Posted on 2009 under Management |
If you manage staff in Real Life, or guild members in a virtual world like World of Warcraft, I strongly recommend that you read First, Break All the Rules: What the World’s Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman. In the largest study of its kind ever undertaken, the Gallup Organization studied employee performance. In spite of being based on statistics involving 80,000 managers and a million employees in 400 companies, the book is highly readable and enjoyable. It will make you more effective as a manager.
12 Simple Indicators of a High-Performing Raid Team
They came up with 12 core elements needed to attract, focus and keep the most talented employees. They also proved very clearly that an outstanding workplace, in terms of both performance and employee satisfaction, depends more than anything on the manager of the business unit. The organization and the direct manager must create an environment where these 12 questions, or at least most of them, are answered strongly in the positive.
So, here they are, slightly rewritten for our guilds and guild members:
- Do I know what is expected of me on the raiding team?
- Do I have the gear and knowledge and clear, appropriate assignment to do my job right?
- On raids, do I have the opportunity to do what I do best every day?
- In the last week, have I received recognition or praise for doing a good job?
- Does my Raid Leader, Guild Leader, or someone in my guild seem to care about me as a person?
- Is there someone in the guild who encourages my development?
- In my guild, do my opinions seem to count?
- Does the purpose of my guild make me feel that I contribute in a meaningful way?
- Are the other raiders on my team committed to performing well?
- Do I have a best friend in the guild?
- In the last six months, has someone in my guild talked to me about my performance?
- This last year, have I had opportunities in my guild to learn and grow?
Don’t Other Factors Matter?
I realize there’s nothing there about high pay, or benefits, or organizational structure, or job security. Those things just didn’t come to the top of the pile when it came to what employees really cared about. They weren’t significant indicators of what made a high-performing workplace stand out. The 12 questions above, were. It’s not that other factors don’t matter at all. They may be necessary to, as the authors say, “get you into the game, but they can’t help you win”.
Well, the Real Life version, anyhow. I’m fairly sure there have been no Gallup polls in World of Warcraft, at least not yet! The 12 questions identified in the book and paraphrased above were consistently able to discriminate between the most productive departments/workgroups, and those that weren’t. Simple as they appear, they are what matters most, and the book goes into a fair amount of detail to show how they link to four critical business outcomes: productivity, profitability, retention and customer satisfaction.
In the next installment of this article, we’ll talk more about what managers specifically do to “Break the Rules” and provide an environment that nurtures positive responses to these 12 questions.
Continued in Becoming a Great Manager – Part 2
As a leader who values teamwork, cooperation and synergy, there are several behaviors that you must learn to be consistently capable of to nourish a supportive atmosphere for your team.
Setting Expectations Is Important
You need to make it clear, from your website, policies and recruiting interviews on through your everyday activities, that teamwork is an expected and important value. It’s about “we”. We defeat dragons together, or sometimes we fail to do so, but we are learning and growing together. We discuss how we can improve.
You Need To Model The Behavior Of A Team Player
There are many ways for you, the leader, to model the behaviors you are hoping to see. Here’s just a few of the most important: Share. Take turns. Don’t (need to) be a hero. Don’t micromanage. Trust. Do your best. Help others respectfully; don’t create co-dependencies. Deal with your own emotional “stuff” instead of dumping it on those around you. If someone bothers or upsets you in some way, ask them about it privately, and as non-confrontationally as you are capable of. Appreciate the people around you. Notice them. Thank them.
Flaws Are Okay, Especially in Leaders
Create an atmosphere where occasional mistakes are ok. Make sure your team has an environment that helps give them the emotional security to admit mistakes. Model what you want to see by admitting your own mistakes. “I blew that, I’ll do better next time” is fine. It’s usually a relief to people when the boss/teacher/leader isn’t perfect, and admits it. It takes the pressure off them to achieve an unrealistic standard of perfection. While some stress can be positive, none of us perform well when too much piles up. If you assume and model the expectation of a supportive environment, most often others will expect that too – and help create it!
There are a few management theorists out there that really nail it when it comes to identifying what employees care about. Since retention is a good thing, because turnover is expensive in several ways, leaders need to care what keeps employees happy and productive on the job. So do guild leaders. In the back of my mind, I see Mel Gibson with a smirk on his face and the cover of that movie “What Women Want”. Since I never actually saw it, and can’t give out our gender secrets (at least not easily!), I’ll stick to talking about business and guild leading and you can decide for yourself whether the theory translates over to other types of relationships.
The simplest model I’ve seen approaches the issue from a negative perspective, and illustrates three factors that create “Job Misery”. This is Patrick Lencioni’s model, taken from his book, The Three Signs of a Miserable Job. Picture a triangle, representing Job Misery. Each side is made up of the following three factors:
Nobody knows who I am. Nobody cares. Nobody says hello when I log in, or says goodnight when I leave. Nobody ever catches me doing anything right. Or wrong. They just don’t care about me. I’m just another generic <tank> <healer> <dps>.
I need to know that my efforts matter to someone. I don’t feel part of the team. Nobody thanks me for the work I do. Nobody notices my debuffing, healing, decursing, mob pickup, kiting, etc. I need to feel I’m contributing to the guild’s success. Would it matter to them if I never showed up?
