A630.7.4.RB_FogartyShawn

I would predict that Honeywell would be successful in the future. CEO of Honeywell, Michael Bonsignore, clearly stated that Honeywell would not be an extension of the old Honeywell or Allied Signal. He has creating a new culture that blends the best of the merged companies of Honeywell and Allied Signal that promotes a team concept with acknowledgement for accomplishments and failures. He has a focus of adopting the best of both companies and has motivated his employees to determine the ways in which to bring those aspects together. Essentially blending the best of both companies such that only the most efficient and effective practices remain.

            The barriers that the Honeywell organization had faced was that it had missed earnings and cash flow estimates while having to manage a lot of moving parts. Wall street analysts were overbearing and demanded answers, as Honeywell was 3% below their estimates. This cast a dark shadow on the organization especially within the first year off its merger. Michael Bonsignore stated that the over estimate was shadowed by the “enormous task of the merger” and the company was still restructuring.”

            The critical success factors should Honeywell consider as it crafts its organizational strategies around a new culture are principally tailored to its employees and the interpersonal relationships. Michael Bonsignore illustrated the organization needs to project a “simple vision up front with clearly established goals…rewards for individuals who can surpass those goals.” Bonsignore outlined that Honeywell will compensate and reward people that look for best practices from both companies in creating a new corporate culture and punish those who do not.

            The principle aspect I am able to take away from this exercise to immediately use in my career is that leadership must exuberate trust and loyalty amongst their workers. Two elements expressed from Michael Bonsignore were that “employees willing to deal with hardship as long as they know there is a light at the end of the tunnel.” This is characteristic and determined from the second point he made which is that communication is critical. He further illustrates communications to be in a very clear medium to employees as he stated “Communication, candied straight up, unvarnished truth about the company” is necessary.”  

A630.6.4.RB_FogartyShawn

This topic lands pretty close to home with one of my primary pet peeves from colleagues. I am able to restrain my inner desires to whack them over the head, however, when I head a response of “Its not my job” I internally go nuts. That is by far the most annoying comment I can think of amongst “the 50 Reasons Not to Change.” Although I’d lobby it to be renamed as “the 50 excuses’ to be lazy.’ I think todays lazy generation, is very much in congruent and well suited to make these comments. People try harder to not do work, than execute simple tasks.

            I am likely to be guilty of having used these excuses in the past. Although, as it’s grown to become a pet peeve of mine I try to catch myself in the act. In order to overcome the use of these annoying excuses I aim to apply the simplest technique, as in the golden rule. Treat others how I’d like to be treated in a given situation. Another simple way to look at it is what would I want done if I was in that persons shoes.

            Shifting focus, I would tend to agree Seth Godin’s concept “that change is driven by tribes” (Godin, 2009). The biggest element that I agree with is how force, as in motivation, is better suited from the tribe aspect. Humans being social creature of nature are likely to apply the ‘band wagon ideology.’ Get more people on the bandwagon and there’s more power behind one voice. Seth Godin illustrates this in his comments “Tribes, consisting of people who wanted to connect” is the principle factor to make change (Godin, 2009). He also lament that “true believers” (Godin, 2009) are those who are undyingly committed to the change at hand. I was humored in his other illustrations that he projects such as “The Beatles did not create teenagers, just decided to lead them” (Godin, 2009).  This point is easily acknowledged and I further agree that the bandwagon approach works. The advent of social media has further perpetuated this ideology essentially on people joining online petitions and establishing webpages exclusively lobbying for a particular change.

            The largest element that I take away from this exercise to immediately use in your career is to not go it alone. In my profession the concept of ‘the squeaky wheel gets the grease’ is relative. However, given the tribe concepts above if all the wheels are squeaky then we get a whole new wagon. If I aim to present any changes in the future within my career, having supporters behind the cause will improve my chances of success.

Godin, S. (2009, February). Seth Godin: The tribes we lead | Video on TED.com [Video

            file]. Retrieved from http://www.ted.com/talks/seth_godin_on_the_tribes_we_lead.html

A630.5.4.RB_FogartyShawn

            The Administrator of NASA (2004) addressed the public and his employees after the publication of findings made in a report by Behavioral Science Technology, Inc. (2004) that outlined the changes required for NASA. Sean O’Keefe, in a public announcement took initiative as the administrator of NASA to essentially “air the dirty laundry.” As NASA is a government agency the upfront and sincere public announcement I think gives him as the administrator and a leader great credibility. He was believable with his honest and sincere statements and acknowledges faults and accepted responsibility. If he had attempted to use this as a opportunity to identify a scapegoat he would have lost.

This announcement comes after the agency officials talked with NASA employees about plans to bring about proposed changes in conjunction with the report from Behavioral Science Technology, Inc. The significant aspects that stood out, as addressed by O’Keefe was that the agency had experienced both “great triumph, but also great tragedy” (O’Keefe, 2004).  He also reflected on that their was a long road ahead and the process of change starts with “me.” He also identified and addressed the employees directly that they already have the “tools, capacity, certainly the people” (O'Keefe, 2004). Further, he identifies that leadership needs to get out of their office and see what their people are up to. This sounds routine, but all too often leaders lock themselves behind the desk or computer and fail to see the truth with their own eyes.

