Boosting Common Sense Decision-Making in Your Organization

Boosting Common Sense Decision-Making in Your Organization

Improve Problem-Solving, Information Gathering, and Understanding Intent.

Introduction: The Need for Common Sense

Business leaders often question why employees or direct reports don’t use common sense in decision-making. To help people make better decisions, we must delve into three crucial areas: solving the right problem, gathering all the available information, and understanding the intent.

  1. Solving the Right Problem: The Art of Asking the Right Questions

To prevent solving the wrong problem, make sure to:

1.1 Define the problem yourself

  • Don’t rely on someone else’s definition of the problem.
  • Encourage team members to clarify their understanding of the issue.

1.2 Stay close to the problem

  • Engage with those who have firsthand experience of the problem.
  • Encourage open communication and feedback channels.

1.3 Think about the problem from multiple perspectives

  • Foster a culture of collaboration and diverse thinking.
  • Utilize brainstorming sessions and workshops to explore various angles.
  1. Having all the Available Information: Observing, Orienting, and Analyzing

To gather all available information, consider the following:

2.1 Move the decision-making to the information source

  • Empower frontline employees to make decisions.
  • Implement a decentralized decision-making structure.

2.2 Observe and orient using John Boyd’s OODA loop concept

2.2.1 Observe

  • Continuously gather information to build a comprehensive picture.
  • Encourage team members to ask questions to understand the issue better.
  • Filter out the irrelevant “noise” to focus on critical data.

2.2.2 Orient

  • Foster a culture of self-awareness and understanding of cognitive biases.
  • Provide training and development opportunities to improve analytical skills.
  • Encourage employees to develop mental models that help replace biases and assumptions.
  1. Knowing the “Intent”: Moving Beyond Rules to Foster a Purpose-Driven Culture

Rather than relying on specific rules, understanding the intent behind decisions promotes a broader understanding that helps employees make decisions aligned with the organization’s goals.

3.1 Establish clear organizational values and goals

  • Communicate the company’s mission, vision, and values consistently.
  • Develop a shared understanding of the organization’s strategic direction.

3.2 Promote a culture of trust and empowerment

  • Encourage employees to take ownership of their decisions.
  • Provide support and guidance while allowing for autonomy.

3.3 Develop guidelines and frameworks for decision-making

  • Create decision-making frameworks that emphasize the organization’s intent and values.
  • Offer tools and resources that help employees navigate complex decisions.

Conclusion: Achieving Organizational Clarity and Empowering Decision-Making

Ask yourself these questions to determine if your team is making common-sense decisions:

  • Are they solving the right problem?
  • Do they have all the available information?
  • Do they know the intent, and is there organizational clarity?

If you find something missing in these areas, address it and empower your team to make better decisions. Embrace a culture of collaboration, open communication, and trust, and watch your organization’s decision-making processes improve.

Copyright (c) 2021, Marc A. Borrelli

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Ideation! Harder Than It Sounds

Ideation! Harder Than It Sounds

Ideation is key in an organization as it faces the challenges of a changing environment. What new ideas, thoughts, understanding, and logic can we bring to the situation before us. This may sound easy, but I have found that when challenged to do so, the thought process slows down very quickly, and after a few ideas have been thrown out and rejected, a form of hopelessness takes over. Face Idea Generation is Hard!

 

So how to solve this problem?

Working with some teams recently, I have come across the following system, which, while not perfect, helps get closer to what we want to achieve. For example, let’s say the topic is “Grow repeat business.”

 

100 Ideas, No Less

When starting the process with your team, the first rule is that we will not stop with ideation until we have at least 100 ideas on the board. Not only do we need 100 ideas, but no one is allowed to criticize, demean, promote, or challenge any idea until the 100 are there. This rule’s logic is to stop ideas from being shut down by some of the dominant participants. It is hard to get 100 ideas up on the board, and we progress through them, they get crazier, but that is sometimes where the gems lie. So, following our example, we could have the following ideas:

  • Create a membership club
  • Offer discounts to repeat customers.
  • Provide value behind a paywall for member customers
  • Offer bundling
  • Offer easy returns, e.g., Zappos.
  • Provide special shopping events for repeat customers or members
  • Offer suggestions to customers based on what they have purchased.
  • Free shipping for members
  • Special shopping days for members only
  • Early access to new products for members or repeat customers
  • Send you products that we believe you want and if you don’t return them then charge for them.

