LEARN A LITTLE:
Organizations as Weather Machines
Over many years of observation, it has become clear to me that any sizeable organization creates its own internal weather patterns. These impact not only the organizational members, but also the people with whom it interacts. In this context, think of weather as the prevailing ambience, mood or character of an organization. It’s the pervading atmosphere or feeling you get when interacting with its employees and stakeholders. Some people think that it is an important aspect of organizational culture.
To be sure, weather can change from day to day, sometimes within hours. Sometimes the weather can even change with the release of annual reports. What we are looking at here, however, is the overarching, long-haul image beyond the occurrence of seasonal changes. There are many conditions that affect organizational weather: structure, top leadership, policies and procedures, financial stability, its size and years of existence, as well as the nature and character of the general workforce.
Structure: Just yesterday I attended a meeting in a one-story building that was very poorly lit, and practically windowless. It was an old building that had all of the offices located between two very long hallways. All of the employee offices and cubicles were between those two walls. The windows were placed in the hallways, making it depressing just to be inside.
Top leadership: The attitude, personality and energy level of the CEO is an important variable in examining weather conditions in an organization. An optimistic and hopeful demeanor contributes much to sunny days. Likewise, the attitude of administrators, middle managers and other key staff make a difference. The presence of cynicism and unanswered questions, for instance, can lead to many overcast days. In addition, it should be noted that secretaries, staff assistants, and those who serve as administrative “gate-keepers” can cause cold fronts to move rather quickly through an organization.
Policies and Procedures: An emphasis on paper processes rather than outcomes or good judgment can significantly lower the temperature of the organization. As a result, employees often move slower and less decisively.
Financial Stability: This is still another factor that influences organizational weather. A sudden loss of income, rate decreases or payment delays can create sudden storms, wind damage and significant temperature changes.
Size of the Organization: Just as mountains and bodies of water can influence weather patterns, so can the size of the organization. In this context, I am referring to the total number of employees. It is much easier to predict the weather in smaller organizations than in larger ones as can be seen by comparing those with less than 100 employees, 250 employees or less, and those with 1,000 or more employees. The inclement weather variables are more easily identified in smaller organizations.
The intent of the above is to prompt you to think about the weather your organization is providing or creating, and determine what its implication is for your operating conditions.
Until next time,
Art Dykstra
LAUGH A LITTLE:
REFLECT A LITTLE:
Proverbs 12:15
The way of fools seems right to them, but the wise listen to advice.
READ A LITTLE:
Power Questions: Build Relationships, Win New Business, and Influence Others
Andrew Sobel and Jerold Panas
(John Wiley and Sons, 2015)
This is a very practical, engaging and easy-to-read book with many helpful insights. From my perspective, the book centers around three key thoughts.
- Asking the right questions (think powerful questions) at the right time
- Compelling questions are more im pactful than clever answers.
- Interpersonal success comes with genuine listening.
The essence of the book is its 33 chapters, each of which identify a key power question in less than four pages. All of them end with a very helpful summary entitled, “Suggestions for How to Use This Question,” that includes when to use the question, alternative versions of the question and follow-up questions.
I heartily recommend the book even though it was written over 12 years ago. It will resonate with parents, teachers, team leaders, managers, coaches, salespeople and most certainly CEOs.
As a reader, you will discover that certain questions will be more interesting and valuable to you than others. Given the number of questions, I have selected just six to introduce you to the book.
Note: The questions shared here, as in the book, are not in any order of priority.
1. The Four Words
I thought this was a terrific chapter. The four words the authors shared were “What do you think?”
And here’s a related thought you will enjoy: “Some folks aren’t hard of hearing. They’re hard of listening.” These are indeed powerful words. The reality is that people you are talking with want you to listen. “You’ve heard a lot about people who talk too much. Have you ever heard about a person who listens too much?”
You must “listen intently; it’s what the Quakers call ‘devout listening.’” Studies show that, in fact, we care most about people who listen to us.
2. Why Do You Do What You Do?
This question opens the door to a discussion of purpose. This is a great question to ask those who seem to be drifting from true north and those who seem to be working without inspiration. The quote attributed to Frederick Nietzsche offers some thought-provoking insight: “He who has a why to live can bear almost any how.”
“You will not find passion associated with the word ‘should.’ No one gets excited about ‘should.’” With the word, “why” on the other hand, “you will find passion, energy, and excitement.”
3. No Gorilla Dust
Here the question is: “Is it yes or no?”
“One of the great delights in life is achieving something that others tell you is impossible to accomplish.” One of the things that drives many people crazy and sometimes even causes them to quit their job is a lack of clarity or lack of accomplishment. For example, not getting an answer to the question, “Are we going to do it or not?” is one of those situations.
So here’s where gorilla dust comes in. “When two male gorillas engage in battle, they circle each other again and again. In the process, they rake their hands in the dirt, scooping up handfuls that when thrown in the air make quite a dust storm. This is Gorilla Dust.” It is a common occurrence in organizations. It’s the time when the leader needs to ask the question, “Is it a yes or a no?”
4. Push Open the Flood Gate
The question is, “Can you tell me more about that?” In some ways, this question takes us back to the problem of people talking too much and not listening, failing to ask open-ended questions, and often overlooking the value of saying, “Tell me more about that.”
5. That Special Moment in Life
The question raised in this chapter is, “What has been the happiest day in your life?” This is a question that can bring positivity into the room and the conversation. It’s certainly a question you can ask if you are working to develop a stronger relationship with someone, when you want to know them better.
The authors propose an alternative variation on the theme: “Do you recall a day that was special for you beyond all others?” Once again, you see the value of open-ended questions.
6. Your Plan or Their Plan
The question discussed in this brief chapter is, “Can you tell me about your plans?” One of the issues identified is the danger of not being adequately prepared, especially in the context of business meetings with fellow employees or outside personnel.
In addition, “don’t start strategic meetings by talking about your own plans. First, ask them, ‘Can you tell me about your plans?’” Three principles are offered:
- Humility: “You must believe you can learn from every person you encounter.”
- Curiosity: Approach every situation with an internal sense of curiosity and you will know more. How many questions do you ask every day?
- Self-awareness: Know yourself and how you impact others. Check on yourself, “How am I doing in this moment?” Make sure you know the other person’s intentions and priorities.
Power Questions concludes with the authors identifying 293 more thoughtful questions that span nine areas. They are worth reviewing.
- Win new business
- Build relationships
- Coach and mentor others
- Resolve a crisis or complaint
- Engage your leadership
- Engage your employees
- Evaluate a new proposal or idea
- Improve your meetings
- Ask for a gift