Where’s My Intern?

Get me some coffee! That was the basic bark bleating from the city editor’s desk towards the lowly innocent intern during my years at the San Jose Mercury News.  Intern, the word brings shudders to some with its exasperating experiences. Webster defines it as a detainee, junior doctor or just plain trainee. 

In the newsroom, interns were called “Copy Boys” until college girls showed up. After that female incursion it was “and/or ‘Copy Girl’” and that faded into Copy Clerk during the politically correct 70’s. No matter what their gender, they ran around the City Room like the proverbial chicken with its head cut off. They ripped copy off the wires (which was sort of like a prehistoric private fax machine), ran errands and, you betcha, got coffee.

But not so today at Disneyland. At the Happiest Place on Earth, interns don’t just get coffee, they help bring home the bacon as well.

A topical Los Angeles Times article by staff writer Dawn C. Chmielewski caught my attention recently. In her report, she revealed that interns at Disney called "sorcerers’ apprentices" were helping to concoct new adventures at the venerable family destination.

"The notoriously secretive Imagineering, which is responsible for developing new ideas and rides for the theme parks and resorts, took the unprecedented step of granting access to its creative trove -- a database with more than 1,000 technologies and ride systems known as the "blue sky project" -- in hopes of sparking ideas for future attractions, Chmielewski reported.

"This approach of bringing together "people who know too much and people who know too little" is a time-honored way to foster creativity, said Stanford University engineering professor Robert I. Sutton, who has studied innovation and has no affiliation with Walt Disney Co."

"It's something that's called reverse mentoring," said Bruce Vaughn, Imagineering's chief creative executive. "It's our very, very seasoned and experienced folks that interns are exposed to. . . . They get the fresh perspective that these interns bring."

The results were unexpected.

It was a generational thing, according to Jon Georges, director of Disney's Imagineering Blue Sky Studio.

Georges told Chmielewski that his team brought bias to the table. They all thought that this "younger generation" would be all about interactive, immersive experiences since they are all raised on video games.

They did bring many ideas that were game-like, but Georges was pleased with their affection for the traditional storytelling of Disney’s parks.

This article struck me in a variety of ways.

First, the generational issue is not as large of a canyon as it is made out to be. Check out what my colleague Daren Blonski has to say on LeaderTalk.

We really need to quit focusing on our differences and begin to put more attention on our similarities. My colleague, author Barry Posner shared his research on the subject during The Leadership Challenge retreat in Denver last August. I summarized his comments here.

Finally, innovation (Challenge the Process) is key to survival especially in these topsy-turvy times. How many years and great innovations have gone whizzing by as bulky business blowhards tell younguns to sit down and shut up after you get me some java.

Second, storytelling is one of the crucial keys to leadership success in business. I have been speaking about this for years and that is why the Never Ending Story framework came to be such a critical aspect of my book, The Offsite: A Leadership Challenge Fable. When you really look at relationships in business or life in general, we are all telling each other stories. It is a natural process. We need to learn, however, to tell only positive (vision) stories and let the negative/rumors float on by and not attach themselves to our thinking. See my earlier posts at Thought Grenades™

"We’ll get back to you when we think you have something to say that we want to hear." Those were almost the exact words tossed at me when I was coming up through the ranks one rung at a time. That management arrogance was not beneficial to either party.

I applaud and sing the praises of companies that launch programs similar to what Disney is doing: bringing people who know too much and people who know too little together. It is the spark of creativity that leadership is all about.

Vision Challenge Winner 

Ladies and Gentlemen...Boys and Girls...after reviewing numerous entries, we have awarded the first (hopefully annual) "Vision Story" award to (drum roll please)...Janet Harper Webb.

Janet is a professional land surveyor for the California Department of Transportation (CalTrans). Her story "From Here to There We Pave The Way: A Cal Trans Vision Story" is found below.

Janet nails the various components of a great Vision Story and also created a knockout sound bite title. She should be able to continue to use that title as her vision grows over time. In fact, my thinking is that one of the key reasons Janet's piece prevailed was that her story is not yet finished. She saved some creative opportunity for her colleagues and team. I look forward to keeping abreast of their work as Janet's Vision Story manifests.

