Simple Doesn’t Mean Easy

Over that last few months a local workshop for non-profits has been gathering weekly. Around 80 people from various organizations are involved. The hosts invited everyone early on to join Slack to apparently be leveraged between live sessions and carry on the dialog (I say apparently as this was not actually articulated).

After several weeks, 10 people have posted once… each. Three of the 10 were the hosts. It’s a ghost town. Go figure.

This isn’t really about Slack though…but it is. You see, Slack is often chosen because it’s free and it’s supposed to be simple and fun. It’s the gold standard for chat today. Every start-up is running to it – the “email killer”. But that doesn’t make it right for everyone or every situation and simple and fun doesn’t equate to adoption, that my friends is a people issue. But an even bigger problem than this group failing to connect with Slack is that many will walk away blaming the tool.

The reaction by this group is inevitably one of Slack is stupid. And for many that’s it, the social soup is spoiled. Wrong tool, wrong reason (if any reason), poor planning, poor implementation, and poor support. Bolting it on and flicking the switch works for very little with the exception of an electric light. Many will leave this half-baked effort viewing all enterprise social tools and efforts as pointless voids and frustrating time wastes. So next time the opportunity arises, it will likely be met with a “oh yeah, we tried social media. It didn’t work” response, making sincere efforts all the more difficult due to the often impenetrable wall of first impressions.

This is ultimately a failure of expectation, or a failure because there was an expectation that connection, conversation and collaboration are easy because you’ve employed simple technology.  Thanks to all who leap before they look…

Just because the tools are getting simpler to use, more natural, and common place and even with a lot of fun buzz and hype – it doesn’t mean it’s going to “work” out of the box. It is still and always will be people and purpose, trust and not technology that drives the social engine.

The “Too Many Social Tools” Problem

In a recent morning buzz session I led at the DevLearn Conference titled “Social at the Center“, a few attendees presented a common problem happening in their organization – having too many social tools available and in use. They were frustrated that people were entrenched in small, separated, collaborative pockets with a variety of social tools in use to get their work done. It’s actually a good problem to have, as I have shared in a previous post, Big Social Isn’t Always Best, however their desire was to reap the rewards of a largely connected company. For them, the conversations are happening just as silo’d as before social tools were adopted. Their initial reaction to this was the antithesis of social and sadly the common action of the status quo – shutting down unsanctioned/ unsupported tools.

That is the easy answer.  However it’s not the correct answer.

For starters, give credit to social technology for doing what it does best, making the invisible visible. Social technology can teach you more about your culture than can actually transform it. In this case just the availability of social tools may be revealing that there is no strong desire for these employees to share beyond their immediate team needs. I wouldn’t be surprised to see this organization having individual sales goal awards, a single winners of some golden customer service trophy, and a hierarchical system where advancement is made by those who were savvy enough to out maneuver their peers. These are all strong indicators of an organization that values competition over collaboration and cooperation.

It’s rare that organizations significantly recognized those that help one another or  reward the process just as much as the product. Yet this is the correct answer if they want to realize the benefits of a social business. It’s simple, but simple doesn’t mean easy – social tools do not make an organization more social, more transparent, open or connected, people do.

Changing Words. Changing Practices. Changing Culture. Part II

Several months ago I wrote the first post of this title. In it I shared how through continual conversation and examples I was able to help some key stakeholders stop calling everything training when it came to a performance solution. The idea being that change happens one conversation at a time and that maybe to shift a culture we need to begin by changing the words we use. Words are powerful in that they set expectation and have a connotation.  Take “Social” for example. Early on many saw “social” as a being the same as goofing around. Who wants THAT in their organization?  Today, and equally unfortunate, “social” equates to Social Media which diminishes its value around the verb it is – being human.
Another word that I suspect if we can change in organizations would begin the dominoes falling is the word “learners”.  This term is pretty exclusively an L&D word that lumps people together. And although learner isn’t earmarked as a formal learning only term, it has that connotation, for “learner” is not that far removed from “student” for most hearing it, it generates a context.  If one is a learner it puts them in a learning exclusive situation and a learner needs learning which is typically to be supplied by, you guessed it, L&D.
Most people in organizations see themselves at workers or employees, not learners. They were not hired to learn, they were hired to do.  What happens then if L&D joins everyone else in the organization? What if they drop the name “learner” from their vocabulary and uses words like worker and employee?  I suspect (hope?) the process of changing of words, changes the practices, changes the culture begins.
The L&D practice would become more about helping workers do their jobs. It becomes a bigger focus on the employees needs and their context not L&D’s traditional delivery approach and systems. Workflow solutions, performance support, informal learning opportunities and coaching and mentoring rise, while classrooms, training and courses fall.
What then?
Culture shift.  L&D decompartmentalizes; they become more free agent-like, moving into the workflow as a partner in performance. Work and learning truly begin to merge and employees, with change agents amongst them see a greater personal, professional and organizational value in sharing their work, sharing resources, and collaborating. The inside moves out and a more empowered, autonomous workforce becomes the face of the organization. Improving morale builds greater loyalty and loyalty leads to greater trust across levels. The organization builds a reputation as an employer of choice and the best and brightest gravitate towards it.
Idealistic? Simple? Maybe. But L&D has a lot of potential energy for change, it just needs to get out of its own way. Words are one place to start.

