Reading the signs. What can you learn about an organisation from its car park.

One of the things I have learnt over the years is that most organisations are like holograms. Something that applies to a small part of it applies to the whole. I think this is because over time any part that did not reflect the rest of it would change. It is an organic thing, if part of you is injured but the rest is really healthy then the injury tends to heal quickly.

You can learn a lot from a company's website but feedback to the web designers is often slow. Visit the factory or offices and you can learn a great deal without even going in the door. There are so many signs, not just about how things are now but also pointers to the history of the company.

The most obvious thing to look at is the cars and bikes. The number will give you a rough idea of how many people work there, particularly if there are poor transport links. The age and type of car will then indicate the income of the owners, the age (look for stickers) and possibly their gender and interests. Whenever you consider a factor I recommend that you then look at how it has changed. Is the car park struggling to cope with the number of cars? If parking in the area is not generally a problem then it could mean they are doing really well or possibly that they can't afford to move at the moment. Remember it and consider other things. A car park with a lot of empty spaces also tells a story.

How are the bays labelled? If the ones near the front door are reserved for certain company positions (finance director, MD etc) then it indicates a company with a strong hierarchy. It is interesting to look for changes in the way the bays are marked. Removal of designated spaces indicates a change in company culture. When and why did that happen. The company attitude towards wheelchair users may be indicated by the designated bays. Are there more than the statutory minimum? Has a lot of thought gone into their positioning? Are they being used?

There are many other signs that point towards the culture of the company. The name board(s), smoking areas, rubbish, air conditioning, plants etc. The point is not to focus on what is there but what it indicates about the beliefs and values of the people who put it there and allowed it to remain.

Take the Plant Test 2)

Today I have another thought experiment for you. Considering things from a plant’s point of view works well because it allows you to have a different perspective without involving distortions that another person might bring to the table.

Imagine your plant knows what mood you are in. I expect there are people who would say it does, but we’ll leave that for another time.
Enthusiastic, angry, happy, curious bored delighted? Your plant knows what state you are in and makes a note of it.

Your plant is also observing each task you are working on. A call to someone you love talking to, or someone that you find very hard work. Planing your strategy for the coming year, writing a great sales letter, tidying your desk or perhaps doing some of the admin that keeps things running smoothly.

It then compares the your state with the task. How well do you think that they match?

Not very well for most of us. Sometimes you are in the wrong state because you are not looking forward to the task, or would rather be outside in the sunshine. I often find that we carry a mood over from one task to another. Why would you want to do that?

There are a few things that you can play with.

Instead of working your way down a to do list, consider what would be the perfect task to do in this mood?
You may do this already without thinking about it. When you are in a happy chatting mood you might decide to make a sales call. You have just sorted out one lot of admin so why not do some more whilst you are on a roll.


Another approach would be to run through your to do list in your normal way but before each task ask the question.

“What would be the perfect mood or state for this task?

Just asking that question will make some changes. There are many ways to change your mood or your state but realising how you want to be and then having the intent to change to it will have a big effect on your day.

Take the Plant Test 1)

When I developed the idea of "Your Inner Consultant" one of my main questions was "If my business were a plant, what could I do to make it grow strongly and help protect it from changes in the environment"? It turned out to be a great way to get myself thinking creatively. Check out "Find your Inner Consultant" .

I have recently turned the whole concept upside down and considered how would it be to look at things from the plant's point of view. It resulted in an interesting thought experiment.

If you have a plant in the place where you work (if you don't then you might enjoy getting one) imagine it is a really smart plant. One that knows all there is to know about running your business. It sits there observing everything you do and all your interactions throughout the day. It is on your side and wants things to improve. Unfortunately like most plants it can't communicate so you will have to imagine what it would notice. If you don't have a business then apply it to your career or any part of your life that you want to grow and change.

Today's Plant Test

Today imagine your plant is watching each thing you do and placing each activity into one of four categories.

1. Things that will build your business and make the whole experience better for you and your customers.

2. Getting things done that contribute to running your business.

3. Stuff that has no real value to the business but it keeps you entertained.

4.Stuff that has no value to the business, you don't find it that entertaining and you only do it in order to put off something that you should do but don't want to.

Most of my time is spent in 2, but a lot more than I would like is in 3 and 4. I have decided as an experiment that whenever I find myself in 3 or 4 I will think of activities in category 1. It is taking a bit of persistence but when I look at it this way I start moving in a better direction.