Schlagwort-Archive: Micro Management

More than said and heard

It’s surprising that after many years of having the team on the agenda, companies are still struggling to capitalize on the additional treasures of grouping employees into working teams. The promotion of individual careers, the artificially fueled competition for credit points and the lack of informal opportunities to exchange information hamper a relationship based on cooperation. Usually the individual criteria are still used to evaluate the performances. Individuals are in the focus – although that puts a strain on trustful cooperation.

The company or rather its representatives do little to ensure that this additional advantage can arise. Even though there is an agile momentum nowadays and everyone wants the appropriate commitment from the employees, there does not exist

  • the necessary, open structures,
  • agile workplaces and meeting rooms to meet spontaneously,
  • new distribution mechanisms for resources, or
  • executives, who renounce any micro management.

It can actually not exist as long as the decision-makers themselves are only employees in a multilayered hierarchy. Perhaps it helps to realize that a group of employees is more than the sum of the individual experiences – when more can be said and heard.

  • The senders have more thoughts than they can express
    The collaboration thrives on ideas that are exchanged within the team. The difficulty is the fact that much of the thoughts that a team member thinks about, cannot be completely shared. Many aspects are lost during the transfer into language and images. Through generalizations, the use of classifications, unspoken assumptions and the use of ambiguous terms, important contents are filtered out.
    Example: All sales people follow the sales process with the conviction that anything is possible. Their credo is AIDAS. Why can’t this be improved through intensive cooperation? We need agile procedures.
    In the example, many facts remain unspoken: Sales people? Sales process? What is possible? AIDAS? What makes cooperation intensive? Agile? The sender knows more, but does not express it more comprehensive.
  • The receivers determine the content of the perceived
    The exchange of ideas requires that everybody notices the thoughts of others. Since all people perceive through different channels, sometimes the spoken and sometimes the written word and sometimes a picture or a series of numbers are worth than a thousand words – as long as you do not miss the message. In any case, the target group is responsible for interpreting the statements. The path into consciousness uses the already existing thoughts and mental patterns of the target persons to enrich the contents with useful knowledge in their mind.
    Example: Jim and John have been working in sales for a long time and use for weeks Clickfunnels to collect 1500 new contacts every day, so-called leads, which they prioritize with their software module in order to turn in just one week the most interesting contacts into interested customers, who are willing to meet with our sales people.
    The example shows that the receiver immediately adjusts the perceived to his ideas: Jim and John are salespeople; Clickfunnels seems to be related to the sales process; 1500 leads per day are possible; the rest, e.g. the agile, has disappeared. The recipient has enriched some messages while hiding others.
  • Mutual discourse expands the comprehension
    Actually, everything is works as desired. The sender communicates and the receiver understands what he can. In fact, the receiver only bears the whole thing in mind so far. In order to share the experiences, everybody in the group must become a sender and share their feedbacks. The target people perceive the contributions again and link the contents with their ranges of experience. The ideas are further processed to a more comprehensive, joint result by mutually asking questions. The more intensive the exchange of ideas, the more comprehensive becomes the overall understanding.
    Example: How do we reach Jim and John? Who should join? What exactly does Clickfunnels? How can we use the results for needs analysis? How do we increase our flexibility?
    The example is not about rhetorical questions, but about filling gaps of understanding and creating a common picture. Once the saturation level is reached, the team works together more effectively and efficiently based on this consensus.

The magic of teamwork arises when employees can exchange ideas free from conventions and constraints – when they don’t have to be afraid of disadvantages due to their active participation. In order to achieve the desired effect, they need the appropriate freedom, both psychologically and physically. Not everything works out. But there is a good example that illustrates the opportunities. Let’s remember the Post-It story. Spencer Silver had invented in the sixties a glue that did not stick permanently. It was only when Arthur Fry had in church the idea to mark his hymnbook with sticky bookmarks that the idea of Post-It was born – today 50 billion sticky notes are sold annually. On average, everyone uses at work eleven sticky notes a day.

Bottom line: Without the corporate culture of the Minnesota Mining and Manufacturing Company (now 3M), this cultural artifact would probably not exist. For decades, it has been a showcase that you must allow the development of new ideas full bent. At the same time, it shows that people can complement each other extraordinarily. All companies need to do is to provide the appropriate conditions. Employees need the space, the time and the mutual discourse to produce results that individuals simply cannot achieve. There is always more than is said and heard.

