There Must Be a Better Way, Part IV

We begin the week with two huge wins. Let's celebrate!

Yes! For the first time since April 22, and after 86 days and an estimated 185,000,000 gallons of oil spilled in the Gulf of Mexico, the broken well has been capped. Finally. The image at right, taken last week, shows no oil leaking from the newly-installed cap. Let's hope the damn thing holds.

Yes! Argentina has become the first Latin America country to legalize same-sex marriage, granting the rights of marriage, child adoption, property inheritance, and other rights/protections to gay and lesbian couples. Argentina joins Canada, Portugal, Spain, the Netherlands, Sweden and South Africa in extending the rights of marriage to same-sex couples. And let's not forget Mexico City as well.

Think anyone from our government is paying attention?

Like every fight for equality we've faced in this country -- and this, without doubt, is a fight for equality -- it's only a matter of time before justice will prevail. Which means, of course, that it will happen here. Hopefully soon. Because the longer the debate goes on, the more foolish we look.

Way to go, Argentina!


Working in the 21st century organization

Let's return to our discussion of the 21st century organization. Last week we defined eight requirements for the new organization, all based on basic human needs and each proven to illicit engagement, commitment, high motivation and, most importantly, outstanding performance. Now, let's look at this organization from the inside -- as people who work in such an enlightened enterprise.

Imagine:

• Hearing about a company whose vision, clearly stated on their website, actually excites you

• Applying for a position with this company and, during the process, being treated throughout the process with warmth, grace and respect -- as if you were a customer

• Accepting an offer and immediately receiving a welcome phone call from a co-worker, a welcome package filled with company collateral (e.g., clothing, other branded stuff), and, later, a call from your 'mentor'
  

• Following an initial orientation delivered by your co-workers and company leadership (in which many hours are NOT spent on the company-provided benefits!), starting work as a temporary intern on a largely self-governed team

• Noticing that the company has no one with the title of 'manager' but, instead, many with the title of 'leader'
  

• Assuming your performance is to the standards of the team and assuming you demonstrate the organization's values, being offered permanent membership on the team

• In cooperation with your teammates, setting your own on-site work hours

• Learning that 20% of your job is to serve on teams seeking to improve company performance via the development of new products, services, greater efficiency and/or the training of others

• Being actively encouraged as part of your job to pursue your personal passions by, say, learning a second language, volunteering in the community, writing, making music, etc.

• Receiving regular feedback from your colleagues and your mentor on your performance -- with the primary intent being to help you increase your ability to contribute to the performance of your team

• Having easy access to company leadership and, remarkably, being encouraged to interact with them
  

• Receiving data on a regular basis on your team's performance against its goals and data on the performance of all other teams in the company
  

• Having the responsibility of improving the performance of your team and the company -- regardless of your tenure
  

• Being charged with being an 'ambassador' of the company -- regardless of your job -- and receiving training to do it well
  

• Working in an organization that looks and feels more like a honeycomb -- with strong inter-connectivity, mutual dependence and fluid communication -- than a traditional top-down, hierarchical, silo-driven company

• Having access to data considered 'sensitive' or 'restricted' in other companies (e.g., enterprise performance data, compensation data) to demonstrate that secrets are few and that we are, indeed, in this together

• Executive compensation being no more than 20 times that of the lowest paid member of the team (vs. the 400 times found in many Fortune 500 companies)
  

• Everyone being eligible for stock options -- and those stock options being directly linked to your team's performance
  

• Having your annual performance review (yes, there will still be annual reviews) being conducted by your mentor and the review being less about your performance -- since this will be discussed regularly during the year -- and far more about your career

• Being responsible, with all others on your team, for the hiring and firing of team members and the setting of raises, bonuses and stock options
  

• Having easy access to the descriptions and, importantly, the requirements for all jobs in the company -- making it easier to develop a personal plan to achieve your career goals, and

• Only team members widely considered to be outstanding contributors, great ambassadors, and exceptional role-models of the organization's values receiving opportunities to assume broader responsibility for the longer-term success of the enterprise.

I know, I know: This is a ton to imagine. Even so, can you visualize such a place? See how such an organization could produce outstanding results, likely trounce its more rigidly- and hierarchically-structured competition? Lastly, would you like to work in such an organization?

I imagine your answers to those questions are: "Yes!", "Yes!", and "Yes!"

And when they build this organization -- and they will, some with our help -- the best will come. And stay for years.

Enjoy the week and keep those cards and letters coming.