Altitude sickness is an illness that is pervasive in the upper hierarchy of many organizations. It is the tendency of managers to become more and more disconnected from the people and the reality on the ground, the higher they rise within the organization. When this illness has run its full course, the victim lives in an alternate reality of which they are convinced is real.
This may sound exaggerated, but it is not I’m afraid. And it is easy to see why this happens. In many organizations, especially very hierarchical ones, as one ascends the hierarchy the contact with customers and the staff that produce the products or deliver the services, becomes less and less. At the highest levels it can be practically non-existent. So how does a CEO, for example, get intelligence about what’s happening in his company or the environment in which it operates? From reports and media publications; two sources that are filled with bias and absent of the nitty gritty details that are often quite important.
Let’s look at reports. The typical report covers such a large span of time and range of company activities that it has to be pared down to the most pertinent data and it is up to the people preparing the reports to decide what is pertinent. Consider that this information has to flow upward through several layers with each person deciding what should be included and often incentivized to only show information that the boss wants to hear. One can quickly see why the higher the information flows, the less accurate it is (similar to a game of pass the message).
Consider a hypothetical example… Joe produces widgets for a company called D. Luded Inc. He has a quota of 10 a day. On Monday he makes 13 but 3 are defective because his tools aren’t the most modern. He tells his shift supervisor who makes up a shift report. The supervisor, Jim, simply records 10 units made as per target but there is higher than budget overtime (due to all the rework). He has mentioned the need for better tools to his manager several times. However, the manager; Jane, is not getting the tools because she is under pressure from the regional manager to reduce costs. So, she reports production on target and expenses below budget. The regional manager, Bob, has some companies performing badly within the region and that is why he is pressuring Jane to reduce costs further so that the region as a whole looks good. Bob’s quarterly report to head office looks awesome. No doubt next month the region will be asked to increase production and reduce costs further.
You see where I am going with this? The head of D. Luded completely lacks the information to run the company properly (far less the board of directors). The only way to arrest this altitude sickness is to start at ground zero – literally. Managers must intentionally inculcate habits that keep them connected with their ground staff and customers.
Here are 3 essential habits to accomplish this:
- You CANNOT punish bad news. This is an absolute necessity. None of the other habits will work unless people feel safe to tell you the truth. When bad news is punished, all you will get is good news until it is absolutely too late to do anything about it. People must feel empowered to push back on your demands based on the on-the-ground reality.
- You CANNOT be the expert on everything. If you believe you know more about making widgets than Joe because you started in the company 20 years ago as a widget maker then you are truly deluded. No matter how successful you are, nothing can replace the intel that the people who are actually working the machines and interacting with the customers bring to the conversation.
- You CANNOT run any organization from an office. Get out and go talk to people. Meet customers. Create informal settings where you can chat with the Joes of your company.
The first step to curing altitude sickness is to be aware of the disease. Stop altitude sickness in your workplace today!
Joyfully,
Copyright 2018, Matik Nicholls. All rights reserved.