
Phil Rosenthal, being interviewed by Tom Power.
Phil Rosenthal, interviewed last year by Tom Power on Q at CBC talking about what it was like when he stepped into running Everybody Loves Raymond. It’s great interview, but I love the section that begins at 21 minutes. It was his first job as a show runner, and he learned from other bosses he had worked for. He was scared, and he was a rookie. But he established a clear vision and then took care of the connective tissue between his staff. He adopted a persona that was “nice” rather than dictatorial. He wanted people to love coming to work. He focused on the food that people ate, and hired a chef to delight the staff and give them something to connect over. Adopting the principles of “the army travels on its stomach” he knew that food would bring the cast and crew together in a way that abstract hand waving at values could not. The result was that the show created a feeling of family.
A family is not always the best generative image for an organization. Families are complicated, and full of tricky dynamics. But when they work well, they anchor loyalty to one another and create sustaining love and friendship. When people talk about their workplace as “my family” it’s usually because they experience the best of what a family can be. A chosen family. Rosenthal gets that and he gets what it takes to put his optimistic worldview into practice. He says “Food is the great connector and laughter is the cement.” To paraphrase Harrison Owen, who was a devoted observer of high performing teams. trust the people and notice when they are laughing because that is a sign that it’s working.
In the past few years I have seen so many workplaces and organizations that could benefit from this simple wisdom, this gentle approach. It is often the small things that make the difference, that build the connective tissue that keeps a team going through the inevitable ups and downs of organizational life. you have to work on the love part, because people don’t always like each other, or don’t always like the behaviours and actions. If that isn’t attended to, groups of people can reach a social impasse and sometimes the only move left is to leave or come apart. That entails tremendous cost to individuals and to the organization. It is sometimes the only fix, but it won’t always leave you stronger. And even if it does, the work is to repair, to take a new approach and build trust and friendship and commitment to one another back into the work. It’s a long and slow process, because once trust is diminished, it is requires deep commitment to change to re-establish it.
We’re in a world where trust seems very low and self-awareness, responsibility, and a willingness to grow together is at a premium. These are what Harold Jarche calls “permanent skills” and they need training and practice on the regular. They don’t go away and there is no place or time when they are not helpful.
