A ChartHouse Publication

Katie Parke-Reimer
Stephen C. Lundin, Ph.D.
The
Facilitators Guide
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Produced and Distributed by
ChartHouse International Learning Corporation
221 River Ridge Circle
Burnsville, MN 55337
1-800-328-3789
www.fishphilosophy.com
Please respect our copyright. It is illegal to copy
this book, or any portion of it, for any purpose.
If you cant afford to purchase copies and are
committed to making a difference in your
organization, call us. We will do what we can to help.
Copyright ChartHouse International MCMXCIX
Written by Katie Parke-Reimer and Stephen C. Lundin, Ph.D.
Layout and Design by Amber J. Boyum and Patrick B. North
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Preface
When people first see the World Famous Pike Place Fish
Market in action, they marvel at its energy, excitement, and
fun. Those who visit again wonder how the market can
sustain such a high-energy work environment over time.
We were no different. No sooner had we completed the film
FI SH! than our minds shifted to the question, How do the
fish guys keep the vision alive? Then we learned that a
number of long-term employees, including the manager of
twenty years, retired or left for other opportunities. We
questioned whether this thriving work environment would
be able to survive the turmoil. We continued to stay in touch
with the market and noted that it didnt seem to be losing
any energy at all. Now we were really curious.
So we decided to visit the World Famous Pike Place Fish
Market with our cameras once again. FI SH! STI CKS shows
you what we found. We think it is a story of hope for all of us
who struggle to keep a vision alive.
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Table of Contents
Preface
Introduction
Using FI SH! STI CKS as part of your learning program
Your role as facilitator
Uses of the film
Your goals
Keeping the Vision Alive
Commit
Be It
Coach It
Facilitation session example
Discussion questions
Vision questions
Commit questions
Be It questions
Coach It questions
Related materials
Transcript
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I ntroduction
Its easier to put a vision statement on the wall than it is to
put it into action. We know organizations that have spent
months of meetings carefully crafting and re-wording their
corporate vision statements, only to find the life sapped from
the vision soon after theyre finished. Or sometimes a vision
works for a while, but then turnover takes a toll and the new
people never seem to really get on board. When you watch
FI SH! STI CKS, youll see that keeping the vision alive is not
only entirely possible, but its the whole point of having a
vision in the first place!
FI SH! STI CKS is all about making a vision stick. We hope that
you will come up with ways to apply what you learn from the
World Famous Pike Place Fish Market guys, not copy them.
Were not trying to tell you how to sell fish or even become
world famous. We hope your organization will apply the
concepts and find the enthusiasm you see in the film to create
your own unique workplace where your vision sticks.
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Using FI SH! STI CKS as part of your
learning program
Your role as facilitator
A facilitator can add great value to the learning outcomes of
a film-based program. We value that role and want to do
everything we can to help you help your participants apply
the concepts in the film to their particular work situation.
Those of you who are more experienced facilitators may find
some new ideas to supplement your approach. For those of
you new to facilitation, we have outlined an approach you
can use to get started.
We suggest that before you show FI SH! STI CKS to others,
you start by watching the film all the way through, without
taking notes. You dont want to miss anything! Later, watch
it through again and write down your impressions. What
value do you get out of it? What issues might you want to
bring up with each of the learning points? What is your
purpose for showing the film?
Write your ideas here.
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Uses of the film
You may want to use FI SH! (our first film with the World
Famous Pike Place Fish Market) to focus on creating a
positive, engaging environment, and FI SH! STI CKS to focus
on keeping the energy and enthusiasm alive within your
organizational vision. Or you may want to use FI SH!
STI CKS as part of a program on one of the following topics.
Please let us know about other uses you develop.
Vision
After your organization has gone through the difficult work
of developing a vision, youll want to be sure to harvest the
benefits by keeping the vision alive. The World Famous Pike
Place Fish Market is a good example of how to make a
vision-in this case, the FISH! philosophy-stick. If your
organization is in the midst of articulating or updating its
mission statement or vision, FISH! STICKS opens the
discussion on how your organization can obtain the benefits
from your hard work.
