The world changed here

It was a short movie, only about 6 minutes long, but the title and the story of transformation reminded me of people in the WOL Community.

I saw “The World Changed Here” at Niagara Falls State Park, where I visited last week with family and friends. In the mid-1800s, the land surrounding the Falls was privately owned, mostly by companies using the fast-flowing water to power their mills. Public access was limited, and it looked like this.

Source: Image from “Review of reviews and world’s work” (1890) p. 451.

A landscape architect, Frederick Law Olmsted (perhaps best known for designing Central Park in New York City), began to advocate for the preservation of the Falls in the 1860s. Others joined him, and in time there were publicity campaigns using the social media of the time: newspapers and parades. Word spread, and a movement formed that gained the attention of the government. In 1883, Niagara Falls State Park became the first state park in the US. 

Today, the falls are breathtakingly beautiful. It’s home to 300 species of birds, and more 30 million people connect with nature there each year. There’s still commerce, but it’s in concert with the natural beauty and wonder of the Falls, and now it looks like this.

Niagara Falls - 2019

There are now more than 10,000 state parks in the US, all made possible by a few people who cared, inspired others, and banded together to make a difference. That’s the connection I made to people in the WOL Community, people like Ulrike Poppe. 

Ulrike enjoyed her WOL Circle and wanted to spread more of them. (She is the first-ever person to buy the Video Guides & Circle Journal.) So she decided to approach Human Resources. Nervous about the presentation, she reached out to the WOL community for help, and proudly announced when she got the company support she sought. 

I have the good fortune to connect with more and more people who dare to make work and life better. Some of them are just taking a first step, some are organizing meet-ups and other events, and and others are trying to expand their movement from dozens to hundreds to thousands.

Not all of them will lead a transformational change, of course. But there is beauty and power in the attempt, and I am inspired by all who have the courage to act. It is because of people like them we can say, “The world changed here.”




Announcing WOL Enterprise Solutions

If you want to scale an employee-led movement, you shouldn’t “leave it alone” and hope for the best. Instead, you should leverage your company’s resources so you can reach more people and help change the culture.

Whether you’re in the early days of spreading WOL inside your organization or you’re looking to expand the grassroots movement you created, there are now products and services that can help you.  

The WOL Roadmap

A pattern has emerged from the many different companies spreading WOL and it generally has four phases, identified by the approximate number of people in Circles and by common milestones we see. Although the initial Pilot phase can be started by anyone in the company using free PDFs, moving to the later phases is much more likely with professional materials and support. 

3 Ways to Ensure Success

Based on our experience with companies who’ve successfully used WOL in many locations and departments, there are three things that make Circles more effective and easier to spread.

1. Customized Materials

The Video Guides & Journals announced last week make the Circle experience more convenient and professional. Increasingly, employees expect e-learning to be available via video and mobile, and the Circle Journal makes it possible to capture progress in one place. 

Customizing the Journal makes it easier to see how WOL relates to your company specifically. By including your brand and welcome message, you let employees know WOL is officially supported. Including your own examples each week shows them how to practice at work using the company’s technology.

2. Professional Support

The volunteers who support the Pilot phase need assistance as WOL spreads. Professional support, offered by me and a growing network of certified WOL Coaches, helps grow the movement while ensuring good results for Circle members and program owners. WOL Mentor Training enables you to develop your own internal capability across locations & divisions.

3. Additional Programs

In the later phases, going beyond the basic WOL Circle method allows you to reach a wider range of employees in different kinds of work environments. Here are several WOL programs that are available now or are under development:

  • WOL for Leaders pairs executives with reverse mentors

  • WOL for Managers & On-boarding are add-ons for these specific groups

  • WOL: Self-Care improves employee wellness

  • WOL: Purpose reduces busy-ness & information overload

  • WOL for Operational Employees enables front-line workers to experience the benefits of WOL

Enterprise Solutions: Basic, Advanced, Partner

As your movement succeeds, three annual subscription packages - Basic, Advanced, and Partner - offer you a range of options and support. For more about the products and services in each package, including pricing, contact me at john.stepper@workingoutloud.com.

By taking your WOL efforts to the next level, you can help thousands of colleagues feel more confident, develop new skills, and realize more of their potential. We want to help you make the difference you aspire to make.

A recipe for changing your corporate culture

This isn’t the only recipe, of course, nor is it a guarantee. Perhaps a more accurate description would be “a list of ingredients you need to have a chance of making a difference.”

To begin, it’s easier to start with three things that don’t work.

Rebels. As much as I admire people who break the rules for good reasons, their actions tend to be futile when it come to changing a company. The rocks they throw at the corporate machine tend not to make much of a dent, and eventually the rebels becomes disheartened and move on.

Grassroots movements. I want to believe that change at work can be democratic. Yet grassroots movements inevitably hit a kind of “grass ceiling.” Despite their good intentions and good will, there are limits to what they can do without changing structures and processes.

