Archive for the ‘Productivity’ Category

Where did the unhappy people go?

Mr. Fox, unhappy?

“I finally figured out how to improve employee morale,” David McInnis said to Roy Williams.

Productivity skyrockets and everyone loves coming to work. It’s program that never fails. Works every time.”

I stood there looking at David.

He stood there looking at me.

Finally, I raised my shoulders and turned my palms upward.

Looking steadily into my eyes, David said, “Fire all the unhappy people.”

Liberty to explore

Unhappy people seem to experience life as unfortunate, hopeless, ill fated, doomed, unsatisfactory or sad. What do you think … want to bet your success on the productivity of unhappy people?

In “What Happy People Do Differently” Todd Kasdan and Robert Biswas-Diener write:

Truly happy people seem to have an intuitive grasp of the fact that sustained happiness is not just about doing things that you like. It also requires growth and adventuring beyond the boundaries of your comfort zone. Happy people are, simply put, curious.

Curiosity, it seems, is largely about exploration — often at the price of momentary happiness. Curious people generally accept the notion that while being uncomfortable and vulnerable is not an easy path, it is the most direct route to becoming stronger and wiser.  (Psychology Today July/August 2012 p. 53)

Freedom requires truth. How willing are you to explore your Story for truth (the facts and reality of your life)? How curious are you?

Go for it!

More than negative vs. positive, happy people seem to experience life as an adventure. They face the day with joy, gratitude and appreciation … curiosity. Life is big and designed to be explored … including their leadership development.

People who know their purpose and live with passion while serving others are happier. Overcoming fear, they challenge comfort zones and go for it. Who do you want on your team?

Welcome to “Spacious Place”

What would happen to “employee morale” if you and your team work as free people … living with purpose and passion while seeing and serving others?   

  • Purpose – Why you work beyond making a living. What’s the difference you want to make in the world? Why are you here?
  • Passion – What do you love to do?
  • Seeing others – How well do you see the people around you?
  • Serving others – How do you help others achieve success?

Imagine how engagement and productivity would soar if you and your team enjoyed the freedom and happiness that comes with “living life with purpose and passion while seeing and serving others.”

Sure, you can have “one of those days” but on the whole, how do others experience you at work?

If the unhappy people were fired, what would happen in your Story?

Photo credit: Aaron Hockley via Compfight
 

The Control of Letting Go

Her control-oriented manager was frustrated letting Sara know all that she was doing wrong. The emotion was equal to the frustration, “It’s a good thing I didn’t come to your office yesterday or I would have walked you out the door right then.”

Hope

Martin Gommel via Compfight

Sara’s manager represents another hostage of “out-of-control” behavior. However, as Sara reflected on the Story the application became clear because Sara likes “control”, too.

The drive to (try to) control others pushed her thinking, self-limiting behavior, and performance. Recognizing her desire to control, she began the journey to letting go.

The affect on relationships and productivity from people trying to be “in control” is harmful. My last two posts: “What if you don’t let go? and “What if you care too much?generated a lot of conversations. This derogatory term for wannabe dictators struck close to home.

Why control trying to control others?

Keith Ayers, in Engagement is Not Enough, writes about how managers can unintentionally increase the disengagement of their employees. His short list includes:

  1. An obsession with financial results
  2. An obsession with control
  3. An obsession with avoiding responsibility
  4. An obsession with logic

He correctly observes the lack of research to support a control-based approach to leadership and management.

How does a control-oriented leader show up? Ayers points, summarized here, are insightful. Such leaders…

  • Assume that people cannot be trusted and send that message to their team
  • Micromanage employees, believing that tasks will not be completed to their standards unless they are checking in on their teams
  • Assume employees do not really want to work, and therefore they need to continue to drive them to achieve results
  • Believe that, as the manager, they have all the knowledge and experience, and therefore they need to make all the decisions about how to improve performance

Note how leaders who seek excessive control display out-of-control behavior, all the while living with the illusion of being in control. What does that look like?

Consider the emotional statement Sara’s boss made to her about firing her on the spot. Yes, it was out of control. (To this manager’s credit, she did apologize later.) Apology accepted. Nevertheless, how do you think this exchange affected Sara’s engagement as an employee? How would it affect yours?

