{"id":33414,"date":"2018-03-12T05:00:58","date_gmt":"2018-03-12T11:00:58","guid":{"rendered":"https:\/\/tested-neuron.flywheelsites.com\/?p=33414"},"modified":"2018-03-12T21:14:30","modified_gmt":"2018-03-13T03:14:30","slug":"every-day-tested-5-principles","status":"publish","type":"post","link":"https:\/\/unreasonablegroup.com\/articles\/every-day-tested-5-principles\/","title":{"rendered":"Every Day, You’re Going To Be Tested On These 5 Principles"},"content":{"rendered":"

O<\/span>rganizations are built on the work of people who don\u2019t get paid very much, don\u2019t receive sufficient respect, and are understandably wary of the promises they have been hearing for years. Calling these folks the bottom of the org chart doesn\u2019t help.<\/p>\n

Imagine that throughout your career you were paid as little as legally possible, the last to be hired and the first to be laid off. Imagine that the boss gets more vacation days, doesn\u2019t have to clock in and out, and is actually given control over how he spends his time.<\/p>\n

Why is it surprising to bosses, then, that some workers respond to this arrangement by doing as little work as possible?<\/p>\n

People actually want to do a good job. They want to be proud of their work, and they appreciate being engaged.<\/p><\/blockquote>\n

Here\u2019s the thing: people actually want to do a good job. They want to be proud of their work, they appreciate being engaged, and they thrive when they have some measure of control over their day.<\/p>\n

Too often, though, the optimistic leader meets the pessimistic front line, and distrust undermines all the good intent. The boss loses patience and reverts to the test-and-measure, trust-no-one, scientific-management tradition of dehumanizing the very humans who make the whole project work.<\/p>\n

And so, back to being mediocre. Back to high turnover, low trust, no care. Back to workers who don\u2019t believe and bosses who are now cynics. Mostly, back to an ordinary organization that\u2019s like so many others.<\/p>\n

There\u2019s an alternative. But it\u2019s a process, not an event.<\/p>\n

Step 1: A commitment, from the top, that this place is going to be different.<\/h3>\n

The commitment is open-ended. It involves leading and showing up and keeping promises, for months and years into the future. It\u2019s non-cynical, and it views leadership as an opportunity \u2013 the possibility of serving customers at the very same time you inspire and enable employees.<\/p>\n

This is going to take a long time, and it\u2019s not going to be the cheapest path. It turns out, though, in industries where people matter (which is more and more of the work we do), this path pays for itself eventually.<\/p>\n

Step 2: Hire for attitude, not for learned skills.<\/h3>\n

You can teach someone to do just about anything. It\u2019s far more difficult to build an instinct to care. When you hire trustworthy people who are willing to trust you, you have an opportunity to build trust, which enables communication, which allows you to teach, which upgrades everything.<\/p>\n

Too often, though, the optimistic leader meets the pessimistic front line and distrust undermines all the good intent.<\/p><\/blockquote>\n

If you are in a hurry to assemble a group of people who can \u2018do the work,\u2019 you will end up with folks who merely needed a job. On the other hand, if you are willing to invest in people who are enrolled in the journey you\u2019re on, you will end up with a team.<\/p>\n[Corollary: Fire for attitude, fix for skills. The attitudes you put up with will become the attitudes of your entire organization. Over time, every organization becomes what is tolerated.]\n

 <\/p>\n

Step 3: Be clear in actions and words about what\u2019s important.<\/h3>\n

It doesn\u2019t do any good to hire for attitude but only reward for short-term results. If you reward a cynic merely because he got something done, you\u2019ve made it clear to everyone else that cynicism is okay. If you overlook the person who is hiding mistakes because his productivity is high, then you are rewarding obfuscation and stealth.<\/p>\n

Who gets the employee of the month parking space? Who gets laid off?<\/p>\n

People are watching you. They\u2019re not listening to your words as much as they\u2019re seeking to understand where the boundaries and the guard rails lie because they\u2019ve learned from experience that people who do what gets rewarded, get rewarded.<\/p>\n

Hint: if you tell people something is important but fail to give them the tools and the support and the training that they need to do that important thing, you\u2019ve just told them that it\u2019s not actually important.<\/p>\n

Step 4: Be clear and consistent about how we do things around here.<\/h3>\n

It\u2019s going to be a long time before people act like they own the place. After all, you own the place and you don\u2019t even act like you do most of the time.<\/p>\n

This job is important. It feeds my family. It pays the rent. It\u2019s connected to my self-esteem. I will act in the interest of my family, not your invisible shareholders.<\/em><\/p>\n

Step 5: Your problem is not their problem.<\/h3>\n

The people who build the foundation of your business have plenty of things to worry about. Your narrative about your day is not one of them.<\/p>\n

Over time, it\u2019s reasonable to expect that an engaged and respectful working environment will lead to ever more big-picture thinking. But it\u2019s na\u00efve and self-defeating to expect a 20-year-old who\u2019s been on the job for a week to make a connection between the customer who just walked in, your big wholesale account, the loan that\u2019s due soon, and the espresso he just pulled.<\/p>\n

You can teach someone to do just about anything. It\u2019s far more difficult to build an instinct to care.<\/p><\/blockquote>\n

Every day, you\u2019re going to be tested on these five principles. Every day, there\u2019s going to be a moment of urgency, a shortcut presented, a confusion. And in that moment, the first principle is going to come into question.<\/p>\n

But this is the foundation, it\u2019s not the bottom. This is the source for all your possibility, for the change you seek to make.<\/p>\n

Isn\u2019t it worth it?<\/p>\n","protected":false},"excerpt":{"rendered":"

Too often, organizations have high turnover, low trust, and conflict between workers and leadership.<\/p>\n","protected":false},"author":194,"featured_media":38141,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"spay_email":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[476,1546,1515,1557],"tags":[2004,290,418,2741,3431,365],"class_list":["post-33414","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","category-culture","category-leadership","category-management","tag-company-culture","tag-leadership","tag-management","tag-managing-a-team","tag-seth-godin","tag-team"],"acf":[],"yoast_head":"\nEvery Day, You're Going To Be Tested On These 5 Principles<\/title>\n<meta name=\"description\" content=\"Too often, organizations have high turnover, low trust, no care, workers who don\u2019t believe, and bosses who are cynics. 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