• Difficult Truths, Too Big to Swallow
• Update to our Literature Search – Part I
• Update to our Literature Search – Part II

OK – time to bring things up to date – it’s around 5 months since we updated the list, so let’s see just how much paper has been wasted stating the obvious:

• Change Management: 69,481 (65,689; 57,604; 47,416) +46%
• Business Strategy: 71,284 (72,959; 64,603; 56,102) +27%
• Organization Culture: 34,851 (32,944; 28,965; 23,956) +45%
• Talent Management: 11,138 (10,426; 8,970; 7,206) +55%
• People Management: 50,711 (48,019; 41,848; 33,011) +53%
• Leadership: 371,927 (350,084; 302,959; 256,503) +45%
• Management: 981,451 (960,499; Not measured; Not measured) +2.2%

So, what does our cross-indexing thematic meta-analytic framework study tell us?

Hmmmmmmm…

Well, it appears that the tried and tested, traditional stuff (management, strategy, change management) are growing at a slightly slower rate than the newer disciplines of talent and people management – though personally this BadConsultant is a little disheartened to see Organization Culture not hitting the similar growth rates to talent and people

[though it does give us an idea about a book... "BadConsultant's Guide to Building a Culture of Talented People" anyone? Anyone?]

Management books overall continue to creep towards the 1 million mark, and we can’t help but feel it fitting that at around the time that’s happening, the capitalist edifices that are the logical final extension of the 20th century’s adoration of growth through industrialized

[exploitation]

expansion are crumbling left, right and centre; leaving the path open for those smart

[smaller]

organizations that have realized that talented people driving a culture that celebrates their healthy performance IS the competitive advantage.

Oh, and finally from the literature search, note the slight decrease of 1,700 or so books in Business Strategy… Artifact of Amazon’s cataloguing system, or just the shelf of strategy books pertaining to growing through sub-prime derivatives trading?

For now, BC is out – but will be back soon with a veritable litany of observation, inference, practice and learning.

Peace and love,

BC

[and no, you won't hear those two words spoken by very many of the companies that are buying many of the books above - which is why they will fail]

Badconsultant does a LOT of work on culture and colleague engagement. Which involves surveys, and measurement, and frameworks, and systemic change, and… er… avoidance, denial, recrimination, anger, rapprochement and… well…

[billable hours]

silliness. Just plain, simple silliness.

Like the leader who, taking the guidance that ‘leaders embody the culture’, comes to believe themselves an Incan high priest on the high pyramid, slaughtering sheep and young virgins so as to pronounce that…

WE EMPOWER COLLEAGUES!

[Badconsultant whole-heartedly apologizes for the inadvertent use of the 'E' word and takes no liability for possible downstream consequences... Though we will be happy to submit a statement of work to fix them]

And in the saying, believing that the words have become reality.

Like the manager who will obsess about survey results for a year, agonizing over what possible meaning can be gleaned from the data, all the while hearing the suggestion to simply ask people what’s important to them and what would make a difference, yet clinging to the notion that somehow there is an answer that must be given to people.

Manager play-acting the role of high priest, I guess.

Engagement doesn’t come in a box, it can’t be given, it can’t be manufactured. It’s something you solicit and nurture, not build and provide.

And how ironic is it that people who most often ask “How do I grow engagement?” are those least likely to simply engage with people?

So, let us argue the questions, let us argue the theory, let us deny that the people around us are human beings who have feelings, thoughts, cares, whims and neuroses. Let us believe that people are non-chaotic, cookie-cutter-cut-outs who respond to stimulus like pavlovian dogs.

Let us live in beautiful, blissful denial.

And anyway

[ready for it]

What is the ‘best friend’ question all about, anyway?

BC

A while back, I mentioned that I had an idea – a BIG idea – that I would share at some point. Well, that’s now 2 big ideas, however I’ve decided that they’re too exciting not to push them forward.

I do make the promise to share the next big idea that comes along (they’re as regular as clockwork) but right now, I want to push one through. So, I’m looking for…

• A marketing genius with experience of proliferating social phenomena
• An iPhone (and other device) app development expert who can help spec out an app
• A social researcher who can help me structure the back-end data to a saleable product

Equal shares all around for anyone who contributes significantly to the product, by common agreement of the team.

Oh, and BTW, this really is a ground-breaking idea but be warned, as soon as anyone on the team leaks it, or steals it, I’ll publish it as open source!