How committed will Sara (an emerging leader) be in an environment where the potential of “one wrong move and you’re out of here” is at least implied? Furthermore, how does such behavior create an obstacle to Sara’s ability and willingness to support her manager’s success?

Influence vs. Control

Leaders who release control demonstrate self-control and expand their influence. Influence allows support to flow to you … it is about collaborating instead of commanding.

  • Influence is the freedom to have a positive effect on others
  • Influence allows you to capture the devotion and allegiance of others
  • Influence allows you to achieve your goals
  • Influence is the freedom from trying to prove you are in charge, allowing everyone to contribute and enjoy success

Great performance comes from an environment where great people have an opportunity to contribute their unique perspective, talent, and voice to the process, project, or job. You cannot control the process but you can direct it as you communicate vision, set expectations, and define outcomes.

To release control - “Let it go!” - is an act of liberation from a self-imposed burden. The power to accomplish more is immediate as you tap into the creativity of others and allow collaboration. Trust, improved morale, open communication, employee engagement, and improved performance are your reward.

How does it happen?

It requires a change in leadership behavior.

The irony is that leaders who release control demonstrate self-control and expand their influence.

Sara (who wants to be in control) is learning how to take a deep breath, evaluate what she is thinking, and release control. Let it go! Her performance is improving, and she has the freedom to use her strengths as she gets out of her own way.

Everyone is capable of this.

However, when unaware, Sara is reactionary and unintentional in her behavior. Her need to control pushes an out-of-control use of her strengths, resulting in unproductive behavior and people conflict.

As Thomas á Kempis wrote,

Be not angry that you cannot make others as you wish them to be, since you cannot make yourself as you wish to be.

The objective of leadership is not control but influence.

Where do you see this paradox in your Story? Where are you caring too much? What if you don’t “Let it go?”

Here’s to your next level…

Exiting the Comfort Zone…

Remember the story of The Little Engine that Could?

A little railroad engine was employed about a station yard for such work as it was built for, pulling a few cars on and off the switches. One morning it was waiting for the next call when a long train of freight cars asked a large engine in the roundhouse to take it over the hill.

“I can’t; that is too much a pull for me,” said the great engine built for hard work.

Then the train asked another engine, and another, only to hear excuses and be refused. In desperation, the train asked the little switch engine to draw it up the grade and down on the other side.

“I think I can,” puffed the little locomotive, and put itself in front of the great heavy train. As it went on the little engine kept bravely puffing faster and faster, “I think I can, I think I can, I think I can.”

As it neared the top of the grade, which had so discouraged the larger engines, it went more slowly. However, it still kept saying, “I—think—I—can, I—think—I—can.”

It reached the top by drawing on bravery and then went on down the grade, congratulating itself by saying, “I thought I could, I thought I could.”

The challenge to bust free of comfort zones comes regularly. So does opportunity.

Denali - Mountain Landscape from Alaska

blmiers2 via Compfight

You can’t reach next level performance and achievement without exiting your comfort zone, the place where status quo thinking, behavior, and performance produce a non-threatening life.

Fear screams to keep you in “your place”. Your comfortable sense of security locks the prison door. Adventures end and mountain peaks remain picture postcards purchased at a government run rest area.  You resign to life as a little engine, doing “such work as it was built for … limited” to pulling a few cars on and off the switches.

On the way to celebration

While others better built for the challenge refuse to go, the question remains: “Will you go for it?”

Advancement forces us to move in to the safety zone. Facing a calculated risk, you go for it.  You could call this self-efficacy. Simply put, it’s believing that you’re capable of high performance.  You can do what needs done … “I think I can.”

Something clicks.  The wheels turn. You believe. “I can do this.”

Remember my own story last week

Higher than expected bids rolled in. [Call to action and opportunity.] But so did knowledge and understanding of the solution. I milked each conversation for knowledge of stairway systems and solutions. Google “research” provided more inspiration and knowledge. Knowledge becomes power.

Buoyed by previous successes I became bold as Tool Time Tim. Experience builds confidence.

Last weekend, it all came together (in my mind) and I believed, “I can do this!”

What do you believe?

What you believe about your ability and how much you trust yourself will allow you to take “it” on.  Research shows that self-efficacy beliefs…

…influence how people feel, how much effort they invest in actions, how long they persevere in the face of obstacles and failures, and how resilient they are to adversity (Salanova, Llorens, & Schaufeli, 2010).

