The “power” model that explains organizations
Most of what happens in organizations can be understood in terms of two opposing concepts: power over and power with. Chances are you’ve experienced one or both of these first hand, without using the terminology. Perhaps you had a boss who told you what to do, who rarely asked for your input, who used subtle threats and fake praise to control your behavior. If so, you were at the receiving end of the “power over” model. Or maybe you had a “power with” manager who led with a meaningful mission, who favored teamwork and co-creation over command and control, who recognized and leveraged your strengths. Maybe your current manager fits this description. Maybe you are that manager. The huge distinction between “power over” and “power with” shapes every aspect of work life. For anyone who’s striving to improve their workplace, the power over/with model is essential for understanding what’s going on – and for uncovering current strengths and improvement opportunities. That’s why the following chart is so important. Use it to deepen your own understanding. Share it with others to prompt dialogue and group discovery. And use the resulting insights to identify practical steps that you and others can take to strengthen your workplace. POWER OVER POWER WITH PERSPECTIVE In these very different work environments, people see things in very different ways The world is viewed as generally hostile Scarcity: “I need to get and protect my share” Mechanistic: the organization as machine Zero-sum game Leader as lion Divide and conquer Manageable pieces The world is viewed as generally friendly Abundance: “There’s enough for everyone” Humanistic: the organization as social system Synergy: 1+1>2 Servant leader Strive to unite Chaotic whole PRIORITIES Here’s what largely determines how people go about their work in “power over” and “power with” workplaces Rules Procedures: How to do it Compliance Competition Extrinsic rewards, threats, and punishment Principles Mission: Why we do it Commitment Co-Creation Intrinsic motivation ACTIONS This is what you’re likely to see and hear Bemoaning what’s going wrong Fixing blame Dwelling on weaknesses Hoarding and selectively handing out key information and resources Telling stories of what’s going right Fixing processes Leveraging strengths Freely sharing whatever is necessary for the greater good RELATIONSHIPS Relationships are based on very different factors Fear Being fearful that others will lessen our power Skepticism: “You will likely mess this up” Apathy Trust Trusting others…and working to earn trust Confidence: “You will succeed at...
Read MoreFor workplace nirvana, add in the five C’s
A friend of mine contends that great jobs boil down to three things: praise, perks, and pay. The more you get, the better things are. It’s an appealingly simple formula — but it’s woefully incomplete. I’ve spent years exploring what matters most to people at work, and I know that praise, perks, and pay are important. The degree of importance varies from person to person, but it’s nice to get that external validation every now and then. Plus, there are bills to be paid. But there’s much more to the “great jobs” equation. Let’s call these additional factors the five C’s. One of them is job content. As management guru Peter Drucker used to say, if you want people to do a good job, give them a good job to do. As much as possible, jobs should be designed so people can use their talents and strengths while seeing real results. Unfortunately, many people are told exactly how to do their jobs, with little if any leeway. This takes us to the second factor: choice. When people can make their own choices and decisions to shape how they do their work, their engagement and enjoyment go way up. The third and fourth C’s are related: collaboration and community. When people can freely team up and help each other as the workday unfolds, it’s like getting additional brainpower. Over time, collaboration turns into community. Both factors affirm that we are human beings, not human doings. The social aspects of work are a big deal. The fifth C might be the most important of all: caring. In great workplaces, people care about their customers. Co-workers care about each other. Bosses care about the people they manage, and vice versa. When people truly care, they show concern and strive to help others succeed, even when the people who benefit are not their close friends. Don’t get me wrong, the three P’s are essential: praise (let’s call it genuine appreciation), perks, and pay. So are the five C’s: content, choice, collaboration, community, and caring. Add them up and you get workplace nirvana. It’s that simple — and that challenging. By Tom Terez •...
