Tag Archives: Corporation

Chapter-a-Day

Big Dogs and Bad Dogs

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“The Pharisees and some of the teachers of the law who had come from Jerusalem gathered around Jesus…”
Mark 7:1 (NIV)

When I began my career over 30 years ago, I had zero experience in the fields of market research or quality assessment, which are the two primary services our company provides. This was intimidating, to be honest. I was a young man entering a world I knew virtually nothing about. Our company’s founder and CEO explained to me that he was not hiring me for my acumen in research and assessment, which I would learn, but rather for my gifts in communication.

What I learned in those early years is that the research and quality assessment our company provides are complimentary. Our customer research tells a client’s executive team what drives their customers’ expectations and what the company needs to do operationally to improve their customers’ satisfaction, retention, and loyalty. Quality Assessment (e.g. “Your call may be recorded for quality and training purposes…”) helps uncover how the front-line Customer Support and Sales representatives can actually improve and deliver on those customer expectations in their daily conversations and interactions with the client’s customers.

These are two very different audiences.

The executive team members handling operations, sales, and marketing are educated, experienced, and influential individuals. They think about data in strategic and tactical ways on an organizational and operational scale. There’s a certain language they speak and a way that they think.

The front-line representatives who are actually interacting with customers and handling the countless daily “moments of truth” in which customer satisfaction is built or broken, are a very different group. They tend to be among the least paid and least powerful individuals in the company. They have a very different lingo and way they think. They also have the monumental, typically overlooked, task of communicating directly with the customer while applying the policies and procedures that have been dictated down the chain of command from the C-Suite.

And, as Shakespeare famously wrote, “There’s the rub.”

My real job, my boss told me, was the ability to take objective data and effectively communicate the same results to these two very different audiences. These audiences, by the way, typically have little appreciation or understanding of one another. I had to help the executive team understand what the data said and what they needed to do operationally to deliver on those expectations through the company’s policies and procedures. To the front-line sales and support representatives, I had the responsibility to communicate the same data in a way that would help them craft their conversations and communication with customers. Often, that means managing the broken policies and procedures that we had yet to convince the executive team to change.

This came to mind today as I read the chapter, in which Jesus is likewise communicating with two very different audiences who have very different perspectives about everything.

The chapter begins by telling us that an entourage of “teachers of the Law” had come from Jerusalem to hear and inspect Jesus. These are the “big dogs” of Jesus’ religion and culture. These are the execs making a visit to the plant in rural nowhere from the Jewish C-Suite at corporate headquarters. “Everyone be on your best behavior. Look sharp, and busy!”

The big dogs call out Jesus for not following their corporate religious HR policies and procedures. Everyone was expected to wash their hands a certain way, as well as the cups, plates, and utensils they use per corporate policy 4A, sub-section B, paragraph three in the employee handbook. Jesus told his team they could ignore these silly rules. The Big Dogs have come to put Jesus on a corporate Performance Improvement Plan and press Him to get in line with corporate policy.

Instead, Jesus gives the Big Dogs an ear-full about how hypocritical and out-of-touch they are with the day-to-day realities of life for the front-line workers in the sweat shops far from the C-Suite. The policies and procedures are not only silly, but they’re rigged to benefit the corporation and its executives, not the customers or the front-line team members.

This does not go over well.

Not surprisingly, Jesus decides to take some PTO from His base of operations in Galilee. He hits the road and gets out of Dodge for a while. Mark tells us that Jesus first goes to the region of Tyre and Sidon then makes His way to an area known as the Decapolis. These are not places where the Big Dogs hold sway. In fact, these are primarily non-Jewish regions where non-Jewish “Gentiles” live and operate. The Jewish Big Dogs considered non-Jewish Gentiles and their lives to be dirty, base, and unacceptable. They literally called Gentiles “dogs” as an insult. The “Big Dogs” looked down with derision and condescension on the Gentiles. Gentiles were the “Bad Dogs.”

So Jesus, having infuriated the Big Dogs, goes to hang out with the Bad Dogs. While He’s there, a Gentile woman comes to Him begging for Jesus to heal her demon possessed daughter. Jesus trots out the corporate employee HR handbook stating that policy 8C, sub-section A, paragraph two forbids him from talking to or healing a Gentile, especially a female Gentile and deal only with the good Jewish children of Abraham (preferably the men). Why? Because Gentiles, especially women are “dogs.” So says corporate policy.

“But Jesus,” the woman replies. “Even dogs get scraps dropped from the children’s table.”

