The Weird CEO Read online

  B)

  BEING WEIRD

  “Don't worry about not fitting in. The things that make people think you’re weird are what makes you you, and therefore your greatest strength.”

  Birgitte Hjort Sorensen – Actress

  The challenges outlined in the section above require a different approach to work and therefore a change in our mentality. Although it is not possible for people to change their mindset overnight, there are – and I have implemented within Pod Group – tools to help us take control of our own destiny and start making the changes that will ensure future success.

  I am a firm believer in the human spirit and in my view almost anyone, if given the right environment and a little encouragement, can flourish.

  Outside one of our offices we have a poem by Christopher Logue (often misattributed to Guillaume Apollinaire):

  Come to the edge.

  We might fall.

  Come to the edge.

  It’s too high!

  COME TO THE EDGE!

  And they came

  And he pushed

  And they flew.

  After starting the implementation of our own self-management policies at my company, a friend sent me an article, basically hinting that it couldn’t work. It was written by a New York business owner who had implemented a policy of working at home on a Friday for his employees. He was then frustrated and angry that employees weren’t available at short notice to go to client meetings. The problem wasn’t the work at home policy, but rather that it didn’t go far enough. Telling people when they should work at home is the same as telling them when they should work in the office – some work is better suited to the office, some to the home – but individuals are better at making that decision than bosses. Expecting people to work at home in the same way as at the office was his second mistake – we all work differently. His third was more fundamental – he clearly couldn’t stop controlling his employees, so why was he implementing this policy in the first place?

  And this is the point: to overcome the technical, business and social challenges we will face over the next fifteen years, we need to provide an environment where employees feel and behave like business owners – not provide lip service by introducing a policy of working at home on Fridays.

  If you are looking for a formula or a prescriptive list of actions to prepare your organisation for the future, you won’t find it. The reason is simple: we need to allow employees to decide how they want to work. As we are dealing with people, not computers, we can’t use Artificial Intelligence or processes to implement that change.

  That said, there are various ways to encourage employees to think and work differently, such as choosing their own salary, but these are the tools, not the goals.

  What is required is a way of working that springs from encouraging people to think differently. Within our company, we use WEIRD, which is an acronym for the attitudes we encourage. Specifically:

  I have covered each of these characteristics in brief below, so as to keep them in mind whilst exploring the technical, business, social and educational changes that society needs to make.

  i. Wisdom

  “The only true wisdom is in knowing you know nothing.” I find this quote from Socrates particularly apt when I move to a new country. For the first six months, I feel I don’t understand anything. After six months, I think I know how the country works. After two years I realise that I know very little. At that point, I am beginning to gain enough experience to assess the probability of making a wise decision and to know when to seek advice. Encouraging people to use experience, whilst understanding the limits of their knowledge, should avoid the tendency to do something simply because they have been told to.

  ii. Emotional Intelligence

  The ‘E’ in WEIRD could have also meant empathy, but employees (including CEOs) need to exert higher levels of Emotional Intelligence than just empathy. The term Emotional Intelligence (also known as EQ or EI) was popularised by Daniel Goleman in his 1996 book ‘Emotional Intelligence’[xxii]. It includes self-awareness, self-regulation, motivation, empathy and social skills.

  Organisations are made up of people and, although many companies have prospered by using labour as a commodity, there have always been a few people with high levels of Emotional Intelligence who have been key to creating the spark – whether that is an understanding of what customers want, or the ability to make teams work together. Ignoring Emotional Intelligence was fine for a company in the 19th century but would be disastrous for the future.

  As shown in the next chapter, Artificial Intelligence will always struggle with using Emotional Intelligence, not least because computers cannot feel in the same way as people. For example, human beings send strong messages such as ‘I’m approachable’ or ‘stay away’[xxiii] through very subtle body language. Non-verbal communication includes: facial expressions, gestures, paralinguistics (how you say things), body language, posture, proxemics (personal space), eye gaze, haptics (touch), appearance and artefacts (what objects represent you). In theory a computer could process all of the different non-verbal parameters listed above, but inputting these data in real time would be extremely difficult. Reacting with appropriate non-verbal communication would obviously be hard for a computer to achieve unless it looks like a person. It is also difficult for a robot to interpret non-verbal communications – not least due to the huge number of interpretations available. For example, a white and sweaty face could indicate anxiety – or too much coffee. Lisa Feldman Barrett has a very interesting TED talk about why it is difficult to read emotions.[xxiv]

  However, human beings are far from perfect. Everybody has different levels of Emotional Intelligence and different reactions to individual circumstances. Add to this the fact that we have our own biases and motivations and it becomes clear why getting teams to work harmoniously together is a complex task.

