Today’s Wall Street Journal features a front page article on the shifting sentiments of some Democrats in the U.S. Senate over their support for EFCA. The 60 vote “filibuster-proof” margin is looking in jeopardy in this chamber of Congress. So why don’t I feel good about it?
Because of the fine print. The wavering is rooted more in timing, than principle. And where there are principle issues, there are proposed amendments that would supposedly make this stinker of a bill better. But as the adage goes, “you can’t put enough perfume on this pig.” What I do feel good about is that the bill, scheduled to be introduced today, could be in for a long fight. The longer the fight the better, if your are committed to implementing the changes to your organization that will render the bill powerless (if and when it comes).
Yesterday, I introduced the T.E.A.M. model as a guide to ensure that your employees have a voice, input and performance standards to live into at your company (i.e. “a dog in the fight”). So let me begin to unpack this model for you.
“Touch them” is the foundation for this approach. As a leader you must “see and be seen” throughout your company. This is often referred to as MBWA (management by walking around). Toyota established itself as the number one auto maker, in part, by formally adopting this practice which they call “genchi genbutsu.” Smart leaders get out of their office so that they can make connections throughout the company to ensure that the information that they receive “up through the channels” is not filtered. I promise you, that if you are the owner, or senior manager in your company, the information you received has been “massaged” to some degree. It doesn’t make people bad, it’s just typical behavior employees use to manage the boss.
I know how difficult it is to find the time to get out of your office. That’s why you need to schedule your MBWA time. Today’s managers are inundated with information, projects, deadlines, meetings and the constantly buzzing Blackberry. This creates what I call “organizational A.D.D.” But the disciplined leader is always rewarded by the connections and unfiltered information that comes from “touching employees” and knowing the “pulse” of the company.