>I’m revising a course I’m due to deliver next week called ‘Making a Personal Impact’. It’s aimed at juniors in the workforce to give them more understanding about how to make a better impression and impact so that they get noticed and become able to move up the corporate ladder. As part of the course I’m doing a piece on what it means to be pro-active and as I was searching the interwebs, I was directed to Stephen Covey’s website http://www.stephencovey.com. He’s the author of the best selling book ‘7 Habits of Highly Effective People’. The book was first published in 1989, has sold over 20 million copies, and has been named the “#1 Most Influential Business Book of the Twentieth Century” according to his website.
Let’s fast forward to the here and now. A lot of authors have written about and blog regularly about how to be effective and the latest ten rules for doing so. I take issue with the continuous rise of such things, least of all because they tend not to be evidence based, more anecdotal, and this means there’s no real fix. The better works try to be scientific in their approach but still fall foul of not following an effective or repeatable process. Anyway that’s not what I’m blogging about.
My question today is around why we’re all not conforming to the multitude of theories in existence that tell us how to be successful and/or effective. Well the answer is pretty simple really. The companies and organisations we work in just don’t support these theories. Business 101 tells us that companies are in existence to make money. In order for that to happen, those same businesses look for the kind of people who are willing to put in the time and effort to make things happen. That’s a broad brush comment which is meant to include all manner of behaviours such as selling, collaborating, seeking new business, delivering on time, etc.
Part of that demand for success means sometimes those businesses have to overlook the desirable qualities that are oft quoted as being the corner mark of an effective person. Do you want a CEO who is able to make hard decisions, communicate them out and keep a business surviving, or a CEO who spends time ensuring staff are being cared for, relationships are well maintained, and may miss opportunities to sustain business success? I’m trying to present extremes on purpose.
The problem is the habits of highly effective people are often in conjunction with other behaviours that aren’t quoted or discussed. Some of these highly effective people are task masters. Some are sticklers for discipline. Some are really picky about details. Some just care about big ideas and big promotions. Some just railroad others into accepting their way of thinking. These are all traits which many executives possess but no-one really takes the time to recognise.
One psychometric tool I’ve come across does attempt to redress this. It’s called the Hogan Dark Side and is developed by Psychological Consultancy Ltd. It’s a good tool which encourages seniors to look at what may ‘derail’ them. What this means is, you may have a trait, e.g. gregarious and energetic, and this may be a great strength of yours. There may be circumstances you encounter which inhibit this strength continuously and make this person derail by forcing them to behave in ways that are uncharacteristic and damaging. For example, they start to go out for drinks far too often, during lunch and then after work, they spend too much time talking to colleagues and socialising rather than doing work, they try to get involved in company social events and miss meetings and deadlines.
But that’s just one tool and it’s not used widely enough to be recognised by the wider working world. My concern is that people go out and buy self-help books on personal success and how to be the next millionaire but they’re not being told the full story of what list of traits are not talked about.
To further this line of thinking, I’m going to make a rather bold statement. We wouldn’t have experienced the financial crisis across the world if all those workers in the banking industries truly exhibited the qualities of highly effective individuals, being genuine and not looking for personal financial gain. Instead, those industries promote and expect behaviours along the lines of: look out for yourself, get a big bonus, don’t collaborate, keep information close at hand, amongst others.
So where does this take us? If a company wants its staff to truly be displaying the qualities that seem to be in high demand, it needs to be explicit about that in a variety of different forms. The company should have a set of values that are clear and understandable by all. There needs to be a behavioural competency framework that outlines what’s expected of everyone in a very practical way. There has to be a clear and unbiased promotion process, succession plan and skills matrix. Review periods have to be mandatory and the opportunities for learning and development made available to every member of staff.
I’m not saying all companies are bad at doing this. If anything the Great Place to Work Survey by the FT shows us clearly that there are a lot of companies striving to get it right and perception from their staff show this to be the case. What I am saying is this needs to be built into every company so that we can have the kind of effective business and quality of workforce that we seem to be looking for.