Energy Consumers: Beware the Office Vampire

I am a big believer that having a firm command of your own physical, intellectual and emotional energy is imperative for everyone’s success.  As a leader, you need to make certain your team has positive emotional energy.  With that in mind, I thought I would share something interesting from April 9th’s Chicago Tribune.  I read Rex Huppke’s always amusing column “I Just Work Here”.  The column’s focus is the book Emotional Vampires by Al Bernstein, a Portland, Oregon-based clinical psychologist.  The book came out in 2000, but it is timeless – just like vampires. 

The premise of the book is there are people in the workplace whose actions and emotions suck the life out of fellow workers.  Instead of creating emotional energy, they are voracious consumers of it.  Bernstein sorts them into the following “vampire” types:

•  Anti-social vampires:  the rules are for suckers (no pun intended), not them.
•  Histrionic vampires:  no amount of unnecessary drama is too much.
•  Narcissistic vampires:  it is all about them, even when it is not.
•  Obsessive-compulsive vampires:  perfectionist who cannot see the forest for the trees.
•  Paranoid vampires:  positive they are right and everyone else is wrong.

These archetypes are exaggerations to make a point.  However, the negative effect they can have is not exaggerated at all.  Al Bernstein provides an “antidote” for each, but these are to be used by co-workers.  As the leader, your role is different. 

You need to maintain your leadership brand.  It must be consistent.  Your role is to keep returning everyone’s focus to the goal in a way that energizes you and the team.  To this end, be sure to praise in public and critique in private—it keeps the team cohesive.

I will be covering Team Dynamics more in the coming blogs.  Watch this space.

Humble Warrior

Do you ever get the feeling that your sense of what is right is warring with your ego? Like when you make an embarrassing mistake.  You know you should admit it, but ignoring it is easier. Or when your peer has a major success but gloats about it.  You just don’t want to give her the additional satisfaction of your acknowledgment.  Maybe it is something as small as not wanting to give anyone else a platform to talk during a meeting because you are too busy describing your great idea.

We know the right thing to do, but it is hard.  Often, we think of leadership in very black and white terms:  the best leaders are always strong, always right, always in the lead.   Consequently, giving power to someone else, admitting errors and letting others shine can feel like weakness.

Mastering your sense of self is crucial to successful leadership.  You have to be comfortable enough with yourself to know that admitting error, giving praise and sharing do not diminish your standing.  On the contrary, these qualities enhance your standing.  Only someone well-rounded and comfortable in their own skin can do these things. 

It reminds me of a yoga pose my wife described.  I looked it up (see photo).  The pose is called Humble Warrior.  The strong warrior is placed in a submissive position of leaning forward and bowing almost to the ground.  But on closer inspection, you can see that entire body is strong.  The pose uses the entire body:  strong, lunged legs; hands clasped behind; arms straight, thrust overhead; body cantilevered over; shoulder next to--but not touching--the knee; head hovering over the ground.  There is power in the humble pose. 

We need to tap into our internal strength to do that which may seem weak, but which actually makes us strong. 

What is your Humble Warrior moment?

The Flying V - a mutually beneficial relationship between leader and followers

Chicago finally received its first “real” snow of the season.  Snow gently sifted on us for 20 hours until we woke up today with bright sunshine and "8.”  I live in an urban setting, so it is a social imperative to get out first thing and shove the communal sidewalk.  The next order of business is to get the family dog out for a good run in the snow-covered park.   We were running mid-shin deep in snow when we first heard it.  We stopped and looked.  It was the flying V.

This is not a blog about the classic Gibson rock-n-roll electric guitar that originated in 1957 (http://www.flying-v.ch/).  It is about a gaggle of geese.

These geese were flying south; something they probably regret not doing sooner than a 17° day in January.  What I found fascinating was the honking.  Geese fly in a V formation.  This allows one goose to expend more energy by being the leader at the tip of the V while each successive goose gets the benefit of drafting.  In return, all the following geese honk their encouragement to the leader, thus giving the leader more impetus to fly faster and farther.  It is a mutually beneficial relationship between leader and followers.

