Where you been?
New Edition of The Challenge
I’ve been spending a lot of time lately writing, just not on this blog. Typically, a project I originally thought would take two or three weeks took three months. The first book the Arc of Delaware County published, in 1992, has been reprinted several times. Before the last reprint we realized it needed modernizing. Many developments have occurred in the field and in our organization since 1992 and the need for a rewrite became clear. Welcome to the Challenge of the Delaware County ARC was written to help introduce new employees to our unique culture. Since then hundreds of new employees have launched their careers with us by reading it during their first week of employment. During that time as well, hundreds of people outside the organization also read and appreciated it.
The biggest development over the years has been the wide spread and rapidly expanding interest in our proactive philosophy and positive approach which has enabled us to support even the most challenging individuals without the use of physical intervention. In light of the growing national controversy over the use and abuse of such techniques interest in positive alternatives has grown and grown. So much so that while many changes occurred in the content of the new edition of The Challenge, it was also decided a change in the title was very much in order. The new edition, entitled Welcome to the Challenge of Caring without Restraint, is currently at the printer and should be available in a few weeks.
The Second Most Frequently Asked Question.
When organizations examine our philosophy and approach they usually have many questions. The first is some variation of, how do we make such a change in our organization? It is amazing the second question that almost always follows is, how do we convince our existing staff to buy in?
They don’t worry about the amount of training they will need to provide. They don’t worry about their Board of Directors’ position, they don’t worry about the impact on the people they support (in large part because they see the immediate benefits). They don’t worry about dollar costs. They don’t worry about new employees. The overwhelming concern is how to convince existing staff to get on board. While I have become use to the question, it still amazes me.
It amazes me for several reasons:
- Don’t their staff want the very best for the people they support? They often say the do.
- What are their values? Are they about excellence or convenience?
- Why the resistance to change? Whenever someone shows me a better way, I can’t wait to get started.
- When they ask that question, do supervisors and executives know how lame they sound? I ask, “Who’s the boss? Who signs the paycheck? Who works for whom?”
Ultimately, once the shock or the humor (depending on my mood) wears off I respond that it usually boils down to get on board or get out!
I’m quick to add that we can’t be arbitrary. That we need to provide inspiration, training, support and opportunity for coached practice but ultimately our responsibility is to the people we are hired to support. So they need to show us they are trying and not just trying but making progress or they need to make room for those who can do what needs to be done.
It’s funny, most of them respond, “You’re right.” But what I struggle to understand is why they need me to say it in the first place. On the other hand, I’m glad they do. I know they appreciate it and I also know it doesn’t take most of the too long to get it. And for that I’m grateful.
Friday, July 25, 2008
Thursday, May 29, 2008
“Leaders continually clarify the values.”
I read the above quote (or something like it) many years ago. Each year it seems more and more profound to me. As I’ve mentioned in prior postings 20 years ago few organizations had their corporate values defined in writing. Now most do but when I ask audiences across the country what the issue today is, they inevitably and unanimously respond that people in organizations don’t demonstrate the values in their day to day work.
The criticism extends both to management and to labor. At some level most everyone observes this, yet very few leaders do anything about it. The values statements become posters on walls or labels on coffee cups that no one notices despite the mega-dollars spent on graphics and printing. They’re hollow and the best of the best within the organization resent the hollowness and worse the customer never experiences the benefits.
Two problems
My observation is the hollowness comes from two sources. The first one goes well beyond our organization or other similar organizations and relates to the huge social issue of saying one thing and doing another. I’ve read certain experts trace this back to advances many years ago in advertising. Madison Ave. types learned a long time ago that if you say something over and over, even if it isn’t true, people will believe it. We have all experienced this time and time again. So now it seems to many of us that more money is spent convincing the public about the quality of an item than is actually spent on improving its basic quality.
Unfortunately, we feel the same is true of far too many human service agencies who have very well written values statements but whose staff act in completely contradictory ways. Hospitals proclaim that “Our patients are our first priority” yet, we find ourselves spending hours in waiting rooms waiting for service or we have to go through way too many phone numbers to get an answer to our questions or worse yet we come out of the hospital will ailments we didn’t have when we went in. Rehab agencies tell us how dedicated they are to their consumers yet they approve behavioral techniques which are medieval.
