WHY FOSTERING A CULTURE OF "COMPANIONATE LOVE" IN THE WORKPLACE MATTERS

(Part 2 out of 2)

The study also found that the culture of companionate love rippled out from staff to influence patients and their families. “Certified nursing assistants rated the mood of the residents, and the outside observers rated the culture. Those outside observers could predict that [patients] would be in a better mood if the culture among the staff was more loving,” Barsade says.

Barsade and O’Neill measured patient quality of life based on 11 factors commonly used to assess long-term care facilities, including comfort, dignity, satisfaction with the food and spiritual fulfillment. Across the board, Barsade says, there was a positive correlation between a culture of companionate love and patient quality of life.

Interestingly, however, when the researchers looked at the health outcomes of the patients, they didn’t find as much of an impact of companionate love as they expected. They measured three of the most critical outcomes for patients in long-term care: unnecessary trips to the emergency room, weight gain and incidence of ulcers from spending too much time in bed. They found that while a culture of companionate love did lead to fewer trips to the ER, it didn’t affect weight or ulcers.

“We statistically controlled for factors such as general patient health, physical functioning and degree of cognitive impairment, so it was quite a conservative test,” Barsade says. “But health effects are not always directly seen. I wouldn’t give up on it.”

Beyond Health Care Settings

There is one key question raised by Barsade’s and O’Neill’s research: Does companionate love matter in workplaces that don’t revolve around providing love and compassion to clients? To answer that question, they performed a second study involving 3,201 employees in seven different industries. Using the same scale they employed in the long-term care facility, the researchers found that a culture of companionate love positively correlated with job satisfaction, commitment to the company and accountability for performance.

The relationships they found in the long-term care setting held steady. “What we found is that companionate love does matter across a broad range of industries, including those as diverse as real estate, finance and public utilities,” O’Neill says. “But the interesting thing is that even though the overall baseline of companionate love can differ across industries, there was as much of a difference within industries as between industries. Overall, we found that — regardless of the industry baseline — to the extent that there’s a greater culture of companionate love, that culture is associated with greater satisfaction, commitment and accountability.”

“What we found is that companionate love does matter across a broad range of industries, including those as diverse as real estate, finance and public utilities.”

–Olivia “Mandy” O’Neill

O’Neill and Barsade believe that their initial findings in other industries argue for further investigation. And additional studies are already underway. For example, O’Neill is working with Wharton management professor Nancy Rothbard on a study involving firefighters. “What we see is that companionate love acts as a helper for the problems they struggle with at work and outside of work,” O’Neill says. “For example, [firefighters] tend to have high levels of work-family conflict because of the stress that comes from the job. Companionate love actually helps to buffer the effect of job stress and work-family conflict on other outcomes.”

Barsade says her study in the long-term care facility has also inspired her to examine the role of other aspects of emotional culture at work. “We don’t just have one type of emotional culture,” she says. “We happen to be looking at a culture of companionate love here. But you could have a culture of anger. You could have culture of fear. You could have culture of joy. The natural second step is to look at how these factors influence one another, and then to look at the whole picture of how cognitive culture and emotional culture intersect.”

Already, though, the research seems to be pointing to a strong message for managers in all industries, Barsade says: tenderness, compassion, affection and caring matter at work. “Management can do something about this,” she says. “They should be thinking about the emotional culture. It starts with how they are treating their own employees when they see them. Are they showing these kinds of emotions? And it informs what kind of policies they put into place. This is something that can definitely be very purposeful — not just something that rises organically.”

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TEMPORARY ROBOT BOSS

TEMPORARY ROBOT BOSS

JEFE ROBÓTICO TEMPORARIO

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WHY FOSTERING A CULTURE OF "COMPANIONATE LOVE" IN THE WORKPLACE MATTERS

(Part 1 out of 2)

For some employees, a typical day at the office might begin with a barrage of work-related questions from impatient colleagues who have been awaiting their arrival. For others, it might start off with a series of cheerful greetings from co-workers, questions about how their family members are doing or perhaps an offer to grab a quick cup of coffee before the daily work deluge begins.

According to Wharton management professor Sigal Barsade, there is reason to believe that the latter scenario — which illustrates what she refers to as “companionate love” in the workplace — is not only more appealing, but also is vital to employee morale, teamwork and customer satisfaction.

Companionate love is shown “when colleagues who are together day in and day out, ask and care about each other’s work and even non-work issues,” Barsade says. “They are careful of each other’s feelings. They show compassion when things don’t go well. And they also show affection and caring — and that can be about bringing somebody a cup of coffee when you go get your own, or just listening when a co-worker needs to talk.”

