This blog is about the relationship between organizations and the people who work for them. And, it’s dedicated to the millions of people around the world who go to work every day wanting to do a great job.
Collaboration
Let’s say goodbye to “collaboration”!
Words really do matter. I’ve been noticing something interesting lately. The word “co-creating” seems to be showing up everywhere in corporate conversation. I’m not sure, but it’s seems to be taking the place of “collaboration” and for me this change couldn’t have come soon enough.
Collaboration appears in almost every corporate value statement. In fact, collaborate has been paired with innovate to become a kind of institutional mantra, a rallying cry, of the past decade!
But, for me, the word collaborate has always missed the mark. It’s a process-focused word by definition. It’s about “the how” not “the what”. We’re going to collaborate to do what? And what are we doing when we collaborate?
Let’s revisit the definition. Collaborate means to: “1: to work jointly with others or together especially in an intellectual endeavour; 2 : to cooperate with, or willingly assist, an enemy of one’s country and especially an occupying force; 3 : to cooperate with an agency or instrumentality with which one is not immediately connected.”
There’s a pretty dark side in this definition [like "execution" another favourite business buzz word] and an implication. Collaboration is circumstantial – working with the enemy, connecting where there’s no obvious connection – and except for the first definition it’s ‘forced’. More problem-solving than creating. Maybe we should be thankful that most organizations are so bad at collaborating!
Co-creating is different. The focus is on both the process and the outcome, the creation. So here’s hoping that this change in the use of language is signalling more than a superficial label change and the latest flavour of the month. Here’s hoping that as leaders we can now get down creating and co-creating what matters in our organizations.
I leave it to you to decide whether Knute Rockne was talking about collaboration or co-creation in his famous team speech!
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Storytelling, media & me
Today, I read an article about the growing demand for people who are able to tell stories in every media - photographs, text, audio, video, alone or in any combination - and made the case for pr [read communications] professionals to build these skills. The medium, it seems, really is the message.
So, I thought it was a good time to check in and see where we stand in this world of ‘content’ production.
Me? For the past couple of years I’ve been experimenting with different social media and getting used to writing and sharing ideas and stories online - here, as support to Michael for From Marshall and me, on LinkedIn, Facebook, Twitter, and FourSquare [which after much frustration I've stopped using] and by commenting on other blogs when I feel I have something to add to the discussion. I’ve attended a two Montreal PodCamps and several Third Tuesdays to get a deeper understanding of what technologies and applications are out there, how they are used, and what opportunities there are for institutional communications. I’ve met amazing people - Mitch Joel, Julien Smith and Michelle Sullivan - who have advised, provoked and inspired.
In the past few months, I’ve been revisiting and rebuilding my structural thinking and consulting skills. The most recent training was last week. I attended a fabulous 5-day Advanced training with Robert and Rosalind Fritz. The importance and power of structure to the creative process and in storytelling was clearly evident. I always knew this training was key to my professional consulting practice. Now I know it is key to being a good storyteller.
Today, I’m officially committing myself to the next step in my journey to create compelling content and learning how to share it in different ways. Sure, I will continue to blog and do the stuff I’ve been doing, and, over the coming months I’ll be learning and building mastery [OK getting competent] with as many communications technologies and applications as I can.
This is a pretty big step for me. As those of you who know me will attest I’m no geek! Here’s my starting point. What technology is usable and what’s not!
Ouch! And, it is a secondary choice to a primary choice to producing great, compelling stories that I can share. Standby.
You? I’d love to hear about what you’re doing to build your storytelling and media skills? What were your successes? What did you learn from your failures? What can you recommend?
BTW: I’ve already started experimenting with my new camera [Canon S95] [no commercial relationship]. I’m still not working with the SLR or video features, but I’m looking forward to that. And, the scanner is plugged in and ready to go so that I can start a family project I’ve been thinking about for years. An opportunity to experiment and learn to tell a different story in a new way…
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The [r]evolution of storytelling.
Unbelievably, yesterday was TED’s 5th anniversary. The TED talks have enriched our lives and learning over the past few years. For those of us who find it hard to break free of our bubbles – personal and professional – TED is an amazing gift and window on other worlds and other thinking.
Thanks to a good friend and a link on FaceBook, I celebrated this milestone in a special way. This collage and animation of TED sound bites inspired in less than 2 minutes! So put your brand marketing, human resources, and/or communications professionals hats on, and think about this:
Are you part of the [r]evolution? If not now, when?
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Places worth caring about
“The emersive ugliness of our everyday environments… is entropy made visible. We can’t overestimate the despair we are creating…”
James Howard Kunstler
Wow! ”Entropy made visible.” ”Despair we are creating.”
Nowhere is that more true than in our places of work. These are mostly soulless places. Nothing that would build hope or confidence. Nothing of the brand experience we talk about and expect our employees to be so proud of and to deliver to our customers daily. Not even a hint of the business you’re in unless the corporate identity on the wall behind the reception desk gives a clue.
And, reception areas where the receptionist is missing. They lost their job two rightsizings ago.
