Exceeding Expectations-The Evolution of Excellence -Organizational Culture

The Milton Report

Exceeding Expectations-The Evolution of Excellence

Organizational Culture

December 16, 2009

Volume 14: issue 2

You may have previously heard or read the following story. I cite it to make a point about the next topic in “The Evolution of Excellence.” You should know something about the environment and people who work with you.

“A man was traveling through the woods when he realized he was lost. He struggled to control panicking, for he knew if he didn’t figure out his way soon, he would die. Suddenly, a long, slithering creature appeared from underneath a bush. The man was startled and became more afraid when he could see it was a snake.

The snake quickly cracked, “Don’t be afraid, I’m a snake. I see that you are lost in these woods and I can help you. I am trying to get to the other side of the forest myself and I can get there quicker with you. So why don’t we help one another?”

“But how do I know that you won’t hurt me?” the man quickly snapped back. Annoyed, the snake said, “Look man, I’m a snake and I need to get to where I’ve to go as well or I am in bad shape. We both need one another, so let’s work together.” Reluctantly, the man agreed. So he picked up the snake, threw him over his shoulder and off they went.

The snake skillfully guided the man out of the forest and as the man finally saw the familiar land, he lets out a huge sigh of relief. As they made their way to the land, the snake suddenly bit the man, releasing poisonous venom into his body.

As the man fell on the ground dying, just an inch away from his destination, he looked at the snake and yelled, “How could you do this? You said that we would help each other?!” The snake looked at him, grinned and replied, “I told you I was a snake.”

Moral: A snake is a snake is a snake. When people show you who they are – believe them.”

-Author unknown

One of my first encounters where I had to make a choice about working in an environment one could have construed as a “snake pit” was my second tour of duty at Enron. The first time I worked at Enron was in 1989 on a six month contract assignment. I worked on a project for Enron’s Gas Marketing group (EGM) in the Houston Natural Gas (HNG) building, which is now headquarters for the Houston Police Department. I was tasked with modifying some computer programs used to extract data for some regulatory reporting the company had to submit to the FERC (Federal Energy Regulatory Commission). It was one of the best projects I ever worked and I thoroughly enjoyed the team members and manager on that project. The second time I worked at Enron was also a contract assignment. The year was 1993. This time the contract assignment led to a full time position and my complete entrenchment and indoctrination into the “snake pit.” The opportunity arose through a referral, which led me to the hiring manager. That manager, who at the time might have reminded you of a young, brash Alec Baldwin telling his sales staff that “Coffee’s for closers only”, hired me based on a recommendation from another manager I worked for on the project in 1989. (Please excuse the profanity in the movie clip. My manager was not profane, but he was just as forceful in his presence.) The “who you know” factor was in full effect. I am fortunate that I did a good job in 1989 and someone noticed in 1993.

The job market in Houston in 1993 was a lot more favorable for people in IT. I would venture that it was more of an employees’ market than employers’. There were too many jobs and not enough qualified individuals. One could name the place and the rate at which he or she would work. Times were pretty good. It was a different world than the one we see currently. I left a very comfortable position at Texaco to go to Enron for more money. I think it may have been the equivalent of moving out of the “Witness Protection Program” to go back to working for an organized crime group. It certainly seemed that way in retrospect. I chased the money and the allure of working with leading edge technology for an organization that was on the rise in the Houston energy market.

Did I know it (Enron) was a snake?

Not immediately, but I did get a glimpse around the second day I was on the job. I was accustomed to my own office, peace and quiet, and supporting a user group and systems that did not have to be available on a 24 by 7 basis. The Enron world was much different. I had a cubicle. The environment was open and a bit noisy. Distractions were everywhere and it was difficult to concentrate. Remember, this was 1993. Open environments were not the norm in the business world. Enron was moving towards doing more with less and packing in more people than space allowed. It was the look of the future, at least in the IT world. I had to have a frank discussion with my manager. I did not think I would stay at Enron. I was considering quitting. Then, something happened.

My manager was totally frank and honest with me about the situation.

Imagine that!

He basically told me it was not going to change. It would not get any better and I would have to make a choice about dealing with it or not. He had earned at that moment my utmost respect. I decided that after that discussion I would work hard and make the best of the situation. My mantra became, “I can do anything for six months.” Every six months I would evaluate my situation and start again. I worked hard. I did more than my job and I became an asset to the organization. I knew what I was getting into. It was due in large part to the discussion I had with my manager. We formed a good working relationship and I later succeeded him as manager of the group.

