Lead a vivid life that does good

Category: Staff (Page 3 of 3)

21 years ago today my life changed

Baycourt I remember it because it was the 8th of 8, 88.

Bob Addison and Dale Henderson took a punt and gave a young, uneducated, skinny bum the opportunity to work at Baycourt theatre.

I had been hanging around the theatre for about 5 years, and looking back I must have been one frustrating young guy. Full of potential but lacking discipline and a little bit strange to boot.

But I got opportunities to clean toilets, learn more about sound and lighting and play with pagemaker on computers (no mean feat in 88).

I learned about creativity, long hours, leadership, communicating with people older than me and doing crap jobs I didn’t enjoy.

I was 18, and I was privileged that Bob and Dale gave me a shot. After a while I moved on and learnt other things from other leaders. But they were some of the first people to see something in me, I didn’t see, even though they never got to see it delivered.

So anyway two key points I considered today.

  1. 21 years later, I wonder which 18 year I should be giving a similar opportunity to?
  2. Where did 21 years go?

Winning – Leadership Development Booklet

Winningagogeleadership_7 Around 18 months ago I brought the majority of the staff in our company the book "Winning" by Jack Welch. The purpose for buying the book was to use it as a leadership development tool and to stretch their thinking, which in turn helps grow us as a business.

To assist in the learning I developed a booklet that people used to stay on track. People would read 2 -3 chapters a fortnight. We would then have a conference call with groups of 5 -7 people, discuss our obersations and learnings from the chapters.

Agoge is a small business with limited funds for training and leadership development and has staff based all over the country. I found that this process worked really well and we learned a lot as a business as a result. A key lesson for us was Candor, which has since become one of our values.

Below is a link to the PDF file. I hope you find it useful. If you would like a word copy please email Andrew Nicol (links in side bar)

Download winning_reading_plan.pdf

Generation Y

OK I admit it; I have been more than a little bit sceptical of the Generation Y buzz that has been around for the last few years. I have openly wondered if it is all just an excuse for a lack of discipline and hard work.

To be honest I didn’t really understand the link between the baby boomers, Gen X (of which I am a member) and Gen Y. My view changed somewhat when I saw this graph from Bernard Salt at The Knowledge Gym.

Geny click to picture to enlarge

It shows the net growth in the working aged population over a 100 year period. Bascially there is a decline in people joining the work force over the next 20 years as the Baby Boomers retire. Less people joining the work force and a growing economy simply don’t go together.

Bernard says that Gen Y’s are experiential, ethicists, uncommitted to career and consumerists. They have matured in prosperous times which means they have often received most of what they asked for.

Characteristics of Generation Y
   - Born 1976-1991 … now aged 16-31
   - Matured to adulthood in prosperous times
   - Many live at home with mum & dad
   - Very loyal to friends, to workmates, not to employers
   - Prefer ‘deals’ not contracts and ‘mentors’ not bosses
   - Will Inherit boomer wealth
   - Technology savvy; global thinking
   - They are the most educated generation to date.

So what does this mean to the Logistics industry in New Zealand?

Get used to immigrants.
Firstly we had better get used to immigrants filling the gaps. Most developed nations, except India, are going to have a labour shortage. A lot of our young talent will move off shore as huge Multinationals do recruitment drives down under. We will be able to attract people to NZ for lifestyle, but that means immigrants from countries where English is a second language.

I think that a lot of logistics and warehousing businesses understand this already, whereas transport companies seem a lot more reluctant to employ immigrants.

Get creative to attract Gen Y
Our industry will need to be a lot more creative about attracting Gen Y’s. They are not generally going to want to drive a truck for 60 hours a week. They will find pick/pack work dead boring. Most of all they will change jobs often and we may not been seen as edgey enough. The majority will head to Uni which will make it hard to attract them into a semi-skilled job.

We can no longer afford to just impose our current standards of employment on them. If we do they simply will not come.

