Tue 31 Jan 2012
Posted by Alicia under 21st Century Leadership, Alicia Blain, C-Suite, C.A.R.E. System of Leadership, CEOs, CIO, Corporate Change, Effective leadership practices, Gen Y, IT, Innovation, Leadership, Leadership Tips, Leading a new workforce, Management, Managing Teams, Millenials, Millenials in the workplace, Millennials, Millennials in the workplace, Technology, Training & Development
Quote: “ I don’t think we have any choice. I think we have an obligation to change the rules, to raise the bar, to play a different game.” ~ Seth Godin in Tribes: We Need YOU to Lead Us
Connecting with our employees and customers and adapting our mindset gets us ready to play a different game. But you also need action and to do that you have to be willing to RESHAPE your organization. To Reshape is the third module in the C.A.R.E. System. To visualize just how you can begin to do that, let’s go to our Starbucks example.
Again, Here’s the link to the Information Week article.
Here are 3 examples of actionable steps that Gillett took to reshape his IT team and their reputation.
1. He forced collaboration between teams. In the C.A.R.E. System for Next Generation Leadership, we call this “Letting go of Silos”. Silos are rampant across corporate America and they are innovation and motivation killers for most employees but especially Millennials. One of the key Millennial characteristics is their collaborative spirit. They work best in groups and the more you mix up the group the better. Imagine their surprise when they show up for work and see that business units barely interact with one another and they certainly don’t share and collaborate very much. In his pitch for a new business unit, Gillett forced the collaboration of the IT and Marketing teams. Talk about silos that don’t normally have much in common. The new unit was called Digital Ventures and Gillett hired an entrepreneur to run it instead of a corporate type. Now that’s playing a different game.
2. He let the employees choose their technology and propose new ideas. At a time when so many IT shops are still fighting the consumerization of IT here is a company that allows their employees to select from a wide assortment of technology, from Macs to PCs to smartphones to get work done. To be completely fair, the article did say that Starbucks modeled their Tech Café after the Apple Store. That brings up a good point. We should always be scouting the market for techniques that work for others and how they can be customized for our specific organizations. What I liked the most was that they welcomed feedback from the employees on all things concerning IT. In the C.A.R.E. System, we call that IT Advocacy. Millennials are the first generation of workers that actually want more technology than what currently exists in the workplace. No matter what team they work for, they can be invaluable to an IT Dept. But IT has to take the first step and request their help and then be open to the suggestions given. As IT Advocates, Millennials can be a wonderful test group for any new product, process, or upgrade that the IT Department is considering. If done properly, IT Advocates can be a great extension of the IT Department. As IT partners, they also create a great fan base for IT in the company.
3. Applying expertise from an unrelated field to solve a different problem. Gillett had little retail experience before working at Starbucks and according to the article he had never worked on the scale of a Starbucks. But he had worked for companies with big networks like Yahoo. Instead of disregarding that experience, he leveraged it to understand the retail giant and apply that seemingly unrelated experience at Starbucks. Gillett is quoted in the article as saying: “[…] big Internet, like Yahoo, had solved a lot of the technical challenges that big retail had yet to solve… If you think of all your stores like nodes on a network, and all your resisters as computers rather than cash registers, you can start to manage and deploy […] like Yahoo would a server farm […]” Many examples exist in business of how breakthrough ideas and products are discovered when a solution that worked in a completely unrelated field is applied to solve a different problem.
Sometimes, organizations are too narrow-minded in how they view and value experience. Perhaps an employee in your team has expertise in solving problems in another field that can be the breakthrough idea you need to solve a problem. You’ll never leverage that unrelated expertise if you don’t know about it or you don’t support it or you don’t find an outlet to try it out. Experimentation is the subject of our last post in the series and a pivotal one for transformation to occur.