3 Nov
Auto Industry task force leader Steven Rattner’s comments about why Obama had to remove Rick Wagoner as head of GM have been widely reported. While it might seem more important that $100 million deals were approved based on PowerPoint slides instead of solid research, it’s interesting that another key example was how badly they were isolated from people, including their own employees.
Senior GM execs had a private elevator key that allowed them to get from their guarded top floor suite to their private garage without stopping at any other floors to let anyone on, Rattner notes as a typical example. Perhaps not quite as obviously dreadful as flying in private corporate jets to ask the President for bailout money, but maybe more significant. At least one can argue the economic value of a corporate plane – sort of.
Cutting oneself off from team members and from their casual input on a day-to-day basis, even as much as one might pick up in an elevator ride, is deadly to
leadership. Worse, it reinforces your status as untouchable by rank and file. The message is clear – don’t tell us anything, we’re not interested. If relationships never develop on any sort of casual basis, people will hesitate and decide not to approach you about things they worry might be important, but not important enough to risk embarrassment if you turn away or get annoyed.
Not everyone fears speaking to a senior executive just because of their title, but many do. Seeing others engage in casual conversation helps everyone feel OK about it, too. Every leader has to constantly work toward encouraging all sorts of comments. It doesn’t just happen by accident that people keep their leaders up to date. So the private key isn’t just a symbol, but one more actual roadblock that only the worst sort of leaders set up.
Hannibal drank from puddles alongside his troops; Genghis Khan rode with them. No one doubted who was in charge, and you can bet they talked. If you’re afraid to talk to your boss about every day work stuff, you can bet most others including his or her highest lieutenants are, too – so nothing is getting through. Time to be dusting off the resume.
2 Responses for "Why Isolation from People Matters"
Hi Dave,
Maybe this is an argument against telecommuting. Those who are physically remote from their colleagues (and superiors) are unable to offer their insights in these casual interactions or absorb the insights of others. I suppose they at least have electronic interaction with others – something that the GM execs probably didn’t have.
I hate to argue for the value of “face time” at the office. This would seem to be an argument for it, though.
Craig
For sure virtual teams achieve connection differently and need to think about how to do it. It’s the exchange of information and the small-talk or chit chat that often helps when not expected.
Something is needed that facilitates informal communication upward to go with the formal, one-way, top down typical in GM-style organizations. When operating virtually it’s more challenging to recreate the sort of brief, every day conversations you might over-hear or join that start in an elevator, washroom or hallway and come to involve others as you move along.
Some highly dispersed organizations are using blogs, Twitter and other social media options, but I’m not sure anyone has found a great standard system. Any of these can be different work and not entail much, if any, face time, however… thankfully, though when you do get SOME face time, that can add.
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