More signs of PPM

Bullying is only one sign of PPM (Piss Poor Management)! There are many others.

Here are some examples provided to me in the past two weeks:

• A manager who employs people on the basis of the lowest remuneration possible rather than on ability to do the job required
• A manager who refuses to confront poor performance and low quality work because he feels it is important to be "liked" by his staff
• A company where senior executives seldom visit any of the 9 sites away from Head Office and ignore immoral and possibly illegal activity by the managers in those sites - the result is apprentices not paid for overtime work and the emergence of unsafe work practices
• A company where there is a high turnover of qualified staff because they are unhappy about the high volume, low quality work practices encouraged by managers

My point is that PPM can have many faces.

Good managers ensure that everyone clearly understands performance criteria in both qualitative and quantitative terms. They also ensure that those performance standards are high enough to stretch people yet low enough to be attainable. These performance standards are then broken down into easy-to-understand results areas and performance indicators that are properly monitored. Where criteria are being met, recognition is given and where criteria are not being met, clear action is taken to get things back on track - performance standards are not allowed to slide. Good executives ensure there is appropriate oversight and governance in all areas for which they are responsible.

Its not "rocket science" - supervisory and management programs have been teaching this for at least 50 years and good managers have practiced it since time immemorial.

We need to address and eliminate PPM!

What are your experiences with PPM? I'd love to know. Please write your comments below.

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

Bullying - a clear indicator of PPM

The Macquarie Dictionary defines a bully as "someone who hurts, frightens, or orders about smaller or weaker people". It goes on to suggests synonyms that include "bulldoze, coerce, intimidate, threaten, tyrannise".

Leaders and good managers understand that bullying is oxymoronic. A leader and/or a good manager cannot be a bully and a bully cannot be a leader and/or a good manager. We need to remember this because every time we see a so-called leader indulging in coercion, intimidation. making threats etc that person has immediately forfeited his or her right to be called a leader. They may be in command or in charge, they may be #1 in their hierarchy or organisation or on the airwaves (all of which are perfectly legitimate roles) - but they are not a leader and they are not a "good manager".

Over recent blogs I have explored the issue of PPM (Piss Poor Management) and common to every example I have provided - and common to every example provided to me by other people - is the fact of one person using their position, title, money, power, physique, or some other part of their persona to coerce, intimidate, or threaten others. The result is that the other person felt a degree of insecurity, apprehension or fear in relation to their physical, emotional, psychological, or employment security. In other words, the person with the power has created an environment in which increased productivity, creativity, commitment, and motivation are highly unlikely to continue. People have been set up for failure rather than for success.

In my last blog I suggested the media should consider a "bullying index" that they put alongside all reports relating to politicians, captains of industry, talkback radio hosts, union officials, etc - in other words against every person seeking to exercise power and authority in every area of the community. The media often advocates naming and shaming for various other matters - why not for bullying?

If we're serious about eradicating bullying among young people then we've got to stop it in their role models!

Whoever you are; whatever your position in society; no matter what your wealth, status or anything else, you are a role model to someone. What sort of role model do you provide?

You don't have to be a bully! You can choose to be a leader.

What do you think? I'd love to know - please make your comments below.

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

The Bullying Curse

At least in Australia (and probably elsewhere), today has been designated as one devoted to awareness of bullying. On the news this morning, there was a lot of attention paid to the issue of both physical and cyber bullying in schools and among youth in general. This is a good thing.

But I wonder if it doesn't miss the point.

Children absorb lessons from role models - that is the message clearly and consistently given by educators, psychologists, and everyone else concerned about society. If this is so (and I believe it is) then surely the place to start in combating bullying is with the role models.

When I read a newspaper, listen to the radio, or watch TV I am constantly aware of bullying by those with power and authority. Some examples:

• Politicians bullying others through sarcasm, denigration, and outright abuse that is supported by constantly seeking to portray their opponents in a negative light
• Mining magnates bullying the country by lobbying and threatened legal action against any attempts to more equally distribute the mining wealth
• Australia's richest person threatening her children with bankruptcy and enlisting the support of prominent politicians in order to maintain control of huge trust funds then using the legal process to try and ensure the Australian public is kept ignorant of what is going on
• Business leaders using the threat of moving jobs off-shore unless employees agree to reductions in working conditions and lower remuneration increases while their own salaries and their organisation's profits soar
• Union leaders threatening industrial action quite early in negotiations unless they get what they demand for their members
• Radio hosts and journalists who push their own agendas then ridicule or denigrate those who seek to challenge what is presented
  

I suggest that its no wonder we find bullying in schools when the rich and powerful in society are so blatant in their own bullying while decrying that which occurs amongst children and young people.

Bullying is bullying is bullying - no matter who does it, where they do it, or the guise under which they do it.