As can be seen from the above, many of these ideas are common, and we have seen them with Amazon and others. However, at one time, they were all new. Also, the last one, someone might think is “crazy,” but it doesn’t matter; it is still an idea to be put down.

 

Mind Map

Once you’re over 100 and there are no more ideas, time to organize. If there are still ideas at 100, don’t stop. I find organizing through Mind Mapping the best. For those of you who haven’t done Mind Mapping, take your ideas and organize them into “topics.” Elaborate on those by creating sub-topics and use short phrases or single words to identify them. Thus, once done, your 100+ ideas are organized into subtopics within topics, so it is easier to look at what each is seeking to achieve. In some cases, the ideas are just variations on prior ideas to be lumped into one. So, again looking at the ideas above, we could organize them as follows:

Membership Ease of Use Promotions
Create a club Offer easy returns Special shopping events
Provide additional value for members Offer bundling Discounts
Special shopping events for members Offer suggestions to customers based on prior purchases Special shopping days
Free shipping for members Free shipping for everyone  
Early access to new products for members   Early access to new products for prior customers
Send products and customer decides if they want them.    

 

10% AND ?

Once we have divided everything into our subtopics, then we go through them one by one. Each person has to identify at least 10 percent of what they like about any idea and then add to it. The next person builds on the last person’s statement, again identifying at least 10% they like and then adding to it. This ensures that nothing is shut down and that the creative exercise can take place. By having to build on something regardless of whether or not you agree, forces you to find the best in it and make it better – KAIZEN. The number of participants in the meeting will determine how many times you go around. As you go around, each iteration is recorded. This process further frees the imagination as you have to identify something you like about the statement before you and add something good. At the end of this process, some excellent ideas may have been arrived at. Then you can use a multiple voting system for the participants to identify what they like best.

 

So, Give it a try!

So, give it a try; you may find you get some fascinating and novel ideas from your group. Besides, as the group’s ideas flow, you should find a greater commitment to the ideas than those that the usual dominant people promote.

 

Copyright (c) 2021, Marc A. Borrelli

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Recruit, Recruit, Recruit!

Recruit, Recruit, Recruit!

I have mentioned the coming talent crisis and how to hire. However, talking to clients and others, many are seeing a huge uptick in business during the first quarter of Q1, not only compared to Q4 2020 but compared to Q1 2020. As a result, these companies are in a rush to hire to meet this surge in demand. What amazes me is how many are so unprepared.

All business owners know that they and their team need to be selling continuously. As Estée Lauder put it, “I have never worked a day in my life without selling. If I believe in something, I sell it, and I sell it hard.” While many small and midsized companies seek to live up to this statement, they fail to see recruiting through the same lens.

Continual recruiting is key to the survival of a company, and it is not something that is left to chance and a time when you have a position to fill. Doing so often results, to paraphrase Barry Deutsch, “When looking for basketball talent, you get to pick the tallest pigmy.”

All companies need to be continuously recruiting. By that, I don’t mean hiring, but recruiting. It’s building a pipeline of people that you would hire if you needed someone to fill a position, or someone you would hire regardless of the position if they were available.

Recruiting doesn’t just fall on HR and the CEO, but the entire organization. To succeed, as Jim Collins says, you need “The right people in the right seats doing the right things.” Well, where do you get the right people? Here are some suggestions.

Develop your recruiting flywheel

In Good to Great, Jim Collins refers to the Flywheel Effect concept as:

“No matter how dramatic the end result, good-to-great transformations never happen in one fell swoop. In building a great company or social sector enterprise, there is no single defining action, no grand program, no one killer innovation, no solitary lucky break, no miracle moment. Rather, the process resembles relentlessly pushing a giant, heavy flywheel, turn upon turn, building momentum until a point of breakthrough, and beyond.”

I think organizations with great hiring abilities have developed a hiring flywheel where they have a process and pursue the process relentlessly until it operates with its own momentum. At that point, all others look at the organization and wonder how it does it and what is the magical change. There isn’t any, just a continual pushing for the flywheel process.