I had to acclimate myself to the organizational culture. More importantly, I had to understand the culture and the expectations of it. The culture at Enron was more than open environments, mission critical systems and performance-based pay initiatives. The culture was about innovation, creativity, and stepping outside the boundaries of normal. I would even suggest it was a culture that did not embrace individuals accustomed to following instructions and blindly adhering to policy. You were expected to question things and push the boundaries of what is acceptable. It was not an environment for “yes” people in my opinion. The culture was not one that rewarded you for doing your job. You had to be on the rise or you were on the way out. A performance evaluation system that force ranked its employees guaranteed that. The best and brightest employees or at least those who truly understood the culture and the dynamics of the organization were those who always managed to sift to the top and stay.

I survived the culture on several occasions. I left the company in the summer of 1996 only to return in the summer of 1998. I did not survive the bankruptcy in December 2001. The company went bankrupt and the value of my portfolio diminished significantly. However, the lessons I learned were invaluable.

As you embark on your journey to find the organizational culture that is the best fit for your skills, talents, abilities, and desires, there are several things I suggest you review to make the determination. These are questions for your personal consideration and may require some homework to obtain inside information. These questions are not necessarily for an interview.

Consider the physical environment of your new position. If you don’t think it will be comfortable in the environment, it will not make sense to begin something you know you will not finish. Will you have an opportunity to telecommute? Does the company have flexible work hours? Is the daily commute, whether by automobile or public transportation, one you can adjust to for at least six months? Who in the company has offices, if anyone? Is the working environment at a noise level commensurate for the amount of concentration the job requires?

Determine what the expectations are for the position or assignment from the hiring manager. Don’t make the mistake of over selling yourself and setting the expectations too high. Is this a high risk low reward assignment? Are the goals and objectives for the job clearly defined? If not, does the manager give any sense of direction about what is expected? How much will you be able to contribute to the process, if anything?

Ask about the performance appraisal process. If communication about performance is not candid and timely, you will never really know the quality of your work. Further, you don’t want to have a passive-aggressive manager who will wait to “spring” any performance issues on the day you are given a pink slip. How often are performance reviews given? Is there an “open door” policy where you can talk to your manager at anytime about job related matters? Is there an opportunity to solicit feedback from external or internal customers, peers, and other management staff? Are you able to provide feedback on your manager (360º feedback)?

Seek out someone from within the company and ask them about the culture. The perspective of a current employee will likely be vastly different from someone in management. Talk to someone within the company, if possible, about things like dress, company-sponsored social gatherings, team atmosphere and morale. It is important to be able to fit into the environment and current team structure. No one wants to work with a prima donna or lone ranger. However, if you like to stand alone and function primarily as an individual contributor, you need to establish the correct situation up front.

Make sure you will like working for your future supervisor. First impressions are crucial. Your manager will certainly make a determination about you during the interview. You should do the same. If you don’t think you will like working for your immediate supervisor, what’s the point? If he or she appears to lack the requisite soft skills that make good managers – forthrightness, discretion, clear communication, strong sense of responsibility, vision, and a willingness and ability to deliver negative information with grace and compassion, don’t make the mistake of thinking this manager will change because of your performance and what you may bring to the table. Remember, in the final analysis it will be about business. It will not be personal. (That is, you do not have to like your supervisor, but if they appear to be a bad manager of people that is a real problem.)

These are just a few things to consider when assessing the organizational culture. You may have some things of your own. However, whether you agree with these things or not, the most important thing is to recognize that how you see yourself fitting into an organization is just as crucial as how the organization sees how you fit into it.

It is not like the organizational culture will change because of you. Remember, it is like the snake and you should know that before you join it.

===================================================================

“It is calming to know that when the final trumpet sounds,

My life will not have ended in vain.

I will run out of time before I run out of words. God has given me the gift of my thoughts.

He has given me the gift of the pen.

I need to use them both to show His will does win….” 1

(1) Excerpt from the poem “ The Things That Matter” –

Included in Voices Inside My Head – Poetry Inspired By God To Heal Pain

Exceeding Expectations-The Evolution of Excellence

The Milton Report

Exceeding Expectations-The Evolution of Excellence

December 11, 2009

Volume 14: issue 2

“Players are not paid to play. They are paid to WIN.”

– Marcus Allen, Hall of Fame Professional Football Player

“You play to WIN the game.”

-Herman Edwards, Former Professional Football Coach, ESPN Analyst

I have followed sports closely for most of my childhood starting around the age of eight years old and all of my adult life. I had never heard anyone, athlete or coach, talk about being paid to win. The expectation was that you would play. Winning was the potential outcome of playing. The expectation was that you would give your best effort and the results would follow. I heard Marcus Allen’s quote on a sports talk radio show recently. It came approximately seven years after Herman Edwards’ famous quote. Forty plus years of following sports and I actually heard someone suggest that the expectation for pay was winning. Simply playing (as a professional athlete) was unacceptable. I was reminded of something I heard during my tenure at Enron in the late 90’s. My manager at the time told me that I would not get paid for a heroic effort. That is, getting paid to work hard. I would get paid to produce results. That stuck with me. The expectation was clear and the Enron culture fostered a performance based mindset. It was then that I realized the importance of understanding the expectations of those who seek and pay for your services.

