Break the Rules and Upend Business As Usual

Upend Business As Usual

 

Should salaries be public?

Is it possible to eliminate the performance review process?

Should customers come second?

Do open offices work?

 

Most businesses have rules and practices that have developed over many years. Whether inherited from long ago practices or invented by the company, these rules often continue unquestioned.

My friend Dr. David Burkus is a business school professor and author who questions many common business practices. His research reveals that many of the rules are outdated, misguided, and possibly counterproductive. His research looks at the contrarian practices of companies such as Zappos and Netflix where the rules are being rewritten.

 

“Great leaders don’t settle for low levels of efficiency.” –David Burkus

 

From designing office space to eliminating annual performance reviews and unlimited vacation policies, David’s book ignites a debate and conversation.

Some of the “rules” may stand the test of time because they work while others may be held in place based solely on tradition. Regardless, his newest book, Under New Management: How Leading Organizations Are Upending Business As Usual, is a good reminder that it’s time to review all the rules and determine whether they still serve a valid purpose.

 

The Case for Change

David, in one book, you have assembled some of the most contrarian practices being used in business today. What led you to this approach?Under New Management

After I wrote my first book, The Myths of Creativity, in which I talked a bit about practices like hackathons and 20% time that spurred innovation, I started to get even more curious about the things innovative companies were doing that seemed unusual or opposite of best practices. As I travelled down that rabbit hole I found lots of people writing about why the ideas were unique and appealing, but no one was making the case for why these practices work so well. Since organizational psychology is my background, I started to look at these ideas through the lens of human behavior and found compelling reasons for why they might be better than best practices.

Do you believe many of our management practices and principles are outdated? Is this a global view?

Well that depends. As Daniel Pink rightly pointed out in Drive, the shift from industrial work to knowledge work left a lot that needed to change about how we motivate people. I think that shift has broader management implications, which I explore in Under New Management. So yes, if you’re organization does mostly knowledge work, it’s likely that your management practices are rooted in some outdated assumptions.

 

Ban Email and Increase Productivity

Let’s look at email. Does banning email really work? Do these techniques work in larger organizations? Doesn’t moving to other technology tools just move the problem and not address the fact that it is people, not the tool, that cause it?

Email is an amazing tool because it’s cheap and it’s asynchronous. But it’s a difficult tool for exactly that reason. It’s easy to send…so we send it far too much. And because it’s asynchronous, it moved us to a world where we’re always on. There are a lot of other tools that are also cheap and asynchronous, but it’s a matter of how the tool is used.

And yes, to some extent, it’s a people issue. The companies that banned email took a deep look at their communication needs and settled on another tool for internal communication. If you’ve looked at what your team’s communication needs are and email meets those needs….great. But odds are, there’s a better tool out there.

 

“Leaders are discovering that limiting email improves productivity.” –David Burkus

 

13 Counterintuitive Ideas to Upend Business As Usual

  1. Outlaw email.
  2. Put customers second.
  3. Lose the standard vacation policy.
  4. Pay people to quit.
  5. Make salaries transparent.
  6. Ban non-competes.
  7. Ditch performance appraisals.
  8. Hire as a team.
  9. Write the Org chart in pencil.
  10. Close open offices.
  11. Take sabbaticals.
  12. Fire the managers.
  13. Celebrate departures.

 

Eliminate the Performance Appraisal

Stop Drifting and Get the Life You Want

Get the Life You Want

Do you have big goals, a plan of action, and the confidence you will achieve your dreams?

Do you daydream about success but don’t really think it’s possible for you?

Do you want to change a wish into a plan?

This week, my wife and I purchased a car. We spent hours researching models, checking safety features, and reading online reviews. After multiple test drives and visits to various dealerships, we finally settled on one she wanted. Then we spent hours more buying it and still more hours learning its various features.

 

“You get what you focus on.” –Daniel Harkavy

 

That’s the way it is when we make a big purchase. I’m sure it’s the same in your home. We do this when planning vacations, too, right? Reading online reviews, choosing hotels, and carefully picking flights or planning a drive. If you’re at the stage where you have a teenager picking a university, you may be experiencing the dizzying array of possibilities. All of it requires time, attention, and careful planning. Whether college, a car, a vacation, or a family event like a wedding, we take the time needed to plan it all out so that we have a memorable experience.

So let me ask you a question.

Do you spend that type of time planning your life?

It seems that many of us go through our lives, accepting what comes, and just “going with the flow.”

What if there was a better way?

 

“People lose their way when they lose their why.” –Michael Hyatt

 

Michael Hyatt has just written a book with Daniel Harkavy that will help you design the life you want.