The Alpha and Omega of Agility

When people and their collaboration become more important and results count increasingly and customers are tighter involved and the flexible reaction to changes determines the work, then we speak of agility. Everything is about the involved parties and, above all, the working group who takes self-determined care of tasks, which can neither be extrapolated from the past into the future nor pragmatically predicted in advance. A look at the Agilemma has shown that the new conditions are pulling the nerves of the managers – although they have the key to successful actions – the alpha and omega of agility.

It’s all about activating employees. For this reason, managers in an agile environment, actually not just there, need to consider the following points.

  • Micro management
    Once the boss is the best employee, it will be difficult. Micromanagers are busy taking care of the smallest details and reworking all the results of the employees. Managers who cannot let go are a serious obstacle as soon as employees are expected to act independently.
    The autonomy of the agile teams is unimpeachable.
  • Options
    In order to obtain viable solutions, the working groups need various options for action. On the one hand, the requirements determine the choices. On the other hand, the solutions need sufficient means for implementation. The provision of resources is one of the most fundamental tasks of a manager.
    The responsibility of the team is the best regulator against extravagance.
  • Transparency
    To be effective, actors need as much information as possible about stakeholders, the environment, the capabilities of participants and the beliefs that drive all. The decision-makers do not have to provide the figures, data and facts, but do have to provide sufficient opportunities to become adequately informed.
    Borderless data flow is an important prerequisite for agile work.
  • Impetus
    The inner drive of the team members is the fuel, which keeps the zest in the iterations of the project. Everything that hinders the momentum belongs to the alpha and omega of agility. The managers have the task to do everything they can to ensure that stronger performance is achieved and that everybody deals better with failures
    Capable bosses master the art of awakening intrinsic motivation.
  • Variety
    Complex tasks can only be implemented with even more complex means. For this reason, a wide range of characters, solutions and activities is indispensable. To ensure that diversity is not disturbed, all forms of nepotism must be avoided, since this generates envy and resentment, which ultimately results in poorer performance.
    Anything that increases diversity is indispensable.
  • Aim
    In the absence of clear objectives, the rough direction and the emotionally charged target horizon are the most efficacious description of the intention of the decision makers. If the undertakings of the bosses are based on the available resources and offers the team a loose network of people, and if additionally it becomes possible to draw ideas from coincidences and mistakes, and the efforts are limited to what one is prepared to lose, than the intention has good chances to deliver results.
    The coherent aim is the fuzzy vision.
  • Team
    Internal and external interdisciplinary partnerships are essential for an effective team. Given the different origins of those involved, it is essential to create an encouraging sense of belonging. Decision-makers must ensure that appropriate team-building activities are carried out.
    Here applies – Together Everyone Achieves More
  • Individuals
    The team hopefully consists of various characters that complement each other. Each team member should have a strong self-confidence and assertiveness in order to enrich the team in its capacity. The decision makers should resist the impulse to recruit teams from their old boy network, as this only causes discomfort in the team.
    The team is more than the sum of the members.
  • Orientation
    Independent of the agile approach applied, the decision-makers must in particular ensure that there are clear target visions by which the employees recognize the direction. In the absence of reliable foresight, it is not a matter of tough specifications, but of awakening yearnings.
    The team needs the fuzzy vision in order to have orientation.
  • Need
    The advantages arise on the way to the goal, which develops only in the course of the iterations. In contrast to classic projects, which create in advance an elaborate business case that promises great benefits in order to get the budget to start, in an agile environment small steps create small increments that can only be evaluated at the end.
    Take care of the pence and the pounds will take care of themselves.

Bottom line: For a long time, „classical“ organizations with business processes and projects have given their business the finishing touches. After years, this has led today to insufficient capacities being available for the next round of transformation, the Digitization. Therefore they want to use agile work styles. For many managers, this creates the Agilemma. Besides the required mindset it is necessary to master the alpha and omega of agility – the MOTIVATION of the employees in the agile teams.

P.S .: It takes a lot of time and energy to gain the trust of the parties concerned, but only a blink of an eye to destroy everything with a disrespectful, degrading and unfair leadership style.