I read a blog on Bossy Pally earlier in the week about constructive criticism, what it is, why it's a good thing, and specifically why it's not a bad thing. This post was spurred by another great blog post by Rhii on the novel approach her guild deals with criticism (incidentally another blog which mentions llamas and has no supporting pictures whatsoever). I've always been one to actively seek constructive criticism in work and sport – I'd far rather the person I'm asking tell me what I'm doing wrong and how to improve on it than highlight the good stuff, I can't improve if I don't know I'm doing it wrong – if I knew I was doing it wrong I'd be doing something about it. This approach often raises eyebrows in the person I'm asking, and they sometimes feel uncomfortable giving constructive criticism. These two blogs got me thinking about how people 'manage performance' in WOW (that sounds so corporate) and how anyone can aid the performance of themselves and others quite easily.
I'm not going to talk massively about constructive criticism, Ophelie has already covered this, but I'll frame it briefly for the purpose of this post. Constructive Criticism is giving feedback on areas that can be improved (which need not be bad, but could be better) in a manner which indicates what the issues are, and a 'framework' to go about improving them. It is most certainly not "you suck" type comments, that comes under the abuse category. Football fans will probably agree that Lionel Messi is, if not one of the best, the best footballers in the world at the moment; is he perfect? No, could he improve? Most definitely – he's not the best header of the ball, there's one area he might work on in training. At this point, this post is in danger of becoming a whitepaper on how corporate performance management does and doesn't work, I'll try and keep away from that little can of worms, really I will, but there's a lot of similarities between (good) corporate practice and good gaming.
I'll ignore self-improvement for the moment and concentrate on helping other people, as much of the lessons apply when you turn the focus on yourself. Firstly, who can you help? The answer is anyone; I've helped people who I met 5 minutes precious in a PUG, through to experienced raiders who know their class inside out. Giving advice and having it taken on board are two different things, it's all about the relationship you have with the individual and the way you frame your advice. You have a relationship, of sorts, with anyone you've ever interacted with, it may be a very superficial relationship as in my PUG example, but it's still a relationship. If the person has reason to respect what you say, they are more likely to take heed of your words. Imagine for a moment that on the first pull you've shouted in party chat "GOGOGO" and OMG "WTF IS GOING ON WITH YOUR DPS" and then whisper the other shadow priest in the party and say "excuse me, but do you realise that the Mind Spike you're using is removing the three DoTs you've just cast from your target? You'd be better off…." The recipient of this advice is likely to completely ignore it or worse, tell you to stick it. If however you started off with a pleasant "hi guys" or similar you've already framed your words in an (admittedly thin) veil of respect. By starting off with "I hope you don't mind me saying…." Or similar you further open the person up to accepting you're not just trying to call them a noob.
In recent months, I've seen numerous examples of heroics that were heading south being turned around because someone has helped out one or more of the party (quite often be being one of those on the receiving end). So it's clear that something can be done in the very short term to improve performance, I've seen equally as many, if not more instances of members simple leaving or vote-kicking without a word as soon as problems are encountered.
Taking this to the raiding and guild environment, where improvement is more likely to be sought, or even demanded, it's a bit easier, but also a lot harder in some respects. On the relationship front, it's a lot easier, you've had a long time to establish trust, but they recipient has also had a lot more time to observe your actions, if they see that you're not practicing what you preach or lack respect for your words, for whatever reason then you've hit problems. You will also be more likely to encounter the suborn types, you know the ones, the pretty decent players who aren't the best, but are better than average who assume they are the finished article, they're not! See my comments about the certain diminutive football player above.
Once you have established a trusting relationship, how do you go about improvement? Firstly look for the low hanging fruit, pick the easiest things which give the biggest boost first. Take saving money on energy bills for instance, if you want to save money on your electricity bill, what do you do? Spend £10,000 on a solar panel for your roof? No, you pay £100 to replace the insulation in your loft; it's cheaper, easier and quicker, and gives a far better payback on the investment. In the same vein, if someone's DPS is 15k and the best achievable is 18k, but they keep dying, it's probably more profitable to look at why they're dying and focussing on positioning rather than DPS rotation (incidentally DPS may reduce in the short term as a result, but total damage output will drastically improve). On the same token, concentrate on one area at a time, try rubbing your tummy in a circular motion and patting your head at the same time, unless you've practiced for hours (saddo) you almost certainly can't do it – peoples brains best deal with things in a serial nature, tackle one thing, 'fix' it, move on to the next.
