April 2009

Is your company transitioning or maturing? Evolving from ‘start up’ to ‘growth stage’ or beyond? Or just plain reconsidering its position, product lines, and value prop? That’s great news–for some.

I’d like to suggest that there are a handful of typical classifications into which some employees may fall. Mind you, certainly not all employees; but upon reaching a critical growth stage and deciding to make that next big leap in an effort to stake a position, raise awareness, persuade perceptions, and grow share, a company can suddenly find its employees on opposing sides of the train track. There are those most comfortable with territory they know, the ground they’ve covered. And then there are those anxious to go new places, explore new worlds.  Friction can ensue.  What do you do?

Opposable sides of the track.

Passive-Aggressive Polly is seemingly on board with the movement. May even offer feint praise for your courage to try new things, the long number of hours you work, the effort put into the first draft of the plan. But her clear subtext is that the new things detract attention and resources from the real job (and hence, not a good idea), your hours are the result of poor time management (that social media stuff you play with), and the plan draft is unrealistic (don’t you know anything about the company yet?).

Comment: Polly might feel threatened, whether by the uncertainty the ‘change’ and the future may hold, and also by those so willing and eager to move forward. In practical terms, what might change mean to her–her role, her influence, her freedoms. Certainly, Polly can’t be permitted to ‘zing’ others as as a defensive strategy.  We don’t bring ourselves up by tearing others down. Try calling Polly on her tactic and ask her what she’s really afraid of. She just might tell you. Or at least she might be abashed that someone saw through her ruse.  Passive-aggressive people aren’t so clever…they only think they are.

Status Quo Stephen pretty much has one speed, and he’s been idling there for his 7 year career there. Has no need for a laptop; work is for the office. May make introduction of a new process or tool much more involved than necessary simply by not applying himself or being obstinate. Often over-complicates technological changes (email protocol? centralized calendar?) because he can’t be bothered. And look, it’s 4:58pm already, time to head home to the recliner.

Suggestion: Try challenging Stephen to tap into the unique gifts that made him a valuable asset at the start of his career. Was it his gift for data? A flair for disarming disgruntled customers? Consider StrengthsFinder 2.0, Caliper, or other assessment that can help you refocus on Stephen’s strengths. Maybe his role has shifted into something that doesn’t match his interests or talents.

Unaccountable Amy lacks self-awareness. Other people, other events, other circumstances are the barrier to her success. Her equipment is insufficient, she doesn’t have the marketing resources, the economy has ruined her prospecting, she was sick as a dog most of that evaluation period, ad nauseam.  And is anybody going to do anything about the recycling already?

Suggestion: Help Amy shore up he weak wrist by holding the mirror for her. If MacGyver could blow a bridge with only a tissue box, flour, shoestrings, binder clips, and sparks from wet rocks, then Amy can be resourceful too. Buddy up with someone to practice breaking through gatekeeper rebuttals. Share her script with another sales person and ask for a critique. Unaccountable people tend to push boundaries until someone truly calls foul!  Unaccountable people are unproductive people.

Control Freak Connie is the romantic equivalent of a mood killer. A buzz kill. Discovers, creates, insinuates, and forces drama, enough to give Scarlett O’Hara pause. She has the power to throw everyone off their groove with her negativity, unwillingness to accept new scenarios, unable to step back and see the bigger picture because she’s still preoccupied with her little place in the whole thing.  There’s yelling, slammed doors, tears, rolling of eyeballs and martyrdom.  Knows where the skeletons are and isn’t afraid to threaten.

Does of Reality:  we’re all replaceable. Heck, the U.S.A. has a Vice President, doesn’t it? A back-up plan? Real success doesn’t come from having the keys to everything (rather, just creates a bottleneck and a power issue). Real success comes from knowing you’re a solid contributor to something bigger. From being vulnerable to review and suggestion. From being self-aware enough to know when you’re a hinderence instead of a help. Know when you’ve taken something as far as you can, and now it’s time for the clean-up batter to drive everyone home.  Doesn’t it feel good to let go?

Reticent Rick is torn. He sees what’s available on the other side and wants to try. But that little voice cautions him from taking steps. He may have taken a chance before, only to have fallen. He teeters between believing in himself, taking risks and being overly cautious.

Observation: His hopeful reluctance does a lot of damage, both to himself and to others that have faith and trust in Rick. Indecisiveness can hinder others from recognizing their full commitment and send confusing messages. It can indicate a lack of confidence in one’s own decision-making and impede others’ growing respect. And it can ultimately perpetuate the weaknesses of others (like Connie, above) by enabling their denial or their drama.

MY POINT WITH ALL THIS? Well, it’s actually complex and not at all a commentary on any single experience of mine. But I am now part of a company poised to be something more this year than it was in year’s past. I know how that makes me feel. And I’m discovering how that makes others feel. I want to learn what groups can do to bridge gaps, understand capabilities, and make judgment calls about individual capacities for change, flexibility, and contributions.

Some have a remarkable power for adaptation. Others cling to their Swingline like that loosely-hinged low-talker from Office Space.

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Author’s Note: A reminder: A) this is my blog, my podium of sorts (which means I get latitude, even if opinionated) and B) I’ve been blessed to work in a good number of companies big to small, in a variety of markets, focusing on a number of verticals. What I haven’t learned about business culture and environments first hand, I’ve absorbed second hand through clients, suppliers, and friends.  I’m betting in even some small ways, readers can identify with this scenario and these characters–they’re universal.

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