simon sinek

“I Intend To”

Bureaucracy is a bitch.

What few people realize is that as an upper level exec, in a lot of too many organizations, there’s virtually no natural incentive to approve… well, anything. If you don’t approve requests or initiatives, what can go wrong? You don’t get some (rare) praise for accomplishing something – big deal. But if you approve something and it goes wrong??

As a young Community Manager, if I had a broken hot tub that needed a $1.6k repair and it was over my $500 spending limit, I’d need express written approval.  No biggie, right? I’ll just email my boss and get an answer.

After multiple follow ups, weeks later, there’s no answer beyond the yawning chasm of silence. Why wouldn’t they just tell me ‘no’ if that’s what they wanted? Because not answering the question meant they were the safest they could be.

See, there’s risk in saying yes to things. What if someone comes along later and says you screwed up by approving that thing which could have been done cheaper, better, differently, etc…? What if I get yelled at? What if… something something bad feeling?

I wasn’t alone. A LOT of my cohorts’ bosses did the same thing. Ignore, brush off, delay, deflect, slow roll, forget – anything to not have to take a stand on something that should be easy because the fear was always at their neck that they’d get ripped for it. They wanted express permission from the owner before they’d be ok saying yes. What point was there for their existence then? We could just get the permission from the owner if that’s all it was.

When the issue finally reached crisis level, the owner had the foresight to implement the system that Simon mentions at the 33 minute mark in this video: “I Intend To.”

The way it worked was, if we needed to do something and couldn’t get an answer, we’d fire off an email with “IIT:” in the subject line. If we weren’t told NO within 48 hours, we were free to do it. It changed the onus from getting approval to bosses having to say NO if they felt something shouldn’t be done.

As you can imagine, things improved immediately. Bosses who didn’t have good reasons to say no, besides their personal fear, could tacitly approve something without lifting a finger. Oh happy day!

And don’t get me wrong – I don’t mean to say there shouldn’t be checks and balances and proper vetting of capital requests. By all means, I’d include how many bids I’d received, what the nature of the issue was, what the repair proposed was, why that was a rational way to proceed and what the timeline would be. I’d proactively try to answer every question I could get to make sure it was in line with our company’s values and goals.

Bottom line or TL;DR: There’s all kinds of benefit in empowering your people as opposed to teaching them to subsist on compliance. Your people aren’t the problem, your environment, your culture are the problem.

Eliminate bureaucracy, breed commitment by increasing your team’s involvement.

 

School Shootings about Loneliness? Can We Help?

I recall hearing ages ago that rape isn’t about sex, it’s about power. At first it seems counter-intuitive, but then quickly makes sense. The horrible people committing these acts are attempting to gain something they lack – power.

Simon Sinek (Who I’ve written about often) says in the clip below that school shootings are a new endeavor (16 years since Columbine) that are based entirely on loneliness. And that necessarily, our new technologically connected society is helping to create that sense of loneliness.

The true irony of the connected age: It’s never been easier to connect with anyone in the world and yet it’s never been more difficult to connect with your neighbor. 

I don’t know if you’re old enough to recall Columbine, but in the immediate aftermath the media blamed just about anything not nailed down: Marilyn Manson, violent video games, violent movies, the list goes on. Given the fact nothing like that had happened before, SOMETHING had to be responsible. That same fall I’d started a psychology class in Gainesville and we must have debated the cause for a week and I don’t recall anyone ever blaming loneliness. To hear it now, it seems equal parts obvious and ground breaking – a paradox wrapped up in a centuries-old stone tablet.

I’ve been thinking a lot lately about the fundamentals of why things work the way they do, and why organizations are the way they are. Inevitably, these thoughts take me back to the very heart of what motivates individual human beings: Maslow’s hierarchy of needs.

maslows-hierarchy-of-needs

After we’ve covered the basics for survival (the first two tiers) we get immediately to belonging. Sinek’s supposition is that each of these shooters are missing this basic component in their lives, and that if we, as leaders, would make it our mission to help give people a sense of belonging, we could do a lot to limit the instances of these shootings.

Honestly, out of all of the years of speculation I’ve heard on the matter, it makes the most sense to me. The next question becomes, how do you do that? What’s that look like in practice? What’s that look like in the work place? In our communities? Is it even possible in modern communities? Do we, as Student Housing providers, have a responsibility to help connect our Residents to one another – to REALLY make that passionate aspect of our operations and not just say we’re covering that by throwing pool parties every other month?

I don’t know the answers to any of these but I have some thoughts.

Check out Sinek’s theory in the clip below and if you have any ideas about creating a sense of belonging in our schools or our communities, let me know in the comments.

Another great design by Danae McDermott

To write a better Mission Statement, have a better mission.

Planning is invaluable, but plans are useless.

Planning is invaluable, but plans are useless.

