In talking this week with Debra, one of my new American friends, about leaders creating ‘Followship’ the subject of ‘Employee Engagement’ (EE) came up. Although EE is widely practiced in projects to bridge a void in the contract between staff and leaders, I had not thought much about what it represents.
Referring to a military example of strong employee buy-in, Debra suggested that it is often better to build employee support for a vision without all the funding in place; than to merely accept a funding stream and then change the direction of teams to follow it. I readily agreed with this emphasis on followship, saying ‚ÄúRight -you can’t buy buy-in.‚ÄĚ
What I came away with was a thought that whilst Employee Engagement may be just another fad, it fails to answer an underlying problem; no, not the nuts and bolts of creating buy-in, but asking ‘Why don’t our organisations naturally allow staff pride in work, and grow joy and ownership that render EE unnecessary?’
I’m pretty sure that the problem is the way we run organisations, split along functional lines that do not relate to the real work, as top-down hierarchies with multiple purposes that divide staff, and involving staff downstream of decision-making instead of pulling in their expertise up front.
I’ve been reading an example in today’s ‘USA Today’ newspaper of how difficult it is to go against a damaging culture, in this case alleged serious fraud in US government property arm, the General Services Agency.
Many of us know at an intuitive level when things are very wrong. Elaine Johnson says: “Moral behaviour is hard-wired into the human brain.” -however the rub for the would-be whistle blower is that acting on what we know to be right is tougher when the consequences for one’s employment are severe.
Reports to federal committee hearings say that an executive had fostered a culture of ‘putting people down’ who objected to his spending decisions. Apparently the official’s spending habits extended to taking a nine-day visit to Hawaii to attend a one-hour ribbon cutting. One employee told the Inspector General ‘he squashed someone like a bug’ for speaking out.
However oversight since the inspector’s report of May 2011 suggests the matter is a deeper problem than one person’s bad behaviour, with evidence to federal committees suggesting that lavish spending after the release of the inspector general’s report points to a ‘-culture we are going to get to the bottom of…a culture of fraud’
And once the behaviour has spread widely, being a whistle blower is a whole lot harder again. Dr Deming wrote: ‘Fear invites wrong figures. Bearers of bad news fare badly. To keep his job, anyone may present to his boss only good news.’
Beyond the alleged fraud, such a climate of fear damages the lives of all people it touches. There lie hidden and possibly greater costs than those exorbitant purchases, because they are largely external to the organisation, and not costed to the accounts.
Website is now operational, thanks to hugely professional work by Mike Roberts, of www.MJR Productions.co.uk¬†¬† ¬†¬† -so now I can fly solo safe in the knowledge that when I meet a strange situation or hit an ‘oops’ button, experience is on tap to restore my horizon.