Do you know your ‘Circle of Influence’?

In his book The 7 Habits of Highly Effective People (1989) Stephen Covey reminds us that we all have a certain amount of influence within the world. We can affect people and things—even when we cannot fully control them. Even tiny babies very quickly learn that they can have an influence in the world. They learn to ‘control’ their parents by smiling, or crying; and older babies soon learn they can make someone ‘fetch’ the things they drop or throw.

As adults the things we can affect, or influence, (either directly or indirectly) through our words, actions and behaviours fall within what Stephen Covey calls our ‘Circle of Influence’. For some people this circle is larger than it is for others—but everyone has their own Circle of Influence.

We also have a wide range of concerns in our lives—we may be concerned about the environment, housing, our own health, or the health of others. We may be worried about personal debt, interest rates, racism, or third world poverty. There are many things we may be concerned about and many of them are outside our control. This is our Circle of Concerns.

Stephen Covey reminds us that we have a choice about how we carry our concerns—and how we choose to respond to them. We have a choice about where and how we direct our energy and attention. We can choose to focus our attention on things which are outside our Circle of Influence. So we can complain about prices, interest rates, the government, war, racism, poverty and so on. We can be annoyed and resentful about many of the things beyond our control. We can blame others (we have already talked about ‘Why blaming doesn’t work’ in this space). This negative thinking and lack of action to change the things we are concerned about is dis-empowering. Blaming others and complaining actually causes our Circle of Influence to shrink.

Alternatively we can choose to focus on things that are within our Circle of Influence. If we are concerned about the environment, for instance, we can choose to use less water, or to reduce, re-use and re-cycle material goods where ever possible. We can choose to ‘think global and act local’ in all sorts of ways. We can focus our energy on those aspects of big problems or global concerns that we can influence through our own daily actions, words and deeds. We do not need to be in control of everything (or everyone else). We need to be in control of ourselves and we need to make choices, to speak and to act in ways that will make a positive difference. Even if it is in some small or indirect way, we can have influence in the world.

The more we act in this positive way the more our Circle of Influence grows. By working within our Circle of Influence, our circle expands outwards to address our wider Circle of Concerns. We don’t waste energy on things we can do nothing about. Instead, we direct our energy and attention to things (even if they’re small things) that we can change or influence. This process is empowering—it builds confidence, self-esteem and it builds even more influence. The more we behave in this way, the more we see our Circle of Influence expand.

We invite you to exercise your Circle of Influence—think ‘big’ and act within your ‘circle’ to make a difference. Tell us your story. We look forward to hearing from you.

Dr Peter Waterhouse
'Work-Doctor' at Workplace Learning Initiatives Pty Ltd

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• Why blaming doesn’t work
• Is your workplace sick?
• Symptoms of a sick workplace
• Curing a sick workplace: Coffee and cake, or onions?

Training is not optional!

Training is not optional. It’s not something we do just when we have the time or the “spare” cash to do it. It is a critically important business function, just as important as sales and marketing, manufacturing, service provision, maintenance, or anything else that we do to provide a service or product to the marketplace.

Training is something that must be done to ensure that we can survive, let alone thrive, in a volatile marketplace. In times of downturn, such as the one we are all experiencing now, the temptation is to cut back on non-essentials. Sure, trim back a little, but trim back too far and you will inevitably find yourself in trouble. Too little resources put into sales and marketing will see sales and even customers fall off. Too little spent on maintenance will see the plant fail and customers let down. All too often cutting costs to save money, without thinking about what those cost really are, will leave your business in an even more vulnerable position. If what seem to be ‘costs’ are actually important investments, then cuts can have disastrous downstream consequences.

Sure we need to be careful what we spend and where we spend it, but isn’t that always the case? The interesting thing is that what we can safely trim back on in a downturn, without adversely affecting the business, are the things that could, and should, have been trimmed back, in the good times. In other words, they’re a form of waste that the business should have been trying to reduce anyway (see some of our blogs on lean production).

Training is like preventative maintenance for our people. The right training for the right people at the right time will ensure that these valuable resources (perhaps our most valuable resources) are kept finely tuned. Effective training ensures they’re able to respond to the demands that every business faces and that they are ready and capable of responding to the inevitable upswing in demand when it arrives. And it will.

The right training for the right people at the right time is all about using training strategically to equip and position your business for both the present and the future. Training is about much more than skills. As a strategic tool, it can be just as much about changing attitudes as developing skills, business processes and other systems within a business.

What I’m suggesting is that rather than treating training as it has been treated historically—that is, something that is done to individuals, and that happens to them in a classroom; try thinking of it as something that happens to your organisation, something that happens in the workplace, even while doing the work. That’s right, it’s a strategic change management tool, one that can be integrated into the workplace and even the work itself.

