Several years ago, I applied for a leadership position in a new
division of the company where I was working.
The executive who interviewed me asked what things I would do to
integrate team members who didn’t work at the home office or even in the same
country.
At the time it seemed like the easiest question in the world
to me. I already lived that experience. I worked from home (in a different time zone
than the home office), and I was part of two different international teams with
colleagues from Mexico, Brazil, Switzerland, India, Singapore, Japan, and
Australia. Every week included one late
night meeting and one very early morning meeting with my cross-functional colleagues
as we worked on various initiatives like rolling out offerings in new
regions.
From experience, I knew the irritation of meetings at
inconvenient hours of the day, and the difficulty of establishing functioning and
trusting relationships with people whose work history and cultural backgrounds I
was unfamiliar with. But more than those
things, I knew the frustration and time waste of not understanding the bigger
picture mission and need behind the tasks we were asked to accomplish.
Even the military, which I used to think was the epitome of
expecting people to blindly follow orders, provides their troops with
situation, mission, intent, and then orders so that field members can make
decisions on the ground that by necessity may deviate from the order, but still
drive toward the mission and intent.
Besides the potential to put effort and progress into a
direction that completely misses the business need, there is established
research that shows people suffer when they lack connection to meaningfulness
in their work.
“Without a clear notion of
purpose, workers cannot make intelligent choices about work activities, and
they are also deprived of a sense of the meaningfulness of their work.”
-- Kenneth W. Thomas from his book “Intrinsic
Motivation at Work: What Really Drives Employee Engagement”
So I answered the question by saying that I would do my best
to make sure people knew the big picture goals of our projects, knew the leaders
we were working with, their initiatives and key drivers, and knew the guiding
principles behind how we work – so they could make decisions which kept us all
aligned and unified. To quote James
Flaherty from his book Coaching: Evoking excellence in others,
“If we know what we intend to accomplish, we can correct ourselves as we go,
and we can evaluate our success at the end.”
I wanted to provide that type of insight to team members so there was
less need to directly manage and so that people could feel empowered to make
their own choices about how to get to the finish line.
At the end of the interview, I asked this leader how I
performed and were there any concerns about my ability to perform in the
role. The response I got was that this
executive felt I would not be very effective working with people in different
countries and time zones because I didn’t respond with solutions like: I would
hold meetings using web cams so I could get to know my team members personally,
or I would shift meeting times so they were not at inconvenient times for
people in other countries. I said I was
surprised because these foundational things were already part and parcel of my
everyday life and I was looking at what things were often missing in our
current operations like the goals and business value behind our projects. Needless to say I didn’t get the job.
The person who did get the job lived up to all the
executive’s specifications and was fired from the company within a year, as was
the executive.
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