Opportunity is at Your Feet

Cultural Resistance to Change

Multiple papers can be written on the specifics of the challenges I uncovered and discovered about the company. However, since that is not the focus of this paper, I’ll provide a basic summary of the problems I have found from my field research:

• Resistance and Fear of Change: "because that’s the way we’ve always done it"
  • There is a widespread attitude in the company, both in the field and in corporate, that is opposed to change (even positive change).
  • The company dominates its market and thus justifies the continued use of the same business model, procedures, and management techniques that were in place decades ago - disregarding generational needs and differences.
• Unwillingness / Inability / Complacency to See the Problem
  • There is an attitude of unwillingness / inability / complacency within the company, especially within mid-level management to recognize a problem or even acknowledge that there is room for improvement
  • Whether procedural/technical or conceptual/ideological there appears to be a “fear” that if we recognize a problem and take the first steps to solving it, somebody is going to get in trouble. For example:
    • The high employee turnover rate in the field (entry-level) is accepted as "normal" by managers and mid-level management, even higher-ranking field managers
    • The attitude of "professional tunnel vision" by employees if something isn’t immediately within their job description they will not do it.
• Lack of Development and Support for Employees (Training, Career Advancement and Social Responsibility Opportunities)
  • The vast majority of the company’s employees are low-wage, blue-collar workers - many have personal challenges (financial, emotional, physical and mental).
  • No solutions are offered for healthcare assistance, information, drug addiction solutions, or even true career development
• Ineffective / Broke
  • Ineffective, or in some cases non-existent, communication between stakeholders (customers, employees, management, departments etc.).
  • Whether it be between corporate and the field, managers and their subordinates, employees and customers, or any other dynamic, the regularity of unclear, inconsistent, and even passive/aggressive communication and actions is a "norm." For example:
    • Policies and procedures are implemented without employee feedback, understanding or acceptance. This results in a lack of employee compliance, an experience of devaluation, a lack of commitment and loyalty to the company, and high turnover.
    • Inconsistent implementation of policies and procedures between different company stores. This results in an unpredictable, confusing and frustrating customer experience, which creates distrust and dissatisfaction in the company brand.
    • Non-existent feedback mechanisms between store subordinates, superiors and corporate. This results in an inability for the company to keep a pulse on both the attitudes and effectiveness of what is happening in the field.

To be very clear, these generalized observations are not an attack, stern criticism, or judgment of the company or the people within. Every single organization, large or small, old or new, flourishing or struggling, is going to have these challenges. It is a human condition, and the foundation… heck, the whole of every company, is its people.

At times I have found myself slipping back into these same challenges. No more than a year or so ago I was resistant and fearful of change. The only reason I am not anymore is because of what I have been and continue to learn in the Co-Lab: more effective ways to think, act, discover, work and live that, quite frankly, work. It’s like my mentor has said time and time again “you can’t know what’s wrong, until you know what is right.”

Problem - Answer - Solution

My current "problem" and the purpose of this writing is that I can no longer sit aside and watch problems perpetuate and grow, when I know the answer and have access to a deliverable solution (Co-Lab). I have seen many co-workers suffer professional and personal set backs and road blocks that with the tools of the Co-Lab could have easily been overcome for the benefit of all (including the corporate balance sheet).

In the last year I have accumulated enough tangible field research, evidence and experience to define the problems (as shared in the previous page), understand what the answer is and have experienced the solution first hand (Co-Lab). As a result of applying the communication, leadership, followship and critical thinking skills I have learned in the Co-Lab, I have been singled out as "an employee the company wants to keep."

In recent months, I have made connections to a number of managers and directors in different departments within the company (considered “above me” on the company organization chart). I have had meetings with my boss, my boss's boss, and my boss's boss' boss. This covers low, middle, and mid-high level positions of the “field” (store) side of the business.

In each conversation the approach taken (I took) was that of collaboration. The intention was to communicate the importance of creating a work environment were employees and manager could work together to improve the organization. Both in how we tackle our operational processes as well as the methods for interpersonal situations, i.e. workplace conflicts, implementing intelligent feedback, employee training and development, etc.

Overall, the solution is as simple as implementing a Co-Lab - "a formalized app-based collaboration that would allow our company to better resolve our problems internally. It is a fabric to support an organization that provides methods for problem resolution through structured communication."

Yet, in each conversation, I didn’t observe true or even lingering interest or excitement about being able to bring such a positive resource (stock raising and revenue-producing solution) to our company.

At one point, I had an interview with a Director in one of our corporate departments.

• The first half of the conversation was about the job itself.
  • It was an interesting position, one that would have been “fun” and was definitely a step up from entry-level.
  • The interviewer asked me questions about my background, application of previous experience to this position, and other standard interview questions.
  • I asked a number questions, as well.
• The second half of the interview was about my long-term goals and career aspirations.
  • I shared what I was doing outside of work, in a private Co-Lab, the “training ground” the field environment provided for that, and my thoughts on the tremendous opportunity and value to be found in incorporating it into our company
  • I shared that I was looking to identify problems, define answers, and implement solutions. It sounds simple. Learning how to do that consistently and effectively takes training, lots of practice, and an environment that is supportive of that. I am only still learning but that’s where I want to go.

The interviewer communicated interest in the Co-Lab but still seemed to be a bit reserved during our conversation, with a very slight appearance of discomfort in specifically discussing the “problems” we are facing in the field.

Shortly after the interview, I was informed that I wasn’t being offered the position. In the interest of full disclosure, I initially didn’t take it well, as I thought I was more than qualified and capable of meeting the job requirements and executing the specified duties. However, with the support of the members of the private Co-Lab, I learned that the rejection was not personal and maybe I just was not the right fit for the job.

