The Bryce is Right

The Importance of Recognition

February 15, 2012 by TimBryce

For the last several years our Masonic lodge has been hosting an annual dinner to honor the county’s “Deputy of the Year.” Senior officers at the sheriff’s office select a person they believe deserves the honor and informs the Lodge as to why the individual merits the award. The Lodge then prepares a respectable plaque, schedules a dinner and invites the officer’s family, colleagues, and of course Lodge members. A lot of nice words are spoken on the deputy’s behalf, several photos are taken, and a small honorarium is presented to the officer who typically donates it to a local charity. The Lodge prepares a press release regarding the award and distributes it accordingly to the local press. It doesn’t really require a lot of work and it is the Lodge’s small way of expressing its gratitude not only for the job the deputy has performed, but for the sheriff’s office overall. It’s our way of saying “thank you” for their service. It is certainly not a lavish affair, but it is still greatly appreciated by the department for the recognition they receive. The honoree is flattered by the attention bestowed on him by the Lodge and his superiors, the family looks on proudly, and the public is informed of the good work performed by the sheriff’s office.

As human beings, we all crave some degree of recognition, some more than others. Entertainers gorge on it in a frenzy of media events, but most professions do not have such awards. Some people, who have confidence in their abilities, do not need such recognition and even avoid it, but many of us do, particularly in business where a kind word is rarely offered by anyone, including the boss. We may be quick to criticize, but we tend to be rather lethargic when it comes to issuing a compliment.

No, not everything requires a major media event to express gratitude, sometimes the best recognition is nothing more than a few kind words and a sincere handshake. A gift card, tickets, or some other small token of appreciation may be nice, but I tend to believe taking the person out for dinner or a drink, where you can personally thank the worker, is a nicer touch. To be even more personal, you might want to invite the person to your house for dinner. Such familiarity forms a bond between people and is a convenient way for building trust among workers. In this day and age of political correctness, such familiarity is often avoided as people worry they may offend the other party by saying something out of context and misinterpreted. Consequently, personal dinner parties, which used to be the norm in yesteryear, tend to be avoided in the business world these days. “Show me the cash,” tends to be the preferred alternative in today’s world which I consider somewhat unfortunate.

Regardless of the size of the award, be it a large prize or just a compliment, try to present it with a sense of finesse so the recipient understands it is a genuine and sincere token of appreciation on your part. Sometimes levity is useful for making a presentation, but there should generally be an air of professional courtesy when doling out such awards. If presented too lightly, the recipient may not take it seriously and even be insulted by the gesture.

We have cultivated a positive relationship with the sheriff’s office by presenting the “Deputy of the Year” award for several years now. The recipients appear to be genuinely touched by the sentiment, not to mention the families and co-workers. The award may not seem like much, but when it is presented by the master of our Lodge with a standing ovation from those in attendance, the deputy appreciates our thanks. It’s the little things in life that make it worth living. Saying “thank you” is one of them.

Keep the Faith!

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Tim Bryce is a writer and the Managing Director of M. Bryce & Associates (MBA) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

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http://www.phmainstreet.com/timbryce.htm

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Rewarding Incompetence

January 9, 2012 by TimBryce

It’s not about “taking turns”; it’s about getting the job done properly.

Throughout the corporate world we have seen examples of the Peter Principle in practice, whereby people rise above their level of competency; people who make a mockery of their job and discredit their company and themselves in the process. Perhaps they were promoted because nobody else wanted the job or perhaps they were simply selected based on seniority; maybe they politicked for the job and were rewarded not for what they had accomplished but their ability to kiss the backside of someone else in authority, aka “cronyism”. Regardless, they have risen above their ability to effectively perform the job they were assigned. In many cases, the job in question is just a pit stop in the road to the top, but more often than not, they covet the position they have acquired and either perform it with an iron fist or just let the work go to pieces (or both). This naturally raises the ire of subordinates and others more qualified to perform the work. It also becomes rather obvious to customers and vendors who have to deal with the person. Naturally, they scratch their head in bewilderment as to why this person was selected for promotion.

