E = mc2
An Excellent Summary of GUNG
A book By Ken Blanchard
M = Mission
C2 = Cash + Congratulations.
The Spirit of the Squirrel:
“Squirrels work hard because their work is worthwhile. It works for people too. Worthwhile goes beyond important but it starts with important.”
“There are three lessons to learn: First, the work has to be understood as important. Second, it has to lead to a well-understood and shared goal. Third, values have to guide all plans, decisions, and actions. Put all three together and you’ve got worthwhile work. In short, Spirit of the Squirrel.”
“People have to understand how what they do contributes to the well-being of humankind—makes a difference in their own patch of forest.”
“Goal setting is a big problem in most organizations. The managers think that because they print a galin the annual report or announce it at some meeting, the goal is shared. They may have shared it, but if the team doesn’t commit, it isn’t a shared goal.”
“It’s the buy-in that makes the difference. It’s the commitment to making the goal a relity that has to be shared. Those squirrels are all committed to the same goal. In Gung Ho organizations it’s the same with people.”
“As we worked to Gung Ho the plant, Andy taught me that I needed to have two types of goals:”
First, result goals. Statements that set out where we wanted to be—whether it was units worked on, finished, or shipped, or accounts collected, or whatever.
Second, value goals. Statements that set out the impact we wanted to have on the lives of our team members, our customers, our suppliers, and our community.
“I also later learned that goals are maker posts you drive into the future landscape between where you are and where you want to be. They focus attention productively.”
“You can compromise and negotiate on goals. Sometimes the fastest route to where you want to get isn’t a straight line. But with values there are only straight lines. Leaders have to insist that everyone follow the straight line.”
“Values aren’t set the way goals are. The minute, the second, you proclaim a goal it’s real. It’s set. Values don’t work that way. You can proclaim a value all you want, and you need to do that, but values become real only when you demonstrate them in the way you act and the way you insist others behave.
Goals are for the future. Values are now. Goals are set. Values are lived. Goals change. Values are rocks you can count on.”
“I now know the essence of Spirit of the Squirrel, Worthwhile work, which meant three things:”
- Leading to shared goals
“The closer you get to Gung Ho, the higher the trust level will be. That’s what you need. Trust. As mutual trust rises, support for goals will increase.”
“Running a business from numbers is like playing basketball while watching the scoreboard instead of the ball. Look after the basics if you want success, and the first basic is the team.”
Spirit of the Squirrel
- Knowing we make the world a better place.
- Everyone works toward a shared goal.
- Values guide all plans, decisions, and actions.
“He told me gung ho was Chinese for ‘working together’ and the slogan of Carlson’s Raiders during World War II.”
“The Spirit of the Squirrel leads to Gung Ho only when it is matched with Way of the Beaver.”
The Way of the Beaver:
IN CONTROL OF ACHIEVING THE GOAL
“Each beaver has a large measure of control over its own destiny. They decide how the work is going to be done. They operated like independent contractors.”
“If everybody has the Spirit of the Squirrel, but management makes the workers do everything by management’s book, that organization won’t be Gung Ho. Chances are, management’s way won’t be the workers’ way, and so the workers won’t be able to produce as well. Besides, the workers’ way will likely be better. Much better. Nothing kills Gung Ho faster than narrow-minded and likely mean spirited management, chipping away at workers’ self-esteem by insisting things be done the bosses’way.”
“You have to let the people who really do the work do the work. It’s your job as leader to know wherethe plant is going It’s the team members’ job to get you there.”
“By setting the key goals and values, you define the playing field and the rules of the game. You decide who plays what position. Then you have the get off the field and let the players move the ball.”
“The goals and values are like sidelines. The players have to know that as long as they follow the rules they can go anywhere within the lines. And they have to know that when the ball is in play you’ll keep off the field.”
“The real secret of successful management is discovering what people do naturally and then figuring out how to adapt the organization to take advantage of natural behavior. Too many managers go at it the other way around.”
“The Way of the Beaver covered the relationship of an individual and an organization from both sides.
The second side was an organization that allowed and encouraged individuals to do so.”
Way of the Beaver
IN CONTROL OF ACHIEVING THE GOAL
- A playing field with clearly marked territory.
- Thoughts, feelings, needs and dreams are respected, listened to, and acted upon.
- Able but challenged.
“This is the day which the Lord hath made; let us rejoice and be glad in it.”
“The Spirit of the Squirrel has value only when it’s done the Way of the Beaver.”
“Change doesn’t mean just getting rid of old habits. It means developing new habits to replace the old.”
“It’s the old story of the barnyard breakfast, “ answered Andy. “The chicken and the pig agree to co host and the chicken suggests they serve bacon and eggs. The pig replies, ‘For you that means involvement. For me it’s total commitment.’ We need pig commitment.”
The Gift of the Goose:
CHEERING OTHERS ON
“I sat there stunned by the Gift of the Goose. It was so simple. So obvious. So powerful. It was magnificent.”
“Grandfather’s lessons may be simple, but they need time to settle in. You need to get some sparks going before you fan the flames with Gift of the Goose.”
“People are rewarded in two ways and both are important. Grandfather called them the two C’s: cash and congratulations.”
“Einstein put it best:” E=mc2
“Of course, Einstein was a bit mixed up about exactly what C squared meant. Obviously it means twoC’s. Enthusiasm equals mission times cash and congratulations.”
“The Gift of the Goose doesn’t have the impact unless the Spirit of the Squirrel and Way of the Beaver are also present. Otherwise it would be like spreading fertilizer on rock. A few fast sprouts where a little seed and soil meet in a crevice perhaps, but nothing worthwhile or permanent.”
Programmed > Spontaneous
Blanket > Individual
General > Specific
Traditional > Unique
“Andy said congratulations could be place on a continuum from left to right. The further to the right congratulations were, the more effective they were.”
“The second guideline was to cheer the progress, not just the result. At a football game the crowd doesn’t sit mute in the stands while the home team moves the ball to first down and goal to go and then cheer only when the comes. But that’s what most organizations do. Worse, they score in November and then wait until the annual award dinner in February, a hundred or so games later, to cheer.”
Gift of the Goose:
CHEERING OTHERS ON
- Active or passive, congratulations must be TRUE.
- No score, no games, and cheer the progress.
- E=mc2—Enthusiasm equals mission times cash and congratulations.
“Gung Ho is not a quick fix, Not flavor of the week, month, or even year. It’s flavor of the five-year strategic planning cycle. It’s a way of life. Like most things that are hard fought for, thought, it’s well worth the wait. Both for team members and the organization.”
“Today all the team members go home with their heads held high. They’re doing important work, each has significant input into how to do it, ad they know that both the company and their fellow workers appreciate their efforts and success.”
The Spirit of the Squirrel.
The Way of the Beaver.
The Gift of the Goose.