Roots and Wings
Posted By Rob Millard - 0 Comments -
Frequent readers of this blog will know by now that I have a particular interest in differences in culture across different countries or social groups; the alignment of culture and strategy; and the proactive evolution of culture in professional service firms to support and drive strategy.
Here's a quick quiz that illustrates one of the key variables in culture, especially internationally e.g. between east and west. I'm sure that you'll find it fascinating.
Question 1: Which way of perceiving a company would you regard as being the most "normal?"
Select your answer:
(a)A company is a system designed to perform functions and tasks in an efficient way. People are hired to perform these functions, sometimes with the use of machinery or other equipment. They are paid for the tasks that they perform.
(b)A company is a group of people working together. They have social relations with other people in the organization. The functioning of the organization is dependent on these relations.
Question 2:Which line of reasoning do you think is best, A or B?
Now click here to discover how thousands of respondents in different countries across the world answered, in research by culture guru Fons Trompenaars, in a study spanning decades.
I attended a father's day chapel service at my nine year old daughter's school this morning. One of the things that was said, that resonated very strongly with me, was that fathers need to give their daughters "roots and wings." Roots, by instilling solid values and other basics. Wings, by encouraging them to constantly stretch themselves and challenge the limits of their abilities.
It occurred to me that "roots and wings" are not too different to what junior fee-earners need, too.
On the one hand: a firm that they can be proud to serve; that has a solid foundation of professionalism, superb work, ethics and client service.
On the other hand: an environment in which they can grow their careers, their practices and themselves.
Both need seniors in the firm that take an active, sincere interest in the firm's juniors.
The problem is: this does not fit into cultures where the juniors work 100 + hour weeks, "performing functions and tasks in an efficient way," where the primary reward is lots of money. In other words, Trompenaars' "Option A." We hear that Gen Ys / Millennials are beginning to demand more of "Option B" so maybe the cultures of US and UK firms will evolve over the next few years to become more "eastern." On the other hand, there are signs that cultures in India and China are, at the same time, becoming more "western."
I am not going to preach against a sweatshop mentality where the firm works juniors until they burn out or leave, paying them handsomely in the process. If that strategy works for you, and the benefits of the rate of work that you get out of those juniors while they survive exceeds the cost of high turnover in fee-earners, to say nothing of burn-out and quality problems, then by all means pour on the work. Just ensure that your juniors' wings are not those of Icarus, that melted when the heat becomes too much. (In Greek mythology, Icarus flew too close to the sun, his wings melted, and he plummeted to his ruin on the rocks below.)
But ...... if you want a firm where people have any sort of long term loyalty, then a move away from "Option A" is needed. The human species has been on the planet for 2.5 million years. I'd assert that for 99.9%+ of that time, "Option B" has been the norm. In which case, it is closer to the way that we are mentally hard wired, and "Option A" is an anomaly. Henry Ford, in the early twentieth century, insisted that his workers work in silence. Talking, he believed, took their minds off their work and reduced productivity. Perhaps today's 2000 + hour per annum billing targets will go the same way as this ridiculous notion (which was, remember, the pinnacle of management theory in its time!) With a "roots and wings" approach will come more skilled, experienced fee-earners, less cost related to 'churn,' a more self-actualizing work environment. The knock on effects of more stable family lives, happier clients and less substance abuse (and worse) are obvious, too.
Useful grist for a strategic conversation within the firm.
Comments, as always, are most welcome and may be posted below.
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