I can picture the smile on Jesus’ face. This lowly “bad dog” gets what all the corporate “big dogs” can’t see or understand from their corner offices at corporate headquarters. What was intended by the Founder to provide an exceptional customer experience of Life and Love had been lost in a culture of profit and power seeking, bureaucracy, and top-down authoritarianism. Jesus makes the demons leave her daughter.

In the quiet this morning, I’m so thankful for the “real world” experience my career has given me to observe how systems operate and to interact with individuals on every different level of those systems. It’s been fascinating to try and use data and truth to change the thinking and behaviors of individuals at different levels of an organization in order to facilitate change that will benefit the client’s customers and culture. I’ve learned a lot, not only about business, but also about life and human beings. Jesus was dealing with a very similar system because they are human systems. As a disciple of Jesus I’ve learned that systems typically don’t successfully change without human beings changing. If you change the motives and outcomes of enough human beings, there’s a chance to change the systems they’re in.

If you know anyone who might be encouraged by today’s post, please share.

These chapter-a-day blog posts are also available via podcast on all major podcast platforms including Apple, Google, and Spotify! Simply go to your podcast platform and search for “Wayfarer Tom Vander Well.” If it’s not on your platform, please let me know!
Chapter-a-Day

Poison on the Team

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As charcoal to embers and as wood to fire,
    so is a quarrelsome person for kindling strife.
Proverbs 26:21 (NIV)

There is a client of mine who had a team that had been struggling for some time. While other teams around them were making great strides in their service performance, this one particular team languished in mediocrity. My quarterly training sessions with this team were sometimes painful. Silence. Arms crossed. No eye contact. No participation.

There was one member of this team who was, by far, the worst performer of the group. His performance on the phone calls we regularly assessed were so bad, that one almost had to willfully try to be that consistently awful to their customers. Over several years, the management team tried just about everything to motivate a change in this person. They tried offering cash bonuses for better performance, they provided remedial coaching (I had the joy of conducting many of the coaching sessions…ugh, also painful), they wrote him up on multiple Performance Improvement Plans with HR, and they made threats to fire him. Nothing worked. The longer this went on, I believe the more convinced he was that he didn’t really have to change and the more stubborn he became.

Coincidentally, I was asked at one point to mentor this team’s new supervisor. The newbie had been a member of the team for a long time and was promoted to his first managerial position. I watched him go through all of the same efforts as his predecessor trying to motivate behavior change in the team’s entrenched curmudgeon.

“What am I going to do with him?” the supervisor eventually asked me directly.

“Fire him,” I responded just as directly.

The supervisor seemed shocked by response. I explained.

“Look,” I said, “Your management team has wasted their efforts for years trying to get this person to perform. There is a well-documented track record of a bad attitude, poor performance, and an unwillingness to do any more than the very least that is required to avoid getting fired. His attitude has poisoned the entire team and your team will never be healthy until you get rid of the problem at the source.“

I had made this same suggestion multiple times to the supervisor’s predecessor and managers, but they could never take the final step of terminating his employment. I actually expected nothing different from the new supervisor, because he was new and firing a team member went against this client’s corporate culture.

I was, therefore, surprised to learn that my managerial protégé took my advice and fired the team member a short time later. Wouldn’t you know it? That year the team that had been mired in mediocrity reached their service quality performance goal for the very first time. I handed out more year-end performance awards to members of that team than ever. The team that had been so painful to train for so many years was laughing, cheering, clapping, and celebrating.

In today’s chapter, Solomon wisely says that a quarrelsome and contentious person is like adding wood to a fire. It spreads. My client’s entire team was stuck in their contentious mediocrity and poor performance because of one team member’s poisonous attitude. I wish I could say that this is the only example I’ve seen in my years of helping my clients improve the quality of their customer service, but it’s not. It’s actually fairly common. What isn’t common is a client’s willingness to do the right thing for everyone (especially their customers) and decisively extract the poison from the system whether it is firing the person or moving them to a different job with a different team that might be a better fit.

In the quiet this morning, I find myself thinking about other poisonous team members I’ve encountered in my vocational journey and the reticence, even in my own company, of confronting it. What I’ve observed over time is that these individuals really don’t want to be in their positions. Sometimes getting rid of a poisonous team member actually frees that person to find something better for themselves. I have followed the careers of a few fired team members on social media and it appears that they are much happier after finding a job that better suits their talents, desires, and personalities. And, some appear to be tragically angry and contentious people in any role no matter where they work.