Accountability
The World Famous Pike Place Fish Market guys are models
of accountability. They take ownership in their work and for
the organization. Rather than waiting to be told what to do,
or just going through the motions of a job, they take action
that is consistent with the vision. They go directly to the
source of a problem rather than complain to others. In short,
they each take responsibility for the business.
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Teamwork
The World Famous Pike Place Fish guys make a great team
because theyre committed to the same vision and they
support each other. When co-workers function as a team, the
flow of work is smooth, efficient, and enjoyable. Theres no
doubt teamwork benefits everybody-customers and workers
alike. But sometimes people within an organization forget
theyre part of a team. One department regards another as a
thorn in its side, or, worse yet, the enemy. Sometimes co-
workers just dont like each other. Coaching at the World
Famous Pike Place Fish Market is structured around a vision
to which the team is committed.
Orientation
Having new employees read a page-long vision statement
isnt going to move them to superior performance, but when
they have a clear sense of what the group is trying to
accomplish-and they see other employees being it-they
nearly always step up to the challenge. Thats what has
happened at the World Famous Pike Place Fish Market. The
new employees have even brought new life to the vision
because they take ownership of it.
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Coaching and feedback
Sometimes the clear vision and high level of accountability
the World Famous Pike Place Fish guys feel leads them to
coach each other. They let each other know their view of
whats working and what isnt, no matter what their rank is.
And theyve learned to avoid taking offense when coached.
Thats because when you are in tight agreement about
vision, the feedback process is less personal and more vision-
oriented.
And now for the three
concepts that will help
you make your vision stick.
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Keeping the Vision Alive
Creating a vision is hard work and many organizations
devote considerable energy to the process. Once the vision
has been created, it will need regular attention. The World
Famous Pike Place Fish guys have learned what it takes to
keep a vision alive.
COMMIT
Throughout history, we humans have associated ourselves
with causes larger than ourselves. We long to commit to
something worthwhile. Yet we hate being coerced or forced
into a corner, which is why its important that at the World
Famous Pike Place Fish Market each person is invited to
commit to the vision. Most of the employees do commit to
the vision because they can see the benefits and rewards
that come from it. They gain both the responsibility and the
opportunity to create and contribute.
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BE IT
A vision becomes real when individuals who have
internalized the vision choose to live it, or externalize it. That
doesnt mean employees have to eat, drink, and sleep the
organizational vision, even in their free time. It means that
the vision has a life only if the employees know it,
understand it, and will take responsibility for creating it
daily, hourly, even from moment to moment.
COACH IT
The fishmongers at the World Famous Pike Place Fish
Market constantly give each other feedback within the
framework of the vision. Its a way of taking responsibility
for addressing problems directly. It encourages a free-flow of
ideas across position and rank, increasing an organiza-tions
opportunities to innovate.
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Facilitation session example
As a facilitator, you will develop your own way to present
FI SH! STI CKS depending on how youre framing it and how
much time you have. Here is a basic outline of a training
session to get you started.
Design the session
Define what you want to accomplish. You may want to
prepare an opening statement that will clarify the sessions
purpose to the participants.
Think about how you want to frame the discussion after
the film. Weve listed a whole school of questions in the
next section. Feel free to pick and choose and add your
own based on what youre trying to accomplish.
Think about the environment you want to create. A fun,
theater-like environment-complete with popcorn and low
lights-can help participants fully experience the film and
really enjoy the session.
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Just before the session
Save yourself an embarrassing moment; before the
meeting, be sure the tape is rewound and the equipment
is in good working order.
While youre at it, adjust the volume and color on the
monitor, if necessary.
Make sure the seats are set up so that every person will be
able to read the text on the screen.
During the session
After the troops arrive, introduce yourself and explain the
purpose for showing FISH! STICKS.
Encourage the participants to forego note-taking so they
can fully experience the film. Then turn the lights down
low so they cant see their notepad even if they try!
Show the entire film. You can always repeat parts of the
film later for review.
Stay in the room while the film is playing, even if youve
seen it many times. Have a Pete the Perch on hand to pelt
anyone who looks crabby or is distracting others.