We also see this phenomenon in nonprofit organizations where people are seeking social stature as opposed to performing anything of merit, be it a homeowner association, a sports club, a professional trade society, a civic organization or whatever. Those who tend to covet titles in such groups normally suffer from low self-esteem as they never accomplished anything of substance in their professional lives and now crave recognition. Even in the most rudimentary 501(c) organization, they fail to grasp it is a legal entity in the eyes of the state which must conform to certain legalities. Failure to execute specific rules and regulations can easily lead to lawsuits and disaster.

I have seen too many Masonic Lodges where officers are promoted “through the chairs” without making an effort to learn anything along the way. If they graduate to the East, the Lodge usually suffers and the other officers are forced to pickup the slack. If they are voted out of office before reaching the top they are crestfallen and fade from view. Both scenarios upset the harmony of the Lodge and is indicative of the barbaric way Masons elect officers.

To the individual, promotion is a confirmation of his abilities. If he is a poor performer, his advancement sends a dangerous message that his work meets with the approval of others. Naturally, the person will not change and continue in his faulty ways. If his progression is arrested though, he will question why. Hopefully, he will receive some coaching along the way before this happens which is one reason why I’m a big proponent of Employee Performance Evaluations (click for a free COPY). Such reviews are just as pertinent in a nonprofit organization as they are in the corporate world. Without such reviews or coaching, and the person is rejected, he is blindsided and his ego is shattered.

To assure the right people are selected for key posts, political machines are often devised thereby compromising the harmony of an organization. You either play ball with the good old boys in charge or forget about progressing through the organization. Sadly, you find this in both the corporate and nonprofit world. It’s distasteful and ultimately impedes the organization’s effectiveness. Whenever the wrong person is put into a position of authority, the systems of the organization falter, productivity slips, the moral values of the business are put into question, and harmony is disrupted. Basically, it’s a “lose-lose” situation that can be difficult to rectify.

Aside from the political aspect, I am at a loss as to why people believe they should be elevated, particularly if they have not demonstrated they possess the skills or fortitude necessary to successfully perform the work. Perhaps it is a sense of entitlement, that it’s “their turn” to be promoted. Such a mindset is invalid and should be rebuked as nobody is entitled to a position based on “turns”; it’s ludicrous. People should be selected for promotion based strictly on qualifications and availability. In situations where people are selected out of desperation, it should be made clear to them that retaining their job and any possible advancement in the future depends on their ability to successfully execute their job and prepare for the next. The lack of counseling and instruction in this regard does them a disservice. Likewise, the failure to heed the advice does the organization a disservice.

Nonprofit organizations are particularly susceptible to promoting people through the ranks without merit. Such organizations today are struggling for members and consequently beg people to take positions out of desperation. The group, therefore, shouldn’t be surprised when such people accomplish nothing. Instead of pleading with people to take a volunteer job, perhaps it is time to merge with another like-minded organization, change your approach to membership, curtail what you are trying to accomplish, or call it a day.

Part of the problem is the myth that everybody must win, that nobody loses, which is something we have been fostering in our youth over the last few decades. This is just plain fallacious. Just about every aspect of life involves instances of winners and losers with the lesson being: if you want something, you must earn it. Only then will you value it as opposed to having it dropped in your lap without lifting a finger.

So, why do we reward incompetence? Maybe it’s because we don’t want to hurt someone’s feelings; maybe we want to throw someone a bone as a political gesture; maybe it’s someone’s “turn”; or maybe we simply do not have anyone else to do the job right now. Regardless, the person has received it for all the wrong reasons. Hopefully, they will rise to the occasion and do a competent job. Unfortunately, most do not and damage the organization, not to mention earning the ire and resentment of others. Remember this: for every person who takes a job they have no intention of performing, somebody else must compensate and perform the duty.

Rewarding incompetence is one of the most common management snafus that has cursed companies of all sizes and shapes for years. Longevity of a problem doesn’t make it right, it just means people do not want to deal with it, hoping instead it will go away on its own which, of course, never does. The message must be made clear to all involved, promotions must be earned. In desperate situations where people are forced into positions they are not qualified, they must be coached properly, but if they fail to assume their duties and responsibilities, or even try to put forth an honest effort, it must be made vividly clear their journey upward in the corporate hierarchy will come to a screeching halt. Advancing does a disservice to the company, the people, and the individual. It is just plain bad business.

