(1,000+ words; last long piece in this series for awhile)

 From an earlier small boat post:

Your ultimate goal?  To have your people know the system in which they operate so well that they can imagine the impact of their actions before they act and adjust accordingly.  You want them as alert, as conscious as they would be on a small boat in big water.  That’s the managerial challenge…

So here’s a way to get started.  It’s not the only way, but it is a way.  (Feel free to improvise on this or come up with something else altogether.)  Get your unit together (literally or virtually) and ask them about their experiences in actual small boats.  Ask them: “What was the best experience you ever had in a small boat?  The worst experience?  The most surprising experience?” 

Ask them:  What’s different about being in a small boat versus a larger boat?  What’s different about the way you need to behave?  The way you need to relate to other people?”  

Basically, you’re looking to elicit from them at least these two ideas: (1) “On a small boat your actions can have an immediate and potentially serious impact; you can sink the boat if you don’t watch what you’re doing” and (2) “On a small boat you have to really pay attention to the environment around you because it can impact you very quickly.”

Now shift the focus of the conversation to your unit:  “How does this relate to our unit?  What are the connections between small boats and our unit today?  How do our actions affect others in our company?  How do they affect our customers?  Each other?  What happens when we don’t do what we’re supposed to do?  What happens when we do? 

“What do we need to pay attention to in our environment?  What could sink us?”   

You could move right here to come up with two or three principles or rules for behaving in a “small boat way” in your unit.  Or you could say: “Let’s investigate this further; let’s see how our behavior really does impact others.  Then let’s see what we might do in light of what we learn.” 

For investigative purposes, then, assign volunteers from your unit to spend quality time with those to whom your unit connects in some way.  Have them report back with the following information on these stakeholders:

Ø    Here’s their situation…and 2-3 things we didn’t know about their world today.

Ø    Here’s what they really need from us now.

Ø    Here are the little details that make a big difference.

Ø    Here’s what happens to them (how it rocks their boat) when we don’t deliver.

Ø    Here’s what they want our relationship to look like going forward.

Ø    Here are some initial ideas for what we should stop, start, and continue doing. 

As you get these reports, and ideas emerge for improvements in your systems and processes, ask for volunteers to implement them.  Keep track of progress and measure the impact.   As discussed in a previous post, immediate and compelling feedback drives small boat behavior.  So involve your team in figuring out how to elicit continuous, real-time, compelling feedback on the impact of your actions.  (The standard monthly or quarterly survey just won’t do the job.) 

Now you might have a conversation about behavioral principles or rules.  Say: “By themselves, changes in our systems or processes won’t get us where we want to go.  What are the two or three principles or rules to which we need to hold ourselves and each other accountable?  Two criteria for making the short list: it will make a real difference if we live it; and it is easy to understand and remember.”

After coming up with your behavioral principles, ask your team how they want to “do” accountability…and how they want to keep things fun, too.   Maybe keep using the small boat concept as part of your approach.  Maybe your team passes around a little “small boat” trophy to members when they do something that exemplifies good small boat behavior—and a miniature “cruise ship” when they don’t.

[Great teams or units are intentional about the way they impact others…and the members hold themselves accountable with a “be better everyday” attitude.   (The “leader” doesn’t have to do it all.)  Not-so-great units are unconscious regarding their impact…and members put more energy into evading accountability and passing blame than discovering their real impact and making responsible changes.]

At some point in the process (there’s no magic to this; you and/or your team decide the timing) you might want to create a purpose statement to go along with your 2-3 behavioral principles.  This statement would answer the “Why do we exist?” question in a way that’s meaningful for your unit.  It would set forth a “noble intention” for your group—how your unit intends to make things life better for those it serves and/or those with whom it interacts.

So there might be some possible phrases or images for your unit’s purpose that arise as you go forward.  Your job is to capture those emergent articulations and see what resonates with your team.  Or you might want to ask them directly for their ideas.  Or you might have your own idea that you test with some folks.  Just don’t make it too much of a formal, wordsmith-type exercise.  That will kill the spirit of the thing. 

And if your company has some kind of purpose or mission statement, try to link with that, but don’t get too hung up on it.   If your unit is performing, senior management likely won’t care if you use their particular formulation or not. 

