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Founders Day 2009~ What is the Status of the Management "Partnership"
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<blockquote data-quote="Black_6_Leader" data-source="post: 594215" data-attributes="member: 9413"><p></p><p> </p><p></p><p> </p><p><span style="font-family: 'Arial'">P-Man, I am very fortunate in that I do know Lou Gerstner, and have met with Scott (and both his predecessors) many times over the years. There is a wide gulf between between the behaviors of Lou and the UPS leadership.</span></p><p></p><p> </p><p><span style="font-family: 'Arial'">Lou clearly understands the use of the "symbols" of leadership ~ something that in spite of the rich culture of UPS, I don't think Scott, Mike or Jim could quite grasp. In fact, I would say that their collective styles were conservator-ship rather then leadership.</span></p><p> </p><p> </p><p><span style="font-family: 'Arial'">Just today, an e-mail from the McKinsey & Company floated into my in-box entitled "<u>Leaders in the crisis: McKinsey Global Survey Results"</u> </span></p><p style="margin-left: 20px"><p style="text-align: left"><span style="font-family: 'Arial'"><em>"Even executives who are taking more time to motivate their people aren’t always taking the steps that, in our experience, are most effective. They most often motivate by talking about their companies’ values or direction and their financial performance; far fewer express interest in their employees’ lives outside of work or otherwise try to make individual connections with employees. A focus on the big picture, we have seen, can be insufficient for motivating middle </em><em>managers and others when they are grappling with new responsibilities and downsizing programs in an atmosphere of great uncertainty."</em></span></p></p> <p style="margin-left: 20px"></p> <p style="margin-left: 20px"></p> <p style="margin-left: 20px"></p><p><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Arial'"><span style="font-size: 10px">This sounds like it is right from the text book for "Industrial Psychology 101". </span></span></span></span></span></span><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Arial'"><span style="font-size: 10px">And all the while, the UPS communications process drones on about being "stop proof". They just don't get it. </span></span></span></span></span></span></p><p> </p><p style="text-align: left"><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Arial'"><span style="font-size: 10px">What existed of the report back in 2009 did nothing but instill fear ("Everything is on the table" was the quote that sticks in my mind). When you <em><u>demonstrate</u></em> that you are looking out for your people's best interests; when you as a leader <em><u>demonstrate</u></em> a genuine interest in your people's wellbeing; when you <em><u>demonstrate</u></em> the concept of "shared sacrifice" then and only then, will your people explicitly trust you, and give their all for you. </span></span></span></span></span></span></p><p></p><p style="text-align: left"><span style="font-family: 'Arial'">Go back 12 years to the August of 1997 . . .Do you think the front line managers and supervisors would "go the the mat" for the senior management the way the did, if the conditions then were as they are today?? I have asked myself that question many times; and I tremble in fear at the answer. </span></p><p></p><p style="text-align: left"><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Georgia'"><span style="font-size: 9px"><span style="font-family: 'Arial'"><span style="font-size: 10px">UPS's most senior corporate managers just don't quite grasp the concept that people are led (best by example), things and processes are managed.</span></span></span></span></span></span></p><p><span style="font-family: 'Georgia'"><span style="font-size: 9px"></span></span></p><p><span style="font-family: 'Georgia'"><span style="font-size: 9px"></span></span></p></blockquote><p></p>
[QUOTE="Black_6_Leader, post: 594215, member: 9413"] [FONT=Arial][/FONT] [FONT=Arial]P-Man, I am very fortunate in that I do know Lou Gerstner, and have met with Scott (and both his predecessors) many times over the years. There is a wide gulf between between the behaviors of Lou and the UPS leadership.[/FONT] [FONT=Arial]Lou clearly understands the use of the "symbols" of leadership ~ something that in spite of the rich culture of UPS, I don't think Scott, Mike or Jim could quite grasp. In fact, I would say that their collective styles were conservator-ship rather then leadership.[/FONT] [FONT=Arial]Just today, an e-mail from the McKinsey & Company floated into my in-box entitled "[U]Leaders in the crisis: McKinsey Global Survey Results"[/U] [/FONT] [INDENT][LEFT][FONT=Arial][I]"Even executives who are taking more time to motivate their people aren’t always taking the steps that, in our experience, are most effective. They most often motivate by talking about their companies’ values or direction and their financial performance; far fewer express interest in their employees’ lives outside of work or otherwise try to make individual connections with employees. A focus on the big picture, we have seen, can be insufficient for motivating middle [/I][I]managers and others when they are grappling with new responsibilities and downsizing programs in an atmosphere of great uncertainty."[/I][/FONT][/LEFT] [/INDENT][FONT=Georgia][SIZE=1][FONT=Georgia][SIZE=1][FONT=Arial][SIZE=2]This sounds like it is right from the text book for "Industrial Psychology 101". [/SIZE][/FONT][/SIZE][/FONT][/SIZE][/FONT][FONT=Georgia][SIZE=1][FONT=Georgia][SIZE=1][FONT=Arial][SIZE=2]And all the while, the UPS communications process drones on about being "stop proof". They just don't get it. [/SIZE][/FONT][/SIZE][/FONT][/SIZE][/FONT] [LEFT][FONT=Georgia][SIZE=1][FONT=Georgia][SIZE=1][FONT=Arial][SIZE=2]What existed of the report back in 2009 did nothing but instill fear ("Everything is on the table" was the quote that sticks in my mind). When you [I][U]demonstrate[/U][/I] that you are looking out for your people's best interests; when you as a leader [I][U]demonstrate[/U][/I] a genuine interest in your people's wellbeing; when you [I][U]demonstrate[/U][/I] the concept of "shared sacrifice" then and only then, will your people explicitly trust you, and give their all for you. [/SIZE][/FONT][/SIZE][/FONT][/SIZE][/FONT][/LEFT] [LEFT][FONT=Arial]Go back 12 years to the August of 1997 . . .Do you think the front line managers and supervisors would "go the the mat" for the senior management the way the did, if the conditions then were as they are today?? I have asked myself that question many times; and I tremble in fear at the answer. [/FONT][/LEFT] [LEFT][FONT=Georgia][SIZE=1][FONT=Georgia][SIZE=1][FONT=Arial][SIZE=2]UPS's most senior corporate managers just don't quite grasp the concept that people are led (best by example), things and processes are managed.[/SIZE][/FONT][/SIZE][/FONT][/SIZE][/FONT][FONT=Georgia][SIZE=1][/SIZE][/FONT][/LEFT][FONT=Georgia][SIZE=1] [/SIZE][/FONT] [/QUOTE]
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