Keep the Faith!

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When Is It Necessary To Change?

October 17, 2011 by TimBryce

Among the nonprofit organizations I belong to, there is one where I serve as secretary of the local branch. Like any nonprofit, there are records to be maintained, dues notices to be issued, reports to be filed with headquarters, minutes to be taken, and different mailings made to the membership. It’s not exactly rocket science. When I assumed office, I implemented a data base management system (DBMS) to track membership records and generate reports and mailing labels. I also send as much documentation as possible by e-mail in order to save money on postage and printing costs. All of this has saved us considerable time, effort, and money.

Over the last couple of years I’ve noticed our headquarters has changed the way they produce the annual dues cards and notices for the local branches. Prior to this, the dues notices were printed on a 80 column high speed printer on special carbon stock that formed an envelope and insert. All that was necessary was to burst the envelopes along the perforation marks, slap a stamp on it, and throw it in the mail. The envelope and enclosed dues notice may not have been graphically dazzling, but it worked quite well for many years. Likewise, dues cards were printed on the same high-speed printer which were also burst and separated along perforation marks. Again, the card wasn’t the most elegant from a graphical perspective, but it wasn’t bad either.

This all changed recently where the dues notices, cards, and mailing labels are now printed on special stock and are graphically impressive. The problem though is they are cumbersome to separate, fold, and insert in envelopes (which we now have to purchase separately). In other words, what was once a relatively simple task had become more labor intensive, costing more time and money to perform. The big question is, Why? What was headquarters trying to accomplish? To perhaps produce a better looking card that is stored and forgotten in a wallet? To produce a better looking dues notice for the post office? As someone who has been in the systems business for a number of years, I suspect the old approach was considerably cheaper to perform.

The scenario I describe herein happens every day not just in nonprofit organizations, but in corporations around the world. If anything is constant, it is change (Bryce’s Law). We live in a perpetual state of change where our systems change, our businesses change, our people change, and our technology changes. Change is natural and can be caused by a variety of reasons, such as government regulations, competition, economics, etc. The point is, you change when it is absolutely necessary to do so, not just because you contrarily feel like doing so. Change for the sake of change is madness. The example I describe is one where change is implemented merely to appear fashionable. There was no other reason as the old approach was working just fine, thank you. The point is, you should change only when it is cost effective to do so. This means it is necessary to demonstratively prove you offer a better solution; saving money or time, or perhaps a totally new avenue aimed at addressing specific business needs. In the case I described, I do not believe the developers did their homework and, because of this, have complicated the lives of many branch secretaries; all because someone wanted to show he was being fashionable with technology, which is perhaps the worst reason for change (yet is quite common). Always remember, there is a heavy price to pay for keeping up with the Jones’.

I can tell you authoritatively, whoever redesigned the dues notices and cards at headquarters was certainly not a systems man. Probably nothing more than a glorified programmer in sheep’s clothing.

Keep the Faith!

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The Hassle of Metal Keys

January 7, 2011 by TimBryce

A person’s trustworthiness can be measured by the number of metal keys he possesses. Each key represents a trust or responsibility the person has committed to maintaining. I tend to believe the more keys a person has, the more he is trusted; the fewer keys he possesses, less so. I have three sets of keys I maintain; one set for my office and home, one for the Masonic Lodge where I serve as Secretary, and a set of car keys; in all, I generally carry 40+ keys which is a lot and quite uncomfortable if I try to carry them in a single pocket.

We use keys because most of us cannot remember combinations or passwords. For example, I would be hard pressed to remember combinations and passwords to replace my 40+ keys. Keys may be low tech, but they are effective for safeguarding most of our possessions, such as houses, offices, desks, equipment, supplies, vehicles, boats, garbage cans, weapons, etc. Some people believe magnetic cards are an effective alternative to keys, but I am hearing too many horror stories of people having their identities stolen through such cards. Key pads are nice too, but again you have the memorization problem to consider. Keys may be a hassle to carry, but they are probably the most cost effective solution around.