The result of this is a deadening of our senses. The more of these experiences we encounter, the less sensitive we are to any single occurrence. We have a long way to go in this country to turn this one around.
The second source is that too few leaders have ever worked in a genuinely, values based environment. So they have never learned the role they play in clarifying their values on a moment by moment, event by event, situation by situational basis.
What do we mean?
A few examples may help.
We don’t talk to people who are late for work about the matter as a rules violation. Rather, we talk to them about our values, which we call our Unifying Principles. The People We Serve Come First is our primary principle and we explain how when they are late or are a no show consumer services are impacted. We also seek to help them understand another of our values, Employee Satisfaction and we explain to people this means their satisfaction as well as everyone else’s. We then go on to help them understand the impact on their co-workers when they don’t show up for work or don’t show on time. We also talk about another of our Unifying Principles, Be Dedicated and talk to them about the level of dedication it requires to be on time all the time.
When someone is found to be spreading gossip or losing their temper, again we don’t talk about a rules violation but rather about Communicating Effectively and our Commitment to Excellence. We help them understand that around here those things are viewed as neither effectively communicating nor excellent.
The same is true when developing policies. Anyone who has tried to develop a smoking policy knows how divisive this can be. But no matter how controversial a particular policy or decision may be we have always found that if we bring it back to our Unifying Principles and can clearly show how the policy is consistent with our values, versus a unilateral management decision, staff not only accept the policy but they can thrive within it.
So, over time, the culture is not about power and control but rather about the values. People then need to decide whether they share those values or not. They decide whether they want to help us strengthen the culture, or if they are compromising it. It takes time and it takes effort but the benefits are substantial.
The criticism extends both to management and to labor. At some level most everyone observes this, yet very few leaders do anything about it. The values statements become posters on walls or labels on coffee cups that no one notices despite the mega-dollars spent on graphics and printing. They’re hollow and the best of the best within the organization resent the hollowness and worse the customer never experiences the benefits.
Two problems
My observation is the hollowness comes from two sources. The first one goes well beyond our organization or other similar organizations and relates to the huge social issue of saying one thing and doing another. I’ve read certain experts trace this back to advances many years ago in advertising. Madison Ave. types learned a long time ago that if you say something over and over, even if it isn’t true, people will believe it. We have all experienced this time and time again. So now it seems to many of us that more money is spent convincing the public about the quality of an item than is actually spent on improving its basic quality.
Unfortunately, we feel the same is true of far too many human service agencies who have very well written values statements but whose staff act in completely contradictory ways. Hospitals proclaim that “Our patients are our first priority” yet, we find ourselves spending hours in waiting rooms waiting for service or we have to go through way too many phone numbers to get an answer to our questions or worse yet we come out of the hospital will ailments we didn’t have when we went in. Rehab agencies tell us how dedicated they are to their consumers yet they approve behavioral techniques which are medieval.
The result of this is a deadening of our senses. The more of these experiences we encounter, the less sensitive we are to any single occurrence. We have a long way to go in this country to turn this one around.
The second source is that too few leaders have ever worked in a genuinely, values based environment. So they have never learned the role they play in clarifying their values on a moment by moment, event by event, situation by situational basis.
What do we mean?
A few examples may help.
We don’t talk to people who are late for work about the matter as a rules violation. Rather, we talk to them about our values, which we call our Unifying Principles. The People We Serve Come First is our primary principle and we explain how when they are late or are a no show consumer services are impacted. We also seek to help them understand another of our values, Employee Satisfaction and we explain to people this means their satisfaction as well as everyone else’s. We then go on to help them understand the impact on their co-workers when they don’t show up for work or don’t show on time. We also talk about another of our Unifying Principles, Be Dedicated and talk to them about the level of dedication it requires to be on time all the time.
When someone is found to be spreading gossip or losing their temper, again we don’t talk about a rules violation but rather about Communicating Effectively and our Commitment to Excellence. We help them understand that around here those things are viewed as neither effectively communicating nor excellent.
The same is true when developing policies. Anyone who has tried to develop a smoking policy knows how divisive this can be. But no matter how controversial a particular policy or decision may be we have always found that if we bring it back to our Unifying Principles and can clearly show how the policy is consistent with our values, versus a unilateral management decision, staff not only accept the policy but they can thrive within it.
