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 (360ยบ 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.
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“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
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