July Leadership Development Round Table Challenge
Filed under: Leadership, Making Decisions, Middle Management, Talent Management
It’s time for the July Leadership Development Round Table Challenge!
You may recall from last month’s inaugural event, this is where we put forth a vexing situation and a number of regular contributors plus one guest take the opportunity to share their best thoughts on how to handle it… in 200 words or less. You vote with your comments and with your actual vote, and after one week of fierce but professional debate, a winner is announced.
This was great fun for all parties involved last month and it’s nice to get everyone involved in solving what are most definitely real-world challenges. We appreciate your active contributions and votes!
This month’s contributors:
1. Dan McCarthy, from Great Leadership
2. Art Petty, from Management Excellence
3. Mary Jo Asmus, from Aspire-CS Note from Art: as of this writing, Mary Jo is still without power from the storms that hit the Midwest this week. She encouraged us to proceed on schedule sans her post.
4. Steve Roesler, from All Things Workplace
5. Jennifer Miller, from The People Equation
6. Scott Eblin, from The Next Level
and our esteemed Roundtable Guest this month is:
7. Sharlyn Lauby, from HR Bartender
OK, it’s time for the case. Fair warning, I’m the host this month, and it was my job to write the case. While a bit longish, I erred on the side of wanting to paint a picture for you to work with. It’s a real situation that is looking for a real solution. With no further adieu, here’s the July Challenge:
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The Set-Up:
A case in a widely read publication once used the label, “Brilliant Problem-Child” (BPC) to describe the high-potential/high-performance employee who manages to tick everyone off while stomping on toes in pursuit of results. Certainly, our culture is filled with descriptions of leaders who are “less than nice” in the workplace, however, the situation gets complicated if your name isn’t Steve Jobs or Larry Ellison and if you’re operating somewhere in the middle layers of an organization.
Just about everyone knows or has worked around someone like our character, Joe, below, and if you’ve been Joe’s manager, you’ve dealt with the dilemma of “What price, brilliance?” From “results at any cost,” to “why can’t we all get along?” there are a myriad of approaches with varying costs to teams, environment and careers.
Here’s a chance to help Joe’s manager, Pat, (finally) get this one right.
The Situation:
Pat Paulsen, the Director of Product Management for Apex Inc., sat for a few moments and stared out the window after the project team left her office. She was disappointed that her employee, Joe, was once again, the topic of discussion and complaint.
Apparently, Joe had yet again stomped on some toes and bruised some egos on the project team. He had shared his disdain for what he viewed as a slow and overly bureaucratic process to gain approval for the feature specifications for the next version of Apex’s flagship product. When the project team resisted his efforts to ram through the specifications, Joe had used his considerable pull with the overseas head of engineering to bypass the team completely. His response to the protests from team members was, “I’ll get this done with or without you.”
Joe:
Joe was a widely acknowledged brilliant product manager who had worked hard since the business unit’s inception 7 years ago to translate customer needs into product ideas and programs that solved problems and kept competitors off-balance and chasing Apex.
Additionally, customers and industry partners respected Joe’s industry knowledge and his zeal for supplying them with products that helped them run their businesses more effectively. They even overlooked his propensity to tell them how to run parts of their business, because he was most often right. “One partner summed it up best, “Joe has a horrible bedside manner, but he knows his stuff.”
Pat and Joe
Pat, as Joe’s manager, had been on the receiving end of a number of these types of complaints over the years. The conversations typically started with, “I know Joe is brilliant, but… .” The group that just left her office didn’t include any references to “brilliant” this time.
Pat genuinely believed that she had gone beyond the call of duty trying to remedy the problem and support Joe’s development. In addition to documenting, discussing and offering ample feedback and guidance over the past few years, Pat had invested in Joe attending several workshops on improving interpersonal skills. And just last year, Pat, with her superior’s blessing, had invested in sending Joe off to the prestigious Institute for Leadership Excellence, for some focused and very expensive coaching.
Perhaps the most perplexing part of the situation was that Joe seemed to genuinely take the feedback and coaching to heart. He worked hard on modifying his behavior after receiving feedback, but eventually he would become frustrated when project team members or groups ignored his guidance or moved too slowly on an issue that he viewed as critical.
