Perception is a Funny Thing

“To be an innovative company, you have to ask for innovation. You assemble a group of talented people who are eager to do new things and put them in an environment where innovation is expected. It’s that simple and that hard”

                                                     -  Paul M. Cook, Founder and former CEO of Raychem Corporation

Guest article by Karin Lindner, to learn more about Karin visit  http://www.wspsolutions.ca/

   

Just recently I spoke with a young VP (son of the owner) of a manufacturing facility in Mississauga. At one point during our conversation he said, "Karin, I honestly think that most of my workers are stupid. Some people have "it" and some people don't. Most of the ideas we get from the workers (which are not many), I find to be stupid ideas."

Then, he said to me "Seriously how creative can a guy on the assembly line really be? They want to spend the minimum time in the plant and they want to get the most possible pay. That's it."

I then asked him, "How many managers and supervisors do you know who make a sincere effort to bring out the best in their people? I don't think people are stupid. They need guidance, leadership and support on how to become better at what they do and how to become better individuals. I have met more open-minded people on the production floor who willingly adapt to change, than I have met in managerial positions. What actions do you take to address this issue?"

He couldn't really answer my questions but if he thinks that his workers are stupid, I wonder what his workers think of him.

There is a difference between dumb and stupid. Dumb is ignorance - which can be corrected through education and training. Stupidity is a lack of intelligence, understanding, reason, or wit.

I don't even want to imagine how motivated his workforce is. What is the quality rating in this company? What's their health and safety record? How competitive can this company be in this fast paced and global market? Can it really be that people like this lead organizations? Does he really think his company will continue to grow if he does not have his people on board? Bosses who think that they're superior and treat their employees as second class citizens have a lot to learn about leadership.

I certainly don't think that this VP is a bad person. He is a nice guy, he just doesn't know any better, and sadly, he is one of many. I actually think that unconsciously he may be looking for assistance but you can only help someone who has an open mind and is ready and willing to accept some advice.

I have a simple philosophy. If you have a problem in your business, you have to first acknowledge that you have a problem. If you don't acknowledge that you have a problem, this is a real problem. Most of the time we are not aware of our (re)actions and the way we think and speak. How can we change something that we are not aware of?   

Unfortunately, in many cases there is a huge disconnect between the management team and the workforce. Both have challenges to deal with but there is no shared reality. Ignorance is bliss when you don't understand each other's worlds but this is the biggest obstacle in getting to the next level. Lack of communication, lack of information and lack of dignity and respect make the worker appear stupid but in reality it may simply be his or her unwillingness to help the company succeed because he or she is not emotionally connected to the business. Why would the workforce want to use their brain if their input is not appreciated in the first place? It is a vicious circle. If you think your workers are stupid, then that's what you will get.

For those of you who know me, you know that I always try to find the positive in every challenge. Have you ever thought that STUPID could also stand for Smart Talented Unique People In Demand? It is always a question if and how you label people, and the perspective you have.

It is sad to say but I know many managers who think down, look down and talk down to their individual contributors. They think their position of power has earned them the right to do so. Many leaders seem to miss the critical leadership skills of respecting people, increasing their self-worth and encouraging them to add value to the business. Letting go of the "command and control mindset" takes courage and trust but it is essential if you want your people to rise to the challenge and learn to suggest great ideas. Most people learn by doing, so why not expand the mindset of your people from generating ideas to implementing their own ideas?

To be a successful leader, please keep these 4 things in mind:

• Believe that your people want to help you and your organization to succeed
• Choose your words wisely - they can either make or break a person
• Focus on what they do right instead of putting them down
• Each day think how you can help the individuals on your team to get better and better and better.

So what is your perception of your workforce? Is there room for improvement? Do you lift them up or tear them down? In the words of John C. Maxwell: "To see how the leader is doing, look at the people."

   

Be the BEST You Can Be!

To engage your workfoce in improvement, visit http://www.wspsolutions.ca/

What is the Cause of Success?

Guest article by Karin Lindner, for more information about Karin visit http://www.wspsolutions.ca/

How easy would it be for you to define the cause of success? Well, I guess first we would have to define what success is, and obviously success means different things to different people. At this point I will leave it up to you to discover your own definition of success.

One of the things that I have noticed in the corporate world is that everyone is constantly searching for causes of failure, so I have to ask myself, why isn’t anyone searching for the causes of success?

It all comes down to mindset. Unfortunately, we are conditioned to look for the negative rather than the positive. If we evaluate why something didn’t work out, it gives us a chance to complain. On the other hand, it would come as a surprise to most people if you were to ask them to please share the causes of their success with the group.

There are, of course, companies out there who are consciously on a journey to success, but they are the minority.

A mindset of targets, profits, numbers, and facts is the norm in most workplaces, and most leaders seem to forget that in order to get the numbers, they have to have their people on board. Many people in manufacturing have a very analytical and logical mind, and it is in their nature to require proof in order to believe that something is possible.

Don’t get me wrong, facts are important -- as long as they don’t dominate the workplace and don’t destroy people’s desire to make things happen. In my opinion, FACTS can stand for “Fear And Complacency Threaten Success”. Sometimes we refuse to believe things we don’t understand, but this is also how we create our own limitations.

Just think about Henry Ford when he decided that he wanted to build his now famous V-8 engine. He worked against the odds, and all the experts told him that it was impossible. Henry Ford’s formal education was limited, but who can say that only book-smart people are smart people?

