If you believe what Dan Pink is selling, as managers and process creators we have a lot of work to do. Motivation, it seems, has little to do with carrots and sticks and more to do with autonomy.

We can’ t forget that we are leading people. We must keep in mind that business process management is more than flow charts. We aren’t leading monkeys or robots, but people who want to enjoy what they’re doing.  I’ve talked before about creating business processes and consistently re-evaluating business processes.  When defining the work instructions It’s important to focus on the non-negotiable tasks of the process. Does everyone need to do everything the exact same way? Probably not.

As Dan points out, the carrot rewards do work for simple tasks. If a task or process is repetitive it probably makes sense to use a carrot reward. Things along the lines of, “If you sew X number of bags, you’ll get Y bonus”. These simple tasks that have prescriptive instructions can be “carrotized”. However, these carrot rewards do not work for complex tasks that most of us do everyday. Telling your staff, “Figure out this problem that we’ve never seen before by X day and you’ll get Y reward”, produces poor results. Dan relays that this scenario has the potential of causing a tunnel vision. The focus is on the reward, not the result. Imagine the implications this has in Sales organizations.

So what can we do for our processes?

• Build in autonomy where appropriate. Are all tasks time or location dependent? Probably not. Look into a Results Only Work Environment.
• Focus on the results not the specific actions that everyone takes to get there.
• Ensure the inputs and outputs are solid, and the hand-offs defined. For the most part, your people should be smart enough to figure out the tactical execution.
• Set Expectations. Make sure everyone throughout the process understands their responsibilities and time lines. Nothing will break sabotage a process more than unclear expectations.

Treat people as people and you’ll be surprised how they respond.

Check out Dan’s TED talk below.

How do we define success? Success is money. Success is power. Success is the big house in the fancy neighborhood and expensive vacations. Or is it?

I define success as doing what you love. If you aren’t evangelizing you aren’t successful.

If you’re a teacher and want to spread the word, want to inspire kids, and want everyone to understand the importance and the benefit, you’re successful.

If you work for a book publisher and love talking about the art and science of creating a book and want to change the world through books, you’re successful.

When I say Evangelist, I’m not talking the religious zealots on late night television that come off more as swindlers than true believers. I’m talking the definition made famous by Guy Kawasaki. Loving what you do and spreading the word because of your passion.

If you aren’t doing something you care to evangelize you aren’t going to be happy. Having a sports car and a trophy wife/husband isn’t going to make you happy. Material success is a numbing agent and only dulls your feeling of dissatisfaction. Like any drug it’s going to take an increased dosage to get the same high. Focus on doing something you love. Want to be a fireman? Put out fires. Want to create video games? Learn art, or programming. Want to start a business? Start a business, any business. Want to work on an assembly line creating M&Ms? Great. But, for the love of all things Holy, do not do something you hate. Focus on determining what will make you happy, and do something about it.

As long as you’re passionate and love what you do, you are successful and most importantly satisfied.

How often do  you hear someone say, “It’s not my problem.” Well, that line of thinking is the problem. A problem for one part of the organization always impacts you.

If you are in sales, do you not think problems in customer service impact you? Try selling for an organization that has poor service levels.

Are you in supply chain? Do you ignore accounts payable issues? Try buying from a supplier that always gets paid 60 days late.

Too much focus is on the task at hand. Everyone in the organization needs a basic understanding behind the theory of your business. By having a clearer view of the interdependencies we can all see that one groups problem is everyone’s problem.  As managers we must enforce accountability, flatten the organization and properly apply empowerment.

Give your folks some latitude and you’ll see an increase in ownership and pride in the outcome.

Am I full of it? Let me know in the comments.

I’ve seen many people who pride themselves on being process oriented, as I do,  get stuck thinking the process is set in stone. The current process is not gospel. If the process isn’t working it’s usually not the people (unless they weren’t trained), it’s usually the process. Unless there is some constraint that cannot be adjusted, people should rarely be adjusted around the process. The process should be adjusted around the people.

