The Obama Healthcare Summit: An OD Perspective

I watched the Obama Healthcare Summit and on purpose watched it wearing my “OD hat.” It was a tough crowd, and although in my view Obama did a somewhat decent job of acting as facilitator and participant, as a trained behavioral scientist and a facilitator myself, I found it entertaining and painful to watch. My views are not intended to be partisan or take sides; however, they are intended to express certain observations.

For those of us who facilitate large group sessions, we know it can be a sometimes daunting and exhaustive experience. More things are at play than may meet the eye to an attendee or observer: politics, leadership, personalities, power, and diversity just to name a few.

Politics: As this was a political forum, naturally congressional politics was the basis for discussions and at the fore front of the event. However, what about personal politics? Most of those attending had a personal agenda, including the President. When acting as a facilitator, it is extremely important not to over-power the meeting with your own agenda. When at all possible, a facilitator should be a neutral party. Not only did Obama enter the summit with his own agenda, he entered it with a bill almost completely written. What message would this send to you if you were a participant who was in attendance to share your own ideas, whether in agreement with Obama’s or not? If it were me, I would tend to take a “why bother, he has his mind pretty firmly set anyway” view.

Leadership: Now, if in fact Obama had convened several neutral trained facilitators to lead the session, then he himself could have given his full attention to participation at the same level as those in attendance. When leading and facilitating a session with so much personal politics, it is important to set clear ground rules and expectations. Although topics and agenda were established for the summit on February 12th some participants were still unsure of the format on February 22nd. I saw no timeline of events, no “parking lot topics” list, and no clearly established ground rules. It’s no wonder some people got to speak for 5 minutes and some rant on and on. It’s no wonder Obama was interrupted on several occasions and it’s no wonder the entire summit ran over the scheduled time limit.

Personalities: When facilitating a session of this nature, it is imperative to have at least a basic understanding of the personalities of those in attendance, and more importantly, be able to manage them. What does it mean when Nancy Pelosi whispers and has sidebars? What does it mean when Eric Cantor rolls his eyes? What does it mean when John McCain grunts loudly? What does it mean when Joe Biden goes off on a tangent into the weeds? I saw several occasions where these and other behaviors occurred. In very few cases did they go noticed, yet alone even addressed. In my view, this is part of the reason the summit ran over the scheduled time and engagement began to decline in the afternoon session. People began to either “tune out” or just continually push their own agendas. I’m not saying that a facilitator should be able to notice and respond to everything, or know all the telling personality traits of participants; however they should have the time and ability to be able to address and manage behaviors that can derail the purpose of the meeting. When having your own agenda and serving as participant and facilitator this can often prove difficult and impede desired outcomes.

Power: Power and showing of power, both in subtle and non subtle ways was rampant at the summit. To an extent these things are to be expected given that the summit was convened by the most powerful politician in the country, and power and politics usually go hand in hand. I observed displays of power where some were acting like argumentative children and other instances were body language was a dead give away; some expressed power by not engaging. However, if trust does not exist amongst all parties, then open and honest dialogue is not likely to take place, particularly from subordinates up to leaders. Think of it this way, it would be like your CEO or direct boss trying to facilitate a session with you and your team to gain feedback on how they can best improve as a leader. If you don’t have an honest and trusting relationship with them, how likely are you to tell them how you really feel and offer constructive ideas for improvement? As they are in a more powerful position than you, you may be afraid that you could upset them or even lose your job. In the instance of the summit this is a reelection year after all! Though I didn’t notice Obama overtly throwing his power in the face of the participants, these feelings may have very well existed.

Diversity: Just because we now have an African American President does not mean we can stop paying attention to diversity. Yes we had racial minority and female participation at the summit; however, in watching who took up the most air time (with the exception of Obama) I felt as if I was watching “the white men network.” When facilitating a session of this nature, it is imperative to understand the cultural nuances. Different ethnicities, races, genders, age groups and even Myers Briggs types (MBTI) have different ways of expressing themselves and have different comfort levels with varying situations. Not all of those in the room may have felt comfortable interjecting or politely interrupting the president, or even volunteering to speak in such a forum. These traits do not mean, however, that these people did not have a desire to contribute. They may have just felt that they couldn’t get a word in or that they should wait to be called on by the President.

In closing, why are all of these things important?
It is a tough task to facilitate and participate and even harder when you have your own agenda. If organizing a large session/workshop with diverse participants and strong personalities, having a facilitator with the ability to maintain, an understanding of (and manage) personality, leadership, power, and politics issues is key to achieving successful outcomes.

What could have been accomplished with the help of trained facilitators and OD professionals? How might the result be different?
In my view I think that if trained facilitators and OD professionals had been present and engaged in the summit the meeting would have stayed on time, on track, and on schedule. Less ‘acting out’ behaviors may have occurred; more diverse voices would have had an opportunity to interject, and more constructive alternatives for a way ahead might have surfaced. This is not to say trained facilitators and OD professionals are miracle workers, however to highlight the importance of having those present trained in specific skills, with an awareness to notice, address, and respond to things that others to close to the issues may not be able to.

