The foundation to the strategic pyramid

Q1: “I know what is expected of me at work.”

It’s the first question on Gallup's Q12 engagement survey, and the foundation for everything else - the questions are ordered intentionally. After 20+ years at one organization, through 6+ mergers (two that doubled its size), I’ve seen great and not-so-great change management up close, and what it does to people management. 

 🏡 In small organizations, “figure it out as we grow” works. You talk daily, you’re close to the leaders’ vision, and everyone feels seen. Pizza parties and nice people go a long way, even when leaders work behind closed doors. 

 🏢 Then the organization grows. The musical chairs org chart begins, outside talent arrives, and structure that was spoken must become written. Think Super Nanny walking into a house with exasperated parents of four who were just fine with one child: out come the chore chart, the calendar, the task list. 🎬 

FOR EXTERNAL HIRES 🆕: job analysis, job design, and a clear 30-60-90 day plan on day one are critical. If the plan is “learn and observe for 90 days,” say that. Don’t post tasks labeled “deliverables” on Trello for all to see, then say they aren’t real. (Yes, this happened to someone I know. Deep confusion.)

FOR INTERNAL TALENT 🎶🪑: Move them to a new team, give a different title, but the work hasn’t quite changed. New work creeps in. Is it permanent? Temporary? Plus new manager ticks to learn. Watch for the signs of Q1 eroding: people get quieter, and sarcasm rises disguised as humor. Disorganization becomes a constant pebble in the shoe. If leaders are nice and friends are near (Gallup Q10: “I have a best friend at work”), people stay for the mission. But the pebble remains, and the rework and constant clarification are costly and rarely measured.

 🌀 Here’s the twist: organization size doesn’t matter. Confusion or clarity exist within one team, department, or bigger. People thrive or don’t. People leave often managers not organizations. A strong manager doesn’t have to write everything down. But they must understand their power to pay & evaluate, and the power of the written word, whether it’s their own notes or an employee’s weekly Workday check-in. 

When termination comes up, HR always asks what’s documented. Weak managers write it down at the last minute and blindside the employee with a Performance Improvement Plan or a termination. I’ve seen this across organizations and heard it from many who were blindsided.

🦜 = 🖨️ To maximize your talent, match the verbal with the written. 

Nice leaders get by. 

Leaders who aren’t nice lose money. 

Leaders who care about their employees, and the families those employees provide for, are the ones who are truly great. It's because words on paper have the same meaning as numbers in a bank account. That's integrity and professionalism. 

Create a clear foundation to build strong roots.