>It has been my experience (over 10 years) that clear core missions almost
>*automatically* "prune" people who aren't aligned.
>
>When I work with an organization that gets to their core mission, it isn't
>uncommon for 10%...even some of those who actively took part in
>discovering the mission...to leave the organization fairly quickly. They
>go of their own volition. They go with the support of the organization.
>Bosses are willing to give them strong, honest recommendations.
>*Everyone* is better off than they were before the mission was clarified.
>
>A typical "departing speech" includes a phrase like, "I'm *really* glad we
>discovered this mission. I think it's *perfect* for this organization. And
>I'm very clear it's not the mission *I* want to fulfill. I'm delighted and
>relieved to have discovered that now, and not struggled for the next xx
>years wondering why I wasn't feeling aligned and successful."
Sounds like you have worked with a lot of "enlightened" organizations.
However, I find it very difficult to believe that people will simply walk
away from a job saying "I'm really glad we did this. I have a much clearer
sense of my own personal direction now, and I can see unemployment is
preferable to working here." Most of the time the "exit interviews" (not
"departing speeches") express feelings of betrayal, fear and anger.
For those less-enlightened, less-experienced ones working to substantially
change their culture, the "10%" may not be so happy to leave their jobs -
or they may feel they have something to contribute, while the bosses
disagree. Some are simply labeled as "resistors" and booted out. The
effects on the remaining staff are palpable: all trust goes south.
This happens. The key is the amount of support the organization gives to
those who are leaving (whether of their own volition or not).
gerry starnes
austin, texas
gstarnes@bga.com