Zombies in the Workplace

Zombies have become so popular in the past few years that we have put them in every role possible. Rewrites of classic books, modern television series, and historical figures from our past have been sucked into this zombie mania.  The zombie story lines vary from tale to tale but they all have one consistent theme that rings true and that is they are inevitable.  Most zombies are slow but they keep coming.

In one particular television series a well-meaning medical professional thinks he can cure the zombies. This overambitious man thinks he can fix the zombies because he knew them as good people before the problems came about.  Because he knew them so well and had cared for each of them it was his obligation to restore them. His thinking is he could reestablish them to their former state. In the end he winds up robbing resources and putting the rest of the population in danger by continuing to feed the zombies.

In our work environments we come across zombies every day. Zombies are the ones that kill productivity through social loafing, lack of focus, trouble making, and energy sucking.  Over and over you will find them in the center of each issue. They are the ones that derail plans that were not their idea. Zombies are on the prowl to destroy everything in their path.  Zombies do not comprehend group success. You can spend hours investing in their outcomes. In the end they remain the same but the group as a whole becomes infected with their virus.

I found a strange correlation between dealing with zombies and our management practices.  Many of us have been given a task of “fixing” a co-worker because of a past relationship or connection.  Some of us get the job just because we have a track record of being good at “motivating people” to achieve goals.  Both of these situations can have transformational outcomes and produce motivational conclusions that will speak to others for years to come.  This victorious outcome is what we all hope for but it is not what we always get! 

There is one element that we must not overlook and that is what drives those we are investing in. Who is motivated?  If you find yourself in a situation where it is clear that you are the one who cares the most you are probably being overtaken by zombies.  Zombies only care about themselves. Zombies will consume you and not give it a single thought.  Zombies are looking for their next victim. The bottom line is that you can’t fix zombies because they do not want to be fixed!

True leaders know if they are dealing with sincere hard working people or are being overtaken by the zombies.

 

 

  

Finding the Fit!

A question was raised in my Principals of Management class this week.  Why do we learn all of this management theory when we have never seen it in real life? When I asked some clarifying questions I found a common thread in each of their answers.

 

Most of the class has only post-recession work experiences.  The real world to them is built around cost control and part time transient jobs. In the past five years most of the students have held four or more jobs. Each of their stories ended with the same result the job was over or gone.  Only one of the students had had the same job for more than two years.  Each student was questioning the relevance of a college degree with theory that they have never experienced first-hand.
 
Following my traditionalist concept of business theory and my Machiavellian thinking we must follow the tried and true. It is clear that we face an uncertain future and we are surrounded by underemployment. Companies that have traditionally built on the strengths of their people have had to stream line to remain profitable. We see far less of what we have grown to expect of American employment but it will be the companies that have applied proven theories that will be the best companies of our future. 

 

We learn this to change the future outcome and not accept the current environment as the status quo! Ships are not easily turned but the ship’s turning is started with one of its smallest components. Change starts with someone . . . maybe you.