So, over time, the culture is not about power and control but rather about the values. People then need to decide whether they share those values or not. They decide whether they want to help us strengthen the culture, or if they are compromising it. It takes time and it takes effort but the benefits are substantial.
Thursday, April 24, 2008
Giant Pumpkins. Low Bars and Pulling Weeds
Over the last 2 and half months we have worked intensively with six organizations (The Lucky 6) by contract with the State of Georgia. We visited each one twice for two days of jam packed information and inspiration. Their missions were similar though their sizes varied from relatively small to fairly large.
Half the training was mission related; the other half specific to values based human relations practices. The latter, human relations, is the topic addressed here.
GIANT Pumpkins
Deb is a valued veteran of our staff. She and her husband share a love of gardening. They are the most serious gardeners I know. Their specialty is growing giant pumpkins. When asked the secret to growing 1500 lb. goliaths Deb told me there are two; starting with great seeds and plenty of nurturing (five whole gallons of miracle grow every day to be exact).
We use this metaphor to help organizations understand what it takes to build a world class team of staff. We help them understand the critical importance of holding out to find the best talent. Then we show them how to improve their recruitment practices so as to attract and select world class candidates. Then we move on to the nurturing part which includes new dimensions and vast amounts of orientation, training, coaching and support.
Stages
As each of the Lucky 6 organizations grasped this new paradigm of human relations they quickly realized they have current employees who do not meet the standards they are about to set for new hires. Just as quickly they realized they need to use the tools we provided to communicate this new understanding to current employees.
The Stages of Development is a tool we developed to graphically enable managers to view performers in one of four boxes. Those in Box 1 need to be told what to do. They need specific instructions and certainly shouldn’t be expected to be trusted with any significant duties or responsibilities. Brand new employees and recently promoted veterans always spend some time in Box 1 .
Eventually people develop some basic skills and move out of Box 1. They need coaching not direction and become Box 2 performers. Eventually they gain more mastery over their jobs and their confidence grows to a point where all they need is a sufficient level of support. These folks try things and report back often saying something like, “This is what I did, what do you think?” We call this Box 3 performance. With more experience in varying settings and circumstances they become independent in their jobs and reach Box 4.
The Lowering of the Bar
Our experience with The Lucky 6 has confirmed observations made over the last twenty years with dozens of organizations throughout the country. A sad and conflicting scenario has repeatedly occurred. Due to better advocacy, enlightened families and institutional closures our field has witnessed dramatic growth. Yet as our jobs have become ever more complex; government support insufficient and labor supplies have tightened far too many organizations have watched helplessly as their performance bar has lowered and sunk.
Over this period we’ve heard executive after executive bemoan they are hiring people today they would never have even interviewed 10 or 15 years ago. When we ask them if any of their current employees with 2 or more years of experience are still performing in Box 1 (they don’t do anything unless specifically told to do so) they quickly and regretfully respond, yes. When we ask if any with 5, 10 or 15 years experience are also performing in Box 1 their regret turns to embarrassment and then distress.
Certain industries have compensated for this lower bar through technology. Just push the button on the cash register that looks like a hamburger and hand back the amount of change the machine tells you to. But we haven’t figured out yet how technology can be of similar assistance in direct human service systems. So, too many organizations find themselves with more and more Box 1 performers.
Pulling Weeds
In our way of thinking, human service organizations are left with two choices. Provide sufficient training, coaching and support to help those who are motivated improve. For those who are satisfied with their poor performance, resist change or do not respond to additional training we are left with only one alternative. Keeping with the gardening metaphor they have to be viewed as weeds, which need to be removed from the garden before they choke the vitality from the giant pumpkins.
Using labels is dangerous. Metaphors are fun and often useful teaching methods. When considering this one, please remember that by definition weeds are plants which are out of place. In another garden or another place they will be appreciated and will thrive.
Over the last 2 and half months we have worked intensively with six organizations (The Lucky 6) by contract with the State of Georgia. We visited each one twice for two days of jam packed information and inspiration. Their missions were similar though their sizes varied from relatively small to fairly large.
