Stop the PPM NOW!

So the Australian Federal Parliament has gone into the winter recess without resolving the issue of desperate people trying to get a better life - refugees - by risking their lives on inadequate boats. I have no doubt that, despite the shows of emotion during the debates, we will now be regaled by blame apportioning - each side will blame the other for its intransigence and, no matter what the rhetoric, all will try to make political capital out of the fiasco and tragedy.

Our politicians are showing themselves exemplars of PPM - Piss Poor Management. They say that political points should not be made out of this. They claim to be interested in and concerned about the refugees. Then go and continue their puerile facade of blaming each other for a failure to stop the boats coming. Their behaviour belies their words. Their behaviour makes it clear that they don't give a damn about the refugees - they are interested only in their own political stance and the possibility of retaining or obtaining power. This applies to all the political parties in our Federal Parliament.

Like many others, I've had enough of the negativism from the Coalition opposition. I've had enough of the resolute refusal to consider any view but their own from the Greens. And I've had enough of the "do it my way" from the Labor government. And I've more than had enough of the rambling rhetoric of the radio and news media shock jocks who foster extremist views through their commentary on the refugees themselves and on any attempt to take a truly humanitarian stance in dealing with them. And I am totally fed up with the demonising of refugees coming by boat when, in reality, they comprise only a small proportion of the illegal migrants in Australia who have arrived legally, mainly by air, and then overstayed their visas.

It is not an offence to be a refugee. It is not an offence to flee from perceived persecution. It is not an offence to be so desperate that you get on an unseaworthy vessel, travel huge distances, and endure untold hardship in order to find a better life for yourself and your family.

After World War II we took in huge numbers of refugees from Europe. Some of what, today, are our most successful business operations were founded from amongst these numbers. After the Vietnam War we took in thousands of refugees. Today many of these are making their mark as valuable contributors to our society. What's different with these new people?

Part of the reason they are refugees is that we have helped destroy their homelands. We invaded Iraq on a lie; we invaded Afghanistan on a pretext; we are complicit in terrorising people in Pakistan's border areas through the use of drones that kill the innocent along with the possibly guilty. We rightly mourn the deaths of our own solidiers in these conflicts; we are rightly concerned at the physical and emotional injuries suffered by our soldiers in these conflicts - but what about the innocent victims - the "collateral damage" -in these countries. This is the source of the refugees. We share a significant proportion of the blame for their condition because we have contributed to their plight.

I understand that true leadership is a foreign concept to our politicians, but, just for once, it would be great to see them look at the really big picture then do the right thing - place genuine concern for these refugees that we have helped create ahead of their petty political posturing. Until they do that then the task given to former defence chief, Angus Houston, is the ultimate act of cynicism (and that's no reflection on Angus Houston - its just that he's not being set up for success.)

People are dying while politicians play games. That's Piss Poor Management at its worst.

Our politicians need to stop this PPM now.

PPM Starts at the Top

2012 marks my 50th year in some form of leadership position - school, military, voluntary organisations, business, etc. In that time I've worked for a lot of managers, followed quite a few leaders, and have experienced my own mistakes and successes as a leader. Hopefully I've learned something from them all.

One thing I know I've learned stands out from all the rest. That is:

PPM (Piss Poor Management) starts at the top.

Managers down the line reflect the management that they see as being successful for those at more senior positions. In other words, if a junior level manager sees that senior level managers get promotions and salary increases through bullying or a failure to confront issues or any other behaviour, there is a high probability that this will be reflected in that junior manager's behaviour. (Fortunately the same is also true for good management practices.)

In other words, managers at the top of an organisation set the culture - the behavioural norms - that operate within any organisation.

When I did my PhD research (many years ago now!) it became clear that people join an organisation because they believe that their personal values and those of the organisation are compatible. Most employee separations in the first year occur because either the employee or the employer realise that a mistake was made. For those that survive the first year, the values have either proved to be reasonably compatible or the employee has made changes to fit in with the organisation. By the time a person has been with an organisation for about 5 years there is no significantly discernible distinction between the two sets of values. In other words, whether it is a culture of good management / leadership practices or one of bad management / leadership practices, the employee has adopted the culture of the organisation.

Scary!

Question: As a leader, what sort of practices do you model to others? If you practice PPM, don't expect your followers to be any different.

Nobody has to be a PPM. Any failure to change is a matter of choice.

I've some more about this at http://www.evancarmichael.com/Leadership/5178/4-Signs-of-a-Successful-Leader.html and at http://dglong.com/become_a_more_successful_leader.htm

I'd love to know your thoughts on this. Please make your comments below.

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

A "quick and dirty" health check

The other day I got asked about a "rule of thumb" check for organisational health.

When I’m called in to help a business assess where it is at and what it should be doing – a bit of a “medical” on the business – my first queries are simple:

· What is your bank balance right now – today?

· What are your receivables – the money owing to you?

· How much of that will you receive this week? This month?

· How much of it has been due for more than 30 days?

· How much money do you need to pay out this week? This month?

· How much of it has been due for more than 30 days?

· What is the value of your current “work in progress”?

· When will you be able to charge for this?

· When do you expect payment to be received?

· What extra payments will you be liable for before this work is completed?

The answers to these questions give me a “quick and dirty” indication of the health of the organisation because they give me an indication of current cash flow issues – and positive cash flow is the life blood of a healthy organisation. Based on these answers I can advise whether intensive care (talk to your Board and bankers/financial advisors “NOW” because your situation is seriously bad) is required or whether some other action is more appropriate.

... and start all over again!

“Failure is a word I don't accept” – John Johnson

Johnson was a “self made man” in the USA who became one of the first Afro Americans to establish a major international business. He attributed his success to the fact that he never allowed external circumstances to dictate how he should feel, think, or act. He saw issues and problems as something to be overcome rather than as things that would destroy him.

The many things I remember from my childhood include a ditty from a movie called, I think, “I love Melville”. It went “Life has its funny little ups and downs, downs and ups, ups and downs” and gave me the impression that its always important to get up and try again after any fall. Those childhood memories also include the words, from I think, another movie “pick yourself up, brush yourself off, and start all over again.”

The end of any year is a time for reflection.

All of us have experienced many things during 2010. Some of these have been the ‘highs’ that we wanted – happy moments and times we consider the successes of the year. For many people these ‘highs’ vastly outnumber the ‘lows’ and, for some, may even mean that the ‘lows’ are forgotten. That’s a nice position to be in.

But for others, right now the ‘lows’ dominate. Just yesterday I was talking to a woman in her 40’s who, very early in the conversation made the comment that she had recently buried a teenage son. I can hardly imagine what this woman and her family must be feeling. Last Friday I heard that a friend from earlier years had lost his business and his home because of international economic factors. I know he will be devastated but making contact with him in order to provide support is proving difficult. Aged in his early 60’s, he’s going to find it hard to start again.

These are extremes. Fortunately most of us won’t have experienced things as devastating as this. But no matter what we have experienced - whether it is the ‘highs’ or the ‘lows’ – the critical thing is how we respond to it.

From my own experience, sometimes it seems as though it is easier to pick yourself up after a really significant “low” than it is after a whole series of smaller “lows”. It’s a bit like the “boiled frog syndrome” – when the temperature rises slowly the cumulative effect isn’t noticed in time to do something about it, but when the temperature rises suddenly the frog escapes and survives.

I wonder what 2010 held for you. More importantly, I wonder how you dealt with whatever happened.

I'd love to know what you think of this. Please make your comments below.

More information about me at http://www.dglong.com and my video blog is at http://www.youtube.com/user/GreatLeadership3G