The PPM issue!

Last week I wrote about my daughter's experience with PPM (Piss Poor Management) and I have now received numerous accounts from others about their experiences. These anecdotes include:

• A manager who refused to employ people who knew more than he did, or to promote people who challenged him
  
• A manager in a children's day care centre who, when asked for some guidance on doing a new task, ridiculed the a staff member involved in front of parent clients
• A manager in a major not-for-profit organisation who delayed investigation into an issue relating to remuneration because "your complaint makes me look bad!"
• A manager who was so concerned about her boss that, every time her boss was seen talking with a staff member, would find an excuse to get involved so as to ensure that she knew everything that was being said

What these illustrate is that PPM is not confined to the retail sector - it is alive and flourishing across the board.

Management education and training (whether from educational institutions or private training organisations) has been teaching good management practices for at least 40 years. Virtually everyone currently practicing PPM has almost certainly been exposed to good management practices in some way or another, yet PPM prevails. Why?

PPM in organisations is characterised by creating a situation in which employees feel their jobs are under threat - reach the performance targets set or be sacked/demoted/moved etc. - and such sanctions, in turn, could threaten my financial security and/or perceived social status. This threat of dismissal or other sanctions may be real or imagined. Its symptoms are people in supervisory/ management roles who refuse to question "the boss" or who will support "the boss" even when this means disillusionment and possible loss of good staff. My self interests and general concern for "me" takes precedence over everything else. These people can be described in the old saying: "they're not 'yes-men': they say 'no' when the boss does!"

I suspect that, deep down, PPM is caused by basic insecurity or fear.

Fear is one of the most basic and powerful factors in all animal life. It is multifaceted and encompasses physical and psychological/emotional aspects of life. It drives us to aggression, to frozen inaction, and to escapism through such avenues as physical removal from a situation, through to such behaviours as abuse of alcohol and drugs. It underlies all bullying and much of the antisocial behaviour we encounter. It underpinned the "cold war" - the West refused to accept that the East may not want world dominance (and vice versa); it underpinned the fiasco around the USA's invasion of Afghanistan and Iraq; and it underpins the current preoccupation with what Iran may or may not be doing in its (currently) totally legitimate enrichment of uranium. Fear is used by politicians and managers to drive people towards a solution that meets the ego needs of the powerful regardless of what is really good for the company or country or whatever.

I believe that, despite the best efforts and intentions of those propounding good management practices, PPM will continue to be prominent until we learn how to shift our brain's locus of control away from the "fear centre" and into the "courage centre". As I have said in earlier blogs, its the issue of "red zone" versus "blue zone" in terms of the way in which our brains work - but it starts in myself, the individual, rather than in someone else. (There are some pointers in how to make this shift at http://www.evancarmichael.com/Leadership/5178/7-Steps-To-Realising-Your-Potential.html)

The thing to remember is that, ultimately, no-one has to put up with PPM in any organisation. We may not be able to change the situation; we may not be able to change how others behave; but we can change our response. We can walk away - but, ideally, find your next job first!

What do you think? I'd love to hear your comments.

More about Doug Long at http://www.dglong.com

You've got to love those skinks!

The skink was back on Sunday.

Well, I'm not really sure if it was the same skink about which I wrote a week or so back, but there certainly was a skink back in the kitchen - and the cat was still around.

For those of you not familiar with Australian fauna, the common garden skink (Lampropholis guichenoti) is found virtually everywhere in South East Australia. It has a smooth dark greyish body with a dark stripe running along each side - a very beautiful creature that is totally harmless, good for the garden, and enjoys sunning itself on rocks and ledges. From tip of nose to end of tail the ones around here seem to be about 18 cm (about 7 inches) long.

But we seem to have a skink with a penchant for danger - or one that knows that there is a short cut between the front and back gardens if one goes through the house! The cat was sleeping near the door when the skink arrived on the porch, paused, looked at the cat, then scurried inside close to where I was reading a newspaper. There were a few moments of activity then, safely caught in a bag, the skink was removed and released into the front garden.

Now I know that skinks can't think rationally (and probably can't really think at all) but I had to wonder why a creature with no defence mechanisms other than flight or freeze would stray into the path of danger (the cat) and away from an environment in which it can find plenty of places to safely hide. And that got me thinking about the behaviour of people. How often do we act without thinking (virtually operating on 'auto pilot') and put ourselves and others in some form of danger?

