A few years ago my husband Bill and I purchased Fitbits. We both set an intention of walking 10,000 steps each day assuming it would improve our health.
For me, it was an idea to consider and it would help to enhance my overall fitness level. To Bill, it was a life commitment which he took very seriously. If the clock struck 9:00 pm and Bill had not achieved the 10,000 steps goal, he went outside in suffocating heat or snow and ice and took a walk. On days when my calendar looked hectic, if I thought I might fall short of the goal, I handed my Fitbit to our daughter Katie and asked her if she would “just bring it along” as she trained with her cross country team.
When Katie wasn’t available, as a last ditch effort, I took out a brownie mix and started stirring. Do you know how many “steps” are recorded when mixing brownies?
Seeing the absurdity in our different approaches, Katie used the content for an English assignment: Deliver a 3 Minute Humorous Speech. Katie spoke on“Does Fitbit cause divorce?”
What I have noticed is that the “Fitbit Principle” extends to our work and to our organizations. What we track and measure improves. It’s so basic!
In our work at Concordia, we are often approached to solve people problems. While many in the organization can cite the problems and the negative impact on the company, we are often asked to start immediately. It’s great when we have data to start with!
And now we do!
One of our government clients hired us to do a change management project. Our task was to improve the scores on the Employee Viewpoint Survey. We designed a comprehensive program that built upon the work that had already been performed. We started with focus groups. Next we conducted leadership visioning, leadership training, employee training, and coaching meetings.
The results were astonishing. Across all indicators but one, there was improvement. With the one that didn’t improve, it held steady.
Interestingly, the Fitbit has been a tool that has improved my husband Bill’s and my fitness levels. Also, we didn’t start at the same level, so we have different data points. In both cases there was an increase and consistent improvement.
If you want to improve your workplace, begin with a benchmark. Conduct surveys and focus groups, and obtain data — then follow with a strategic plan. I am curious: What do you have in place to track and measure your goals – both personal and professional?
Remember that old saying “You Are What You Eat”?
I do. I remember posters in the school cafeteria, ads in magazines, and a lot of chortled high-school jokes, most of them in good fun.
“Don’t be a grouch. What’d you eat for breakfast, anyway — prickly pears?”
We got the message.
My colleagues in the National Speakers Association put a different twist on this concept. Ron says, “You are what you do, not what you talk about doing.” Chris says, “Talking about writing isn’t writing. Writing is writing.”
I get those messages, too. So much so that I have a saying posted in my house that says, “Life is not a dress rehearsal.”
When I hear people talk about taking a class, or learning to knit, or improving their professional skills, I think it’s great! They have made a proclamation. What is even better is when they take their first real step.
Three weeks ago a client told me that he wants his department to work more collaboratively. He told me that they work in silos, each doing their own thing. I asked him, “What’s your plan?” He chuckled and said, “My plan was to call you and have YOU figure it out.”
Recently, my friend told me that she intends to run a marathon in May. Even though she is currently running just a few miles a day, taking the first steps (literally) builds momentum. When she showed me her running plan, I believed she would do it. More importantly, she believes she will do it. And regardless of when or if this marathon occurs, she is getting more fit and more determined each day.
Let me invite you to consider, whether your goal is an individual goal or a group goal, whether you set your own milestones or work with a partner, that you are what you act on. You are what you eat. Your intentions aren’t you, your actions are you.
I am thrilled that someone I coach is starting a new business. He’s been talking about it for years. Recently he put together a business plan and he opened a business checking account. He is diligently working on a website. How fabulous!
Our lives aren’t happening somewhere else, or at some other time. We aren’t the people we are going to become — we’re the people we currently are. Living in the present means doing what we believe in, now. Let me know what goals you are living.
This is a story of killing with kindness. Well, there isn’t any actual murder involved, but you’ll see what I mean.
About 30 years ago, when I was the director of training for a large national bank, I had the privilege of working with a kind, conscientious, and hardworking teller trainer named Donna.
She ran a two week training course for 15-20 tellers at a time. At the end of each day, a quiz reinforced the day’s teachings. After the two weeks, there was a comprehensive test. If the trainees passed the quizzes and the test, they would go into the branches for a six-week probationary period. If all went well, they would then become full-fledged tellers.
It was the bank’s policy that if a probationary employee had a shortage or overage, they were immediately terminated. One of the branch managers called me and asked me, as director of training, why so many tellers were ill-equipped when they came to his branch. As we did an analysis, we started to notice that several would-be tellers had suffered this fate.
I discussed this quandary with Donna and asked her to pull the fired tellers’ tests and quizzes. I began to notice a common thread: lots of eraser marks and crossed-out answers on the ex-employees’ papers. It was then that I learned that kind-hearted Donna was helping the struggling students with their tests.
I explained to her that we had a system in place — the tests and quizzes — that worked. But because she was ‘helping’ the tellers, it wasn’t working. She had to stop. She agreed.
Fast-forward eight months: Tellers were still getting fired during the probationary period. One teller had just purchased a car that he now was going to have to return, and another failed teller was going to have to break a lease on her apartment. In both cases, the two would-be tellers simply didn’t have the needed math skills, a fact that should have been evident on the tests. It was clear that Donna had helped them, and I called her on it. “I just want everybody to succeed,” she lamented.
My response: “Wouldn’t it have been kinder to those people if they had known in the first week of training that it wasn’t going to work out?”
She burst into tears. “I blew it.” Donna resolved to stop changing test results for the tellers, and our probationary firings decreased dramatically.
No one can blame Donna for doing what she perceived to be kind and compassionate. But in reality, her actions were just the opposite. When we work with people, it’s important to ask ourselves: “What is my motivation? Am I really serving the best interests of the employee?”
What employer policies do you have in your workplace that help employees?