The Environment:
The values at Apex were clearly posted in every conference room and they clearly implored people to “Break Down Walls,” “Challenge the Status Quo” and “Serve Customers First.” Taken literally, Joe’s behavior matched those values perfectly. He did do great things for the firm, and he was a thorn in everyone’s side in the process.
The success of the business unit over the past few years (much of which was due to Joe’s products), had led to a significant shift in the internal culture, from one fueled by entrepreneurial zeal to one that was building processes and relying more on teams. It was clearly a different environment and one where Joe’s approach was increasingly in conflict with the emerging culture.
What Next?
Pat shuddered to think what life would be like without Joe’s knowledge and expertise helping the company specify and launch great products. She pushed the momentary vision of him wearing a competitor’s badge at the upcoming industry trade show out of her mind.
Pat had no doubt about Joe’s brilliance, but it was clear that his approach engaging with others had more than worn thin. She sighed and pondered what to do next.
Help Pat. What should Pat do given the history and circumstances described in the case?
Advice from the Roundtable Members:
-From Art Petty, Management Excellence (note: as host, I’m honor-bound to write my answer before reading the answers from other members…thus my being first in the line-up. All other posts added in the order received):
Pat is in a pickle, and her options are not great. Joe is unlikely to change his spots with more coaching and counseling, and the”or else” discussion will begin moving Joe out the door. Leaders often have to make hard, unpopular calls, and this certainly feels like one of those.
The values describe an aggressive culture, and given the growth (on the back of Joe’s products), new people and new processes and teams are forming and feeling their way forward. While Joe seems to introduce significant task conflict and creative tension, it does not appear that his behavior is unethical, immoral or toxic. It does create task stress, which can contribute to improved performance.
Strengthen the team…provide coaching and training on team dynamics, conflict resolution and managing challenging team members. No one should have to walk on eggshells around Joe, and individuals and groups must be comfortable conducting robust dialogue with him and each other. If his behavior crosses the line from task to personal and the toxicity goes up, I would advise Pat to move him out. For now, I’m not willing to suggest she trade a visionary with an unquestioned ability to create value.
Leadership is often lonely.
-From Jennifer V. Miller, The People Equation
It’s time for Pat to level with Joe and let him know that if he doesn’t curb his atrocious bedside manner, he’ll be discovering his brilliance somewhere outside of Apex Inc. Allowing this behavior to continue tells other employees: “It’s ok to act like a jerk as long as you’re brilliant”. Lots of really smart people don’t leave bodies in ditches, so the “we tolerate it because he’s brilliant” argument doesn’t cut it.
Joe’s been acting this way for seven years, so he’ll push back, offering evidence of all his accomplishments. Pat should meet with Human Resources to review the existing documentation and develop a plan for the conversation with Joe.
The overall message should be: “Joe, we appreciate your efforts on behalf of Apex. Business conditions have changed and we now need team players, not hard-charging mavericks. Your behavior must change, or you will be fired.”
After that, it’s up to Joe to determine if he wants to change. He’s increasingly becoming a square peg in a round hole. Not only is Joe’s behavior damaging to other employees, it’s most likely stressful for him to continually be told to “change”. He may decide that it’s best to move on.
-From Sharlyn Lauby, H.R. Bartender
The thing that stood out to me was the environment. The scenario paints a disconnect between the stated company values and the actual internal culture. At some point, the company will have to reconcile this. That’s another post.
I’ve seen this situation many times. A person has creativity and produces at a high level but leaves body bags all along the way. Hopefully, Pat is able to recognize the good things Joe has done for the company while at the same time realize it might be time for him to move on.
If Pat continues with the status quo, there are two possible repercussions. (1) the remaining team members become completely disengaged creating an “us versus them” environment. (2) Pat’s credibility goes down the tubes because she failed to deal with the situation.
Pat needs to explore a way to have Joe exit the team in a positive way, allowing him to keep his dignity. At the same time, she needs to set new expectations for the remaining team members who will still be accountable for delivering results.
-From Dan McCarthy, Great Leadership
Joe is doing exactly what he was hired to do and you’ve allowed him to do. In fact, up until recently, it sounds like Joe’s values were a perfect match for your company culture.
Oh sure, you’ve spent a bundle on executive coaches and fancy charm schools, and for a while, he may have been ready and able to change. However, when push came to shove, you continued to let him get away with it because he got the results you craved. To make matters worse, it sounds like you’ve been so dependent on Joe that you’ve ignored the development of the rest of the team.