We all see it every day. Someone puts an item on the stove (or a bench, or a table), close to the edge and with a handle sticking out in such a way that it could be easily bumped and dislodged; someone listens to music or talks on their phone whilst walking along a street totally oblivious to other people, traffic, or immoveable objects; people remove children and/or items from their car using the door that juts out into the traffic flow endangering both themselves and that which they are moving and passing traffic; people in shops block an entire aisle with their shopping basket or while chatting with a friend; and so on. There are myriad everyday examples, with which we are all aware, of unthinking risky behaviour. People operating on auto pilot with no manual override apparently present!

We all have 2 minds - a childlike mind that operates without thinking and an adult mind that is capable of rational thought, of planning, of "thinking outside the square", and generally enabling us to be creative, exciting people who are aware of others and our surroundings and who seek to operate safely and successfully without endangering ourselves or others. A childlike mind is totally acceptable in a child - in fact it is one of the endearing factors of children - but its not the best mind from which to operate when we're grown up.

You can shift your brain's control to the adult mind. Its not all that hard - all you've got to do is to access something that is already there; that you use frequently; and make it your default way of thinking and acting. There's some more information about how you can do this on http://www.evancarmichael.com/Leadership/5178/summary.php

Why not let me know what you think? You can place your comments below.

More about Doug Long on http://www.dglong.com

A Skink's View of Life!

We have skinks at our place. For the technically minded, they are Common Garden Skink (Lampropholis guichenoti), but we simply call them “skinks”.

We also have a cat.

The two tend to be mutually exclusive – so, as far as possible, we protect “the skink” from “the cat”.

The other day I was pottering in the kitchen when I saw a skink running across the floor. I also saw “the cat” sitting on the back porch – right in the skink’s path. I moved to catch the skink and then commenced a game of hide and seek that took me about 30 minutes to win. Fortunately “the cat” didn’t see “the skink”!

Eventually, securely apprehended, “the skink” was taken out another door and released into the safety of the garden.

Got me thinking.

My intentions towards “the skink” were entirely honourable – I wanted to save its life. The skink also wanted to save its life – survival is a strong instinct. We were in total accord – except the skink couldn’t get the message. It was totally unable to move its brain’s area of control out of “the red zone” – mainly because it has no “blue zone” – so it got increasingly traumatised and ran around oblivious to the real danger – “the cat”.

Fortunately there was a happy ending this time, but, as I say, it got me thinking.

How often are the threats from which we run not really threats at all?

Our “red zone” of brain control can’t tell what “threats” are real and what are not. When our brain is under the control of our red zone, anything different or that challenges our comfortable way of thinking and acting can be seen as a threat – even when, at the worst, it is benign or, at the best, it is very positive. Our red zone can prevent us from responding appropriately. We will respond to “the threat” by fight, flight, or freeze no matter what.

All too often our daily living reflects a skink’s view of life!

Of course this skink’s view of life in encouraged by irresponsible media who fail to call the government to account (Iraq, Afghanistan, Iran, Israel-Palestine relationships are cases in point) and by those who have a vested interest in keeping us scared so they can exercise control and explain how “they” can keep us “safe” by taking actions “they” deem appropriate.

But we’re not skinks. People have a blue zone – and we can learn how to shift our brain’s area of control into the blue zone so that we can live differently.

I can help you make this shift.

More information about me at http://www.dglong.com

What do you think? Please make your comments below.

Boldly Forward into the Unknown

I'm looking out my home office window and there's my garden in all its glory - not!

Last winter I carefully prepared the soil and ensured plenty of nutrients were present. In late winter and spring I planted a wide variety of vegetables and seeds then carefully watered and fed them, but, apart from some lettuce and spinach, nothing's gone as planned. Sydney's weather has meant that things I couldn't control have had a huge negative impact.

For me, there are parallels with my 2011 experience.

This time last year everything seemed rosy. I reviewed 2010's results, revised my annual plans and was totally convinced that 2011 would be one of my best years ever. It wasn't! Circumstances beyond my control meant that, while certainly not (or even near) a disaster, 2011 could not really be described as "the best thing since sliced bread"!