A Strategic HR person

Many organizations have a Human Resources manager. However, that role is typically a person how manages payroll, benefits, and compliance. They sit “under” Finance and ensure that employees get paid, get their benefits, and are in compliance with a myriad of rules. This role is crucial whether you have internally or outsource it.

However, few companies have a “Strategic” Human Resources person who sits in the “C” Suite. This person needs to ensure that the organization’s resources are aligned with its strategy. As the organization moves through its 13-Week plans and 3HAG, they know when additional talent is going to be needed. Hence, they are ahead of the curve, ensure that the requisite talent is hired, assimilated into the culture, and onboarded in time for their needs.

Backfilling as fast as you can when in growth mode is difficult, as everyone in the company is too stretched thin. New employee hiring decisions are often made with the thought process, “Let’s just hire someone to fill this need; if it doesn’t work out, we can get someone else.” Such a process is time-wasting and very expensive. Also, new employees are thrown into the tumult without proper onboarding, an understanding of what is expected, and an understanding of the culture. They’re thrown in because the organization needs bodies, and this can all be done later. Still, it never is, and the good employees leave.

Talent folder

Everyone on the Leadership Team must have a Talent folder. It should contain the names of anyone they have met that they believe would be a great addition to the team. They need to follow these people on LinkedIn and make sure they know where they are, what they are doing, and most importantly, keep in touch. When a position in the organization opens up, that member of the leadership team can reach out to them to see if they would be interested in joining the company. The leadership team should review their collective talent folders in each quarterly meeting. They look at the next 13-Week Sprint and the resource limitations they face, either through insufficient resources or talent.

Ask Employees for Referrals

All industries are incestuous; everyone knows people in the industry in similar roles because they all attend the same conferences, often previously worked for the same companies, or did some training together. It must be part of your culture to get your employees to nominate great people they meet as potential hires. By emphasizing behaviors and culture, your employees will know what types of people would fit. There is no better recruiting tool than a very happy and excited employee working to attract you to their firm. These people should be vetted and added to someone’s Talent Folder. If an employee nomination is hired, reward your employee. However, it is best if they are not involved in the hiring process beyond the nomination, and the nominees have to remain for a period of time.

Ask Customers and Suppliers for Talent

Your customers and suppliers know you, your company, your vision, and your culture. Ask them for people that they think would be a good fit. Especially if there is a position that you want to fill, and they know more specifically what you are looking for. If they like working with you and believe in what you stand for, they are far more likely to refer someone to you than if the opposite is true. However, this requires a great relationship with your customers and supplies. You don’t just want to ask when you need someone, but you need to make it reciprocal as well.

Check your reputation on GlassDoor

It might be easy to dismiss negative statements from unhappy employees; however, like client reviews, statements on GlassDoor matter. All prospective employees now look at GlassDoor to see how you rank and what people say about you. If there are negative statements that make the organization look bad, you can expect many “A” players to wonder if it is worth applying for your position or moving on to an organization with a better reputation. You can expect questions from GlassDoor statements to be raised in interviews, at least from “A” players. Thus, it is in your interest to ensure that you work to maintain a good profile like you would from your clients.

Have Employee Testimonials on Your Website

Most organizations have a link on their website about job openings or career inquiries. However, few have employee testimonials that reinforce the company’s culture, commitment to its employees, and great stories of how it has helped its employees achieve their goals. These testimonials can do more to recruit people who are aligned with the organization than some CEO/owner statement as it shows how the organization is “Walking the Talk.”

Good luck developing your flywheel and attracting the talent you need. If you need help, reach out, we are here to help our clients succeed.

 

Copyright © 2021, Marc A. Borrelli

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Algorithms Once More Run Amok

Algorithms Once More Run Amok

For those who have not been following the disaster in the UK with the GCSE A-level exam results, here is a summary:

The History

  • A-levels are the exams taken in the UK, which determine where students go to college. Most English students receive acceptances from universities that are conditional upon attaining specific A-Level results.
  • Due to COVID, these national exams were canceled, which left students with an uncertain future.
  • In late March 2020, Gavin Williamson, Secretary of State for Education instructed Sally Collier, the head of Ofqual (The Office of Qualifications and Examinations Regulation), to “ensure, as far as is possible, that qualification standards are maintained, and the distribution of grades follows a similar profile to that in previous years”. On 31 March, Williamson issued a ministerial direction under the Children and Learning Act 2009.
  • In August, an algorithm devised by Ofqual computed 82% of ‘A level’ grades. More than 4.6 million GCSEs in England – about 97% of the total – were assigned solely by the algorithm. Teacher rankings were taken into consideration, but not the teacher-assessed grades submitted by schools and colleges.