From the leader’s perspective, this is a classic example of what can be accomplished when you have encouragement.  Having an advocate can get you through those times when you are tired, stressed, or so deep in the thick of a problem that you cannot see the forest for the trees. We all have had the relief that comes after talking to someone who knows us and our work, who tells us about the success in the bigger picture.  Advocates, cheerleaders if you will, are also a benefit when they acknowledge and celebrate our successes.  They incent us to achieve again and again.  Cheerleaders can give us the extra push that gets us where we want to be. 

Just like the geese, there is a benefit for the cheerleader too.  In the January-February 2012 Harvard Business Review, Shawn Achor authored an article called Positive Intelligence.  In the article, he points out that his research shows that the employees who “score the highest in providing social support are 40% more likely to receive a promotion in the following year.”  In addition, they feel higher job satisfaction.  By being a cheerleader you are not only providing support for others but boosting your own tangible and intangible rewards. 

Whenever you come across an action that has win-win possibilities, try it out!  After all, what is good for the goose, is also good for the gander.

Let's Walk theTalk and visibly live our values

I was listening to an interview on a national news station the other day.  The reporter was interviewing a well known academic and expert in political communication strategies. This individual has developed a specific reputation for creating powerful “sound bites”---those short and easily remembered lines that are intended to be repeated often in the media. Here is what the Phrase Finder website has to say about the origin of sound bites:

This originated in US media circles in the 1980s.  It is clear that the first known printed citations come from that period.  For example, The Washington Post, June 1980---"Remember that any editor watching needs a concise, 30-second sound bite. Anything more than that, you're losing them."

By the mid-1980s we had a new breed--"the Spin Doctors."  Their influence is such that the use of sound bites is now [2006] commonplace throughout those parts of the world that is strongly influenced by the media, i.e. pretty much everywhere.

The expert being interviewed passionately articulated some clear concerns about the use of sound bites.  Specifically that at best they were highly incomplete disclosures of an important idea or position.  At worst, they were outright manipulations of the facts. He made the case that we desperately need more information about important issues and need to be willing to invest in a more comprehensive understanding.  We shouldn’t be “lost” (as the above quote implies), if we have to actually listen for more than 30 seconds.  

I found it ironic that this individual, who was passionately advocating for  more information, followed his plea with (I paraphrase) “don’t get me wrong, I make a lot of money creating sound bites for politicians, it is a big business.”  As I was driving I remember asking out loud, “why are you doing it then?”  My opinion of this individual’s credibility dropped immediately in my eyes.  He sounded like a hypocrite.

The validity of sound bites is not really the point here. The point is that as leaders, we need to visibly live our values; we need to “walk the talk.”  Followers can spot a hypocrite a mile away.  If you are engaged in something that is inconsistent with your values and beliefs, you need to stop doing it.  If you lose your credibility, you will lose the hearts and minds of your followers.

Please pass along any comments; I always appreciate your thoughts.

To advance your career, make yourself uncomfortable

Download full document by clicking on the box above or go to my Box.net account:

Accepting fear will allow you to move foward in your business

My father was visiting over the holidays and reminiscing about his days as a Navy pilot. Being eighty eight years old and a WWII veteran, he is part of a small and shrinking group of men and women who came of age during a time of war.

As a carrier pilot in the Pacific theater, my father had to learn how to manage his fear. He describes his first carrier landing as the most terrifying experience of his life; one he recalls vividly today. There are no heroic images in his recollection, only feelings of paralyzing fear and disbelief. Is it really possible to land a plane on what appeared to be a “matchbook bobbing and weaving" on the surface of the ocean?

When his wheels first hit the deck and the arresting wires grabbed the tail hook, he realized it was possible; he had made it. His fear transformed into belief and the elation of accomplishment took over.  He said: “Once I admitted to myself that I was terrified, a sense of relief overcame me and I believed I could do it.”

Many executives don’t like to admit they are afraid. Instead of managing their fear, they pretend it doesn’t exist. Unfortunately, this denial prevents them from taking important and decisive action; they never “land the plane!"

Not landing the plane includes among other things: sticking with a strategy that is successful today, when all indications point to it failing tomorrow, keeping quiet on a point of principle to avoid “ruffling feathers,” waiting too long to admit to a mistake, and delaying action on popular yet poor performing executives. Any of these mistakes can cause your leadership to “crash into the ocean.”

.