To demonstrate the value of companionate love in the workplace, Barsade and co-author Olivia “Mandy” O’Neill, assistant professor of management at George Mason University, performed a 16-month longitudinal study at a long-term health care facility involving 185 employees, 108 patients and 42 of those patients’ family members. Barsade and O’Neill set out to measure the effect of companionate love on emotional and behavioral outcomes of employees, as well as on health outcomes of patients and the satisfaction of those patients’ family members. The results of their study are included in a paper titled, “What’s Love Got to Do with It? A Longitudinal Study of the Culture of Companionate Love and Employee and Client Outcomes in the Long-Term Care Setting,” which will be published in an upcoming issue of Administrative Science Quarterly.

To conduct their research, Barsade and O’Neill constructed a scale designed to measure tenderness, compassion, affection and caring. But rather than simply asking the participants if they felt or expressed those emotions themselves, the researchers asked to what degree people saw their colleagues expressing them. They also brought in independent raters to observe those four elements of the facility’s culture, as well as asked family members to rate the culture. Last, they added ratings of “cultural artifacts” (how the culture is displayed in the physical environment) that reflect a culture of companionate love — for example, having spaces with a “homey” environment, throwing birthday parties, etc. “We have a very robust measurement consisting of all the possible lenses on the culture of the unit,” Barsade says.

“Our field tends to focus on shared cognitions of people at work, yet an understanding of shared emotions … can also have important outcomes for organizations.”

–Sigal Barsade

This study was among the few to focus on emotional culture rather than cognitive culture, Barsade notes. “What we’re talking about is shared emotions. Our field tends to focus on shared cognitions of people at work, yet an understanding of shared emotions of people at work can also have important outcomes for organizations”.

When Love Is Infectious

Barsade and O’Neill believed long-term care would be the ideal setting to test their hypothesis that companionate love is a positive force in the workplace. “In these facilities, you have people dealing with residents who are there for a long time. You have employees who have chosen a caring industry,” Barsade says. “So it was a natural first stop for looking at the concept of emotional culture. Even though this has to do with how employees are treating each other, and not necessarily how they are treating their clients, we argue that if they treat each other with caring, compassion, tenderness and affection, that will spill over to residents and their families.”

One of the most significant findings in the study was that a culture of companionate love reduces employees’ withdrawal from work. Barsade and O’Neill measured employee withdrawal by surveying workers about their levels of emotional exhaustion and by studying their rates of absenteeism. They found that units with higher levels of companionate love had lower levels of absenteeism and employee burnout. The researchers also discovered that a culture of companionate love led to higher levels of employee engagement with their work via greater teamwork and employee satisfaction.

This could occur even with employees who don’t necessarily feel the high levels of companionate love that exist in their units. “The view that dominated our field for 20 years was that anytime you engage in emotional labor — meaning you’re changing or regulating your emotions for a wage –that’s going to lead to burnout,” Barsade says. “What we’re suggesting is that it’s more complicated than that. It may well be that even if you don’t start out feeling the culture of love — even if you’re just enacting it — it can lead to these positive outcomes. In addition, there is the possibility that as you enact companionate love, you will begin to feel it over time.”

Units with higher levels of companionate love had lower levels of absenteeism and employee burnout.

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TEMPORARY ROBOT BOSS

TEMPORARY ROBOT BOSS

JEFE ROBÓTICO TEMPORARIO

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3 REASONS WHY GOOD STRATEGIES FAIL: EXECUTION, EXECUTION ...
(Part 2 out of 2)

People versus Process.

What should be done? Mankins says that there are two schools of thought about the best way to improve execution.

One school emphasizes people: Just put the right people in place and the right things will get done. However, within the people school, there are also divisions. Some experts insist that the right people are hired, not made. “The idea is you get A players, you pay them a lot of money, and you pay them for the performance they generate — irrespective of what may be happening in some other business or region,” Mankins says. Others within the people camp think that the key is to improve executive performance through training, and improve the average employee’s performance through the creation of a culture of accountability. For example, W. James McNerney, Jr., the chairman and CEO of 3M, argues that by improving the average performance of every individual by 15%, irrespective of what his or her role is, a company can achieve and sustain consistently superior performance.

A second school emphasizes process rather than people, Mankins says. Larry Bossidy, the CEO of Honeywell and co-author of Execution: The Discipline of Getting Things Done, is one of the leading proponents of this school. Hrebiniak is also a firm advocate of better processes. “If you have bad people, sure, you’re not going to do anything well. But how many organizations go out and hire bad people? They all hire good people. So something else must get in the way,” he argues. Mankins, however, believes both propositions have merit. “I don’t believe those two schools of thought are competing. I think they’re just two sides of the same coin,” he says.