The Outcome

  • Ofqual’s Direct Centre Performance model used the records of each center (school or college) for the subject assessed. Only after the results of the model’s first use in August 2020, were details of the algorithm released and then only in part.
  • Students at small schools or taking minority subjects, such as are offered at small private schools saw their grades inflated than their teacher predicted. Traditionally, such students have a narrower range of marks, as these schools encourage weaker students to leave.
  • Students at large state schools, sixth-form colleges and FE colleges who have open access policies and historically have educated black and minority ethnic students or vulnerable students saw their results plummet, so the fitted with the historic distribution curve. Nearly 300,000 of the 730,000 A-levels were lower than the teacher assessment this summer.
  • While 49% of entries by students at private schools received an A grade or above, only 22% of students at comprehensive schools received such marks.
  • The fact that students are elite private schools benefited at the expense of those from disadvantaged backgrounds sparked national outrage, including protests.
  • According to some, Ofqual has barred individual pupils from appealing against their grades on academic grounds. Families should not waste time complaining but instead should contact college or university admissions offices to confirm their places in the event of unexpectedly poor grades.
  • At first, the government refused to back down and change the results, but due to the level of protest, it soon backed down.
  • The government announced that official results would be the higher of the algorithm approximation or teacher estimates of how their students would have done. On 19 August, The Universities and Colleges Admissions Service determined that with the change, 15,000 pupils were rejected by their first-choice university on the algorithm generated grades.

What is the problem?

Well, first, there is chaos, as many students are not sure they can get into their first choice universities. For many, the algorithm was just another example of how the UK educational system consistently favors those from elite backgrounds. Statisticians have criticized Ofqual’s algorithm, saying it does not have sufficient data to award grades fairly to most state schools in England, because of wide variations in results within schools and between years. Furthermore, the Royal Statistical Society has called for an urgent review of the statistical procedures used in England and Scotland, to be carried out by the UK Statistics Authority.

However, the deep questions for all of us who aren’t affected by these results are (i) how did the algorithm get it wrong? And (ii) how many other algorithms are messing up our personal and business lives without us knowing.

AI Bias

The category of algorithms known as deep learning is behind the vast majority of AI applications. Deep-learning algorithms seek to find patterns in data. However, these technologies have a significant effect on people’s lives. They can perpetuate injustice in hiring, retail,  insurance, advertising, education, and security and may already be doing so in the criminal legal system, leading to decisions that harm the poor, reinforce racism, and amplify inequality. In addition to articles by MIT and others, Cathy O’Neil laid out these issues in her 2016 book, Weapons of Math Destruction – a must-read for anyone with interest in this area. O’Neil argues that these problematic mathematical tools share three key features; they are:

  1. Opaque – especially those run by private companies who don’t want to share their IP. As a result, no one gets to audit the results.
  2. Unregulated – they do damage with little consequence to important areas of people’s lives; and
  3. Difficult to contest – the users don’t know how they were built so deflect and the providers hide behind their IP.

Also, such systems are scalable, which amplifies any inherent biases to affect increasingly larger populations.

Most troubling, they reinforce discrimination: If a poor student can’t get a loan because a lending model deems him too risky (because of his zip code), he’s then cut off from the kind of education that could pull him out of poverty, and a vicious spiral ensues. Models are propping up the lucky and punishing the downtrodden, creating a “toxic cocktail for democracy.”

