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JUST PLANE CULTURE


This is most prevalent with owner/ founders. A business is their creation just as a child. As a parent you wouldn’t want to give up control in raising your child just as the owner/ founder’s fear in giving up control in raising their business. It is diffi cult to let go, to trust others in raising the business. This is a protectionist reaction. Others are insecure in their position.


They don’t want to let go for fear that failure will refl ect upon them and their career. So they strive to control all aspects of the business as they lack the trust in others. If failure occurs it will rest on their hands and not due to others. However, it is a strange anomaly in micro-management situations – when failures occur the manager rarely takes responsibility for the failure. There is a built in buff er.


When the micro-manager experiences failure he or she turns the cause to employees’ failure to adhere to the instructions or follow procedures, lack employee support, insuffi cient resources, etc. Notice that the fault is usually directed down the food chain. It would be a career-limiting move to blame your superior for failure to supply support and resources. Accusatory fi ngers are always pointed down, never up. Rarely is the real source of the failure identifi ed, therefore even robust root causes analysis is ineff ective because it is diverted from the truth. If at fi rst you don’t succeed, shift the blame, change the rules, redirect the focus of your critics, spin the media, redefi ne success, and there won’t be any need to try, try again!


VIBRATION ANALYSIS & BALANCE SOLUTIONS So what should we seek from our


employees other than compliance? Wouldn’t commitment to the rules, regulations, and policies be a better way to go? This doesn’t require oversight but peer pressure, cooperation and teamwork. Then when you hear, “This is the way we do it,” it is in alignment with policy, procedures, instructions, rules, etc. Supervisors and managers can now focus their attention on supporting the workforce, managing resources and not baby-sitting employees. Functionality returns. How nice — perfect harmony,


right? Wrong! Like the Yin/Yang symbol there is a little dark in the light and a little light in the dark. Nothing is pure; nothing is perfect. So if given a choice of compliance or commitment, I hope I have convinced you that commitment is the better option. But blind commitment is also not good. When everyone is thinking alike, no one is thinking much. “All new hires must attend the brain washing employee orientation seminar to replace your personal thoughts with those of a committed employee of XYZ Corp.” As the Borg from Star Trek said, “You will be assimilated.” We are not robots; you really don’t want everyone running around like a bunch of clones. Even though you seek uniformity, you will not be innovative and progress without some chaos and diversity. You don’t make heat without friction. Don’t rock the boat? If you wish to avoid a collision or discover a new path, you need to nudge the boat a little – maybe a lot. Tranquility is nice but you will not get anywhere without wind. What if we instilled a habit instead of compliance? That would also work, but habits require triggers to initiate, a commitment by the initiator and typically a reward for success. That’s a lot of work for management. If you


www.AcesSystems.com 52 DOMmagazine.com | dec 2017 | jan 2018


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