When are you expected to work with your manager?
Where does individual ownership give way to partnership, and to the team dynamic?
Over and above the day-to-day focus within the work which is done, what are the visionary, mission-driven possibilities elevated in the near future?
How do mavericks grow in your company? How do your best ideas gain support, and then attain traction and velocity there?
These are the kinds of questions which every healthy workplace culture should have definitive answers for, answers which are aligned with the values that company stands for.
Management can then be managemeant.
Culture building needs a solid foundation that serves as fertile ground. We know values are critical. So are their champions.
Those champions should be your managers.
When organizations choose to adopt Managing with Aloha as part of their culture, they’ve done their homework; they usually know about the Core 21, the 19 Values listed on the blog sidebar, the 10 Beliefs, and the 9 Key Concepts. It’s a lot to take in at first, and it’s highly weaveable, but usually 1 Question trumps them all in the eager minds of those anxious to begin:
Where do we start?
My answer is always the same: Reconstruct the role of your managers.
(article, and coaching category) Understand the true cultural work your managers can perform for you when they are liberated and motivated to do so.
The evidence is clear: Managers create culture. Ignore them (i.e. devalue them), and they can destroy it. My core purpose in writing MWA was to help prevent that sad, damaging downslide from happening, because I know what a positive force great managemeant can be.
In most of the organizations I visit, there is quite a distance to bridge between managers and their staff; they’re operating in totally separate orbits and worse, they’re content to “leave well enough alone.”
Problem is, “well enough” for them isn’t delivering much well being to the workplace culture.
To Do: Today
Help your people understand what a partnership with an Alaka‘i Manager can be about. Help them see why that partnership is so useful, and how enjoyable it can be.
If you do nothing else, get your own perspective in check, and create a healthier relationship with your own manager; set a good example as you flourish in that new partnership.
Go back to the questions at the beginning of my posting: Answering them, and engineering the change which is necessary (with value-alignment) will get you much closer to the well being which will vastly improve the health of your culture.
Postscript/Weaving: Role versus Practice
If you are a long-time Talking Story reader, you know that I am very insistent on having Alaka‘i Managers adopt and practice D5M, the Daily 5 Minutes, writing things like this:
“I need to be crystal clear about something:
If you’re not giving your staff the gift of the Daily Five Minutes ®
you’re not Managing with Aloha „¢”
Adopting D5M gives Alaka‘i Managers a great tool for making everything else happen (‘everything’ being the full spirit-spilling, work-sensible philosophy of Managing with Aloha).
What the D5M does, is collect timely inputs (the talk story) from an ongoing partnership, so the two people involved will always agree on what they should be working on next, working on it Kākou, together.
Before that actually happens, D5M concentrates on the foundational stuff of getting a good partnership in place, so it can be a functioning partnership. There must be comfort between people first: Then, and only then, can they work together to achieve greater things.
This is why there must be Managing with Aloha champions within a culture; they are the braver, more vocal ones who foster better health, and push through any obstacles, just like Ricky does in her workplace culture as a teacher.
Bottom line here, is that I write Talking Story to help you make your way toward being one of those champions. Write me when you have questions; you’re not alone.