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When the film is finished, give a moment for spontaneous
conversation about it. You may want to use some of this
initial enthusiasm to segue into a brief review of the
learning points.
Ask questions based on the time available and the way
you want to frame the discussion. You may want to use
the following questions as a model.
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DI SCUSSI ON QUESTI ONS
VISION questions for EVERYBODY
State the vision of your organization in your
own words. Dont worry about getting it right.
What do you see as the organizations vision?
What does this organizations vision mean to
you? How do you connect with it? How are
you part of it?
When the World Famous Pike Place Fish guys
started to develop a vision, they knew they
wanted to get along with each other, have a
good time at work, and deliver great products
and services. Are similar elements part of your
organizational or departmental vision? What
are they?
How good is
our vision?
Is our vision
complete?
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VISION questions especially for
MANAGERS and SUPERVISORS
Johnny, the owner of the World Famous Pike
Place Fish Market, went from being the kind
of boss who demands results to one who enrolls
employees in the company vision. How does
your management style compare with his?
What does it mean to enroll people in a vision?
How can you distinguish it from coercion or a
cheerleading session?
Why is it important to enroll people in a vision?
How can you better enroll your employees in the
organizational or departmental vision?
(For starters, do they know what the vision is?
Could they state it in their own words?)
Johnny says there are always better jobs than
what he has to offer, at least as far as physical
comfort and pay go. There will always be jobs
with better pay, benefits, and physical work
settings out there. Does your organizations
vision play a role in attracting and retaining
employees?
How inclusive
is my
management
style?
What does it
mean to enroll
employees
in a vision?
What is our
vision worth?
And how
can we tell?
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What
responsiblility
comes from
commitment?
What are the
rewards of
committing?
COMMIT questions for EVERYBODY
The World Famous Pike Place Fish employees
are invited, not required, to commit to the vision,
and they must individually choose to do it. For
them, that means each person takes responsibility
for generating the vision from their own place
in the company. What does committing to your
organizations vision mean to you?
How do you or can you generate the vision of
this organization?
To what extent do you feel responsible for it?
Jim, the coach, also says theres something in
it for the employees when they commit. What
do you think the World Famous Pike Place Fish
employees get from their commitment to the
vision?
What rewards would be available to you if you
committed to the vision?
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How can you
make the
commitment
worth it?
COMMIT questions especially for
MANAGERS and SUPERVISORS
You and your employees have a basic commitment:
they show up and do the job and you pay them.
But you may want more of a commitment from
them, beyond what is normally expected in a
workplace. Johnnys commitment to his
employees, for example, is that he trusts that
they can handle the business and gives them
permission to take responsibility.
How will you go beyond whats normally
expected of you? Whats your commitment
to your employees?
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What does it
mean to be it?
If we were
being it, how
would we act?
How do we
deal with be it
breakdowns?
BE IT questions for EVERYBODY
What does it mean to be a vision?
What would it mean to be your organizations
specific vision? How would you act? How can
you recreate it every day?
Mike, the fishmonger, says you have to make
yourself accountable, ask yourself how you want
everyone else around you to be, and be that way
yourself. How do you want your co-workers to
be at your workplace?
What can you do to get yourself to be like that?
The World Famous Pike Place Fish guys admit
they arent always being it. How can you tell
when you are being the vision and when you
are not?
Does anyone point it out to you?
What could someone say to you to let you know
youre not being it? What could you say when
you see someone not being it?
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Can we
be our vision?
How will WE
benefit from
employees
being it?
How will
EMPLOYEES benefit
from being it?
BE IT questions especially for
MANAGERS and SUPERVISORS
If people cant state what the vision is, or cant
figure out how to be your vision, its probably
unclear or too complicated. Does your
organizations vision need clarification or
simplification?
How would your employees be the vision?
How do you be it?
Being it means the vision is heartfelt, it shows
in your behavior, and you use it in your
decision-making. If your employees could be
the vision better, are there guidelines, rules,
instructions, or supervision that you wouldnt
have to give because people would assume
responsibility?
What rewards would employees get for
assuming that responsibility?
How can you encourage people to take on that
responsibility?
