The B.A.M.B.I Effect
Years ago my beautiful niece Rebecca went to the circus. She was around four at the time.
She sat there the whole time in absolute wonder, her eyes popping out of her head.
Oh the beauty of childhood curiosity, the power of full engagement.
Her Eyes Were Full
When she got home my mum (her grandma) asked "How was the circus Beckie?" In an instant she looked up with the same joy and wonder she had displayed just moments ago and replied "Nan, my eyes were full".
How good is that? Not "There was a lot going on" or "There was a lot to see" or "It was quite a spectacle". Just like the Disney character Bambi, the young deer with big brown eyes, her eyes were full.
I Call This The B.A.M.B.I. Effect
So how do you get the BAMBI effect happening in your own business? How can your people's eyes be full? Well here are the four musts for engaging your people and four key questions to ask yourself:
Bold vision
A part of the picture
Meaningful journey
Big Impact
Now this (the Vision) does not necessarily have to be BIG but it has to be bold. It has to be a stretch; it has to be out of the comfort zone, but on the outer ring of the possible zone.
It Has to be Understood
It's vital that it's clear and that people understand it. The best way to do this is to turn your words into a picture. Isn't that what a vision is anyway?
And What About the Time Span of Your Vision?
In our short term world of monthly or quarterly reporting, three to five years seems a long time. But, if you look at leaders who have really left a legacy, their time frames are so much larger than this. Socrates wanted people to be thinking about his ideas thousands of years later. Now that's bold.
Key Question: Have we painted a bold vision (picture) of our future?
Now that we have the vision we need to feel...
It's vital for all of us that we see how we fit in. That we have a direct line of site between what we do and how we contribute to the Big Picture.
It's an old analogy but for many people their work can be like possessing one piece of the jigsaw puzzle and not having the lid with the 'Big Picture' on it.
Do we feel involved, are we asked to participate or do "the gods" go off to Mount Sinai (Strategic off-site) and come back with the tablets (power point deck) with the Ten Commandments (Strategic Goals)?
And It's More Than Just Engagement
Much of our personal identity comes through our work, our vocation. When we cannot see how who we "are" contributes to the organisation becoming "what" it can be, we lose part of ourselves. In fact, we almost begin to grieve. And the organisation becomes "the killing fields of the spirit". We then do an organisational survey and call it "disengagement". A much more palatable word used to disguise the wasteland of human energy that permeates so many organisations.
Key Question: Have we shown our people and teams a direct line of site between what they do and how it contributes to strategy?
So now that I have the picture and feel a part of it, I want to know if it will be a...
We can go through all the motions but is our heart and soul in our work? Although we all have a need to contribute, there is this part inside us that asks...
"What's in it for me?"
To get the most from people, the journey needs to be a meaningful one. We have to believe that that the energy we put into turning strategy into action will help us personally.
Will we have learnt new skills, picked up new knowledge, done interesting work, made ourselves more marketable, met some 'groovy' people or worked on exciting projects?
The journey has to be meaningful for everyone. Not just top management or your best clients.
Because There's More To Leadership Than That
Our definition of leadership at The Human Enterprise is:
"A leader is someone who takes me somewhere I haven't been before.
A leader is someone I will follow without fear or favour, title or
rank.
A leader is someone who influences, nothing more, nothing less".
Do your leaders connect the goals of the organisation with the personal goals of individual team members? Are they taking them somewhere they haven't been before?
Key Question: Can people see how the achievement of strategic goals will help them personally?
But we know it's not all about us, there is something inside that wants to be part of a cause much greater that ourselves, that wants to make a...
Do you get out of bed saying "Wow! Today is the day I'm going to help my company reach its million dollar targets"? Just the smell of the money makes your heart sing.
Well Not Everyone Does
And those that do on a regular basis eventually have a crisis of meaning and begin to ask themselves "Is this all there is?" After this they slowly begin to burn out.
And it's usually someone's name that's attached to the financial goals. "George has set high targets, Marilyn's numbers are non-negotiable". If someone else owns the numbers all you do is create what I call...