I hope this was as much a learning experience for the President as it was for me watching. If the Obama administration wishes to convene any more summits/sessions/major participative meetings – hire a skilled facilitator or an OD professional with the lenses of awareness to help reach the best possible outcomes!

Some helpful resources:

http://www.amazon.com/Skilled-Facilitator-Comprehensive-Consultants-Facilitators/dp/0787947237

http://www.amazon.com/Leadership-That-Matters-Difference-Organizations/dp/1576751937/ref=sr_1_1?ie=UTF8&s=books&qid=1267210748&sr=1-1

http://www.amazon.com/Cultures-Organizations-Software-Geert-Hofstede/dp/0071439595/ref=sr_1_1?ie=UTF8&s=books&qid=1267210788&sr=1-1

http://www.amazon.com/Groups-Context-Perspective-Group-Dynamics/dp/0819197955/ref=sr_1_2?ie=UTF8&s=books&qid=1267210831&sr=1-2

Welcome to The Tolero Think Tank blog!

Welcome to The Tolero Think Tank blog!
http://www.tolerosolutions.com


This blog will serve as place for myself, and those affiliated with Tolero Solutions, to share their thoughts, ideas, and information relating to various areas of organization development. For those who may not be familiar with me or Tolero Solutions, allow me to make an introduction.

Tolero Solutions – Delivering organizational improvement solutions and facilitating sustainable growth.

Tolero Solutions is an independent Organizational Development and Change Management consultancy specializing in facilitating sustainable growth by developing people and organizations to be more responsive, focused and effective. The name Tolero was chosen because of the two Latin meanings – to endure and to sustain. These words describe what we do perfectly– we support people and organizations as they change and develop. By designing and implementing enduring solutions, it enables leaders, teams and individuals to identify and navigate priorities; collaborate for success, and accelerate and achieve sustainable results.

Tolero Solutions and their team of Strategic Partners is led by President Scott Span, MSOD. Scott is an organization development and change management practitioner with experience working in strategic and transformational change. Scott has worked both internally, externally, and as an independent contractor in the Public and Private sector. Scott is a resourceful and innovative problem-solver with a belief of lifelong learning and personal growth. He effectively manages people, processes, technology, and projects helping individuals and organizations to attain their desired goals.

He delivers results through assessing client objectives and organizational culture, and applying a sundry of organization development theories and methodologies for a customized solution. While maintaining a collaborative working relationship, he works at multiple levels of the organization to transform "as is" business and system processes to address future needs, thus helping clients attain their desired "to be" states.

Scott has successfully facilitated interventions and introduced various new programs to staff teams, individuals and organizations. His results have not only helped achieve desired goals, but have also increased personal growth and development, leading to a more efficient and effective work environment with increased return on investment.

Prior to forming Tolero Solutions, Scott worked at several consulting firms of various sizes including Accenture, where he worked as both an external consultant with the global Organization and Change Management practice delivering organizational change solutions to clients in various industries, and as an internal consultant working for Careers, Performance, Rewards and Engagement where he helped to design a global recruitment, retention and, engagement strategy.

He holds a Masters in Organization Development (MSOD) from American University and the NTL Institute. He is also certified in the (FIRO-B) FIRO Element B behavior instrument powered by The Human Element. Additionally he holds Process Mapping and Balanced Scorecard Certifications. Scott also holds an active security clearance.

Tolero Solutions maintains a network of highly skilled Strategic Partners with diverse service offerings in various areas of expertise who stand ready to deliver results to your organization.

At Tolero Solutions we believe strongly in collaboration, not only in our relationships with our clients, but also with our highly qualified and skilled network of strategic partners. It is our belief that if people and organizations have a specific skill and area of expertise for which they have a knowledge and passion, then why not partner with them to facilitate an opportunity for them to leverage their skills and passions and deliver the best possible results for our clients.

Our participative, dynamic style means that you work with experienced consultants who get actively involved to fully understand your issues and facilitate change.

“Individual commitment to a group effort - that is what makes a team work, a company work, a society work, a civilization work." - Vince Lombardi

As this blog grows and develops we hope that you find the topics of interest and we look forward to your comments, feedback and suggestions.

Generation Y- Not: Gen Y in The Workplace

I’m passionate about Gen Y in the workplace. Gen Y is a rapidly growing part of the workforce and they are changing the way we do business. Yet little is known about them and how to get the best out of them in the workplace. Managing generational differences has become an increasingly growing area for OD work. In today’s diverse and ever changing business environment, it is imperative to the areas of retention and engagement for organizations to successfully communicate across generational boundaries. With that in mind, you will notice this as a frequent topic discussed on the Tolero Solutions Think Tank blog.

So how does a leader effectively manage, engage, retain, and communicate with Gen Y? What makes Gen Y different at work? How will those just embarking on their careers work and play? What are the technology and culture shifts occurring in the workplace? These are just a few topics we will explore.