Changing Words. Changing Practices. Changing Cultures

“Culture is an emergent property of the many practices that happen every day. Change the practices and a new culture will emerge.”   Harold Jarche


I always thought Harold nailed it with this quote, showing equally how obvious yet how difficult organizational culture change can be.
But where, when and how does change start? Is it through a huge strategy and subsequent tactics or is it smaller, more individualized, gradual. Practices are the actions we undertake and the behaviors we exhibit. Everything from how we conduct meetings, organize project teams, or decide how long to stand with a colleague talking over a cup of coffee. All are practices that make up our culture. Words to are practices as they are deliberate actions; thoughts transmitted. In the organizational learning subculture the words course and training are unfortunately defaulted to when people who don’t understand them toss them around as THE solution to work performance problem. So if the words change does the related practice follow and then the culture shifts? Are words then the spark to ignite the potential change to come?

For me, each and every opportunity where the cry of “we need training” or a “we should have a course on xyz…” is raised I swoop into performance consultant mode and probe to determine the nature and significance of the issue and remind them for example that a PowerPoint deck is NOT in and of itself Training.  I’m relentless to the point where my staff asked me if I have a template of my responses. I’m also confident that on the other end of the call or email, eyes have rolled. 

Recently though a key leader responded in an email to my typical inquiries with the words “training” and “course”…

The words were in quotes. 

I sensed some subtraction by addition with these quotes bracketing the terms. Maybe it was an element of uncertainty, a glimpse into his internal questioning. However possibly he only wrote it that way to stave off my railing against training first, training always. Regardless, he was singling out the terms as being different than the definition. He was unsure what the solution was but used the only terms he knew with a subtle punctuational caveat. 

Maybe this then is the trigger, the first practice to change in an organizational culture – Words shared, one conversation at a time. 

Stand and Deliver

A social network conjures an image of people connecting and sharing from personal to professional and driven by ones own interests. Although it can be large in terms of connections, the conversations can be small in nature which in my opinion builds stronger bonds between the participants.  When Enterprise is added to the title, as in Enterprise Social Network, the nature of it all seems to change and the expectations tend to increase. The organization becomes the center point and work and profit are more the focus. 


When these tools are open, enabling people to share their stories without expectation, however large or small, great opportunities to transformation individuals arise. And organizations ultimately are individuals. Some of these transformative moments are so small that their impact is hardly felt at all. But over time they can accumulate, they gain momentum, they infect and spread.

“Culture is an emergent property of the many practices that happen every day. Change the practices and a new culture will emerge.”

                                                                            – Harold Jarche

A few weeks ago we launched our ESN. And as we monitor, model and encourage, I take more stock of the small things; the many minor “shares” becoming the big things for that is what I believe are the seeds of a community.

For example I’ve watched (and participated some) the conversation about the purchase and use of a standing desk. Certainly not a direct impact on the bottom line. One employee posted that they had one, shared a photo and briefly wrote of it’s health benefits.  As I passed through our office a few days later I did a double take as one of our Project Managers was standing and typing! Coincidence? I didn’t engage him but instead went back to review the series of posts and comments and noticed he hadn’t contributed to the conversation at all


I proceeded to casually asked him about the desk and how it was working out. He explained that he was getting used to it and was working it in throughout the day.  When I inquired as to how he heard of it he mentioned the colleague who originally shared as well as another in the thread of about seven different people.  I openly wondered if it was because of them that he purchased it?  He confirmed it was, as he knew both well.

Another two days passed and we got to talking again in passing.  When I asked about the benefits of the desk he spoke about his increased energy. He shared that usually he fades around 4pm but yesterday had no such feeling. I expressed my surprise as I only thought about back discomfort being alleviated. When I asked him to share his experience in our network he laughed and said “I don’t Jive.”  To which I smiled and replied, “apparently you do and owe it to the network to share your experience.”

At 8:00am the next morning he posted about the positive impact of the desk.


A new idea shared by a trusted colleague leads to an experiment with surprisingly productive results… and all openly shared.