Many managers have their head stuck in the sand, and can’t see the actual issue. The process is inefficient because the real world is never as nice as our flow charts, documentation, and PowerPoints. The real world is iterative, complicated, and ever-changing. We need to monitor the processes and adjust to match the real world.

Process Improvement Cycle

When designing a process, we have to use all the tools available to us, but the job doesn’t end when the new process is implemented. It’s a constant cycle of Problem > Adjustment > Stabilization > Problem > Adjustment… If we aren’t proactively adjusting and improving the process during this cycle, the process will begin to fall apart, we will lose buy-in and trust. A process is only as good as the people, make sure you don’t forget them.

Answer the following questions from the perspective of an average gamer.

How often do you continue playing a game to see how the story ends?
How many games have an engaging story?
How often do you play a game and have no idea what’s going on?

There are only a few games that I can think of where I actually cared about the characters. I would guess the ratio of gamers that are engaged in the stories is the same as the ratio of Trekkies to average movie fans.

What is keeping games from being an effective storytelling vehicle?

Story Is About Relationships

Relationships are what make movies and television entertaining. It’s not about special effects, or graphics, or production value. It’s about the relationships we build with the characters and the relationships the characters have with each other.

Look at the Family Guy. It has average animation, but we have a relationship with every one of those characters. It’s a hilarious show that is built on personality.

The Dark Knight builds drama through relationships.

Batman The Dark Knight is another good example. We build a relationship with Bruce Wayne and Batman and are drawn into his love for Rachel and his hatred of The Joker. The special effects are awesome, the fight scenes exciting, but it’s the story that grabs us.

How do we build the relationships in games? So many games are the player versus the world. It’s difficult to care, when there is no one to care about.

Games Are NOT Movies

Games are often compared to movies and strive fore a movie-like experience. However, there is a significant difference between movies and games. Time. A movie does not show every action or task that a character must take. A drive across town? Takes 30 seconds, just ask Jack Bauer. We watch only the events that are relevant to the story.

In many aspects games are closer to life, than to movies. In most cases the player must drive across the city, or walk across the map. In many cases the player goes 30 minutes or more without advancing the story. It’s difficult to be engaged when you forget what’s going on. You can’t just move what works on film to a game and expect to have an engaging story.

We must find ways to consistently reinforce the story, even if not advancing it. The player should want to complete actions and not just be told to. Take queues from what works in TV and film, and translate them to the active nature of games. More importantly take what works in life and translate that into the game.

Gameplay Drives Creation

Games are primarily gameplay driven. Cool features are thought up and a story constructed around it. This happens in movies as well, often with mixed results. It’s fine that gameplay drives the creation of the game. Why wouldn’t it, as we are making a game and not a movie. However, the story should also drive gameplay.

What activities should a player do to reinforce the story? What gameplay elements make you feel like you’re living the story?

There are always going to be twitch games that don’t require a story. That’s OK. We just need to work towards the game we want to create. Want a compelling story? Make sure the gameplay, relationships, and emotions all support your goal.

What do you do when you have a toothache? You grab the Anbesol.
Have a headache? Take some Advil.
Have a stressful day? Watch some TV. Eat that bowl of mac & cheese. Escape.

Numbing agents are good. It’s OK to numb the pain, as long as you’re not numbing symptoms of a larger problem. If you’re numbing a headache that turns out to be a brain tumor, you’ve got serious problems.

If your coming home drained from work every day and just want to plop down on the couch and watch TV, you’ve got a brain tumor! There is a big difference between being a satisfied tired, and a miserable tired. Do have the urge to become an alcoholic to numb the feeling of being unfulfilled (I have before)? If that’s the case, your not solving your problems, you are ignoring them.

What are numbing agents?