If you're a raid leader and you need to help someone improve, you need to make sure your message doesn't come out of the blue – if someone's DPS has been substandard for three months, telling them you've been watching them for some time and they have a week to sort it out or be benched is silly, tackle issues openly and early to avoid drama (llamas?). On the same token, it's not just about negatives, focus on positives, which sounds best "you're DPS is good, but I think we can improve it by…." Or "you're not doing enough DPS, you need to improve by…." Notice also the subtle difference between we and you! We are a team and we are working together to jointly improve our performance. As opposed to you aren't good enough and you need to do something about it.
My final point, is don't forget to look in the mirror; lead by example (even if you're not a GM or a raid leader, you can still lead), actively seek feedback, it's almost impossible to spot your own failings without help; if you've ever tried to proof read an assignment at school or college thinking it was perfect, only to have the teacher hand it back scrawled in red ink you'll know what I mean. Don't shy away from people offering advice, be thick skinned and take it, whether you like what you're hearing or not. Above all, nobody is perfect, everyone can improve in some respect or other, so don't think it doesn't apply to you.
And finally, finally, I've mentioned llama's twice, so I'm going to lead by example, practice what I preach and all that, and include a nice picture!
I'd never really considered myself an altoholic, yes I played alts, but I'd never really got into multiple toons in a big way. Throughout WOW I've generally had 3 characters at the top level, be it 60, 70, 80 or 85, generally one as a gatherer primarily and the others two as my main play-things, one which was my primary raider the other as my alt runner.
I've tended to have a play with other classes in the past, but nothing too serious, I levelled a warrior to level 60 to have a go at tanking, but didn't really like it, then Death Knights came along and he became my tank and gatherer, so the warrior got neglected, stuck in the outlands at level 63. Anyway, I was doing a little house keeping over the weekend, clearing crap out of bags and seeing if I had any spare bank space when I realised I had a character in every class but Shaman! Most were in the 40's or there abouts, those of you who've been reading regularly will know I've been levelling a druid which is now getting on for 65, I remember playing around on a Paladin about the time of TBC getting to 50 odd, and then I spotted my hunter, I didn't even know I had a hunter!?! Its level 63 SIXTY THREE!!! How can I forget levelling a toon through 63 levels?
Quite bizarre really; so it seems I am an altoholic, I even created a level 1 Shammy just to complete the set… there we go, I've admitted it, the first step on the road to recovery is admitting there's a problem after all…
I wonder how many alts the average is and how many of those are 85 or regularly active, I suppose only Blizzard knows the answer. I've found my alts incredibly useful for a number of reasons, primarily, for trade skills, I use one alt to collect stuff, one to enchant and inscribe and my main for alchemy and gem crafting which works well for me. In the past when I've been raiding, and didn't need the gear on my main the primary alt of the moment was my 'fun' player who'd do the 5 mans and alt-raids etc. I've also previously used an alt as a sanity character back when I was actively raiding and a GM, sticking it in the guild so I could keep an eye on guild chat and log over if there was a run I was interested in happening but just kick back and relax a bit more. As far as most of the guild were aware this was just a casual member so I didn't get the constant questions about DKP, when the next raid was, randoms whispering asking for a guild invite etc. etc. More recently my alts have been my go-to characters when I'm time constrained, you need at least an hour for a random heroic these days, probably more like two if you get one of the longer instances or encounter 'issues' with the PUG… plus the wait time in LFD. So if I can't guarantee I've got at least 90 minutes I tend to either log over and level something or jump into a normal.
I've found alts have been both an important boost to my performance on my main, in terms of positional play and understanding the new dynamics of other classes and other roles (particularly tanking). I've also found they can sometimes be a bit of a hindrance; healing on the druid, especially early instances is about as simple as it gets, little heal, mid-heal, rinse, repeat. With the addition of an occasional panic heal when you've been caught staring out of the window, on a number of occasions I've dropped straight out of a lower level normal into a five man and found myself forgetting about Chakra, refreshing Renews, Prayer of Mending and a whole heap of other stuff. I've also noticed my DPS mashing rotation is similar on my Death Knight to that of the order of mash for my shadow spec, similar, but not quite the same, which has led to me firing off Mind Blasts without Orbs up and refreshing SW:P when there's been no need.