Two other things: I would also encourage you to work with your group to establish one or two stretch goals related to your purpose as a kind of star toward which you can row (or sail) together.  And keep studying your systems and processes to understand the leverage points and vulnerabilities.  Rotate people into different assignments (or do some kind of cross-training or “shadowing” program inside your unit) to ensure that everybody knows how the systems works and can fill in where needed when needed.  The best crews do those things.  Their purpose is too important to them to leave things to chance. 

Going forward, keep a spirit of adventure and experimentation.  Don’t be afraid to try something new or drop something that isn’t working.   Keep your star in sight, but adjust your sails, reset your rowing cadence, or chart a revised course according to conditions and feedback.  

The dynamics of small boat travel create certain ethical imperatives, as discussed throughout these posts, but riding close to the water with a committed crew on a purposeful expedition can offer some extraordinary compensations.  And since technology will no doubt continue to shrink all boats, we would do well to adapt intentionally to small boat disciplines now.  Bon voyage.

So why do we regulate our behavior more on small boats?  Why don’t we act like we’re on a cruise ship and do pretty much whatever we want when we want?

One primary reason: feedback. We receive immediate and visceral feedback of the impact of our actions—on others, us, and the boat itself.

Stand up in a rowboat, say, and you feel in your legs the impact of your actions…  You see the concern on others’ faces…  You hear what they say! 

You know instantly that you’re doing something that could pitch all of you into the water.  So you adjust your behavior quickly.  And before you move next time, you think about what you’re about to do.  You act more consciously.  You behave better.

So, if you’re a manager and you want better, more conscious behavior in your organizational unit, if you want to create more of a small boat culture, what do you need to provide your people?  Feedback.  They need to know how their behavior affects others up and down the line—and comes back to impact them. 

So you need to make that feedback as real, as instantaneous and visceral as possible.  And connect that feedback to larger organizational purposes and goals as well as unit-specific objectives. 

Your ultimate goal?  To have your people know the system in which they operate so well that they can imagine the impact of their actions before they act and adjust accordingly.  You want them as alert, as conscious as they would be on a small boat in big water.  That’s the managerial challenge.

How might you meet it?  I’m going to offer some specific ideas next time—one or two kind of fun.  But there’s no reason why you can’t start thinking now.  How can you help your people realize in their heads, hearts, and guts, the impact of their actions?  How can you help them see and feel the contours of your boat, the others who are in it (hint: there are more than they think), and the wobble that starts when things aren’t done as they need to be?  How can you help them become more conscious in a “kind of fun” way?

My ideas will have to do with how you can help “them.”  I promise.  But how about you start acting now like you’re on a small boat? 

You already do?  Of course. 

How about paying extra attention for a while?  Humor me.  Try asking yourself for a week:  How do my actions impact others?  At work.  Outside of work.  At home.  With family, friends, etc.  Got it?

See if you can really track it.  Maybe keep a log.  You might even ask for feedback: “So when I do this, how does that impact you?”

See what occurs to you—or what others suggest—about how you can be a better shipmate.  What might you do differently that would be better for others on the boat and for the boat itself?” 

Try this for a week (or more) and you’ll be better prepared to meet the managerial challenge.

Next Post… “Ethics on a Small Boat V: Ideas for Managers”

If you and your organization are not committed to something worth committing to, you will not sustain a small boat ethos/culture on your ship—no fierce attention to the external and internal environment, no mutual accountability, no collaboration squared.  At least not beyond today’s storm.  It will be every man and woman for themselves.  When the seas calm down and the winds turn favorable (and they will), how will you compete against those crafts with a more committed crew?  The difference will translate into distance.  You and your boat will be left behind unless…

…You discover, create, unearth, or re-claim some larger purpose for your enterprise that addresses the “Why” question: Why do we exist?  What are we committed to doing that no one else can do as well as we can?  What unique contribution can we make?  What need(s) are we passionate about meeting?

Some examples of organizations who’ve taken on the “why” question in a sustained way:

A commercial carpet manufacturer (Interface; LaGrange, GA) striving to become the world’s first ecologically sustainable industrial company…  A quick service restaurant chain (Chick-fil-A; Atlanta, GA) committed to glorifying God in everything it does and having a positive impact on all with whom it comes in contact…  A small hospital (Griffin Hospital; Derby, CT) working to change the face of healthcare from a provider-dominant model to a patient-centered system and to create a healthier community—not to be “the healthcare provider of choice in the metro area”…  Note the difference. 