In regards to NASA’s values and culture he laments on the fact that there was an apparent gap between expectations and reality. The Behavioral Science Technology, Inc. (2004) report identified that employees felt isolated and that the way ahead calls for “professional respect for each other” (O’Keefe, 2004).  Since the report outlined several significant issues with the leadership, or lack thereof, and communication these two critical elements of this organization had eroded away at the organizations culture. The way ahead calls for a major shift and changes that will promote teamwork and professional respect that will embody a safer and more efficient organization.

The largest element that I can identify with is that leaders need to be involved. That is direct leader engagement. In my organization we have a saying, “lead from the front.” This means that the leader is the example, engaged, and sets the tone for the organizations culture. Values are important and must be embodied by leadership and not simple a memo or poster on the wall. Lastly, I think that communication, as a two way street, from leaders to employees must flow smoothly. Leaders must appear approachable and when employees talk, leaders use active listen skills. This sound simple, but attempting to multi-task during a discussion shows disrespect and will turn off employees from wanting to talk to their leadership. Further, it will eventually shut down communications as had manifested within NASA. Overall, leadership must remain engaged in all their employees work in order to have situational awareness about their organization.   

O'Keefe, S. (2004, April 14). NASA Cultural Changes - C-SPAN Video Library [Video file]. Retrieved from http://www.c-spanvideo.org/program/SACu

A630.4.4.RB_FogartyShawn

After having observed the interview from Harvard’s business school with

Marcia Blenko the argument that decision effectiveness correlates positively with employee engagement and organizational performance was presented (Blenko, 2013). I think that employee engagement directly relates to decision effectiveness. The best of ideas can never achieve fruition if there is no muscle behind it. If the decision is embedded into the organization and the organizational systems support the decision it will carry it own weight. If its merely a good idea and has no bearing it will have no lasting impacts.

The impediments to good decision-making can come in varying degrees and it depends on multiple facets of the decision, personnel it affects and the organizational environment. In a complex and highly turbulent environment it is better to ensure everyone is on the same page and systems can support the decision. Also, the decision needs to be nested with the individuals it affects. If the employees are not behind it even the best of ideas can fail.

In the interview Marcia Blenko suggests that there are four elements of good decisions: quality, speed, yield, and effort (Blenko, 2013). My opinion is there a few things missing however; these will not apply in every decision as each and every decision has its own variables. I would add the internal and external environments and incorporate the resulting impacts within the yield facet of decision-making elements.

            The biggest take-way from this exercise to immediately use in your career is that decisions cannot be made in a vacuum. It is better to staff the decision in order to fully understand the impacts that the decision can have across the organization. Further, decisions have to have merit and also be supported both my organizational systems and personnel. I recall a lot of empty decision being made by leaders within my organization that fell fresh from the good idea tree and were attempted to be implemented, which did not turn out well.

Blenko, M. (2013, October 13). How Companies Can Make Better Decisions, Faster [Video

            file]. Retrieved from

            http://www.youtube.com/watch?v=pbxpg6D4Hk8&feature=player_embedded

A630.3.3RB_FogartyShawn

            I would wager that the Culture Committee at Southwest is marginally effective in establishing cultural norms, although presents other benefits as a fresh, welcoming reminder, that Southwest cares for its employees. The video demonstrated the Culture Committee was rather adhoc and random, almost an equivalent of an inter-mural sports team where everyone receives an “A” for effort.

            The purpose of the culture committee at Southwest is to offload the daily requirements that would otherwise be considered the “daily grind” that the average flight crew would experience. This is meant twofold, to show that Southwest cares for its employees but more importantly establish a climate at Southwest (Southwest Airlines, 2008).  

            I would see a viable mission for a culture committee in my workplace as we have a highly intense work schedule and there are many menially tasks that could be assumed that would otherwise demonstrate the leadership cares. The biggest issue we presently face is the absence of leadership impacting the lowest levels. There always seems to be more talk and actions seemingly fall short. A culture committee of sorts could be the intermediary for the leadership that connects the vision and guidance of leaders from the top to the lowest levels.

            The biggest thing that I can take away from this exercise to immediately use in my career is that actions speak louder than words. The novelty of Southwest’s Culture Committee demonstrates more than the actions performed by its members. The simple lunch and cleaning services provided at one destination is merely a drop in the bucket, although the “action” speaks a lot louder. Further, the “action” delivers a prudent message that Southwest cares, i.e. “really cares.” My reflected analysis for my position is to ensure my words are not lip-service but speak to the lowest lever with a heart-felt sense of responsibility as a leader. This is similar to active listening, “active leadership.” I plan to continue with a take charge, lead from the front mentality however to further ensure the message is not presented to the masses with a broad brush but a needle. Actions speak louder than words.

             

Southwest Airlines (2008, May 31). Southwest Airlines "A Day in the Life of Culture       Committee" [Video file]. Retrieved from            http://www.youtube.com/watch?v=V7P0T9IbYKU&feature=player_embedded