I'm not sure what the point of this post is, more an observational post I suppose, whatever, the sandwiches have been devoured and I've shed loads to do, if I plough through it I might be able to get home early and start levelling the Shammy…
As an ex guild leader, recruitment officer, raid leader, website admin, raider, and now just plain old run of the mill casual I've seen what goes on in a guild at pretty much every level, both publically and behind the scenes. Over the past three years or so I've been studying an MBA which looks at all aspects of business. This has been sponsored by my employer and has an obvious tie in with my day to day work but I've often considered that a typical guild structure mimics that of a corporation, not only that but the types of character, and more specifically leader match the people you meet in industry and the types of characteristics you find in people which makes companies or teams more likely to succeed, or fail, are almost identical to those you find in WOW.
I'm going to talk a little here about leadership characteristics (I don't necessarily mean an appointed leader, anyone can 'lead' something in a given situation) which make for success in any organisation (including guilds). It's important first to understand what the objectives are of an organisation; you may assume all commercial organisations exist solely for profit, and that may be true, to an extent, for some. But profit for who? The owners? The shareholders? What about the workers? They make a 'profit' of sorts in their pay packet every month. Even customers make a 'profit', when looked at in these terms, they are gaining some sort of benefit from being a customer there is value in this benefit to them (the reason they derive value doesn't matter, it just matters that they do). Charitable organisations aren't really interested in profit in normal terms; they are mainly focussed on helping their target area. Even culturally company's outlooks differ, Japanese corporations, for example often regard future growth as highly, if not higher, as current profit, whereas western organisations tend to focus heavily on the short term here and now, often to the detriment of longer term stability (incidentally one of the contributing factors of the current global recession). So actually when you look under the hood of what makes an organisation tick, it differs wildly. Being very generalistic about the objectives, you could say that any objective of an organisation is to give value to its respective stakeholders. Stakeholders are anyone who has a vested interest in that organisation, no matter what it is; value is whatever benefit they derive from being a stakeholder. For a shareholder in a big company it might be the yearly dividend they receive, it may however be the opportunity they get to turn up each year at the AGM and shout at the CEO, my point is it's down do the individual; as a WOW player, in a raiding guild, it might be the shiny purples, it might be the experience of raiding, it might be the social scene, it might be the fear of not playing (addiction) or a whole range of other reasons unique to the individual. As a leader, it is important to understand what makes the stakeholders tick (and it may change from minute to minute or year to year).
Once you understand what makes people tick (or at the very least what makes others tick is not necessarily the same as you), a leader can set about trying to lead. I'm going to draw heavily from a text book which I read cover to cover for my first ever MBA module, "Reframing organizations: artistry, choice, and leadership" by Bolman and Deal, it's a great read (if you make it through the first two chapters which are truly awful), if you're actually interested I'll link this and any other reference material at the end.
So, you know what makes people in your guild tick, you understand people have different outlooks on life, and you know these differing views will inevitably cause friction at some point, how do you go about setting up your organisation (guild, raid or even 5-man party) to succeed? Firstly ask yourself what does success look like, if it's a heroic party, it might be clearing the instance; it may however be simply completing the daily heroic requirement, skipping everything that isn't necessary, it may simply be the first boss because the party's been set up to get a particular piece of loot. It may be a combination of all three (and any number of other) reasons for each of the members, already you have a possible 15 permutations (from 3 'success' criteria and 5 members) for a simple 5-man, it's a wonder any part s ever successful! For a guild it's much, much, more complicated! Hopefully you're starting to see there is no one correct answer which suits everyone, and even if it did, it would change so frequently you'd tear your hair out. All you can hope to do is abstract a set of principles or goals which mean success and apply a general framework to achieving that. By abstraction I mean Bob wants epics, lots of epixxxes; Fred wants to be the highest DPS in the guild; Clare whose sole aim in life is to wear the Mantle of Nefarius can all be abstracted to complete Blackwing Decent 25-man by x date. The framework is the tricky part, how do you as a leader best lead? This is where I'm going to reference Messer's Bolman and Deal, they refer to "four frames" of which a leader can use to lead; structural, human resource, political and symbolic. Each of the four frames is better suited to some leaders personalities than other, each has its place and depending on the situation will become more important than others.
