Unplaned Wilderness Break – Jeff Manion
Jeff Manion
The Land Between
The land between is a period of wandering in the wilderness; a time without a clear end point – or – seemingly lack of progress.
“For now”
A common phrase is when asked about your live, you have a “for now” as a part of your explanation.
While in The Land Between – look for:
- a new, better & bigger vision
- a lesson to learn
- a skill to grow
- a habit to break
- an error to correct
- transformational growth within yourself
Many times our journey in the land between is needed because we are not ready for the new land of plenty.
- a better understanding of the world beyond yourself
this is not automatic
It takes work & at times, being intentional about it
Fight against complaining (remember counting your blessings – in a spreadsheet – Jim Collins)
The land between is a difficult time, but a natural time & a time where you have major choices, especially in the attitude you choose.
The land between is a good time to explore your faith, how you see the world, the relationships you choose & priorities.
There is more to life than just go … go … go.
Free Waterproof Growth – Terri Kelly
Terri Kelly & Jim Mellado
When Leaders Emerge: The Story of W.L. Gore & Associates (GORE-TEX)
“It’s not the technology that is the key for success, it’s the culture.”
The right foundation & values were important to the founders.
The founder (Bill) learned about collaboration & small teams at Dupont.
Q: what is different about Gore?
A collaborative and team focused culture – people are vested & feel like they can make a difference.
Ladder vs. Lattice structure
Lattice – everyone is connected with everyone
Leader in Gore = must make changes through influence.
Gore focuses on that anyone getting on their bus must have common values.
They think about brand equity, and long term in addition to the finances.
“Associates want to be involved in projects where they can provide the greatest impact.”
This is done through systems & incentives. The team must rank the teammates on who has had the greatest impact.
There are many paths a person can take.
Sponsor
Each person in Gore has a sponsor who’s job is to help the individual to succeed, grow, & develop. They have a different level of trust.
Has helped speed up the growth of the associates.
There are leaders too, and a leader of an associate can also be that person’s sponsor, but not always.
200 Cap
There is a rough cap on number of associates in one factory – 200 .
This helps keep the desired culture.
Water Line
Think of a boat.
If a risk is below the water line on a ship – it is greater. There is lots a room to take risks above the water line that will not take down the entire ship if it does not work.
Q: what is your roll as CEO?
Stay out of the way
Make sure we stay true to our values
Help leaders
Strategic planning
AMP Motivators – Dan Pink
Daniel Pink (author & speech writer)
What Motivates Us: Not What You Think
We have biological drives; that is part of what it is to be human …
But …
Humans are more complex then that.
A second drive is reward & punishment.
A Third drive: interest, learn, connect, meaning, larger then ourselves
This third drive is often ignored by orgs.
Orgs often attempt to stop the biological drive and emphasize the Rewards & Punishment drive.
If … Then Rewards
Work well for simple tasks
Don’t work well if creativity is needed – causes tunnel vision & to miss stuff.
The Story of Red Gate Software
UK Company
Had a sales force that started gaming the system.
Company makes sales commission structure more complex.
The sales staff adapted to the new set of incentives / game.
Idea:
- eliminate sales commission
- raise base salary
- profit sharing at end of year
“The problem is that that other guy will never go for it because …”
Wrong Assumptions
1. Human beings are machines
2. Human beings are blobs
Machines – can be controlled if the right buttons are pressed.
Blobs – passive, does nothing if not forced by some outside force
Look at kids – or – look at yourself
Motivators
1. Autonomy
2. Mastery
3. Purpose
1. Autonomy
Management is a technology invented in the 1850′s designed to get compliance.
Best results are not due to compliance, but engagement.
Autonomy over:
- time
- team
- task
- technique
Good assumption: people are active and engaged and do good work
20% time or FedEx days
2. Mastery
Making progress is the most motivating element in days.
What if a the role of a Manager is to help people make progress?
Feedback – in order to gage progress one must have feedback
Orgs generally suck at feedback – look at your last performance review.
You need to take ownership of generating factual feedback for yourself.
3. Purpose
When purpose beyond money is lost (leaving only profit motive) bad things happen.
Listen to the pronouns when people describe who they work for.
We = high preforming
They = yeah …
You cannot force “we” on people, you have to change what you do tomorrow. Take small steps in your own world.
Everything great starts with a conversation.