As well, this same research in the Journal of Applied Psychology explains that efficacy beliefs indirectly impact our motivation and level of engagement in activities by influencing emotional state of mind.

What we believe about ourselves clearly influences how we perform.  “I think I can.”

The thrill of victory

There’s nothing like it. Staring into the hollow eyes of fear. Silencing the whispering shout of doubt. Stepping into what is really a safety zone, you go for it. You persevere, fully determined to see it through until you’re “There.” Ah, the thrill of victory! “I thought I could, I thought I could.”

It is familiar territory. You’ve gone for it before.

Time for action; you’re Here and you can see There. You have knowledge and experience (power and sufficient confidence).  It’s time to express your belief and go for it.

You’re built for greatness.

While others hear excuses, you raise your hand and chant: I think I can, I think I can. When the going gets tough, you prudently stay the course and persevere. While you may experience the “agony of defeat” you’re more likely to taste the “thrill of victory.”

What’s your call and opportunity?

It’s your mountain to conquer…

Stainless Steel Relationships

In 1954 two significant things happened: French engineer Marc Gregoire created the first pan coated with a non-stick resin and I was born. Which is the more significant, I’ll leave up to you.

DuPont™ Teflon® is the miracle product…that protects your things so you have one less worry for the day.

When did you purchase your first Teflon® pan?

Some people like to cook with Teflon® pans because the food doesn’t stick, easy cleanup, and the ability to cook with less oil.  However, it seems professional chefs like to cook with stainless steel pots and pans.

steam

Paul Nicholson via Compfight

Stainless steel is iron alloyed with chromium and carbon and it doesn’t rust.

Last week I wrote about how rust attacks the surface of steel …

This corrosion results from reactions between iron and oxygen in the presence of impure water, air moisture or any other medium that conducts electricity. As the rust develops, it shrinks, creating tiny cracks that allow more oxygen and moisture to penetrate deeper into the iron.  More and more rust is created until it destroys what was once so strong.

Just as stainless steel is the solution to rust, trust protects relationships and productivity in the workplace.

Trust Supports Productivity

High performers contribute to a team’s success by building trust.

How? They get work done on time.  They accept accountability for their work and to their team. They consume feedback.  As a result, they create less stress and conflict. Employee engagement delivers higher productivity.

I call these self-managed teams and self-managed leaders.  They’re relationship-strong. The team strength comes from high confidence in one another; trust.  Highly productive teams require human connection. Muscle comes from solid relationship. Healthy connections demand trust.

Distrust attacks the strength of a team. Much like iron, people are reactive. Poor communication, unfulfilled expectations, half-hearted commitment, lack of accountability, and gossip are like water on iron.  Mistrust attacks productivity.  Frustration develops eroding trust layer by layer.

Stainless Steel Durable

By definition trust is a firm belief in the reliability, truth, ability, or strength of someone or something; one in which confidence is placed.

Trust develops confidence. Distrust brings suspicion. This is why high performing teams must cultivate trust. Mistrust is not only the rust of relationships but also the enemy of high performing teams.

Our distrust is very expensive.    – Ralph Waldo Emerson

How much trust do you contribute to your team?

Rate yourself on a scale of 1 – 5

  • I do my part — others can count on me
  • I hold myself accountable for my work
  • I enjoy coming to work
  • I help create a “can-do” environment
  • I reduce stress and conflict within the team
  • I find ways to add value to the organization
  • I pick up the slack
  • I produce at a high level
  • I am truthful
  • I am authentic and inspire hope

 Yes, this is the survey included last week.

What did you discover about yourself and your team?

What if you print it and have your team take the survey?

I suppose “non-stick” cookware is helpful for amateur cooks and people in a hurry. But when you respond to feedback or conflict or miscommunication or failure with blame, denial, rationalization, minimization or avoidance, trust is eroded.  The Teflon comes off, and your cheap pan starts eroding.

When you embrace and encourage personal responsibility within your team, you build trust, the strength of self-managed teams.  You get durability, beauty, and taste preserving qualities, instead of a thin defensive coating that wears off with time. No wonder professional chefs love stainless steel.