If you had problems with rework, errors or something else before the downturn, and the problems were hurting you then, they must be hurting now. Manage the downturn, and your response to the upturn, by taking a strategic approach to training.

Did you know that there is government funding available to support strategic training initiatives? So even if you don’t have the money to make the improvements you want, support from the government could make the impossible, possible.

Talk about workplace learning :)

How has the downturn affected your business? How can a strategic, integrated approach to training improve your business and position it to take full advantage of the economic recovery? How can training in your organisation become an investment rather than an expense? We look forward to hearing from you.

Peter Hancock
http://www.wli.com.au/


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• What is Lean Manufacturing?

What is Lean Manufacturing?

At the heart of ‘lean’ is the customer, and a focus on the customer’s definition of quality. Lean production involves being able to deliver a product or service to the customer on time, in full, every time. You might be asking; what’s that got to do with lean? The simple answer is 'everything'.

Put yourself in the customer’s shoes for a moment. I know you can do it; you’re probably somebody’s customer several times a day, whether it’s in the supermarket, the petrol station, the news agent or even at work.

So what is it you really want? Could it be value for money? Would you be just a little bit upset if you found out that you were paying for somebody’s poor work practices? What if you found out that a loaf of bread, costs ten cents more than it should, because the baker always made more dough than he used, and made you pay for it? And what if you found out that, that same baker, always baked more loaves than he could sell, and added another five cents to the cost of each loaf to cover that as well?

Lean philosophy tells us that the customer shouldn’t be paying for anything that doesn’t add value to the product, or service that is being provided. So, do you know what lean manufacturing is now?

If you answered with something like: eliminating waste, or only doing those things that add value for the customer, you’d be on the right track. Lean manufacturing is about both. If you are going to do only those things that add value for the customer, you have to eliminate waste. So let’s go back to our baker for a moment.

We know two things about his baking practices, he always makes too much dough (and throws out the excess) and he always bakes too many loaves, and throws out what he doesn’t sell. What do you think the baker would say if you asked him why he made you pay for his waste? He’d probably say that if he didn’t he’d go broke. By not covering all of his production costs, including his waste, he wouldn’t make enough money to stay in business. And if you asked him why he made too much, he’d probably say because that’s they way he’s always done it. It was probably the way he was taught. Remember the old truism “you can never have too much of anything”? Still think that it’s true?

Our baker friend could reduce his waste, and his costs (and perhaps his prices), if he were able to eliminate or reduce the extra dough and bread he threw out. By measuring his excess dough every night (bakers usually bake at night) and working out what the average quantity was, he could reduce the amount he threw out significantly, simply by reducing the amount of dough he made by the average amount of waste. If he did the same thing with the loaves he threw out, he’d be able to further reduce his waste, and his costs.

This is a simple lesson in lean manufacturing, but there is still one thing to learn. It doesn’t stop! You keep trying to reduce or eliminate waste. And the thing is, you not only get less waste, but you get better at what you do, all the time, because you’re always learning, and improving on what you do.

Talk about workplace learning :)

What lean practices are being used in your workplace? How has 'lean' reduced waste and costs where you work? Do you have lean stories do can share with us? We look forward to hearing from you.

Peter Hancock

Work Doctor at Workplace Learning Initiatives Pty Ltd


Free 'LEAN' learning resources:

 

Download free learning resources from Workplace Learning Initiatives Pty Ltd








Related Article:

• Why focus on workplace learning?

Why focus on workplace learning?

Most people don’t think about workplaces as learning places. Traditionally schools, universities, colleges and, even kindergartens, are thought of as learning places—but not factories, building sites, warehouses, offices, salons, workshops, or butchers’ shops! Many of us have the idea that learning is what we do first—then we go to work, out into the ‘real world’, and we think we won’t have to bother with learning any more!

However this is not the case. The ‘real world’, and the world of work, requires us to learn and to keep learning. With constant changes in markets, customers, clients and products; new technologies, new systems and ways of working; shifting policies and regulations—even with new managers, and staff; learning becomes essential, whether we like it or not. So there is a need for learning at work. There are various ways to meet these learning needs, training is only one of them. And while training (either on, or off-site) may be useful, there are many other possibilities. Some of them are not very well understood, nor used effectively.

There is an enormous amount of important learning happening in workplaces—whether we realise it or not. Much of this learning happens without any formal training or instruction at all. It is important to remember that learning happens without teaching—even when we’re not aware of it. In workplaces there is a great deal of informal learning going on, all of the time. Sometimes, unfortunately, what people are learning turns out to be part of the problem rather than part of the solution! All of this learning needs to be understood, and some of it changed.

