You Know It's Time to Go When...

We've all seen them.

Maybe at one time or another we've been them.

You know, that guy or gal who has been at the company too long, and really does more harm than good these days. How do you recognize this phenomenon in yourself, or others? In my experience, it sneaks up on you with little or no warning. One day you are not only drinking the organizational Kool-Aid, but guzzling it and happily sharing with others, but the next day you find that you are not that thirsty.

Then, over the next few weeks and months you don’t even think about drinking it anymore. You unconsciously start looking for something new to drink, or loudly bemoan the fact that the taste of the organizational Kool-Aid just isn't the same as it used to be. And yet, you consciously try your hardest to make it taste the same, regardless of whether or not your co-workers agree with you.

I have worked in the nonprofit community for almost 30 years now, and in that time I have known – and at one time was – one of those people who truly needed to find something else to do professionally in order for the organization to thrive. Here are three examples of behavior that literally scream it’s time to go:

Living in the Land of UsedToBe
Believe it or not, the Land of UseToBe has an enormous population, and that’s not good for any business, for- or nonprofit. These people are not only unhappy with changes in the organization, but are absolutely livid about them. They will do whatever they can to show the leadership team that this new idea, structure, policies, or whatever they don’t like coming down will not work; even if it means sabotaging customer service and quality.

I have seen this behavior several times over my career, and each time I have been amazed at how once-fantastic leaders have clearly lost the vision of the mission for which they once had a passion. Their focus is no longer on ensuring the organization provides quality products or services to those they serve, but on preserving their perceived fiefdoms.

Once your focus is no longer on the mission of the organization, but on fighting changes to preserve how you think the organization should operate and how these changes make your work life miserable, it’s time for you to go.

The Work No Longer Excites You
A friend of mine once told me that she knew it was time for her to find a different job when one of her subordinates brought her a fabulous idea that could be a solid stepping stone to help move the organization to the next level. However, my friend did not see the idea in that light until someone else pointed it out to her. She could not see the proverbial forest for the trees because she had lost her excitement for that particular job.

Luckily for her and the organization, my friend was able to see her predicament as soon as it was pointed out to her; many cannot or will not ever see the writing on the wall. If you find yourself continually saying, “No, that won’t work,” or “No, that would be more useful in the XYZ field,” or even worse, “No, that is the worst idea I have heard in years,” then it’s time for you to go.

Major Personality Conflict Escalates
Most people can get along and work with most people. However, at one time or another, everyone has that one person in their work life with which they have a personality conflict. Generally, if you have a personality conflict with a co-worker, you do your best to work with them when you have to and find ways get along that does not escalate the friction.

Once that conflict reaches the point where interaction, or lack of interaction, adversely affects your co-workers and the every-day functioning of the organization, it’s time for you to go. After all, they probably live in the Land of UsedToBe.

Share Your Ideas on Knowing When to Go
There are many other ways to recognize when it’s time for you to go, and I would love to see a discussion on the topic. So, please, share your clues that it’s time for you to go!

Photo Credits: Bing Images

Before founding her own consulting firm in 2013, Dawn Gannon served as a respected project management and administrative operations professional in the military, higher education, and women’s healthcare fields for 25 years. She holds a Masters of Business Administration and a Graduate Certificate in Organizational Management from American Public University, is a contributor on LinkedIn, and the author of the Management in Motion blog.

Dawn currently serves as the Past Chair of the American Society for Reproductive Medicine’s Women’s Council, and volunteers with the American Red Cross. As an infertility survivor she has been a featured speaker within the Fertility Community, and written numerous articles on the topic of childfree living.

The Challenges of New Leadership

Change is a good thing, right?

Businesses and organizations refine and adjust their strategy based on many things, including the changing needs of their client-base and the market place. One of the most significant catalysts for change is new leadership.

Once the announcement of a new leader is made, the change process begins. 

And then, all the people say, “Oh, joy; a new leader who will want to change everything.”

As they say, change is never easy. There are multiple upon multiple studies showing that just the idea of change causes fear and stress for those involved. However, sometimes new leadership is not just necessary, but also vital to organizational growth and, even perhaps its very survival.

New leaders, be they CEOs or mid-level managers, certainly bring their own personality and management style to the top of the table. If they come from outside the organization, the most valuable asset they bring is not their education or years of experience, but a perspective quite different from those on the inside.

Good leaders know that recognizing and utilizing differing perspectives to make decisions about what must be changed is crucial. The difficulty in implementation comes from team members with the “We’ve Always Done It This Way” mentality, and those mired in GroupThink. Without trudging down the rabbit hole discussions of those two issues, I think it is safe to say that they have their own particular challenges which require situation-specific actions to address.

When I began my career in the early 1980’s, organizational leaders based decisions on input from their division or department heads, who gathered data from their subordinates in a very controlled fashion. Employees worked 8am – 5pm (or 9am – 5pm), Monday through Friday, and spent evenings and the weekends with their families.