How will my current gardening results affect me in 2012? Well, I'll harvest and use what I can then, in winter, I'll again prepare the soil for next year and start all over again. I know that there are always things like the weather that I can't control. But I also know that the only way I will have totally fresh vegetables is to grow my own and so I will continue in the knowledge that some years are always better than others.

I guess I'm a bit like Chauncey Gardener in "Being There". I understand and accept nature's cycles.

Chauncey, of course, was naive and his simplicity was manipulated and abused. But, we all know (even if sometimes we don't want to accept and face it) that there are powers greater than our own that impact on everything. All of us who teach and facilitate business planning at any level are at pains to point out the need to build in contingency aspects and to constantly review actual against plan so that remedial action can be taken.

The truth is that the only things we can really control are our attitudes towards the future and our response to what actually happens. Customers may or may not buy. Commodity prices may or may not rise or fall. Exchange rates may or may not remain stable. World economic woes may or may not continue (although personally I believe they are more likely to continue). Clients may or may not pay on time. Et cetera! We can plan. We can work to our plan. We can do everything right - and still the desired results might not eventuate. That's the reality.

As you move forward into the unknown - into 2012 - what's your attitude? Are you allowing any negatives from 2011 to dominate? Is there an anxiety because of the realisation that desired results depend as much on what others do as on what you do? There are things that you can do within your own mind to change that (you can move into the blue zone of courage rather than remain in the red zone of fear) and there are also plenty of people available to provide coaching, mentoring, and wisdom to help you on your journey.

Move boldly forward into the future. Your 2011 experience (whether positive or negative) is paralleled by that of countless others. You can make 2012 your best year ever - and if you need help, there are many sources from which you can get it.

I'd love to know what you think. Make a comment below.

More information about me at http://www.dglong.com

No there's not!

I use public transport whenever possible - it saves the hassle of traffic and parking even if, at least in Sydney, it can sometimes be unreliable.

One of the benefits of using public transport is that it gives me the opportunity to observe people. Yesterday, for example, there was a young man who got on the train a few stations after me. I'd guess he was early 20's, big build, and, from his clothes, was clearly involved in some form of manual work. He was heavily tattooed and sat in the seat in front of me where he openly indulged in drinking a large bottle of beer. The impression I got was "don't mess with me!" We reached his station and, as he stood up to alight, a woman, probably in her 80's and using a cane for support, also stood up from a few seats away. The train lurched and she stumbled. Like lightening the young man reached out, saved her from falling, then gently assisted her down the stairs, out the door, and onto the platform. As the train moved off he was walking and chatting with her and ensuring she was ok.

I couldn't help but compare this experience with one a few days previously when a group of school children got on the train. From their uniforms this very neat and tidy group (males and females) were all from prestigious private schools on Sydney's North Shore. They were aged around 16 and, as is often the case with young people, were talking loudly about their day's experience. At first glance this group appeared to be self-assured and confident. But, as with my experience yesterday, appearances were deceptive. Everyone in the carriage was quickly aware that the boys had sat some form of test and one boy in particular had not done as well as expected. He commented that his father would be furious about the results. One of the girls suggested he discuss his father's expectations with his father and the boy was obviously terrified at the thought. After some further discussion, and as the doors closed after the group alighted, I heard another of the boys then suggest: "Well, if its that bad, there's always suicide!"

Its a very long time since I was a school boy. As the train moved off I thought about my experiences with school tests and exams in the late 1950's. Neither I nor anyone I knew always got the results that our parents expected and there were times when we took results home very apprehensively! Like this group, we too talked about our results vis a vis parental expectations - but I have no recollection of anyone ever suggesting suicide as an option - even in jest.

I find it a sad commentary on our society when a child shows fear in relation to talking with parents and even more sad when, even if in jest, another child can suggest suicide as the solution.

Many years ago (1946) Victor Frankl, a Concentration Camp survivor, wrote a book called "Man's Search for Meaning" in which he recalled the desperation of concentration camp existence. He concluded that it is in knowing that we matter to someone somewhere that gives life meaning. Our society seems to have degenerated into an economic rationalist abyss where all that matters is "the bottom line". In this world, for far too many people, suicide is always an option. And tragedy can strike again.