After a Co-Lab discussion on the experience it was suggested that I engage the director in providing me with some feedback and guidance within the company. An email was sent back thanking the Director for his time and the opportunity to interview and learn about the company. Additionally, I asked him for some direction as to where my skills and interests would be a good “fit” within our company so that I may best support it.

During the same time period, I had been offered a mid-level management position in the field by my boss’s boss. In the previous 5 months I have already politely turned down an Assistant Store Manager and a General Store Manager Position. The most recent position was the last available job left that was within her authority to offer. Unfortunately, it still didn't align with my professional and personal goals.

Lessons from the Co-Lab

What I have learned in the Co-Lab is the importance and incredible value in aligning one’s professional and personal goals with those of  the company. When this occurs:

• An individual is able to discover their passions, find their purpose, develop and practice their skills, and share the wisdom.
• A company is able to teach its personnel the skills they need to not only be better employees, but the skills to be better people: Social Cultural Responsibility.

After careful thought, consultation with my mentor, my SOS Buddy Monitor and my Co-Lab Team, we agreed that the mid-level management position being offered was not a good fit and would limit my choices moving forward - as previously mentioned it still didn't align with my professional and personal goals. With guidance, support and feedback I crafted the following email response, utilizing communication and awareness skills I have learned and am still learning in the Co-Lab:

“I want to thank you for the opportunity you have offered me. After careful consideration, I have determined the job isn’t right for me.

The position seems to require someone who is looking to find problems and report them, occasionally managing the small individual ones that arise; primarily on a  technical level. While I enjoy finding problems, my career goals are to be a part of not just finding problems, but finding answers to problems and being a part of a team environment that implements solutions, exercising conceptual thinking and leadership skills.

When I applied for and accepted the Entry-Level position, my goal was to find a front-line job to be able to get to know The Company, and experience the people, the culture, and the environments that are the lifeblood of our organization. It has proven to be invaluable. At this time, I am now searching for opportunity to work as part of a team to affect positive improvements that can be experienced by all.

It’s no small task nor is a criticism of The Company. Any organization, especially a large one such as ours, is going to have its challenges. I have observed a true “family oriented” culture here and believe there is a real desire in our leaders and managers to create and maintain a healthy and profitable work environment.   

I was hoping The Company would be that environment, a place where the front line works with management and together we raise our profit margins, efficiencies, customer service, while concurrently improving The Company's brand image.

I know there are people in The Company who would like to see profit margins increase, I know the leadership wants to find ways to improve and support our local communities, our customers, and our employees. Are you one of them? Or can you connect me to people who are?

I don’t want to settle for a job, when I know of solutions that can support my career and others, like you, my co-workers and other people I have come to care about within The Company.

We experience problems on a daily basis that really can be solved. It’s wearing us thin and I don’t want to see us worn out. While many of these problems are particularly apparent in the Center I work at, there is no doubt that Centers throughout our organization each face at least some of them. I’ve discussed a solution; a formalized app-based collaboration that would allow The Company to better resolve our problems internally. It is a fabric to support an organization that provides methods for problem resolution through structured communication.

The biggest challenge is finding the right place within The Company; to meet those who have both the structural authority to pursue positive changes and who also have the latitude in their positions to be able to do so.

Long term, career-wise, I am looking for opportunities that allow for identifying root causes to problems and to permanently fix them. I believe that there are people in every organization that value such possibilities but, at the same time, are so overwhelmed with the immediate technical responsibilities (the day in and day out activities) that it’s just not feasible to look for long-term, broader solutions.

It will likely be a tough challenge finding such a place in The Company but I’m determined to explore every avenue before seeking an alternate path. Because of this, If I were to take the position I would likely not be in it very long, which doesn’t meet your needs and would only cause further disruption short-term, as well as it would also limit my chances of seeking further positions that more closely meet my professional goals.

In the meantime, I will continue to work in my current position, to provide valuable work and quality customer service while I continue to look for opportunities within our company that share similar goals.

In this effort, it would be very helpful if you or anyone can you know could direct me to the right people or departments who want to make The Company "the best it can be."

Before I conclude, I want to sincerely thank you for the opportunities you have offered. They are real and valuable and your awareness, attentiveness, and effort to share them with me is considerably appreciated. I have enjoyed our conversations that we have had, discussing ways to improve the Center, and will continue to look forward to working with you in discovering more improvements in how we operate.

If you have any questions or anything arises, please don’t hesitate to reach out.”

I have not yet received a response, but I sincerely hope to learn of opportunities in which I can support the company, by being a part of brining / offering solutions to address some core problems affecting employees and increasing the company's overall profit margin.

Before I sent the email response above, I shared it with a General Store Manager and asked him to review it. I shared that any feedback would be helpful and that I was particularly interested in his feedback on the overall tone - my goal was for it to come across as direct but respectful. He is a man who I have developed a very healthy and mutually supportive professional relationship with. I occasionally work at his store and we both enjoy and appreciate each other.

His response was, “It’s quite direct, but clear, and non-critical." He said that it was well written, communicated the realities of the need (for a Co-Lab) and something that he wouldn’t have been able to do as effectively. He’s a smart guy with incredible natural abilities to be aware of others and develop emotional equality with his subordinates, peers, and superiors. His primarily challenge is confidence and a lack of management and leadership tools. He’s already an incredible asset to our company and would be even more so if he had the Co-Lab tools and resources that I have been learning and applying.

There is all the evidence you need!

A general manager in our organization, one of many, and the first person I shared this one sample with, on his own, recognized the value of the principles of the Co-Lab. On his own, he already has the foundation to be a great leader. How many more employees could our company support in reaching their full potential?

My hope is that I can participate in bringing
what I am learning to my co-workers,
so that they are provided with the life-changing
collaboration, opportunities and career development
resources, tools and communication skills delivered through the Co-Lab.