AT nine oāclock the next morning Agent McNally, sitting in the same conference room where Change had been killed, read through his file. He looked up as Carolina Culture entered the room. He knew sheād be his first interview but he would never have recognized her. Culture was small and unassuming, neither attractive nor unattractive. She had no distinguishing features, and he thought that if he passed her on the street, he probably wouldnāt notice her.
āGood morning,ā said McNally, trying to hide his surprise. āHow are you today?ā
āVery well,ā Culture responded. āAnd you?ā Her voice was smooth and low.
āGood, good. Thank you very much.ā McNally was thinking, Why am I asking her how she is? I donāt ask people how they are. I ask them questions about the crime.
Her voice pulled him from his thoughts. āDid you have some questions for me?ā she said.
āYes, I do. Where were you yesterday morning?ā he asked.
āI was here. Iām here most all the time.ā
McNally did not interpret her comment as either whining or martyrdom. It came across as just matter-of-fact. āDid you visit any departments?ā he asked.
āOh, yes. I make my rounds. Iām in every department most every day.ā
āDid anyone see you up here yesterday?ā
āThatās an interesting question,ā Culture replied. āPeople here are really busy. And letās face itāmy role isnāt exactly high profile. So I really canāt answer that. Youāll have to ask them.ā
McNally found himself straining to hear her. āHow would you describe your relationship with Change?ā he inquired.
Culture did not hesitate. āDiscreet,ā she offered.
McNally prodded, āCan you help me with that?ā
āChangeās role is designed to be high profile,ā she replied. āHe consulted me a few times but, in general, it was behind closed doors.ā
McNally replied, āHe consulted you? Were you able to help him?ā
āI think so. Itās hard to say. Itās not my style to micromanage. Since he never discussed any problem with me twice, I assumed he was able to work through the challenges he was facing,ā she said.
āMicromanageādoes that mean Change reported to you?ā
āOh, no,ā Culture said. McNally thought he noticed a hint of a smile. āNo one reports to me. Iāve been around here longer than you would believe. My role has always been to define the beliefs that guide how we operate here. You could think of my role as a compass that points in a direction, but itās not a map that details how to get from point A to point B.ā
āSo, what was it that Change consulted you about last?ā McNally asked.
āVALUES!ā Culture replied so loudly that McNally found himself backing up in his chair. She continued at a volume that was much too loud for the size of the room and their proximity to each other. āChange wanted to use our organizational values to leverage what he was trying to get accomplished. I tried to teach him that if your actions are consistent with your values, you have a better chance of success.ā
āAnd those values areā¦?ā McNally asked in a soft voice that was perhaps an unconscious attempt to normalize her previous intensity. It didnāt work. Culture launched into an even louder monologue that McNally could describe only as overly rehearsed.
āV is for Very Efficient. To reach our business goals, we must operate in a manner that is very efficient. We have to appropriately allocate resources and control our costs.
āA is for A Customer Focus. We have many customers and we have to provide each of them with the highest level of service.
āL is for Lots of Teamwork. We can achieve more by working as a team. At ACME we believe āno one of us is as smart as all of us!ā
āU is for Understanding. At the core of understanding is listening. Each individual will bring a point of view to a situation or opportunity. By listening and understanding all points of view, we will make better decisions.
āE is for Excellence. Our products are our livelihood. Anything less than excellent is unacceptable.ā
The contrast between his first impression of Culture and the strength of her presentation about ACMEās values was stark. But then McNally considered that strength and decibel level were not necessarily synonymous. He detected no passion in her delivery and sensed that the volume was a substitute for real feeling.
āThe values you speak of come through loud and clear,ā McNally said. āBut Iām betting thereās a disconnect between those values and whatās actually going on here.ā
Culture did not respond. McNally made a mental note that he had not seen Culture blink the whole time they had been talking.
āWould you mind responding to that?ā McNally asked politely.
āSureābut I didnāt perceive it to be a question,ā she said, lowering her voice. āAs I told you before, my job is to lay the groundwork and to point in a direction. I donāt control whether the individuals or teams live by our values.ā
McNally wondered how well Culture knew Accountability. He knew that if Accountability were doing his job well, he would reinforce the behaviors that drive Culture. McNally had worked enough cases to know that there was always some gap between espoused values and the day-to-day behaviors of people in that organization. At this place, he suspected it was more of a wide gulf than a small gap. Surmising that Culture was not going to take any responsibility for the disparity, McNally changed tactics.
āAny idea who killed Change?ā he asked.
āNot a clue,ā Culture responded immediately.
