Culture of Chaos ,Uncategorized ,Vision
This started out as a post about the Great Resignation. We may see most people exit the workforce for one reason or another.
People have become used to government payments, staying at home, and they’re unwilling to tolerate poor working conditions. Others are opposed to medical policies. And some are simply re-thinking their life. If they put their new checks into investments at the beginning of this year, then they really have flexibility.
So what does this mean?
And if you’re looking for a company engagement survey to save you, you’re about six months too late.
Now… don’t panic.
Why? Well for one, it never works. No one ever looked back and said, “I’m glad I completely freaked out and lost my shit over that.” If anything, it’s the actions they took as a result that made the difference.
It reminds me of a story about big wave surfers. When they are under a 60 foot wave, and can’t get back to the surface, they may be pummeled by yet another wave. And even though they can hold their breath for five minutes, it still might not be enough. So what’s the first thing they do? Relax.
Yes, relax. Because it’s a simple equation. If they freak out, then their heart beats fast and uses up all of their oxygen then they’ll die. The only chance they have to survive, is to be calm. So point 1…
You secure your own mask before helping your baby. Why? So you don’t pass out in the process. Take a look at your own life. Are you taking care of the basics. That really comes down to eat, sleep and exercise. Establish your baseline, so that you can get a clear emotional perspective.
The second reason not to panic is because things are far worse than you think. (Didn’t see that coming, did you?). Yes, we’re talking a sea of converging issues – A potential global debt collapse. Supply line issues that could leave people starving. Tense foreign. A President who isn’t “all there.” I could go on… In other words, we’re in a cesspool of struggle with no strong leadership.
So why on Earth would I turn up the pain on you this way?
Because a slow boiling frog dies. Turn up that burner and the frog jumps out. So let me say the second step, which you might find familiar.
What this means is a very personal choice. But make the choice. It can be as little as having a couple months of food and water, or it can mean all out prepper survival. The big question is really, what would help you sleep at night? For me, it’s a few things:
a) Three months of food and water
b) Back-up generator
c) Cash on hand
d) Taking money out of the market and into gold
e) Personal protection
Depending on who reads this, this will sound like too much or too little. But the question is this:
As a leader, you want to get there, so that everything coming out of your communications is from a place of confidence in your own safety so that you can give that safety to others.
You may even consider sharing your plans or helping them do the same. We have a lot of loyalty to those who truly look out for us.
Most of what your people are thinking is either happening between employees, or even worse, in their own heads. Much like the way you gain control of a car by turning in the direction of the skid, you want to actually want to authorize and create space for these conversations. The best tool I know for this is open space, or on a small team, it’s called lean coffee.
All it takes is a simple question and the freedom and safety to have any conversation. The question could be as focused as hitting a key crucial target, or as simple as
“What do we do now?” or “How can we be ready for anything?”
The amount of relief alone from talking this freely will do wonders.
Beyond that, people make new connections, and have new ideas you wouldn’t have even imagined. This is a far different experience than what they’re used to: Sitting in a conference hall in the dark while executives give an “inspiring” speech about the future.
Luckily, most of the things people want are within your control. (See that upper left corner)
You’ll get to read the results of these sessions and see which ones you want to empower. You’ll see what experiments you can run. You can consider new pivots in products or business lines. (Contact me about “How to Disrupt an Industry” if you’d like to know more).
It’s time we realized that life is not going back to normal. Even once the chaos ends, we’re looking at a new world by the end of this chaos.
Does this scare you? Good. Let’s turn that fear into excitement.
Culture of Chaos ,Vision
When Pinterest pays $90 million dollars to get out of a lease (and this somehow registered as good business), then you know things are changing.
Companies that don’t need to go back to the office won’t. They’ll invest in off-sites on a yearly or quarterly basis to align their teams. Some will have small offices with a lot of meeting rooms, kitchens and creative spaces. Other than that, it’s all about getting better at defining the remote work culture.
Calling it “remote work” actually hurts the company because it enforces the notion that we’re all alone. A better term to use would be distributed workforce, or the networked company.
Whatever you call it, the shift has actually exacerbated any problems a company had before the pandemic. Bad meetings are now intolerable. Unclear accountabilities are now pain points. Defining roles, responsibilities, expectations and boundaries are extremely important now.