Half the training was mission related; the other half specific to values based human relations practices. The latter, human relations, is the topic addressed here.
GIANT Pumpkins
Deb is a valued veteran of our staff. She and her husband share a love of gardening. They are the most serious gardeners I know. Their specialty is growing giant pumpkins. When asked the secret to growing 1500 lb. goliaths Deb told me there are two; starting with great seeds and plenty of nurturing (five whole gallons of miracle grow every day to be exact).
We use this metaphor to help organizations understand what it takes to build a world class team of staff. We help them understand the critical importance of holding out to find the best talent. Then we show them how to improve their recruitment practices so as to attract and select world class candidates. Then we move on to the nurturing part which includes new dimensions and vast amounts of orientation, training, coaching and support.
Stages
As each of the Lucky 6 organizations grasped this new paradigm of human relations they quickly realized they have current employees who do not meet the standards they are about to set for new hires. Just as quickly they realized they need to use the tools we provided to communicate this new understanding to current employees.
The Stages of Development is a tool we developed to graphically enable managers to view performers in one of four boxes. Those in Box 1 need to be told what to do. They need specific instructions and certainly shouldn’t be expected to be trusted with any significant duties or responsibilities. Brand new employees and recently promoted veterans always spend some time in Box 1 .
Eventually people develop some basic skills and move out of Box 1. They need coaching not direction and become Box 2 performers. Eventually they gain more mastery over their jobs and their confidence grows to a point where all they need is a sufficient level of support. These folks try things and report back often saying something like, “This is what I did, what do you think?” We call this Box 3 performance. With more experience in varying settings and circumstances they become independent in their jobs and reach Box 4.
The Lowering of the Bar
Our experience with The Lucky 6 has confirmed observations made over the last twenty years with dozens of organizations throughout the country. A sad and conflicting scenario has repeatedly occurred. Due to better advocacy, enlightened families and institutional closures our field has witnessed dramatic growth. Yet as our jobs have become ever more complex; government support insufficient and labor supplies have tightened far too many organizations have watched helplessly as their performance bar has lowered and sunk.
Over this period we’ve heard executive after executive bemoan they are hiring people today they would never have even interviewed 10 or 15 years ago. When we ask them if any of their current employees with 2 or more years of experience are still performing in Box 1 (they don’t do anything unless specifically told to do so) they quickly and regretfully respond, yes. When we ask if any with 5, 10 or 15 years experience are also performing in Box 1 their regret turns to embarrassment and then distress.
Certain industries have compensated for this lower bar through technology. Just push the button on the cash register that looks like a hamburger and hand back the amount of change the machine tells you to. But we haven’t figured out yet how technology can be of similar assistance in direct human service systems. So, too many organizations find themselves with more and more Box 1 performers.
Pulling Weeds
In our way of thinking, human service organizations are left with two choices. Provide sufficient training, coaching and support to help those who are motivated improve. For those who are satisfied with their poor performance, resist change or do not respond to additional training we are left with only one alternative. Keeping with the gardening metaphor they have to be viewed as weeds, which need to be removed from the garden before they choke the vitality from the giant pumpkins.
Using labels is dangerous. Metaphors are fun and often useful teaching methods. When considering this one, please remember that by definition weeds are plants which are out of place. In another garden or another place they will be appreciated and will thrive.
Thursday, April 3, 2008
Georgia is Making the Shift!
Hi Mr. Suess,
I hope all is well with you. Everyone here at East Central is still filling buckets in various ways. The atmosphere seems so much more positive! The Champions have been facilitating the consumer groups in the manner that you showed us and we have already seen great results. One consumer has reduced her episodes of SIB. Consumers are paying more attention, and the staff seem to be having fun assisting with the implementation of the programs. The best news of all is that our accidents and incidents dropped to 128 for the month of March! (We generally average around 200+).
We have also completed our caring assessments. We have had daily reading sessions in order to allow all staff time to read the "Shift Happens" book. I enjoyed the book, "How Full is Your Bucket". I have also printed the water drops from the website and have given several to staff within the division.
Just wanted to give you a little update. Talk to you later...