None of these organizations are perfect.  But they exhibit more of a small boat culture than most, and they’ve been winning in the marketplace for customers and employees for years on the strength of it.

So a high stakes purpose leads to a small boat culture and marketplace success—as do 2-3 carefully chosen, articulated, and reinforced values.  Yes, values.  I’m not referring to the usual list of platitudes—integrity, quality, teamwork, service, etc.—that’s completely interchangeable with other companies’ lists.  In an age of authenticity that list leads your people to see you as hypocritical, detached from reality, or both.  It breeds cynicism.  Throw it overboard.  Then talk to some current and desired customers about what they most value and need from you before coming up with 2-3 core values (to which you commit fully) that resonant deeply with them, too. 

Example: A successful and growing rocket science engineering firm (ERC; Huntsville, AL) organizes itself around “proactive responsibility” and “long term authentic relationships” because they discovered that their clients (which, according to their CEO, include customers and employees) want that from them in particular; and those values are congruent with who they are and aspire to be.  

So when you’re serious about a big purpose and a small set of customer-centric values whose day-to-day enactment helps you win…with your systems and processes aligned accordingly…and a crew that mostly lives it and fewer and fewer onboard who don’t—then you’re meeting the captain’s challenge.  You’re creating a small boat culture.  You’re on the voyage of a lifetime.

Next Post…  Ethics on a Small Boat IV: The Manager’s Challenge

So what would it be like if you had a small boat ethos/culture in your organization? 

You would see people paying fierce attention to what’s going on outside your boat.  And you’d hear a continuous buzz around questions like:  What’s happening with our customers?  What do they need now?  What are our competitors doing?  Where are the new opportunities for us?  What threats loom? 

These conversations about the external environment would happen in formal and informal ways—structured and unstructured.  Everybody would want to know what’s going on “out there;” they would look for themselves and ask questions of others: What do you see?  Senior leaders would help satisfy and further stimulate that need to know.

You would see equally fierce attention paid to what’s happening in your boat.  People would view themselves as fellow crew members, not passengers.  They would operate with a heightened sense of how their actions affected others, and they would expect others to operate that way, too.  High standards of performance and behavior would be modeled and enforced by everybody, regardless of their formal authority. 

So people would be taking responsibility not only for themselves and their particular work, but for the ethos/culture of the boat and the boat itself.  They would be working to make themselves, others, and the organization better everyday.  Disagreements, conflicts, and mistakes would still surface, but they would occur within a broader concern for the guiding ideas and ideals of the boat and would serve the on-going learning curriculum for those onboard.  

And the organization would strive mightily to not let people onboard who didn’t fit the ethos of your particular craft—and would deal with them quickly when such did exist.  There would be an active commitment to a diverse crew across every possible domain except one: allegiance to a small number of core precepts that make your boat your boat—and make your boat win.  No diversity there. 

Dennis Conner, three-time winning skipper in the America’s Cup sailboat races, told potential crew members that he needed people who would “make a commitment to the commitment.”  And so do you on your boat.  Here’s your challenge (and opportunity), captain: Are you and your organization committed to something that’s  worth making a big commitment to?

Next Post… 

Ethics on a Small Boat III: The Captain’s Challenge

I remember reading a story in the early 90’s about a small U.S. Navy vessel in the first Gulf War.  The sailors on board were deployed from a large ship–a carrier or battleship of some kind–and were searching for fellow sailors feared to be lost at sea.  Upon spotting their mates in the water, the sailors on the small boat all rushed to one side, waving and cheering, and promptly capsized their craft.

Reflexive and appropriate action on a large ship turned dangerous on a small boat.  And in the emotion of the moment the sailors, who surely knew better, forgot where they were. 

On a small boat, everybody’s action affects everybody else.  Forget that and the boat goes over.

I suggest that a similar dynamic operates today in the larger economy and our organizations.  Not only is the old saying true–”we’re all in the same boat”–but technology has shrunk the boat.  We’re all just now realizing how interconnected and interdependent, and therefore vulnerable, we’ve become.  Individual behavior matters more than ever.  And culture, which shapes and reinforces behavior, matters more than ever, too. 