Culture of Chaos
What COVID has done is increase the speed of a timeline that was already happening.
That timeline is decreasing the amount of time that is the NOW. The NOW is getting smaller and smaller, shorter and shorter in duration.
For example, in the early days of America, news cycles went in weeks if not months. We’re now seeing news cycles that last less than a day. Our expectations have changed. We want everything now and on-demand (remember when you actually had to wait till something was on TV live to watch it?). So the space between the past and the future is getting smaller and smaller.
This concept is well developed in my friend Jim Selman’s book, Living in a Real Time world. He outlines the core mindsets and behaviors to live in this new time. My thoughts are inspired by his work (though there is no crossover).
The new reality:
-We all have a new channel (virtual communications)
-We all have a new audience (an at-home audience)
-We all have a new timeline (if it’s not relevant now, it’s just not relevant).
New mindsets include:
-Lack of patience (ironically with more time, comes greater chance of changing channels)
-Online fatigue (zoom calls get exhausting)
-General sense of unease (even for the best of us)
Here are my tips on how to be and stay relevant.
Ever read a book and thought, “That really could have been just an article.” Take that further out. No one wants to hear all the intros and bios, and backstories. Get straight to the point. Get to the value. If you have a podcast, start with a cold open, like Breaking Bad. Give us the juice from the middle that makes us hungry to know the whole thing. Running a call or a webinar – what value can you give me immediately so I am confident to invest more of my time?
Everyone loves funny. It works in all markets. And we inherently trust those who are able to laugh at themselves and others (in a grounded way. Not in a psycho, Tiger King Carole kind of way). And notice I didn’t write, “Try to be funny.” I mean actually be funny. I know, that’s ridiculous to say because even the best stand-up comedians don’t know what’s funny until they test it with an audience. That’s why they don’t focus on funny. The focus on truth. They focus on their own unique points of view. They focus on being true to their voice. AND… they don’t take themselves or others so freakin seriously. Relax. I’ve spent 10 years in improv comedy, and the funny always comes from being authentic, open and listening deeply. Funny is a side effect.
You can get away with slow talking speeds in face to face to world. Online – you’re getting boring by the second. Facebook is just one click away from whatever you want them to focus on. Talk a little faster, but play with speed, tone and volume so you don’t hypnotize the audience (and yourself) by staying at the same levels. Take that long story you love to tell and compress it down to the key points. Learn to talk in sound bites. You can always go longer if you’re in the flow, but going longer isn’t a skill. Anyone can do long. It takes mastery to get down to the simple elegance. It took a lifetime of long equations for Einstein to get to E=mc2.
Dan Mezick said, “Everyone loves a coherent explanation, even when that coherent narrative is… a fabrication.” Think about it from a nervous system perspective. We respond well to leaders who are calm, collected, grounded, and tell us a story we can understand. Now contrast that with someone losing their shit, spouting a bunch of facts that people can’t follow. Even if this person tells the truth, they won’t be believed. I can’t believe how many articles I’ve seen on COVID that I can’t even follow because the narrative gets so distorted in all the point/counterpoints. I tune out.
If you didn’t catch the reference, it’s a play off Bill Clinton’s campaign mantra, “It’s the economy, stupid.” He made the point that even though all the debate and rhetoric was on politics, it’s really the economy that’s important to people’s everyday life and livelihood.
The equivalent today is that it’s not about the video. It’s the audio! We can tolerate bad video, but when audio is not pristine, we lose touch with it. We trance out. It doesn’t FEEL Real. You want it to feel as real as possible. So if you do anything online (I mean even date online – this will help for that too). GET A GOOD MIC. You can get amazing microphones for less than $100.
Those are my tips. What are yours?
Culture of Chaos ,Great cultures
Twitter just announced they may never go back to the office:
Okay, let’s just forget for second what this means for the commercial real estate market.
What does this mean for culture?
I just gave a talk for Intel on how we can lead virtually and here are a few points to consider:
You can’t get away with long, boring meetings anymore. You will lose everyone. You have to learn to get to the point quicker, get everyone on the same page, and keep people engaged.