Denise Bartlett
Developmental Disabilities Chief
East Central Regional Hospital, Georgia
I hope all is well with you. Everyone here at East Central is still filling buckets in various ways. The atmosphere seems so much more positive! The Champions have been facilitating the consumer groups in the manner that you showed us and we have already seen great results. One consumer has reduced her episodes of SIB. Consumers are paying more attention, and the staff seem to be having fun assisting with the implementation of the programs. The best news of all is that our accidents and incidents dropped to 128 for the month of March! (We generally average around 200+).
We have also completed our caring assessments. We have had daily reading sessions in order to allow all staff time to read the "Shift Happens" book. I enjoyed the book, "How Full is Your Bucket". I have also printed the water drops from the website and have given several to staff within the division.
Just wanted to give you a little update. Talk to you later...
Denise Bartlett
Developmental Disabilities Chief
East Central Regional Hospital, Georgia
Poem: George Is In Georgia
The following poem was written by Sharon Suess, George’s wife, as a tribute to his dedication and passion in spreading the word of Delarc’s proactive, positive approach.
George is in Georgia. That's where he is.
He flew there this morning, it's all about biz.
He teaches and charms the good people there.
He expends lots of energy and shows how to care.
Delarc is amazing, they've worked really hard,
The proactive approach deserves high regard.
He comes home exhausted yet strangely delighted.
His audiences listen, their hope is ignited.
He never stops working, not even at night.
I can tell what he's thinking and I'm always right.
He closes his eyes at the end of the day.
But helping his people never goes away.
He's a true warrior for people who need him.
He fights the good fight, his goals never dim.
His work is his passion, he's spreading the word.
Sharing his wisdom, his vision unblurred.
George is in Georgia. That's where he is.
He flew there this morning, it's all about biz.
He teaches and charms the good people there.
He expends lots of energy and shows how to care.
Delarc is amazing, they've worked really hard,
The proactive approach deserves high regard.
He comes home exhausted yet strangely delighted.
His audiences listen, their hope is ignited.
He never stops working, not even at night.
I can tell what he's thinking and I'm always right.
He closes his eyes at the end of the day.
But helping his people never goes away.
He's a true warrior for people who need him.
He fights the good fight, his goals never dim.
His work is his passion, he's spreading the word.
Sharing his wisdom, his vision unblurred.
Tuesday, April 1, 2008
Reflections from participating in Training in Georgia
Although I've been part of training and consulting a few times over the last 10 years, my participation always reaffirms the blessing I feel to work and provide high quality services for the consumers at The Arc of Delaware County.
Many organizations across the country are eager to learn how to improve their service provision to consumers to achieve even greater benefits. It's really terrific that The Arc of Delaware County is such an inspiration for other agencies serving individuals with developmental disabilities. The staff at these agencies truly devour both the behavioral technology and the leadership approaches we use to such great effect in our own organization. It is humbling yet very gratifying to be told that we are such a motivation to them. We are able to provide them with hands on knowledge and skills. It makes a hugh difference to agencies that we walk the same walk every day and understand the realities and challenges. We were told on this trip that we're their heroes!
I always return invigorated and energized, which positively impacts the work I do for the individuals we serve in Delaware County.
Barbara Rothenberg,
Chief Operating Officer
The Arc of Delaware County
Many organizations across the country are eager to learn how to improve their service provision to consumers to achieve even greater benefits. It's really terrific that The Arc of Delaware County is such an inspiration for other agencies serving individuals with developmental disabilities. The staff at these agencies truly devour both the behavioral technology and the leadership approaches we use to such great effect in our own organization. It is humbling yet very gratifying to be told that we are such a motivation to them. We are able to provide them with hands on knowledge and skills. It makes a hugh difference to agencies that we walk the same walk every day and understand the realities and challenges. We were told on this trip that we're their heroes!
I always return invigorated and energized, which positively impacts the work I do for the individuals we serve in Delaware County.
Barbara Rothenberg,
Chief Operating Officer
The Arc of Delaware County
Sunday, March 9, 2008
4, 4, 3, 2 A World Record
Five states, four airports, 3 planes and two rental cars (the same one twice) all in one day and all for one trip from Augusta, Georgia to Albany, New York. A trying end to an otherwise extremely successful trip introducing the proactive philosophy and positive approach of the Arc of Delaware County to two large agencies, the last leg of the first phase of our Georgia project. More n the record later, but first ...