Read MoreThe inefficient extra that’s entirely worth it
When you break your wrist and have to undergo surgery to get it fixed, the last thing you want is another surprise — unless it’s overwhelmingly positive. That’s what happened to my sister. Three days after her surgery, she received a hand-addressed envelope from the outpatient group that fixed her wrist. Surprise! Inside was a “thank you for selecting us” card signed by six staff members. Is it a big deal? It was to my sister. After the pain of a broken bone, compounded by all the worry that precedes and follows surgery, the card and those first-name signatures provided just the right personal touch. There’s no rule that says an organization has to send thank-you cards to its customers. There’s no compelling financial reason. There’s no likely therapeutic benefit. You could even argue that it’s an inefficient way to use time and resources. Perhaps that’s why cards like these are so rare — and so appreciated. By Tom Terez •...
Read MoreHumanizing the workplace can be this easy
Can customer engagement be as simple as a few lines on a piece of paper? In the case of a branch office where I do my banking, the answer is a big yes. Positioned at each teller station is the associate’s photo — and below that are a few lines of personal bio information. So when I stepped up to Michael Day’s station one day, I learned from the sign beneath his photo that he has two dogs. I asked about them, since I’m a devoted dog owner. “They’re spaniels,” he said. That caught my attention, because our mixed-breed dog is mostly spaniel. Michael and I spent the next couple minutes talking about dogs while he processed my transaction. He was as professional as can be, but the dog talk somehow made the whole experience a lot more enjoyable. On another visit to the same branch, I was served by a different teller. Her bio mentioned that she wanted to visit Ireland. That sparked a quick conversation about Dublin. I asked Michael how the bio idea came about. It wasn’t a big deal, he said. Someone at the branch suggested it and they gave it a try. Some customers don’t notice, or they notice but don’t comment. Many others (like me) get curious, ask, and enjoy the resulting conversation. It’s a great reminder that humanizing the workplace can be this easy. By Tom Terez •...
Read MoreBroadcast success and you’ll get more of it
If you want to build a positive workplace culture, one of your best opportunities is available to you every day. It’s so simple. Just pay attention to what’s going right, then call it out among colleagues. There’s a lot to find, as long as you look: determined effort, great performance, a best practice, stellar results, compliments from a customer, the completion of a big project, and much more. This is a must for all managers. But anyone in any organization can do this, and everyone should. Here’s how: Begin every meeting by citing recent accomplishments. Have colleagues chime in with their own positive observations. Make a habit of expressing thanks — and give the gratitude more magnitude by telling the person exactly what they did that made a positive difference. Put several success stories in each issue of your internal newsletter or e-letter. In one-on-one conversations, become a positive gossip, sharing a story or two that illustrates what’s going right in the workplace. Do this on a regular basis, so it becomes a part of the everyday routine. As all this good news get circulated, confidence will grow. People will learn and improve as they hear about factors that led to success. They’ll follow your lead and share their own positive testimonials. Even the skeptics and naysayers will start to find silver linings. Over time, you’ll get more of what you want in the workplace. The workplace culture will strengthen from the inside out. The catch? You have to get it started. By Tom Terez •...
Read MoreThis one word can change everything
Most workplace conversations have to do with what we’re doing. Or how we’re doing it. Or who, when, or where. What’s missing is why. With why questions, you rarely have easy answers. That’s what makes them so powerful. A good why can open the way to crucial discovery. Here are some examples: Why are we in business? Why are we doing it this way? Why can’t we do it this other way? Why don’t we get together with staff from ___? Why do people work here? Why would someone want to work here? Why was last year our best (or worst) year? Why do our customers pick us? Why does everyone else pick someone else? When used with skill and persistence, the word why is like mining equipment. It can help you dig deep and find rich insights. Take that first question: Why are we in business? When people keep digging with one why after another, they can tap into a meaningful mission. Even when nothing good is uncovered, that can be an important discovery in its own right. It can prompt a rethinking that leads to major improvement. It’s worth noting that this type of mining does not require special training or certifications. Keep that in mind the next time your colleagues are stuck on the surface with what and how. By Tom Terez •...