As I mentioned in July, the contest would have a more modest prize...versus a new car. For her effort, Janet will receive a signed copy of The Offsite: A Leadership Challenge Fable plus one hour of personal tele coaching by yours truly. 

Thanks to those of you who took the time to offer a sample of your work for our review. You offered up many great stories that I'm sure are having a tremendous impact in your organizations. Please keep me posted on your results as well so I can share with others.

Here is Janet's winning entry:

FROM HERE TO THERE WE PAVE THE WAY

A CALTRANS VISION STORY

By

Janet Harper Webb

Professional Land Surveyor

CA Dept. of Transportation

            I invite you to look ahead to a time when all widening is completed on California State Highway 101 through Marin and Sonoma Counties, from the Golden Gate Bridge north to Cloverdale.  Look at the big picture and see all the HOV lanes operational.  The Marin 101/580 interchange is completed.  Continue north from Novato to Petaluma where the term "Novato Narrows" no longer applies.  The new bridges over the Petaluma River are in place.  Traveling over the Cotati grade is smooth and uninterrupted.  Passage through Rohnert Park and the Wilfred Undercrossing lead quickly into Santa Rosa.  No delays are experienced as all auxiliary lanes are moving cars across town.  Widened bridges have plenty of room.  There are no drainage problems and Sound walls block traffic noise from the community.  The increased lanes continue past the airport through Windsor.  Travelers thin out over the Healdsburg Bridge and Cloverdale Bypass.  A safe passage is in place to deliver drivers northward into Mendocino County and the redwoods beyond.

            The Survey Crews from CalTrans North Bay Surveys Field Office have been intricately involved in the entire process.  With great care and efficiency, they accurately located the fixed works upon the land.  Nothing could be built without a surveyor telling the contractor where to place it.  Their presence and timeliness were essential and their contributions immense.

            The Surveyors in the office transmitted data gleaned from the plans and designers to the field crew in the form of Survey Staking Notes.  These have been prepared, in part, by the Project Engineer and delivered in the Survey File.  The Project Engineer and Project Surveyor and co-workers have carefully reviewed the plans to remove all discrepancies. The information correctly reflected the intention of the designers.  There were no conflicting data.  Every aspect needing to be surveyed was identified beforehand and the horizontal and vertical information readily available.  Everything fitted together.  The projects were buildable.

            The low bid contractor found they could not make extra money on change orders because there were no errors or omissions.  Construction proceeded on schedule.  Surveyors did not need to go back to designers for clarification.  All staking requests were started within the required 48-hour timeframe.  Projects were completed with minimal cost overruns.

            With all the projects on Highway 101 finished, the traveling public arrives at their destinations with few delays.  Automobiles and trucks run with greater fuel efficiency.  A commuter train is in service.  Bus routes and the number of riders have increased.  Networks of bicycle/pedestrian trails are safe and easily accessible.  Pollution has been reduced and we significantly contribute to lowering Global Warming in our area of influence.

            From here to there, we have indeed paved the way.

Vision Challenge Honorable Mention

On a more somber note, I would be remiss if I did not take a moment to offer a Vision Story Honorable Mention award to Francie Giles, a senior staff member at Palomar Pomerado Health in San Diego, who passed away earlier this year as she lost her valiant effort to combat cancer.

Francie was one of the key contributors of the hospital group's foundation. Her daily efforts were to raise money, but her vision tells a much deeper tale. She also was a vibrant and important member of her workshop cohort that I worked with so closely last year. It was a treat to engage with her and all of her workmates. I am positive her colleagues miss her but her Vision Story lives on. Please take a moment to read Francie's legacy:

My Vision of the Future

It's Monday morning, and I'm so excited to be going to work at our Hospital of the Future.  What's really exciting is that the future is here right now and everyday we are making people not only healthy but also happy.

I walk from the parking lot through greenery and benches and waterfalls and sculptures and flowers and birds through the huge glass doors of the front of our cancer wellness center.  I marvel at the comfortable overstuffed chairs in the light and airy lobby with soft music playing.  I hug our "welcomer", one of many volunteers who greets our visitors.

I put my things away in my cubby and grab the list of visitors today.  My first family is a young woman who is beginning her journey through cancer treatment. 

