Tag Archives: managment

Creating A Great Work Environment

What’s the best work situation you’ve ever had and why was it so? Was it working for yourself, a start-up, or a big corporation? I got a chance to ask myself that question again Saturday night when a number of us who worked together 20+ years ago at ABC Sports got together. Most of us hadn’t seen one another in at least a decade but like most reunions of closely knit groups, it felt as if we’d just spoken last week.

Let me explain why this was the best work situation I’ve ever been in and offer some suggestions how you might try to replicate it wherever you are. What’s interesting to me is that what I’m going to say was echoed by every single one of us in the room in terms of what we experienced and how we felt. None of us are kids any more and yet we all agreed this was the best period of time we ever spent over our professional lives.

  1. The boss was very much in charge.  That seems like a prescription for heavy-handed disaster, but in this case it means he gave us all clear, firm direction.
  2. The boss allowed us to figure out how to accomplish the goals.  He was smart enough to recognize that many roads travel to the same place and we needed to take those which we could navigate effectively.
  3. There were no staff meetings or other “process” items wasting our time.  Oh sure, once a quarter or so we’d get together to go over stuff but the emphasis was on results, not process.
  4. There was the equivalent of a very productive staff meeting every morning.  Because of the next point, the senior staff would end up in someone’s office every morning an hour before work officially began going over what we were doing, opportunities for action, rumors, and anything else.  It was the equivalent of a 5 hour weekly meeting and many times more productive.
  5. The executive team liked one another as people and respected one another as professionals.  We socialized outside of work and some of the team I still count among my closest friends.
  6. Finally, the boss cleared away all the corporate stuff to allow us to do our collective thing.  He fought for budgets, he made sure we were paid well, he took the heat when something didn’t go as planned.  Like a good parent, he wasn’t afraid to let us know when we’d screwed up (BOY did he let us know) but we never doubted that he supported us and we never felt like we’d get fired at any minute.

That’s the prescription if you’re the one building the work environment.  Assemble a great team, give them clear direction, provide resources, and get out of the way while staying connected.  It’s 20 years later now and I think most of this team would go back to work together in a minute if the opportunity arose.  Many of us agreed we didn’t realize at the time how special an environment we had but we sure do now.

What do you think?  Ever been in this sort of work environment?  Is this about what you had?

 

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How To Ask The “Best” Question

A client asked me about the “best” social game company the other day. Like most simple questions, this one had no simple answer. How was he defining “best?” The one that made the most engaging games as measured by how long users were playing? The one that sold the most games? The one that was most profitable? Or maybe the one that creates games that really are works of art? Each of those questions has a different answer in my mind so I did what a lot of we consultant types do: I answered his question with a question.

Putting my confusion aside, that simple question raises a good business thought.  Let’s ask it about TV.  What’s the best program on TV?  I might answer that as a fan – the one I like the most and which is appointment television for me:  Homeland, The Newsroom, and even a program that’s not on “TV”, House Of Cards.  Obviously, I’m defining “best” in a way that takes writing, acting, plot, and other factors into account.  I might answer it as a former TV executive (which I am!): The Voice, American Idol, and even Duck Dynasty come to mind.  They’re watched by some of the biggest audiences, they’re not particularly expensive to produce, and they take in a lot of money.

Which is the “best restaurant ”  If one of Thomas Keller‘s places come to mind, I’d agree answering as a foodie.  As a businessperson, maybe the right answer is someplace that feeds millions and makes over a billion dollars a quarter?  Not that McDonald’s tops any fine dining lists of which I’m aware.

The point is that how we answer questions is very much tied to our point of view.  If you’re asking them, it’s important to figure out from which perspective you want the answer given.  If you’re answering them, it’s critical that you ascertain the underlying reason for the question in the first place.  As with the above examples, your answer may be very different based on that.  A little clarity can go a long way in advancing business success. Have you found this to be the case?

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Flying Into The Merger Wind

I see that American Airlines and USAir announced their long-rumored merger this morning. I’ve flown over a million miles on American so I know it quite well. Over the years I’ve flown USAir from time to time but it I’m certainly not as familiar with it. Why do I bring this up?

departing LAX

(Photo credit: Wikipedia)

I’ve been through several corporate mergers. I was with ABC when CapCities bought it and then again when Disney bought CapCities. I was at CBS when Viacom bought it. From those experiences I learned a couple of things that I think have broader implications even if your company isn’t getting bought.

Mergers fail.  A lot.  In fact, studies indicate that somewhere between 50% and 85% of mergers come up short.  I suppose that part of it has to do with the reason for the merger in the first place.  If a company is buying another to eliminate a competitor  the mission is accomplished no matter what happens to the acquired company.  Part of it may be the enthusiasm for the merger blinding those involved to the potential pitfalls or wacky financing.  But I think it’s primarily for another reason.

Simply put, culture.  Think for a second about new immigrants to this country.  They may not speak the language.  They are unaware of our customs.  They might not even know our laws.  All of those things create resentment – look at the news and you can find many examples of it.  It’s not that they’re bad people – their culture is different.

It’s no different when corporate cultures meet.  There are almost always differences in management styles.  How employees feel about the companies vary as much as do their benefits.  Lost in the shuffle is the fact that one company is not buying another – you’re acquiring people!  Those people may have been trained to have a different focus and how they measure success might not align exactly with your expectations.  As with the immigrant example, helping them to learn the culture and to speak the language is an imperative.

I’ll be watching this merger with interest.   I’m wondering if and how the cultural changes will manifest themselves to the flying public.  If the managers are smart , the next year will be spent making sure everyone is on the same page and understands the cross-cultural changes.  If they aren’t, like the vast majority of mergers, this one will fail.

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Filed under Helpful Hints, Reality checks