How can you surprise and delight your organization?

Separately is good, but the combination makes a memory. Famous pairs just seem to fit together like peanut butter and jelly, Lucy and Desi, stars and stripes, chocolate and raspberry, rock and roll, and surprise and delight.

A surprise is easy to deliver. All I need is a spooky night and a bush to jump from behind. Delight requires knowing something about the individuals who will receive the benefit and it takes a greater level of awareness of the recipient.

People comprise organizations and their days are full of the grind. The myriad of responsibilities composed of; kids sports, commutes, hard work, family expectations, and anything else that needs to get done. To receive a delightful surprise outside of birthdays and holidays is rare. You have an opportunity to make an outsized impact on your organization through observing and taking advantage of what you know about those whom you spend all day. 

It does not require a round-the-world cruise; just an ear to hear what others say and a willingness to invest a few minutes. Write a note of encouragement or pick up a few items at the local dollar store; it doesn't have to be expensive, just purposeful.
 
I was on a mission to create the perfect chocolate and raspberry brownies over the course of several years. We cycled through our friends and neighbors delivering foil packages of brownies. It was great fun to make the brownies; planning the intended recipients, mixing, baking,  packaging and delivering. This practice provided the chance to teach the kids about giving, but also what it was like to surprise and delight those we loved. 

Your organization needs to be shaken up with some delightful surprises. Your turn to exercise your creativity, get out of your comfort zone and get to surprising and delighting.

Fill in the comments about your experience.

What is your organization's reputation?

My daughter was intrigued by the possibilities of an internship during the school year. She was going to figure out a way to travel the distance each week, and the dream began to take shape. The dream dissipated when she bumped into a senior classmate who had done the internship. The classmate explained the 10-hour days, getting berated for minor issues, and living the life of a second-class citizen.

What do former members say about the organization? Those that left the team carry valuable insight about the ins and outs of how things work. Is this insight sought out, gathered, reviewed and archived? When does the archive get examined to determine if the change has occurred, or if history is about to be repeated? Does leadership see this input as a valuable resource or is it ignored?

What does your current team say about the organization? Does the annual climate survey input drive change or is it just to impress stakeholders? How does leadership pursue regular information and turn it into action? How is a genuine sincerity and desire to serve expressed through the team?

What do your customers say about the organization? People comprise the organization. Real flesh and blood are making decisions, answering the phone after clients have navigated the labyrinth of phone menus, and conduct house calls to repair the products. Do the customers have the same realization or is the team just another conglomeration without a face?

What do you say about the organization? What are the descriptors you use when talking to a neighbor as the kids play sports? Are you proud to state who you lock arms with each day? 

If many employees suffer the same trials as my daughter was about to endure, it is only a matter of time before major trouble is experienced and everyone suffers; the founders, employees, and customers. Catch cancer early for any chance of survival. 

Going Further: What changes are required? Who is your contact to discuss these matters? When will you express your observations to drive change?What is one step you can do to make a positive impact?

How has your organization changed you?

Shirley has been a carhop at the Keller's Drive-In hamburger joint, in Dallas Texas, for 51 years. I asked Shirley what kept her carhopping at Keller's so long, and she replied, "nothing changes and that's just the way I like it." Looking around this favorite local eatery, I had to agree; it didn't look like much had changed in 50 years.

The dream is to work with organizations that encourage delivering your best work via your gifts and talents. Rarely is it a perfect match and compromises are made to fit into the existing team. 

I respect those who have a healthy self-awareness; knowing their strengths and weaknesses. This awareness supports the ability to discern how to respond when asked to change and bend to the organizational needs. 

If the requested change is a skill worth learning and added to the professional toolbox, then it is worth pursuing change. If the new direction is not in alignment with the true self, a decision is in order. Do you compromise on your strengths or reject the decree, and go in a new direction? Author, Derek Sivers wrote that we should enthusiastically say "Hell Yes," or "No" to any decision. Sober self-awareness is a helpful guide.

I am an optimist and find joy in all kinds of work. Primarily focusing on the silver lining and how it could work out vice conducting a sober assessment of the opportunity. I can be slow to listen to self-awareness due to fear of missing out on the next rung of the ladder and attempt to be something I am not. 

Embracing a challenge and pursuing growth is good. Bending is ok, but contorting and breaking is painful.

The self-aware are comfortable with the uncertainty of pursuing meaningful change. Adhering to self-imposed boundaries offers the freedom to say "hell yes" or "no" with confidence.

Shirley has decided to live the life of a carhop, proficient in a job that offers little change and doesn't challenge her boundaries. I am getting better at discerning when to evolve, bend or pass. What is your story?

How is humility displayed in your organization?

This inquiry assumes humility is a desirable trait in an organization and seeks to identify where it exists.

Merriam-Webster defines humility as; "the quality or state of not thinking you are better than other people."

It is not bragging if you answer the question.

How do you and your co-laborers display this virtue?

What are characteristics of your best organizations?

People define organizations. We often think of a company, mission, location, or a building when asked about our organization, but the people are what makes them distinct.