Perhaps the biggest problem with keys is we often forget what they are used for. As I mentioned, I have three sets. I know all of my car keys, but I probably only know 75% of my office/house keys. I have had them so long I frankly have forgotten what they are all used for. The big keys I can generally figure out, usually for a door of some kind, but it’s the little ones where I draw a blank. I’m sure they are for some obscure cabinets or desks I’ve long forgotten about. I may have even discarded the cabinets or desks and forgotten to throw the keys away in the process.

The same is true with my Lodge keys which I inherited some time ago. I know most of them, but there are a few that I simply draw a blank. This disturbs me greatly as I don’t like to be so disorganized, but I think all of us are in possession of a key or two (or more) which we haven’t got a clue as to its purpose.

When I assumed the Secretary’s duties, I dutifully cleaned out my predecessor’s desk. In the process, I found even more keys which looked quite old but seemed to be important. I’ve tried them on many locks but cannot seem to figure out what they are used for. I suspect one is for some secret vault where Masonic treasures are stored, such as the Holy Grail.

As tempted as I am to throw all of these old keys away, I’m afraid of doing so because, “You never know” when they might indeed serve a purpose. I don’t know about you but my luck is such that as soon as I discard a key, I inevitably discover its purpose and need to reproduce it requiring a locksmith thereby becoming a more costly proposition.

The only thing worse than having too many keys is to lose them. For most of us, this is the closest thing to madness we’ll ever experience. It’s bad enough we have misplaced our keys, we then begin to suffer from delusional scenarios of Jack the Ripper sacking our homes in the middle of the night.

Keys may be symbolic of someone’s trustworthiness, but they are certainly a hassle to hold and to lose. I just wish retina-scanning or fingerprint technology was more advanced and affordable. It would certainly be a lot easier on my pocket and state of mind.

Keep the Faith!

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Cultural Assimilation

January 3, 2011 by TimBryce

When new people join companies and nonprofit groups there is a natural tendency for them to try and change the culture to suit their work habits, attitudes, and customs. Such changes are sometimes welcomed by the culture, but more often than not, it is steadfastly resisted and the person is rebuffed. Those people who believe the culture should adapt to them, as opposed to the other way around, are in for a rude awakening.

Any time you join an organization, you have to remember YOU are joining THEM, they are not joining you. You would be wise, therefore, to tread lightly until you truly understand the culture and can work within it. In order for any employee or member to be successful, they must believe in and possess the ability to adapt to the corporate culture.

Over the years I have been involved with a plethora of nonprofit groups and have observed the initial reaction of new members to the group. Some can adapt and become a member of the group, others tend to butt heads, become frustrated and quit. As a new member, there is a natural inclination to question policies and procedures in order to better understand the dynamics of the group. I consider this healthy. As an aside, I’m mystified when people join a group blindly and don’t ask any questions whatsoever. However, before offering suggestions to change the group, be sure to understand how the group is organized, its history, the duties and responsibilities of the officers, and the politics involved. With rare exception, nonprofit groups can be every bit as political as commercial enterprises, perhaps more so.

People who offer changes without first studying the corporate culture are usually surprised when the officers, elders or the entire membership reject their ideas. As a result, they feel rejected and move along to the next group where they will inevitably run into the same scenario again. Remember this, no matter how logical your arguments are in favor of a change, it is an emotional decision as people perceive it as an alteration to the status quo. If you are a dictator, people will reluctantly accept your changes, but most nonprofits involve a group of officers and people who only understand the status quo and, as such, staunchly defend it. Their mantra is typically, “That’s the way we have always done it.”

So, what is the best way to implement changes in such groups? First, assimilate the culture and take note of what is right and wrong with it. Second, get into a position of authority, such as an officer where you can establish your visibility and credibility. Third, introduce your changes in smaller increments. If they are successful, the group will begin to trust your judgment thereby paving the way to implement bolder changes later on. Just remember, “You eat elephants one spoonful at a time.” (Bryce’s Law) If you come on too strong, too bold, too fast, you will undoubtedly become too disappointed and too disillusioned.

Do not despair if things do not go your way. You will inevitably meet with setbacks. It is only natural. You can either decide to withdraw from the group or lick your wounds and move forward. Either way, do not take it personally; you are fighting a culture, not an individual.