āBut surely,ā McNally coaxed, āwith your long history here and the long hours you put in and with your obvious influence on the organization, you must have some idea of who didnāt like Changeāsomeone who wanted to get Change out of the way.ā
āYou flatter me, Agent McNally. Yes, Iāve been around a long time and I do work a lot of hours. I would like to think that I have had, and still have, some influence on this organization. But I still canāt tell you who killed Change.ā
Again McNally found himself leaning forward, mesmerized by the honeyed tone of Cultureās voice.
There was a long pause. Then Culture asked, āAnything else?ā
āNo, I think thatās about it. Where can I find you if I have more questions?ā he asked.
āOh, Iāll be around,ā she said.
Again McNally thought he caught a glimpse of a smile. He looked down to consult his notes to see who was next on the list. He looked up and began, āThank you for yourāā
But Culture was gone. He looked behind him and the door was closed. He had not heard it open or shut. With some embarrassment, he actually pulled his chair back and looked under the conference table. Nothing. No one was there.
Thatās just downright eerie, he thought. Just downright eerie.
CHASE Commitment was the next to appear in the interrogation room. With an earnest face, Commitment smiled at Agent McNally, shook his hand and sat down.
McNally opened with āThank you for meeting me. As you know, I am investigating Changeās death. Would you mind telling me a little about yourself?ā
āMy pleasure,ā replied Commitment. āCertainly, like most people here, I wear several hats. My main focus, however, is to create buy-in for the Changes we employ here.ā He stopped and eagerly looked at McNally.
āSo tell me more. Can you tell me how you work with leadership here in regard to Change?ā
āHappy to,ā answered Commitment with a smile. āIām not sure who you have interviewed so far and I wouldnāt want to āsteal their thunder,ā as they say. I can tell you that I have learned a lot from the Changes weāve had here over the years. The greatest lesson Iāve learned is that our employees have fairly predictable concerns when we introduce a new Change. If we donāt respond to those concerns, the success of Change drops dramatically. When Change is first introduced, everybody seems to need more information. They want to hear why they need Change. I work with Ernest Urgency on that. They also have personal concernsāwho wouldnāt wonder if theyāll win or lose when someone announces a Change? Whether leadership likes it or not, employees donāt buy in to a Change until they understand how it might affect them. Donāt you see, Agent McNally, that if we get at these concerns and address them, we are more likely to gain employee support? Again, thatās my job.ā
McNally felt Commitmentās passion. In fact, he could envision Commitment on stage behind a podium delivering a motivation speech, his audience in reverent attention.
Commitment continued, āWe must be able to create a picture of the Change and help our people see what it will look like. I need Victoria Vision for that. And doesnāt it make sense that we should let some of our people be involved in the decision making about Change? I lean on Spence Sponsorship and Pecs for that.ā
āPecs?ā McNally asked.
āYouāll meet him later, Iām sure. Everybody knows Pecs. Anyway, after Change has been here a while, our employees wonder whether or not Change can really be integrated. Perry Plan should be involved. Terry Trainer should be doing some training, and Isabella Incentive should provide the encouragement.ā
Commitment stood up and began pacing, palms and eyes raised to the ceiling as if speaking to a higher authority. āEventually, employees have concerns about whether everyone will be able to truly work together. Itās here that I need you more than ever, Peter Performance Management and Aidan Accountability.ā
McNally found himself looking around to see if someone had entered the room. Nobody had.
Head and hands down now, Commitment walked back to his chair and sat down. McNally noticed that the suspect was sweating profusely. He grabbed a bottle of water and placed it in front of Commitment.
āWow, as I was listening to you just now, I felt as though I was listening to a sermon,ā McNally replied. āBut despite all your passion, I couldnāt help thinking that your colleagues might not be totally on board with the lessons you have learned about Change.ā
Commitmentās expression told McNally that he was having an internal debate as to how much information he wanted to share. Finally, Commitment said, āWeāre a bit dysfunctional here.ā
McNally used silence to urge Commitment to continue.
āItās funny you said āsermonā earlier,ā Commitment continued at last, ābecause that pretty much sums up what I feel like Iām doing hereāpreaching. The congregationāmade up of leaders and managersācomes every Sunday. They smile, nod, shake my hand and then go out and behave any way they want Monday through Saturday. Academically, they understand that people are much more likely to buy in to a Change when they are involved in the planning and have an opportunity to influence decisions. The leaders and managers are just not, may I say, committed to consistently applying the knowledge. And they fool themselves into thinking our employees donāt see whatās going on.ā
Commitment looked exhausted. This was odd, considering that McNally had heard Commitment was typically full of energy and enthusiasm. āOne more question,ā McNally said. āDo you know who might have killed Change?ā
āI truly donāt,ā replied Commitment earnestly. āItās hard for me to believe that people wouldnāt be committed to Change given what he was trying to do.ā
Once again they shook hands, and Commitment left the room.