“Those who are easily shocked should be shocked more often.” – Mae West
3 Management Practices For Creating Purposeful Urgency and Pearls
Having a team member apparently content to retire on the job is not an uncommon situation for many managers. The employee may simply not be aware that moss is growing on their back or a country named Greece has fallen on bad times. Their mental maps may need upgrading.
Drifting into comfortable patterns of behavior is natural for individuals, teams, and organizations; however, competitive innovation and complacency cannot co-exist. Innovation requires creative tension and conflict. Complacency, by nature, develops immunity to outside tensions.
Managers who successfully create purposeful urgency have an acute understanding of basic physics.
The Law of Inertia, or, My People are in a Rut
Newton’s first law of motion basically states – there’s a natural tendency of objects (your people) to just keep on doing what they’ve been doing, unless acted upon by an unbalanced force. YOU, the manager, are the unbalancing force!
Effective managers, of course, never use force or coercion to persuade others; they leverage their hard-earned trusting relationships to influencing others into new ways of operating.
Still, it’s very common for a manager to inherit a low-performing team where there’s not time to build trust, prior to setting necessary new, bold directions. My experience is that engaging new team members in candid, transparent, and respectful dialogue actually builds trust fastest. Why?
Most under-performing teams didn’t arrive in this handicapped state by market forces. Their performance crept downward, led by unfit management. Teams crave clear and courageous leadership. Your ability to create purposeful urgency and clear direction offers hope. Trust always follows on the heels of leader credibility.
3 Management Practices for Creating Pearls
1. Agitate, Don’t Stir. Agitating your people is intentionally disrupting their current view of reality. In the best sense, agitating your people is engaging them in honest dialogue about the business consequences of not changing. Agitation is not causing careless duress by contriving burning platforms for change. Agitation is declaring a future that doesn’t currently exist; it’s the vision thing. You are the irritation that initiates the pearl-forming process.
There’s a time to ask and there’s a time to tell. This practice leverages the latter skill. Vision requires leadership clarity. Ideally, the vision setting process has been highly collaborative, involving front-line staff. But at the end of the day a decision made is a course set.
Awareness is an antecedent of change. The effective manager makes a compelling business case why embracing the status quo is dangerous. She creates cognitive dissonance; appreciating that discomfort is the solution, not the enemy. Actively playing the role of a grain of sand requires management resiliency and courage.
2. Imbed Emotions and Engage. People learn best with stories and visuals. Data rarely changes behaviors. If “wearing hard hats” is the new mandatory future, then show your people a video of like workers wearing hard hats at a respected industry leader known for their safety records and high employee morale.
Have your people listen to the stories of employees who journeyed the change path successfully. Engage your people in a rigorous dialogue about the implications. Be transparent. Respond authentically to their concerns.
Most (sane) people do not expect their opinion to carry the day, however, people do expect to be heard openly and with empathy. That is, if you want their buy-in. Leaders know there is tectonic difference between compliance and commitment.
3. Apply Constant, Gentle, Pressure. This is the leadership and management philosophy of famed restaurateur Danny Meyer (Setting the Table: The Transforming Power of Hospitality in Business.)
Effective managers and leaders apply steady pressure on the standards-of-excellence gas pedal, not on people’s necks.
Meyer equates these three leadership dimensions to the legs of a stool – an absence or weakness in any one guarantees operational mediocrity.
“Go Slow, to Go Smooth, to Go Fast”
Remember, people do not fear change. They fear change that is too big and too fast. Applying these practices, thoughtfully, ensures your people do not rest on their laurels. After all, the customer doesn’t care how good you were yesterday.