At least a company can fire such a person. When the contentious and quarrelsome individual is part of a family system, it’s a far more difficult situation. Solomon had another proverb for such tragic circumstances:

To have a fool for a child brings grief;
    there is no joy for the parent of a godless fool.

Chapter-a-Day

Building Silos

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This is what the Lord commands for Zelophehad’s daughters: They may marry anyone they please as long as they marry within their father’s tribal clan.
Numbers 36:6 (NIV)

Almost every morning Wendy and I meet in our dining room for our requisite cups of coffee and tea. We read the newspaper together and start each day catching up on current events and solving the worlds problems. Over weeks and months and years we begin to see patterns that you can count on. For example, no matter what piece of legislation is presented by Congress here in America, all parties will get out their crystal balls and predict either blissful utopia or utter apocalypse depending on which side of the aisle they butter their womb-to-the-tomb pension and benefits package. The same clichés will be used like worn-out rags for the public while behind closed doors congressional staffers will be hammering out appeals and deals.

Along life’s journey I’ve observed that there are always unintended consequences to virtually any law. Laws may benefit the majority but will typically have unintended negative effect for others. Laws always get amended, altered and changed by additional legislation or by interpretations and clarifications from the judicial branch. It’s just the way the system works.

In today’s chapter we finish our journey through the ancient book of Numbers with a rather odd, anti-climactic story. A few chapters ago the unmarried daughters of a guy named Zelophehad approached Moses and argued that their father’s inheritance should pass to them, even though they were women. Women in near east cultures of that day could not own property and, in fact, were typically considered the property of their fathers or husbands. In a law that was incredibly progressive for the time, Moses agreed with the orphaned daughters and set up a new law granting unmarried daughters of a dead father the father’s inheritance. The inheritance would then pass to their husband if/when they eventually married.

Today we have an appeal to the original law. The ruling men in the tribe begin to ask themselves “What ifs.” It would not surprise me if multiple men from various tribes were lining up in an ancient version of The Bachelorette. Marrying Zelophehad’s daughters and getting your hands on Zelophehad’s inheritance would be a lucrative deal. “Mazel tov!”

The problem was that tribal inheritance in the promised land was to be set in stone and absolute. Land was not to pass back and forth from one tribe to another. The case of Zelophehad’s daughters created a problem. Their father’s land would go to their future husband. If they married outside the clan then their tribes land would be owned by another tribe. Moses quickly amends the original law stating that Zelophehad’s daughters must marry inside their own tribal clan.

Of course, when you follow the news long enough and acquaint yourself with human history you begin to see patterns. Today’s amendment will have its own unintended effect. When human tribes isolate and insulate themselves socially it creates “us versus them” mentalities. Eventually the tribes would turn against one another in a protracted civil war.

This morning I’m thinking about tribes and clans. In the business world we often speak of “Silos” in which departments and divisions of corporations operate within themselves and largely function in exclusion to the corporation as a whole. In the world of institutional Christianity we see this same paradigm in silos we call denominations. Across the U.S. I see silos in politics and in my own community I see silos culturally among groups with different ideas and interests. Silos we build with the best of intentions to shore up the identity and cohesion of certain groups become exclusionary protectorates that eventually contribute negatively to the whole.

The further I get in my life journey the more inclined I am to stop building silos and to start tearing them down.

 

 

Chapter-a-Day

Preparing for Leadership Change

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Moses told the Israelites all that the Lord commanded him.
Numbers 29:40 (NIV)

For almost a quarter century my vocation has afforded me the opportunity to work with a number of businesses of all shapes and sizes around the globe. I’ve worked with small, family owned firms and giant global corporations. Finance, retail, telecommunications, insurance, manufacturing, and you name it. It continues to be a fascinating journey.

One of the observations I’ve made along my tenure is that every company’s culture flows out of the executive suite. Even in publicly traded companies and global conglomerates I observe that the leader’s personality, values, and priorities ripple through the organization. Positively or negatively, employees become acclimated to this corporate culture. It becomes the culture they know and are used to working within. When there is a change in leadership, there is always a wave of anxiety that courses through the company.

The transfer of leadership can be a tenuous and troubling period for any group of people. This is especially true with charismatic, larger-than-life leaders who build large organizations over a long period of time. Perhaps no one in the history of humanity fits that description better than Moses.

One of the realities that made me scratch my head when I first began reading God’s Message as a young person was the repetition. In the past few chapters of the book of Numbers we have a repetition of the description of prescribed feast days and festivals that God has given through Moses which were already described in the book of Leviticus. Why repeat it all over again?