Managing an employee like Joe is like having a drinking or gambling problem – we deny there’s a problem until it’s a crisis.
It’s time to sit with Joe and spell out your behavioral expectations. More importantly, it’s time to lay out the consequences – this has been what’s missing in order for him to change.
If he does not change, then you need to follow-up on those consequences. I’m betting he will once he sees you’re serious. That’s when you earn your stripes as a leader!
-From Scott Eblin, The Next Level
In considering Pat’s dilemma about Joe, two quotations come to mind. The first is from the former French president and general Charles deGaulle. “The cemeteries, he said, are full of indispensable men.” Pat is feeling trapped because she’s allowed herself to believe that Joe is indispensable. She will eventually have to deal with his behavior in a definitive way. It’s just a question of whether it’s sooner or later. Either way, she needs to start working on building the company’s talent pipeline now so that when Joe leaves she’s not left with a gaping talent hole in the organization.
That leads to the second quotation. Paraphrasing Karl Marx (yes, that Karl Marx), the good of the many outweigh the good of the few. As talented as they are, people like Joe ultimately stifle their organizations because the really good people leave because they don’t want to work with a pain in the butt. If Pat lets this play out much longer, she’s going to be left with a lot of mediocre people and Joe. Not a great competitive situation to be in. She might have one more “You’ve got to change or else,” conversation with Joe, but she has to be prepared to let him go.
-From Steve Roesler, All Things Workplace
Indeed, we’ve probably all dealt with high-performing/low-collaboration types. The last client situation with which I was involved saw the real-life “Pat” character follow the same steps described ( I was “Joe’s” coach). After being involved with a number of these, here are my thoughts. 200 words probably won’t do it justice.
- Joe works for a profit-making company that rewards revenue generation and will go out of business without it. (Note the Apex well-publicized values). So, the question to ask is, “While this huge pain in the butt is ringing up business, what behaviors can we all learn to live with?”
- Pat has introduced developmental activities to impact Joe’s behavior. In fact, Joe has actually exhibited desired behaviors. It seems that the smell of victory puts him into high gear and, like a profit magnet, he goes for the gold.
- Bypassing people and procedures is normally a no-no. But look at the bestselling books that tell you to be a Maverick or use the Fire-Ready-Aim approach to business. If you’re a high achiever, what are you supposed to believe?
One last possibility: team meeting with Joe to let it all hang out. Could it hurt?
It’s Your Turn…What Say You?
Vote in the poll below for your favorite answer, and please share your own professional perspectives with a comment.
Send in the Clones. The Abuse of “Must Have” in Recruiting and Hiring
Filed under: Innovation, Leadership, Management Education, Middle Management, Organizational Transformation, Performance, Talent Management
Aside from a few obvious technical and vocational roles, there are very few positions in most organizations that absolutely “Must Have” someone who has held the identical role in the same industry with the same job.
Nonetheless, the use of “Must Have” remains a staple in recruiting and hiring. It’s too bad, because over-reliance on “Must Have” can lead to a chronic case of mediocrity or worse, a terminal case of recycled bad ideas from industry participants.
Who Fits this Description?
Recently, a friend sent me a series of executive position descriptions he was considering responding to. His excellent qualifications exceeded the scale and scope of the roles, but didn’t quite match the exact requirements. The “Must Have” lists were long and loud, and just as they caused my colleague to pause, they are certain to frighten away most talented people who have not lived a life that precisely matched this nearly impossible-to-replicate list of required experiences.
While I get the need for some “Must Haves”…I don’t want a mechanic setting my son’s broken arm, and no one wants a real estate broker advising them on estate planning, there’s a point when the list turns from essential to ridiculous.
Now as a bit of truth in advertising, I’ve made a career out of scouting and engaging talent from everywhere but my competitors. I never had an urge to reinvent their same lousy practices or to recycle the people who have been busy changing badges but going to the same trade shows for years.
The excessive reliance on “Must Have” is particularly disturbing in an era when:
a. There’s so much remarkable talent available for hire.
And
b. Now more than ever, firms need to infuse established businesses with different ways of thinking and acting.
Measure Twice, Cut Once on Your “Must Haves”
The “Must Have” issues I am focusing on are for managerial or leadership positions where the keys to success are much more about critical thinking, leadership effectiveness, talent development and operating effectiveness, than they are about specialized industry experience.