As a Gen Y’er myself, who also does work in generational management, I have a few thoughts at what makes us different at work. Gen Y’ers believe in a work hard play hard type of environment. This generation doesn’t see the need to be attached to a desk for eight hours a day if they can get their work completed in six. Gen Y want something beyond an all consuming career. They want true work life balance. They believe they can raise their children, spend time with family and social networks, and still meet challenges and achieve goals at both home and at work. If work can be done at home, or a conference call can be had while at a soccer game for their children, they expect that flexibility.

Per the technology and culture shifts that are occurring (and need to stick in any organization that wishes to attract and retain Gen Y and younger talent), simply put the use of new and up and coming forms of technology are a necessity. Gen Y is used to technology; some were even born with it at their fingertips. They aren’t scared of new technologies and adapt fast to new innovations. To attract, retain and engage Gen Y don’t shy away from new technologies that enable telecommuting or virtual work environments, or that help contribute to work life balance. Utilize video teleconferencing, Webinars, laptops with wireless access. Technology can be used to encourage group and project based work. Use technology to build in collaboration, create informal team building exercises, and as leverage for positive public relations for your organization.

Regarding culture, open and honest communication and a culture of performance rewards is a necessity. Gen Y believes that communication is key in all directions, up, down, and lateral. To get the most out of Gen Y at work, create an environment where they are encouraged and rewarded for speaking up regarding ideas and concerns, regardless of level in the organization. Add a structured coaching or mentoring program to your organization. Build in monthly or quarterly development check-ins and create a space for discussion. Communication often leads to innovation, increased trust, and engagement. Gen Y has a low tolerance for political bureaucracy and doesn’t buy into the “tenure” or “chain of command” approach .They believe results, not years of service or level in the organization, drive team success. Consider changing the structure of your organization to a more flat model with less hierarchy and more rewards based on merit and performance, not tenure and title.

These technological and cultural shifts are not going away any time soon as Gen Y is a growing part of the workforce, to attract and retain Gen Y talent organizations must remain flexible.

Check out our article: Generational Engagement-Top 10 Ways to Engage Gen Y Employees!


http://www.tolerosolutions.com/pdf/1254979910-Generational_Engagement.pdf

If you are looking for specific ways to attract, retain, and engage Gen Y, or think your organization may benefit from exploring generational differences, please revisit our blog in the future. You may also contact Scott Span at Tolero Solutions for additional information. scott.span@tolerosolutions.com

What is The Business Case for Trust?

I am repeatedly asked to make the business case for trust. Trust is the foundation of any successful relationship, both personal and professional, yet it sometimes seems to lack in the workplace. Why?

One reason is trust is one of those in-tangibles, which means that showing a value add and making the business case for trust can sometimes prove difficult. Other than the usual statements about trust reducing transaction costs, increasing employee and customer loyalty and shortening the sales cycles, hard evidence seems difficult to find. One thing I've used as an example lately with clients is the financial crises in the U.S. Due to the unethical business practices of the leaders of some of the financial institutions, the markets went on a downward spiral. The U.S. Government tried to help bail out the banks and restore consumer confidence.

Although positive progress is being made, it's being made very, very slowly. This is partly because the American people (and many others across the globe) have lost trust in the U.S financial system and those affiliated with running those types of firms. It will be a slow process to regain this trust, and we may continue to see the negative impacts for some time. Noticing the negative impacts that lack of trust and transparency have had on the U.S economy, and using this as a real example for clients, seems to provide a tangible basis for the necessity of addressing trust in the workplace.

I like to offer a cause and effect view on trust to my clients: without trust within your company, your engagement and morale will suffer. If engagement and morale suffer, then retention declines. If retention declines, then costs increase and performance slips. If performance slips, customer satisfaction declines. If customer satisfaction declines, revenue declines. If revenue declines too much, business stops. This example serves as simplistic and tangible business case for trust, one that highlights the importance of increasing trust in the workplace.

Workplace CommuniWHAT?

I often get asked, how do we improve internal communications? What has worked well at other organizations?

I've worked to improve communications at various large scale and global organizations. A few things that I find work well, weather internally or externally, are:
• Start by assessing your organizations culture and structure via the lens of communications. Are you a virtual culture, a hierarchical culture, centrally located or scattered offices, privately or publicly held company, for profit or no profit etc.?
• Survey your various audience groups and stakeholders. Perform data collection. Ask what works well, what doesn’t, what communications vehicles they prefer, which they read/use most often etc.
• Interpret the responses to data collection and determine what is feasible within the given culture and structure of your organization.
• After you determine what you think may work best, have a debrief session with those audiences you asked to provide input. After all, if you want improved internal communication it should start with actually communicating!
• Implement specific content, vehicles, and frequencies based on the above. Don’t be afraid to contact a consultant or subject matter expert for a neutral review of your findings and assistance implementing recommendations.
• Reevaluate periodically. What communication strategy/plan works the best for your organization will really depend on understanding the culture and structure and implementing appropriately and then course correcting as needed.