There are few movies that have captured the corporate culture as brilliantly as Office Space. Although there are some great moments involving disgruntled workers who hatch a plot to steal from the company, the film’s best scenes are those that poke fun at management — whether it’s a refusal to change ineffective policies, or a feeble attempt to motivate the staff amidst a flurry of layoffs.
In one memorable scene, evil boss Bill Lumberg unveils a banner that reads, “Is this good for the company?” to remind the staff that every move they make should be focused on helping Initech increase revenue. But, as one employee realizes after experiencing a breakthrough (or, more accurately, being hypnotized), what’s “good for the company” isn’t necessarily good for him.
“It’s a problem of motivation,” he tells the two consultants (both named Bob) who are brought in to evaluate employees and recommend cuts. “If I work my ass off and Initech ships a few extra units, I don’t see another dime, so where’s the motivation?”
The answer? There is none. In our corporate culture, we’ve become so bogged down with finding the ROI that oftentimes we end up missing the mark. It isn’t all about profit. Of course, I realize that if hospitals and other businesses want to stay open, they need to stay in the black. But I also believe that some of the best ideas are those that have nothing to do with the bottom line — yet they can end up doing a lot of good.
Earlier this week, Jaime Parent, associate CIO and VP of Information Services at Rush University Medical Center, wrote an excellent piece describing the efforts taking place at his organization to help transition military members and their families into the workforce. With so many veterans experiencing difficulties finding jobs and the healthcare IT industry in need of skilled workers, it’s a win-win, right?
Wrong. It may be a win for all, but for Rush Information Services, the initiative is “not about staff augmentation, nor is it a pipeline for hiring personnel,” Parent wrote. “This is a program for veterans to get a job somewhere else, and it’s a repeatable model that other healthcare institutions can follow.”
For Parent and his colleagues, the bottom line — and the only line — is about helping those who have sacrificed so much to develop the skills they need to enter the next phase of their lives with confidence. It’s a great example of an organization that’s looking at the greater good and using that as a motivation.
Through the interviews I’ve done with CIOs, I’ve come across many who take time out of their extremely busy schedules to give back. For some, like Kristin Darby, CIO at Tenet Health (formerly Vanguard Health), it means volunteering in the community. Darby is on the board of the Downtown Boston Rotary Club and is active with the Junior League, where she devotes time to work with at-risk adolescent girls.
“It’s really a rewarding situation, and I encourage everyone to take some time and get involved,” she said in a recent interview.
Rick Schooler of Orlando Health also devotes time to volunteering in the community, despite having a full plate. In an interview last year, Schooler said he believes everyone can benefit from “getting involved in something that’s bigger than we are,” and that giving back can “help us from becoming one-dimensional.”
And it doesn’t have to involve going outside of the organization. Many CIOs and other leaders have experienced a great deal of fulfillment through mentoring programs, which, as we know, can go a long way toward shaping someone’s career (to learn more, see Acknowledging Our Mentors). Or it can be as simple as inviting a staff member to lunch and providing a few words of wisdom.
There are many ways to give back and to help provide opportunities for those who haven’t been as fortunate. If you’re willing to put in the time, you’ll find it to be well worth it. Just remember, it doesn’t have to be a win-win. Just a win.
Share Your Thoughts
You must be logged in to post a comment.