When I was a child my parents taught me that bullying always indicated insecurity and feelings of inadequacy in a person. "Be sorry for the bully," I was told, "they're the person with problems. They are so obsessed with themselves that, no matter what their pretence, they have no real interest in others - or in the truth."

Its not easy to ignore the bullies. Like most other empty vessels, they make the most noise. But we need to be very careful about encouraging them.

Perhaps all forms of media should have a bullying scale that they present alongside all reports that show words and/or actions of those who purport to be role models. A type of "name and shame" to combat bullying everywhere.

What do you think? Please post your comments below.

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

Still more about PPM!

The examples of PPM (Piss Poor Management) continue to come in - and some demonstrate either conscious or unconscious illegal and/or immoral behaviour.

• A Sydney prestige car dealership that refuses to pay an apprentice mechanic (automotive technician) for overtime worked - and threatens disciplinary action if the apprentice complains outside the company. Then, after a complaint is made and a warning is given, still persists with the same illegal behaviour!
  
• A private sector social service organisation that is found to have underpaid an employee then, when the employee persists with the claim, corrects this situation but also introduces a new policy designed to prohibit other employees from making similar claims
• A sales and service organisation where top management confuses employee professionalism with employee commitment - management expects staff to work long hours at low pay - then wonders why they have a high staff turnover when "there's just so much work for everyone"
• A restaurant where, on an evening when they are seriously short staffed, the manager refuses to assist staff in end-of-night cleaning - instead relaxing with an after-work drink and giving instructions

Seems like I've opened a hornets' nest with this subject!

In Australia we have legislation that ought to minimise the incidence of PPM - Occupational Health and Safety laws, Fair Work Australia laws, and the like - yet I hear of new examples every day.

There is something seriously wrong with workplaces and with society in general when PPM is so prevalent and so seldom challenged. I know that Maggie Thatcher, one time Prime Minister of the UK, famously said that "we live in an economy, not a society" (or words to that effect) but PPM doesn't even make real economic sense. There is plenty of hard evidence that all organisations achieve higher productivity with highly competent, fully committed employees who are engaged with their work, with each other, and with their organisation. And there is plenty of evidence also to show that higher productivity produces better results.

We shouldn't have to put up with PPM and we don't have to put up with PPM! Some clues about this are at http://www.evancarmichael.com/Leadership/5178/9-Steps-to-Improve-Performance.html and http://www.evancarmichael.com/Leadership/5178/7-Steps-To-Realising-Your-Potential.html

Share your stories about PPM with the rest of us. Make your comments below.

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

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

Poor Management = Disengaged Staff = Lower Profits

I think it was the 60's folk group, Peter Paul & Mary who sang "When will they ever learn?"

I couldn't help but think of this over the weekend.

I have 2 daughters who are still studying and, like most of their peers, they work part time to generate income as they complete their degrees. One works in a locally owned fashion store and the other in a well known jewellery chain with high quality merchandise but owned by overseas interests. Both enjoy their work - they love the interaction with people and each of their employers recognises them as people who make their targets.

Last Thursday the daughter who works in jewellery mentioned that, on Friday, the regional manager would be visiting the store where she works. She said that her manager appeared a bit concerned because the shop's figures were 8% down on target - a situation that their research showed was somewhat better than most other retailers in their shopping centre and a lot better than the situation with the other members of the same chain in nearby shopping centres.

On Friday evening she came home furious. We learned that the regional manager had shown absolutely no understanding, had not been prepared to listen, and had given all 11 staff members a formal warning of dismissal - this despite the fact both my daughter and her manager were ahead of budget on their individual figures. On Saturday my daughter learned that she was not the only one now looking for another job.

Now I know that retail is a hard business at the best of times and that, right now in Australia, it is especially difficult. But surely the last thing you want to do is to have your good staff looking for other jobs!

The truth is that good people don't work for bad bosses! Once good employees find out that their management is poor to bad, they start looking elsewhere - and, because they're good, its not too hard for them to find alternative employment even when the job market is tough.

Retail trade is very dependent on floor traffic. That is why so many retailers go into large shopping centres where the multiplicity and variety of shops encourages a wide range of people to browse even if they have nothing specific to buy. If floor traffic is down there is very little, if anything, that a small individual shop can do to generate more shoppers. If this low floor traffic is coupled with a reduced spending pattern (such as Australia is now seeing) then meeting targets becomes even more difficult. The evidence of this is seen in the closure of so many retail outlets across the country over the last year or so.

In difficult times organisations need highly committed people who are fully engaged with their employer and their work associates. These fully engaged people will function as effective teams and will search for creative ways of meeting targets. They will engage with potential customers knowing that satisfied customers spend a lot more money than dissatisfied ones. Good management recognises this and seeks to enhance commitment. Poor management destroys commitment by making threats.