A recent MIT article pointed out that AI bias arises for three reasons:

  1. Framing the problem. In creating a deep-learning model, computer scientists first decide what they want it to achieve. For example, if a credit card company wants to predict a customer’s creditworthiness, how is “creditworthiness” defined? What most credit card companies want are customers who will use the card, make partial payments that never take the entire balance down so that they earn lots of interest. Thus, what they mean by “creditworthiness” is profit maximization. When business reasons define the problem, fairness and discrimination are no longer part of what the model considers. If the algorithm discovers that providing subprime loans is an effective way to maximize profit, it will engage in predatory behavior even if that wasn’t the company’s intention.
  2. Collecting the data. Bias shows up in training data for two reasons: either the data collect is unrepresentative of reality, or it reflects existing prejudices. The first has become apparent recently with face recognition software. Feeding the deep-learning algorithms more photos of light-skinned faces than dark-skinned faces, resulted in a face recognition system that is inevitably worse at recognizing darker-skinned faces. The second case is what Amazon discovered with its internal recruiting tool. Trained with historical hiring decisions that favored men over women, the tool dismissed female candidates, as it had learned to do the same.
  3. Preparing the data. Finally, during the data preparation, the introduction of bias can occur. This stage involves identifying which attributes the algorithm is to consider. Do not confuse this with the problem-framing stage. In the creditworthiness case above, possible “attributes” are the customer’s age, income, or the number of paid-off loans. In the Amazon recruiting tool, an “attribute” could be the candidate’s gender, education level, or years of experience. Choosing the appropriate attributes can significantly influence the model’s prediction accuracy, so this is considered the “art” of deep learning. While the attribute’s impact on accuracy is easy to measure, its impact on the model’s bias is not.

So given we know how the bias in models arises, why is it so hard to fix? There are four main reasons:

  1. Unknown unknowns. During a model’s construction, the influence of bias on the downstream impacts of the data and choices is not known until much later. Once a bias is discovered, retroactively identifying what caused it and how to get rid of it isn’t easy. When the engineers realized the Amazon tool was penalizing female candidates, they reprogrammed it to ignore explicitly gendered words like “women’s.” However, they discovered that the revised system still picked up on implicitly gendered words, namely verbs that were highly correlated with men over women, e.g., “executed” and “captured”—and using that to make its decisions.
  2. Imperfect processes. Bias was not a consideration in the design of many deep learning’s standard practices. Testing of deep-learning models before deployment should provide a perfect opportunity to catch any bias; however, in practice, the data used to test the performance of the model has the same preferences as the data used to train it. Thus, it fails to flag skewed or prejudiced results.
  3. Lack of social context. How computer scientists learn to frame problems isn’t compatible with the best way to think about social issues. According to Andrew Selbst, a postdoc at the Data & Society Research Institute, the problem is the “portability trap.” In computer science, a system that is usable for different tasks in different contexts is excellent, i.e., portable. However, this ignores many social settings. As Selbst said, “You can’t have a system designed in Utah and then applied in Kentucky directly because different communities have different versions of fairness. Or you can’t have a system that you apply for ‘fair’ criminal justice results then applied to employment. How we think about fairness in those contexts is just totally different.”
  4. Definitions of fairness. It is not clear what an absence of bias would look like. However, this is not just an issue for computer science; the question has a long history of debate in philosophy, social science, and law. But in computer science, the concept of fairness must be defined in mathematical terms, like balancing the false positive and false negative rates of a prediction system. What researchers have discovered, there are many different mathematical definitions of fairness that are also mutually exclusive. Does “fairness” mean that the same level of risk should result in the same score regardless of race? It’s impossible to fulfill both definitions at the same time, so at some point, you have to pick one. (For a more in-depth discussion of why click here) While other fields accept that these definitions can change over time, computer science cannot. A fixed definition is required. “By fixing the answer, you’re solving a problem that looks very different than how society tends to think about these issues,” says Selbst.

As the UK A-level exam debacle reminded us, algorithms can’t fix broken systems. When the regulator lost sight of the goal and pushed for standardization above all else, the problem began. When someone approaches you with a tempting AI solution, consider all the ramifications from potential bias because if there is bias in the system, you will bear the responsibility, not the AI program.

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Where are you?

Where are you?

Last week I discussed how business trends had accelerated 5 – 10 years as a result of COVID, thus whatever the critical trends in your business were in March, take them forward 5 – 10 years, and that is where you are now. This acceleration applies to all companies, but the ones we see most easily are move to online retailing and the death of malls.