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COACH IT questions for EVERYBODY
The World Famous Pike Place Fish guys talk
about how keeping the vision alive is not a
solo effort. They help each other keep it alive.
How can you keep the vision going in your
workplace?
Everyone at the World Famous Pike Place
Fish Market has permission to coach anyone
else on the team. Do you feel you have
permission to coach everyone?
What do you need to do to be coachable?
How can you tell if someone is coachable?
All of the World Famous Pike Place Fish guys
do similar kinds of work at the market. If you
work in an organization where job functions
differ considerably, how does this affect coaching?
(For example, can a customer service
representative coach a human resources
person?)
How can we
help each other
keep the
vision alive?
How
coachable
are we?
How do we adopt
FISH! STICKS-like
coaching in our
environment?
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What is
coaching and
what isnt it?
Have you ever wanted to coach somebody
but couldnt get up the nerve? Did you feel it
wasnt your place?
Where is the line between coaching and meddling
in someone elses work?
Whats the distinction between criticism
and coaching?
Have you ever heard or participated in a
complaint session about a co-worker? Have
you asked those people why they werent
talking directly to the person they had a
problem with? What risks do you need to
take in order to do that?
The World Famous Pike Place Fish guys feel
accountable for coaching a co-worker or
manager when they see something wrong,
even if they dont feel like opening a can of
worms. Have you been in this position before?
Did you say anything?
Are we
accountable with
our coaching?
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What is our
coaching
environment?
Discuss this statement: 360 feedback instruments, and other
kinds of anonymous feedback for co-workers, would be of
little added value in a culture that embraced the concept of
coach it.
Is coaching a part of what already happens in
our workplace?
Who coaches whom?
Are there people who are uncoachable? Why?
Do you ever resist coaching? Why? Is it in the
way its delivered? The person whos deliver-
ing it? The actual message?
What can we do to improve our coaching
environment?
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What kind of
coaching example
are we setting?
COACH IT questions especially for
MANAGERS and SUPERVISORS
If you have told your employees youre open
to comments or that your door is always
open, you may want to consider the possibility
that that has not been perceived as true
permission to give any feedback or coaching.
Remember: theres a big difference between
coaching a peer and coaching someone who
has authority over you.
Are there other ways you can let people know
youre coachable?
How do you react when you do get coaching?
Could you react more receptively?
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SYNTHESIZING QUESTIONSPUTTING IT
ALL TOGETHER
What do we see happening at the World Famous Pike
Place Fish Market that we would like to see in our
organization? In our work group? On our team?
What can we do to bring those qualities to life here?
What are we already doing that we need to continue
doing? What needs to change?
How can we support each other?
What are we, individually, going to do?
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Other FI SH! materials
FISH! Catch the Energy. Release the Potential. (video)
The FISH! Playbook (booklet)
The FISH! STICKS Participant Guide (booklet)
FISH! A Remarkable Way to Boost Morale and Improve Results
by Stephen C. Lundin, Ph.D., John Christensen, and
Harry Paul (book)
Related materials available through
ChartHouse or your distributor
VC Personal Accountability and the QBQ with John Miller (video)
VC Personal Accountability: Your Path to a Rewarding Work Life by
Stephen C. Lundin, Ph.D. and James K. Arnold (booklet)
Feedback is a Gift by Stephen C. Lundin, Ph.D. and Marshall
Goldsmith, Ph.D. (booklet)
The Gift of Feedback with Marshall Goldsmith (video)
FireStarter Collection: Igniting Real Conversations
in the Workplace with David Whyte (collection of 5 videos)
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Transcript
Johnny: When I first took it over, it wasnt a real dynamic,
busy store. Everybody was behind the counter in the olden
days. And so when you had to sell a fish, youd walk
outside, take about fifteen steps out and fifteen steps back.
My former owner of Pike Place Fish, who I worked for, used
to hate the business. And he went out to get a pound of
clams, and I heard him going, One, two, three, four, five,
six, seven, eight, nine, ten, eleven, twelve... By the time he
came back: Thirty-three, thirty-four, thirty-five steps for a
pound of clams. (Beep!)