Keep the Faith!

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A Bryce Christmas

December 17, 2010 by TimBryce

I don’t want to sound like Scrooge or the Grinch, but Christmas is not one of my favorite holidays. I see it more as something for the kids as opposed to adults. Before I get started though, I want to make something perfectly clear; I still refer to this season as “Christmas” as opposed to the “Holidays” which may sound more politically correct, but to me it’s an admission that Christians are in retreat in this country. I am not a super-religious person mind you, but it bothers me that we have turned the celebration of Christ’s birth into a marketing bonanza. To illustrate my point, consider the following:

We spend millions on lights and decorations around the house as opposed to investing in our planet and conserving energy resources.
Instead of helping the less fortunate, we give opulent gifts to people who really do not need them. Last time I checked, there are still places in the world where people are sick and hungry, and need an education or a roof over their heads.
As opposed to trying to replenish our forests, we kill trees to do nothing more than decorate our homes for a few scant days.
Instead of promoting Christ’s words of peace, we are still at war with ourselves, particularly at the checkout counter.

If this has all changed, I must have missed the memo on it.

In the workplace, we exchange superficial gifts more because we feel we have to rather than because we want to. I would much rather have a heartfelt handshake than most of the gifts I have received in the office. But then again, this probably isn’t politically correct either. I have even seen people compete over who is going to give the most extravagant gift to someone for political purposes as opposed to the generosity of their heart.

It is also customary to hold office parties this time of year, much to the delight of caterers, restaurants, hotels, entertainers, etc. But I wonder if the substantial money expended here would be put to better use by rewarding the employees with a bonus instead.

Following Thanksgiving, the media immediately shifts its programming into the Yule tide swing with Christmas music on the radio, and specials on television. It seems a little like brainwashing to me to force you into the Christmas spirit weeks before the actual holiday. I’m sorry, but I don’t like being coerced into anything.

I wonder what Jesus would say about all of these shenanigans. First, he would probably wonder who the jolly fat guy was in the red outfit. I imagine he would tell us that we all have our priorities wrong. I can even hear him say, “Hey guys, you even got the day wrong!”

If Jesus were to come back, I’d bet he would be kidnapped by the marketing people for at least the month of December, maybe longer.

With this said, I sincerely wish everyone, be you a Christian, a Jew, a Muslim, or whatever, a very merry Christmas, not because I’m trying to force my religious beliefs down your throat, but because I genuinely wish you Peace on Earth, good will toward men. Maybe I do have the Christmas spirit after all.

Keep the Faith!

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How We Motivate People

September 8, 2010 by TimBryce

NOTE: This paper was originally developed for my consulting practice, but there is some advice in here that is also applicable to running a Masonic Lodge. Hope you find it useful.

I’ve been thinking about how we motivate people lately, be it in the work place or in a volunteer organization and I’m of the opinion there is no single approach that is universally applicable. It’s a matter of finding each person’s hot button and knowing how to push it. I think the reason for this is because people today are more ruggedly independent and competitive, rather than cooperative and working as a team. Unfortunately, this complicates the life of the manager who must somehow get a group of people working towards common objectives.

I’ve classified the various motivational techniques into “Soft” and “Hard.” Soft motivation techniques are used to encourage people to think and act in certain ways primarily using the art of suggestion. Some techniques in this category are direct, but most are subliminal as we appeal to the worker’s intellect, that it would be in their best interest to work or act in a certain manner. Managers may use one or more of the following techniques depending on the person and situation:

“Soft”