Vince (BadConsultant)

Hi everyone, BadConsultant has been busy launching a number of online forums, some of which I’ve mentioned here, but some I haven’t – the latest one (my most interesting experiment) went live this last weekend.

I thought I’d summarise what’s been going on so that everything’s in one place:

1) Jobinions – Tell it like it is (launched January, 2009)

Jobinions is essentially a consumer review site dedicated to working at, and interviewing for, companies. My aim in building out the Jobinions community and reference resource is to provide an open resource to help talented people make good career decisions. There isn’t any angle, or vested interest (I’m not selling job postings, or user data, for example), it’s just my own little way of changing the world of work.

2) The Strengths Springboard (launched June, 2009)

The Springboard is my companion ‘product’ for the individual conversion to strengths-based working. I’m a huge fan (and, yes, believer) in a personal commitment to doing what you do best at work, however have come to recognize over the past few years that the majority of organizations actually don’t want that to happen. The manifesto document (The Strengths Springboard – Is your organization ready?) took me a few months to research and write and ultimately describes 5 organization beliefs of strengths-based organizations and how they can get coded into behaviors, processes and systems. Alongside the manifesto, there are discussion forums and, over time, I’ll be adding diagnostic tools, etc. to help members assess their own organizations.

3) Too Busy Hiring (launched June, 2009)

Too Busy Hiring is a somewhat light-hearted entry into Strategic Workforce Planning, through the lens of the tireless recruitment/ staffing/ talent acquisition professional – a quick 10-question assessment leads to a read-out of symptoms and potential solutions. Oh, and of course, you get a score to compare with the overall database – have some fun there and drop me a line if you want to discuss further.

4) We Are Story (launched July, 2009)

This is my grand experiment, away from the business world. I write a lot and have published a couple of novels – later this year, I’ll be publishing my latest book online (for free!) – and if you’ve done any serious amount of writing, you’ll know it can get pretty lonely – and a little weird being locked up in your own head. Earlier this year, I was flying to Phoenix and read the whole of Seth Godin’s ‘Tribes’ while sitting in Providence airport waiting for my flight out. Halfway through the book, I came up with the idea which eventually became We Are Story – the idea was pretty much fully formed immediately and it’s pretty much as I imagined it. Simply put, We Are Story is a single story told in pods of max. 5000 characters (around 500 words) by whoever feels like writing it. I’ve started the story rolling and am now getting people to join. All writing can be rated and commented, so it’ll become a social forum over time. I’m really excited by We Are Story – it’s truly and experiment.

So, if you wonder why BadConsultant hasn’t been as vociferous recently, you’ve now got the reason – why don’t you come along to learn, teach and, perhaps, do a little story-telling too?

Vince (BadConsultant)

Careful… I’m about to illuminate a truth that everyone knows

[think of it as a red pill moment]

but few will admit to – or do anything about.

OK. Here goes.

The reason you’re so p***ed off at work is that you’re bored.

[wait for shrieks of indignation from the 'upwardly mobile', or shrugs of 'so' from the not so upwardly mobile]

The reason you’re bored is because you are woefully underusing what you were born with and have subsequently developed: your mind, body, heart and soul.

Because you’re woefully underusing what you were born with and have subsequently developed, you are putting on weight, damaging your personal relationships and, yes, driving the future of life on this planet into the great landfill.

Because you’re bored.

Next time you’re in a meeting that nobody wants, without a clear remit, without a clear outcome, where everyone seems so keen to ‘build’ on someone else’s point so passive-aggressively, where use of ‘And’ and not ‘But’ has become a practiced art of the subtly raised eyebrow, where nothing gets done for the many $’000s of dollars compensation present in the room

[if you don't know what I'm talking about, you need this posting more than anyone]

pause and take a look around the room. All of that energy is being spent trying to stimulate mind, body, heart and soul – as if there was something real happening. Fight, fright, flight – our basic physical response to attack. Tension in the neck, legs, arms and face – our natural instinct to embodiment. Being with others in a collaborative quest – our natural proclivity to reciprocity. Passionate commitment to something we believe in – our search for meaning beyond ourselves.

That’s what we are. And because we spend so much time denying what we are

[reciprocity in the dog-eat-dog world of capitalist norms, anyone?]

the energy is wasted. And we get bored. So we invent crises just to avoid admitting that we’re bored and not expending anywhere near the energy we could if we truly became engaged in the world as a whole person.

Notice I didn’t say, engaged in work as a whole person.

