| We are all tempted to keep looking for that one | | | | on a solid foundation of good people, good |
| person, that one application, that one solution, that | | | | products, good leadership and good practices. |
| one customer that will make all the bad things go | | | | Successful leaders know the Program of the |
| away and breathe new life into whatever we've | | | | Month is a recipe for failure - as one fix after |
| been stuck with. The Silver Bullet - the epiphany - | | | | another gets introduced, supported, and then |
| the stroke of lightning that cures all ills. Billions of | | | | slowly fizzles away, to be replaced by another. All |
| dollars are spent every year on hope - and Silver | | | | that happens is the people in the business become |
| Bullets - with little if any positive effect. | | | | ever more cynical and resistant to change. |
| A story: | | | | Successful leaders should put a sign on their doors |
| I was meeting with the Executive Vice President | | | | - "No Silver Bullets Welcome." They know the |
| of a large multi business company. They had a | | | | fundamentals need to be in place, excellence |
| business unit in Florida with continuing labor | | | | needs to be promoted every day, high |
| problems. The unit was union free, but every two | | | | expectations established, communications |
| years there would be an organizing attempt by a | | | | constantly improved, performance rewarded and |
| major national union. Two years was up since the | | | | recognized. Out of that comes the strength to |
| last attempt, and another organizing attempt was | | | | grow and prosper. A few things done well beats a |
| in the works. The company felt continuing to | | | | constant stream of new initiatives. It's the |
| resist, although expensive and disruptive in the | | | | constant, insistent emphasis on the basics that |
| short term, was better than having a union and | | | | creates results, and effective change, and |
| third party representation of their workers. The | | | | improvement. It's the effective execution and |
| business unit was highly successful, hadn't had a | | | | implementation of the critical few things done well. |
| layoff in years - in fact, they were in a hiring | | | | Actually, all the Silver Bullet approach does is to |
| mode. | | | | create distractions - they cause you to take your |
| The EVP directly responsible for the unit was | | | | eye off the ball. |
| tempted to throw in the towel and agree to a | | | | Does that mean all the new ideas and programs |
| union, but the CEO was dead set against it. | | | | and processes are without value? Of course not. |
| The EVP wanted to know how I could help turn | | | | The Silver Bullet is most often created in its |
| this around, and avoid an organizing drive. | | | | application. One organization's Silver Bullet is |
| We went through the checklist of elements that | | | | another organization's successful initiative. If the |
| are critical to remaining union free, starting with | | | | approach is a quick fix for an existing problem it |
| competitive wages and benefits, a system of due | | | | probably won't work - and if it will distract from |
| process to handle issues, an equitable system to | | | | more substantial work being done, then it's a |
| recognize length of service and a well developed | | | | Silver Bullet. |
| communication process. As we talked he became | | | | 9 Questions to ask to identify whether an |
| increasingly impatient, and finally said " We have all | | | | initiative, program, process or change is right for |
| that. I'm looking for the one thing - the thing we | | | | your organization: |
| don't have - that will make this organizing attempt | | | | Does it build on what we do well? |
| go away. We've tried all kinds of programs and | | | | How will this affect what we are already doing? |
| processes, and none have succeeded." I | | | | What has been our history - have they made a |
| suggested the place to start would be in | | | | difference - or have they faded away - or have |
| evaluating the effectiveness of what they were | | | | they become imbedded in the organization? |
| already doing, then go from there. It's possible to | | | | Will this become part of how we operate |
| have lots of things - but possession and use are | | | | everyday, or will it have to be treated as an |
| two very different things. He didn't like that - he | | | | exception, and need regular maintenance and |
| was looking for a new approach - a Silver Bullet. I | | | | support ? |
| told him I didn't have any special formula to make | | | | What do the people to be affected think needs |
| his wish come true, and, frankly, I don't believe in | | | | to be done? |
| the Silver Bullet approach to managing a | | | | Can we measure the effect? |
| workforce. | | | | Do we have the resources to see this through to |
| They had an organizing attempt - after an | | | | its conclusion? |
| expensive and extensive campaign the company | | | | Will this really affect positive change and results, |
| was successful in defeating the attempt, but their | | | | or are we just staying ahead of accountability and |
| profits, quality, shipments and employee relations | | | | hoping it works? |
| all suffered because of it. | | | | Is this a survival tactic or part of a growth and |
| Moral of the story - Real Silver Bullets are so rare | | | | improvement strategy? |
| they're not worth focusing on. Rather than spend | | | | Every organization is different - every |
| time and energy looking for them, take that | | | | organization will answer differently, based on their |
| same time and energy and convert it into | | | | situation, but answering these questions will allow |
| solutions that improve on what you already | | | | you to see a Silver Bullet for what it is, and act |
| possess and do well. | | | | accordingly. |
| Successful leaders know accomplishment is built | | | | |