“Do not apply unless you have X years working in Y industry.”
Great people with highly transferable and mature skill-sets are kept out of the game by an irrational belief that there’s something particularly special/unique/special about your industry and business.
Newsflash: your firm and your industry have the same general issues and challenges as every other firm and industry.
That’s crazy! We’re different. We’re unique.
No you’re not. You have the same challenges in your firm for creating winning strategies, engaging and keeping the right talent, operating effectively and responding to or acting upon global and industry forces. The variables change from sector to sector and firm to firm, but when you peel back the layers, the issues are the same.
It takes too long to bring people up to speed. We don’t have time .
When it comes to getting the best talent on your team, you always have time to help them learn an industry or marketplace. It’s much easier to teach someone an industry and market than it is to teach them how to think strategically, lead effectively and operate efficiently.
Having shifted industries four times in my life, I can tell you from experience that there is a learning curve, and once you power through that curve, the issues are eminently comprehensible. It doesn’t take a long career or a rocket scientist to understand industry forces, to plug in to customers, and to understand your firm’s “unique” position and value proposition.
A Few Dividends from Relaxing the Must-Haves in Your Hiring Decisions:
- You gain a broader pool of talent to draw from. Yes, this means more work for you. Take solace in the fact that it is the right work.
- The outsider offers a a fresh set of eyes with a broader base of knowledge on how problems have been solved and how customers in other worlds have been served. The observations and ideas can infuse a team and business with new life. (And yes, it will annoy those who are practitioners of the “That’s not how we do it here” religion.)
- You have an excuse to challenge conventional thinking. People with diverse experience aren’t burdened by the baggage of looking through the same narrow industry lenses for many years, and their presence provides an opportunity for you to tee up some “sacred cow” discussions in front of the barbecue.
- Professionals with a fresh view regularly ask annoyingly good questions, including: “Why do we do it this way?” Or my favorite, “What if… ?” followed by “Why not?”
- The effort you expend to help people learn and understand your business and market affords an opportunity for you to rethink issues and approaches. It’s always good to refresh your view and challenge your assumptions.
The Bottom-Line for Now:
The best ideas might be found far afield from where you’ve been working and watching. Whether they come from a different industry entirely or from a different part of the value chain, your best talent may be a non-traditional candidate who fails the “Must Have” test.
Relax the “Must Have” filters in the right places and take a broader look before you make your next hire. You might just be bringing in the individual who can help you rethink your business.
Leadership Caffeine: 4 Ideas for Navigating Organizational Politics
Filed under: Career, Leadership, Leadership Caffeine, Leadership Skills, Making Decisions, Management Education, Middle Management
Overheard: “I don’t have the stomach for the political games around here.”
4 Universal Rules of Organizational Politics:
1. You ignore organizational politics at your own peril.
2. You engage in the politics of your organization at your own peril.
3. All organizations are political.
4. You need to get over #3
Wherever humans are involved, some form of what we reference as politics will emerge and dramatically influence how work gets done, who does what work and how people advance.
Much of the leadership and management writing in books and on blogs tends to ignore the political environment of the organization, yet it is the leader’s or manager’s ability to understand, adapt to and ultimately guide the political discourse that determines how successful he/she will be.
Taking Some of the Dirty out of Politics:
Much like the notion of “pursuing power,” the idea of “playing politics” conjures up dirty images of questionable behind-the-scenes machinations and a vision of toes or faces being stepped on by those engaged in a series of less than noble games. And while those environments exist, it’s been my experience that the political environment in most firms is a bit more collegial than the television-type drama we often associate with organizational politics. Having said that, don’t confuse collegial with noble or even nice.
It’s important for all of us to tune-in to the political environment of our organizations and learn the unwritten rules of success. The four ideas below were prompted by my observations while running a long-term project inside a very successful and aggressive large company.
4 Ideas for Effectively and Cleanly Engaging in Your Organization’s Politics:
1. Study and learn how decisions are really made in your organization. While you might assume that decisions flow from hierarchy, more often than not there’s an informal decision-making process that occurs somewhere other than at the highest points on the organizational chart. Top-level approval might be required somewhere along the way, but most projects, resource decisions and spending decisions occur elsewhere. In the case of my client, no one person typically holds Yea or Nay decision rights. While this ambiguity is at first a bit disconcerting, once you plug into the culture, you realize that the “Networking” and “Give to Get” approaches described below heavily influence decision-making.
