“Whatever it is,” the peer responded, “the vice president will assure us that it will improve sales, cut costs and cure cancer.”
Rumors of a new program launch had been racing through departments like a grass fire in a wind storm.
Perhaps the employees should not have been so skeptical. But they clearly remembered several previous aborted improvement efforts.
“Higher-ups” often are not fully aware of the extra work burden created by the latest catholicon. And when managers are prone to latch on to the new “whatever,” employees quickly engage in what Professor Robert Sutton calls “fad surfing.” That is, employees make minimum commitments to show cooperation but do not engage enough to ensure eye-popping success.
Program failures prompt managers to search for the next lever; starting a cycle of: (1) roll out a new program with great fanfare, (2) experience disappointing results, (3) regroup and center on another, even better, remedy.
When a new program flounders, management should not be so quick to search for lightening in another bottle. A refocus on the fundamentals—hiring, training, supervision, recognition—might be the better cure.