Once again … the wisdom of direct service staff, the importance of leadership and lessons learned:
This trip concluded the first phase of this year long project (see prior posts for details). We have provided six agencies in Georgia with two days of training over the last five weeks. This training has focused on our philosophy and approach as it applies to the people served. In two weeks we begin the second phase of an additional two days of training at each organization. That phase will focus on organizational culture and employee / HR practices. This week we learned:
1 This training is powerful. Once again 100% of our audiences (well over 400 people) enthusiastically describe this training as the absolute "best" they have ever experienced. The Director of our largest group told us any number of surveyors and consultants have eloquently reported to them what their myriad of problems are but none of them gave them the practical, systemic solutions we presented.
2 People are eager to do a good job. There is so much talk about poor work ethic in America; yet what we consistently find is that people truly do want to do a good job. But if there is no support or poor leadership they lose heart and things spiral downward.
3 Workers are smart. They know there has to be a better way and they can spot it when they see it.
4 The push and pull of change. Leadership is critical. It is an established fact that cultural change must start at the top. But not enough attention is given to the importance of an inspired workforce. Determined leaders will effectuate change. It may take time and it may get bloody, but change will happen. But it will happen a lot quicker and a lot easier if the workforce pushes while leaders pull.
There is ardent excitement in all six organizations; they have been introduced to a model they can believe in. One that makes sense; will benefit the people they serve; one that is encouraging and positive; one that answers a lot of questions they have wrestled with for years. They're excited and we are excited for them.
5 Alas, unfortunately the first phase of this training also confirmed or rather reconfirmed something very troubling we have known for years. That is, an awful lot of bad hiring and bad promoting is going on and has gone on for quite some time (as in decades).
6 Stop shooting yourself in the foot! Perhaps the most frequent question that arises when attendees start to understand our philosophy and approach is, "How do we get resistant staff to get on board?"
My response is always to begin by stop shooting themselves in the foot. By that I mean begin by improving hiring and promotional practices so as not to continue to hire or promote people who can not or will not eagerly buy into this effort. To achieve higher quality improving these practices is a must. At the risk of mixing metaphors, we have to stop the leak before we start to bale out the boat.
Once the leak is stopped and we are hiring and promoting better candidates they will actually help us turn around poor performers and move out those who are dead weight. Better front line staff will make the poor performers stand out and will make it easier to address their deficiencies. Better supervisors will help us follow through on the retraining of those who will benefit from same or discipline those who are incapable or who resist.
7 Change SWAN to SEAN! For years we have prided ourselves on hiring SWAN's. That is candidates who are smart, willing to learn, ambitious and nice. This emphasis has had many benefits; yet, time and again, we have lamented how hard it is to determine candidates' "willingness to learn". The more unique the organization the more important is the attribute of being willing to learn.
We have spent endless hours trying to improve our interviewing practices to determine this willingness. We do well but failure from time to time, particularly at the upper management level, results in many levels and degrees of frustration and dissatisfaction.
Consequently we continue to study, at times to the point of agony, this matter. We have concluded there are a few reasons why assessing willingness to learn is so difficult. One reason is that it is pretty easy to fake. Look attentive and interested and you can appear willing. Other reasons are that willingness to learn is a fairly passive act and it applies a disproportionate amount of the candidate's willingness to learn to the agency's ability to teach.
The most profound thing I have personally learned this year is that it is more about eagerness than willingness. It is not a matter of the candidate's willingness to listen to us lecture them but rather a matter of them demonstrating an eagerness to learn whatever it is we are teaching as well as those lessons that are unfolding around them even if a formal teaching session hasn't occurred. It is more about the questions they ask than the answers they glean. It is more about the follow up questions than the initial ones. It is more about taking the lessons, applying them independently and asking for feedback than on passing a quiz.
That’s' why we are changing swan to sean. We need employees who are smart eager to learn, ambitious and nice. It's good to be willing but critical to be eager!
Now for more on our traveler's world record:
Bo, Jim and I are claiming a traveler's world record and if you have one to beat it, let us know.
