I was in San Francisco for work last weekend. It was great. San Francisco is the perfect city for people that hate being hot, hate being cold, and that love being angry all the time. That’s because of its microclimates. Due to hilly terrain and oceanic currents, weather conditions can vary dramatically between different pockets within the city.
Posts from the ‘Organizational Culture’ Category
Among the many workplace phrases that I would like to make illegal is “getting buy-in”. It’s almost always paired “WIIFM”, which stands for “what’s in it for me?”, and is short-hand for the way we imagine a totally average employee who is also a diabolically shrewd and calculating villain assessing our carefully crafted change initiative or program implementation.
Everyone wants to improve their brand. Hardly anyone wants to improve themselves.
I get it. I love to exercise, but will be the first to admit that buying workout clothes is more fun than actually getting myself to the gym. Writing about having difficult conversations is infinitely more enjoyable than actually having them. Talking about your great company culture is much simpler than figuring out how to make sure it lives up to your description every day.
I was at SHRM’s Annual Conference in Chicago last week, speaking about how HR can support effective remote work. I’ve given different versions of this talk in a few contexts, but one of my core messages is always that remote work (in any form, be it fully remote teams or roles, or a ‘work from home’ policy) cannot succeed if it is layered over a low-trust work environment.
When I speak about this topic, I share a few symptoms of low-trust as it relates to remote work, and one of them is an organization in which managers are free to treat ‘work from home’ as a reward, rather than understanding and applying a clearly defined business reason for committing to remote work/’work from home’ as an organization.
I always loved the show Arrested Development. In fact, after the last US election I vowed to only comment on US politics on Facebook using gifs from the show, to avoid contributing to the vitriolic, overwhelming, and (in my opinion) futile, political debates going on in my feed (as a Canadian I’m truly just yelling into the void about this stuff). Turns out this Jason Bateman gif works for more recent events too.
A good reminder that I married the right person is that he agrees to go to a talk about catastrophic failure in complex systems for date night. This week, Anthony and I heard Andras Tilcsik and Chris Clearfield give an overview of their new book: ‘Meltdown: When Our Systems Fail and What We Can Do About It’.
It’s a fascinating look at how many of the systems we encounter in our day to day lives are becoming increasingly complex and tightly coupled, making them more vulnerable to surprising meltdowns.
I remember the first time a manager asked me for advice on how to train one of their employees to “manage up”. This kind of question is my favourite part of working in HR. It’s like overhearing a fascinating snippet of conversation as you pass a dinner table at a restaurant and then trying to figure out the topic under discussion*.
What the heck does ‘managing up’ mean? I mean, I know what I think it means. But more importantly, what the heck does it mean to you, the manager on the other end of the phone? What unmet need or unarticulated frustration lies behind the request to HR to suggest how you can make someone on your team understand how to manage you, their manager? Let’s backtrack to explore the winding path that led to this moment, when you are asking me for a book** I can suggest for your employee to read on ‘managing up’.
Culture. It keeps coming up in the conversations I’m having with HR professionals about sexual harassment right now. After writing about sexual harassment last year and launching a related project for 2018, I’m having a lot of these conversations at the moment.
We should talk about culture when we talk about sexual harassment (which I would like us all to be doing right now, with a new humility and curiosity), as long as we’re doing so in ways that are actionable and specific. It’s far too easy for ‘culture’ to be used as shorthand for “I don’t know why, but that’s the way things are here”.
I am a messy desk person. I always have been a messy desk person, and at this point I think I always will be a messy desk person.
This fact always seems to come as a surprise to colleagues and friends. “But you seem so organized!” they exclaim, in a tone that makes it clear I’ve just revealed something disappointing and mildly shameful about myself. I am quite organized, but it’s always interesting to see how the state of my desk causes people to question this assessment of me.
I get it. Messy is not a characteristic we aspire to. At best, we consider it a quality of someone who’s childish or careless; at worst, a sign of madness. Mary Kondo took this to the bank.