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- One of the best way to create an environment that encourage creativity October 10, 2016
- XOIT – What happens when things are not going well? October 5, 2016
- XOIT – Game to learn the governance role September 13, 2016
- XOIT – Starting Governance September 13, 2016
- XOIT (self-management) -Some results Part 2 [Let the metrics talk] September 5, 2016
friedkin companies C… on XOIT – Nikon, my D810 ca… Jim Hoffman on XOIT – Nikon, my D810 ca… Stewart Plouhar on XOIT (Self-management) impleme… Exponential IT (XOIT… on Exponential IT (XOIT) –… Bill Johns on When I have time ….
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As we began running our IT group using XOIT we began experiencing how it works, in both the good times and the bad. Of course you can’t have the good times without the bad, and we are no exception. Whether it is a project that was pushed to production with too many defects, or a stable environment that became unstable, or a security patch that disrupted the business, these are all examples of human error that while done with good intentions, caused harm.
In an environment such as ours, where we are pushing people to be autonomous and are granting them the authority to reach their groups’ and roles’ purpose handling these types of scenarios can be tricky. Yes, we hold roles and groups accountable for their actions, but at the same time there is a fine line between holding people accountable and generating fear to take action.
You need to make sure that people will understand the results and impact of their decisions and actions from an accountability perspective, not punish them or imply that they have done BAD work. Sure it is more difficult, but finding how to make people understand that not only have they made a mistake, but that they should make sure it doesn’t happen again is priceless. By doing so you maintain your long-term strategy by not negatively impacting the team’s authority and autonomy.
In order to be able to support people’s self-reflection of their own mistakes my advice is to:
1. Make sure that there are no immediate HR implication (policy violations, for example)
2. Allow time for self-reflection
3. Involve group members with the reflection process
4. If the associate didn’t reflect and/or understand the consequences of his or her action, start the process to let them know that they are not performing as expected.
Was happy to see a game developed by our most talent Eric Levick (https://www.linkedin.com/in/levickerin) to learn the governance meeting process.
Here is a quick update on our XOIT journey thus far. After our implementation road map (https://friedkingroupcio.com/2016/07/19/xoit-self-management-implementation-road-map/) this week we have begun implementation of governance meetings for the Shared Services group.
While all IT groups have begun to practice tactical meetings, representatives from our Shared Services group are attending a one day training course on how to run governance meetings. In addition to practicing running governance meetings they will also go through an adjusted training on Crucial Conversations.
Following this training it is our hope that the elected representatives will be able to successfully run governance meetings on their own.
I’ll keep you posted.
In this post I want to share with you the progress that we have done in the last four months (since we started XOIT implementation) base on key metrics results. while we still have a lot of opportunities, I believe that the metrics demonstrate progress in almost all of the metrics we are measuring for all IT:
We are already 6 months into XOIT implementation and we start to see some results that I want to share. One of our goals for implementation XOIT was to create a culture that will attract new generation. Therefore, the note sent by our intern on Friday really encouraged me:
“From my time with Friedkin Information Technology, I found that my perception of corporate life was very misguided. I had applied this image of a highly rigid and structural company to F.I.T and was rather blown away with the creative freedom I had.”
Part 2 will show the progress based on our metrics.
Photography is one of my hobbies (you can see my work at http://www.nattygur.com). Before taking three weeks of vacation to Israel, I bought a new D810 so I could capture the landscape as I traveled across the country. Regretfully, after two weeks of taking pictures the camera stopped working.
Upon returning to the states, I followed the instructions on the Nikon support site and sent my new camera in for repair, which is a pretty normal sequence until now. The twists in the story start when I received my camera back. After eagerly opening the box, I was both disappointed and surprised to find that Nikon had shipped me a D800 camera instead of my D810. Quick observation of the D800 camera revealed that the camera I received actually belonged to the US Navy.
So, with an increasing level of dissatisfaction (and decreasing level of confidence) with Nikon I called their customer support and asked for a new camera, since I did not have a clue who had my camera. The customer service representative that I spoke with told me that to return the camera I had received from them and once they have it, then they will ship me my camera. Undeterred, I made my point for getting a new camera, but the representative simply reiterated Nikon’s official policy. You could hear in her voice that she felt differently, but her voice conveyed the Nikon process.
After several days a supervisor called and assured me that there was nothing else that could be done but me other than my receiving my old camera back. His proposed agility solution was for Nikon to return my old camera and once I received it back, then I could return the US Navy’s camera. At this point I had lost all interest in Nikon or in using Nikon Cameras.
From here my wife took the lead and, upon receiving my D810 she returned the US Navy’s D800. You will understand that when I arrived home from work that evening I was NOT surprised to find that my “repaired” camera was still having the same symptoms that it had when I had sent it to Nikon almost 3 weeks ago. So my better half then called Nikon support, only to hear from the representative the official version, which is that we needed to send the camera back and that and we were not eligible for a new camera. The representative promised her that she will escalate the issue to her manager.
At this point in time they lost me completely. I have gone from happy customer to a most unsatisfied customer. Nonetheless, we shipped the defective camera and this time received a brand new D810. Obviously that didn’t make me a happy customer, it was too late at this point.
Why am I telling you this story? Because I’m sure that if Nikon would have implemented self-management into their Customer Support Team their Customer Support Representatives would have the authority to make decisions to fulfill the roles they fill and would have sent me new camera when I called the first time – keeping a happy customer.