Long characterless hallways. Rows of cubicles [no personal items please]. ‘Art’ that isn’t or motivational posters or nothing. Overly sterile washrooms. Kitchens where everything that matters – cups and cutlery are locked up. [You have to pay for your coffee as a cost control measure - my God you’re working 60+ hours a week at wages that were designed when people in your position worked 38.5].
Common areas that aren’t. No one wants to hang out there.
Boardrooms filled with chairs and designed for PowerPoint presentations not for people or work we really do or the collaboration and innovation virtually every organization today is aspiring for.
By the way, this description is focused on white collar environments. But I have to say that I’ve been in smelters that were more human and more appropriate than most office spaces I’ve been in.
We say we want to engage employees. What is there about the place you work in that is engaging? We say that the employee experience of the brand is a key element of culture. How does the design bring your brand to life for employees? If it’s not, then isn’t it time to get this on the Corporate agenda? How?
__________
Thanks to Mitch Joel for reminding me about James Howard Kunstler’s inspiring and funny TED talk.
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On being professional
It’s sometimes easy to think that the professions – doctors, lawyers, accountants, architects – are the only fields that have professionals.
Today, our roofers finally arrived. We’re at the top of a 4-story condo facing winter in Montreal with a 21 year old peaked roof. To say we were glad to see them is an understatement.
It’s been a couple of months since we signed our agreement. Our contact has kept us in the loop [read managed our expectations] in terms of timing and weather issues, etc. Yesterday he called to say that the team would start today at 7:30am. Hallelujah.
They arrived at 6:45 and were ready to go at 7:30. Immaculate truck. Immaculate equipment. Hard hats and safety gear in place. One guy – the yellow hard hat guy – clearly in charge. They built a scaffold up the side of the building in record time. A truck with a hoist long enough to lift the materials up to the roof in place and ready to go.
We went out for a walk – there’s not much they can do about the noise so we might as well get a little exercise in… As we left, the shingles and other materials were being delivered to the roof. By the time we’d come back, they’d created a 4-story shoot to carry all the debris down to a huge container. On the roof they’d started pulling up the old shingles and piling them in one place on the lower level [it’s got two levels]. There one guy was in place at the top of the shoot. His job to make sure it all made it down the shoot to the container.
This team is more professional than many corporate teams I’ve seen. They’re doing what they said they were going to do when they said they’d do it. It’s obvious from here that each of them has a role knows what it is and has what they need to do it. And, you get a feeling that they take pride in the work they do. They also do it with joy [and a little fun – there have been a few good laughs from up there].
And, unless I am sorely mistaken by the end of the day tomorrow we’re going to have the best roof on the street.
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Social media are rocking our world
Social media are changing what we do and how we do it. With our families. With our friends. With strangers. With our colleagues. At play. At work. Social media haven’t even come of age and they are already rocking our world.
Nowhere will these changes be more profound than in our workplaces. Social media are changing basic assumptions about how we organize to get things done.
| Was | Will be [if it's not already] |
| Centralization | Decentralization |
| Formal hierarchy | Informal networks |
| Chain of command | Collaboration |
| Central planning | Collective learning |
| Bureaucracy | Community |
| Departments | Tribes |
| High control | High accountability |
| Machine models | Complex adaptive systems |
I don’t for one second think that it’s as clear cut as this conversation makes it out.
I don’t believe institutions of the future will operate fully one way or the other. They will need to find the right balance – their right balance – given the nature of the work.
And, social media create institution-wide opportunities for connecting that simply didn’t exist for large organizations before. Social media are already driving changes in behaviour, attitudes and expectations. They are already having a profound effect on our institutions and the role of the managers who run them.
What is certain is that the function of management is changing. The days when power and authority based on hierarchy alone is gone. Instead, managers will need to be influencers. Facilitators. Consensus-builders.
And, it is certain that this will change the function of institutional communications especially internal communications. In a world where managers are influencers, what is the role of internal communications? In a world where employees will have access to what they need, when and how they need it [thanks Bill Jensen, Work 2.0], will the internal communications function even need to exist?
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Starting with nothing
OK it’s late summer and I’m dreaming and I thought you might like to dream along with me.
Imagine you’ve been asked to help create a Corporate Internal Communications approach starting from nothing. Let’s imagine this is a service business that has grown by acquisition. It’s in a highly competitive market about to launch a new business model. Cross-functional and cross-business collaboration will be critical.
The individual business units have relatively well developed Internal Communications. But, until now global communications have been limited to the odd e-mail and quarterly conference calls. There’s no global intranet. There’s no global newsletter. There’s no global employee survey. There’s pretty much nothing at the global level – no systems, processes, tools or tactics.
You’ve got carte blanche. What’s in and what’s out? I’d love to hear from you.
Update [August 20, 2010]: Thanks to the gang at CommScrum LinkedIn for your great contribution to this question.
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What can we learn from Chef Gordon Ramsay?
It has food. It has wine. It has crazy characters. It has drama. So it had to happen. Michael and I are now completely addicted to the original “Ramsay’s Kitchen Nightmares”. We stopped watching television months ago. Now we’re watching streaming video online. And thanks to The Food Network we’re hooked on Chef Gordon Ramsay’s show.
