You may recall my Transition '09 4-box model from December. In the three intervening months, more of us have had some uncertainty removed and been able to determine which box we are in. Spare a thought for those still going round the merry-go-round of MOR or facing new threats, for example the admin staff in P&T. I guessed in December that the box with the greatest number of people was the one for Unhappy Winners. These are people placed in jobs but somehow dissatisfied. Does this include you?
There are many good reasons to feel an unhappy winner. You might conclude the process leading to your placement was hurried, poorly executed or just plain unfair. You may recall promises made to you long ago when times were good and that now have been conveniently forgotten. You may look with envy at people who seem to have survived or even thrived or passed you by despite their evident flaws. You might not have been too seriously affected yourself, yet you find what is going on in Shell rather distasteful, challenging your loyalty. You may have landed in a job with unclear goals, an inadequate boss, or unrealistic expectations. You might think your bonus or grade or pay increase to be less than adequate compensation for your efforts. You might see your aspired further development path blocked. You might be disconcerted by disfunctionality around you, whether that is Shell People or time writing or whatever else. You might simply be saddened by a general worsening of the atmosphere around you, or by a seeming lack of energy. You might be fearful for the next round of cuts, wondering if our CEO’s new staff reduction commitments might include you.
Wow, what a lot of good reasons. It is no wonder you are unhappy, really. So what should you do about it?
There are some excellent clues in the presentations from our recent Strategy day. I have been a critic of Shell’s strategy for some years (see my last blog), and overall I remain dissatisfied, as I see little in the presentations to excite me about differentiated capabilities and priorities, or definition of a credible, sustainable future role for Shell. Yet the markets reacted quite well. Why? I suspect it wasn’t only in response to the announced further cost cutting, though no doubt that helped (yet hardly makes us feel good as staff). I believe the presentations signaled a return to reality.
The presentations contained more accurate detail about Shell’s portfolio of opportunities than any since the reserves crisis, leaving less room for ambiguity or exaggerated interpretation. While acknowledging the competitive performance as inadequate, our leaders did not show awe or parroting of competitors, but boldly focused on what we would do ourselves. And that focus was short-term and quantified rather than vague and peppered with tangential dreams. In simple terms, it cleared the decks, seized control and gave commitment. Not a strategy to win long-term perhaps, but one to prepare the ground, to stop losing. Sweetened by some cost cuts and the inherited bonus that is the upcoming production spike.
So, what is this to do with individual unhappy winners? Convert the messages to yourself and you might see. Clear the decks, focus on self rather than others and be clear on immediate goals.
That means being realistic about your new situation. True, others may have done better than you and may not have deserved it, but so what, it happened and is in the past. True, you might as well tear up your IDP from 2007, but it won’t help you now waving it about. True, that career path you saw before maybe closed off for a while, but that doesn’t mean there are no alternatives. True, you may be surrounded by something approaching chaos but does that make you powerless? We have had long enough to mourn, now it is time to clear the decks, roll up our sleeves, to lead and to deliver. In the end, that is the only way to become happy again, and also the only way we can help our company deliver its promises (including the wishful one about Transition 09 being over).
Where to start? I suggest Step one is in your own head. Happiness is a state of mind. Banish those blues, and enjoy the spring sunshine. Make some resolutions about your attitude. Get some help if you need to.
Step two is about starting on the road. Define your goals for the next three months and set about achieving them. Surprise your boss and your colleagues. Take the lead. Find energy for your work even if others seem to block rather than enable. Get things done.
Step three is to rebase your future expectations. Even though the 2007 IDP may be waste paper now, you can still create a realistic 2010 one from the ashes and demand your boss engages with you about your development. You can action some ideas about leaving Shell rather than just musing about it. You can network to discover what opportunities in Shell may be out there for you in 2011 and 2012 (not 2017, keep the focus nearby). You can restart your learning.
I am not trying to defend the indefensible here. Many have real pain, some actions in the name of Shell have been poor and some remaining blockers are genuine. You may well have reason to complain. All I am doing is asking you to reflect on whether this will help you going forward, and what alternative strategies may be more effective. Clear those decks, and seize the moment.
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