My suspicion is that somewhere in an office well away from Australia, is a management team that has looked at the jewellery chain's Australian figures and has put a lot of pressure on the local management to improve results. The local CEO has passed this pressure down and it has reached regional manager level. The regional manager, feeling threatened, has hit out at the managers of individual stores, etc. Its a classic example of PPM ("piss poor management").

Of course, this isn't only found in retail and its not only found in overseas owned operations.

There is significant research showing that the most critical thing in achieving desired results is that people feel physically, emotionally and psychologically safe. Immediately a person is threatened with dismissal this safety factor is triggered. At that time the person becomes more concerned for their own welfare than they do for their employer. A descending spiral commences which results in everyone losing. I can see this starting to emerge with the jewellery chain in question.

All of the data shows that most people want to do a good day's work and achieve results. Good managers understand this so they set clear performance targets in both qualitative and quantitative terms, then through effective feedback and an appropriate balance of control and empowerment, they create an environment in which people are fully engaged and in which they can achieve the desired results. It a pity the senior management where my daughter works doesn't understand this.

I believe its well past time to get rid of PPM practices.

I'd love to hear what you think. Please provide me with some feedback.

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

Ash Wednesday Revisited

On the radio this morning I heard the announcer say that it was today, 29 years ago that the Ash Wednesday Bush Fires erupted in South Eastern Australia.

I was living in Melbourne in 1983 and I remember the day well.

Like today, it was sunny although, unlike recent Sydney weather, February 16, 1983 was the continuation of a hot, dry period of late summer. I was working quietly in my home office and scarcely noticed the wind rising. However, as the day progressed, the wind got stronger and the sky darkened - but not with rain. I turned on the radio and was quickly aware of the fact that fires had started in various parts of Victoria and South Australia. With the strong winds that had developed, these fires were racing across farm land and through the bush. All available fire crews had been mobilised to fight the various conflagrations.

It was late afternoon when I was contacted and asked to report to the State Relief Centre in Melbourne to help out there. On reporting I was asked to coordinate the Centre's operations and ensure that, as far as possible, people and communities affected urgently received the support and assistance they needed. I'm still proud of the work done by the team with whom I was privileged to work.

As I think back over that period, several things come to mind:

First, apart from those who were already part of the various emergency and relief organisations, the absolute commitment to help and the generosity of so many "ordinary" people was amazing. All support agencies in Melbourne were besieged by people offering time, money, and goods to help those in need. The contract drivers for a major trucking company volunteered their vehicles to transport goods wherever they may be needed - and that included all costs involved. Quick food chains arrived with food for the volunteers both wherever they may be. In affected areas, accommodation, food, clothing, and all other forms of support miraculously appeared. There was no need to appeal for help - in so many cases, it simply arrived.

Second, that all too often we give only lip-service to the dedication, courage, and commitment of those in the front line of disasters - how often are we quick to criticise the police, the "fireys", the "ambos", and the others who are actually face-to-face with the issues and doing whatever is necessary for as long as necessary in order to achieve results. We praise them on the day then return to simply treating them as part of the scenery until the next major disaster occurs. We are happy to use them when its to our benefit but largely ignore them the rest of the time.

What my experience with the Ash Wednesday Bush Fires taught me is that, when made fully aware of an issue and given the opportunity to contribute, most people will willingly put in astronomical amounts of time and effort to being about a satisfactory solution. Most people want to contribute to something worthwhile and, given the chance, will become fully engaged with achieving results. When they believe that something is worthwhile and their energies are correctly harnessed, ordinary people achieve extraordinary results. Those with specialist training and roles will draw on all of their knowledge and skills while unskilled generalists will go out of their way to provide whatever additional support is required.

The tragedy is that our politicians and business leaders (totally supported by the media) seem to forget this. We are surrounded by walls of spin that seem to assume people either cannot handle the truth or that we cannot be trusted to do anything satisfactorily unless we are rigidly controlled. Our politicians seem to believe that only they and their bureaucrats know what is best - the strongly and rightly criticised legislation from both the Howard Government and the present government affecting Aboriginal communities in Australia is but one case in point. Our business leaders seem to believe that only they know how what are the issues needing to be addressed in their organisations and how to address them. Vested interests from those "in charge" dominate what is done and how it is done.

As I said, my Ash Wednesday Bush Fires experience taught me that, when made fully aware of an issue and given the opportunity to contribute, most people will willingly put in astronomical amounts of time and effort to being about a satisfactory solution. When people are fully informed with the "truth, the whole truth, and nothing but the truth" and then are empowered to help bring about desired results, amazing things happen.

Isn't it about time we really learned this?

What do you think? I'd love to know. Please make your comments below.

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