Change from the top. If it’s difficult to order your children to change behavior, it’s impossible to order thousands of adults. Yes, managers do have significant influence, and they certainly have authority to allocate resources and make certain decisions. But they cannot decide on a culture, a mindset, or the behaviors that employees will adopt.

Sustainable change isn’t just driven from the top or by rebels or grassroots efforts. It requires a bit of all three. An example that makes me optimistic about this recipe is something that’s happening at Bosch and Daimler..

Back in 2015, it was a “rebel” at Bosch who introduced Working Out Loud there. Her skill, passion, and perseverance enabled her to build a grassroots movement of several hundred people. She then inspired a rebel at Daimler to do something similar, and they continued to collaborate informally.

As the movements expanded, there were now many people - not just rebels - making their work visible and actively growing their influence. They self-organized, and purposefully and opportunistically reached out to different divisions to find places where they could integrate WOL into existing programs. Over time, WOL found its way into the Corporate Academy, the on-boarding program, mentor programs, and more.

Their latest milestone was this past October 31st, when Bosch and Daimler teamed up to jointly sponsor WOLCON18 for 400 of their employees. In attendance were two board members, the head of industrial relations (including HR) at Bosch, and the Chairman of the General Works Council at Daimler. Though they’re typically on opposite sides of the negotiating table, a photo below shows them together supporting the grassroots movements to become something much bigger (and even wearing WOL hoodies with their company’s logos on them). Daimler issued a press release about it.

"Working Out Loud proves that the digital transformation does not need to instill fear and worry. It comes down to how it is designed. If you make your work visible, you also learn what it is worth. And if you network, you find additional possibilities of belonging and recognition. 

If 100 percent of all users of a new method have more fun doing their job, the method is right and makes work more humane. And as the works council, we can only support this.”

The movements now include thousands of people. What was formerly rebellious has been embraced and institutionalized. What would have been unthinkable less than a year ago is now normal, and new possibilities keep emerging.

Whatever change you’re hoping to bring about, the point is that the recipe for change really can start with you - and also that it must go beyond you. You have to connect the people who believe what you believe so you can amplify the benefits and make them visible. That’s what makes it possible to gain the management support you’ll need to scale your efforts, and to make the difference you want to make.

18C0901_10.jpg
BOARD MEMBERS FROM BOSCH & DAIMLER (HEAD OF INDUSTRIAL RELATIONS & CHAIRMAN OF THE GENERAL WORKS COUNCIL)

BOARD MEMBERS FROM BOSCH & DAIMLER (HEAD OF INDUSTRIAL RELATIONS & CHAIRMAN OF THE GENERAL WORKS COUNCIL)

18C0901_01.jpg

When the CEO isn’t enough

I was sitting in the audience as the divisional CEO delivered his talk to over 500 people. He was encouraging them to try new ways of working, to experiment more, connect across silos, and continuously learn. Not only would it be better for them as individuals, he told them, but the company needed this kind of culture and attitude. The enthusiasm was palpable.

Then he opened the floor to questions from the audience, and a hand went up.

“But what do I tell my manager?”

Fear and control

The employee's concern was understandable. Despite exhortations from top management, the new values posted on the walls, the cultural change program, it still didn’t feel safe to do things differently. Too many other people got into trouble doing that, so why take the risk?

Without a sense of psychological safety - "being able to show and employ one's self without fear of negative consequences of self-image, status or career" - most people will wait until a critical mass has changed behavior before making a change themselves.

How many people have to say “yes”?

After the question there was an awkward pause. The CEO replied that it was better in this case not to ask permission. "You should just do it,” he said, explaining that the personal benefits were worth the risk. 

The head of the Works Council was also there, and he pointed out that even in the most stringent environments, employees had times when they could choose for themselves what to do. “If your boss doesn’t like what you’re trying, do it on your lunch hour, or outside of work.” 

The audience didn’t seem satisfied. They wanted to do things differently, but they felt stuck. As happy as they were with visible support from top management, they knew the CEO wouldn’t be there if their boss doled out consequences.

The permission you’ve been waiting for

One way out of this conundrum is for you to take a series of small steps rather than a big leap. There’s plenty of research to show that even small changes to tasks, relationships, and perceptions can make you happier and more effective. (It’s call “job crafting” and you can read more about it here.)

You may have to experience it for yourself before you believe it, like my friend Stefan who, after 12 weeks in a WOL Circle, said this:

"I now realize there are things - tasks and interests - that bring me joy and satisfaction besides my original job but are still in a business context. I guess my next goal will be concerned with job crafting... ;-) " 

Every day you have some control over who you interact with and what you do. Every day you have complete control over how you interact with others and how you approach the work you need to do. 

You can choose to experiment in small ways at work, to learn and explore more, to relate to others with generosity and kindness, to actively look for purpose and meaning in what you do. You can be a leader in one of the most important ways possible - by example.

For that, the only person you’ll need permission from is you.