You really think your people were productive for 8 hours a day? Try three. The good news, is we can do more in less time than we thought. But it’s going to take massive focus skills, which are dwindling away as everyone spends more and more time online with infinite distractions. You no longer have the luxury of 10 different priorities. Focus your people.
I used to spend a week at a company to determine the health of its culture. Now I just ask one question – “Do you start and end meetings on time?” Cultures that value everyone’s time equally value integrity and the culture as a whole over any one individual. Cultures where leaders are late signal that some people can break rules while others can’t. And leaders convey that they’re actually out of control when they can’t even control their own calendars. Be the example, be EARLY to everything, and notice how your respect levels go up and your stress levels go down.
Culture of Chaos ,Great cultures
Zappos sometimes feels more like a college than a company, given the friendships, the activities, and the learning. Even though I’m no longer there, I consider Zappos my alma mater of the corporate world. And part of the fun was always being part of something so relevant.
While Zappos hasn’t been the the media lately, I believe they’re about to rock the corporate culture world, again.
Here’s a brief explanation:
In other words, there’s a whole Monopoly game going on inside.
Each department has a budget, and they spend it on services within the company. It’s a dynamic system where each department is serving each other in a highly accountable way, that also helps people think about how to be more efficient. So efficient that departments may go to outside service companies if there’s a better deal. There’s an entire software platform to run it.
Any department can sell its services outside the company as well. For example, the AV team (audio/video) has been contracted by Nike to shoot a commercial for them.
What’s game changing about this is that departments are incentivized to “Do More with Less” (core value #8), because if they get above their operating costs, then they can choose how to use the profits. For example, the AV team can use the profit to get new equipment, or to hire a new editor.
It’s a game. And it can be won.
Zappos has always been great about creating games, rather than “motivating” people. For example, no one gives speeches on being accountable. Why? Because in training, to win the game (get into the company), you have to show up every day at 7am for four weeks or you’re cut. People who win that game are defacto trained in being accountable.
All that said, the company has definitely not figured everything out when it comes to market based dynamics and turning cost centers to profit centers. There are a lot of open questions.
What if market based dynamics creates tense competition?
What if the internal money system does not accurately reflect the value being provided?
What if something goes wrong with those outside services that end up hurting the brand?
Disruption is risky, and courageous.
But if anyone has a history of coming out alive and creating shockwaves in the business world, it’s Zappos.
Culture of Chaos ,Great cultures ,Hacks
Of course there are many things that drive us, but when we’re talking about culture, we’re talking about relationships. There is no culture without people and it’s what’s invisible, and what’s between us that matters.
So try this on for size…
We want both safety and danger.
Think about it. We all need safety. It’s basic within the Maslow hierarchy of needs. But imagine that everything was safe, and nothing ever changed. Nothing was at risk. In a word, we’d get bored. I talked to someone at a very prestigious company that everyone wants to work for and she said there’s no challenge and she wants to find something more exciting.
And of course, if everything was a big risk then our nervous systems would be shot.
So the answer is both.
It goes back to our primary relationship with our parents. The kids who grow up with healthy relationships are those who were given safety to feel at ease, but also given the chance to expand and test our boundaries. If we were overprotected then we get soft, and anxious when anything challenges our world. If we were given no safety and supervision then it feels like we can’t rely on anyone to have our backs.
The best cultures create a sense of safety to speak our minds, and be ourselves without needing to hide. And at the same time they give us big challenges that are outside of our comfort zone so that we can grow and the company can grow as a whole.
I remember when I rode the “Saints to Sinners” bike race with the Zappos cycling team. We had an SUV with 5 guys to ride for 24 hours from Salt Lake City to Las Vegas. I remember riding through a thunderstorm and feeling safe because if anything went wrong my team was there. And I even rode in the pitch dark with only a small light in front of me. It felt scary, but I knew that my team was trailing me a few miles behind, so I was totally safe.
I had that experience at Burning Man as well. I was riding through the desert at midnight when a sand storm picked up. Very dangerous, but I felt totally safe because I had my mask, water and two friends by my side.
Remember, at its core, it’s all a feeling.
As a leader are you cultivating your own sense of balance? Do you have established systems and protocols to rely on (feel safe) while still working on the big hairy audacious goals? Both are important and maintaining both will create an engaged environment where people don’t want to leave.