#08 - The Good Job - A Personal Journey of Discovery

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I've always seen myself as a dedicated collaborator, thriving in complex organizational environments. Over the years, in large matrix organizations, I've faced many situations where collaboration felt more like a battle than a partnership. Multiple stakeholders, diverse teams, and conflicting priorities created a challenging environment. Despite my best efforts—from informal chats over coffee to formal escalations—I often encountered colleagues who seemed uncooperative, even obstructive.

One particular incident stands out as?a turning point in my career and understanding workplace dynamics. It was an ordinary evening, and I was in yet another frustrating conversation with a tricky collaborator. Until then, I had tried every approach to reach a compromise, but nothing worked.

The Struggle

In this moment of frustration, as I tried again to build a bridge, I began to see the situation differently. I realized my colleague's actions, which seemed obstructive, were aligned with their own goals. What I perceived as resistance was their way of doing what they believed was a "good job," perfectly aligned with their line function goals. The real issue wasn't a lack of motivation or willingness to cooperate; it was a misalignment between the program's objectives and the line function.

We often assume that when someone is uncooperative, it's due to incompetence, malice, or laziness. Traditional management theories focus on extrinsic motivators—carrots and sticks—as the primary drivers of performance, implying that without these, employees lack motivation. However, this view is simplistic and counterproductive if we don't consider the context.?It's a natural human tendency to?act irrationally and judge others?when faced with perceived opposition. Until then, I had also operated under misconceptions about workplace motivation, not considering the broader environment.

The Epiphany

This experience forced me to re-evaluate these beliefs. If my tricky collaborator was genuinely trying to do an excellent job from their perspective, how many other workplace conflicts were due to similar misalignments? How often do we mistake a lack of cooperation for a lack of motivation when it is about differing definitions of success?

I began to view workplace dynamics through this new lens, and patterns became apparent. I noticed that when teams or individuals clashed, it was often because their definitions of "good work" were not aligned. This realization led me to develop my core tenet for collaboration:

Everyone wants to do a good job – the challenge is aligning what a good job means.

Transformation

Adopting this principle transformed my approach to collaboration. I shifted from trying to control behaviors to facilitating understanding and alignment. Instead of acting as a taskmaster, I became a facilitating coach, helping align programs, line functions, units/departments, and organizational goals. This shift was transformative, not just for me, but for others too.

By focusing on aligning perceptions of good job, we created a more harmonious and productive environment. This wasn't always easy—there was resistance, as it challenged deep-rooted beliefs about motivation and performance. However, by sharing stories, encouraging reflection, and fostering open discussions about what good job means in different roles, I gradually saw a change in their mindset.

The Ripple Effect

Although I never institutionalized this approach, I believe it could have a ripple effect across the organization. Teams could communicate more openly and effectively without mistrust and struggle of conflicts. Productivity improves, not because people work harder, but because they work more harmoniously towards shared goals.

When people feel their definitions of success align with their job requirements, they become more engaged, innovative, and committed. This alignment between individual and organizational goals creates an environment where everyone's efforts are directed towards shared objectives, leading to significant performance improvements.

The Journey

This experience taught me that collaboration isn't about ensuring agreement or making everyone work harder—it's about creating trust and harmony?while?aligning efforts towards common goals. As leaders, we must ensure alignment and buy-in across all functions and departments. This alignment empowers team members, providing clarity and direction. Our understanding of motivation and alignment must evolve as our teams and organizations change.

This principle is not a destination but a continuous learning and adaptation journey. By recognizing and dedicating our focus?to?ensuring ongoing?alignment of?our definitions of good job, we can unlock the full potential of our teams and organizations. on this alignment.

All of us want to do a good job – it's merely a question of aligning what a good job is!

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