Because one of the greatest boredom myths is that a strongly aligned working experience can cure everything. It can’t. Yet, every day billions of people enter the work-place

[yeah, like that's a concept that even makes sense anymore...]

with a silent prayer in their sub-conscious: Lord protect me from becoming too bored.

And work becomes a huge distraction from all the potential you are choosing not to use.

So, the next time you catch yourself in the moment, arguing a point that doesn’t need to be argued, about something that doesn’t matter – stop and think on how it’s protecting you from becoming too bored. And decide whether that’s a deal you want to make or not.

If it is, then the following symptoms are likely to develop shortly, if they aren’t already present:

• Buying consumer electronics for meaningless technological advantage over ‘good-enough’ existing possessions
• Going out to dinner because it’s that time of day, not because of hunger
• Sitting watching television programs you don’t like because your partner likes them
• Engaging in office politics to perpetuate insignificant power struggles
• Invading nearby countries just to make use of the military machine you’ve been growing over the years

[that last one might be a stretch for some of us]

So, which is it going to be – extending some of your potential into the world with all the risk and return that can offer, or settling for a stunted life denying yourself and building endless hedges against boredom.

This badconsultant knows which one he chooses.

A Bientot

BC

A little over a year ago, we carried out our our proprietary literature search to inform Difficult Truths, Too Big to Swallow – Part I. We updated the search in November. Here’s the latest installment. As of this evening (November, April in parens), percent gain since original search:

* Change Management: 65,689 (57,604; 47,416) +38%

* Business Strategy: 72,959 (64,603; 56,102) +30%

* Organization Culture: 32,944 (28,965; 23,956) +38%

* Talent Management: 10,426 (8,970; 7,206) +45%

* People Management: 48,019 (41,848; 33,011) +45%

* Leadership: 350,084 (302,959; 256,503) +36%

What do these stats tell us? Nothing much, just that there are many more people writing books about business than actually being successful in business… All this really good advice and still the nature of commerce and capitalism has taken a nose-dive.

And now, we want to introduce the grand-daddy (or -mummy to be truly diverse) of literature search stats. As of this evening, number of books found on searching for the word ‘management’…

Wait for it…

960,499

Wait a second, let’s give that the emphasis it deserves…

960,499!!!

[nearly a million books on management and most organizations still scramble to get the basics right - sheesh!]

Cause for hope? Look at talent management and people management, finally making the catch-up run on the home stretch. Maybe organizations are finally beginning to get what it’s all about.

Maybe.

L’huego,

BC

I just quipped in a post about mock-authenticity using a Billy Joel snippet – so I thought I’d do him the honour of pulling up the full lyric to ‘Just The Way You Are’ and highlighting his wisdom for authentic executives everywhere…

Don’t go changing, to try and please me
You never let me down before
Don’t imagine you’re too familiar
And I don’t see you anymore

I wouldn’t leave you in times of trouble
We never could have come this far
I took the good times, I’ll take the bad times
I’ll take you just the way you are

Don’t go trying some new fashion
Don’t change the color of your hair
You always have my unspoken passion
Although I might not seem to care

I don’t want clever conversation
I never want to work that hard
I just want someone that I can talk to
I want you just the way you are.

I need to know that you will always be
The same old someone that I knew
What will it take till you believe in me
The way that I believe in you.

I said I love you and that’s forever
And this I promise from the heart
I could not love you any better
I love you just the way you are.

Anyone willing to take the ‘Just The Way You Are’ Employee Attitude Survey [(r) 2009]?

BC

I had the privilege of seeing Bill George speak last year on the subject of Authentic Leadership and followed up by reading his book, True North. All good stuff. Lots of moral compasses, support networks, personal belief systems and integrated diagrams

[well done, graphics department - hurrah!]

all of which make absolute sense and tie in with core psycholgical and social principles.

Good, I thought, another entry in the BadConsultant knowledge management database to be repackaged, repurposed and resold to dumb, rich clients

[we love dumb, rich clients]

everywhere.

Except then it started happening.

And BadConsultant began to feel a little like Alice down the rabbit hole, or Neo taking the red pill.

When it first happened, it was a beautiful sunny day, birds were chirping in the trees, children danced in the grass of the park, a milkman trundled by on his chinkling cart. And in the conference room, an executive pulled up a slide which described his corporate strategy as ‘True North’.

I’d seen this scene before.

What followed in that session and even more so in the months that have followed

[leadership survivalist tactics in economic crisis as last-ditch catalyst, anyone... anyone?]

was the commoditization of the word ‘authentic’ into nearly every aspect of leadership decision-making, behavior and action. Which would be great if it were authentic.