For the last year we’ve been discussing our Mission and who we want to be as a team. What’s the imprint of our collective souls and what words do we want to live by, faithfully? It’s not an easy question and it’s taken us the better part of a year, with regular meetings, to arrive at this:

In everything we do we seek to simplify the complicated. Because nothing is faster, we trust our teammates and clients freely and implicitly, and we treat them that way. Doing so builds a safe environment where communication is free-flowing, open, and honest.

Through this environment we continually work to innovate our operational systems to ensure the best possible user experience (UX), from first tour through graduation. Knights Circle creates an exceptional Student Housing experience by focusing on people, and a ceaseless desire to make their lives easier.

A few thoughts relating to our mission statement and how we went into the process of creating it:

It’s focused: We wanted something that wasn’t too long or too all encompassing – if you have five priorities, you have no priorities. We wanted to focus on systems because we all could and everyone had skin in that game. From the bottom up, our organization has an interest in making sure our systems work properly every time. Our clients’ satisfaction is directly wrapped up in our systems, as are our front line team members. If things work right, you’re generally happy with the service – both inside and outside the operation.

It’s not permanent:  I think too often people tend to assume that a mission statement needs to be god speaking for all time. Not so. It’s a living document, much closer to a constitution – this is how we’re assembled and for what purpose. If we no longer feel as though this speaks to our highest purpose, and there’s another revelation that we want to enshrine, then change it we will. The good news is we don’t need anything as unwieldy as a continental congress to do it.

It advises action: A mission statement that can’t help guide your choice in actions isn’t worth the time it takes to read it. If we’re going to say that we trust everyone implicitly, what’s that look like in action? Are there things we’re doing now that suggest we don’t trust people? For example, some managers have required doctor’s notes for absent employees who’ve called out for appointments. Requiring the note says fully “look, we don’t really believe you and we want to see proof – we don’t trust you and we have to protect ourselves from you.” That’s not at all the message we want to send, so we stop doing it. The same with our clients – if they want to switch rooms due to an unsolvable roommate dispute, requiring the jumping through of hoops for documentation in order to offer it, it says “We don’t believe you and we don’t trust you. You’re trying to get over on us and we’re not going to have it.” That was never the intention of course, but that’s the resulting feeling to the client.

 It’s honest: How many times have you looked at a company’s stated mission only to shake your head? The soaring platitudes are exhausting and immediately erode whatever trust you may have had. If an organization can’t be honest with themselves, how can they be honest (consistently, institutionally) with anyone else? We wanted to say something we all believed in and that we all wanted to live by. The best parts of US is our ability to work together and our shared desire to provide a great experience. We were honest with each other that while we’re pretty damn good at this thing, we’re not perfect and we’d like to get closer to that. Breaking it down we realized focusing our energies on perfecting our systems would have a ripple effect positively touching every other aspect of our business; Happier clients, happier Team, and more success.

Another great design by Danae McDermott

Another great design by Danae McDermott

We started with Why: A giant hat tip to Mr. Simon Sinek for his inspirational TED talk. If you’re not familiar, I can’t implore you enough to check out his work (Talks, books, consulting services, etc…) as he’s directly responsible for how we chose to approach this formulation. In short, Sinek advises that great organizations start with Why they do things, then How, then What. Most though do it the other way around and this gets it all wrong, eliminating any of the inspiration and identity that could be had between the client and the company. For an example, ours is as follows:

WHY: We hate needless complication. We like things to work seamlessly. We think we can simplify things better than anyone else because we understand WHY they ultimately should be that way.

HOW: Because we trust each other, and our clients, we’re able to be honest about our business and our shortcomings in our systems. We strive to fix our systems to eliminate institutional defects.

WHAT: An exceptional student housing experience. This starts with everything working the way it should. The exceptional part is that we’re also exceedingly nice and warm, happy people who love what they do and each other. Since we work in a system that values people and making things work, we’ve got lots of goodwill in our hearts to treat you like a rock star and to go out of our way for you. We’re not scared of you, or hiding from you – we want to delight you.

We think this should be a good overall statement for this coming year and I’m impressed with how the team has taken to it with enthusiasm. I’m confident that a year from now, we’ll be writing a different version that recognizes our shifting focus while retaining our core Why, and that’s how it should be. Involvement breeds commitment, and that’s one thing we have plenty of.

What’s your mission? How did you get there? Does it still serve you and your team?

Sift Media has the right culture

While checking out the best of Slideshare 2014, I came across this gem. For anyone reading my blog, or anyone that knows me, this perfectly encapsulates my thinking on Company Culture and what it should be. Give it a quick run through and I think you’ll fall in love with it.

Simon Sinek – Your job is to take care of your team.

Great video of Simon Sinek talking about the Circle of Safety – why we should take care of one another and why it’s a leaders highest obligation to make sure that they take care of their team. It’s a shame I missed this as it was filmed in downtown Gainesville.

What all Great Leaders Do…

Simon Sinek gives about the best description I’ve ever seen on the powerful effects of Trust.

I really don’t want to say too much here, best just to take a little while to listen to this while you’re typing and soak it in.