We also know from our own school experiences, that it is quite possible for there to be a great deal of teaching (or training) going on—but what people are learning can be an entirely different matter!

That’s why, although we’re a Registered Training Organisation with nationally recognised courses to offer, we focus on workplace learning, change and productive work—not just training. It is important to understand that there are many factors involved in trying to ‘drive’ or facilitate change (or continuous improvement) in a workplace. When training is successful in ‘making a difference’ it is usually because there are multiple factors within the workplace which support and strengthen the learning. For instance:

• People are given the opportunity to apply what they have learned and practise the skills they develop.
• There is support for some ‘risk taking’ (in learning and development) and ‘mistakes’ are recognised—sometimes even celebrated—as opportunities for improvement.
• The culture of the workplace values, recognises and rewards learning.
• Opportunities are available and systems are put in place to ‘capture’ and share learning across the organisation.

Conversely, without these things happening, even excellent training programs may fail to have real impact as ‘things go back to normal’ after the initial enthusiasm of the training session wanes.

You might like to share your stories with us!

• What are people learning in your workplace—and is it all productive learning, which benefits both individuals and the organisation?
• Is learning valued and celebrated in your workplace? How?
• Can you think of examples where teaching or training has taken place, but nothing has changed? Why was that?

Dr Peter Waterhouse
Work Doctor at Workplace Learning Initiatives Pty Ltd.

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Why blaming doesn’t work

In a previous posting we referred to the idea that a workplace can have a culture of blame. In such a workplace, when things do go wrong (as they inevitably do in every workplace) the accepted strategy is is to blame someone (or something) else. Blaming becomes the norm. This is an unhealthy work environment.

Blaming someone else for a problem can sometimes give the blamer a sense of claiming the high moral ground. He (or she) stands proud—seemingly above the problem: “It wasn’t my fault!” they say, pointing the accusing finger ‘down’ at somebody else. The blamer feels self-satisfied that he or she is ‘safe’ and someone else will cop the wrap and a ‘blast’ from the manager.

However blaming is rarely an effective strategy. Blaming doesn’t help to fix the problem or facilitate change. There are several reasons for this:

• Blaming generates resentment & defensiveness
• Blaming erodes relationships
• Blaming compromises effective communication & cooperation
• Blaming doesn’t help get to the root cause of a problem or issue
• Blaming is just another form of ‘passing the buck’—in the end people need to accept responsibility if things are to change.

Blaming in the workplace is more about point scoring and power politics than it is about problem solving or continuous improvement. Embarrassing and putting people down in public is no way to win respect. Even if the person being blamed secretly admits, or knows, he or she was responsible for the problem, ‘rubbing their noses in it’ doesn’t help. Casting blame leads people to be more hostile, more defensive, and less open to ideas, suggestions and effective communication.


Often too, the person casting blame is effectively side-stepping his or her responsibilities and not addressing what they might have done (or could do) to prevent such problems from occurring.
When we engage with people in workplaces we sometimes need to ask: “Do you want the satisfaction of the problem being solved? Or do you want the satisfaction of being able to blame someone else?” You can’t have both.

Do you have a culture of blame in your workplace? Or have you seen this happening in other workplaces? Share your stories and experiences with us. We look forward to hearing from you.

Peter Waterhouse
Work Doctor at Workplace Learning Initiatives Pty Ltd



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Symptoms of a 'sick' workplace

In a previous posting we referred to the idea that a workplace can be sick—a bit like a person. Like a sick person, it is sometimes possible for the workplace not to know that it is sick; or to not appreciate fully how sick it really is. However ignorance is not protection (the way wellness is). Unless problems are identified and addressed things tend to get worse and a chronically sick workplace will ‘die’; probably sooner rather than later.

So can we identify the symptoms of a sick workplace? In our experience the indicators vary. They will depend upon the enterprise, its business and its sickness. Every business is different. However there are some things to look for:

A high level of Occupational Health and Safety incidents, accidents or ‘near misses’ may be an indication of a workplace which is not only unsafe or unhealthy for its employees, but is also not functioning effectively. This condition may be reflected in high insurance premiums for the business and costs considerably higher than they would be if effective OH&S policies, procedures and practices were implemented and followed.

A culture of blaming is another good indicator of an unhealthy work environment. Every workplace has its share of problems; things do go wrong, unexpected things do happen. However in an unhealthy workplace the problems are always someone else’s fault. Management blames the shopfloor and vice-versa; or it’s the engineer’s fault, or the supplier’s fault, or the plant and equipment is not up to scratch, or the customer is to blame! It’s always someone, or something else! Blaming others is not an effective way to solve problems. As long as we continue to blame someone else, we’ll never be able to see the real cause of the problem and nothing will get better.

