What good looks like - and looking for it

Here is an interesting demonstration of the impact of "what good looks like," thanks to Matt Homann and Joyce Wycoff: Don't Be Later, Alligator

Joyce Wycoff shares an interesting strategy to keep employees from being late to work:

On Monday morning, my CEO and I stood at the company’s entrance lobby at 8:30 am sharp, the time employees were supposed to report for work. There was a constant stream of latecomers. As people strolled in, my CEO and I gave a warm smile and shook their hands, greeting them with a hearty ‘Good morning!’ ... then we handed each a slip of paper ... still smiling.

It read, "Thank you for coming to work today. I was here at 8:30 am to welcome you. Would I have the pleasure of greeting you tomorrow morning at the same time? Signed, CEO"

After a few days, there were no more latecomers. And we saved a big chunk in production costs.

While I don't necessarily agree with the idea of Big Brother watching over the employees, this CEO clearly decided that having people reporting for work on time is an important aspect of What Good Looks Like.

I've been using the idea of "What good looks like" with clients lately who are in the midst of creating a change.  Beyond the "big change" there are a myriad of other things that have to change to be in alignment with the new way of doing business.  Asking the people responsible for implementing the change to talk about what this will look like in their environment is important to making the change come alive.  And beyond just thinking about what good looks like, there needs to be some effort at looking for these things.  The CEO in the story above took it into her own hands.

3 Comment(s)

tom sherman said:

What good looks like -- well, it's not me, perpetually scraping the bottom of the dress code barrel.

Yeah, I dunno. Plenty of folks are in at 830, out at 5. The difference is what they do in betwixt. Besides, if you expect people in early, you have to let them go early, and don't expect anyone to stay late to finish the job.

I'd respect the boss more if he were the last one out or to see who was leaving at 6 or 7 or who works through lunch.

Seems to me if the best thing the CEO has to judge his people on is what time they come through the front door, then he's got a management problem.

Bob Handwerk said:

What is the "message" being delivered? The CEO is communicating - this firm has rules and you better stick to them.. Never mind the employee who worked 2 hours overtime, missed their child's soccer game, etc and came to work 5 minutes late. The pink slip practice reeks of an autocratic micromanager. Why aren't attendance/puntuality issues discussed at the managerial/supervisory levels? This CEO is saying- forget creativity, forget worth ethic, but remember that I can strike fear into your heart -- I control your destiny... Definitely a nonmotivational approach in the long term

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