I'll describe the four frames briefly, but if you're interested go read the book referenced at the end (it's available to view, in part, on Google Scholar)
- Structural: the most obvious, it's about the organisational boundaries, chain of command and process, there being a set list or blueprint for getting things done. A good example of where this works is an army, in the heat of battle soldiers, no matter the rank, fall back on their highly structured, highly disciplined training.
- Human Resource: sounds a bit corporate dunnit? Not really, the HR frame focuses on how characteristics of organisations and people shape what they do. It's the 'most important asset are our people' mentality, whereas a structural organisation will have people doing things because "that's how it's done" a HR focused organisation will more likely have people doing things "for the love of the organisation" (i.e. their derived value is more than just the pay check at the end of the month).
- Political: it's not a dirty word, don't assume it's the negative aspects of spin and self-interest you see in the media. Viewing an organisation from the political frame simply means you're making decisions to achieve set goals whilst taking account of scarce resources and diverged interests. It's a balancing act of trying to satisfy the most people possible in pursuit of achieving your goals.
- Symbolic: this is often one of the most powerful (and possibly destructive) a symbolic leader can be extremely powerful in terms of motivating people, think Ghandi or Martin Luther King, people we willing to die for their cause. Symbolic gestures too are extremely powerful, I remember a story of a Chief Executive and Chairman (possibly Ikea, I can't remember the exact details) who would share a hotel room whenever they were away on business "to save money" now in the context of a multi-billion pound company, a £100 a night saving isn't great, but the symbolism of the gesture is immense. Similarly adverse symbolic gestures can be hugely detrimental, think about the bad press city bankers have been getting lately for taking huge bonuses when the tax payers across the world have paid Billions to bail them out.
No do something for me, try and think of one example of each of these frames have been applied in your guild, by design, or by accident – is it the structure of officers and raid leaders, the selfless help offered in gearing a member up to raid who's taken some time off or the GM benching himself for a raid because there are more people wanting to raid than there is space? Actually, I've only given positive examples, try and think of one positive, and one negative, and then try and decide whether the person(s) involved acted without knowing the consequences, or whether (in your opinion) they'd weighed up the pro's and con's and taken the course of action with full awareness of the consequences (probably best to keep your findings private, you might upset people if you post your examples on the guild forum – political frame and all that… :-)
If you're an experienced GM, raid leader, manager, or have had any other reason to 'lead' a group of people you've almost certainly recognised yourself in what I've said, perhaps more by accident than design you'll have done things which could be construed as fitting into one of the four frames. Whether you're a GM, raid leader, or just a standard player, take some time to think about what you and your 'colleagues' want from the game in any given circumstance, and try to work out the best way to achieve 'success' whatever success may be.
WOW is a strange animal, it thrusts people into situations, which in the real world they'd never dream of, yet they survive, and not only that, excel! How many people have managed a team of 40+ people? Not many, I've had a reasonably long career in industry, managing a variety of teams, and approached that number in a couple of occasions, but think back to Vanilla WOW I was regularly organising and running 40 man raids, as were thousands of others across WOW. Leadership, more importantly good leadership isn't about being the boss, or necessarily the one who gets all the credit, it's about getting more out of others than they thought they were capable of in pursuit of achieving the organisational goals.
Even as an individual raider in a group of 25 you can have a positive impact on the group as a whole, think about the symbolic gesture of passing on a bit of loot, even though you're top of the DKP tree, for a newer raider who's gear is far worse – the total improvement to the organisation is far larger, but the symbolism of you looking after the interest of the whole guild or raid won't be lost, others will take the example and act in a similar way.
Now the reference – the link to Google Scholar http://books.google.co.uk/books?id=tsFj7wgczvYC&printsec=frontcover&dq=reframing+organisations&hl=en&ei=C9NbTdePMJKShAfJ7OXuDQ&sa=X&oi=book_result&ct=result&resnum=1&ved=0CC4Q6AEwAA
Or the proper Harvard style reference for you more studious types:
Bolman L.G. and T.E. Deal (2003). Reframing Organizations: Artistry, Choice, and Leadership, San Francisco, Jossey-Bass