There are a difficult few decades for the Gen X’s, like myself, to adapt and retain and lead the Gen Y’s. We need to take action now or we may not stand a chance.

Getting the best people

So you have a goal to build a strong employer brand. Great idea, but as you know that is easier said than done.

How does a medium sized company in the transport and logistics industry compete for great people against what can be seen as more sexy and edgy industries?

Well I am reading Jack Welch's book at the moment "Winning: The Answers". In the book Jack details the six critical factors for getting the best people.

JW1. Preferred employers demonstrate a real commitment to continuous learning.
2. Preferred employers are meritocracies. Pay and promotions are tightly linked performance, and rigorous appraisal systems consistently make people aware of where they stand.
3. Preferred employers not only allow people to take risks but also celebrate those who do. And they don't shoot those who try but fail.
4. Preferred employers understand that what is good for society is also good for business.
5. Preferred employers keep their hiring standards tight.  They make candidates work hard to join the ranks by meeting strict criteria that centre around intelligence and previous experience and by undergoing an arduous interview process.
6. Preferred companies are profitable and growing.

It's that easy! Well maybe? Interestingly enough though, this checklist could be applied to warehouse staff, truck drivers and senior managers. Have another look.

Oh, by the way he says it will take years, if not decades.

If you are interested you can listen to a podcast from Jack & Suzy on the same topic here.

Failing 90% of the time

I read an interesting Scott Adams post today. In it he waxes lyrically for what feels like a day about all of his successes. Finally towards the end of what appears to be self-inflated dribble, he writes "To put all of this in context, and before you start to vomit at my bragging, I must confess that I fail miserably about ten times for every one success. (That's an accurate estimate. I've literally kept score.) But interestingly, the failures always involved activities that seemed entirely feasible. I was completely qualified for all of the things that failed."

He fails 90% of the time. Interestingly enough failing 90% of the time is only an issue if your goals are set to low. If you have huge goals and only get 10% of them, you become a huge success.

If you have small goals and only get 10% of them what do you get?

Killing the entrepreneurial spirit

Few successful start-ups become great companies, in large part because they respond to the growth and success in the wrong way. They grow exponentially and attract a team of people that love growth and have an entrepreneurial spirit. After a while the lack of planning and systems and good hiring of some systematic people means the company can turn into a very disorganised company. The response is often to bring in veteran managers to rein in the mess.Good2great

“They create order out of the chaos, but the also kill the entrepreneurial spirit. Members of the founding  team begin to grumble, 'This isn’t fun anymore. I used to be able to just get things done. Now I have to fill out these stupid forms and follow these stupid rules. Worst of all, I have to spend a horrendous amount of time in useless meetings.' The creative magic begins to wane as some of the most innovative people leave, disgusted by the bureaucracy and hierarchy. The exciting start-up transforms into just another company, with nothing special to recommend it. The cancer of mediocrity begins to grow in earnest.”

Most companies build their rules and processes to manage the small percentage of wrong people, which in turn drives the right people away. Getting the entrepreneurial spirit back it would seem means you need to give more freedom to your people.

Agree, disagree, have a question? – Post a comment now.

Interview Questions

A timely reminder for people recruiting Drivers and Forklift operators.

Juggler Interview

Circus Manager: How long have you been juggling?
Candidate: Oh, about six years.

Manager: Can you handle three balls, four balls, and five balls?
Candidate: Yes, yes, and yes.

Manager: Do you work with flaming objects?
Candidate: Sure.

Manager: …knives, axes, open cigar boxes, floppy hats?
Candidate: I can juggle anything.

Manager: Do you have a line of funny patter that goes with your juggling?
Candidate: It's hilarious.

Manager: Well, that sounds fine. I guess you're hired.
Candidate: Umm…Don't you want to see me juggle?

How often are people placed into work without actually seeing if they can do the job?

Quote from Seth Godin's Blog

Agree, disagree, have a question? – Post a comment now.

Newer posts »