I provide the family with their journal notebook.  It contains information about all the areas that they will see today and has logs and checklists that they will need for their journey.  It also has references for more information.

I guide the group through our building so that they will be familiar with all the areas of the place they will call a home away from home over the next several months.  I point out:

• The infusion rooms where one or more visitors may have infusions; each person may dictate how many they want in the room and family and friends can join them.  There are a computer station, music and television systems with comfortable seating and windows with magnificent views.
• The healing gardens where anyone may sit and enjoy the fresh air and views; infusions may happen here as well.
• The kitchen where everyone is welcome to food and drink or to bring their own.
• The library where computers are available as well as many, many books about traditional and integrative cancer treatments.  A librarian is there to help with research and to provide copies.
• A retail shop for gifts and cancer treatment aids.
• Private rooms for support groups and classes.
• The business office where visitors and families may receive help with understanding and processing bills and insurance claims and authorizations.

At each of these places there is a greeter who is welcoming, smiling, and caring.

By the time I finish the tour and answer questions, my family is ready to begin their journey.  While they still have fears, they now feel they have a home where they can find answers, share their experiences, and feel loved and cared for and most importantly hope.

My next family has just finished with their last treatment and they will say goodbye until their next follow up.  They hug all their caregivers and leave with smiles for we are all family now.

I'm able to do this work because I have walked the road of my family's journeys and I want their journey to be better than mine and filled with the love, kindness, and good health that they all deserve.  I am the example that miracles do happen when you are in the healing environment that we offer today.

Top Workplaces Report 

For the last few months, we have been collaborating with Winning Workplaces, a not-for-profit consulting organization that helps small and midsize organizations create great workplaces. The following is an editorial by Mary Corbitt Clark, executive director of Winning Workplaces. I think her comments show how real leadership can truly be integral in an organization's success. What do you think?

2008 Top Small Workplaces: Likely Leaders in Renewing Our Economy

With each day's financial news gloomier and more uncertain than the last, how can anyone see recognizing excellence in small and midsize workplaces as anything other than frivolous? These are companies whose brands are often not broadly known. Further, they are privately held and have no direct influence on the stock market. Besides, aren't workplace issues really all about expensive perks and benefits?

Why does any of this matter?

It has become common to talk about how small business is the backbone of the nation's economy. The Small Business Administration tells us that small businesses account for 50 percent of the nation's gross national product and create 60 to 80 percent of the net new jobs each year. Even more importantly, they estimate that small businesses are 14 times more innovative per employee than large firms.

This makes a pretty strong case that small businesses are important to the economy. But why do workplace practices make a difference, and aren't they a distraction from "real business issues"?

Great workplaces underpin great businesses. Extensive research shows that organizations that are good workplaces, those that effectively engage employees in the issues that affect their jobs, achieve better results along every dimension: business growth, quality of products and services, productivity and, ultimately, profitability.

The 2008 Top Small Workplaces demonstrate this well. They have grown revenues 23 percent annually for the last two years. They are innovative, often recreating themselves and defining or redefining their industries. Employee retention averages six years; turnover is 13 percent. Further, they have been in business an average of 42 years, reflecting that many are not young, high-growth companies. Their sustainability alone is an argument for looking at how they operate, especially as we face tough economic times.

The Top Small Workplaces have uncovered and institutionalized practices that can be directly linked to both their sustainability and their high level of innovation. Through an analysis of the 2008 Top Small Workplaces applications, we have identified a number of themes common to the organizations that rose to the top and were selected among the 15 Top Small Workplaces. These themes reflect why they are great workplaces, and explain how they have tapped a defining competitive element: their employees. 

   1. These companies take a long view of their business. These firms have a long time horizon and are committed to building enduring, sustainable businesses. They will sometimes sacrifice short-term growth to preserve their cultures and develop trusting relationships with their stakeholders. They have grown consistently over a period of time, remain profitable and have loyal customers. 

   2. It's not just about profits...these firms intend to change society. Leaders of these firms share a strong sense of mission, are driven by clear values and view their roles as responsible stewards serving multiple stakeholders: their employees, customers and the larger community. 

