There is a terrific metaphor in Lance Secretan’s book “Inspire!” that provides one of the best descriptions of many corporate workplaces I’ve seen. I’m surprised I haven’t seen it in Dilbert!
We all know the term “copycat” as it applies to someone or something who imitates or adopts the behavior or practices of another. Although it is cute when we are kids, it can be annoying later. While imitation may be the best form of flattery, it can prove to be disastrous if we are following the WRONG behavior (even inadvertently).
The “copyfrog” label, however, combines this notion of imitation with the story of how a frog is boiled.
It seems that if you place a frog in HOT water it will immediately jump out. However, if you place a frog in cool water and slowly heat it, the frog will stay until the water boils and it is too late to escape.
Lance Secretan lists one of the reasons we find it difficult to change is this copyfrog effect: …someone who is afraid to speak up for fear of ridicule or feeling alone, or appearing not to be a team player, even though many others may feel the same way, and are also afraid to speak out. The result is that we copy the perceived (but not the real) beliefs of others — we copy others who are copying us.
Quite simply, by not jumping out of the water (or changing behavior) we are endorsing the status quo and ultimately leading to our collective demise.
If we model ourselves after those who have been successful (or appear to be so) rather than being authentic to our own souls it is easy to be trapped in denial when things turn bad.
Is it possible we have all been guilty of being a Copyfrog at one point or another in our lives?
You won’t have to look far for compelling evidence that we need to embrace dramatic change.
While I will reference my own workplace, I have been bombarded recently with so many similar examples (even outside of automotive) from acquaintances, that I am convinced we need a new type of leadership at all levels in our workforce.
In prior postings, I referenced the loss of passion in employees due to the massive downsizing we experienced at Ford. I stand by those observations even though I have drawn some criticism for my perspective. What is becoming more obvious, however, is the fact that a recovery (a real recovery) requires a fundamental change in leadership styles for all of us.
In an attempt to lead myself to full engagement I have been reading a great deal and doing a lot of “soul searching”. Many of the thoughts in the next few postings were from a handful of authors who have specialized in the areas of value driven business (Nadine Thompson, Angela Soper, Ben Cohen, Mal Warwick) and next generation leadership (Lance Secretan).
It is clear to me that the traditional manager who has mastered the skills of motivation, project lead or program management, and delivering terrific shareholder returns (especially in the short term) may well be a detriment to recapturing the hearts and minds of people.
We have systematically trained (and have been trained) based on a flawed business paradigm. As one management theorist wrote in the Harvard Business Review (May-June 1998, pp 98-105), “Organizations need to remember that their ultimate goal is performance, not employee satisfaction and morale.”
The skill sets and convictions of the leaders that brought us to this place won’t inspire anyone to re-engage. It’s time for all leaders, influential program or project managers and team members to raise our sights to a higher level if we want to sustain a true recovery.
I just returned home from spending the day with our youngest son attending the NASA broadcast of the launch of the 2010 F.I.R.S.T. robotics competition and the subsequent “initial strategy” meeting his high school team held to get started with this 6 week challenge.
I walked away more impressed than ever with the future of our world.
Without getting too deep into the logistics of what the FIRST initiative stands for [For Inspiration and Recognition of Science and Technology], I can tell you that it has far more impact in changing lives than ANY other activity I’ve witnessed to date.
Although centered around building robots for competition, it is more about building people for challenges.
Watching the transformation of young peoples lives is more than fascinating, it is contagious and I would encourage EVERY person I know to go see for themselves what is taking place in these high schools around the world.
Nothing is more relevant to the challenges we face. One guiding tenet of the FIRST experience is centered around something they term “Gracious Professionalism”.
I wish every executive or business colleague could re-enlist in high school for such valuable education.
Just for kicks, watch the animation that explains what these kids (grades 9-12) have the next 42 days to build. This is in their “spare time”. While it includes a competitive drive, a thirst for knowledge and the thrill of contributing to something cool, the real benefits come from living through the intense and demanding schedule rarely experienced at a high school level.
As a professional (not in a science or engineering role) I have found nothing more worthy of recommending other adults volunteer their time in mentoring young people. Take time to attend one of the local competitions. Check out the details at www.usfirst.org
Lance Secretan lists one of the reasons we find it difficult to change is this copyfrog effect: …someone who is afraid to speak up for fear of ridicule or feeling alone, or appearing not to be a team player, even though many others may feel the same way, and are also afraid to speak out. The result is that we copy the perceived (but not the real) beliefs of others — we copy others who are copying us.
