Last week the Badger was caught on the hop by a final year undergraduate who asked the following. What made you join the company you worked for? Was it what they did, their values, their website or their glossy brochures? Was it a promise of fast career progression? Was it to get a respected name on your CV? Was it the money? Was it desperation and anywhere would do? Or was it because you were impressed by the ‘swagger’ of the people you encountered in the recruitment process?
The Badger, very sensibly, paused to think before answering. The Badger considered a simplistic answer, something like ‘there were many reasons why the Badger accepted the formal job offer when it arrived’. But, in truth, what made the Badger to join the company he worked for was very straightforward. Every person encountered in the recruitment process was extraordinarily passionate about the work they did. Their energy, ‘can do’ and ‘always up for a challenge’ attitude was palpable and infectious. They had ‘swagger’. Not the arrogant ’Jack-the-lad, I’m important’ type, but the type that quietly radiates confidence, optimism, professionalism, trust and an ‘action speaks louder than words’ attitude to challenges. So, the Badger responded accordingly.
The follow-up question was ‘In the same circumstances, would you make the same decision today as you did then’? The answer was ‘Yes’. The small IT company the Badger joined had a growing, second-to-none, reputation for building and delivering challenging and complex software and systems. It persevered when faced with problems and delivered when most competitors would throw in the towel and engage the lawyers. The company didn’t have high profile in the media. It’s unique selling point (USP) was essentially the ‘swagger’ of its loyal, highly capable people who did what they said they would do. Clients liked that commitment, and the ‘swagger’ of the company’s people underpinned the company’s ‘does difficult things and always delivers’ reputation.
The company eventually grew into a multi-national corporate, and the ‘swagger’ of its people inevitably changed. Bureaucracy started to constrain behaviour and attitude, and ‘swagger’ became diluted as a trickle of people leaving for pastures new became a perpetual operational dynamic. People became less delivery focused, more political, and their willingness to make excuses rather than deliver results became more noticeable. The company’s mojo and USP suffered as a result! So, if you’re interested in early warning signs that the organisation you work for is slowly losing its mojo, then don’t look at your executive leaders, look at how the ‘swagger’ of the people around you is changing. The ‘swagger’ of people is the qualitative barometer of your organisation’s future prospects. Oh, and if feel your own ‘swagger’ is on the wane, then just remember there’s a big wide world out there full of opportunity to drive it back up to new peaks…