In years past, I had several clients who came to me seeking information about creating a more customer and employee-friendly culture, often without the approval of their bosses. Usually, these people were women who sensed that the company and the customers would be happier if things on the inside changed. For some, it was about developing quality standards; for others, it was that they needed better communication skills and practices. Occasionally, it was a frustrated manager who just needed to talk.
I don’t remember exactly how they found me – but back then, I spoke at many conferences and had an easy-to-read little book on customer loyalty. In some cases, I couldn’t help them for very long because a budget for me didn’t get approved. For others though – one in particular – I got so hooked emotionally that I took her calls for almost a year – and enjoyed them. Let’s say her name was Lynn.
Lynn called with a rather horrific communication problem and needed me to get on a plane immediately to help. I did. That little client eventually turned into a big client, but at that time, their management team was in flux, so the work was on an emergency basis. I did little bits of work, usually around something that had gone horribly wrong and how I might “fix” it. But because of Lynn’s passion (their training manager) I was hooked.
While this was going on, however, she was connecting to others in the company who felt the same way she did about culture and customers and wanting to see a change. One day I shared a quote from the anthropologist Margaret Mead with her, and that’s when everything began rocking: “Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it’s the only thing that ever has.“ That seemed to get her excited.
Because I love quotes, I then shared Anita Roddick’s “If you think you are too small to make a difference, try sleeping with a mosquito in the room.”
That did it.
A week or two later, I got an email from her with an adorable logo. She had gathered her like-minded employees and “hatched” a plan. They would become “The Skeeter Squad” and infiltrate the culture until things changed.
Not too long after that, an acting CEO was appointed, and she and the squad talked to him about our work together. Shortly, I was on a plane for Indiana and presented my ideas about Customer Caring and Positive Leadership to the acting CEO and the management team.
They loved it. They could see that by creating changes on the inside, they could create change in how their members (customers) saw them and evaluated them.
We started by discovering the values of the group that was member-facing. Mindmaps were everywhere! It was an exciting time as people realized that the values they help personally COULD be expressed at work and they could help build stronger relationships with their members!
Then there were communication workshops so people learned how to talk to each other better (did I mention these people were engineers?) And gradually things internally began to change. Departments that never really communicated, except by email, were sitting in rooms together talking about how to work together. In one case – they saved a quarter of a million dollars in consulting fees when they realized all they really had to do was talk to each other and they could do the work in house. Epic!
As changes began to happen, our budgets got bigger, and eventually, I called in my strategic partner, Karen Pfeffer. We turned my “Positive Leadership” workshop into a 2-day “Breakthrough Experience.” The environment was electric – people were energized like never before. The Members noticed the difference and the feedback was awesome! We were there in person often monthly to do coaching and my signature methodology – Wisdom Circles.
Then the interim CEO left. And to this day, I’ll never really know why although I’ve done my best to talk to him.
The person that took over next didn’t seem to care much for the culture, the communication, or the customers. What he cared about was “Compliance.” Gradually, people went back into their little cubbies, and years of support for open communication without blame or judgment went away as the “boss” did some high-visibility firings for small infractions to prove that HIS culture was the one to respect now. Damn!
Needless to say, the consultants were tossed out. And the Skeeter Squad was squelched. My contact (and now friend) quietly enrolled in a Master’s Program on Positive Organizational Scholarship (one of the only Positive Psychology degrees out there at the time.) Once she got her degree, on the company’s dime, she left looking for a place where she could live and work in alignment with her integrity.
How sad to lose an employee (and other members of the “Squad”) who had so much promise, so much excitement, so much to give. She and the others are happily employed elsewhere now and spread their happiness wherever they go. (Thank you Facebook) They learned well and we are very proud!
So as I am “musing” about this memory I have some questions for you.
Do you have people in your organization who are advocates for positive change?
Do you give them the resources they need so they can make positive changes?
Do you create an environment where there is space and time for “Growing Edge” thinking and conversations so you can get ahead of the competition?
If not, why not?
The story of the Skeeter Squad illustrates the power of grassroots change within an organization. It shows how a small group of dedicated individuals can influence company culture and improve both employee and customer happiness. However, it also highlights the fragility of such initiatives when faced with leadership changes that don’t align with these values.
This tale serves as a reminder for leaders to nurture and support those within their organizations who strive for positive change. It’s not just about allowing these initiatives to exist, but actively providing resources, time, and space for them to flourish. By doing so, companies can foster innovation, improve morale, and ultimately stay ahead in an increasingly competitive business landscape. Stress is at an all-time high and engagement an all time low. What are you doing about it?
Remember, the most valuable assets in any organization are often the passionate individuals who see the potential for improvement and are willing to work towards it. Don’t let your Skeeter Squad get squelched – empower them, and watch your organization thrive.
Be well, stay happy,
JoAnna