A co-worker and I were discussing organizations where we had worked, and she observed my demeanor completely changed when I considered a particular organization in comparison to the others. I didn't notice the radical disposition shift until it was mentioned. Recounting the strengths of the team, I found myself, well, kinda gushing. It wasn't perfect, but there was a lot that was right.

What were some of your organizations that nailed the important issues? A particular synagogue, a 4H club, one of your jobs, a gym, an Occupy Wall Street movement, a choir, a band, or a hundred other variations where people come together for a joint mission, would all apply.

What were the important characteristics you recall that made it special?

My experience included clear leadership that was aligned and allowed the rest of the team to focus on the task at hand, vice quibbling about office politics and jocking for position. Upper management would patiently listen to input and opposing viewpoints, then make a decision to execute. Each team was talented in their respective space, respected the other teams, and would counsel with each other when there was a need to address a seam issue. Being accountable to a high standard, given the freedom to work the plan, and get backing when a mistake occurs, or a roadblock needed breaking. The team bonded and built a close working relationship, making it a great place to work.

Even if the work sucks, the ability of the team to thrive in less than ideal conditions is possible and will often build stronger bonds. Shared suffering creates fast friends. When did your team bond over common pain?

Recounting the successes you have experienced, allows you to introduce these concepts to your current organizations and begin to be the seed of growth. The 10 o'clock news will tell you all that is wrong, and it takes intentional action to push back and make a positive change for you and your team. The good news is you don't have to wait to own the company; just start paying forward the goodness you have experienced. 

What happens to those outside the circle of trust?

Circles of trust start on the playground and extend to the boardroom. The playground cliques hurt feelings; in the workplace, productivity and creativity are stunted.

The org chart contains boxes representing people conducting important work. A massive cost of time and money is invested filling each box with a name. Justifying the position to the boss, critiquing the job description, recruiting, hiring, and onboarding is needed to fill the rectangle on the chart. The new hire dives-in, ready to help do the necessary heavy lifting and achieve the mission.

Seeds of mistrust are sown among the team members when an organization tolerates a "circle of trust" mentality. The team will struggle to gain access to the circle as us vs. them competitions heat up. As leaders, it is critical to ask; this the business legacy we are striving to build? What benefits do you expect with this methodology?

What hoops does the newbie have to jump through to prove her worthiness and gain access to the circle? Once in, there is always a danger of losing her status; a misspoken word in the morning meeting, quoting the wrong budget answer, wearing the wrong suit, or bravely pitching her edgy idea at the sales meeting. Living on the edge is exhausting.

The line of demarcation may have moved for some, and they found themselves outside the magic ring. This shift is a rude awakening. The rose-colored glasses have been shattered, because you know what happens inside the ring.

I have spent time on both sides of the line, and it is a soul crushing life to lead. On the inside of the circle, there is a need to measure up and to fit into some fuzzy standard. Living on the outside of the unique ring, you are marginalized, and ideas dismissed. Either way, the organization pays a great cost to maintain the defective environment.

The circle continues to tighten, restricting further admittance, encouraging tunnel vision, and groupthink takes hold. Diversity and innovation wait outside ready to contribute. The ego has won. This is not the future that must be chosen.

Going Further: How do you fight the temptation to build closed circles? How have you experienced the circle of trust within organizations and what were the pros/cons of the practice? What is one step you can do today to break open circles that exclude others? How would your organization be different if the circles of trust were opened?

What is your impact on the organizations tone?

Consider two aspects of this inquiry; when you are in the organization and when you are away.

During the vacation season, there was a noticeable shift in organizational tone when different team members were out of the office enjoying Summer fun. Business books will raise the question of how the reader influences others while in the office. The observation piqued my curiosity to consider what the office is like when I am not around and serves as a barometer of my influence.

My assumption is you desire to be a positive contributor to the mission objectives, grow the people around you and get paid. If you start your day with the mindset, "come hell or high water, my goals will be met, and the people don't matter," personal investigation of this inquiry is timely.

You will be hard pressed to find a book in your library that encourages back-stabbing, lying, gossiping, cheating, and hurting others to get ahead. Bestselling authors and organizational experts depend on similar tactics to enhance the individual and grow the team. Elements of the world-class team include producing a great product and a workforce committed to the mission and each other.

I want the office tone conducive to each member having the direction, structure, and freedom to maximize their gifts and talents to accomplish the objectives. There should be no fear of sharing bad news or mistakes, but a willingness to bring issues to light for resolution. The team must support each other, without office politics burying creativity or stunting learning and growth. Anything less reveals leadership gaps and must be addressed. Everyone impacts the organization for good or ill, and this responsibility is realized at every level.

How do things change when I am away? Is there more laughter? Are decisions made faster or slower? Does structure remain? Is the team empowered? How do they feel supported? Am I the bottleneck when away? Is each voice heard? Is everyone depended upon and held accountable for their work?

Asking these questions and getting honest answers is scary. Scarier yet is not asking and allowing the organization to flounder in dysfunction, with you and I as the reason.

For further reading: Ego is the Enemy by Ryan Holiday