Jim Thompson (jthompson@taii.com)
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There is one organization in this industry that is still suffering from decisions that were made by management sometime in the 1970s. I'll not go into detail about what happened, for I don't want to embarrass the people who work there. But trust me, it happened then and the organization suffers to this day.
I say that to say this. Whether it is a mill, a supplier or some other entity where a group of people gather to achieve objectives, culture matters. Getting it right is critical and difficult while getting it wrong is easy and disastrous. Fixing a broken culture is extremely difficult and sometimes nearly impossible.
How do you know if you have a broken culture? Start by looking at objectives and execution. What are the objectives of the organization? Hint: "spinnin' the invoice printer" better be near the top of the list and the list should be short. Now, I am talking about "top line" objectives--it takes many, many small objectives, organized by department, division or some other systematic method to build to the top line objectives.
How do you fix a broken culture? Sadly, if you are the leader who was in charge when events were set in place that broke the culture, it is likely that you can't fix it because either (a) you don't see the problems or (b) you are so heavily invested in the problems that you can't bring yourself to admit you are part of the problem--the main part. On an extremely rare occasion, a leader who broke the culture may have an epiphany and fix it, but the list of such individuals in all organizations that have been created since the beginning of time would fit on a postage stamp.
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That doesn't mean that I have not met individuals who recognized themselves, upon reflection after they left (or were booted out), who admitted to themselves that they were the problem. It just doesn't happen when a leader is in place. This doesn't mean this can't happen, and indeed should happen more often, but our own egos get in the way of admitting to ourselves that we could possibly be the problem. Additionally, if we do admit we are the problem, overcoming the embarrassment of changing courses takes a very strongly composed individual.
How do you fix a broken culture? Once you get the objectives right and communicate them, the activities that must take place are counterintuitive, particularly if you are bleeding money. The natural thing to do is to squeeze expenditures even tighter. I don't mean to go wild; rather, to judiciously change a few things and those may cost some money.
If you work in an office environment, paint the offices. Nothing grand or fancy, just paint them. While you are at it, clean them out--get rid of the touchstones and trinkets that have been hanging around for years. You won't believe what this will do for the culture. Likewise, your electronic forms and so forth should be freshened up and perhaps your logo as well.
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However, hold on a minute. This is not the end of the program but merely the beginning. If you are the (new) (newly enlightened) leader, you have to communicate a lot. Listen 60% of the time (or more) and talk only in the balance. Constantly challenge people to the new ways, constantly remind them of the main, top line objectives. Don't hide in your office, be out and about and encouraging.
How long will you keep up this communications blitz? Forever. It is your job to know what is going on in the organization all the time--be the composer, director and cheerleader. Heap praise on those who get on board, privately correct those who fail to see the light. Report results to your managers on a regular basis.
This is your job as manager. If this is not what you are doing now, perhaps you can have an epiphany and figure it out. For your sake and for your organization's sake, I hope so.
Did I miss anything? You can let us know in our quiz this week.
For safety this week, organizing safety is a microcosm of what happens in the entire organization. If your safety program and record are exhibiting problems, follow the same steps as outlined above.
Be safe and we will talk next week.
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