Salesmanship – if the business problem or objective is properly stated and the benefits clearly defined, most people will respond accordingly, but a lot depends on how the message is presented. A word out of place or spoken without conviction and your message may be misinterpreted. It’s very important to solicit understanding and get your audience shaking their heads in agreement with you thereby confirming they comprehend your message.
Brainwashing – do not underestimate the power of repetitive messages, be it on the computer, on printed signs, audio sound bites or whatever. Repetition represents a subliminal way to motivate people. Keep your message short and sweet; also make it iconic so it triggers certain responses from your workers.
Rewards – financial compensation, benefits, time off and even a simple luncheon represents a carrot and stick approach to motivating people. To me, this approach was more effective 20-30 years ago than it is today where employees fully expect to enjoy all of the perks a company has to offer regardless if they earned it or not.
Elitism – creating an esprit de corps among workers has at times proven very effective. Over the years there have been several reports describing how workers who are given special preferential treatment respond enthusiastically. Giving such treatment implies promoting a worker’s social standing in the company (it’s a “class” thing). Elitism can take many forms, be it new facilities, use of special technology, more freedom in the workplace, more participation in project decisions, etc. If workers believe they are working on a “state of the art” project or are given star status, they tend to develop a swagger and work more earnestly as they wish to maintain their perception of self-worth. Occasionally workers abuse their stardom, at which time it is necessary for the manager to burst their bubble and bring them back to Earth.
Interpersonal Relations – This is much more than salesmanship as it requires the use of all of a manager’s rhetorical powers being applied spontaneously. Here, the manager must interact with each worker individually and thereby must know each person’s hot buttons. Consequently, a manager must be able to quickly shift from being friendly and kind one moment, to satirical in the next, to consoling, to some friendly bullying, to kidding and friendly teasing, etc.
Inspiration – this can be a very handy technique for motivating people who can be inspired through a talk or an article. If workers truly believe in their leaders, they can move heaven and earth. This of course means the development of positive role models for others to emulate. It can also be through some act a person has performed, such as some special achievement or award received. People tend to respect others they know to possess special qualities.
Mentoring – here, the older workers offer wise counsel to younger workers and guides them through their professional development. Although mentoring was at one time a popular technique used in business, it fell into disuse for several years in the late 20th century. Only now is it beginning to make a comeback.
Teaching – simple education through classes or seminars can inculcate important lessons and leave an indelible impression on workers.

Aside from these “Soft” motivational techniques, there are some workers who are just plain “thick” and do not take hints well. Consequently, a manager must make use of “Hard” techniques, such as:

“Hard”

Criticism – sharp criticisms and insults regarding workmanship can sting, particularly if coworkers learn of it. Unfortunately, the only way to get some workers’ attention is by questioning their professional integrity. Sometimes bullying can produce remarkable results, but I do not recommend it as a regular diet. Beware of embarrassing employees who may respond by subverting your plans. It is also a good way to create enemies. Then again, do you really care?
Ranting and raving – loud and obnoxious outbursts demonstrate your displeasure with something and acts as a warning to all in earshot that you mean business. Most people like to avoid losing their cool, but sometimes it can really rattle the cages of workers. Think of it as an occasional stick of dynamite to move a stubborn problem out of the way.
Threats – nobody likes to be threatened but regrettably sometimes it is necessary and certain people respond positively to it, be it a threat to employment, a cut in pay, or whatever. By putting the fear of God into someone, it’s amazing what they can produce. One caveat though, check the person’s work carefully as they may have cut corners or even sabotaged their work.
Placebos – represents simple trickery, be it offering a magical pill, changing the clock, or whatever. Through simple misdirection you can induce people to produce the results you want in spite of their inclinations.
Micromanagement – representing close supervision of the worker activities. This is primarily used in situations where the boss does not trust the judgment of the workers and finds it necessary to direct all of their activities personally. The only problem here is the manager spends more time supervising and less time managing. Further, workers no longer feel responsible for workmanship and rightfully blame the manager for any errors made.

It bothers me that we have to use “Hard” motivational techniques to produce the results we want as managers. I am the type who just needs to believe in what I am doing in order to tackle an assignment (just a little “Salesmanship”). However, not everyone is the same and it is necessary for a manager, regardless of the organizational entity, to use whatever techniques are available to get the job done. It is not surprising to see some people take on a chameleon approach to management where their disposition can change from kind and gentle to harsh and tyrannical in order to suit the moment. In fact, a good manager must possess the ability to change his/her deportment. If a manager is nothing more than a simple easygoing person, workers may be inclined to abuse him as they do not take him seriously. In contrast, if a person is a tyrant, he runs the risk of mutiny or abandonment. The manager must be willing to change his disposition to suit the situation and get the results desired. In the end, it’s a matter of knowing how and when to push the hot buttons of our workers.

Keep the Faith!

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