Where the Rubber Meets the Air

Posted by amy.

Certain phrases that are part of the workplace are just too good not to use. These are not phrases from management like, “people are our most important asset” or, “changing the paradigm on client engagement.” Certain phrases capture the essence of what’s going on in the organization so perfectly that further explanation is never needed.

The best phrases don’t come out of the CEO’s office, or from consultants, or off of the framed vision statement on the wall. The best phrases come out of the bowels of the organization. Management may not even know they exist.

The most creative and cut‑to‑­the-heart‑of‑­the-matter phrases all seem to have something to do with getting things done. Call it implementation, call it execution, call it program management or change management­ — the name doesn’t matter. The inability to get things done generates good phrases.

Here are four of my favorites, all from people who do real work.

  • Rotating bald tires. Or, wow, this is hard work but all this effort will go nowhere, and in the end, nothing will change. When you rotate bald tires, you still have four bald tires.
  • We are building our own coffin. This phrase means we are doing a lot of work and the result will be that we are out of a job. This phrase usually comes from project teams involved in cutting costs.
  • Mushroom management. This was described to me as when you are treated like a mushroom, that is, kept in the dark and fed, well, we will call it fertilizer. I know exactly what that means.
  • Same old horses, same old glue. Or, the same people will always generate the same result. This applies when cost-cutting means all the ­low-paid people are eliminated but no one whose photo is on the organization chart.
  • And my favorite: Where the rubber meets the air. Meaning, the wheel never hits the ­ground — the opposite of “where the rubber meets the road.” All the talk is good but nothing will ever get implemented. It’s the plan du jour that provides no hope of making a difference.

The Thing About The Refrigerator

Posted by amy.

Go to any workplace with a break room or a kitchen tucked away in the corner of the office. There, between the coffee canisters, the bucket of red licorice, and the salty snacks, is the big refrigerator. And taped there on the refrigerator door is a sign that says something like . . .

THIS REFRIGERATOR WILL BE CLEANED ON FRIDAY AT 4:00. EVERYTHING (OTHER THAN SALAD DRESSING) WILL BE TOSSED.

Signed,

THE HIRED HELP.

And Friday at 4:00 the refrigerator will be cleaned out and everything, save salad dressing, is, in fact, tossed. It’s a gross and rotten job but that act of cleaning the refrigerator is the one thing that all organizations can count on to be implemented, and implementation is what success is all about. A plan that is implemented is successful. A strategy that is executed is a success. A project that is completed is a success. The best implementation example in the organization is right there in front of us, hanging on the refrigerator. Okay, that is an easy one, but if we remember that simple lesson and use it as a metaphor, we will all be more successful.

Death to Performance Reviews – Again

Posted by Richard Moran.

 

The death of performance reviews may be highly exaggerated. When big organizations like Accenture proclaimed the elimination of performance reviews in that organization, a collective sigh of relief could be heard around the world. Yay! We thought there would be no more of the charade of managers trying to guess what we really contributed to the organization. No more stress, we thought, about the entire review process and whether or not we would be placed on double secret probation. The elimination of the review process was, we thought, the beginning of a sea change in employee engagement.

Alas, it was not to be. Like the game of Whac-a-Mole, performance reviews continue to pop up in some organizations. In other organizations, they never went away.

HR professionals roll their eyes at the thought of eliminating reviews. Reviews can protect the organization from litigation. Yet, most HR people I know dread the entire process. Butthead managers still hold onto reviews as a way to fire people and keep them worried about job security.  Analysts who understand bell curves continue to work on spreadsheets to determine who is contributing and who is not.  But cutting annual performance reviews out of the organizational psyche continues to make a ton of sense. It makes business sense and, why do something year after year that everyone hates?

The business case for killing performance reviews requires only back of the envelope analysis. It is called simple arithmetic. Take people’s salaries and come up with an hourly rate. Then, multiply the number of hours that the organization spends on the review process. The answer will be a reason to kill the process.  In many organizations, the time devoted to performance reviews shuts down the plant. Nothing happens while people wait to be evaluated at the expense of customers and others.

What is maybe more important than the business case is the logic and emotion associated with the review. Why continue a practice that no one likes, is seen as an annual ritual of pain, and may or may not be effective? A culture that continues to do things that no one wants to do is a culture that needs to ask hard questions like, “Why are we doing this?” If the answer is truthful the culture can change.   The annual review is a prime target.

This is not to say that feedback is not a good thing. We should all look for some sort of feedback every day. The best source of feedback is our own inner self. People generally know how they perform and what should be improved. Feedback is still critically important.

We should ask others for feedback too, but that doesn’t have to be in a formal review situation. The best feedback is usually in the hallway after a presentation or in the car on the way home from a sales call or after a meeting. Listen to that feedback and add your own inner analysis and you will be a better performer.

No matter the case, I know performance reviews are not dead. In most organizations they are very much alive and well so I have a suggestion. Instead of a painful process, every one should complete a 3×5 card with one question on it: How did you make this place better?

The answers might be a pleasant surprise to everyone.