Living ForwardMichael is the CEO of Intentional Leadership, an online leadership development company. He is the former CEO of Thomas Nelson Publishers and also the NYT bestselling author of Platform: Get Noticed in a Noisy World. You may have heard his popular This is Your Life podcast.

Michael also is a close personal friend. He encouraged me to join Twitter and start blogging. I’ve watched him grow his business, but more importantly I’ve watched how he lives his life.

Which is why I am confident you will enjoy his newest book, Living Forward: A Proven Plan to Stop Drifting and Get the Life You Want. Though I don’t know his co-author, Daniel Harkavy, I know he was Michael’s coach. His company, Building Champions, has helped many people get on track to accomplish their goals.

I recently asked Michael a few questions about the new book.

 

Design Your Life

What is a life plan?

A life plan is a brief document where you establish your personal priorities and articulate the steps you need to get from where you currently are to where you want to be. It’s a living document that you write yourself that gives you a view of your life.

 

“The man without purpose is like a ship without a rudder.” –Thomas Carlyle

 

Tell us about your own experience with Life Planning.

Daniel introduced it to me when he was my coach in the early 2000s. Before I created a Life Plan, I spent way too much time at work. That was one area where I did plan, where I was intentional, but I was really drifting in other areas of my life, including my health, family, community life, and everything else that is truly important to me. Life Planning has been transformational for me.

 

“There is no such thing as a compartmentalized life.” –Michael Hyatt

 

Begin With the End in Mind

5 Tips to Increase Your Efficiency and Impact

Power Tips to Increase Your Impact

All of us want to be more productive. David Horsager is a productivity expert. His work has been featured in numerous publications from The Wall Street Journal to The Washington Post. His research is focused on the impact of trust, and his client list ranges from the New York Yankees to John Deere.

His latest book is The Daily Edge: Simple Strategies to Increase Efficiency and Make an Impact Every Day. I recently asked him about five of the thirty-five tips included in his new book.

 

“Lost time is never found again.” -Ben Franklin

 

Manage Your Energy 

Tip 7Tip 7. Managing your energy is something few think about. We are often on autopilot. How do we become more conscious of our energy? What’s the best way to use our energy through the day?

Before you make any changes, you have to become aware of how you are spending your time. Take two weeks and log it. Keep track of both your time usage and the level of energy you feel at that time. Then, take time to study it and make a few adjustments with how you spend your time. Log for another week if you need to in order to gather useful information.

Try scheduling an early morning meeting and then not another until after lunch. See how creating this pocket of time affects your daily productivity and energy levels. Maybe you need to schedule as many meetings as possible on one day so that other days are left more open. I have learned that morning is my most effective time, so that is when I tackle writing, research, and other more difficult projects. I try to protect a morning power hour so I can have at least one uninterrupted hour on my most difficult tasks first thing in the morning. My team knows to try to schedule meetings with me right after lunch. Since I am an extrovert, the people I meet with during that low-energy time of day end up energizing me for the remainder of the afternoon!

You can’t dictate everything about your schedule, but you can influence it to meet your needs. A lot of people squander their most valuable time doing their easiest activities and tackle their toughest tasks when their energy is at a low point. Don’t let that happen to you! Leverage your time and schedule so that it works for you. Awareness and intentionality come first. If you can do this, it will build momentum and your work life will be easier.

 

“Clutter is a result of delayed decisions.” -Audrey Thomas

 

Efficient Email 

unnamed-4Tip 13. Email. Some people really struggle with it. What tips have you seen make a difference for those who find it a challenge?

If you feel you have an e-mail problem, it isn’t going to go away any time soon. Ignoring your lack of a system will compound the problem and affect the rest of your work life. Some people have hundreds if not thousands of e-mails in their inbox. This is a very common area to struggle with because of the sheer number of e-mails we receive every day. Managing it is simpler than you might think once you have a process in place. It’s going to require getting disciplined about it. I know an executive who went from 57,000 emails to 9 in his inbox! He called and said, “I’ve never felt better!” Before you get too overwhelmed thinking about it, consider the following ideas.

  • Get rid of the chime or prompt. Ask yourself: Are the e-mails coming into your inbox worthy of dropping everything to read and respond? If the answer is no, then turn off the notification function.
  • Let them bundle. You think things are urgent, but the cost of interruptions is enormous. See if you can only check e-mail at the top of every hour. So much time is spent managing e-mail. Don’t fall victim to this.
  • Get in the habit of going through these four steps. The minute you open an e-mail, archive or delete if at all possible. Deal with it right away. Don’t read it now and also read it later.
  • File it or archive it. Get it out of your inbox once you’ve replied. It takes your mindshare if it’s always there as a distraction. It’s overwhelming. Feelings of being overwhelmed are the killers of productivity. Try setting up filters for certain e-mails you don’t want to see until you are ready. For example, I auto-filter newsletters for when I have extra time to read on the plane or in a taxi.
  • Flag it for later or attach it to the calendar. If you know you will need to reference it prior to a meeting, flag it for a later date or attach it to your calendar. Again, our mindshare is limited, so avoid constant exposure to something you don’t need to look at for a while. The information will be there for you when you need it.