We started by sitting on the runway in our turbo prop Delta Connections plane in Augusta at 8:00. As soon as the doors shut the pilot informed us there was a terrible storm in Atlanta that had put a hold stop on everything going in or out. What to do?
A call back home to our travel agent (glory be for Saturday hours) informed us all Delta flights for the next two days were over booked and we would be lucky to get flights by tomorrow night and we would most certainly have to split up. A real problem since Jim and Bo rode to Albany together.
Pat, our travel agent was great and after checking a bunch of options told us our best chance was to drive to Columbia, South Carolina and buy US Air tickets to Charlotte, North Carolina and grab a connection to Albany from there. She would write a letter to Delta Monday requesting a refund for our Delta tickets.
So back to the Budget rental car booth where we re-rented the car we had turned in three hours prior. Budget may think it is in the car rental business, but since the car was washed and gassed up when we took off again we realized it was really our pit stop and we gave thanks to our pit crew that got us out on time and refreshed.
Two hours later we were in Columbia and while it was very windy there we learned no flights there had been canceled and it looked pretty good our Charlotte flight would take off as scheduled. Still, having learned a lesson, we asked our pit crew chief in Columbia to hold our car in case we needed it again if the weather turned worse. She said she would hold it for three hours and then close it out. A couple of long lay overs in Columbia and Charlotte and we were off to Albany. However our adventure wasn't over. 30 minutes from Albany the worse turbulence any of us had previously experienced set in. The group behind us was have a ball yelling weeeee and woooo with every lift and dip. As for me, I was digging in the pouch in the back of the seat in front of me for that little white barf bag. While they were having fun pretending they were on an amuzement park ride I was breaking into one of those prepuking sweats that lets you know if it the "ride" doesn't end soon I'm going to lose it.
Breath deeply George, breath deeply I kept telling myself.
Fortunately the flight ended just as I was reaching the end of my control.
So, a little worse for wear, today's journey concluded:
4 states, 4 airports, 3 airplanes and 2 car rentals; a record Bo, Jim and I defy anyone to beat!
More next time,
George
Five states, four airports, 3 planes and two rental cars (the same one twice) all in one day and all for one trip from Augusta, Georgia to Albany, New York. A trying end to an otherwise extremely successful trip introducing the proactive philosophy and positive approach of the Arc of Delaware County to two large agencies, the last leg of the first phase of our Georgia project. More n the record later, but first ...
Once again … the wisdom of direct service staff, the importance of leadership and lessons learned:
This trip concluded the first phase of this year long project (see prior posts for details). We have provided six agencies in Georgia with two days of training over the last five weeks. This training has focused on our philosophy and approach as it applies to the people served. In two weeks we begin the second phase of an additional two days of training at each organization. That phase will focus on organizational culture and employee / HR practices. This week we learned:
1 This training is powerful. Once again 100% of our audiences (well over 400 people) enthusiastically describe this training as the absolute "best" they have ever experienced. The Director of our largest group told us any number of surveyors and consultants have eloquently reported to them what their myriad of problems are but none of them gave them the practical, systemic solutions we presented.
2 People are eager to do a good job. There is so much talk about poor work ethic in America; yet what we consistently find is that people truly do want to do a good job. But if there is no support or poor leadership they lose heart and things spiral downward.
3 Workers are smart. They know there has to be a better way and they can spot it when they see it.
4 The push and pull of change. Leadership is critical. It is an established fact that cultural change must start at the top. But not enough attention is given to the importance of an inspired workforce. Determined leaders will effectuate change. It may take time and it may get bloody, but change will happen. But it will happen a lot quicker and a lot easier if the workforce pushes while leaders pull.
There is ardent excitement in all six organizations; they have been introduced to a model they can believe in. One that makes sense; will benefit the people they serve; one that is encouraging and positive; one that answers a lot of questions they have wrestled with for years. They're excited and we are excited for them.
5 Alas, unfortunately the first phase of this training also confirmed or rather reconfirmed something very troubling we have known for years. That is, an awful lot of bad hiring and bad promoting is going on and has gone on for quite some time (as in decades).
6 Stop shooting yourself in the foot! Perhaps the most frequent question that arises when attendees start to understand our philosophy and approach is, "How do we get resistant staff to get on board?"
