Turning Into Organizational Performance - the role of passion in business management and leadership

Training & Development, May, 2001 by Richard Chang

The leaders of McLeodUSA realized that the greatest enabler, but also the greatest obstacle, to their success was people. Its growth in terms of technology and opportunity was limitless, but McLeodUSA knew it couldn't achieve its goals if it couldn't find the appropriate people to fuel progress. The company needs people who can support its core values--growth, integrity, relationships, and passion--and truly appreciate the opportunities the company wants to offer them. To accomplish that, McLeodUSA's recruiting and interviewing efforts immediately convey the company's core passions, and candidates are screened on their perceived ability and dedication to uphold those passions.

Ben & Jerry's has found that because it's so vocal about its passions outside the bounds of the company, it attracts people who already share its passions. Recognizing the critical importance of shared passion in employees, Southwest's CEO Herb Kelleher has been quoted as saying, "We can teach the job; we can't teach the attitude."

Another critical part of deploying passion in an organization is creating the conditions in which passion can thrive. Not surprisingly, that includes the physical environment. Businesses that hinge on creativity aren't the only ones that can capitalize on passion by creating stimulating work environments. Manufacturing plants are spaces that must meet strict safety requirements and traditionally aren't viewed as horbeds of innovation. Wainwright Industries, a past Malcolm Baldrige National Quality Award winner in the Small Business category, discovered that there's emotional value in the seeming limitations of a manufacturing environment. Its facility reflects the firm's passion for safety and serves as a constant reminder to employees of their shared commitment to safety. All employees, including the CEO, wear the same white uniforms. Floors and machines are spotless. Workspaces are clearly delineated and well lit, in contrast to the cave-like atmosphere that characterizes many factories. Clearly, as demons trated through Wainwright's successes, passion as a strategy for achieving organizational performance isn't limited by an organization's size, scope, or revenues.

All approaches-communication, education, environment, policies, and practices-contribute to building a passionate outlook within an organization. When passion permeates all aspects of the organization, associates at all levels become excited about core passions and perform in accordance with them. They develop faith in leadership and enthusiasm for performance goals. They stop finding excuses and start looking for effective solutions.

The Brazosport Independent School District in Texas is a powerful example. In 1991, there was a wide disparity in student performance (a key indicator of success for K-12 educational institutions) between ethnic and economic groups. One set of test scores indicated that minority and economically disadvantaged children were achieving at much lower levels than white, middleclass students at BISD. That may not be a big surprise, but many educators (and businesspeople) are willing to accept the status quo as the best that can be done. They accept problems and performance limitations as the way things are and try to make the best of them.