another general management consulting firm, the author asserts that we should be investing more in employees to improve labour productivity.  After detailing a number of ways employee effort can be harnessed through employee engagement and a lower level of busy-ness, the author then turns to public policy.  Garton asserts that higher wages and investments in health care, training and education are among the possible additional improvements needed to achieve a better economy.

Over at Guardian.com, the left-leaning publication might normally be expected to call for greater government involvement in the economy.  But in this article they have abandoned those little comments from years gone by about tax-the-rich-here and social-programs-over-there.  They’re going for the jugular and calling for a government takeover of Google, Facebook, and Amazon.

The author explains that the first-to-market and winner-takes-all nature of these major platforms eliminate competition, voiding any pretense of a free market.  With artificial intelligence likely causing power and money to concentrate even further in future, nationalization might just be fair game:  “…utilities and railways that enjoy huge economies of scale and serve the common good have been prime candidates for public ownership. …Tinkering with minor regulations while AI firms amass power won’t do.”

Over at the Atlantic, they’re interviewing people in the Silicon Valley who are asserting that our consumer electronics have addictive properties that are deliberate and need to be curtailed.  One expert “…compares the tech industry to Big Tobacco before the link between cigarettes and cancer was established: keen to give customers more of what they want, yet simultaneously inflicting collateral damage on their lives.”

What should we do about being duped into staring at our smartphones far too often?  Why, open revolt, of course!  “Harris thinks his best shot at improving the status quo is to get users riled up about the ways they’re being manipulated, then create a groundswell of support for technology that respects people’s agency–something akin to the privacy outcry that prodded companies to roll out personal-information protections.”  On the low-end the same experts are calling for a shift to non-addictive behaviours, similar to switching to organic produce at the grocery store.  But that’s for lightweights.

Now, some of this might just be talk, and maybe we should take some of it with a grain of salt.  But next time you’re in the elevator or at the bargaining table or out for drinks with a friend who is stuck in their career, listen more closely.  As an HR professional you’re going to be expected to show that you’re in touch, and this kind of thing can sneak up on your.  So think carefully, ahead of time, what you’re going to say when you’re out in public and your best friend asks you to hold their pitchfork.

Cashiers Smile While Robots Take Stock

adobestock_100618923.jpeg

What jobs do we actually want the robots to take off our hands?  Boring, tedious jobs, for sure.  Walmart is deploying shelf-scanning robots to 50 stores on a trial basis. The robots are expected to browse the aisles and take inventory of items on shelves, identifying depleted items, misplaced items, and overlooked price changes.

The technology is expected to complement shelf-stockers rather than replace them.  That is, the robot will collect better and more-prompt information about what is on the shelves, and then humans will come by the exact shelf location and re-stock the shelf with the correct amount.  Apparently taking inventory is thankless and tedious work that can be automated, while the actual use of hands and eyes to move physical packages onto shelves is an overwhelmingly human behaviour, at least for now.

The video produced by Walmart explains the technology itself, then wraps up with the following statement:

When we combine the passion of our people with the power of technology the possibilities are endless.

While it sounds like a corporate-speak motherhood statement, these words are truer than you can imagine.  The empathy of human sales staff has an outsized impact on customer engagement, and as such the jobs which are most immune to technological disruption are those that deliver the human element of the customer experience.

So if you’re feeling blue and bewildered about all of the rapid technological change in the world, put on your happy face, make eye contact with someone you can help, and offer a hand.  It might actually improve your job security, directly.  Knowing you’re more secure, your smile might turn real.

The Real Big Picture Is Your Own Personal Experience

dawn-flight-by-john-fowler.jpg
Dawn Flight.  Photo courtesy of John Fowler.

I think we’re entering an era where the real big picture is just a composite of individual subjective experiences.  I’m sure this concept has been done to death by a bunch of great philosophers, but I want to lay this out in simple terms.

As we look at workplace disruptions, it seems each disruption just blurs into the next in an overall environment of unwieldy surprises that we can’t get on top of.  Amazon has begun to displace bricks-and-mortar retail, trade and immigration have let to major political disruptions everywhere, Artificial Intelligence is expected to change jobs significantly, and the gig economy is disrupting work relationships in many ways.  In each case, it is a combination of technology and globalization driving big-picture disruption.

The Ground Level View of Big-Picture Change

Yet the real-life impact is personal.  I encourage you to step away from the objective birds-eye view and consider that you yourself are affected by these changes.  These changes affect the work you do, how you get goods and services, and probably your personal life as well.  You don’t have an opportunity to sit still even if the changes are favourable to you.  And if the changes are unfavourable, you are put-upon to mitigate, resist, or take better advantage next time around.  We’re anxious and we struggle with the acceptance of ambiguity.

Now, let’s switch back to the birds-eye view.  If you are in human resources or if you are a leader in some way, you must also consider the perspectives of many employees trying to make their way in a similar manner.  You’re probably expected to help guide them.  This means that you need to foster a general environment of empathetic relationships, trust, and an awareness of context.  While some of the impacts of change are measurable and technical, first you need to help others become comfortable in their own skin.

First Build Your Own Resilience to Change, Then Help Others

You can’t help others with this until you have gone through the process yourself, and figured out where you place yourself in this crazy world.  If you’re a fast learner, you can figure yourself out before you’re obliged to teach others to do the same.  It’s like the airplane safety demonstration; install your own emotional oxygen mask before helping others.

What is most significant about this business environment is that it heralds an era where people outrank the system.  You can talk all you want about how we should organize citizens and families and employees towards their best efforts.  But if you attempt to advance a birds-eye view of people at all times, it begs the question, are you just some bird in the sky?  When people are standing on the ground and a bird sails past, under what circumstances are they concerned about the bird?

You can attempt to prescribe a vision, foster collective purpose, and create policies and systems that are somewhat universal.  But then one person puts their hand up and says, “what about me?”  And you’re stuck.  You’re stuck because you want to say the same thing.  And if you take a moment to look at peoples’ eyes, you realize we’re all thinking the same thing.

Look at the desks, the walls of the buildings, and the mouse under your hand.  These physical things have no soul.  So what’s so special about your organization?  The secret ingredient is you.