One of the better pieces I've read recently is the deconstruction of a Deloitte memo. The article, by Lucy Kellaway of the Financial Times, is one of the best critiques I've seen in a long time as well as quite biting.
In her piece she compares the Deloitte memo, written by Jim Quigley, with one written by David Greer, deputy chief executive of Royal Dutch Shell's Sakhalin Energy Investment Company.
Now consider the style of the Deloitte memo. "Our identity reinforces the shared vision of our member firms," it says. This is so profoundly meaningless that I doubt if its author could tell me what he meant by it.
The next criterion is that the boss must sound as if he is on the same planet as the people he is trying to motivate. Again, high marks to Greer. He refers to "mutterings" and bad body language of staff at a recent meeting. In other words, he is aware that morale is bad and isn't frightened to discuss it.
Meanwhile, at Deloitte the new chief is oozing platitudes as to the state of the company. "I have never been more proud of who we are?.?.?. we strengthen our brand every day as we deliver value to our clients."
Next, a good motivational message must consider what it is that keeps employees in their jobs. Greer cites three reasons: "To earn a decent living for yourself and your loved ones," self-respect and desire for success. This had me cheering (even though the phrase "loved ones" is not one of my favourites). Most managers like to believe that workers are there for love of the company or, worse, for passion towards the brand. Money and other basics tend to get overlooked.
Ouch.
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