My response is always to begin by stop shooting themselves in the foot. By that I mean begin by improving hiring and promotional practices so as not to continue to hire or promote people who can not or will not eagerly buy into this effort. To achieve higher quality improving these practices is a must. At the risk of mixing metaphors, we have to stop the leak before we start to bale out the boat.
Once the leak is stopped and we are hiring and promoting better candidates they will actually help us turn around poor performers and move out those who are dead weight. Better front line staff will make the poor performers stand out and will make it easier to address their deficiencies. Better supervisors will help us follow through on the retraining of those who will benefit from same or discipline those who are incapable or who resist.
7 Change SWAN to SEAN! For years we have prided ourselves on hiring SWAN's. That is candidates who are smart, willing to learn, ambitious and nice. This emphasis has had many benefits; yet, time and again, we have lamented how hard it is to determine candidates' "willingness to learn". The more unique the organization the more important is the attribute of being willing to learn.
We have spent endless hours trying to improve our interviewing practices to determine this willingness. We do well but failure from time to time, particularly at the upper management level, results in many levels and degrees of frustration and dissatisfaction.
Consequently we continue to study, at times to the point of agony, this matter. We have concluded there are a few reasons why assessing willingness to learn is so difficult. One reason is that it is pretty easy to fake. Look attentive and interested and you can appear willing. Other reasons are that willingness to learn is a fairly passive act and it applies a disproportionate amount of the candidate's willingness to learn to the agency's ability to teach.
The most profound thing I have personally learned this year is that it is more about eagerness than willingness. It is not a matter of the candidate's willingness to listen to us lecture them but rather a matter of them demonstrating an eagerness to learn whatever it is we are teaching as well as those lessons that are unfolding around them even if a formal teaching session hasn't occurred. It is more about the questions they ask than the answers they glean. It is more about the follow up questions than the initial ones. It is more about taking the lessons, applying them independently and asking for feedback than on passing a quiz.
That’s' why we are changing swan to sean. We need employees who are smart eager to learn, ambitious and nice. It's good to be willing but critical to be eager!
Now for more on our traveler's world record:
Bo, Jim and I are claiming a traveler's world record and if you have one to beat it, let us know.
We started by sitting on the runway in our turbo prop Delta Connections plane in Augusta at 8:00. As soon as the doors shut the pilot informed us there was a terrible storm in Atlanta that had put a hold stop on everything going in or out. What to do?
A call back home to our travel agent (glory be for Saturday hours) informed us all Delta flights for the next two days were over booked and we would be lucky to get flights by tomorrow night and we would most certainly have to split up. A real problem since Jim and Bo rode to Albany together.
Pat, our travel agent was great and after checking a bunch of options told us our best chance was to drive to Columbia, South Carolina and buy US Air tickets to Charlotte, North Carolina and grab a connection to Albany from there. She would write a letter to Delta Monday requesting a refund for our Delta tickets.
So back to the Budget rental car booth where we re-rented the car we had turned in three hours prior. Budget may think it is in the car rental business, but since the car was washed and gassed up when we took off again we realized it was really our pit stop and we gave thanks to our pit crew that got us out on time and refreshed.
Two hours later we were in Columbia and while it was very windy there we learned no flights there had been canceled and it looked pretty good our Charlotte flight would take off as scheduled. Still, having learned a lesson, we asked our pit crew chief in Columbia to hold our car in case we needed it again if the weather turned worse. She said she would hold it for three hours and then close it out. A couple of long lay overs in Columbia and Charlotte and we were off to Albany. However our adventure wasn't over. 30 minutes from Albany the worse turbulence any of us had previously experienced set in. The group behind us was have a ball yelling weeeee and woooo with every lift and dip. As for me, I was digging in the pouch in the back of the seat in front of me for that little white barf bag. While they were having fun pretending they were on an amuzement park ride I was breaking into one of those prepuking sweats that lets you know if it the "ride" doesn't end soon I'm going to lose it.
Breath deeply George, breath deeply I kept telling myself.
Fortunately the flight ended just as I was reaching the end of my control.
So, a little worse for wear, today's journey concluded:
4 states, 4 airports, 3 airplanes and 2 car rentals; a record Bo, Jim and I defy anyone to beat!
More next time,
George
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