Every person matters. Every person is important. Every person is deserving of respect and consideration. Every person can make a positive contribution to society. That is the message we need to get out alongside the emphasis on bottom line results. When it is again realised that, despite the rhetoric, we actually do live in a society not an economy then, when someone says "there's always suicide" the response can be "no there's not!"

What do you think?

More about Doug Long at http://www.dglong.com

Not the event but the reaction

Death is something we all know will occur yet, whenever it happens to a loved one, it is always heart wrenching. Over recent months 3 of my friends have had their wives die and other friends had their baby twins die a few days after birth. Although I have experienced bereavement in the death of my parents, I have never experienced what these people are going through and I marvel at the dignity and courage they showed at funerals and elsewhere.

Someone once said words to the effect of "life is what happens to you when you're doing something else." I take that to mean that no matter how organised and controlled you are; no matter what plans you may have made or are implementing; no matter what you may think or believe, there will always be things happening that are unexpected and, possibly, unwanted. I know from bitter experience just how easy it is to react inappropriately when bad things hit you out of the blue.

I've thought a lot about this over the past weekend as we've all remembered the events of 9/11 in 2001. It was a world changing event that caused huge reactions at least in the USA, the UK, and Australia. Some of these reactions were appropriate - the grief, the changing of laws to ensure that everything relating to terrorism was a criminal offence, and the heightening of public awareness of risk. But other of our reactions went too far - certainly that would apply to laws which remove basic rights and which cut across ordinary common law civil liberties. This morning's news report in which the most senior military officer in the USA spoke of the "vengeance" (his word not mine) being exacted for 9/11 also falls into this area.

One of the things that makes us human is our ability to control how we react to both the good and the bad when it hits us. With the bad, its easy to stay in "the red zone" and then find that we are exacerbating rather than resolving the situation. I suspect we're doing that with the issue of terrorism.

Shifting our brain's locus of control from the red zone to the blue zone enables higher level learning to take place. Operating in the blue zone also enables us to examine things in a way that encourages creative and innovative solutions to replace past inappropriate actions. Our emotions remain the same - the way we handle these emotions changes.

I've watched 4 families handle tragedy recently. I admire the blue zone control each has shown. Would that we had more blue zone control in the wider spheres of local and international business, social, diplomatic and all other arenas.

What do you think?

More about Doug Long at http://www.dglong.com

The "Pleasant Bug"

What a month!

Moving house has to be one of the most traumatic experiences! I think the stress gauge suggests that its in the top 3 or 4 stressful things a person can do. I won't argue with that!

This is our 3rd week in the new home. The dogs and the cat have settled in and yesterday I finished putting in the vegetable garden so we are looking forward to fresh, home grown vegetables during late spring and summer. Of course getting things straightened out inside the house is quite different. There are boxes that are still not unpacked and things are being constantly reorganised until we get them "just right". And there's plenty more work to be done around the garden with pruning and tidying so it looks good for summer. But we'll get there.

Today the electrician is here replacing various faulty fittings and later this week the plumber and a roofer will arrive to fix up some faults that have become apparent. My experience of trades people is generally pretty positive. Most of the ones with whom have had to deal could be described as "the salt of the earth". Today's sparky is no exception. Cheerful, highly proficient, thorough and fast. Andrew Davies certainly knows that good customer service is vital.

And I had another example of good service on Sunday when I went to Bunnings in Thornleigh. I had taken my selections to the check out and the cashier and I chatted as he processed the sale. In response to something I said he suggested that one item might not be the best for what I needed to do. He suggested a slightly different, less expensive item so I made the change. He was right. The second item was perfect whereas I would have needed to slightly modify my original choice.

People like Andrew Davies and the Bunnings cashier have an impact far beyond the immediate interaction. At a time when little things can be blown out of proportion because of the general disruption experienced, they provide a calming and positive effect. Not only do they encourage me to use them again when I need an electrician or hardware, but they also infect others with the "pleasant bug". Thank you.

Are you infecting people with the "pleasant bug"?

More information about Doug Long at http://www.dglong.com

A Battle for the Mind

“If you believe you can,

or

if you believe you can’t …

Either way you are right!”

