a little work-related insight

I got to talk with our HR Director this afternoon and it was interesting discussion. He is quite new to the company and is gradually trying to understand and deconstruct the culture of the company -- from management to the most junior of the staff -- and will definitely need more time to really dig deep and figure out what makes this company tick.

He's on the right track and I hope the powers-that-be listen to him. Otherwise, what's the point of putting a person like him in such a position if you don't allow him to do his work, right?

In any case, like I mentioned, it was an interesting discussion as I got to share with him my own insight being one of the "oldies" (imagine, being a three-year employee here and you're already an old employee according to their standards -- what does that tell you of my six years stay in a previous company?). That includes as well my personal views, my own take on things, and what challenges I feel need to be addressed and what groundwork to start with.

Which brings me to my lecture today ... any change you want to institute in a company -- be that a culture change or a performance change or whatever -- begins always at the top.

Where else can it begin but from those who are the very hearts and soul of the company, right?

Like in so many leadership trainings I've attended -- the leaders or those on top are the ones who provide the vision for the company. Where the company goes to or what direction it takes, those on top are the ones who set the course and execute the command to set sail. They don't have to be the ones to do the actual steering or the manning of the rudder or the feeding of the coal engine or the back-breaking rowing -- they're there to tell everyone, "Hey, we're going this way and I'd like everyone to understand that."

So, if the captain of your ship is disorganized and doesn't have a clear indication of where he plans to sail, the ship can be led astray. If the captain is too hands-on, that's a problem too as he won't have the time to set everyone going in one direction.

In orchestras, he's the conductor. He sways to the left and the horn section sounds. He swings to the right and the percussions sound. He raises both arms and both horn and percussions make beautiful music together. If he suddenly snaps taut, the music stops. On the other hand, if the conductor doesn't have an inclination for music then all that comes out of the orchestra will be noise.

I'm hoping you're getting the analogy, folks.

The company I work for has leaders, of course. They're the owners.

Unfortunately, they have yet to set sail in one direction or make beautiful music together. Individually they're great people and such great visionaries with big, big dreams for the company. Collectively however -- like what my boss likes to say -- they have to get their acts together.

Now, that is the challenge -- not only for our new HR Director -- but I guess for everyone who works here. Of course, since they're the big bosses, you can't just say, "Hey, why not sit down and decide where we go?. And yes, before we even take on additional things, can't we finish things we're still working on and get started on things we've yet to schedule?"

But that would be nice if that happens. Think of the potential of the company if all of them start thinking as one -- the hive mentality doesn't sound so bad in this case -- productivity can be increased and everything can be addressed properly -- concerns, issues, etcetera, etcetera.

And hell, it can even be fun working for the company then, right?