Alessandro Di Fiore, CEO of ECSI, reports that a recent ECSI survey found “68% of business leaders firmly believe that great innovators are born and cannot be made.” Alessandro also notes in a HBR blog post “scientific evidence of the last 30 years has proven just the opposite.” So is this just a little factoid that almost 7 in 10 business leaders get wrong and that matters little—like who cares, it’s no big deal? So what would a leader who holds this misunderstanding do or not do? Continue reading
Ah the annual performance appraisal! Let’s deconstruct this. Annual means every year. Performance means accomplishment. Appraisal means offering a judgment on the value of something or someone. So the annual performance appraisal is a yearly judgment of another person’s value to the organization. Continue reading
Where is concern limited? In the short-term; in the short-term what’s between the past and now and between now and the horizon consumes all concern. Those who live in the short-term see only two points of reference, now and the past. When the short-term defines the horizon, then anything that lies beyond is imperceptible and more importantly it is of no concern. It is a frame of reference where nothing else matters and shortsightedness abounds. We are concerned more about what is materially evident in our world than about otherworldly ideas. Continue reading
Robert Galford’s HBR Blog Network article, “How to keep your cool during a performance review” suggest there is a widespread abhorrence and likely fear of the annual performance review. To make what is often a not-so-good experience better Robert offers four tactics: relax; prepare yourself to hear one or more unexpected ‘somethings’; if you don’t agree with the feedback, don’t launch into a defense right away; and when it is over, say thank you, reflect on the overall message and don’t file it and forget it. While these are no doubt helpful toward making lemonade out of a lemon, they don’t mitigate the overall effect of the annual performance appraisal process. Continue reading
Capitalism is so much held in reverence that for some it is like a religion. In fact people proudly proclaim I’m a capitalist! Seemingly it provides the guiding principle for behavior and thus the basis for how to structure life. In effect (putting their faith in capitalism) people have allowed the pursuit of (personal) wealth to define the measure and means of how one should live his/her life. Their faith in the capitalistic dictum of maximizing material self-interest has become so powerful that they believe it to be the answer to all societal problems. Continue reading
Is the system broken? No, not at all! It is fixed just as desired.
Our economic system has no (explicit) concern for ‘we’ in its design, it is all about ‘me’ getting what I can for ‘myself’—it is best labeled an egoistic economic system. The pursuit of material self-interest is the guiding principle for all action. Continue reading
Those in authority can provide leadership experience to people in their organization by striving to provide them the opportunity to realize joy in work. Accordingly, in a New York Times interview, Ori Hadomi (CEO of Mazor Robitics) asserts, “It’s important that people are happy in what they do. I believe my role is not to make people work but to give them the right working conditions so that they will enjoy what they do.” Although few would argue against a people-centered management approach yet far too many don’t put it into practice. Continue reading
There seems to be a debate over the use of standardized test results for accountability as the way to improve student achievement, and thus our education system. Effectually, this debate is turning attention away from understanding the concrete educational experience toward the abstract measures. No wonder teachers and children have to be incentivized to respectively teach and learn! Continue reading
Monthly we are told that the unemployment rate is essentially stuck in the neighborhood of 9% and that the real unemployment is more like 17 to 20%. We have about 25 million people unemployed and without the means to provide for the essential basic human needs. Those without jobs don’t need the monthly figures to tell them how bad things are.
While the unemployment rate is far less than heart warming, what is happening to many who still have a job is almost as dehumanizing. According to the Gallup-Healthways Well-Being IndexÒ from 2008 through 2011 the work environment has been getting worse year-after-year.
What this means is that there is a 4-year declining trend in job satisfaction, treatment by supervisors, openness and trust in the workplace and the ability to use one’s strengths at work. As noted in a Knowledge@Wharton article “with millions of people looking for employment, the workplace these days is an increasingly unhealthy environment for those who still have, and are trying to keep, their jobs.”
A Crime Against Humanity
Why is this happening? As previously noted the intention of many corporate executives is to squeeze labor more and more in order to realize greater and greater profit. To quote Deming, “beat horses and they will run faster—for awhile.” In a stagnant economy with a high unemployment rate most people have little recourse so they swallow what they are given, though grudgingly. They are happy to have a job but not happy with the job they have!
Treating people as fungible objects in the economic equation for the purpose of maximizing one’s own gain is not only exploitation, it is plain and simple dehumanization. No wonder people find the work environment is losing all sense of meaning and worth! You can’t dehumanize people and expect human potential to continue to be available: In the end everyone loses.
We each seek work that not only provides the means for existence we also need work to provide a way to meaning in our existence! People need to be humanly productive through work, and not just materially productive at work. Accordingly, the more the workplace aligns with our humanness, the more humanly and materially productive the organization will be.
We Need Not Manage This Way
The issue is not whether those in authority within our organizations can get away with objectifying people, but whether people in management should treat other people this way. Those who argue for this way of managing might say that the organization must show quarter-to-quarter profit gains and therefore gains by whatever means are justified. Unfortunately justified action does not imply just action!
When you treat people as objects, you are essentially disregarding their humanness, and yours as well. When is this ever a good idea? Isn’t it time we stop to re-think what we are doing to each other (an unavoidably our self)? Isn’t it time to envision and enact a better way of leading?
Since we participate in creating our reality, if we desire to live in a human world then we each must enact it. Isn’t it time that we act out of our personhood and not from an objectified view of our self.
If not now then when is a better time? Have we really the time to waste?