Marakon’s research suggests that companies that have delivered the best results to shareholders combine both approaches. Looking at stock performance going back to 1990, Mankins says, they found that the majority of companies in the top quartile of performance combine attention to process with attention to executive development. Cisco, 3M, and GE are all companies that have emphasized both. Bossidy’s Honeywell, on the other hand, has focused principally on process – and has achieved only average performance.

Five Keys to Getting the Job Done.

Whatever perspective is ultimately seen as the most helpful, there seem to be some tangible things companies can do to improve the chances of success. Experts at Wharton and Marakon agree that, like everything else in business management, improving execution is an ongoing process. However, they say there are steps any company can take that should provide some incremental gains. For example:

Develop a model for execution.

Strategic yardsticks are plentiful. Michael Porter’s theory of comparative advantage, for instance, gives strategists a way to conceptualize market leadership goals. In the evaluation of narrower plans, William Sharpe’s capital asset pricing model, or more recent schema such as real options theory, can play a similar role. But when it comes to managing change, there are few such guidelines.

Hrebiniak, who offers such guidelines in his book, notes that it’s important for managers to “have a model [identifying] the critical variables that define — at least for the manager — the things they have to worry about when they put together an implementation plan. Without that, managers will say something like, ‘We just hand the ball off to someone and let them run with it,’ and that’s the execution plan. That isn’t going to go anywhere.”

Choose the right metrics.

While sales and market share are always going to be the dominant metrics of business, Mankins says that more and more of the best companies are choosing metrics that help them evaluate not only their financial performance, but whether a plan is succeeding. For example, when a large cable company realized that the speed at which it penetrated a new market correlated directly with the number of service representatives it had in the field, executives began tracking the progress of how quickly representatives were being added in particular territories.

But Hrebiniak warns that it’s important to choose metrics in a package so that they can change if market conditions change. For example, sales of cars might be a good metric for a car manufacturer, but if interest rates rise, sales will likely suffer. A good set of metrics takes that into account.

What should business units that don’t touch customers use as a metric? Hrebiniak says he is often told by lawyers, human resource officers or information officers that the success of what they do can’t be measured in numbers. His advice: Ask internal clients what would change for them if your department were good or bad — or didn’t exist? Sometimes questions like that can lead to good ideas for performance metrics.

Don’t forget the plan.

As noted above, plans are often simply agreed to and then forgotten. One way advocated by Mankins to keep the plan on center stage is to separate executive meetings about operations from those focused on strategy. While Hrebiniak holds that strategy only succeeds when it is integrated into operations, Mankins and his colleagues argue that day-to-day concerns often so overwhelm the executive team that such an agenda management process is the only way to keep executive attention focused on the organization’s progress.

 Assess performance frequently.

Performance monitoring is still an annual affair at most companies. However, according to Mankins, plan assessments at many of the leading companies happen at much more frequent intervals than they did in the past. “The reason why Wal-Mart is so good at execution is it knows daily if what it is doing in each of its stores gets results or not,” Mankins says. For example, when Wal-Mart learned this year that its Christmas sales strategy hadn’t worked just eight days after the close of the season, it was able to mitigate the damage in a way it wouldn’t have if results had been slower in coming. By shortening the performance monitoring cycle — from quarter-by-quarter to month-by-month or week-by-week — top management can get more “real-time” feedback on the quality of execution down the line.

Communicate.

Hrebiniak says that companies often go wrong by creating a cultural distinction between the executives who design a strategy and people lower down in the corporate hierarchy who carry it out. Asking ongoing questions about the status of a plan is a good way to ensure that it will continue to be a priority.

Meetings between the executive team and unit managers should be regular and ongoing, advises Perigo. It’s that kind of “direct, demonstrated leadership,” he says, that convinces an organization that commitment to a plan is real and that there will be consequences if the plan is not followed through. “It’s a signal of commitment from the top that there’s an expectation of commitment from below”.

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ANGEL INVESTOR - ÁNGEL INVERSOR

ANGEL INVESTOR - ÁNGEL INVERSOR

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3 REASONS WHY GOOD STRATEGIES FAIL: EXECUTION, EXECUTION ...
(Part 1 out of 2)

From Vivendi to Webvan, the shortcomings of a bad strategy are usually painfully obvious — at least in retrospect. But good strategies fail too, and when that happens, it’s often harder to pinpoint the reasons. Yet despite the obvious importance of good planning and execution, relatively few management thinkers have focused on what kinds of processes and leadership are best for turning a strategy into results.

As a result, says Wharton management professor Lawrence G. Hrebiniak, MBA-trained managers know a lot about how to decide a plan and very little about how to carry it out. ”Making Strategy Work: Leading Effective Execution and Change (Wharton School Publishing). “Even though they are good managers, over time they really have to learn through the school of hard knocks, through experience, which means they make a lot of mistakes.”

