God, grant me the ability to be as good of a person as my dog thinks I am. – Anon

In a previous blog post we explored The 7 Mistakes Change Leaders Make, and how mistakes are necessary to actually develop success habits. Using the metaphor of the growing cycle we explored Mistake #1 which is Planting Your Idea in Barren Soil. Then we looked at mistake #2 which was Choosing the Wrong Kind of Idea Seed. The 3^rd mistake many change leaders make is to not watering or fertilizing your idea enough.

Linda wanted to help address exhaustion and tension at work. There was a bad “vibe” ever since the latest project went overtime and over budget. While a problem solving meeting had helped, she knew people needed something that buoyed their spirits but that didn’t take much time or money.

She had heard about the simple idea of creating fun contests that would run in the organization’s online newsletter. She went to her boss and shared stories of other companies that did a baby picture contest and a cartoon caption contest and how it improved the mood at work, enhanced relationships between people, and sparked creative thinking. Her boss reluctantly agreed as long as it didn’t pull too much focus from their deadlines.

The pilot project included asking people to send Linda a photo of their pet for a contest in which everyone was then invited to guess who the owner was. Within half an hour Linda was inundated with photos of Portuguese Water Dogs, Persian cats, and love birds. One staff member complained that she wanted to participate in the contest but didn’t own a pet due to allergies. They decided instead that she would send a photo of her favourite Boston fern.

The next week the photos went out to all the staff with a deadline. By Friday, you had to guess the owner. The person with the most correct answers would receive a $75 gift certificate to a nearby restaurant. The restaurant owner had gladly donated the prize. The contest entries came through in droves and one man in accounting got all but four answers correct. He took his two colleagues out for lunch the next week.

Linda’s boss was thrilled with the results of the contest because he saw people laughing again while they tried to trick people into divulging the type of pet they owned. He noticed two people who barely talked to each other were now comparing notes on the idiosyncrasies of Portuguese Water Dogs. Meetings had a more light-hearted atmosphere, ideas about dealing with the project seemed more innovative than before, and less people seemed to be showing up late or calling in sick.

Linda got the green light to do a new contest each month. The only problem was that sometimes people attracted to leading change are not the same type of people who like to maintain the change. Change Artists are those who can do both or at least delegate to and steward those who will maintain it. Linda was enthused about the pilot project, but lost enthusiasm when it came to the on-going “watering and fertilizing” of her change initiative. The next month’s contest was to name the organization’s mascot (a wind up pig that grunted), which was successful, but not as successful as the first one. She skipped the third one because her idea ended up seeming too complicated. The fourth contest didn’t seem to appeal to people, and so by the fifth month she dropped the project.

Linda overhead one day, though, that people were disappointed that there were no longer any contests. She realized that she needed to delegate the on-going maintenance of this idea to someone who liked maintenance. She asked four people with that personality style and one of them agreed to take it on for the next 3 months. Walter in IT made the whole project take off again because he was already handling the “news” section of the organization’s web site, so it was easy for him to do. He elicited suggestions from staff and searched the web for new contests ideas. He made sure others helped him during busy months. And generally, he enjoyed the monthly attention to detail and the joy it seemed to bring people. After five years this organization still does about 10 contests a year. The role of contest maintenance has been passed along gleefully several times to people who enjoy this kind of task, and thus the spirit and purpose of the original idea stays well nourished.

It’s time to start planning that all important end-of-the year party for your workplace. This is a chance for people to feel appreciated for a job well done and to further enhance a sense of community in your workplace. Here are examples of 5 common mistakes that party planners make, followed by 5 ways to avoid them.

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5 Ways to Mess Up your Office Party

Mistake #1 – Throwing it together at the last minute

Too often, planning the Holiday party ends up in the InBox of the busiest person and it gets thrown together at the last minute. We heard one story in which staff received one day’s notice for the event. They arrived to find an exhausted support staffer racing to put out a Box of Yellow Tail Wine and a bucket of KFC.

Mistake #2 – Un-Inclusiveness

A woman who worked at an insurance company told us that they received a group email like this (no joke): “Christmas Party tomorrow at 3 p.m. All staff attending MUST wear the reindeer ears supplied at the door. For those people who don’t celebrate Christmas you will be required to cover for everyone else. Please don’t invite kids or significant others, as we won’t have enough food or refreshments.”

Mistake #3 – Seating for Silos

Every year a municipal government office has an end-of-the-year party in which food and drink is laid out at round tables of 6 people. The meeting planner complained to us that people just sit with their regular office buddies and make fun of people they don’t like in other departments.

Mistake #4 – Alcohol Free-for-All

One of the most common mistakes we hear about are organizations that have an open bar. People get drunk and then do and say things that end up on Facebook. We heard of one individual that arrived hung over the next morning at work and was entirely surprised to discover he no longer had a job.

Mistake #5 – No Community Building

Too often we hear people say they dread going to the Holiday Office party. It’s boring or uncomfortable and they are just there out of obligation.

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5 Ways to Amp Up your Office Party

In case you aren’t interested in the possible side effects of the above, here are some tried-and-true approaches to ensuring an enjoyable event.

1. Creating a planning committee

Spread the organizing over several people who enjoy this kind of thing. Ensure there is enough planning time and a big enough budget. However, do survey what employees would most enjoy. In general, people enjoy events where they feel inspired, included and appreciated. Remember — substance is more important than flash. With some creativity you can do a lot on a little.

1. Being inclusive

A Christmas party may alienate some of your staff. If people are from diverse backgrounds, have a more generic Holiday party. If you have an office party during the day, make sure everyone can attend. Do invite significant others and children for at least one office party a year.