Numbing agents are anything that you consistently do for the purpose of masking unhappiness AND keeps you from working towards satisfying your goals. A numbing agent is not to be confused with a hobby, which is something you do in spare time that contributes to your happiness. A list of common numbing agents (if not done in moderation):

- TV
- Video Games
- Surfing the Web
- That [insert social media service of choice] addiction
- Eating
- Partying
- Drinking
- Hanging out with motivation draining negatives
- Movies
- Sleeping
- Reading

All of these things, if done to escape persistent unhappiness, are numbing agents. They keep you from fulfilling your dreams.

What can you do?

Stop using numbing agents and use the “pain” as motivation. Determine what will make you happy (you may find that it doesn’t, but you don’t know until you try).  And instead of numbing agents, do inspirational things that will help you meet your goal. Here’s a list of inspirational activities.

+ Write something, anything
+ Start a blog
+ Connect with positive and motivational friends
+ Draw, even if you suck
+ Make some music, even if the only instrument you know are the spoons
+ Read a book that teaches you something related to your goal
+ Read a blog that teaches you something related to your goal
+ Cook something exotic
+ Exercise
+ Play board games with the family
+ Deactivate your cable/satellite service
+ Suspend that WoW account
+ Take a sabbatical from that [insert social media service of choice]

Basically, do anything that stimulates your brain. Bonus points if the activity is a step towards your goal. The objective is to get you thinking, having fun, being creative, and stop trying to numb your life. It’s amazing the energy, motivation, and satisfaction you will feel if you get out of your rut and work towards fulfilling your dreams.

Let’s get something straight. Just because your business card has “Manager” in the title, it does not mean that you have a management style. If your title is manager, then you fall into one of a few categories:

1. You are grossly unqualified to manage yourself, let alone a group of employees.
2. You aren’t really a manager, your boss just thought it would make feel important. You are really just a supervisor, and #1 may apply.
3. Your an excellent ass kisser, and #1 and #2 apply.
4. Your manager fits into one of the first three categories, and subsequently, so do you.
5. You are actually a manager. You take managing your employees seriously. You are concerned with getting the most out of your staff and meeting the goals of your organization.

Is this you?

I don’t have any statistics on this, but I would guess that only about 1 in 100 fall into category 5. I have heard way to many managers say, “That’s not my management style.” Listen, 90% of people have a personality, not a management style.

If you are a manager, take a look in the mirror, and if you don’t fall into category 5, start doing some research. If you are in category 5, double check. If your focus is on the task, and not result, you fall in one of the first four categories.

Anyone can learn to be a good manager, but like anything it else, it requires effort. People aren’t born good managers.

How’s that for a title with alliteration! I’ve been working in a corporate environment for the past 14 years, and one

Corporate Cruelty Crushes Creativity

thing that I’ve learned above all else, is that corporate culture crushes creativity.  It’s probably not a conscious decision, but it is definitely a bi-product of control. Corporations are all about control. Trying to set policies and procedures that the worker bees can’t deviate from. There is too much ego, too much posturing, too much control, and not enough trust.

How many jobs ask the employee to leave their brain at the door? I’ve been in meetings where the managers actually say, “We don’t pay our people to think.” If I didn’t care about keeping my job, I would reply, “Well the CEO pays you to think, and if you actually did, you’d realize that you are an idiot!” This mindset is brought about by managers thinking the employees are just going to F things up. When in reality, it is the manager’s poor management that causes the issues.

This creativity crushing problem starts with the entry level position and creeps all the way up the corporate ladder. By creativity, I don’t mean art, music, or design, I’m referring to problem solving and creative thinking.

"Danger, danger, creativity being smothered!"

This problem begins as people are first brought into the workforce. My first position was in Customer Service at AT&T Wireless. In customer service, you need to have set guidelines. You need to have structured decision trees. But, you don’t need to treat employees like mindless drones, trained to read scripts and sound, “danger, danger, service termination” alarms.