Admit to yourself that you are afraid. Even better, admit to someone else you trust and respect. Accepting fear is managing fear. It allows you to make the tough calls, move your business forward, and bring the plane in safely.

Happy New Year!

Accept Reality---and do something about it....

In Dickens’ famous story, A Christmas Carol, Scrooge must face his past, present, and future.  As he travels through his life, we experience a story of scornful failure followed by undeniable redemption.  We see early on that Scrooge has lost touch with what really matters; because he has accepted a cynical world view, he is left old, alone, and bitter.

During his time with the Spirit of Christmas Present, Scrooge is confronted by two of the most intense characters in the story.  When the Spirit opens up his cloak, sitting at his feet are two dirty and frightened children; the boy’s name is Ignorance and the girl’s is Want.  When queried by Scrooge, the Spirit provides some clear direction: “Beware of them both and all of their degree, but most of all beware this boy, for on his brow I see that written which is Doom, unless the writing be erased.  Deny it!”

While up to interpretation, it appears that from the Spirit's viewpoint ignorance and denial are two sides of the same coin.  If you deny reality and claim ignorance, suffering is a certainty.  For anyone in business, this advice should resonate loudly.  

The business world is strewn with the bodies of leaders who chose to deny reality and paid the price.  We all want to hear good news. We don’t like the trouble and emotional angst that comes with problems.  However, not facing reality can cost you dearly.  Competitors that are underestimated will eat your lunch; under-performing executives left in place hurt morale; questionable ethics that aren’t challenged have painful consequences.

However, even Scrooge found redemption! By facing the impact of his denial and ignorance, his spirit rose from the ashes.  It is never too late to ask the tough question and to challenge your own actions.  This is what great business leaders do and their companies thrive.  

The good news is we can all learn from Scrooge. 

By accepting reality and doing something about it we can achieve great things.  

Happy Holidays!

Common Sense---a (business) notion that has been around for a long time...

Ben Franklin often spoke of common sense with such notable quotes as "If you would be wealthy, think about saving as well as getting” and “Creditors have better memories than debtors." 

Ben’s practical approach to life was admired by many and certainly has much to teach us about executive leadership.

In business, complexity is the enemy of common sense. When business ideas are allowed to flourish in the form of highly complicated and confusing concepts, common sense is often a casualty. Complexity hides basic truths and we don’t have to look very far to find examples

Senior executives must constantly be on guard for ideas that are too hard to explain, are expressed with emotion rather than logic, and are pitched with certainty, often by individuals convinced of their superior intellect.  “Trust me on this one, I completely understand the issues.”   To ensure common sense prevails you should:
 

o     Ask pointed questions and listen carefully.  Questions are almost always more useful than statements.  Poor listening is behind many bad decisions.

o     Encourage aggressive debate and give your team permission to engage in conflict when considering important decisions.  Let them know it is okay to “get into it”, notwithstanding personal attacks.

o    Seek input from diverse sources both within and external to your organization. Check out your thinking with those you trust to tell you the unvarnished truth. 

o    Recognize the natural role your emotions play in decision making. Emotions can override judgment; learn to question your emotions.

In business, common sense is an important litmus test for good decision making.  By asking questions like, “Does the idea pass the reasonableness test?"  

Would I do this with my own money?  
Can the idea be expressed simply?  
Is it supported by facts? 

These are the kind of questions Ben would likely ask.  

We would all do well to heed his wisdom; it is as relevant today as it was 250 years ago.

In Business, You Get What You Expect

Clients sometimes say to me, “this organization is just too political.” At times it gets more specific, “that guy is a political animal."   With some folks there is resignation:  “I’m no good at politics; I need to get out of here!”  Politics are considered frustrating and counter-productive, which is often true.

In the business context, the word “politics” certainly has its negative connotations.  It stirs up images of the “yes man” (or woman), the “back stabber” (driven out of control by ambition), and the individual that says one thing and does another.  Why does anyone put up with this?  

The answer is simple:  You can’t avoid it. 

Anyone with kids has seen this play out from the earliest years.  Our twins were keeping score when they we two years old.  If you complimented one, you were neglecting the other.  At two they were competing for power in very simple and effective ways.

A business leader is expected to bring in the best talent, create a high performing organization, and hit the numbers.  In the “thrust and parry” of competition, there will be winners and losers.  No matter what, politics will be hovering around. 