Want to stay an amateur?  Or become a professional?  I’m trusting you to choose…

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Rust Eats Productivity

During the awards banquet at a Waikiki Swim Club the idea was born. John Collins, a Naval Officer stationed in Hawai’i and his wife Judy played with it: What if we combine the three toughest endurance races on the island into one race?

come my tiny metal children

francisco delatorre via Compfight

Rugged competition.  Who would take the title … the swimmers, bikers or runners? United in mission they took Waikiki’s shoreline. On February 18, 1976, fifteen people attacked the first-ever IRONMAN challenge: a 2.4-mile swim, 112-mile bike ride, followed by a full marathon, 26.2 miles.

Given seventeen hours to complete, imagine finishing in 8 ½ hours. Pushed to their limit, the final strides demanded robot obedience to finish strong.

ABC’s “Wide World of Sports” secured permission to film the event in 1980 and soon the world recognized the IRONMAN. The IRONMAN has evolved into a lifestyle.

While few can claim IRONMAN status, lifetime membership is named after a common metal in the Earth. Iron is highly used because it is very strong, cheap, plentiful, magnetic and useful. At the ironwork they dump iron ore into a blast furnace along with some carbon and limestone. In time, tough-as-nails steel is poured into products.

Superman-strong, iron-inspired-steel supports bridges, skyscrapers, railroad cars, pipe, towers, automobiles, simple hand tools and tiny screws.

IRONMAN Realities

Strengthened by ambition and courage participants in the IRONMAN overcome the resistance to their quest. Who competes in such an assessment?

Since its inception, IRONMAN has been represented by ambitious and courageous individuals who aren’t afraid to push their limits. It’s amazing what people have overcome to pursue their dream of becoming an IRONMAN, and despite the fact that every year we believe that their stories can’t be topped, season after season we’re proven wrong.

Yes, the IRONMAN race is a competition with great individual effort but no one wins alone. Training with others is highly recommended.

The Resistance

Suffering is part of the experience. The failure to train, lack of endurance, using improper equipment, inadequate rest and poor nutrition management during training and on race day creates additional suffering.

Likewise, iron has an enemy.

Iron when mixed with carbon becomes steel, desired for its strength. However, iron is reactive. When exposed to air and water it rusts. Like a freshly baked croissant it begins to flake.

Rust attacks the surface. This corrosion results from reactions between iron and oxygen in the presence of impure water, air moisture or any other medium that conducts electricity. As the rust develops, it shrinks, creating tiny cracks that allow more oxygen and moisture to penetrate deeper into the iron.  More and more rust is created until it destroys what was once so strong.

The Attack on Productivity

There is a competitive advantage, everyone responsible for results.

High performers get work done on time and on budget.  They accept accountability and want feedback.  They create less stress and conflict and are highly productive [without sacrificing their lives, requiring salary increases or demanding bonuses.]  Human resource professionals prize them.

I call them self-managed teams and self-managed leaders.  They’re strong in relationship.  Engagement and productivity require human connection. Strength comes from solid relationships. Healthy connections demand trust.

Just like iron people are reactive (have you noticed?) When exposed to poor communication, unfulfilled expectations, selfish-self behaviors, broken promises or lack of character, fear attacks like rust, eroding trust little by little.

The WD-40 of Relationships

Do-it-Yourselfers know to clean a rusty tool’s surface with steel wool (iron on iron) or a Scotch-Brite scrub sponge. It only works on the tool if it’s followed by the application of a penetrating lubricant like WD-40.

Steel wool rubs people raw; there is a better solution.

Be trustworthy.

By definition trust is a firm belief in the reliability, truth, ability, or strength of someone or something; one in which confidence is placed.

Distrust is the rust of relationships and so, the enemy of high performance.

Trust creates and protects the strength of self-managed teams.

Such an exchange happens when you can place your confidence in someone.

Trust Inventory

How much trust are you contributing to your team?

Rate yourself on a scale of 1 – 5

  • I do my part — others can count on me
  • I hold myself accountable for my work
  • I enjoy coming to work
  • I help create a “can-do” environment
  • I reduce stress and conflict within the team
  • I find ways to add value to the organization
  • I pick up the slack
  • I produce at a high level
  • I am truthful
  • I am authentic and inspire hope

Now, assess your team.

What did you learn?

You can quit if you want, and no one will care. But you will know for the rest of your life.   – John Collins, co-founder IRONMAN

Iron alloyed with chromium and carbon produces stainless steel.  It doesn’t rust.  Hmmm…

What Big, Bad Wolf?

