Small improvements can make a big difference in any continuous improvement journey. David Galloway shares his thoughts and observes how leadership, innovative thinking, and lean six sigma principles can be used to drive safety and process improvements.
It’s a sad truth about the workplace: Just 30% of employees are actively committed to doing a good job.
According to Gallup’s 2013 State of the American Workplace report, 50% of employees merely put their time in, while the remaining 20% act out their discontent in counterproductive ways. These employees are negatively influencing their coworkers, missing days on the job, and driving customers away through poor service. Gallup estimates that the 20% group alone costs the U.S. economy around half a trillion dollars each year.
What’s the reason for the widespread employee disengagement? According to Gallup, poor leadership is a key cause.
Richard Sheridan, Founder of Menlo Innovations, describes an antidote for this lack of enthusiasm. He claims that “joy” is what is missing from the workplace. In a recent interview, Sheridan spoke about some of the ways that he purposely designed joy into the way that people work.
Symbolism can be a powerful method to align an organization to a new way of thinking. Transformational leaders know that everyone will be looking at what they say and do. One of the basic tenets of effecting culture change is to create experiences that will reinforce the beliefs that you want people to hold. These experiences can be small words of support, a well-written sincere note, or a key policy decision. But they can also be bold acts that create a lasting impression and become the basis for stories and legends. Consider the following symbolic acts – one in world politics and one in business.
At the 1995 World Cup rugby final, Nelson Mandela put on a jersey of the South African Springboks, which under apartheid had been the exclusively white national rugby team. Mandela purposely chose to wear the uniform of the sport that black South Africans had always seen as that of the oppressor. The symbolism was unmistakable. It was an overt statement to millions of South Africans that he sincerely believed in reconciliation in the new democratic South Africa.
Gordon Bethune, CEO of Continental Airlines, was trying to send a message to all his employees that the old rigid rules were history. He wanted everyone to make whatever decision they thought was right for the company and the customer. To make this clear, he staged a book burning, where the previous “rules manual” was ceremoniously set afire in a 55-gallon drum in the parking lot. This story soon spread among the employees. Message received.
The use of symbolism is not only within the purview of world political leaders or company executives. Creating experiences is only limited to your imagination and the thoughtful consideration of the message you want to send.
I thought that an appropriate starting point for this blog would be to review a concept which I believe holds great promise in the way that we think about improvement. In the spirit of the Continuous MILE (minor improvements / large effects), the notion of a “tiny habit” may be viewed as perhaps even less significant than a minor improvement. Yet, it can be the start of something much more substantial.
The originator of this concept is Dr. BJ Fogg, Director of the Persuasive Tech Lab at Stanford University.