Lessons for Executives from COVID Vaccinations

 

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This is the 50th episode of the Effective Executive podcast. In this episode, Tripp Babbitt gives takeaways for executives from COVID vaccinations. Download our Effective Executive Starter Kit.

Show Notes

[00:00:00]
The Effective Executive – Episode 50

[00:00:22]
Aim: Get People Vaccinated

[00:01:18]
By What Method

[00:04:01]
The Nature of Science

[00:08:48]
Neuroscience and Freedom

[00:09:55]
Aesop’s Fable – The Sun and the Wind

Transcript

[00:00:00] Well, if you can believe it, this is the 50th episode of the effective executive podcast and YouTube videos, and in this episode I want to talk about lessons learned from covid vaccines for executives and.

 

[00:00:22] When you look at what’s been happening, we you know, we’ve been trying to get everybody vaccinated to to get over this covid thing and, you know, there’s resistors and there’s people that don’t want to get it. And so I think, you know, one of the aims was to try to get as many people vaccinated as possible. And so I want to talk about this a little bit. And like I said, these are some lessons I think that executives can can learn. What we’ve seen the government do is try things like mandates and force compliance and, you know, withholding government payments for Medicaid and Medicare and executive orders and rules.

 

[00:01:18] And all of these things fall into two major categories that executives are going to have to deal with on a daily basis, control and incentives. And, you know, it’s a focus, as I’ve mentioned, that organizations have on getting control and incentives. And they do it through all of the things that pretty much I just mentioned in order to get what I would references forced compliance. And, you know, these things control and incentives. I know to be in organizations the leverage points for how you can make your organization run better. The.

 

[00:02:14] Probably counterintuitive thing that actually works when you’re dealing with employees is freedom to make your own decision. So on the one hand, we’ve got force compliance and coercion and on the other hand, we have freedom. And when you’re doing your own job. And one day you you know, at the beginning, granted, you have to get some training, you got to understand, but you’re going to question a lot of the things that you’re trained. Why do we do that? Why do we do that? Well, at least I do. And then once you learn, then there’s some value that can be added to it. But the key component here is freedom to make your own decision. And so let’s kind of take a look at that. There’s two approaches going on here, and that’s the side that basically says, well, you have to do it. And what works better all, all the time is giving people the freedom, but also give them the knowledge. And one of the things that’s been lacking in the covid vaccine process is mixed messages. And, oh, if once you get the vaccine, you won’t have to get you know, you’ll never have to wear your mask again. And you go to the CDC site and it changes on a daily basis. And, you know, none of it can be tracked back to what I see as the science of it. And, you know, the strange thing about science is no, no theory is ever proven.

 

[00:04:01] And so with science, what may be true today with the knowledge you have. Three hours later may not be and see you run into this danger when you’re trying to get a one size fits all for humans and say, no, you have to do this. And there’s a lot of gray area when you get into science. I mean, ask any scientists if they when they conduct an experiment and it works successfully, they give you the conditions, that it works successfully and they tell you about specific types of setups for that experiment. And that doesn’t mean that the next experiment with different variables is going to have the same result. And so this is where you go from a covid standpoint. People need to be given the knowledge that the CDC has and scientists have with regards to, you know, the efficacy of the vaccines so that the individual has the freedom to make a decision. Now, this plays out in the organization once you know you have the responsibility. Of making the decision, then you will go out and seek the information that you need and basically assess what is best for you and your family in that case, you know, today government wants to do that for you. And because they do that and because the science changes, you know, this is where we get in to force compliance and coercion and things of that sort.

 

[00:05:49] The control and incentives portion pay one hundred dollars if you go get it. I rather know more about what the dangers are associated with something and make my own decision. And so when you’re doing your work, you want that same freedom to make that decision. And when you when they know they had that responsibility, that they’ll make the best decision for themselves and their family. So considering now from an executive in an organization, you get the same types of things that you have. You know, so many organizations and people that I’m talking to today are all about using the control and incentives more than ever. And this will give you the force compliance through coercion. But you’re not going to get people buying into what it is that you’re trying to do. Giving people the freedom to make their own decisions about their own work in their own particular area gives an acceptance and not a resentment towards being coerced or forced to comply to something. And so this is what we want to achieve in organizations, is this ability for the individual. Participating and making decisions and innovating their work and so forth, because then they become more engaged in the organization because they’re going to be responsible. And granted, you don’t want somebody to jump out of a plane without a without a parachute, but you want people to be able to think through things and know.

 

[00:07:45] About things like synthetic thinking or systems thinking so that they can make better and better decisions because anything that you throw at them at that point, changes in customer tastes, you know, changes in the environment that they see, especially on the front line, your organization is going to be able to react much more quickly, whereas, you know, executives may not do anything for months because they’re waiting for the next report to come through. So how do you build that? An organization is a lot about what I do in coaching and working with executive teams. So what’s what’s play this out a little bit from a neuroscience standpoint. So some of you know or maybe a lot of you know that I did started this podcast and this is before even the YouTube channel component with understanding the neuroscience of things. I had a number of people that I interviewed around neuroscience.

 

[00:08:48] And there are five things in essence that can compromise the thinking of an employee in an organization, their professional standing, if they lose status within an organization, knowing what’s coming next, a predictable future freedom, which I just talked about, being socially connected to the organization and equity and fairness, but not the equity and fairness we seem to be talking about today. And that’s a whole nother episode. But people won’t want to be treated in a fair way.

 

[00:09:26] So the third one, freedom that we’re talking about is becomes very important from a neuroscience standpoint, that we have the freedom to make our own decisions about what’s going on in the organization. And even W. Edwards Deming talked about in his last interview the importance of freedom and having the freedom to make decisions which will help in things like innovation.

 

[00:09:55] Now, I like to use this whole freedom thing as kind of the the story I’m sure many of you probably heard it is the wind versus the sun trying to get a coat off of a human. And, you know, the wind says, you know, I can get that coat off. I’m faster than the sun. And so he, you know, the wind blows and blows. But the harder the wind blew, the tighter that the the human basically, you know, covered himself up and held on to their jacket. What did the son do? The son went out and, you know, turned up the heat willingly, the human takes his jacket off. And this is the kind of thinking and attitude you need to have within organizations is when you’re doing force compliance and coercion, you’re the wind. When you are allowing people to make decisions about their own work and have freedom within the workplace and participating in it, you’re the son. So that’s what I wanted to cover this week. And I will catch you later.

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