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ARENAS | |
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Gung Ho And Full Speed Ahead By Richard Haycock, CFE Like many of you, I was in Miami attending the Arena Management Conference when tragedy struck on September 11. The events of that day will alter our lives forever, perhaps in ways we could never imagine. Our fundamental freedoms and sense of personal safety have been irrevocably shaken. As a result, we have come to question the morals and values of a changing world. In the aftermath of that day, our elected leaders encouraged us to work towards returning to normalcy, for to do otherwise would be giving in to these evil acts, to concede defeat. But what is normal these days? What are our new points of reference? I don’t have the answers to these questions but I may know of something that can help you through these difficult times. In fact, what I’m about to share with you could be a valuable support mechanism whenever you reach one of those milestones in your life: a new relationship or the loss of a loved one, a career change, retirement, or change in family status. This is a philosophy about how we work and how we live. It’s called “Gung Ho.” The expression “Gung Ho” is probably best known as a term used to describe boundless energy, enthusiasm and dedication to the task at hand. It’s believed to have originated as the slogan for Carlson’s Raiders during World War II. The unit was formed just weeks after Pearl Harbor and became renowned for its enthusiasm, teamwork and outstanding results. Gung Ho is also a book, written by Ken Blanchard (The One Minute Manager, Raving Fans) and Sheldon Bowles (Raving Fans). The book is written as a narrative by the general manager of a troubled manufacturing plant who, with the help of a division manager and his grandfather’s secrets, saved the plant from closure. The secrets of Gung Ho look something like this: The Spirit of the Squirrel. This lesson emphasizes the concept of worthwhile work. It’s not just about being important. It’s about team members understanding why their work is important. The work needs to lead to a shared, well-understood goal. Perhaps most importantly, the work needs to be guided by shared values. Understanding the importance of your work leads to strong self-esteem. Having shared goals will help to ensure buy-in and commitment from team members. Values guide our behavior and our actions. The Way of the Beaver. Busy beavers let each team member control how they achieve their goal. They know their work is important. They have a shared goal and shared values. Leadership allows them to determine how to go about the work at hand but with the goals in mind and the values to guide them. Each team member is in control of achieving the goal. They have the tools and training required for the job and respect from their fellow team members. That respect is earned by completing work that is challenging yet within their capabilities. They are empowered to complete the task assigned. The Gift of the Goose. Think of the last time you saw a flock of geese flying overhead. All that honking! This is the lesson of cheering each other on. It includes offering sincere and timely congratulations for the success of team members. That success can be measured in terms of progress toward the goal, not necessarily just the end result. That’s it. Three easy lessons. I didn’t read Gung Ho with much introspection in mind, but it turned out to be unavoidable. As I read about The Spirit of the Squirrel, I couldn’t help but think about one of our custodians. Leon retired recently and for as long as I can remember, he spent much of his workweek cleaning washrooms. Although I don’t recall specifically telling him so, I always had the feeling that Leon knew his work was important. The point is, I should have made a point of telling him, and to be sure he understood why his work was worthwhile. Perhaps you have a Leon on your team. As I continued reading the book, I found myself evaluating my performance as a manager over the years. Did I empower my staff? Are they adequately prepared and trained to achieve our goals? Do they, in fact, share the same goals? Do we even share the same values? Are they rewarded for their progress or just the end results? For a brief moment, I answered “yes” to each of these questions and then I had to stop. It wasn’t totally true. I did those things occasionally. The desired actions did not yet permeate my behavior. I was not yet a “Gung Ho” kind of guy. But all was not lost! The one thing I could hang my hat on was my values. It was a great place to start. One of my professional goals now is to develop and maintain a truly “Gung Ho” organization. We now have volunteer team leaders developing and leading our program. We’ve found our shared values and have set some goals. I’m proud of the progress we’ve made but we still have a long way to go. “Gung Ho” is not a flavor-of-the-month, quick-fix solution to organizational challenges. Values. It’s all about values and how we can use them to guide our behavior and our actions. This is particularly true in troubled times, in times of crisis, whether on the world scene, on the job or at home. The goals we set are like pebbles in the stream. They can shift or even be washed away. But our values are the rocks in that stream. Immovable. Solid. Steadfast. Richard Haycock, CFE, is general manager of the Ottawa Civic Centre in Ottawa, Ontario.
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© 2002
International Association of Assembly Managers |