As we near the end of Numbers Moses is nearing the end of his tenure as Patriarch and leader of the Hebrew tribes. He led their rescue from slavery in Egypt. He led them out of Egypt. He led them to Sinai where God prescribed through Moses the law, rituals, and traditions that gave their fledgling nation identity, organization, and order. He has been leading them through the wilderness to the land God had promised. He is old and a transfer of leadership is about to begin. Joshua will soon take the mantle of leadership. Believe me when I tell you that anxiety is rippling through the Hebrew nation. Even Moses, arguably the greatest leader in history, has got to be feeling it himself.

“Are they ready? Is Joshua ready? How are they going to manage? Are they going to be okay? Will they succeed without me?”

And what to good leaders do when they’re transferring leadership of the organization they’ve loved and served? They prepare the team for the transition.

And how do you prepare an organization for the leadership change? You remind them of the things that are important to remember.

While Numbers is right next to Leviticus in the Bible, it was written many years apart at completely different times and occasions. In today’s chapter, Moses is reminding Joshua and the nation of the things that are important for them to remember by repeating for them the outline of prescribed sacrifices, festivals, and feast days.

This morning I’m mulling over some transitions I’ve recently experienced and am experiencing in my own personal world. As a leader I want to be mindful of how my personality, values, and priorities affect the people under my leadership and the organizational culture that results. I want it to be positive. Likewise, I’m reminded this morning that good leaders prepare the people they serve, as best they can, for transitions of leadership. That includes reminding people of the important things they need to remember.

Chapter-a-Day

Corporate Changes; Eternal Brand

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The Lord said to Aaron, “You will have no inheritance in their land, nor will you have any share among them; I am your share and your inheritance among the Israelites.”
Numbers 18:20 (NIV)

I’ve recently taken on new responsibilities in our company that began with leading a strategic planning effort this past month. As part of that process, I’m evaluating the way our business does things and considering changes, enhancements, and improvements. I don’t want our team to simply make changes for the sake of change. There’s got to be good reason for the things we do that accurately reflects who we are and contributes to what we are called to do as a business.

As I think to the future and the road ahead for our group, I also find myself being mindful of the legacy of our founder’s mission. I don’t want to lose sight of what the company was created to be. There are some things that don’t change with regard to our brand. If anything, some things need to become enhanced. It’s simply who we are.

In many ways, the book of Numbers that we’re journeying through a chapter-a-day was God’s spiritual business plan for the ancient Hebrews. It’s an organizational manual for how God was establishing a system of worship. Things were not structured haphazardly. There are reasons that God, the founder and CEO, is structuring things a particular way.

One of the curious decisions God made was to make sure the priests and Levites, who were in charge of the temple, the offerings, and the sacrifices, could not own land or have an inheritance. “I am your share and your inheritance,” God said.

There is a very important purpose in setting up the team this way. Those who were part of the priesthood, the ones who were the spiritual conduit between God and humanity, were to understand and constantly maintain an eternal perspective. To quote the old bluegrass classic, “This world is not my home, I’m just a passin’ though.” The priests and Levites didn’t own land and didn’t have inheritance passed between generations because they understood that ultimately this whole earthly journey has an eternal destination. The world and all the stuff get left behind. The priest and Levites were invested in that which is beyond this world, those things which are eternal, the things that the Founder and CEO are really all about.

Times changed over the course of history. The system changed. The spiritual marketplace went through a great depression. Legacy ways of doing spiritual business in this world changed. Jesus came to be the ultimate sacrifice once for all. Holy Spirit was poured out into all believers. It was a new economy for spiritual business, and God’s spiritual business plan was getting a face lift. Old religious practices passed away like the telegraph, the ticker tape, and the IBM Selectric. New sacraments and paradigms were put into place.

But some things don’t change.

The legacy concept of the priests not having an earthly inheritance did not go away as part of the updated business plan. In fact, Jesus made it clear that God being the “share” and “inheritance” was a foundational, core part of God’s brand. It was a corporate value that was no longer limited to one team in the organization, but shared by all. It was part of every team members job description. In speaking to all the shareholders on the mountainside, Jesus said:

“Don’t hoard treasure down here where it gets eaten by moths and corroded by rust or—worse!—stolen by burglars. Stockpile treasure in heaven, where it’s safe from moth and rust and burglars. It’s obvious, isn’t it? The place where your treasure is, is the place you will most want to be, and end up being.” Matthew 6:19-21 (MSG)

The CEO was updating the business plan, and the old business silo of the “priesthood” was being functionally expanded to include everyone in the organization (1 Peter 2:9-10). Along with it, everyone in the organization was to understand that this world, and the things of this world, have zero eternal value. The world, and the things of this world, in no way contribute to the mission and goals of the organization. They will not help the organization be successful in implementing the strategic plan. Therefore, this world and the things of this world are not where members of the organization are to invest our resources, our energies, or our corporate concerns.