Ford’s desire, his strong will, and his persistence helped him to succeed even when people told him countless times that it could not be done. That’s exactly the mindset we have to develop, and we have to teach this mindset to the people we work with.

Recently, I facilitated a workshop for a group of shop floor employees. It continues to amaze me what is possible when you show a sincere interest in a person and not only listen, but hear what he or she has to say. It is all about genuinely paying attention to their challenges and concerns and finding out the real reasons for their frustration because that’s when the energy in the room starts to shift.

The same applies on the shop floor, and that’s what you want. You want the energy to shift and to be able to develop a success-oriented mindset within yourself and your team.

Why don’t we think that the pursuit of perfection is everyone’s job? Why have we settled for mediocrity? Why are we trying to secure the right answers instead of pursuing the right questions? How do you think your bottom line is impacted when your employees are negative, frustrated, and stressed?

If you want to succeed, do not label people and do not give them the feeling that they are inferior, stupid, and offer no value just because they work on the factory floor. They are the cause for success because that’s where the money is made. These are the people who have to ensure that a quality product leaves the door; these are the people who give 100 percent if you don’t take their self worth away; these are the people who are the specialists in what they do and can offer incredible assistance and support in the area of continuous improvement and innovation.

Unfortunately, most shop floor employees are still seen as bodies and not as minds. My shocking observation is that most employees are not used to using their brain. And what’s even worse is that they are actually not allowed to use their brain. Isn’t it our responsibility to teach them and to help them look at their job with different eyes?

How do you view your workforce?
If you want to explore the cause of success, go to your people, talk to them, build trust, and listen to what they have to say. It is the secret recipe for success to make them a part of your success.

To learn more about workforce innovations in the daily work, visit http://www.wspsolutions.ca/

“There’s a way to do it better – find it.” ~ Thomas Edison

Is There a Better Way? by guest contributor - Heidi Garcia, learn more about Heidi at http://www.wspsolutions.ca/

You’ve probably heard the definition of insanity – doing the same things over and over and expecting different results. Many of us fall into the trap of daily routines never giving a second thought to what we do and why we do it. How often do we actually stop to reflect and ask ourselves: Is there a better way? How many times do we find ourselves saying: It’s good enough?

Good is the enemy of great. Good gets in the way of doing our best. Good holds us back from tapping into our true potential. Many people accept the status quo and misguidedly believe that thinking, creativity and innovation is someone else’s job. Some people have literally turned off their curiosity. They have become apathetic, hopeless and indifferent. During a recent workshop I asked the employees “how many of you are excited about coming to work everyday”? Shockingly, no one raised their hand. For them, work is a means to an end. Work is just something they have to do to provide for their families, to pay the bills and to live a half decent life. Why do people settle for a “half” decent life? What would a “full” life look like? Is there a better way?

It’s been said that “People are like sticks of dynamite. The power’s on the inside but nothing happens until the fuse gets lit”. I strongly believe that every single person has unique talents, skills, abilities, and experiences to share. It’s the wise but sadly rare leader who understands and appreciates what his or her people have to offer and who allows and provides them with the right environment and opportunity to excel. Some employees have told me they have great ideas but no one asks so they don’t bother to share. Others have been told that they’re not getting paid to think and they should just focus on getting the product out the door or they’ve been told “we’ve tried that and it won’t work, or “it’s too expensive” or “that won’t work”. What an enormous missed opportunity. Just imagine the possibilities that are being untapped. How can you get great ideas? The answer: by generating a lot of ideas.

How can leaders instill a culture of continual improvement, of being curious, of asking questions, of coming up with new and better ways of doing things? How can employees feel responsible for catching mistakes and providing solutions to the challenges they face? Who better than the people doing the job day in and day out know best how to find a better way? How can leaders impress upon their employees that their opinions matter? How can leaders light a fire in the hearts of their employees rather than under their rear ends? One way is by painting a vivid picture of what can be. Leaders need to encourage employees to discover the possibilities, to think about what can be, and invite them to be part of the solution. Visualize the results – what does perfection look like? Instead of merely seeing “what is” look for “what can be”. Leaders need to continuously ask their employees: Is there a better way?

Leaders should be pursuing the right questions rather than securing the right answers. Talk less, listen more. Make fewer statements, ask more questions. Ingenuity is all about asking the right questions. Always, always, always ask: Is there a better way?

Here are some tips in your quest to find a better way:

1. Question everything and then do it again.
2. Start every conversation with a question – even if the conversation is with yourself.
3. Answer every question with a question.
4. Ask at least one dumb question in every meeting.
5. Begin every idea, recommendation or suggestion with a question.
6. Have 3 questions that you always ask someone.
7. Develop the single question that drives your work.
8. Develop the single question that drives your life.

If you don’t know how to ask the right questions, you discover nothing.

Finding a better way does not necessarily mean making enormous changes. You can make huge leaps through small steps. Small improvements made repeatedly lead to great discoveries and successes. Getting into a continual improvement mode requires a different mindset, which for some, may be difficult. I believe that anything worth having is worth working for. Just remember experience is a tough teacher! Make learning the job. You can’t separate learning from innovation. Learning triggers creativity.

Pursuing perfection requires great discipline. What percent of time is devoted to improving the work, not just doing the work? Perfection is achieved not when there is nothing more to add, but when there is nothing left to take away. Are you relentless in your pursuit of perfection? Are you doing your best to become the best? You are if you’re always asking “Is there a better way?”