Get Out From Behind the Glass
At 10.50am on the 29th of November 2005 Matthew, my youngest son, was born. He was seven weeks premature and weighed only four lbs. Denise had to go into the operating theatre so I was alone at the side of Matthew’s incubator feeling scared and helpless. He was crying, so in an effort to try to do something I put my hands on either side of his little plastic cot and prayed he would be ok.
I was startled by a whisper in my ear. It was the nursery matron. She said “What are you doing?” I replied “I’m trying to help my baby. She laughed softly saying “Son, you won’t help him from behind the glass.”
So she lifted Matthew gently and placed him inside my shirt. He cuddled in and went back to sleep. Though I sometimes reflect on my failings as a father and in business, at that moment with Matthew sleeping on my shoulder I felt like I could have changed the world.
I believe that if we reflect on times on our life when we feel our best, it is when we are helping others. And I also believe that the more you help others get what they want the more you get what you want.
So, If you want to help people at work, first make sure they have strong sense of purpose. They need to know why and what they are trying to do, they get feedback in the form of measures and are also allowed to contribute to the improvement of the system. But more than anything else, you must get involved. As I was reminded through Matthew’s birth, you can’t help people from behind the glass.
What about you? How much time did you spend solving problems with your team last week?
2 Responses to “Get Out From Behind the Glass”
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June 10th, 2009 at 10:49 am
Nice post. I love the stories I’ve heard about the head of a Council Housing Repairs group manager telling his managers to get out of their offices and go and see the work.
I’ve been trying to spend time with my time and actually watch the work (go to the ‘gemba’ in Lean terms). What’s interesting is the feeling that I’m not “doing the right thing” as a manager doing this because I’m ignoring management reports, status updates and e-mails I need to respond to. It’s as if the seeing or visiting the work as a manager is a luxury.
These feelings are only re-inforced by the fact that many of the managers above me sit in glass walled private offices and instead of visiting the work, they have reports of the work taken to them (which, sadly, don’t help the team understand how they are performing or where they could improve).
This reminds me of situation in Gerry Robinson Saves the NHS where he had to battle with the CEO of a hospital to actually leave his office and walk around.
June 10th, 2009 at 11:04 am
Stuart, your emails always lift my determination to find new ways of connecting, understanding and improving what we do for our customers. Your message this week is so poignant, but its relevance in our attitude to how we fix problems is priceless.