And thenthat always stuck in my mind-and then one day
after I took it over, I caught myself counting.
Sammy: Johnnys changed a lot, drastically, from the past
thirteen years Ive known him.
Shawn: In the old days, Johnny used to work out here every
day, and, boy, if there was a shrimp that fell on the floor
from somebody walking by, boy, they got it. They really felt
like they had the whip cracked across their back.
Dick: He used to be awful hard to work for. And he went
through some training, and started realizing things about
himself, and started sharing, sharing things hed learned,
with us.
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Johnny: I had this real realization that there was other ways of
you know empowering people. And instead of demanding
results, I could enroll them in a vision that I had.
Justin: It was like Johnnys thing, you know. It was like, I want
to create an environment in the workplace where my employees
like each other, have a good time, want to serve people, and
give them the best they can have, have an atmosphere where
people can say whatever they have to say to people to better the
business, and out of that, people liked us, we had the best fish,
we had the best service, we got world famous.
Johnny: Who the heck would think of becoming world famous selling
fish? It was a crazy idea that came out of some young kids mouth,
you know. Cause I was an adult at that time; I knew that kind of
stuff wouldnt happen! It was like a crazy idea that came out of a
young persons mouth. And then we looked at him and said, Yeah,
why not? Lets do it. Lets try. Lets become world famous and that
was the start of it, I guess. Weve had cameras coming from
Australia, England, Japan, from everywhere, Africa...
Sammy: We did the commercials, we did the movie, the Free
Willy movie, the Levis 501 ...I mean, we didnt know that was
going to happen. What about the ads at Nordstrom, the
Nordstrom ad, what, the billboard... I mean, no control over
that. And people come from everywhere just to see us. And
then for like the NBA spots, commercials, they come down here
and do us as a backdrop.
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I mean, we have no control over that. It just happens from
there. Basically, these are the people that we touched in the
past by waiting on them.
Customer: We love these guys!
Jim: Yeah, theyre selling fish, and theyre good at it. But
thats not the fundamental commitment. Thats the vehicle.
The real commitment is, the vision is, that a company can
impact the quality of life in the world.
Sammy: Even though were going through changes, thats
what keeps us striving is the vision.
Johnny: Through the thirty-five years that Ive been here,
gosh, I cant remember how many employees that weve
gone through. Because this is a tough business, its hard
work. And theres better jobs out there where you dont have
to freeze your butt off!
Mike: We have a lot of new people, and were still learning
our places, our niche in the whole company. But it just fits in
so well its almost like it was meant for us to come in and
take over and renew the vision.
Johnny: We let them choose whether they want to become
part of that vision. And they individually need to choose that
they are willing to commit to that. And in that they commit
to that, they actually become part of it.
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Jim: If you hold the vision like its Johnnys vision and youre
just working for him, thered be a tremendous loss of power.
We ask merely as an invitation that you step forward and be
willing to take responsibility for the future of this company,
not because you have to, but its an invitation. Theres
something in it for you, theres something available to you if
youre willing to do it. This is you being willing to commit to
being responsible for generating the vision yourself from
your own world, from your own point of view, from your
own place on the team.
Kacy: After committing, you know, to the vision, works
been easier and I can tell that because I have more energy to
do stuff after work.
Darren: I made the commitment to the vision and to, I guess,
enjoy what I was doing more.
Johnny: They do a lot of things that they wouldnt do
normally as workers, you know, because this is their life,
their future.
Jim: What do you want to have happen, what are your
intentions for this year?
Kacy: I would like to establish off-site shipping. I think
theres just, you know, its just going to get too big, theres
just no way that, what were looking for, that we can handle
it at the shop.
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Ryan: Probably, e-commerce, like our Internet. But not only
necessarily our Web site, but also the big thing is like malls.
Internet malls are popping up now, and we need to get onto
something like that.
Johnny: We took a stand to become world famous and out of
that... you know, when you take stands it seems like out of
those stands the appropriate actions show up.
Customer: See. Didnt you hear it? It was beeping.
Sammy: I hear it.
Sammy: Turn that bag upside down. Turn that bag upside
down.
