Insight #273
I handed over thousands of dollars to a major US corporation over a period of four years. One would think that we had built up a respectful, mutually beneficial relationship: You scratch my back (provide the service) and I’ll scratch yours (contribute to your bottom line).
One would think. But one would be wrong.
When circumstances beyond my control meant that I had to end the relationship, they showed me just how much they valued our relationship. They sent me a final bill… wait for it… for $0.28. In the mail. (Back then, USA postage rates were at or near $0.60. And that’s excluding the cost of paper, the envelope, and somebody’s time. Go figure.)
I plan never to do business with them again. Obviously, their “our customers matter to us” was a fake promise. But whose fault was it, really?
When trust breaks down, we play the red-tape blame-game. Because when trust breaks down, relationships become strained and people fall back on rules and regulations, policies and procedures.
What encourages this insane behavior? Poor organization design. Most structures promote trust in systems and procedures over trust in people and relationships. And reward systems do the same.
Many leaders and even a few managers will dispute this. They will insist that they trust their colleagues and employees to do the right thing. I say, look to your actions. Too often, there is a disconnect between what you say you believe and how you behave. It’s no wonder then that your actions negate what you said.
Here’s what you can do to create a more effective organization. Reward people who deliver on promises by including them in discussions, planning, and decision-making.
And visibly exclude people who habitually over promise and under deliver.
Welcome to my side of the nonsense divide.
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Quote of the Moment:
“If you always deliver on your promises, you are not promising big enough.” The Chief Nonsense Officer.
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