High levels of absenteeism are another indicator that there may be problems in the workplace. People don’t want to be there unless they absolutely have to be, so they find ‘excuses’ to be unavailable. ‘Sickies’ become the ‘norm’ and the workplace—and everyone else who is still present—has to suffer.

High levels of staff turn-over, ‘churn’ and ‘burn-out’ can reflect a similar story. Some unhealthy workplaces find it almost impossible to attract and retain people. When they do get good people they don’t stay. Managers may complain chronically that job applicants and employees are not ‘up to standard’. However they fail to critically consider their own expectations and the extent to which the work, the workplace and the systems might be part of the problem.

Déjà vu, or the ‘here we go again’ experience, can be another indicator that things are not as they should be. Mistakes are made in strong, healthy, productive workplaces just as they are in unhealthy workplaces. The difference is that sick workplaces keep making the same or similar mistakes. They don’t learn from their mistakes. In a healthy workplace mistakes become a valued source for learning and people move on, improving their practice on the basis of their learning.

Living and working in a constant state of ‘crisis’ can be another useful indicator. Crisis conditions usually involve a high level of stress, anxiety and urgency. Sometimes, even if this is uncomfortable, it can be useful. However to be in a constant state of crisis is unhealthy, for people, and for workplaces.

Do you recognise any of these key symptoms? Can you identify other signs or symptoms of an unhealthy work environment? We are not claiming a comprehensive list here–just some points to consider. We look forward to hearing from you.

Peter Waterhouse & Peter Hancock

Work Doctors @ Workplace Learning Initiatives

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• Why focus on workplace learning?
  
  

Is your workplace sick?

Is your workplace ‘sick’? We don’t mean sick the way some young people might say new music, or clothes, or a film is sick—meaning that it is unusual and different, but also trendy, cool and highly desirable.

No, we mean is your workplace sick the way we (human beings) sometimes get sick.

When we’re sick we are unwell, we’re not functioning properly; we’re not ‘firing on all cylinders’. So we can’t perform the way we’d like to—things don’t happen the way we expect them to happen. Sometimes there’s an ache, or a pain that’s quite specific. This gives us a clue to where something is wrong. At other times it’s not so obvious, the symptoms may be many, subtle, indirect, or variable; but we still know something’s not right. Being unwell can be mildly irritating, or it can be completely disabling. It can be frustrating, it can slow you down; or it can stop you in your tracks. Being unwell can make some things difficult but others absolutely impossible. It can be demoralizing and in some cases it can lead to people giving up altogether.

In our experience all of these symptoms can also be found in sick workplaces. Unhealthy workplaces don’t function very effectively. They’re bad for people and they’re bad for profits. A workplace can be seriously sick—or just a little off-color. Either way there is room for improvement.

However in most workplaces it’s the people (a person or group of people, you know, “Them!”) who get the blame. It’s rare that anyone really stops to ask; ‘What’s wrong with this place? Why do these things keep happening? Does it have to be like this? Could it be different – could it be better? Why can’t we fix this?’

Sometimes when we’re sick we go to the doctor. Most times we can get well again. But there aren’t too many doctors who can ‘diagnose’ and ‘cure’ an unhealthy workplace. There are some specialists in universities and high-powered consulting firms who know about these things. However they tend to be expensive, not very accessible; and they talk a language which is difficult to understand. These, ‘specialists’ often have their own formula, or ‘model’. They want the client organisation to conform to their model, the one-right-way a business should be structured and run. But we know the variations are almost limitless and that there isn’t one-right-way to do most things.

That’s why we are starting this blog. We are not in an Ivory Tower (or a glass tower either) and hopefully we’re talking in plain language. We want to connect with people in workplaces who are interested in these issues. In particular we want to talk with managers, supervisors, team leaders and business owners who are interested in creating and sustaining ‘healthy’ workplaces. In our experience a ‘healthy’ workplace is also a happy and productive workplace. And we’re not just talking about Occupational Health & Safety here—although that’s an important part of the story; we’re talking about the well-being, productivity and performance of the workplace as a whole. We know that training isn’t always the answer (that’s why it’s only part of what we do) but we also understand that in various ways it is possible to make a difference. ‘Sick’ workplaces can become healthy and productive.

So, do you think you’re in a ‘sick’ workplace? Or were you once in a sick workplace? Did it get better? Or worse? How? What happened? Why don’t you tell us something about it? We may be able to help but even if not, others out in Blogspace will have ideas to share. We look forward to hearing from you.

Peter Waterhouse & Peter Hancock
http://www.wli.com.au/


Related Articles:

• Symptoms of a 'sick' workplace
• Why blaming doesn't work
• Why focus on workplace learning?
• Curing a sick workplace: Coffee and cake, or onions?