This is the legacy from the Founder. This is the brand.

It’s simply who we are, and who we are to be.

Chapter-a-Day

Mentors, Mantles, and the Mayhem of Transition

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[Elisha] picked up the mantle of Elijah that had fallen from him, and went back and stood on the bank of the Jordan. He took the mantle of Elijah that had fallen from him, and struck the water, saying, “Where is the Lord, the God of Elijah?” When he had struck the water, the water was parted to the one side and to the other, and Elisha went over.

When the company of prophets who were at Jericho saw him at a distance, they declared, “The spirit of Elijah rests on Elisha.” They came to meet him and bowed to the ground before him.
2 Kings 2:13-15 (NRSV)

Transitions are never easy. Along life’s journey I am constantly finding comfort in the status quo. What “has been” seems safe and secure in the “now.” Change skews the equilibrium. Anxiety bubbles to the surface. What “will be” suddenly seems uncertain because the “now” is no longer what “has been.” Anxiety quickly morphs into fear. I try to maintain the outward appearance of stability despite the fact my spirit is reeling like a drunken sailor. Fear subtly begins to leak out of my sub-conscious into the open in all sorts of unexpected (and often unhealthy) ways as my spirit searches for ways to cope with uncertainty.

In my work I often find myself on-site with clients amidst the whirlwinds of change. Corporate acquisitions, changes in leadership, changes in technology, changes in team, and changes in jobs are all realities that my clients struggle with in their workplace. There are even companies I know for whom the destabilizing effects of change become the status quo. I get to witness the internal and external effects of the ceaseless churn on individuals in my coaching sessions and conversations.

There are many layers of meaning in the events described in today’s chapter. I could write a weeks worth of blog posts (or more) peeling back and exploring every one of them. The main theme of today’s chapter, however, is transition. It is an event that our culture regularly references without realizing the source. When the great prophet Elijah is whisked up to heaven in a fiery tornado,  his “mantle” falls to the ground. Mantle refers to a loose cloak worn over clothes. His protégé prophet, Elisha, “takes up the mantle” of leadership from his mentor, Elijah. Elisha picks up his mentor’s discarded mantle and immediately uses the mantle to perform the same miracle Elijah had just performed with it before his dramatic exit. The act confirms to the team of prophets witnessing all of this that there has suddenly been a huge transition in the executive ranks of the prophetic organization. The corporation of prophets suddenly finds themselves with a new CEO.

What’s fascinating is that the first act among the corporation of prophets is sub-conscious anxiety oozing out into well-cloaked organizational action:

“Let’s appoint a committee to go look for Elijah. We saw him whisked up in a whirlwind, but no one saw him land. We need to verify that he is really gone.” (Because finding Elijah and returning to the comfortable status quo would feel much better than the anxiety I’m feeling about Elisha running things!)

Elisha warns that the actions are a waste of time and resources, but the search committee is adamant to the point exasperating the new leader. Fear does funny things to people.

This morning I’m thinking about transitions. I’ve been through many of them professionally and personally on this life journey. I’ve come to recognize the familiar, internal pangs of anxiety and fear that accompany these abrupt changes of course. They don’t necessarily get easier, but I’d like to hope that I’ve matured in how I respond to them inside and out. I’ve come to understand that what “has been” never completely passes away. It simply becomes the foundation on what “will be” is going to be built. I simply have to hold the tension of “now” with faith in what I believe to be true no matter what was, what is, or what is to come: I can trust that God’s got this.

‘Do not fear, for I am with you;
Do not anxiously look about you, for I am your God.
I will strengthen you, surely I will help you,
Surely I will uphold you with My righteous right hand.’
Isaiah 41:10

Be anxious for nothing, but in everything by prayer and supplication with thanksgiving let your requests be made known to God. And the peace of God, which surpasses all comprehension, will guard your hearts and your minds in Christ Jesus.
Philippians 4:6-7

Trust in the Lord with all your heart
And do not lean on your own understanding.
In all your ways acknowledge Him,
And He will make your paths straight.
Proverbs 3:5-6

featured image: detail from the St. John’s Bible