 So what’s the culture like in your organization?  Does everybody realize that you’re all in a small boat–and act accordingly?  Do you have a “small boat ethos/culture” in your organization?  What would it look like if you did?  What might you do if you don’t?

 Next Posts…

Ethics on a Small Boat II: What It Looks Like

Ethics on a Small Boat III:  The Captain’s Challenge

Security, fairness, belonging, and approval are all significant needs for people. But a robust sense of meaning or purpose unlocks great performance…under pressure or at any other time.

How will you know you’ve succeeded in doing that? Here’s a vision for you: five years down the road, all of your people will say to themselves or others…“I wouldn’t want to go through that experience again, but you know what? It turned out to be a really significant time for me. I took something(s) away from that experience that has enriched my work and life ever since…”

What might give survivors this kind of meaning? These are only my thoughts—I encourage you to reflect on what’s true for you. Perhaps:

• Learning that I could handle more than I ever thought possible
• Learning how a team that pulls together can accomplish astonishing things in difficult times (What astonishing thing would be worth our best efforts?) 
• Learning some new things (or skills) related to business or life (from my manager or other sources) that will serve me well regardless of how the future plays out
• Learning how to work both harder and smarter than ever before—but also not let the work consume me; learning how to deliberately maintain balance and perspective even in the most difficult times
• Just knowing that I gave it my all when the chips were really down—being able to carry a deeper sense of my own character and commitment into the next season of my life

How could you intentionally create a larger sense of meaning and purpose for your team? You might put this list (or something akin to it) out there and ask for their feedback. What would give this situation meaning for them? After some discussion you might think together about a vision and a slogan that would help you, collectively, hold onto your commitment to make this a meaningful experience.

Summing up this post with the previous one, your challenges for the first survivors meeting(s):

1. Dealing with the immediate situation and addressing the short term questions and issues as honestly and authentically as possible;
2. Involving the group in planning next steps as much as they seem capable, while displaying both steadiness of purpose and compassion/feeling for what has happened; and
3. Finding a way to frame the situation that facilitates a “purpose beyond survival” mentality within your people.

Take on these challenges with your fullest, most generative capacities and good things will flow from your efforts—for others and for you.

Several client managers have recently asked for help in dealing with “survivors” in the immediate aftermath of layoffs. One said: “We’ll be letting those affected know in the morning; I’m meeting with my staff in the afternoon. What do I say to them in that meeting?” His primary concerns: morale and productivity—how to keep their spirits up while they accomplish more with less. Sound familiar?

Being generative in these situations would involve at least three core principles:

1. Tell the Truth. Don’t fudge—people will know. Tell them the real situation. Treat them like grown-ups and you’re more likely to get grown-up behavior. And clarity counts now more than ever. It gives people something around which they can orient themselves, rather than feeling lost in a fog.
2. Be Authentic. You don’t have to share all of your fears, but most people will want some expression of humanity (“I really hate this, too”) and hope (“All is not lost.”) And if you are asked about things you cannot talk about, say: “That’s something I just can’t talk about right now.” Again, don’t fudge. 
3. Put Yourself in Their Shoes. This is the hardest part. Where do you start? I suggest that you just think about your people for a few moments…and then ask yourself: What might they be thinking, feeling, and needing when we first meet after the layoffs?

The rest of this piece goes further into the third principle and is intended to aid in preparation for that first, post layoff meeting. Treat these thoughts as a stimulant for your thinking and preparation, not a straight jacket or a script.

Some Questions, Fears, and Thoughts Survivors Might Have

Why did this happen? Why were these particular people let go? What can you tell us about what happened? What can you tell us about the future of the company? Our future? What will this mean for us/me on a day-to-day basis? What do you think and feel about all this? How will we get through this—given that we’re already stretched?

What if I can’t handle what I’m going to be asked to do? Can I ask for help? And if I can’t handle it, what does that say about me? Does that mean I will be the next to go?

Does my manager have a grip on the situation? I don’t expect him/her to have all the answers, and I do want some input into what we do to deal with the situation…though I might not be very rational about that at first.

I won’t take seriously any promises anyone made related to job security. That would feel insulting to me. But I will rally around something if I have something more than survival to rally around.

Next Post… What Do I Say to the “Survivors?” (Part II): Helping Your People Find or Create a Sense of Purpose