A "Culture of Compliance"
Where all the energy is put onto "following the process" or "holding people accountable".
Now don't get me wrong. Following process and accountability are vital for business success but it takes far too much time and energy to get people to comply. What's absolutely necessary for ongoing sustainable profitable growth and achievement is a "Culture of Commitment". You need people to think "I'm following process because I know it works and I'm totally committed to the result it achieves. They are my numbers, not just George's or Marilyn's".
But How Do You Get This Commitment?
For Australian's it's pretty simple. One Telstra study showed that Australian's come alive if they feel the goal is the "right thing to do". We are passionate about causes, not just the numbers.
Want to really engage your people? Want to really get commitment? Then evoke a cause. Have a Higher Purpose in your organisation. One that everyone will feel proud of when they get up in the morning. Or, re-launch the one you already have that somehow got lost in the numbers.
So What Does a Higher Purpose Look Like?
Well, for the Ritz Carlton it's "We are ladies and gentlemen, serving ladies and gentlemen". Why would you stay anywhere else?
For Estee Lauder it's "Bringing the best to everyone we touch".
For Lion Nathan it's to "Make our world a more sociable place".
For The Human Enterprise it's "Helping people take personal responsibility for leading magnificent lives".
So, if you really want engagement and commitment, keep your financial goals but take it one step further. Create a Higher Purpose (something that touches minds and hearts) for your organisation or even your team.
Key Question: Do we stress the importance of a Higher Purpose not just the numbers?
So There We Have It. The B.A.M.B.I. Effect.
Just imagine every one of your people when asked "How was your day?" replied "My eyes were full!". Now that's engagement!
Cheers
Paul Mitchell
P.S. If engagement is an issue for your organisation you might want to check out ENGAGE: Creating Partnership Across Boundaries. A workshop that takes a very unique approach to tackling employee disengagement.
You can read more newsletters here. Or, if you want to become a subscriber and have the "Everyone Leads" Leadership Newsletter delivered straight to your in-box then simply leave your details in the form on the right (or below). Subscription is free and your personal information will be kept safe and secure.
She sat there the whole time in absolute wonder, her eyes popping out of her head.
Oh the beauty of childhood curiosity, the power of full engagement.
Her Eyes Were Full
When she got home my mum (her grandma) asked "How was the circus Beckie?" In an instant she looked up with the same joy and wonder she had displayed just moments ago and replied "Nan, my eyes were full".
How good is that? Not "There was a lot going on" or "There was a lot to see" or "It was quite a spectacle". Just like the Disney character Bambi, the young deer with big brown eyes, her eyes were full.
I Call This The B.A.M.B.I. Effect
So how do you get the BAMBI effect happening in your own business? How can your people's eyes be full? Well here are the four musts for engaging your people and four key questions to ask yourself:
Bold vision
A part of the picture
Meaningful journey
Big Impact
1. Bold Vision
Now this (the Vision) does not necessarily have to be BIG but it has to be bold. It has to be a stretch; it has to be out of the comfort zone, but on the outer ring of the possible zone.
It Has to be Understood
It's vital that it's clear and that people understand it. The best way to do this is to turn your words into a picture. Isn't that what a vision is anyway?
And What About the Time Span of Your Vision?
In our short term world of monthly or quarterly reporting, three to five years seems a long time. But, if you look at leaders who have really left a legacy, their time frames are so much larger than this. Socrates wanted people to be thinking about his ideas thousands of years later. Now that's bold.
Key Question: Have we painted a bold vision (picture) of our future?
Now that we have the vision we need to feel...
2. A Part of the Picture
It's vital for all of us that we see how we fit in. That we have a direct line of site between what we do and how we contribute to the Big Picture.
It's an old analogy but for many people their work can be like possessing one piece of the jigsaw puzzle and not having the lid with the 'Big Picture' on it.
Do we feel involved, are we asked to participate or do "the gods" go off to Mount Sinai (Strategic off-site) and come back with the tablets (power point deck) with the Ten Commandments (Strategic Goals)?
