So what does this mean. In essence they would approach their work as something they were sufficiently passionate about that - money being no object - they would actually volunteer to do it.
While this may not be such a stretch for many staff in tranquil times[or to recruit staff for this mind set] it becomes much more challenging in times of continuous or dramatic change.
Kerry Feldman who has worked as a Senior Executive in the public sector, manufacturing and mining industries and lectures in Corporate Strategy and Organisational Behaviour explores this concept . She argues that ultimately it is based on alignment of the values and beliefs of the staff member with those of the organisation and therefore the change being implemented.
"In civilised societies, people constantly and unconsciously comply with the values and beliefs of a common culture and it is this compliance that maintains the society. We don’t need to be told not to steal from our friend or hurt our neighbour; we just know that it is wrong. And, if somebody were to try and make us do either, naturally we would refuse. Organizations similarly develop cultures made up of values and beliefs about how people should behave. Employees associate these values and beliefs with the organisation’s success and don’t need to be told what to do or what not to do to comply with the culture. As long as the culture remains relevant, the organisation benefits – managers are relieved of much of the work associated with controlling or directing staff."
Taken to the next level - not only do they not need to be constantly "controlling" staff but staff are working pr0actively and enthusiastically because their beliefs are fundamentally aligned.
So how do you do this? A wide range of research shows the following are some of the fundamentals
- Engage staff by involving them in the development of change strategies or at least the implementation tactics - help them to understand the drivers and how the change will benefit the ultimate stakeholders
- Demonstrate how the new vision will meet their individual needs (e.g. for job security or professional development, need for meaning,etc)
- Model the behaviours required to embrace the change
- ASK don't tell. find out what they are really thinking and feeling about the change and help them to find an alignment with their own values and beliefs.
While this sounds simple - as we all know , in reality it can be extremely time consuming and challenging. However the investment in time up front will ensure a much greater percentage of your staff moving to a volunteer mindset about the change and thus time in fighting rear guard actions or "pushing" your people is dramatically reduced - not to mention the wear and tear on your own energy levels this takes.
Reflection
- As with all good leadership we need to look in the mirror before looking out the window at others. So, we need to reflect "Do I have a volunteer mindset? If yes, do I proactively show this to others? If not - what would it take to shift to being a volunteer and if I can't should I stay in this role?"
- Then, think through each of your staff . Which ones are already "volunteers"?
- what is holding back the others? How can you find out?
- What is the motivator for each individual to become or remain a volunteer?
- If you have a staff member who, regardless of the work you put in trying to help them understand, engage and align, will clearly remain only for the work / money transaction, then what action will you take? Is this enough or do you need to take an action? [I will explore this more in the next blog]
Challenge
In your next team meeting, explore what concrete observables they think would be in evidence if people have a volunteer mindset and whether they see those behaviours in their own team. If not, what will it take for them to appear.
As always, I look forward to your thoughts and comments. Please add them to this blog to help all our reflections.
D