Exceeding expectations is more than showing up daily and being on time for work.

Winning the game is the performance standard for excellence in sports. The objective is simple. If you win and win consistently, you exceed expectations. If you lose and lose consistently, you are out of a job or a position. The only exception to this might be the owner of a professional sports franchise. If the franchise is a perennial loser, the owner may go out of business. Winning keeps fans in the seats. Again, there are exceptions but those owners can afford to take the financial hit.

Professional sports and business in America share some similarities when it comes to the evaluation of performance. Professional sports teams have to appease a fan base that contributes to their revenue in the form of ticket and merchandise sales. Businesses have to satisfy its shareholders, partners, and boards of directors. If the company is publicly owned, the stock price must be stable or on the incline. If the company is privately owned, profits must increase and the balance sheet should stay in the black. Whether public or private, revenue must increase and profit projections must be met. Otherwise, people lose jobs and a premium is placed on retaining those who perform at the highest levels AND contribute positively to the bottom line results.

Athletes who don’t perform get cut. Employees who don’t perform get laid off or fired, whichever term makes you feel better. The common factor is that the consequences are based on the actions and consequences of a performance based culture. When you perform well, you get paid (sometimes well). When you don’t perform well, the wallet or purse will be a bit lighter.

The world of professional sports is one that most Americans can only embrace from its exterior. Many people live vicariously through athletes who perform at a level he or she could only dream of at best. Appreciation for the accomplishments of professional athletes is demonstrated by the attendance figures at sporting events. America loves sport. I would estimate that the major sports in America – baseball, basketball, football, and hockey are comprised of players representing the top 1% in their respective fields, if not less. It is the minority group of all minority groups. Even MENSA, which is an organization for bright people, requires that you have an IQ that is in the top 2% of the population. It is the uniqueness of ability and talent that is demonstrated on the playing fields, courts and in arenas that people embrace and pay money to witness. Professional athletes do not have a reputation for being MENSA candidates, as it is their athletic prowess that entertains and is expected by the masses. However, one will find that there are athletes who are very intelligent. Exceptions do exist. When I heard the words of Marcus Allen, I realized immediately the strong correlation between his words and what is expected in the workplace in the new millennium.

There is something else that occurs, particularly among fans supporting team sports. They pay money to see their teams perform. Fans want to be entertained and see things that are beyond their natural ability and talent. Fans want to see the extraordinary. Fans also want to see their teams win. If Marcus Allen and Herman Edwards are correct, fans pay to see their teams win. One might suggest that those who support team sports are similar in objective to a shareholder in a corporation.

Workers are not paid to come to work. They are paid to ACCOMPLISH things.

When workers accomplish things, the results are part of a long chain of events that contribute to profits. Accomplishment in business usually means profits. Profits are how shareholders measure the performance of a company and its workers. Exceeding expectations and being excellent means contributing to profits from the perspective of the stakeholders in business. Excellence is not often associated solely with working hard or in sports with playing hard.

The road to excellence is a journey that means understanding and mastering several things. Organizational culture, management expectations, company or departmental vision, client requirements, and peer relationships are all part of the journey. If these areas are not understood to the extent that the right actions result, the ability to accomplish things will be minimized. Lack of accomplishment will lead to lack of a job. The longer you find yourself “just doing your job”, the more quickly you will find yourself in the unemployment line. Employers are seeking more in an age of global competition and global talent. You must be like the professional athlete who is paid to win. You must accomplish things to get paid, rather than just doing a job.

Exceeding expectations starts with fully understanding the expectation. I will explore five key areas in the coming months that can contribute to one’s understanding the evolution of excellence. Stay tuned.

===================================================================

“It is calming to know that when the final trumpet sounds,

My life will not have ended in vain.

I will run out of time before I run out of words. God has given me the gift of my thoughts.

He has given me the gift of the pen.

I need to use them both to show His will does win….” 1

(1) Excerpt from the poem “ The Things That Matter” –

Included in Voices Inside My Head – Poetry Inspired By God To Heal Pain

Copyright © 2009 Milton A. Brown

Helping Others Help You

The Milton Report

Helping Others Help You

December 8, 2009

Volume 14: issue 1

“We cannot solve our problems with the same thinking we used when we created them.” – Albert Einstein

I needed to fully understand that quote at 17. I may have if I had heard it at that time. I don’t know if my actions would have changed.

