All Posts in Office Politics

|In: Leadership|Last Updated:

Have you ever wondered, while enjoying your Thanksgiving turkey, why the Pilgrims were the voyagers and Squanto the local expert, instead it being the other way around?

If so, read Guns, Germs and Steel by Jared Diamond. It’s a remarkable book that attempts to develop a biogeographic theory of history. It’s well worth your time and mental energy, and not only because Diamond’s theory of why the last 13,000 years happened as they did holds valuable lessons for organizational design and business strategy.

But the lessons are there to be found. For example: Throughout history, many societies have voluntarily relinquished valuable technologies to their eventual detriment.

Take Japan. It once had more and better guns than any other country in the world, but by the time Commodore Perry arrived in 1853 they were gone. Guns had destabilized Japanese society, so they were banned. Their benefit — a more powerful military force– meant little to Japan’s Samurai rulers because of Japan’s isolation.

China once had a great fleet of oceangoing ships. But in 1433 A.D. a new faction took power and eliminated the fleet, probably to prevent potentially destabilizing contacts with other cultures. China’s political unity and isolation from the rest of the world meant the benefit of internal stability outweighed the cost.

European nations, in contrast, never unified, and engaged in a centuries-long competition that included development of military technology and expansion of trade. That both could destabilize their governments was outweighed by their importance for defense and expansion: Nations that invested in trade and military technology conquered those that didn’t.

The point of most technological innovations available to businesses is similar: to make them more competitive. Most also have the potential to destabilize the existing power structure. Is it any wonder monopolies often ignore technologies and practices that could make them more efficient?

Which brings us to you. As you ponder which new technologies to promote within your company, don’t become frustrated by organizational resistance. Remember, just because the technology might make the company more competitive, that doesn’t mean it’s attractive to middle managers and executives. For some, internal destabilization creates more risk than external competitiveness creates opportunity.

You need to know how to handle this contingent, but as CTO or CIO your natural allies are the other ones: Those who personally benefit when the whole company becomes more competitive.

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|In: Industry Commentary|Last Updated:

“Nostalgia,” Sam Goldwin once said, “ain’t what it used to be.”

Recently I’ve become nostalgic for the raft of articles we saw during the late, lamented “IT Labor Shortage,” listing proven techniques managers could use to gain employee loyalty. That was just a few years back. Why don’t we see articles like that anymore? Ah, I miss the good old days.

It might seem that creating a great work environment isn’t your top priority these days. With the economy in its current shape, your average IT staff member isn’t going anywhere, even if working conditions are something less than ideal. Supply will probably exceed demand for quite awhile.

If it seems that way to you, you’re absolutely right. Your top priority isn’t creating a great work environment — it’s delivering the information technology your company needs, as efficiently and cost-effectively as possible. Everything else is a means to an end.

Luckily enough, creating a great work environment is one of the most important means, because it doesn’t just help you retain your best employees (the ones who can find another job tomorrow, even in the current economy) but helps you get the maximum contribution from them.

Luckier yet, creating a great work environment doesn’t cost you anything, because it isn’t about parties and t-shirts. Luckiest of all, what it is about is focusing everyone on accomplishing something important — getting the job done. Most people most of the time want a sense of accomplishment from their time at the office, so if you can help them get one, they’ll work harder, work smarter, and spend a greater portion of their work day working on what’s most important.

Don’t believe me? Listen to what employees gripe about. Listen carefully and you’ll find most of their complaints are about company-imposed distractions — too many meetings, bad policies and procedures, and all the flaming bureaucratic hoops they often must jump through in order to get down to business.

Want to create a great job environment? Cut down on meetings, thin your Policies and Procedures Manual to the bare essentials, and get rid of the flaming hoops. Focus everyone on accomplishing important goals, and eliminate whatever barriers to their accomplishment you can.

Finally, thank employees for their hard work and achievements. Why? It makes them feel appreciated. More significantly, it underscores that what they achieved really was important.

And, it’s basic good manners.

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