Thirty years later, more Millennials are moving into positions of leadership, and facing an ever-evolving multi-generational workforce with different, and often competing, demands for engagement and working conditions. The younger generation not only expects, but demands to have a seat at the table and expects to move to another company in a few years to take the next step in their careers. They also don’t want to watch the clock, or be constrained by having to be in an office every day.

Older workers, such as those from the Greatest Generation and my Baby Boomer generation need to feel respected for the knowledge and experience for which we have worked so hard for many years to earn. We also need a seat at the table, or at least know that the new, younger leadership has heard and acknowledged the issues we bring to light. Like the younger crowd, I love working from home, but I also like the idea of having evenings and weekends free.

The leadership challenge with a multi-generational work force is finding a way to meet the differing needs, while building a cohesive and open organizational culture that allows and encourages employees to be passionate about their work and their organization’s success.

In the words of former Secretary of State Colin Powell from his book, My American Journey,

"The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either case is a failure of leadership."  

Stepping into a new leadership role is an exciting experience. It is an opportunity to develop a vision for excellence and innovation, and to share that vision with an actively engaged organization. All leaders face challenges, however, it is their response to those challenges that determines their success.

If you have been a new organizational or business leader, what words of wisdom would you share with those who want to be, and one day will be, a new leader?

NOTE: This post also appears on LinkedIn.

Before founding her own consulting firm in 2013, Dawn Gannon served as a respected project management and administrative operations professional in the military, higher education, and women’s healthcare fields for 25 years. She holds a Masters of Business Administration and a Graduate Certificate in Organizational Management from American Public University, is a contributor on LinkedIn, and the author of the Management in Motion blog.

Dawn currently serves as the Past Chair of the American Society for Reproductive Medicine’s Women’s Council, and teaches health and safety classes for the American Red Cross. As an infertility survivor she has been a featured speaker within the Fertility Community, and written numerous articles on the topic of childfree living. 

I Quit!

Your VP for Research and the Associate VP of Marketing have both resigned in the last 30 days to take positions with different competitors. 

Disappointing, yes; but nothing to worry about, right?

However, your HR Director just left your office after sharing startling statistics on employee retention, which suggests that very few stay with your company for more than 2 years, especially in the Research and Marketing departments.

What is going on, and why hasn’t this been brought to your attention before now? Or, has it and you just didn’t understand what was actually being conveyed?

Perhaps you should talk with your remaining leadership team members, and ask your HR Director to initiate an employee survey to ascertain employee satisfaction and solicit feedback for improvements. 

Based on the information already provided, it seems certain that an organizational strategic change initiative is in order. Maybe it’s the politics, or the culture, or the work process itself. Maybe it's a little bit of all of those, and more.

For example, a friend came to me recently for advice on how to deal with some issues she was facing at work. Since we have been friends for a very long time, she knew I had faced similar challenges, and wanted validation for the options she saw as viable for her particular situation.

It seems the politics in her organization have completely taken over good management practices. Until now, she has done her best not to participate in the games her colleagues seem to enjoy and clearly benefit from based on the promotions and frequent public “at-a-boys” they receive, while she and her efforts are overlooked. 

Regardless of her qualifications and superior work performance, her unwillingness to play the game has cost her two promotions and given rise to the perception that she is not a team player. 

As we see it, her options are: 1) start playing the politics game and build additional strategic relationships within the company so that she is seen as a team player and can start getting the recognition for her efforts, or 2) find a new position with a different company.

Now is not the 

time to be complacent

Based on the resignations noted at the top of this blog and like my friend’s situation, could politics and a culture that supports promotions based on the participation in cliques be the core issue in your organization?  

Before you shake your head and say, ‘of course not,’ make sure that the survey conducted by HR includes questions about culture, politics, upward mobility and team cohesion.

Better yet, contract an organizational development professional to provide an unbiased company evaluation, and then work with them to design a strategic change initiative to address the issues revealed.

While it may appear that the culture of promotion via politics is widely accepted, it really isn't. In fact, it is patently toxic to the success of your organization!

Now is not the time to be complacent, thinking that these resignations and the data from HR are just small bumps in the road. 

Now is the time to lead by example, to take action to ensure your organization becomes the one everyone wants to work for; not the one they use to get experience and then leave for better opportunities.

  

Before founding her own consulting firm, Dawn Gannon served as a respected management professional in the military, higher education, and healthcare fields for 25 years. As a Lean/Six Sigma Green Belt, Dawn’s commitment and personal mission to improve the lives of others through service to the community focuses on providing administrative and volunteer management, consumer education, public outreach, event planning, relationship-building efforts, and strategic planning. She is the author of the Management in Motion blog, and has written a number of articles for RESOLVE: The National Infertility Association on the topic of childfree living.

Like a Well-Oiled Machine

“No need to worry, sir. I’ve got this team running like a well-oiled machine.”

One of my favorite supervisors many years ago used this metaphor frequently to describe his team’s efforts. 