This lack of expertise in execution can have serious consequences. In a recent survey of senior executives at 197 companies conducted by management consulting firm Marakon Associates and the Economist Intelligence Unit, respondents said their firms achieved only 63% of the expected results of their strategic plans. Michael Mankins, a managing partner in Marakon’s San Francisco office, says he believes much of that gap between expectation and performance is a failure to execute the company’s strategy effectively.

But can better execution be taught? “I think you can at least make people aware of the key variables,” says Hrebiniak. “You can develop a model…. If people know what the key variables are, they know what to look for and what questions to ask.”

The Pitfalls of Poor Synchronization

While execution can go wrong for a variety of reasons, one of the most basic may be allowing the focus of the strategy to shift over time. The attempt by Hewlett-Packard, after it acquired Compaq, to compete with Dell in PCs through scale is a classic example of goal-shifting — competing on price one week, service the next, while trying to sell through often conflicting, high-cost channels. The result: CEO Carly Fiorina lost her job and HP still must resolve some key strategic issues.

The first step is to define the challenge. Ultimately, argues Richard Steele, a partner in Marakon’s New York office, the challenge of execution is mostly a matter of synchronization — getting the right product to the right customer at the right time. Synchronization is hard for a variety of reasons, including the fact that “any large company these days sells multiple products to multiple customers in multiple geographies. In order to pursue the scale benefits of size — those benefits of scale through consolidation — you now have more and more complexity across the matrix.” For example, Steele says, a regional manufacturing initiative in Europe may involve reconfiguring 15 different supply chains and understanding the markets of 15 different countries. “It’s really tough to do.” 

Another classic example of mis-synchronization: United Air Lines’ TED, which attempted to set up a competitive subsidiary to compete against upstarts such as Southwest. This was a good idea as far as it went, but United tried to compete using its same old cost structure — the main reason it was losing markets to the low-cost airlines in the first place.

At other times, plans fail simply because they don’t get communicated to all the people involved. “I’ve done consulting where a major strategic thrust has been developed, and a month or two later I go down four or five levels and ask people how they’re doing. They haven’t even heard of the program,” Hrebiniak says.

Strategies also flop because individuals resist the change. For example, headquarters might want more standardization in a product, but a local marketing executive disagrees with the idea. “He might say, ‘I need more nuts in my chocolate bar’ or ‘I need a different pack size,’” Steele says. “You can only get the cost benefit and you can only consolidate if everybody agrees that we are actually going to execute the strategy.”

Many times, there can be sound reasons for resistance. Sometimes a strategy might make sense at the highest level, but its full impact on the whole organization has not been fully considered, according to Steele. For example, imagine that the general strategy calls for promoting one brand throughout the company while taking resources away from another brand. That might make sense in one market, yet be completely counterproductive elsewhere. Faced with the choice to promote a product that’s considered an advantaged brand in one market but lags in his own, a country manager is likely to try to fight or circumvent the strategy. “Human nature will say, ‘I’m not going to synchronize with you. I’m not going to spend the money where you want me to spend it. And I’m going to fight it,’” Steele says. “And that’s what he does.”

Cultural factors can also hinder execution. Companies sometimes try to apply a tried-and-true strategy without realizing that they are operating in markets that require a different approach. Even such a world-beater at execution as Wal-Mart, for instance, has sometimes made some missteps because of culture. One example: When Wal-Mart first moved in to Brazil, it tried to lay down terms with suppliers in the same way it does in the U.S., where it carries huge weight in the market. Suppliers simply refused to play, and the company was forced to reevaluate its strategy.

Internal cultural factors may also present problems. Steele points out that marketers typically move from brand to brand over two-year cycles. At the same time, operations executives advance at a slower, steadier five-year pace, which gives each of them very different perspectives both about the organization’s past and its future. Employee incentives may create friction as well.  “We hope for A but reward B. We say, ‘Do this under the strategy,’ but the incentives have been around for 25 years and they reward something else totally,” Hrebiniak says.

Yet the biggest factor of all may be executive inattention. Once a plan is decided upon, there is often surprisingly little follow-through to ensure that it is executed, the experts at Wharton and Marakon note.

One culprit: “Less than 15% of companies routinely track how they perform over how they thought they were going to perform,” says Mankins. Instead, only the first year’s goals are measured — and executives often set first-year goals deliberately low in order to meet a threshold for a bonus. He argues that this lack of introspection makes it easier for companies to ignore failed plans. And ignoring failure makes it that much harder to identify execution bottlenecks and take corrective action.

According to Mike Perigo, a partner in Marakon’s San Francisco office, frequent communication is essential if plans are to be executed well. “We have found that very effective companies have regular dialogues between the leadership team and unit managers,” he says.

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