Comments on: Lack of Leadership Skill Affects Every Area http://www.balance-and-results.com/lack-of-leadership-skill-affects-every-area.html Effectiveness in Human Resources, Leadership and Personal Success Strategies Mon, 28 Jun 2010 22:47:39 +0000 http://wordpress.org/?v=2.9.2 hourly 1 By: Dave Crisp http://www.balance-and-results.com/lack-of-leadership-skill-affects-every-area.html/comment-page-1#comment-4 Dave Crisp Tue, 03 Apr 2007 00:30:13 +0000 http://www.balance-and-results.com/?p=25#comment-4 Thanks Craig, I'd forgotten the reference to this in Welch's book, but it reinforces the idea there are always two aspects to every issue. In this case, as you note, employees as well as managers are quick to ask for "rules" from a mysterious "them" who manage the workplace. If only "they" would give us a rule, we would be assured of having X that we want or not having Y that we don't want. It's so much easier than approaching the person who can deliver what we want and negotiating a solution. In the one example - "tell those smokers to follow time-keeping rule" or for employees it might be "tell company managers to give us more flex time for doctor appointments." Neither group leaps to the more logical conclusion that they should ask the one other person involved to make the change they want. Instead "make a rule for everyone, (so I can have what I want)" seems like the easier way. Thanks Craig, I’d forgotten the reference to this in Welch’s book, but it reinforces the idea there are always two aspects to every issue. In this case, as you note, employees as well as managers are quick to ask for “rules” from a mysterious “them” who manage the workplace. If only “they” would give us a rule, we would be assured of having X that we want or not having Y that we don’t want. It’s so much easier than approaching the person who can deliver what we want and negotiating a solution. In the one example – “tell those smokers to follow time-keeping rule” or for employees it might be “tell company managers to give us more flex time for doctor appointments.” Neither group leaps to the more logical conclusion that they should ask the one other person involved to make the change they want. Instead “make a rule for everyone, (so I can have what I want)” seems like the easier way.

]]> By: Craig Allen http://www.balance-and-results.com/lack-of-leadership-skill-affects-every-area.html/comment-page-1#comment-3 Craig Allen Mon, 02 Apr 2007 02:29:41 +0000 http://www.balance-and-results.com/?p=25#comment-3 Jack Welch's latest book, "Winning" similarly does not favour a reliance on rules. His audience, however, is not managers, but rather employees. He addresses those employees who request accommodation under work-life balance initiatives - and who might refer to corporate rules for work-life balance to support their request. Welch urges those who seek flexibility in their working lives not to depend on company policies on work-life balance. He warns that those who do cite such policies repeatedly become known as "but the company says..." types. To employees who look for flexibility he has the following advice. "Bosses are agreeable to giving people the flexibility to come and go as they please - but only after they have earned it with their performance. Work-life balance really works as an old-fashioned chit system. People with great performance accumulate chits, which can be traded in for flexibility. The more chits you have, the greater your opportunity to work when and where and how you want. Real work-life balance arrangements are negotiated by bosses and individuals on an as-needed basis, using this chit system." The place Welch sees for corporate-wide support of work-life balance is in the organizational culture, not in rules. "The chit system requires a special environment - a supportive organizational culture where bosses are encouraged to strike creative work-life deals with higher performers, and high performers feel entirely comfortable talking with their bosses about their work-life challenges. In such a culture, bosses have the freedom to reward results with flexibility. They don't have to clear work-life arrangements with HR, nor do they feel forced to adhere to formalized work-life policies that actually might limit their ability to win, rather than enhance it." Jack Welch’s latest book, “Winning” similarly does not favour a reliance on rules. His audience, however, is not managers, but rather employees. He addresses those employees who request accommodation under work-life balance initiatives – and who might refer to corporate rules for work-life balance to support their request.

Welch urges those who seek flexibility in their working lives not to depend on company policies on work-life balance. He warns that those who do cite such policies repeatedly become known as “but the company says…” types.

To employees who look for flexibility he has the following advice. “Bosses are agreeable to giving people the flexibility to come and go as they please – but only after they have earned it with their performance. Work-life balance really works as an old-fashioned chit system. People with great performance accumulate chits, which can be traded in for flexibility. The more chits you have, the greater your opportunity to work when and where and how you want.

Real work-life balance arrangements are negotiated by bosses and individuals on an as-needed basis, using this chit system.”

The place Welch sees for corporate-wide support of work-life balance is in the organizational culture, not in rules.

“The chit system requires a special environment – a supportive organizational culture where bosses are encouraged to strike creative work-life deals with higher performers, and high performers feel entirely comfortable talking with their bosses about their work-life challenges.

In such a culture, bosses have the freedom to reward results with flexibility. They don’t have to clear work-life arrangements with HR, nor do they feel forced to adhere to formalized work-life policies that actually might limit their ability to win, rather than enhance it.”

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