I thought that this may just be an issue in customer service (and similar) environments. Unfortunately, that’s not the case. The same people that take entry level positions, are often the ones that move up into supervisory and management positions. The skills learned and culture forced upon you in the entry level position hold tight as you muve up the chain. How many times have you asked a manager why something can’t be improved, only be told, “Well, that’s just the way it is.” If corporate culture breed creativity, the manager would respond, “That’s an excellent point, let’s figure out how to get that improved!” Too many managers only look at their little responsibility and lose sight of the bigger picture. Focus should ALWAYS be on the goal, and as managers we MUST claw, bite, and kick to meet the goal.

How can the corporate culture be improved? I think the first step is flattening the organization! Does any employee six or seven layers down in the organization know what the true objectives are? Can they give the elevator speech on where the organization is going? I doubt it. By the time the message gets down a layer or too it gets diluted and transformed in the corporate version of the telephone game.  I much prefer a team structure lacking hierarchy or chain of command. Roles can be designated based on capabilities, but everyone succeeds and fails together. The team structure supports and fosters creativity, because everyone knows they MUST achieve the goal. The team will work together to get it done. Those employees that don’t, will get voted off the island.

In the coming months, I’ll be going into more detail on the issues with corporate culture,  and how the focus should be on the people.

Everyone knows there are problems in business, but they are not just financial. The economy is hurting, business are going under, or laying of workers.  These things are all symptoms of a much bigger problem. Managers are all at 30,000 feet, or in some cases only on ground level.

A manager, whether it is of people or projects, must find the appropriate balance between being high level and being in the weeds. Decisions must be made based on the details with an eye on the future. Without an appropriate balance, decisions are being made with out seeing the whole situation. Managers that are not concerned with the details can make decisions that negatively impact their employees. How can a manager who doesn’t understand what an employee does, make quality decisions? They can’t.  How can a manager who can’t see beyond the details make a decisions that aligns to a strategy? They can’t.

There are many articles online about goal setting. These concepts should be followed for individual goals as well as departmental goals. No matter how big the department, a manager needs to manage.  Anecdotally, it seems many managers are only supervisors with a higher pay scale. This applies to the lowest line manager to the highest executive. In many cases there isn’t a manager above you that is going to tell you what it takes to make an effective department. If you aren’t managing today for tomorrow your department will suffer.

The current economic troubles only compound these problems. Managers are expected to consolidate departments, navigate transitional times, and generally do more with less staff.

How do you manage effectively?

It all starts with defining goals. You need to define both short term and long term goals for your department. If your companies HR department doesn’t have an effective appraisal process, be sure to work with your staff to define appropriate goals. Formal HR process or not, the staff goals should align to the overall departmental goals.

Short Term. The short term goals should be for the current year. What should your group accomplish this year? Is there room for process efficiencies? Should your group expand it’s capabilities to fill a gap? Be careful to define goals that you have control over. You may need to influence your manager or other departments, but make sure the goals are feasible.

Long Term.  The long term goal should be for the following year, perhaps three if your industry is fairly stable. For an individual, long term goals may be 5 or 10 years, but in business it’s hard to plan your department out that long.  If you are an executive or Senior VP you should be able to think longer term. . Are there system enhancements your group needs? Are there longer term employee development programs you’d like to implement? Again, the long term goal needs to be attainable.

Once clear goals are defined,  you need to evaluate your staff, their day to day responsibilities, and processes. A manager doesn’t need to know every detail of every task, but there needs to be an understanding of the daily operations.  If you run a manufacturing department, you should understand the steps of your manufacturing process even. Do you manage a customer service department? You need to know the types of calls you receive and the general understanding of the systems in use, etc.

By coupling the understanding of the lower level details with the short and long term goals, you are in a better position to make sound decisions.  It may be common sense, but take a look at your organization. What are the goals? Are the goals translated down to the individual? Do you feel your manager has a strategy? If your experience is anything like mine, my guess your answer is going to be no more often than yes.