I sent this out via email this morning, but thought I’d share it here as well…

I hope that you’re getting something out of these emails and the many free resources that we’ve made available to you. Recently, a subscriber downloaded our free eBook: The Three Secret Skills of Next Generation IT.

But after they read it, they had a very interesting question. I thought that I’d share the question and my response with you. I hope you find it of value.

“Hi Charles,

Thank you for your sharing the eBook.  There is no denying that the 21st century work style is non-hierarchical and very much a “find your niche” / brand your self / just do it approach. And there is much need for action.

In my organization, we have a big team of “IT” staff, but lack “technical skills” .

We are a government-linked corporation where “layoffs” are not the norm.

Whilst there is no denying that we should see vendors as partners and work collaboratively, how do we deal with “low productivity” and low staff engagement and “upskill” when there is a prevailing dependency on “vendors” to deliver projects?”

I thought it was an interesting question and that my response might be of value to others as well:

“Thanks for your note.  That’s a very challenging situation.  We have done some work with the US federal government and have seen first hand the issues that you’re describing.

My basic opinion is that what is missing is the lack of an “ownership culture”, in the positive sense.  People must be made to feel that they “own” certain domains, but in the right way.  They must see themselves as “stewards” who’s job is to protect and guide their given domain for the betterment of the organization. I know that sounds a little “touchy feely”, but it is literally baked into our DNA to want to do this. Daniel Pink’s book, Drive, talks about the three intrinsic motivators and how they are what really drives us. In most government or near-government institutions there is a full out assault on these three intrinsic motivators: autonomy, purpose and mastery.

Without question, the problem probably starts at the top. There must be a willingness to provide both autonomy and the accountability that goes with it – and there must be a vision big enough that everyone can see themselves within it. When those two exist, the natural desire for mastery will manifest itself in the form of your teams willingly acquiring the technical skills that they need to fulfill their purpose and achieve the organization’s goals.

I think that this is a real problem that is shared by many.  Good luck and please let me know if we can be of any help in your efforts.  Take care.”

I think creating an “ownership culture” is the key to getting people to engage with you and your transformational efforts. Do you have an “ownership culture” in your organization? If not, what are you doing to fix that?

Until next time,

Charlie

Tag/s:Personal Development,