I came across this quotation recently and thought it warranted further consideration.

It is, of course, very true.

Almost every person is born with virtually unlimited potential in terms of their ability to develop. Not everyone can be (or wants to be) an elite athlete or a Nobel Prize winner, but almost anyone can mature to be the person that he or she wants to be. The problem is that, in many cases, this maturing is negatively impacted by our self-talk. And much self talk arises out of feedback we experience.

Unfortunately many of us have learned disappointment and failure. Growing up our parents, teachers, and other important influences told us “you can’t do that” – and too often punished us when we tried! At work we were told “it’s not your role to think. Just do as I tell you!” And so our attempts to be creative or to innovate were crushed and we learned not to try. Even when we knew processes and results could be improved, we learned to say nothing and to “fit in” if we wanted to get on or even just wanted to remain employed.

While it is true that, ultimately, each of us is responsible for the choices and decisions we make and it is equally true that we each have a significant impact on whether or not we achieve whatever it is we consider “success”, it is also true that the type of leadership we have received and the type of leadership we provide has a very real impact – either positively or negatively.

First Generation Leadership and Second Generation Leadership were pretty comfortable with followers experiencing learned helplessness. Where the emphasis was on compliance or conformance it was disconcerting and a threat to have followers who were thinking for themselves – after all, they might challenge the status quo and that could affect me.

Third Generation Leadership operates in a different mind space.

A Third Generation Leader wants people to think and to question. A Third Generation Leader knows that peak performance of an individual, a unit, or an organisation is only possible when everyone is fully engaged with their tasks and those around them. A Third Generation Leader knows that he or she doesn’t have all the answers – and, in fact, may not have many answers at all. But a Third Generation Leader knows that time and again the answers to problems and issues encountered are to be found in the collective wisdom and thinking of everyone involved. In order to harness this collective wisdom, a Third Generation Leader knows that it is essential to create an environment in which the battle for the mind is won by “I believe I can”.

And that requires a different sort of feedback and lots of encouragement.

Please let me know what you think of this. Make your comments below.

More information about Doug Long at http://www.dglong.com.

More information about Third Generation Leadership at http://www.youtube.com/user/GreatLeadership3G

Improved Profits

"How can Third Generation Leadership increase my organisation's profitability?" That was a question posed to me recently. The answer is simple.

Trust the people you work with (not just the managers) and, working with them in a very open session at which everything is "on the table", work through the following process:

1. Make a list of all the things impact on your organisation's ability to operate profitably.
2. Sort the list into two groups - those things within your organisation and those things external to your organisation
3. Sort the "internal" list into the following categories: knowledge, strategy, non-human resources, structure, human process
4. Very honestly and as impartially as possible, assess each item in each category of this list as to whether it actively enhances profitability, impedes profitability (usually by causing a problem or blockage that affects some other item from functioning effectively), or operates in such a way as to prevent profitability
5. Determine how to rid your organisation of those things that prevent profitability and clear the impediments
6. Determine how those items enhancing profitability can be further supported
7. Sort the "external" list into the following categories: those you can influence, those you cannot influence
8. Develop a very clear plan for positively influencing each item you can influence and develop an approach for dealing with those items you cannot influence
9. Empower everyone to make the new plan work

A First Generation Leader or a Second Generation Leader will try to control this discussion and will see as a threat any suggestions which question the leader's thought process and preferred approach. Such leaders will make it clear that some items are not open for consideration. This is a red zone approach.

A Third Generation Leader will operate from his or her brain's blue zone of control. This will allow full engagement with everyone involved and enable new and creative solutions and approaches to be developed. By then trusting people to actually implement what they have worked on developing, their commitment and competence will be harnessed towards achieving what needs to be done.

I'd love to know what you think of this. Please post a comment below.

More information about Doug Long at http://www.dglong.com/

Conditional Respect is Red Zone, Stupid

Well, what a week or two!

Its only a short time since those seeking to break the blockade of Gaza received far more publicity and sympathy than could have been imagined by the stupid (and probably criminal) actions of Israeli forces boarding a ship in international waters and killing at least 9 of those people who, despite what some may say, sought quite legally to defend themselves against this attack.