And It's More Than Just Engagement
Much of our personal identity comes through our work, our vocation. When we cannot see how who we "are" contributes to the organisation becoming "what" it can be, we lose part of ourselves. In fact, we almost begin to grieve. And the organisation becomes "the killing fields of the spirit". We then do an organisational survey and call it "disengagement". A much more palatable word used to disguise the wasteland of human energy that permeates so many organisations.
Key Question: Have we shown our people and teams a direct line of site between what they do and how it contributes to strategy?
So now that I have the picture and feel a part of it, I want to know if it will be a...
3. Meaningful Journey
We can go through all the motions but is our heart and soul in our work? Although we all have a need to contribute, there is this part inside us that asks...
"What's in it for me?"
To get the most from people, the journey needs to be a meaningful one. We have to believe that that the energy we put into turning strategy into action will help us personally.
Will we have learnt new skills, picked up new knowledge, done interesting work, made ourselves more marketable, met some 'groovy' people or worked on exciting projects?
The journey has to be meaningful for everyone. Not just top management or your best clients.
Because There's More To Leadership Than That
Our definition of leadership at The Human Enterprise is:
"A leader is someone who takes me somewhere I haven't been before.
A leader is someone I will follow without fear or favour, title or
rank.
A leader is someone who influences, nothing more, nothing less".
Do your leaders connect the goals of the organisation with the personal goals of individual team members? Are they taking them somewhere they haven't been before?
Key Question: Can people see how the achievement of strategic goals will help them personally?
But we know it's not all about us, there is something inside that wants to be part of a cause much greater that ourselves, that wants to make a...
4. Big Impact
Do you get out of bed saying "Wow! Today is the day I'm going to help my company reach its million dollar targets"? Just the smell of the money makes your heart sing.
Well Not Everyone Does
And those that do on a regular basis eventually have a crisis of meaning and begin to ask themselves "Is this all there is?" After this they slowly begin to burn out.
And it's usually someone's name that's attached to the financial goals. "George has set high targets, Marilyn's numbers are non-negotiable". If someone else owns the numbers all you do is create what I call...
A "Culture of Compliance"
Where all the energy is put onto "following the process" or "holding people accountable".
Now don't get me wrong. Following process and accountability are vital for business success but it takes far too much time and energy to get people to comply. What's absolutely necessary for ongoing sustainable profitable growth and achievement is a "Culture of Commitment". You need people to think "I'm following process because I know it works and I'm totally committed to the result it achieves. They are my numbers, not just George's or Marilyn's".
But How Do You Get This Commitment?
For Australian's it's pretty simple. One Telstra study showed that Australian's come alive if they feel the goal is the "right thing to do". We are passionate about causes, not just the numbers.
Want to really engage your people? Want to really get commitment? Then evoke a cause. Have a Higher Purpose in your organisation. One that everyone will feel proud of when they get up in the morning. Or, re-launch the one you already have that somehow got lost in the numbers.
So What Does a Higher Purpose Look Like?
Well, for the Ritz Carlton it's "We are ladies and gentlemen, serving ladies and gentlemen". Why would you stay anywhere else?
For Estee Lauder it's "Bringing the best to everyone we touch".
For Lion Nathan it's to "Make our world a more sociable place".
For The Human Enterprise it's "Helping people take personal responsibility for leading magnificent lives".
So, if you really want engagement and commitment, keep your financial goals but take it one step further. Create a Higher Purpose (something that touches minds and hearts) for your organisation or even your team.
Key Question: Do we stress the importance of a Higher Purpose not just the numbers?
So There We Have It. The B.A.M.B.I. Effect.
Just imagine every one of your people when asked "How was your day?" replied "My eyes were full!". Now that's engagement!
Cheers
Paul Mitchell
P.S. If engagement is an issue for your organisation you might want to check out ENGAGE: Creating Partnership Across Boundaries. A workshop that takes a very unique approach to tackling employee disengagement.
You can read more newsletters here. Or, if you want to become a subscriber and have the "Everyone Leads" Leadership Newsletter delivered straight to your in-box then simply leave your details in the form on the right (or below). Subscription is free and your personal information will be kept safe and secure.
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