Does peer pressure imapact innovation?

We knew this or at least sensed this from high school. From the April HBR, innovation is chilled by image risks, that is unfavorable social impressions - the fear falling into disfavor by colleagues disrupting the status quo by offering ideas. Feirong Yuan of the University of Kansas and Richard W. Woodman of Texas A&M conducted the research and found that organizational support for innovation reduces the impact of social riskiness.

Innovation faces other barriers and resistance. This American Life #403 NUMMI tells the story of the recently closed GM and Toyota joint venture auto plant. Resistance to the innovative practices by unions and risk adverse GM management doomed introducing the lessons form the joint venture and doomed the plant.

Social media growth stunted

From a UK press release, we learn that the business leaders lack of understanding and data security concerns key barriers to use of social media within UK businesses. HR, on the other hand, demonstrates high usage and support for social media. In the survey, almost half of HR and L&D professionals use social networks, such as LinkedIn, to learn and gather knowledge.

Brightwave, who conducted the research, says that business leaders just don't get it. They don't see the value in social networking. In many instances employees don't have access to social networks like Facebook, Twitter, LinkedIn and others.

Data security, wasted time and bandwidth concerns were also cited as key reasons for not using social media.

Lars Hyland, from Brightwave,

“UK businesses are missing out on a huge opportunity to cost-effectively build knowledge and understanding, as well as engagement, across large volumes of employees in different locations. Business leaders must be informed about the real opportunities in applying social networks to business, otherwise they risk alienating their highly networked current and future talent in today’s global workforce.”

Suspect this is the case here. Personally, my participation in the weekly #lrnchat (Thursdays, 8:30 PM - 5 GMT) demonstrate the power of social media for learning. The intelligence and diversity transmitted through the keys enrich me with every session. I even read the transcripts.

I wonder when we'll see the tipping point where some brave organization demonstrates value and blesses these tools. Is there some social media acumen competencies out there? Even Jack Welch uses Twitter now!

H/T to @gminks for the Tweet

On Boarding

Catching up with the reading, June 2009 T+D article, Making New Employees Successful In Any Economy. Good article by Katharine Giacalone about the first 90 days. The first 90 days are critical especially in a downturn and the expense of hiring. As the incoming Atlanta ASTD chapter president, I’ve been thinking a lot about on boarding and reflecting on past experiences.

Giacalone in her article gives us six strategies to make sure your new employees stick:

1. Schedule employees first day when the bosses in the office
2. Have workstations ready for them when they arrive
3. Give the employee the lay of the land – tour of the office, campus
4. Get down to brass tacks – not only the routine policy and procedures but
5. Train new employees within the first week's
6. Check in frequently during the first weeks months and beyond

It's been some years since I've been on-boarded in process. On my last new job I had showed up on the first day and was informed that there had been reorganization and I was now reporting to someone else. I spent my first day following my new manager around and attending three different staff meetings that covered the same topics. That’s my memory of my first day! BTW, no computer, no voice mail, no paycheck in first pay period and my “new hire” orientation, was scheduled in two months.

While I was still in that organization with a different role, the then director of the group had made a new hire. Unfortunately, the director had scheduled herself to be out of the office the entire week. So this poor soul came in on Monday and really had no direction for her first week. I took pity and ran the organizational gauntlet for ID, PC and telephone. Perhaps a better plan would be to have this new hire show up when the director was available.

Back in the 80s I joined a health care system that actually had a very good on boarding system. I went through employee orientation prior to starting my job and then spent the better part of the first week shadowing with other employees in the group. Actually the hospital brought back the former incumbent to orient me to the system, an in-house television operation.

Any on boarding stories to share? Good, bad?

John Kotter’s Town Hall at ASTD ICE

I attended the conference in DC this past week with a different perspective, being a volunteer. As a volunteer you earn one day of the conference per volunteer day. I chose to volunteer for Tuesday and Wednesday. I only had two days of the conference to attend sessions and traipse through the expo floor.

As I review and file my notes, I’ll post about my memorable sessions and observations.

John Kotter’s town hall moderated by Kevin Oakes. I found this session outstanding observations on leadership and change. Many Q&A sessions are boring with questioners playing gotcha and see-how-smart-I-am. Kevin’s prepared questions and follow up primed better questions from the hall. From my spot in the front it appeared that the audience was primarily international attendees. That drove an interesting observation from Kotter in the increasing enrollment in international students in his Harvard classes. He worried that his western-centric business examples were “lost” on international students. He offered to stay after class and work with any student should the examples be unclear or obtuse. To date no one has taken him up on the offer. Kotter attributes that outcome that leadership is still all about human nature, leaders mobile people to achieve astonishing things.

Kotter’s core message was about creating a sense of urgency, the topic of his new book. Complacency has taken over, even in these troubling times. “Complacency capacity to remain consistent is fascinating,” he observed. Success leads to growth that leads to an inward focus (pride, arrogance, internal political battles) versus an outward market focus; his example, Rick Wagoner and GM. In a meeting many years ago, Kotter was astonished at the quiet the executive offices and complacency at GM as Toyota was on the rise. “There wasn’t a Kill Toyota sign in the place.” People were busy he noticed but was that productive activity?

As a leader, get out there, walk around, gather data and understand the real problems. Some gems, “leaders understand that everyone is not six (years old).”
When asked about business schools and finance. “I’m always suspicious of the finance department; it’s part of the system that moved us into this pattern.” I interpreted this as complacency.
When asked about women starting in leadership, Kotter gave this Zen-like response, “should do, start do , just do it.”
“Learn to lead yourself, then others.”