Except the same leaders who never made decisions are now touting their authenticity – but still not making decisions.

And the same leaders who ignored substantial swathes of their organization are now doing so authentically.

And in the same breath inferring that everyone else is like… er… so… rilly, rilly inauthentic.

[or non-authentic... or un-authentic... or authentic-less... They haven't quite working out the anti-authentic word yet]

So, what started as a look behind the veil of leadership, of how to navigate the singular challenges of being a senior executive in a ‘modern’ organization, rapidly descended into the land of homily, buzz-phrase and smoke-screen.

How sad.

BadConsultant openly predicts that leadership development curricula across ‘modern’ organizations will have ‘Introduction to Authenticity 101′ type courses very shortly. May we suggest some snappier titles? How about:

• ‘Knowing me, knowing you’ – how to win through denial!
• ‘The authentic side-step‘ – dancing the tango of non-commitment
• ‘Keeping it real’ – what the rap world teaches us about corporate politics
• ‘I love you just the way you are’ – don’t go changing to try to please me

Authentically yours,

BC

A little earlier this year, BadConsultant launched Jobinions. A free service/discussion forum where people could share opinions on companies as either an employee or as an interviewee.

[and, for full disclosure, I don't make any money from Jobinions - yes, it is possible that some people aren't commoditizing everything]

The spirit of Jobinions is quite simple – tell it like it is. From the Jobinions front page:

... life’s too short to work for crap companies. They can damage your health, wealth and happiness and strip you of your potential to do your very best work. We want you to know what it’s like working for any company. And the best people to tell it like it is are the people working there already and others who have interviewed with the company.

We created Jobinions because there was nowhere to tell it like it is.

Jobinions is founded on the belief that the working world can be better and that we can help each other make great career decisions.

Jobinions is pretty easy to use – a quick sign up process, answer a few core questions on the company and you’re in, simple as that. There’s no personal information shared on the site and, I guarantee, the identity of community members will remain confidential (provided they don’t get into libel/slander).

Quite a few people signed up and created accounts. When I recently advertised Jobinions on Google Adwords, even more people signed up.

BUT…

Only 5 people have left a Jobinion, so far (not counting my initial example). There’s good stuff in those Jobinions – particularly about one major accounting firm.

I am a firm believer that the war for talent has been won by the talent – and Jobinions was built on the basis that it’s OK to have an opinion about your employer – that each of us owns our career and can be proactive in getting to do more of what we do best every day.

Yet, from the many users, only 5 Jobinions in 5 months. Why the reticence?

I did a little bit of digging, searching and reading and came across Laurie Reuttiman’s

[who is a goddess - follow what she says - laugh at her blog - marvel at how remarkably cute she is in all her pictures and... er... make sure you spay and neuter your cats, right Laurie?]

entry about Jobinions which had generated some of the users. And there was a comment that just plain made me go ‘huh?’

To quote:

Even though the post is entitled “Humor,” I’d recommend that folks NOT use Jobinions – your current or potential employer might not see the humor that you do.

Or, for God’s sake, don’t use your real name, email address or URL.

The recession makes grumpy, humorless jerks out of more people than you realize.

Huh?

[see, I told you]

HUH?!!!

“I’d recommend that folks not use Jobinions…”

because your qualification for saying so is that you’re paranoid about employers not seeing the joke?

Really?

Getting past that sort of confrontational, win-lose, serf-master employment relationship is exactly WHY I created Jobinions – it’s time to transcend the BS of the 20th century ‘modern’ organization

[read the manifesto at http://www.strengthsspringboard.com]

and put the people who create the value on the footing they deserve.

Yet even with that intent, I have the simple fact that people (many people) have signed up and created profiles – yet only 5 Jobinions have been posted. Is paranoia rampant? I don’t believe so. Reluctance to use discussion boards? Er… I won’t dignify myself with an answer to that one. Mistrust of ye olde BadConsultant? Maybe.

But at the base of it all (as I discuss at the Strengths Springboard), is that I believe the majority of people haven’t woken up to the fact that the ‘modern’ organization is near dead in the water, out of tricks, unprepared for a world where the East is faster and cheaper, the West is demanding and fickle, and value is created from ideas not reproducible, scalable manufacturing processes.

And why haven’t they woken up?

Because it’s been easier and safer to collude with the mythology. Though it may look, feel, sound, smell and taste like it, it’s not fear, not really – it’s laziness.