  

So what should a leader do?  It is all about keeping it simple and clearly communicating your values.

People will model your behavior.  If want to minimize the impact of politics, be clear about what’s important.

Here is a simple exercise.  

Write down on a sheet of paper a single word you associate with a “political” organization. It should reflect behavior you have seen with your people.  Then come up with its opposite.

For example:

Negative                     Positive

BS                                Straight Talk

Showboat                    Team Player

Blame                          Accountability

Following this example you would simply, concisely, and frequently communicate to your organization that you value and expect: Straight Talk, Team work, and Accountability. In every interaction, you would consciously model these behaviors.  With the passage of time, the values will become second nature; most employees will be able to name and describe them. 

With all of the management theory and programs available regarding “culture change,” it's easy to forget the simple fact that really do you get what you expect!  If you want to minimize the negative effects of Politics, be clear about your values. Your folks will appreciate it.

Bracketing: A critical executive leadership skill

On June 6, 1944 General Eisenhower had spent the last two days agonizing over the inclement weather that was putting the largest invasion in history in peril.  By waiting for optimal weather conditions, he would lose the advantage of surprise.  The Germans would be able to develop a line of defense and build up their forces. Worst of all allied troops, who had been anxiously awaiting the call to attack, would be forced to linger; morale would certainly suffer.

However, by attacking now the storm and fog could significantly disrupt all air and sea operations.  Eisenhower could end up failing on a monumental scale.  We all know what happened, Ike gave the go-ahead and the rest is history.  He addressed his officers calmly and confidently saying, “I am quite positive we must give the order. I don’t like it, but there it is….”

Imagine the stress and the real fear that Eisenhower was managing. How could anyone facing these potential consequences maintain composure and appear confident when so much was on the line? 

The answer is found in a key leadership skill called “Bracketing.” Bracketing is the ability to put tough feelings and emotions aside, knowing that you will return to them at the appropriate time.  It allows you to focus on the moment and maintain your composure even when your “insides” are troubled.  It doesn’t deny feelings; rather, it allows you to manage them appropriately.

As a business leader, you must be able to bracket your emotions.  If not, your emotions will get the better of you; your critical thinking abilities will be negatively impacted.  More importantly, those around you will become confused as they witness that your facial expressions, body language, and demeanor seemingly are disconnected from your words.  They will be distracted wondering what is wrong with you and your message will be lost.

Bracketing takes practice. Prior to addressing an individual or group, spend a moment to consider your emotional state.  What is really going on?  If you are feeling angry, stressed, tired, or distracted, accept it.  Then, imagine putting these emotions on a shelf you will return to later.  Ask someone you know and trust to observe you and provide feedback on your performance.  

Eisenhower believed that great leaders aren’t born, they are made.   One of the leadership skills he employed was bracketing.  Eisenhower was able to hone this skill so effectively that, even under the most trying of circumstances, he was able to instill faith and confidence in those under his command; and, in so doing, changed the course of history. 

Getting Past the "But We Already Tried That" Response - my comment to a post by John Kotter on his Blog on HBR.com (Harvard Business Review)

Getting Past the "But We Already Tried That" response is fantastic piece by John Kotter on the Harvard Business Review HR Blog this month and (this is how I commented directly to him on the blog on10.14.10) this is a great example of how execution can get bogged down.  

Another variation of this "block" is to say, "great idea lets study this issue in more depth and get Joe, Bill, and Mary's opinion. Then you can bring it back to us and we can discuss it again."  This delay strategy often has the same effect as an outright block and can be harder to counter because it is disguised as prudent and thoughtful.  

In either case, it can be effective to  immediately establish what YOU AND THIS GENTLEMAN BOTH AGREE ON.  Then, invest some time offline to resolve the issue. This reduces defensiveness, establishes common values, and protects what might be fragile egos.  

It might go something like this:  "Joe, thanks for your thoughts.  They are really helpful.  Do you agree that it made sense to at least explore this idea because of its potential to drive productivity?  Okay, so I would really appreciate the opportunity to meet with you after this meeting to discuss the issue further.  Are you open to investing some time?  Great, I know we both want to improve this business."  

Now if Joe doesn't agree with the basic need to vet this idea, try another more general outcome, like, " I know we both want to see this business improve."  There are times when a little diplomacy can go a long way.

