Ogre #5: Drift

By Bruce Hodes based on an article by Miles Kierson called “The Seven Hurdles of Successful Execution”.

Organizational drift aids in avoiding discomfort and repeating history. Most people call it “culture” we call it “drift.” What is “drift”? Imagine that you are swimming in a river and stop to float, what direction your body will move in? The direction of the current of course! You will “drift” away. It is the same with an organization – they all have their own drift – it is “how things work around here.” 

The tendency in organizations is to maintain the status quo; drift maintains the status quo. In most organizations drift is very strong. There is a “no change here” attitude. If you try to change things, it helps to know that this ogre will rear its ugly head and, if it can, eat you. Now there is a visual.

Handle the drift as if you were trapped in a canoe grabbed by a rip tide and being pulled out to sea. Grab a paddle and then begin to paddle at an angle, not directly against the tide, so that eventually you can break free.

When dealing with the drift of an organization adopts a similar strategy. Honor the drift and at the same time introduce strong corporate initiatives that will allow the organization to lay new track and move in a new direction. Examples of these kinds of initiatives would be serious adoption of lean manufacturing, breakthrough business planning or adoption of the Keyne Method of dramatically improving organizational performance.

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Ogre #4: Language

By Bruce Hodes based on an article by Miles Kierson called “The Seven Hurdles of Successful Execution”.

The language of improving organization performance gets in the way. Almost all of the words associated with performance improvement have negative connotations. We already addressed accountability, which too many people means “somebody is going to beat me over the head if I do not do what I was told to do”; even worse, is the phrase “hold people accountable”, which for many means “we are not going to be able to easily get away with stuff.”

We do not need to change the actual words; rather, we need to redefine their context. The language of performance improvement needs to relate to accomplishing the organizations’ vision, initiatives and goals. The opportunity is to shift the context of being a victim and powerless in an organization to one of being a partner and empowered in the organization. I assert that organizations like Southwest Airlines, Google, Apple and Zappos have done this.

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Five Ogres and an Angel: Guarding the Gates of Organizational Improvement

By Bruce Hodes, based on an article by Miles Kierson called "The Seven Hurdles of Successful Execution"


A lot of business literature exists regarding “change.” There are terms such as: “change agents,” “change initiatives,” “transformational change,” etc. Clearly a lot is changing in business. Yet is it?

Many organizations still struggle after all this changing. This begs the question what is really happening? What eludes us? What is blocking true organizational improvement and change? Who are the ogres guarding the gates organizational improvement? By “ogre” I am referring to obstacles.

In formulating this article, Miles considered his experiences working with organizations and resistance that he faced. Based on his experiences, Miles created seven assertions. Bruce got rid of one assertion and renamed the remaining assertions five ogres and an angel – it has a ring to it don’t you think? These five drooling and slimy ogres impede organizational improvement. Once you, fellow executive or CEO, know of and are aware of the ogres you can improve your organization’s performance. You also know what awaits you…

I request that you read this article and be honest with yourself. I am addressing you the beloved executive or CEO reading this article. See where and to what degree these ogres exist for you and your organization. Actively read the article and get personal value from it. If you find yourself getting defensive, just let it go and face the facts and reality. Be in the moment. Very Zen…

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Book as Compost

My view on books is that they can transform culture and refocus a business. Books, like compost, get good ideas to grow in organizations. Reading specific, specially selected books can create an environment conducive to creating organizational change and development. When management groups read the same book, it is like they’ve shared an experience with a common language. So, what does that get you?

Reading the same book gets executives of the company on the same page. They now share a common vocabulary. Groups reading together enhance understanding and the acceptance of innovation and change. Even when the leadership team does not agree on the book's message, the executives now have parameters from which to debate and explore issues.

Case in point: One company I worked with, after reading Raving Fans by Ken Blanchard, started using a survey that not only asked their customers: “Are you satisfied with our service? Yes or no? And why?” but also, “Are you one of our raving fans? Yes or no? And why?” This type of survey gave employees lots of feedback. It also focused them on converting their customers into “raving fans.”

Front Line Heroes: Battling the Business Tsunami While Developing Performance Oriented Cultures has the power to do this. Ok, I am biased and with that said I am also quite proud of the difference that this book is making.  It is getting great reviews.  Front line Heroes even made the top 100 management science books on Amazon.  The book was recently reviewed in the Daily Herald Business Ledger. My request is that you start a Book Club and read the book with your staff and fellow executives. The ideas and techniques of this book when applied will make a true and measurable difference to the performance of your company. You can hold me to that promise. Discounts are available for quantities of book ordered above 10 copies. Please let me know your thoughts and I look forward to hearing from you about this “book club” idea.