My problem started many years ago when I bought into the collective mindset that one’s security can be found in a job. I know differently now. When you are 17 and can’t really figure your way out of a paper bag but you think you know everything, the notion of security being found in a job is quite alluring. The formula is simple (so you think). Good job equals good pay. Good education equals good job. Good pay equals ability to get things. Things mean as a young man you will attract women. That thinking is loaded with problems. The biggest problem is that it has taken me over thirty years just to begin to make sense of the inherent lunacy of that thinking. However, creative marketing and a society obsessed with instant everything does nothing to deter you from that mindset. You have to face some trials and obstacles to come to the realization that anything man-made lacks security by virtue of man’s inherent imperfection. This brings me back to Einstein. His words are so simple, yet so profound. Paul, an apostle of Jesus Christ, also stated something similar.

“…be not conformed to this world: but, be ye transformed by the renewing of your mind…”

Paul and Einstein bring something to light that is crucial in solving any problem.

You have to change your thinking.

You must obtain new information. Information that is beyond the boundaries of your current reality must be introduced into your thinking to help you solve problems.

How can you introduce new information into your thinking if you are in isolation and only reliant upon your own experiences, knowledge base, and thinking capacity?

The simple answer is that you CAN NOT do it.

Eleven years ago I had a very heated discussion with someone about this topic. I did not use the right amount of tact and diplomacy, which sometimes happens when you are speaking with someone close to you. But, I told this individual that in order for their circumstances to change, their thinking had to change. I may have been blunt in my assessment. I certainly believed I was right. But, unfortunately, my best intentions were not taken in the right context. The disagreement led to a rift and it was years later when the damage was repaired. However, I did not back down from the premise and I have come to realize in my own life that when my thinking is not right, my realty is not right.

Searching for a job has reminded me that my thinking has to be right. As I headed off to another meeting with my career counselor, I thought about the exchange I had years ago and my circumstances today. It suddenly hit me that the same “advice” I gave years ago was the advice I needed to give myself today.

My thinking had to change. I was continuing to approach my problem doing the same things and thinking the same way that I had several months ago. (Einstein also referred to this as “insanity”.) It is time to regroup and revise the approach. Nearly six months removed from gainful employment and seeking an opportunity that will best leverage my skills, I was coming up empty. I realized that I have to change my approach. Integral in the change to my approach was the understanding that I needed to figure out how to get others to help me by helping them.

How do you help others help you?

This was my problem in a nutshell.

When I discussed this in my meeting with the career counselor, I was prepared with two questions to help facilitate the process.

How can I help you help me? How can I help myself?

These two questions opened up a dialogue that led to some fantastic insights. When you are in a working situation, managers are always more helpful when you can come to them with ideas about how to solve the problem at hand. The ideas may be totally off base, but bringing ideas to the discussion shows him or her that you are thinking. Further, when you put yourself in the middle of the problem and accept responsibility for its solution and consequences, you gain alliance because of your proactive approach.

I don’t know anyone who enjoys helping someone who is not willing to put forth some effort.

It was decided after some discussion that I should redirect my energy. I will focus my efforts on increasing my network contact. Plus, I will commit to approaching companies in a more direct manner, which means attempting to contact senior executives directly rather than relying solely upon the online websites or networking. It was also suggested that I target my search to specific companies and if there were individuals at certain companies I was interested in meeting, then perhaps that could be accomplished through one of the business networking web sites. However, the major point was that a fresh approach was generated because of my willingness to explore other avenues and get beyond my current mode of operation. You can help others and you can help yourself if you keep the following things in mind.

1) Pray about your problem. People of faith understand this immensely. Ponder and meditate on it to ensure you have an accurate understanding of your needs, desires, and scope of the situation.

2) Prepare yourself with knowledge to help solve the problem. If the knowledge needs to come from other resources, make time to consume the information whether it is through books, people, Internet, or the public library.

3) Persist in the effort. Someone might say, “Don’t quit.” Keep pursuing the solution until you are satisfied with the outcome.

4) Pass the information to someone else. Once you have solved your problem, provide the information to someone else who can use it. Personal testimony is a strong method to sell anything including “advice”. Sometimes people will take into account personal testimony over other facts he or she might be aware. Tell your story.

Eleven years ago my advice to someone was to change their thinking. The reality is that I needed to change MY thinking. Advice is only beneficial if the other person is willing to accept it. They have to be willing to ask the questions. How can I help you help me? How can I help myself?

If you do the four things mentioned previously, you will help others help you and the journey to whatever it is you desire will be a lot more interesting and hopefully fruitful in the process.

Paul and Einstein were right and they are a whole lot smarter than I.

I think I will let them help me.

===================================================================

“It is calming to know that when the final trumpet sounds,

My life will not have ended in vain.

I will run out of time before I run out of words. God has given me the gift of my thoughts.

He has given me the gift of the pen.

I need to use them both to show His will does win….” 1

(1) Excerpt from the poem “ The Things That Matter” –

Included in Voices Inside My Head – Poetry Inspired By God To Heal Pain

Copyright © 2009 Milton A. Brown