If that is where your business is, then as I have also said before you need to:

  • Revisit your BHAG. Hopefully, you have one, and make sure it is still relevant. Your Big Hairy Audacious Goal is more than just “goals,” a true BHAG is clear and compelling and serves as a unifying focal point of effort– often creating immense team spirit.  It has a clear finish line, so the organization can know when it has achieved the goal; people like to shoot for finish lines. However, if your BHAG aimed at ten years out, and we have moved 5 – 10 years in the last few months, we may have passed, or it may no longer be relevant.

  • Review your corporate mission and vision statements, again to ensure they are correct given where everything has moved;

  • Look at your “Why.” Is it relevant in a COVID/post COVID world, or does it need changing? Is it a “Why” that has relevance with your future workforce. If you are not sure about your “Why,” here is a link to Simon Sinek’s “Start with your Why” as a refresher. Millennials are here, and regardless of what you think about them, you need them. The good ones will want to work of organizations where they believe in its “Why.” Now is the time to fix it.

  • Take a hard look at your Corporate Culture, is what you live, or are they just pretty words? I have come across many examples over the last twelve weeks were organizations are flouting their cultural beliefs and not even realizing it. Look at your behaviors during this period and have you lived your culture. If not, you need to change one or the other.

  • Develop a new strategy – urgently! As I have said before, not only have we moved forward 5 – 10 years, but the game has changed. There are new rules and players. Thus you need a new strategy.

  • Revisit your capital investment plans. With a new strategy and market, your prior capital priorities are not necessarily correct. You need to revisit your investment plans and ensure that you are focused on investing in technology and processes to keep ahead of your competition.

  • Revisit “How You Make Money.” How You Make Money is a fundamental understanding of every employee in an organization. It must be something simple that everyone understands but drives the appropriate decisions making and behavior. Herb Keller at Southwest Airlines put it best with “Wheels Up.” So how do you make money, and has it changed in this new environment?

  • Revisit your capital allocation. Right now, interest rates are at an all-time low and should remain here for some time. With lower interest rates you need to revisit your capital structure, assets and operations to determine the most efficient capital allocation from a cost of capital and tax perspective and

  • Revisit your operations. Taxes are at an all-time low, but I don’t expect them to remain so as the significant increase in government debt will need financing at some point. So look at your operations and some assets, should you sell them now and reinvest the proceeds more efficiently, given where we are. One of my clients is about to sell his office building and is looking to do a 1031 exchange into a new investment property. While that is the standard consideration; however, if you expect taxes to rise and value of investment property to rise more slowly as the world adjusts to the post COVID landscape, would it be better to pay the taxes now. That is a question each person needs to determine, but one I would ask.

  • Revisit your decisions making process. As we move through a time of significant change and confusion, you need to move the decision making down from the top to where the information is. As I have said before, this is a time for effectively A/B testing outside of just the software world. Having everything flow up and down through the organization slows the decision-making process down too much for such times. To have effective decision making at the front lines, your employees need to know the Mission, VIsion, your Why, How You Make Money, and the Company’s Culture. If they genuinely understand those, they will make the right decisions for the organization.

The most beautiful thing about the current environment is you can change all of these things without too much of an issue. Because of COVID and the adjustments required, Scared Cows can get slaughtered. Prior commitments and beliefs that could not be touched are fair game.

Now is the time to implement John Boyd’s OODA Loop – observe–orient–decide–act.

While developed for military strategy, this is an ideal OODA loop environment. An organization that can process this cycle quickly, observing and reacting to unfolding events more rapidly than the competition, can “get inside” the opponent’s decision cycle and gain the advantage. Raw information or observations of the evolving situation are processed or filtered to drive all decisions regarding the problem.

While everyone is still figuring out what is happening, take advantage of the confusion and move quickly. Those organizations that emerge ahead for this crisis will have market leadership for the next decade.

 

Copyright (c) 2020, Marc A. Borrelli

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A Coming Fall in Productivity

A Coming Fall in Productivity

Due to the move to Work from Home, which began in China on January 23, in Italy on March 9, much of Europe by March 15, and the US, with California, on March 16. By the end of March, 77% of work was performed remotely in North America, the most significant amount of any continent.