Read MoreA week that will make your workplace strong
“Casual Day” is now the norm in many workplaces. It’s typically on Friday, which got me thinking about the rest of the week. Why can’t we dedicate the other days in even better fashion? “Learning Thursday” would be just that — a day to learn something about anything that’s remotely related to work-related. Each person or team would have to initiate their own learning, but it doesn’t have to be complicated. We’re talking five minutes to have a colleague explain how the accounts are processed. Or asking the resident expert for tips on how to use that new machine. Or getting with colleagues to share your best proven practices for doing certain aspects of your job. “Why Wednesday” affirms the importance of critical thinking. At least once during the day, people are to ask “why” when they find themselves doing the same thing in the same way for no good reason. “Why are we filing away these forms that no one ever uses?” “Why am I checking my email ten times a day when once or twice would be plenty?” “Why haven’t I walked over to accounting to meet and talk with my contact there in person, instead of my usual drill of sending him yet another email?” All good questions. “Customer Tuesday” puts the attention on customers. True, we should be serving them well every day, but how about one day a week when we’re expected to reach out and ask them directly for feedback. Each person would contact at least one of their internal or external customers, to see whether they’re thrilled and to get at least one actionable insight or improvement idea. “Acknowledgment Monday” is about recognizing what’s going right and who’s doing great things at work. Each person would make a point of finding at least one positive — and calling it out to colleagues. Maybe it’s a newly improved process that’s making life easier for everyone. If so, say so. Maybe it’s someone on your team whose service ethic has them always helping out. If so, let them know they’re appreciated. Or maybe it’s just a silent acknowledgment inside — appreciation for a job and colleagues and the chance to serve, even if there are things we’d like to change. Last but not least, let’s institutionalize the “No-Work Weekend,” setting aside one or two days each week as a completely work-free zone. No working...
Read MoreThe problem with “my employees”
What could be wrong with “my employees”? The answer might surprise you.
Read MoreAn in-your-face experience with differences
It’s not easy being a manager, especially when the road of good intentions is pitted with potential potholes. Here are ten of the biggest along with advice on how to steer clear: When I launched my first full-time business in 1991, I brought a lot to the table: two recently written books, solid experience, a Duke University MBA. There was just one big in-my-face problem: I looked about half my age.If you’ve ever watched those TV reruns of The Andy Griffith Show from the 1960s, you’re familiar with little Opie Taylor. That’s pretty much how I looked — but at age 28. The Opie Syndrome had me in its clutches. In all of my first meetings with would-be clients, I kept getting the same question: “When did you say you graduated?” People stopped just short of asking for my birth certificate. So I decided to do what Opie never could. I grew a moustache and beard, hoping that some well-tended whiskers would make a difference. And they did! People stopped asking my age, and new sales began to sprout. Then I paid a sales visit to someone I’ll call Mr. Smith. He owned a company that trained salespeople, so I was literally selling to an expert on selling. Two minutes into our meeting, the no-nonsense Mr. Smith leaned toward me and locked his gaze onto the lower half of my face. His stare lasted so long that I began thinking he had spotted an errant Rice Krispie or a shelter-seeking bug. Then his trance broke. He eased back, took a deep breath, and declared: “Shave that thing off. You’ll sell more.” He said it with such conviction that I almost asked for a razor right then and there. But as I drove away, my reaction got more complicated. I could see the humor in our encounter, but I also saw the serious side. People talk a lot about valuing differences, yet here I was being told to shave mine off. To vent, I wrote a guest column about diversity for the Cincinnati Enquirer. It told my story of growing the beard and getting pressured to stick with the 90 percent of clean-shaven American males. The article ended with a question: What’s it like to have a prominent difference that can’t be shaved off? Many people answered, calling and writing to tell me about the challenges brought on by their...
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