As a cog in that “machine,” I appreciated the fact that every task was laid out for me and the rest of the team, and that everyone knew that the person in front and behind him or her was going to produce quality work for the next person to build on. In short, everything and everyone worked perfectly together.

As a metaphor, Gareth Morgan notes that operating like a well-oiled machine works well to describe many organizations; however, it’s not the only one that is viable. Organizations can also be described as organisms, brains, cultures, political systems, and several others concurrently at any given time.

The benefit of these metaphors is that they provide broadly accepted images of operational functioning leadership which explain why it acts in a certain way, or chooses not to act.

Well-oiled machines operate precisely, but are slow to change as circumstances require. Organisms are living, breathing things, and as open systems they adapt more readily to change, while all organizations experience politics in one form or another on a daily basis.

In terms of decision-making, without acknowledging and understanding these different perspectives, any decisions made are done so without sufficient relevant data, which means the results won’t be what you expect. 

Instead, you will likely to find yourself responding to circumstances quite different from what you expected. Like JFK after the Bay of Pigs fiasco, you could be saying “How could we be so stupid?”

JFK’s problem was that his well-oiled machine was mired in the psychic prison of groupthink, where any information or opinion contrary to the one held by those in power was disregarded. Those who disagreed with, or provided alternatives, to the agreed-upon action (or inaction) had obviously not consumed their daily dose of the Bandwagon Kool-Aid.

So, what’s the answer? Serve Kool-Aid at all meetings and in the cafeteria? No, of course not.

The answer is simple – train yourself and your staff to look at issues from multiple perspectives, not just the bottom line. Look at your organization and determine what metaphors apply at this particular moment in time.

Is your organization running like a well-oiled machine?

Do you see the organization as an organism that requires partnerships both within and without your environment to survive?

Do you listen to off-the-wall alternatives, or are you mired in groupthink?

While each of these metaphors helps us take a look at our own organization from various perspectives, it also broadens our view of the world around us, and opens the possibility for continued innovation and success.

Before founding her own consulting firm, Dawn Gannon served as a respected management professional in the military, higher education, and healthcare fields for 25 years. As a Lean/Six Sigma Green Belt, Dawn’s commitment and personal mission to improve the lives of others through service to the community focuses on providing administrative and volunteer management, consumer education, public outreach, event planning, relationship-building efforts, and strategic planning. She is also a published author on the topic of childfree living.

The Devil is in the Details

We all have our roles in life to play. Like everyone else, I have a few: wife, aunt, daughter, friend, colleague, volunteer leader, customer, business owner, Devil’s Advocate.

Devil’s Advocate? That’s not a role, you say.

Yes, it is, and in business, it is crucial that you have at least one Devil’s Advocate on your decision-making team who challenges the status quo on a regular basis. Without the Advocate, it is too easy to slide into groupthink, which sooner or later will produce results you did not expect, and certainly did not want.

The term groupthink was coined by Irving Janis in 1972 to describe the phenomenon where members of a group (e.g., a management team), makes decisions based solely on consensus, while purposely excluding any ideas, opinions, data or facts presented by anyone who does not agree with the group’s point of view. Teams mired in groupthink rationalize their decisions to fit the circumstances as they see them simply because they believe without question that their way of thinking is infallible.

The space shuttle Challenger disaster in 1986 and the sub-prime mortgage meltdown in 2008 are examples of groupthink. In both cases, decision-makers failed to ask probing questions, or consider answers which jeopardized their plans by exposing vulnerabilities, and as we've all witnessed, much to their everlasting regret. 

In groupthink there is no negotiation. It’s just blind adherence to the group’s goals and strategies; dissenters are not welcome or heard.

So what does all of this have to do with the Devil’s Advocate, you ask?

One characteristic of groupthink is the conscious disregard for dissenting views. To combat this propensity a good leader will not only encourage the questions posed by the Advocate, but also  willingly explore the possibilities raised as each question is posed or answered with an open mind. See the possibilities!

When you choose your Advocate(s), be sure that they are strong enough to absorb the push back generated as a result of those questions by the rest of the team. There are no rules that say the Advocate has to be the same person at each meeting for the same decision. Consider assigning different team members to play the role at different times. Imagine the conversation when someone has to strongly and adequately defend an opinion contrary to their own!

There are other ways to combat groupthink, such as ensuring decisions are made based on more than just group consensus, further clarifying the goal, discussing the problem to be solved in depth before solutions are explored, and assigning groups to research several solutions and report back to the group.

As my friend, Sue is so fond of saying, “the Devil is in the details,” and I truly enjoy digging into the details. Perhaps that’s why I enjoy the role of Devil’s Advocate so much.

Before founding her own consulting firm, Dawn Gannon served as a respected management professional in the nonprofit military, higher education, and healthcare fields for 25 years. As a Lean/Six Sigma Green Belt, Dawn’s commitment and personal mission to improve the lives of others through service to the community focuses on providing administrative and volunteer management, consumer education, public outreach, event planning, relationship-building efforts, and strategic planning. She is also a published author on the topic of childfree living.