Aternity, through its Global Remote Work Productivity Tracker, has analyzed data to determine if employees have become more productive Working from Home. Overall North American productivity increased 23%; however that this was due to Canada. The United States experienced a 7.2% decrease in productivity.

However, while productivity has fallen, what I am hearing from clients and colleagues is that they are working harder and longer than ever before. These stories are not just hearsay. According to data from NordVPN, U.S. homebound employees are logging three hours more per day on the job than before the city and state-wide lockdown. As a result, we are working longer and are less productive. That is because we are overworked, stressed.

While companies sent employees home, the companies had not prepared for employees working from home. The employees did not have the tools they needed, e.g., workspace, VPN access, Internet bandwidth, let alone employees having the space, lack of distractions, and stress to perform. Lines of responsibility got confused. Many leaders did not rise to the occasion, and many who were previously not considered leaders, did, further confusing the traditional environment. Many situations did not have solutions that prior experience provided, increasing confusion. Finally, many companies didn’t have an appropriate culture and were not checking in to see how employees were doing personally and what they needed to succeed.

The bosses at the Canadian federal agency Parks Canada put it succinctly in a Tweet. The Tweet had an accompanying set of principles for working remotely under Covid-19, namely:

  1. You are not “working from home,” you are “at your home, during a crisis, trying to work.”
  2. Your personal physical, mental, and emotional health is far more important than anything else right now.
  3. You should not try to compensate for lost productivity by working longer hours.
  4. You will kind to yourself and not judge how you are coping based on how you see others coping.
  5. You will be kind to others and not judge how they are coping based on how you are coping.
  6. Your team’s success will not be measured the same way it was when things were normal.

Enough companies have not articulated these principals.

At the beginning of the crisis, the adrenalin rush energized many. As an HBR article noted, a CEO said that the crisis allowed unusual freedom of movement, both strategically and as a leader. The relief from budget constraints, the suspension of market expectations, and the welcome escape from the conformity of the daily routine all contributed to his unexpected reaction to working during the pandemic. However, the adrenaline-fueled pace of the initial crisis response spluttered. Problems were more complicated and exhausting. The glory faded. Fuses were short.

As Jay Forte recently said to my Vistage Groups, ask yourself about your leadership approach, and your employees about your response that affected engagement and retention:

  • What Worked?

  • What Didn’t Work?

I expect many of us would learn a lot from this that could lead to improved performance.

As we open up and people return to work, I expect we will see a further fall in productivity. Some business leaders are pushing for a return to the office because they believe productivity will increase; it may result in the long term, but not immediately. Many have been working long hours under lots of stress, not just work stress, and the pace is unsustainable. Were are entering a “Regression Phase” where people get tired, lose their sense of purpose, start fighting about the small stuff, and forget to do basic things like eat or drink — or they eat and drink too much. Even with opening up, many of the stresses will not disappear, and the regression phase will continue. Many people are depressed and not even aware of it. Robert Klitzman, at Columbia University, estimates that about 50 percent of the U.S. population is experiencing depressive symptoms. If CEOs and business leaders don’t start paying attention to the condition of their employees, productivity will fall even further.

One client informed me that they are now encouraging employees to be furloughed for a week or two just to turn off and relax. By being furlough, they still get insurance benefits, can claim unemployment, including the federal government’s $600 weekly payment, and have not used up vacation days. Cisco has realized the issue and gave its 75,000 employees the day off on Friday to recharge over a now four day weekend.

Also, when everyone is back, look at:

  • Disrupting the team, change players, reassign roles. I have often reorganized my office and home because a reorganization makes it feel new. Disrupting the team does the same thing and provides new energy.

  • Calibrate your team’s emotions. Understand where they are concerning “safety,” “stress,” and “family pressure.”

  • Aim for the future. Think about where you are going to provide a new purpose more than just surviving.

Therefore, it up to CEOs and business leaders to look at their workforce and determine what is working, what isn’t, and how to recharge them and reduce their stress. Empathy is the greatest tool you have in your toolbox, and use effectively will lead to much much more significant results. As I have said before, how you behave during this period will define your organization for the next decade. That will affect who you can recruit and retain. So remember the moral of the tortoise and hare, “you can be more successful by doing things slowly and steadily than by acting quickly and carelessly.”

Copyright (c) 2020. Marc A. Borrelli

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