   3. Open communication helps weather the good times and the bad. If mission and values drive these organizations, a commitment to honest and transparent communication assures that they operate effectively, grow wisely and respond quickly to changes. These organizations actively invite and expect employees to participate in decisions that affect their work lives. Nearly all share financial information with employees and train them to understand what the numbers mean. 

   4. Teamwork - it's how the work gets done. These organizations believe that a high level of teamwork leads to greater inspiration, high levels of innovation, camaraderie and unmatched productivity. Thus, they have structured their work around teams to bring all disciplines together to address a challenge or accomplish a goal. 

   5. Employee development assures quality execution. These firms hire for "attitude" and "fit," then train for skills. They understand that learning organizations are more adaptable, and they invest accordingly. Further, because of their long view and commitment to sustaining a strong culture, they grow their leaders from within whenever possible. 

   6. Workspace matters. These firms have learned that to sustain a vibrant, team-based learning culture, their work environment should encourage collaboration and communication. They believe that open spaces, team-based desk arrangements and flexible work settings contribute to productivity, as well as employee morale. 

   7. Employees share in the risks and rewards. Philosophically, these firms believe that trust, commitment and self-worth are built when everyone that helped to create the business success gets to share in the benefits of that success. All of the Top Small Workplaces offer some kind of performance-based incentives: often a combination of stock options, profit sharing, sales commissions and bonuses. 

   8. A focus on well-being, prevention and health builds endurance. These organizations actively nurture a culture of good mental and physical health by offering above-industry-average medical benefits, wellness programs that promote prevention and health and flexible work options to help employees balance work and life demands. 

   9. Committed, able employees enable these firms to compete on quality and service, less on price. These firms are growing and profitable because they have clearly defined market niches, and they provide extraordinary quality and value to their customers. Their customer-centered focus differentiates their businesses, and it is directly tied to their highly engaged, committed workforces.

Winning Workplaces annually seeks out and recognizes extraordinary small organizations because we believe that by drawing attention to excellence, we can encourage others to learn from and follow their models. These organizations have learned that employees are critical to the success of their businesses. These organizations will be able to weather the economic uncertainty and storms ahead and are likely to lead the economy in renewing itself. They demonstrate that it is possible to develop workplaces that are simultaneously humane and capable of achieving competitive advantage in a global economy.

Mary Corbitt Clark can be reached at This e-mail address is being protected from spambots. You need JavaScript enabled to view it .

Commitment to Mediocrity?

I recently had the opportunity to present a Webinar for HrThatWorks. If you didn’t have the chance to catch it, you can listen here or view here. I’ve added a few new slides that make for some thoughtful reflection.

During the session, we also asked a few questions of the audience and received some interesting results. The audience consisted of approximately 150 folks generally from senior manager to chief executive officer level. Most of the group were individuals from numerous organizations.

Our first question was: “How effective are the managers in your organization at actually leading others?”

They were offered a multiple choice response ranging from Very Effective and Effective to Somewhat Effective and Not Effective. Nearly 60% responded Somewhat to Not Effective and 29% Effective and only 7% saying Very Effective. This of course didn’t surprise me but it is disturbing.

Our second question was: “Do you challenge how things are done in your organization and look for new ways to overcome obstacles?”

Their choices ranged from Almost Always and Usually to Sometimes, Rarely and Never. This continued the disturbing trend with responses of 50% for Sometimes, Rarely and Never and only 23% for Usually and 14% for Almost Always.

With the above in mind, the answers to the final question were most intriguing. The question was: “How Engaged/Committed is your team/workforce?”

Their choices included Very Engaged/Committed, Engaged/Committed Enough, Somewhat Engaged/Committed and Not At All Engaged/Committed. Here the tables turned. Only 40% responded Somewhat or Not at All while 33% said Engaged and 27% marked their choice as Very Engaged.

So, if we want to look at the “half-full glass”, we have a strong majority with managers who are ineffective at leading and a strong contingent who don’t look for new ways to get things done but who are in charge of or are a part of an engaged and committed team. Yikes!

What does this mean to you? Please share your thoughts. I am going to toss some surveys your way over the next few months to try to deepen this conversation. Stay tuned.