By the way, e-mail with an emotional context can absorb an enormous amount of time. Leave the emotional conversations for a phone call or an in-person meeting. You will be less likely to be misunderstood and e-mail will be preserved as a means for information sharing – the way it was intended. 

 

“With each sunrise, we start anew.” -Anonymous

 

 

Maximize Meetings

4 Secrets of Passionate Organizations

How to Create Performance Breakthroughs

 

How can your team reach its potential?

What if you could add a dose of passion to every member of your team?

How do you improve productivity and morale?

In his new book, Performance Breakthrough: The FOUR Secrets of Passionate Organizations, Mike Goldman reveals the four secrets for creating a more passionate organization. With 25 years of experience coaching organizations of all sizes, Mike Goldman has seen what works and what doesn’t. I recently spoke with Mike about how to create performance breakthroughs.

 

“The first step to a performance breakthrough is to accept that we are all different.”

 

Effective Techniques for Understanding

To treat others the way they want to be treated, we need to understand them. What techniques do you recommend to have someone listen and really understand someone in order to make secret one work?

I would recommend using three different techniques: asking, observing and assessing.

 

ASKING

Ask- Meet one-on-one with each team member to ask him or her about their values, motivations, and learning styles. Don’t come right out and ask, “What motivates you?” The answer you get won’t be very helpful since, chances are, your team member will just tell you what they think you’ll want to hear. You want to ask behavioral interviewing type questions like:

Think back to a time when you were incredibly motivated at work. What happened right before to make you feel that way?

Think of a time when you had to learn something new, and it just “clicked” for you. What method of learning did you use?

 

OBSERVING

Observe – Watch the individuals on your team during meetings, high-stress situations, and social situations and take note of their styles and reactions. Do they take the lead in meetings, or do they follow? Are they agreeable, or do they play devil’s advocate? Do they thrive under pressure, or wilt?

 

ASSESSING

Assess – Conduct behavioral and personality assessments: There are many good behavioral and personality assessments on the market, such as Innermetrix®, Profiles International®, DiSC®, etc. These assessments are typically very accurate and may give you and your employees important insight on their styles, talents, values, and motivations.

 

“Giving ownership enables people to reach their true potential.”

 

FOCUS ON STRENGTHS

How Much Time Do You Spend Doing Shadow Work?

Time, Money and Productivity

 

How do you feel about bagging your own groceries?

You do put the grocery cart back in the parking lot, right?

Pump your own gas?

Do you book your own travel?

 

I do all of this. And I never gave it a moment’s thought. That is until I read Craig Lambert’s new book Shadow WorkThe Unpaid, Unseen Jobs That Fill Your Day. Businesses have somehow shifted the model, moving work from them to us without us even knowing. How this happened and its implications are fascinating.

I spoke with Craig about his observations about the fascinating world of what he calls “shadow work.” Craig served as a staff writer and editor at Harvard Magazine for more than two decades.

Are You Unknowingly Working for Someone Else?

 

Define this new term for us: shadow work.

Copyright Jim Harrison; Used by Permission Copyright Jim Harrison; Used by Permission

Shadow work includes all the unpaid jobs we do on behalf of businesses and organizations.
Once you define it and explain, it seems so obvious. It makes a light bulb come on. What made you aware of this concept and decide to write about it?

One night while waiting in line to check out at the supermarket, I noticed an attorney I knew slightly, about twenty feet away. She was a senior partner in a downtown firm, definitely earning a big paycheck—well into the six figures. Yet there she was, scanning and bagging groceries. She was doing this at a self-serve checkout, for her own groceries, of course. Yet she was still doing an entry-level job, one that pays around the minimum wage. And she wasn’t even getting the minimum wage; she was getting nothing at all, working for free. This was the first instance I’d noticed of what I’ve come to call “middle-class serfdom.”

I started thinking about other places where the consumer is working for free, often doing jobs that used to be done by a paid employee. I realized that there are many examples of this, most of which have appeared in recent decades. And that the phenomenon is growing. I started to see that there was a broad social trend afoot, and that “shadow work” was an apt name for it.

 

Shadow work is the unpaid work we do for businesses.