John Kotter  - HBR BLOG
On:Leadership,Managing People,Change Management

Getting Past the "But We Already Tried That" Response

10:23 AM Thursday October 14, 2010  | Comments (9) (I am one of them as above).

You and your team have been wrestling with the problem of increasing efficiencies without a big budget to make it happen. You've been authorized to look at every aspect of the process. One particularly enterprising young woman on your team has found that a complicated safety inspection procedure that was put in place fifteen years ago is no longer necessary because the parts that required inspection no longer exist in the product now being produced. And yet workers are holding up the production for the required amount of time in order to get sign-offs anyway.  Great! Simple! We get rid of this inspection process for parts that don't exist and increase productivity by 15%!

Not so fast. When you bring this insight to the management committee, one grizzled fellow says, "That won't work. We tried that five years ago and the lawyers wouldn't let us take it out of the subcontract." Now, this particular grizzled fellow is used to having his words taken as law. Everyone defers to him because he has been around a long time, is in a position of power, and knows a lot about the ins and outs of the critical and complicated production paths.

What do you do?

Certainly you could try to argue your point, but you don't have all the facts of what actually happened five years ago and past experience has shown that arguing with this fellow can be a dangerous activity.

The basic comeback for "We tried that already and it didn't work" is to say something like: "That's a good point, but that was then and this is today. You know, things change. They always do, for all companies everywhere. We don't make the exact same products. Our customers are changing" [or other basic, clear, facts that illustrate how things have changed]. "I'll make a call to the lawyers today, just to be safe" [if you haven't already done so, which you may have] "and if there's a problem with doing this now, we'll try to solve it and get right back to you. But we need the 15%, right? So unless the lawyers scream, why don't we agree now to go forward with the plan. I mean, it really is a terrific idea."

You must never get sucked into the black hole of "what happened 5 years ago." He may have more facts than you do, and make you look as if you didn't do your homework. (Of course it's always a good idea, as part of your preparation, to learn about earlier similar efforts and why they didn't work out.) The real danger, though, is getting drawn into a distracting conversation that goes on to the point where the idea is put aside because you've run out of time on the agenda. Or that the ensuing discussion either bores or confuses people so that they give up and lose interest.

"We already tried that" is one of the familiar attacks I've seen many times over the years. Be prepared for it, and mold your response to your own particular situation. What are some of the variations on this attack that you have seen?

John Kotter

Remember the power of your silence

I was at the NSC conference in San Diego last week and someone approached me with a question regarding the critically important skill of listening. It seems this executive has been struggling with this skill herself and has noticed that her team has the same challenge.  In her case, she was courageous enough to describe a costly mistake that she personally attributed to poor listening. 

“It is hard to listen when your lips are moving.”  Many of us were lucky enough to hear these words of wisdom (or something close to them) early in our careers.  They speak directly to the all important issue of listening. Listening is without question the most important leadership skill and it should represent +80% of your communication.

When some senior executives think about communication, they have visions of standing at the podium for the big meeting or presenting to the board, financial analysts, or any number of other important groups.  In these forums, the executive’s speaking abilities are showcased. “Wow she can really captivate the crowd” or “He can really think on his feet”.  These are great compliments; but there are better ones like: “she asks great questions” or “he listens to my every word and makes me feel like I’m the most important person in the world”.

Great leaders recognize the power of their silence.  They live to ask good questions and listen intently.  They also understand the deep impact listening has on every individual they encounter.  They know that great listening defines great leadership.

Listening skills can be learned.  They relate closely to understanding and honoring your role as a leader.  Great leaders are great coaches.  A leader’s role is to help the team get to the best answer…not come up with the answer.  When the leader forgets this, you can be assured that lips are moving more than they should.  Unintentionally, the leader has abandoned being a coach and in the process, confused his/her people.

You can read books, look at videos, go to seminars and use other learning aids to improve your listening skills.  Here is another simple tactic.  When your lips are moving, ask yourself if you are being a player or a coach and remember the power of your silence.

Highlight photos from the CSCMP Annual Global Conference in San Diego - September 26 and 27 2010

Highlight photos from my appearance at the the
CSCMP Annual Globla Conference in San Diego
September 26 and 27, 2010