Fifer Pig builds his house of straw. Fiddler Pig builds his house of sticks. Practical Pig builds his house of brick in Disney’s Three Little Pigs cartoon.

Morning ritual

Valerie via Compfight

Built and influenced by personality, three brothers build three different houses.

Fifer Pig takes the easy way, for he “toots his flute, doesn’t give a hoot and plays around all day.”

Fiddler Pig takes it up a notch “with a hey diddle diddle, he plays on his fiddle and dances all kinds of jigs.”

Piano-playing Practical Pig shuns the easy-going path of straw and sticks and builds a brick house. Devoted to doing his best he “has no chance to sing and dance for work and play don’t mix.”

Existence is risky at the edge of the forest because Big Bad Wolf likes to frighten little pigs into becoming his dinner. Yummy.

Noisy pig voices belt out “Who’s Afraid of the Big Bad Wolf?” as their brick-laying brother finishes the chimney.

Disguised in sheepskin, “Wolf-Breath” explodes two pig houses, their straw and sticks swirling like an Oklahoma tornado.

Only one pig is poised for the encounter.

What holds you back?

Rattled by news of her father’s heart attack Christie* came to her team-based coaching group Tuesday morning. Separated by four thousand miles, it had been a long weekend. Dad was in critical, but stable condition.

Informing the team, she stated her plans to journey home in the morning.

Beyond her father’s health there was more to the story.

Voicing her work-related concerns, she updated us on the initiative she was leading. Going would be the right thing to do but anxiety huffed and puffed. She would be gone for a week at least. Even though her company supported her, fear was having its way.

The Denver trip to roll out the sale’s training had gone very well. In fact, everything at work was going well, but...

Calling her boss to notify him of her travel plans she received more news, “I’m accepting another opportunity. I will be gone in two weeks.”

Part of “things couldn’t be better at work” included how well they work together, like self-managed teams and leaders do.

Everything crashed in around her. Fear prepared its wolf breath.

Enter Big Bad Wolf

“Let me in, let me in, little pig or I’ll huff and I’ll puff and I’ll blow your house in!”

Fear only comes with a perceived threat. Whether real or imagined it disturbs your calm and limits performance.

Your usual attempt at “resistance” only conjures more fear-based emotions — anxiety, anger, ill will, resentment, frustration, impatience, irritation, depression, loneliness, shame, or un-forgiveness.  They shove you in a box where you can’t escape.

Fear blocks trust, limits innovation, reduces productivity, short-sheets personal success and minimizes influence. Fear steals freedom.

When you feel threatened fear-based emotions trigger ancient behavior and the self-limiting behavior blows up top performers. You fall short of your full potential.

Dealing with a Perceived Threat

Everyone encounters the Big Bad Wolf.  Straw and stick walls won’t prevail, only brick withstands the nasty blow of “Wolf Breath.”

So how do you deal with the perceived threat of fear?

Uncover and find what is true in the Story.

Bullied by “Wolf Breath,” listen in as he “huffs and puffs” outside Christie’s door…

So, you love your work, things are going well with the project … and your “boss” is great … How long do you think this will last?

What are you doing? Leaving the country for a week … at such a critical time with the project? Look, I know your father is sick; okay, okay, you should go. But what if you lose momentum with the project?

By all means go. It’s about time you re-build that relationship.

How about that, your boss accepted a new “opportunity.” Sure, you’re happy for him, but what about you?  I told you it was too good to last. Now what? You were such a team… and, what affect will this have on the project.

So, you’re leaving for a week and your boss is leaving in a couple of weeks; it’s falling in on you … again. What if your dad doesn’t make it?

Of course you want to be there … how distracted are you? Wow, you can’t even focus on the work in front of you. Are you losing it, again?

Remember college? That semester when you “flunked out”? Sounds familiar doesn’t it? Life was good until you had to return home to help the family and manage mom’s depression. You lost your traction, couldn’t get it going, you were depressed … it’s happening again. 

What if depression sets in, like your mother…? 

Reflect on your story, that’s good. How about your divorce? After 10 years of marriage, bam! Remember the struggle? Depression. Guess what, it’s coming your way, again.

You can’t manage all this. You can’t concentrate now. Kiss the great job goodbye. Your career is over … you’re stuck, again.

“Little pig, little pig let me come in or I’ll huff and I’ll puff and I’ll blow your house in!”

