Goodwill

I enjoy designing and implementing systems. As long as they make the work easier, not harder! Or if they make it harder in one place they make it better and/or easier overall. I'm not a fan of bureaucracy for its own sake: far from it. If it ain't broke, don't fix it. If a system sucks, or is unnecessary, junk it.

Even a good system - meaning a well-designed, efficient and robust system - can fail, because ultimately any human system depends on goodwill. If the real problem is a lack of goodwill by human components in the system, then your systems-tinkering will fail. You're just shuffling deck chairs on the Titanic. Ok, some "reengineering" is just removing the source of bad-will from the system. If you have a single sticking point (the cliché bureaucrat who loves to hold things up to flex some corporate muscle or because they're a fussy stickler and "we've always done it this way") that might work, although I suggest your one bad egg may have created a wider problem...

In every business I've ever worked in, breakdowns in goodwill were seen as the problem of various individuals, caused by one or more of: laziness, grumpiness, arrogance, stupidity, perfectionism, distractability, carelessness, pedantry or absence. Here's a little secret: increase the amount of goodwill in the system, and most individuals within it will start to show diligence, friendliness, humility, intelligence, practicality, attention, care, flexibility and attendance.

Goodwill can be increased by even one person within a system showing it.

Most human beings crave acknowledgement: recognition that we exist, that we have a right to exist, that we are who we are, and the circumstances are as they are. It isn't necessarily about praise: "I can see you're really swamped at the moment". "I know it's important to you to do this RIGHT." "wow, five people want you to do x in the next 5 minutes - I guess four of them are doomed to be disappointed."

Be polite: say hello and goodbye, please and thank you. Ask if now is a good time to talk. Give people your whole attention when you're with them. Excuse yourself if you have to answer a phone etc. Understand that other people's time is valuable to them, so don't waste it. Do not expect immediate politeness in return - when goodwill is in short supply, people become cynical.

Keep your word. Under-promise and over-deliver is good advice - but do deliver. Do what you say you will, and make sure you know what you're getting into. And never utter a threat you're not prepared to follow through on.

Avoid blaming, assume innocence & give the benefit of the doubt. "You weren't at the meeting, and I wondered whether you got the memo..." is more effective than, "You slacker, you couldn't be bothered coming to the meeting." "Did we agree to meet at 2pm?" is better for both of you than discovering the hard way that YOU are the one who messed up after righteously saying, "Where were you? I was here at 2pm" (and the meeting was at 2.30). It's about basic dignity. While we're on the subject, don't ask someone to do something you wouldn't be willing to do yourself.

Set others up for success rather than failure. Get agreement where possible, even if you consider the task is just part of the person's job. Give reasons for urgency - when goodwill is low, people are cynical about deadlines: "I know you're busy Ann, but I need those stats by 10am if I'm to get them to Jo for her presentation at noon. Can I rely on you to have them?"

Send reminders before the due date, so there's still time for the other person to come through. Reminders after the fact just say: "You stuffed up."

Offer incentives. To be effective, an incentive has to be something the other person wants. The best way to find out what will work is ask. "I really, really need x by Friday, and I know that's a big ask so I wondered if there was anything I could offer you that would help?" Expect to be surprised by how little most people want - although there are always chancers.

Be relentless (politely). Non-compliance and avoidance have probably worked for a while, so it will take a while to retrain. You can't afford to get bored and lose interest before you get what you came for. I once chased someone for 7 months, because its important to show that the run-around doesn't work. It's true that if I'd been a boss rather than a colleague I would have sacked the person, but after that I never had to chase that individual again... for anything. They turned in all future tasks on time - or preferably early.

Have fun, play nice and increase the amount of goodwill in your system.

This is post 7 of 100 posts in 100 days