1. Helping them mix

Your company party may be the only time people get to meet the president, CEO or VPs in person, or people from other departments or locations. Make sure people don’t spend the entire event with their regular office buddies. Enhancing workplace relationships at all levels can create an invisible web of goodwill that can positively affect the bottom line, communication, enjoyment and overall morale.

1. Eat, drink and be merry — in moderation

If you serve alcohol make sure you serve food at the same time. Include plenty of non-alcoholic drinks and healthy food options along with the usual treats. If people overdo it they may associate your party with negative feelings about what they did or said, or how they felt the next day. Provide other forms of “social lubricant” such as interactive mixers.

1. Hiring a pro

To create the right atmosphere you might like to hire a professional speaker (like Carla J) who can ice break the group and get people laughing and learning some great ways to handle the stress of the holiday season. Just remember, that laughter is the shortest distance between two people.

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Carla Rieger offers a one hour program on Team Play that is perfect for a Holiday office event. She gets people interacting in a non-threatening, enjoyable ways while learning some important ways to stay centered during the Holiday Season. Call us 1-866-294-2988 or email: carla@artistryofchange.com.

What people are really saying
The top reasons we hear are: low pay, too much stress, or the boss from hell. These reasons came from a random survey of employees at a few of those organizations that won the coveted title of Best Company to Work For. Almost everyone we surveyed said they didn’t consider their company to be such a great place to work. Why the incongruence?

Why the Gallup Q12 may now be an exercise in futility
For the key to employee engagement, all you need to do these days is to look to the Gallup Organization, right? They conducted hundreds of focus groups and thousands of interviews with employees in a variety of industries, and came up with the Q12. This is a 12-question survey that identifies strong feelings of employee engagement.

You can see a list of the 12 questions here.

But what if you can’t live up to standards of the Q12? Certainly managers who care about you, encourage you, mark your progress, value your opinions and allow you to learn and grow—all contribute to employee engagement. But, for many that is a radical new approach to management. What if you can’t find or train those kinds of people overnight? Plus, many people don’t know what is expected of them at work because the economy keeps changing, or the industry keeps changing. Employees may not have the materials and equipment they need for the same reasons. Maybe you can’t do “what you do best” at work every day, because “what you do best” has now become obsolete. Or, you can’t do quality work, because the market turn around time has significantly decreased. In short, trying to keep up with the Q 12 may now be an exercise in futility.

So you can’t feel engaged until the rate of change slows down?
If so, you might as well drop out of the rat race now and live in a cave. The only way out of this dilemma is to adopt new habits to deal with change. Due to profound economic, sociological, and demographic changes, we must evolve at a core level. In Seth Godin’s bestseller, “Survival Is Not Enough”, he states that “Most of us view change as a threat, and survival as the goal. The first step to help yourself and your organization thrive in the coming economy is to eliminate the anti-change reflex that’s genetically coded into all of us. Once a company learns to zoom (embrace change without pain), it’s much more likely to evolve.”

Creativity as the key to employee engagement
What Seth Godin is referring to when he says “zooming” is a form of creative thinking that is available to everyone. It is bundled with our bio-computer hard drive. We just need to learn how to use it more often. The problem with the Q12 is that the burden of employee engagement mostly lies on the shoulders of management. The truth is, many managers are even less engaged than their employees. How are they possibly going to inspire their workforce? The antidote to almost all Q12 is to teach people how to zoom, at all levels of an organization. The lowest level of creativity inspires far more vitality in a person than the highest level of consuming. In other words, if you can create a workplace full of creative thinkers who share enough of the same core values, the engagement happens all on its own.

Dissolving negativity at work
Countless times, we have seen office politics dissolve; complainers become supportive; toxic emotions unexpectedly evaporate, and unethical people suddenly have integrity when an organization gets back in the creative flow. In other words, it learns how to zoom. Yet, we’d like to take it one step further. It needs to be creativity tied in to core organizational values; otherwise you can end up like Enron (innovation run amok because it lacks integrity). What we’re talking about here is zooming with integrity, or what I call being a Change Artist. To build a Change Artist organization is to create clear values and then teach enough people key habits that naturally unlock the creative thinking necessary to live those values. Once there is a high enough “vibe” of creativity, the permission for it, and the responsible demonstration of it, the Change Artist virus spreads. Others can pick it up by osmosis.

Do you have a comment?
Feel free to add your opinion to this post. For more tips, or to learn about Carla Rieger’s organizational programs, consulting and other resources go to www.artistryofchange.com.

Here are the Top 6 Reasons I hear about why people believe that their work environment could never be fun or engaging:

1. Our work is very serious

2. There are too many overly serious people who work here

3. The management won’t allow us to have fun

4. We have too much work to do, there is no time for fun

5. If people had fun all hell would break loose

6. The public or customers would think we are not doing our jobs properly

Yet, here are the Top 7 Benefits I hear about why having fun at work is so crucial these days:

1. It is a low cost, easy way to build morale.

2. It enhances communication and builds social bonds that help people through the tough times.

3. It makes people want to perform well at work and be a contributing member of their team.

4. It re-vitalizes people so they are healthier and have more energy.

5. It opens up creative thinking which helps people be more resourceful with problems.

6. It helps staff build rapport amongst themselves and with clients and customers.

7. It creates a positive atmosphere that makes customers more likely to want to do business with you.

Stephen Dudar (also known as Cap’n Steve) works within the Lord Selkirk School District in Manitoba. One popular idea they used when energy was low in the office was the “ambush with nerf guns” idea.

A few of them would ambush other fatigued staff and within minutes energy levels were restored. He says “This kind of thing turned around how we delivered services to the schools under my care as well as the morale of my entire department.” Ironically, by creating planned chaos, it made the actual work time more focused and organized.