Tag Archives: Work

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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Filed under Growing up, Reality checks

Taking Sides

I’m in the middle of a few negotiations. Actually, I’m more of a mediator than a negotiator and I’ll explain that in a second.  What we’re negotiating isn’t important to the screed today but the manner in which the negotiations are taking place is. Frankly, I’ve rarely been as frustrated as I am at the moment and I’d like to explain why because it illustrates some things people sometimes do that are self-defeating.

The Inner Cloister

(Photo credit: kern.justin)

One thing I’ve always believed about business dealings is that there needs to be a certain amount of trust.  You have to believe that the other party is acting in good faith.  In my mind it’s like our system of justice:  innocent until proven guilty. In this case I’m working with two parties who completely mistrust one another.  In part that’s because they’re in a field that’s filled with people who misrepresent themselves.  In part it’s because neither of them is willing to reveal more than a little information at a time which fosters mistrust and doubt.  It’s a prescription for disaster.

Another thing that’s become obvious is that rather than the two parties positioning themselves on the same side of the table trying to solve mutual problems they’ve taken seats on opposite sides.  They’re missing out on the mutual creativity and solutions that can come when the parties work together.  Instead, they make demands of one another which arise from their own needs without any recognition of the other side’s reality.  It makes for a protracted discussion rather than a quick resolution.

I think it boils down to the people involved.  It’s way too easy to write it off to the industry or to the money.   Negotiating requires maturity and empathy – these folks seem to have neither.  As is the case in most business situations you can’t fix the business until you fix the people involved.  That’s a far more difficult process than any business deal.  As the intermediary, my role has been to keep the information flowing, the dialog alive and the emotion each party has been expressing to me from arriving on the other party’s doorstep to make things more complicated.  I’m successful at it some of the time but once in a while some of the above factors leak through my firewall.  It makes for interesting days.

There is only one side in a negotiation – the one on which things get done.  Of course there are divergent needs and priorities but unless and until everyone commits to a solution that is mutually-beneficial and encompasses the entirety of those things, not much gets done.  Do you agree?

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Filed under Helpful Hints, Thinking Aloud

The One Man Band Battle

I got a note from a regular reader of the screed who was kind enough to send along today’s topic.  I’ll let him tee it up (not, it’s not golf) for you. He’s a smart developer who works solo, like so many of us do these days.  Here’s the situation:

I will be provided with an RFP shortly, along with 4 other entities. Although I think I have the inside track, I am battling the perception from the CEO that I am a one-man-band. My estimation is that the project is 4 man-months of work if I do it single-handedly but the CEO wants to go from RPF to implementation in 2 months.

To win this contract I must partner with others to combat the one-man-band perception and to get the project completed within the desired time-frame.

As a sage man of business, you could probably  give me some good advice on how to battle the negative perceptions so I can win this contract, which I would appreciate. I also think my predicament might serve as good subject matter for your blog.

Indeed it does!  My advice to him was to do a little sales jiu-jitsu – turn the negative into a positive.  In a time when it seems everyone I meet is either a consultant, a contract employee, or even a short-staffed manager, none of us are one man bands.  Everyone I know pulls in additional folks from time to time and I’m willing to bet the CEO (or his managers) do that as well.  A big advantage we independent folks have is that we’re no/low overhead operations.  You’re not paying for a nice building, multiple layers of staff, or large benefit programs.  Most of us are generally very senior and have been fully vetted and battle-tested.  There are no junior people on your account and it’s much easier for us to adjust to the right size team whilst people with entrenched staff can’t just up and hire and fire.

Another big advantage is the trust factor.  Those of us with lengthy high-level careers can generally be trusted to get the job done within the allocated time frame and budget and to let you know ahead of time if it’s going to be an issue.  If the CEO in question is dubious, build in some safeguards – penalties if the job isn’t done on time or additional fees if it’s done ahead of schedule or under budget.

Am I being self-serving here?  Maybe.   Then again, perhaps one can be right and self-serving at the same time.  Hit up the comments and let me know, and keep those topic suggestions coming.

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Filed under Consulting