Its just 10 days since a footballer, Timana Tahu, was prepared to step away from a career high point - representing his state in the Australian Rugby League (RFL) State of Origin series - in order to draw attention to blatantly racist statements by one of RFL's previous "greats". [Despite this ARL experience, in the past 48 hours, we have had two one-time "greats" in the Australian Football League (AFL) again make overtly racist comments.]

That which is common to all of these is the issue of respect.

Clearly the assistant coach in the RFL and the two "greats" from the AFL do not have unconditional respect for all players. Equally clearly the Israeli government does not have unconditional respect for people who fail to comply with what Israel demands. And it is this conditional respect shown sby ome in the RFL and the AFL and by Israel that has caused them problems.

The rights and wrongs of Timana Tahu's action and of the Palestinian blockade will be debated by many and each side is fully entitled to its own opinion. What cannot be denied is that Tahu's reputation has been enhanced while that of the RFL, the AFL, and of Israel has been damaged.

There is no doubt that the actions by those seeking to break the blockade of Gaza were acting provocatively. There is no doubt that the actions of the RFL assistant coach and those of the AFL "greats" were stupid and illegal.

Unfortunately provocation and stupidity are occurrences with which most of us have to deal on a daily basis. For those who operate out of the red zone of conditional respect (see http://www.thesuccesszone.com) this is not really an issue. They perceive such action as some sort of threat (which may or may not be real) and act accordingly - generally they attack by word or action with the hope that such actions will either stop the situation deteriorating or deter further provocative actions. Unfortunately the long term effects are often far from what is desired - the almost universal condemnation by the international community of Israel's action is a case in point.

And that is where Timana Tahu's behaviour stands out.

Tahu could have reacted from the red zone. He could have had a blazing row and/or have taken legal action against his coach. Instead he chose to quietly withdraw, consider his actions, then act in a way that has ensured he will be considered a hero by many because the issue of racism in sport has received attention is a way that should ensure all codes finally take stringent action to stamp out this scourge. This was blue zone behaviour. This was behaviour that showed ability to deal with ambiguity and complexity in a positive manner.

Third Generation Leadership - that leadership that is now so desperately needed throughout the world is leadership that is possible only when our brains have their locus of control firmly in the blue zone. We could go a long way to resolving most of the provocations, threats, and stupid actions in the personal, national, and international arenas if we learned how to manage down our red zones and manage up our blue zones. And this can be learned.

Please let me know what you think of this posting. You can make comments below.

Further information about Doug Long at http://www.dglong.com

3G Leader Characteristics

In the Harvard Business Review's book "Leaders on Leadership" (1992), Jimmy Carter, past President of the USA, says: "[a leader requires] the ability to work with other people, the capacity to expand one's mind and one's heart as the years go by, and to see the broader dimensions of the future. Most important, it's necessary not to fear the prospect of failure but to be determined not to fail. If a leader is not willing to attempt things that might not succeed, then he has little faith in himself or the goal he seeks to achieve."

In my book "Leaders: diamonds or cubic zirconia" (1998) I quote the people interviewed as stressing the first building block for a leader is for a person to recognise that they have a leadership responsibility and, coupled with this, to have the self confidence to acknowledge they are not always right and so a preparedness to enlist help from others and to apologise when they are wrong.

Both of these are activities that are possible because the leader has moved away from the red zone of anxiety to the blue zone of courage (see http://thesuccesszone.com/). They are characteristics of Third Generation Leadership and of 3G Leaders.

Other characteristics of Third Generation Leadership and 3G Leaders are:

• they engage with others rather than seeking to obtain obedience or compliance
• they are collaborative and facilitative
• they encourage growth and self directed learning by everyone
• they respect other people even if they are not receiving respect in return
• they invite questions and discussion
• they ask questions with a view to helping others find their own solutions
• they listen to help others engage with their own or shared solutions
• they are totally non discriminatory in thought, word and action

Because of these characteristics, 3G Leaders are able to create environments in which people feel:

• emotionally safe
• unconditionally respected
• believed in as individuals
• listened to

and these are the critical conditions for people to be engaged not only with what they do but also with those they are doing it with. These are the optimal conditions for organisational and personal success.

More information about Doug Long and how I may be able to help you at http://www.dglong.com/

please let me know what you think about this. Click on the "comment" box below.