Customer: Oh, thats totally embarrassing.
Sammy: Dump it out!
Justin: Look what youre doing here. Yeah!
Johnny: I dont know how to tell you how to do it and make
it happen. You just kind of have to be it. And thats really
hard to explain to corporate America. I mean, how am I
going to explain to corporate America, be it. What kind of
language is that? We are it. We are Pike Place Fish, world
famous.
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Mike: You have to start from yourself. How do I want
everyone at work to be today? How would I like to see them?
You have to make yourself that accountable.
Darren: Justin was talking the other day about a little dance
skit he wanted to do when were real busy and everyones
doing one thing, all of a sudden stop and have this little
thirty-second little dance thing. Thats one thing thats going
to affect our daily workplace. You know, thats one thing I
betcha in six months itll be, you know, people will come and
theyll remember that.
Customer: Its a lot better than going to any grocery store,
thats for sure.
Customer: And you get, like, there energy going, and, you
know, you cant help but buy something from here, just
because you want that little special attention that they give
you.
Sammy: My customers, theyre going to leave this place
knowing that: Wow-those guys-how do they do that, you
know, twelve hours a day, get along so good, have fun? I
want them to think about that so I know when they go to a
different department store, I want them to think about us,
saying, Wow, theres a big difference in service here.
Customer: He gives me a sample even after I bought some!
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Johnny: We be it on a daily basis. And sometimes we dont,
you know. Were human beings; were not perfect, you
know. We come in and out of that space-we call it space-we
come in and out of there. Some days they come to work and
theyre not being it.
Dick: And you can tell if youre not by .. if youre just kind of
...you know, doing this.
Mike: I could tell if I was being inconsistent with the vision
by coming to work and not having a fun time and not
making the place I want to be.
Johnny: You have to recreate that vision when you get up in
the morning, every morning: Im going to go to work and
create World Famous Pike Place Fish.
Justin: just be it!
Dick: You have to help each other keep the vision going.
Everybody in the crew helps each other keep the vision going.
Sammy: No one team member; its all of us. All of us keep
reminding each other every day what were here for.
Dick: You have to have permission, you have to give
permission, to be what we call coached. From the top all the
way to the bottom; the bottom guy has permission to coach
the top guy, or anybody in between.
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Justin: The coaching also is kind of like almost like a burden.
If I see something wrong, its my personal responsibilityas
me, being the vision, creating Pike Place Fish, personally,
individuallyI have to stop and say that.
Doug: One crab? Oh, here Dickie. Go ahead and just leave
em right there. Hold on.
Sammy: We coach them to create on their own. Theres so
many coaches here, when a new guy gets in hes
overwhelmed with all the coachestheres the choice
againthe choice of who to be coached by.
Dick: And you also have permission to take it or leave it.
You do not have to take the coaching.
Darren: So you get ten, twelve different ideas on one thing
and you just kind of got to figure out whats the best way for
you to do it.
Johnny: We have to give up our righteousness, and to be able
to coach each other. Thats the hardest thing, I think
especially for men, is to give up our egos and our
righteousness and allow other people to coach us.
Justin: Youre responsible for the way that you listen to me.
It all is kind of combined with your commitment to the
whole vision, and if you dont have that, then it wont work.
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So you have to commit. You have to be willing to give up
your ego and whatever thoughts you have about this is
(beep!) or whatever, and get past that and just hear the
words for what is being spoken.
Sammy: I need bodies up in the back, please! I need bodies
in the back, please!
Dick: And the coaching doesnt always come out like
coaching. It comes out like yelling and screaming, and
sometimes its not taken like coaching; its kind of like, Uh-
huh.
Justin: Brothers, come on. Brothers, come on!
Johnny: Theres times when people get into it. Theyre
human, you know. But after they do, they realize, you know,
they have a conversation. We make sure they have a
conversation to recreate the relationship.
Justin: I dont coach someone as a power trip kind of thing.
Its all only for the team, for the vision; thats the only reason
why you coach somebody.
Shawn: Thats OK? Smoked red king! OK, youre next kid.
One kid! Incoming: one kid!
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Notes
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