How do you deal with paralyzing fear?

Uncover what is True

When “Wolf Breath” is whispering in your ear, try this exercise and drive him away.

With your journal in hand complete the following statements:

I’m afraid of this because of that

The truth is … (now, address “this” and “that” identified above)

Uncovering what is true will take some effort. Writing will help. Engaging a trusted friend to listen may be necessary.

How does uncovering what is true help?

Yep, sets you free. Bullies lie. Love lights the way.

When deceived, you accept as true something that is not true.

You must uncover truth, i.e. – the facts of the story, the reality of your situation.

Set free from the incapacitating power of fear, you can move forward, productive and successful.

Recognize the Message

Fear is an emotion that comes from a perceived threat. Recognizing the message is critical to your commitment to respond rather than react to the bully.

This not only requires self-awareness, but a commitment to seek truth.

Straw and sticks are easily blown away, only truth allows you to build a strong life.

*Not client’s real name

 

Street Sweeper, Grand Marshall or Something Better…?

Pounding drums beat the cadence.  Cymbals reverberate off red brick walls.  Trumpets pierce the air with melody.

You can’t miss the approach of a parade.

Marching Band NotesCreative Commons License

 Eduardo Merille via Compfight

Ford pickups pull floats covered with vinyl floral sheeting. Plywood transforms into thrones for local royalty. Every convertible in the area is put to use as elected officials from the city, county, and state greet their constituents.  The Grand Marshal basks in her red Ford Mustang convertible, above it all.

The sirens of fire trucks and law enforcement squad cars grab your ears as they crawl down the street, lights blazing.

Hot rods rev their high-powered engines behind the cops, free to demonstrate their glass-packed mufflers and attitude.

Farmers plow the asphalt in well-used tractors, celebrating decades of hard work and the good ‘ole days.

Once shy cowboys sit high in the saddle on trusty stallions, reminding us of what “horsepower” really is.

The businessman turned clown for a day tosses out candy.  Introverted kids scramble to snatch Tootsie Rolls, bubble gum and atomic fireballs hitting the pavement like rain.

Everyone in the parade has a role, even the street sweeper.

Street Sweepers…

You understand the role of the street sweeper for such occasions don’t you?  Horses leave “stuff” behind.

So do people.

What kind of “stuff” do you have to clean up at work?

  • Inferior or incomplete work; missed deadlines and budgets
  • Redirected accountability… “It’s their fault.”
  • Created stress and interpersonal conflict
  • Low productivity, a bit of entitlement… “Where’s the bonus?”

Is that what you signed up for … street sweeping?

The Grand Marshal

Who doesn’t want to be the Grand Marshal? To be honored with a ceremonial position in the parade? You’d ride at the front of the parade, not even close to the street sweeper. You only get the glory, not major responsibilities.

Nice role, I suppose, if you can land it.

Did you know that the Disney family is the only family to have more than one member serve as Grand Marshal of the Tournament of Roses Parade?  Walt Disney in 1966 and nephew Roy in 2000. Then, Mickey Mouse was grand marshal for the 2005 parade. Mickey Mouse!  GM is a ceremonial role.

Funny how some general managers can act like Grand Marshals.  In The Parade of Business (Life) there is no room for a Grand Marshal anymore.  What’s needed is something better…

Something Better … Self-Managed Leaders

The future belongs to organizations with self-managed teams and leaders; people who can get the parade moving and clean up its messes.  They are the companies who will thrive in today’s lean and often mean world of business.

Check out a few characteristics of self-managed leaders and see if you agree:

  • Get work done on time and within cost
  • Increase performance and innovation
  • Like to come to work
  • Accountable to themselves and others
  • Relish new challenges
  • Create a “can-do” environment
  • Produce less conflict and stress
  • Lower turnover, because they bring purpose to their work
  • Increase productivity without a big bonus or pay raise

Less “stuff” to sweep?

The Neewollah parade began in 1919 as an effort to provide positive activities for kids of all ages in place of the “pranks” associated with Halloween. Have you noticed working with people involves dealing with the “pranks” i.e.- unproductive behavior?

Yes, there will always be “stuff” to clean up. Success in business requires getting things done with and through people.  That’s the power of self-managed teams and leaders.

Wanted: self-managed teams and leaders; Grand Marshals need not apply … Street Sweepers welcome.