  If employees can be encouraged to use their Emotional Intelligence, display empathy and try to understand why other employees are reacting in a certain way, or realise when colleagues could use help, then teamwork flows much better.

  Ricardo Semler[xxv] explains that, if a question can’t stand up to three ‘whys’, it is not required. This is a superb way of removing bureaucracy. However, it can also be used in matters of Emotional Intelligence to identify the wrong question:

  Q1: Why is John blocking my work today?

  A1: Because John is in a bad mood.

  Q2: Why is he directing this at me?

  A2: Because we had a disagreement yesterday.

  Q3: Why did we have a disagreement?

  A3: Because I told him his idea wouldn’t be profitable.

  OK, So let me ask him how I can help on his idea.

  iii. Initiative

  Initiative is the reverse side of control. Let people take initiative and you lose control. Keep control and people won’t take initiative. A company cannot have control and expect employees to take initiative.

  History provides us with numerous examples in which control and a lack of initiative have not ended well. One of the most famous British military disasters was immortalised in Sir Alfred Tennyson’s 1854 poem ‘The Charge of the Light Brigade’. Captain Louis Nolan carried a message from the commander of British forces, Lord Raglan, to the Light Brigade to ensure that the Russians did not capture Turkish guns from overrun positions. Unfortunately, Nolan did not pass these orders on clearly, and thus the Light Brigade went into ‘The Valley of Death’ and was fired upon from both sides, suffering huge casualties. To lay blame after the event, Raglan questioned why the commander did not exercise his discretion (or use initiative). Like many leaders, Raglan had never previously given any of his officers the freedom to take initiative and was then surprised when they didn’t do so when required.

  Many companies try to create an environment where employees can use their initiative within boundaries. This is not initiative, it is providing some flexibility within parameters and certainly will not lead
to the type of initiative required to cope with the future.

  As an employee, it is especially demoralising to be told to take the initiative and then be criticised for overstepping boundaries which hadn’t been established.

  It is vital that CEOs, leaders and managers support initiative from employees – even when it was a bad initiative. People learn far more from mistakes than good outcomes, so it is absolutely imperative that, when a bad decision or initiative has been taken, the leader can say:

  “It was brilliant that you took the initiative – well done. Unfortunately, it didn’t work out but we learnt a lot from that. Don’t let this result stop you from taking initiative again in the future.”

  The reverse is when somebody has taken the initiative and it has worked out well. I find this one of the most satisfying and motivational compliments that a CEO can give:

  “Well done on taking the initiative. It was a great decision and you should be really proud that you did off your own bat. Keep doing it!”

  If a leader or manager shows that they are upset when an initiative taken is contrary to company policy, resulted in more work or is a threat to their authority (though they will phrase it differently using any convenient excuse) – then no further initiative will ever be taken by that employee.

  Herein lies the problem: it is incredibly easy to stamp out initiative with one remark, but stimulating initiative requires constant encouragement from the top.

  A positive outcome from a change created internally or by an unexpected step of initiative has a far greater effect than keeping the status quo. Taking initiative may mean changing something that has been set in stone within the company, and yet is badly thought out, illogical or no longer valid. When an employee takes initiative that creates change then, normally, the outcome is time saved. When that includes time saved for the customer, the customer will appreciate it and become an advocate of the company. Likewise, the individual who took the initiative will feel greater responsibility and ownership towards the company.

  iv. Responsibility

  Responsibility is a double-edged sword – the other edge is freedom.

  Early on in our change towards WEIRD, I listened to a wonderful conversation between two of our developers. First, a little background. Our holiday policy is very simple – we don’t have one. Our employees take holidays whenever they like even at short notice; as long as they don’t leave their colleagues with more work or unexpected stress.

  One of our developers was complaining to the other,

  “I don’t know what to do about my holidays.”

  “What’s the problem?”

  “I take more holiday than you.”

  “So what?”

  “But having the freedom to take holidays when I want is a lot of responsibility.”

  I was smirking to myself and secretly very pleased that somebody who had come from a very ‘command and control’ working culture was realising the ups and downs of taking control of their own work life.

  There is a direct correlation between responsibility and freedom – the more of one that you have, the more the other comes as part of the package.

  To sell the promise of freedom without the necessity for responsibility is selling a false dream. On the other hand, if you expect somebody to take on responsibility, you also need to let that person have the freedom to implement it as they see fit.

  When we went through the process of implementing WEIRD, there were two people who said that they did not want responsibility. They said that they preferred to be told what to do so that they could turn up to work and not have to get too involved – ie do what they were asked to do and go home.