I wish I knew how I was doing. I don’t want the Raid Leader’s opinion, I want to know for myself whether I’m doing the right stuff.
This word, coined by Lencioni, is about your ability to objectively judge and measure your own performance, and whether you are meeting the necessary standard. It’s about having a tangible indication of success or failure, that isn’t subject to another’s opinion, so that you can feel in control of your own situation. What your guild could do to enable this is to make sure you understand your role in the fight clearly; and provide objective tools such as WWS or other meters, while encouraging you to compare your performance to your previous ones.
So, what do we as leaders do to combat “Job Misery” on our raiding teams? Since we run a completely volunteer organizaton, failing to address the three factors above means our guilds fail. Some of the factors that contribute to combating one or more of Lencioni’s Three Factors include:
Some Things Members Do Want
Camadarie. Cheerful guild chat with low drama.
Being greeted as they log on.
Interesting forum participation with a personal touch. Perhaps a Real Life pics thread, screenshot of the week thread, or humor section.
Officers with some people skills. Friendly. Approachable.
Leaders who catch members doing something right – in public or in private tells.
Leaders who catch members doing something wrong – privately, respectfully, in tells.
An upbeat, low drama, respectful raid environment.
Raid strats discussed on the forums, with each person’s role clearly laid out.
Published WWS or similar performance logs.
Understanding of how to read performance logs effectively.
Hearing “thank you”. For buffs, for Fish Feasts, for showing up on time, for working hard. Sincerely.
The opportunity to have suggestions listened to.
Celebration of successes. Even incremental ones.
Guildmates and officers who remember there’s a person behind the toon.
Being noticed, appreciated and significant to the team.
What else does your guild do to combat “Job Misery”?
Posted on 2009 under Guild Dynamics, Teambuilding |
Every organization needs a clearly stated intention. If you don’t know what your purpose is, you aren’t going to have a hope of aligning a team to get you there.
“Our intention creates our reality.”
– Wayne Dyer
My World of Warcraft guild started as a split off from another guild. Many of us had joined it to raid, and yet its most senior officers, although they’d never stated it, saw it as a social guild. The focus and discipline of raiding wasn’t something they wanted to do, and one day one of them told several of us who had been trying to keep raids going, “If raiding is essential to your enjoyment of the game, you should leave.” We waited a day or two for the Guild Leader to retract that statement. We were angry, because we’d never been told it wasn’t a raiding guild – in fact we’d joined that guild to raid. With a little thought, we realized that we’d been done a favor. We had clearly been told we couldn’t have what we wanted there, and we knew what we wanted. Five of us decided to leave and form our new raiding guild.
One reason it has been successful is that we stated our purpose, our intention, in writing at the start. Everyone who joined that guild knew what its goals were. Now, about 80% of the old guild ended up following the few who left, and that became a challenge in the first year, because our vision of progression raiding involved educating all of those people to what that meant and what it cost. However, we had the touchstone of our clearly stated objective for the guild to fall back on, and we stuck to it as we created and refined policy. Anyone in our guild could tell you its purpose, which is one of the essentials for its survival and prerequisites for success.
I’ve often noticed when talking to entrepreneurs, or even employees, that the clarity with which they can state the intention of their organization or role is a pretty good test of how effective they are in it. Ask someone “what do you do?” or “what does your company do?”. If you can’t get a clear, focused answer in 25 words or less, it’s a symptom of a much bigger problem.
Our guild is a guild of friends formed to have fun together raiding all current progression content, while keeping Real Life > Game.
I am a ‘personal business trainer’, partnering with organizations and entrepreneurs that have made the decision to make a quantum shift in their growth.
Try It Yourself
Try the ’25 words or less’ test on your guild, your business, your job. Try it on your choice of friends. In this world of information overload, being able to refine your focus to what is most important is critical. When you can angle the magnifying glass just right, you can light a fire!
Posted on 2009 under Teambuilding |
This isn’t going to be your typical World of Warcraft blog.
I have a strong interest in leadership, management, and teambuilding. World of Warcraft has been an incredible environment for me to observe some things about what works, what doesn’t, and why. The opportunity to compare and contrast these activities between gaming and RL, aka “Real Life” has, I believe, broadened and strengthened my previous understanding of them.
It’s also really messed up my work life. I used to like playing solo, in both Wow and RL. Now I prefer being on a team. I have a whole new appreciation for the scope of what can be achieved by a team working in synergy together. In short, I’ve been wrecked as a soloist entrepreneur. I want to be part of a team. At a minimum, I want a partner or a Mastermind group to swap and explore ideas with. I’ve learned down to the core of my being that you don’t accomplish great things solo. Or at least not as great as those you can accomplish with the right team. Two (or more) heads really are better than one, as long as they interact effectively.
So whatever the dragons you want to overcome in your life, I believe building a team will help. Being able to do the leadership and management tasks necessary to keep a team running well will get you further than soloing. That’s the stuff I’m here to write about. I just think it will be more entertaining for both of us if I mix in illustrations from the game. Some days its more fun to think of defeating a dragon than creating a killer marketing plan. Overcoming a giant, rather than managing a project.
“Teamwork is the ability to work together toward a common vision. The ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.”
Welcome to Defeat Dragons.