Who knew how complicated running a restaurant could be?
And who knew that beside the food [Ramsay’s an advocate for fresh local ingredients and simple plates – a higher purpose for the customer], communication seems to be the most important ingredient for success. And, perhaps surprisingly, I don’t mean marketing communication or PR. I mean internal communication.
We’ve now watched about 8 episodes. And with one exception – a brigade of experienced French chefs and service staff from Michelin starred restaurants who clearly knew what they were doing – the mantra of every show has been ‘Communicate!”
Ramsay’s challenge; get communication going between:
Once you get past his foul language, the man is masterful. He starts by raising their awareness of, and gets them focused on, the customer experience. A reality check.
Then, he facilitates often profound change – he encourages, he cajoles, he demonstrates, he brings new and sometimes jarring perspective and insight, he’s rational, he’s emotional and slowly but surely most teams get it.
No crafting of messages. No pushing them out. He just gets them speaking to each other. He helps them get the right conversations/communications going in the right way and at the right time to ensure the best customer experience. Remarkably completely dysfunctional teams start working well together and end up delivering outstanding experience for their customer and each other.
So, should we be spending more time as facilitator and less time as message pushers? I’d love to hear what you think?
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“Where everybody knows your name”
There are very few of us who would associate the place we work with the Cheers theme song.
In fact that was the point of the song. Cheers is the place where we can escape our worries. A place where we’re understood and appreciated.
You’d think that a place where we spend 50% to 60% of our waking hours getting to and working in would be a place “where everybody knows your name”. But it’s generally not. Instead, it’s a place where:
- An EVPs executive assistant for over 5 years told me that her boss didn’t know she had children until she had to stay home one day with a sick child.
- A manager reported that he’d never met his Director face-to-face even though he’d been working for him for over a year.
- [fill in the blank]
What is it about organizations? After all we’re all there working toward the same organizational mission, vision and values.
What is it about these places that:
- Isolate rather than integrate?
- Create internal competition rather than collaboration?
- Dehumanize rather than humanize?
Don’t get me wrong. I don’t think that colleagues at work need to be your best friend. Or that a weekly beer with people you don’t really even like is a solution? I’m not really a fan of the drive for employee engagement [what's really being measured?, implication that employees need to give more?, etc]. But, I do think that organizations can be places that encourage courtesy and respect. And it starts by knowing some basic things about the people you work with. Who are they? What matters to them?
Is your organization doing anything to humanize the work environment? Is there anything you can do in your corner of the workplace?
“Making your way in the world today takes everything you’ve got.
Taking a break from all your worries, sure would help a lot.
Wouldn’t you like to get away?
Sometimes you want to go
Where everybody knows your name,
and they’re always glad you came.
You wanna be where you can see,
our troubles are all the same
You wanna be where everybody knows
Your name.”
With thanks to Gary Portnoy and Judy Hart Angelo
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Innovation culture & internal communications
There’s been a lot of talk about the need for organizations to innovate. But, since organizations don’t innovate, people do, there’s also been a lot of talk about building “innovation cultures”. My friends at CommScrum have taken the discussion further and begun a conversation about innovation and what the drive to an “innovation culture” means for Internal Communications. Here’s how I’m thinking about it. I’d love to hear your thoughts.
“Innovation culture” seems to me a lot like the next generation “leadership culture”. Then everyone had to be a leader. [how that was possible I have no idea.] Now everyone has to be an innovator? [makes about as much sense as everyone’s a leader.]
So, the challenge for Internal Communicators is not to get caught up in the organizational hype and feel pressured into delivering on demand tools and tactics [sound familiar]. Instead, we need get the answers to these fundamental questions.
What needs to be innovated? Products? Services? Systems? Decision taking? Codes of Conduct? Accounting procedures? Pay policies? You get my point. Some things really benefit from continuous innovation. And some things just don’t. In fact getting too innovative would be detrimental and perhaps even illegal.
Why? To improve our employee experience? To improve our customer experience? To make it easier for the CEO to brag on the golf course? To get a headline? Understanding what’s motivating the drive for innovation will tell us how important it really is to the organization’s strategy.
Who will be most impacted? And what will the implications be for what they do and how they do it? No matter how wide or deep the drive for innovation goes, not all employees [I include execs in here too] will be affected equally [see What? above]. As communicators if we assume anything different we may find ourselves creators or amplifiers of mixed messages.
What? When? and How? It’s important to get an adequate take on what’s already being planned/done to create an “innovation culture”? And to understand how those changes will support employee innovation. New processes? New reward systems? Training? Supporting tools and tactics? For an interesting take on what needs to change, check out Jon Katzenbach and Zia Khan’s book, “Leading outside the lines”, p.177. This should give us a clear idea of how seriously the leadership is taking the change and where their priorities are. It should also help us discover where, when and how we can be most helpful.
What do you think? Will the drive for ‘innovative cultures’ change the role of Internal Communications? And, if so, how?
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