  We have not restricted their freedom in response to their lack of desire for responsibility. In fact, one of them has been working a lot from home over the last couple of months due to a newborn child. Despite their concerns, they have proved to be as committed as anybody else in the company. Is that due to the environment, people’s innate desire to be in charge of their own destiny or evidence that, if you trust people, then that trust will be returned? I cannot say for sure but, with a few exceptions, I am a firm believer that if you provide people with the freedom to take charge of their own lives – they will understand and accept the responsibility that comes with that.

  v. Development (Self)

  Companies, rather like parents, find it hard to resist the desire to mould people to their ideals.

  The goal of any for-profit company is, of course, to make money. For me, the most fulfilling (and arguably most effective) way to achieve this is to bring out the best in each employee and let them develop their full potential.

  This will not always, however, reflect the role that the company perceives to be the most useful for that individual. For example, the company needs somebody in operations to become a specialist in a specific ticketing system. John would be the best person as he is already dealing with tickets – so John is sent on a training course. The only problem is that John is concerned that becoming a specialist in ticketing is going to narrow his career options.

  Within Pod Group, we had an example of keeping somebody in a role they didn’t want. Our Greek HR Director (and co-conspirator in WEIRD) joined the company and was allocated the task of invoicing. He is really good at spreadsheets and so, throughout his working life (after doing various training courses on spreadsheets), he was given roles that related to finance. The only problem was that he hated these roles. Ironically, throughout his career, people had said “You’re really good with people, now go and do spreadsheets.” When we grew sufficiently that we needed a full time HR Director, he pushed himself forward to take on the role and now reads voraciously on the subject. The only problem (for him) is, as he states: “Now that I have the chance to do what I always wanted and said I could do – I have no excuse not to do a good job.”

  By focusing on his personal development goals before the company goals, we have ended up with a very motivated employee.

  An employee engagement firm surveyed 200,000 people across 500 companies.[xxvi] One of the questions asked was “What motivates you to excel and go the extra mile at your organization?”

  The responses were interesting, if not entirely surprising:

  Table 1.1 What motivates employees

  This suggests that over two thirds of the motivation of an employee comes from the satisfaction of doing a good job, being recognised as such and growing personally as a result.

  I have always learnt ‘on the job’ and frequently from things I do badly. Luckily, for most of my career, I have been accountable primarily to myself, so I have had the freedom to make mistakes often. If an employee is allowed to make mistakes, their harshest critic will be themselves – as long as they have been given the authority to be responsible for themselves in the first place.

  I can guarantee that when employees know they are 100% responsible for the decisions they make, they will make better decisions. Why? Because they will go back to the beginning of the WEIRD process and ask themselves: Is this wise?

  vi. Circling through WEIRD

  To recap on the WEIRD attitude:

  Any decision-making process first starts with an idea. Some of us then act without thinking, but assuming you can avoid that temptation, the first question to ask is:

  Is this wise?

  Thereafter, as you think through the implications, you need to use your Emotional Intelligence to consider the human aspects of your decision. Especially:

  How is this decision going to affect others? Who is going to be affected? What can I do to smooth the path before implementing this decision? (The answer to this is easy – seek advice.)

  Once you have sought advice and feel more confident, then you need to take the initiative and implement the decision.

  Making a decision is usually the first part of the journey; therefore, you need to own the decision and its implementation. It is important to be responsible for, rather than defensive about, your decision.

>   Finally, each decision you take feeds into your own self-development, so you need to review each decision and its implementation so that you can be a little wiser for next time. How to circle through the WEIRD attributes is shown below.

  To quote John F. Kennedy: “For time and the world do not stand still. Change is the law of life.” This is particularly true today and will be even more so in the coming years. It is therefore worth exploring in more detail why we need to implement WEIRD practices. The first reason is due to the technological changes that we will experience within the future of work.

  2. TECHNOLOGICAL CHANGE

  “Technology is a useful servant but a dangerous master.”

  Christian Lous Lange – Norwegian historian

  A)

  FROM THE FIRST TO THE FOURTH INDUSTRIAL REVOLUTION

  “Every industrial revolution brings along a learning revolution.”

  Alexander De Croo – Flemish politician

  We are currently in the middle of the fourth industrial revolution.

  The first started at the end of the 18th century with the invention of steam driven engines that led to mechanisation. William Blake refers to the cotton and other factories that were created as a result of this mechanisation in the Midlands and North of England as “those dark satanic mills”.[xxvii]

  Not a great accolade to advancement. As agriculture became more mechanised and the number of jobs in the fields plummeted, workers sought employment in factories. However, it took a generation for employment to reach an acceptable level as people adjusted to the new way of working.

  The creation of the motor car by Henry Ford at the beginning of the 20th century was a consequence of the second industrial revolution which evolved out of electrically powered mass production[xxviii].