GM, AIG, Chrysler…

The mythology is crumbling before your eyes.

So come on over to Jobinions and tell it like it is – it’s time to build a different future – one where it’s cool to work at something you love doing and be respected, rewarded and celebrated for doing just that.

Tomorrow morning, BadConsultant will once again be hitting the MetroNorth-East corridor into New York, arriving at Grand Central in the midst of rush hour.

[hey, why not say "Hi!" if you spot me?]

It’s a nice trip – I get some quiet time on the train, do some thinking, listen to my iPod, get a little bit of work done – an almost zen-like zone of tranquility. And yes, I am attempting to teach the conductors to chant ‘Ommmmmm’ when they ask for the ticket. So, it was a few weeks ago, that I emerged from the train floating a little in transcendental space, thinking of everything, thinking of nothing, flowing with the energy within and without

[don't worry, there is a point coming - I just wanted you to get my mood, maaaaan]

as I stepped out of the track doorway and into the human chaos that is Grand Central in the morning.

I started walking at my usual quick pace, practising being centered, anticipating others movement, adjusting course, blending with the mass of moving humanity. Gradually I slowed. Because I noticed the absence of something (which isn’t all that easy to do in the sensory overload of New York).

There wasn’t one inter-person collision. No-one fell over. No-one was angry with anyone else. The whole thing flowed like bees in a hive, or ants in a colony. This was a society moving naturally, this was a dynamic system, self-adjusting and evolving as I watched.

I stopped walking.

How many people do you think travel through Grand Central station every day?

Hang on a second, I’ll just nip over to Wikipedia… Wow!

• Over 500,000 visitors every day
• Over 125,000 commuters every day

How big is your organization? Mine is about 75,000. Nearly twice as many people commute through Grand Central every day as my whole global organization.

And those commuters don’t seem to need managers.

No collisions. No casualties. Give and take, ebb and flow.

If managers ran Grand Central what do you think would happen?

Let’s try the obvious…

1. Each thoroughfare would be neatly organized into bi-directional walkways to ensure that people walked in the right(®) direction
2. Each of these bi-directional walkways would have designated entry and exit points with a queuing system/process to ensure smooth transition
3. Each traveler would have to have a pre-planned, approved itinerary indicating their time of departure, destination and expected seating assignment
4. Managers would stand at the doorways, to discuss the planned itinerary and to educate the traveler in question exactly how to walk – speed, gait and acceleration – as well as testing quality of footwear and appropriateness of attire
5. Each traveler would have to ensure they had necessary budget to travel prior to commencing entering the station
6. Finally (though the list could go on and on and on) there would be totally, categorically NO SIGHTSEEING – that’s right, anyone stopping to enjoy the breathtaking setting of Grand Central would be held up on a performance management infringement immediately

It’s kind of laughable, right? Yet

[sigh]

we put up with this kind of bulls*** every day in the modern organization – and assume it is the way it has to be. In fact, right now, someone reading this blog is thinking that there’s no way such anarchy/chaos could work in an organization.

[come on, I can hear the gears whirring in your brain... Even from here]

Yet, over 125,000 people get where they want to go every day without major, or even minor, catastrophe. Why is that?

1. They want (or have to) travel – i.e. there is an intention to travel
2. The destination is clear – the overhead boards tell me which train is going where I’m going, what time it leaves and which platform
3. Signage to platforms is clear
4. Nobody has a vested interest in stopping me getting where I’m going – the only time a win/lose proposition comes into play is when someone is guarding and empty seat with their bag to avoid having me sit next to them

[probably not a bad idea]

“But,” my modern organization believer screams at me, “there’s an army of people making sure that Grand Central runs smoothly so that commuters can get through quickly!”

And that’s my point. Of course there is. But I don’t see them. I don’t talk to them. I only deal with them when things are going horribly wrong because of something out of my control. And when that is fixed, they fade away again.

Hmmmm… helping me when I need it, leaving me to do my thing when everything’s running smoothly.

Maybe the question shouldn’t be ‘What If Managers Ran Grand Central?’ but instead ‘What If Grand Central Managed Your Organization?’

Oh well, I’ll see if it’s so smooth tomorrow – knowing my luck I’ve probably jinxed Grand Central and will get to watch 5 cardiac arrests, 3 broken femurs, a small brush fire (in Body Shop), 16 muggings and 1 bizarre act of biblical revelation before I get 10 yards from the platform.

[In which case I will, of course, blog about it]

Toodle-pip,

BC