2. Follow the fast-trackers. Assess what’s important to the most visible and aggressive climbers, and you gain valuable insight into the political environment.
Whether there’s a fast-track or not in your organization, some people are moving faster than others. Pay attention to how these people work and cultivate an understanding of what’s important to them in terms of support, visibility, involvement and information. Your knowledge of who these fast-trackers are and what’s important to them will help you engage in the political discourse from an informed perspective.
3. Learn to be a network connector. The importance of cultivating a strong internal network is a major issue in most organizations, and especially so in larger firms. In my client’s case, personal network strength equals power, and the pursuit of connecting is part of everyone’s daily routine. While my initial reaction was to be concerned over the massive investment in time that goes into this overt bridge building, I learned that the pursuit of being connected to the power-brokers and fast-trackers was a core part of the organization’s communication flows. The talk is typically laser focused on improving the business, although the individual motivation to gain sponsorship and support for an idea (thus potentially gaining resources, visibility and budget) is a visible driver for all to see. To the most persuasive go the spoils of responsibility. It might not be perfect, but it is perfectly clear.
4. Give to get: more lessons from my networking-obsessed client company above. The rules for connecting typically involve bringing something of value to the relationship. Talk is nice, but ideas are the coin of the realm, and actionable big ideas the gold. The most successful networkers are those bringing actionable ideas to solve big problems. To the firm’s credit, there’s a huge appetite for consuming big ideas and, those moving ahead and gaining more responsibility (and power) are the ones who are most successful in gaining sponsorship for their ideas.
The big ideas are golden, however, people actively trade in other denominations of political currency, including invitations for involvement, opportunities for visibility and the provision of resources, including budget and gray-matter.
The Bottom-Line for Now:
While the notion of “office politics” is often perceived as less than clean, all four of the ideas above are hygienic and healthy. Cultivating an understanding the flow of and currency of power in your organization is simply part of learning how to get things done. Engaging in the process is table-stakes for success. Of course, we all have the choice to engage above-board and for the right reasons or, we can use the same knowledge and system to assert ourselves by stepping on and over others. Make the right choice in how you will participate and be on the lookout for those who choose the seamy side of the political process.
Lend a Coaching Hand to Your First-Time Leaders
Filed under: Leadership, Leadership Skills, Management Education, Middle Management, Professional Growth, Talent Management
I was promoted to my first supervisory job because the last guy didn’t show up that day. The manager said, “You’re in charge here. Don’t muck it up.” (The word he used wasn’t “muck”)
Yeah, I know that no one was there to show you the ropes when you were drafted into your first supervisory role. And yes, instead of sinking, you figured out how to swim. And of course, we’ve all heard the saying, “what doesn’t kill you makes you stronger.”
Putting all of those experiences and maxims aside, the only right thing to do is to support your first-time leaders by paying attention and offering frequent feedback. I’m not suggesting that you provide the answers and I’m certainly not suggesting you micro-manage. I am however, encouraging you to take on the coaching role that is so often not a part of the confusing universe of our newest supervisors.
“I was told about the new position on Friday, and my boss left for a month-long overseas tour on Sunday. Those first few weeks with the team were uncomfortable to say the least. Fortunately, only one person quit.”
You might have great faith in the ability of your newly promoted leader to figure it out, and that’s good. However, faith in this setting doesn’t replace the need for you to support this person all the way to success. He or she is an extension of you and your brand, and you are not doing anyone any good by releasing a poorly prepared and generally lost new leader on your team.
“I was excited that she saw leadership potential in me. It’s too bad that my inexperienced interpretation of how a leader was supposed to act resembled something between a despot and a dictator. Once my boss finally caught on, it took several months to unwind the damage.”
Few first-time leaders have proper context for their new role and how to effectively carry it out. That should come as no surprise, as the only true way to learn how to lead is to actually gain experience doing it. Good coaching leaders recognize the need to allow people to make mistakes with the reality that proper and timely involvement can shrink the learning curve and in some circumstances, lessen the potential for new-leader fallout.
The Bottom-Line for Now:
Choose your new leaders carefully. Provide ample context for the journey. Serve as a sounding board for ideas while resisting the urge to provide all of the answers. Offer your positive and constructive feedback liberally, and most of all, pay attention.
Your presence as a coach and a stakeholder in the development of the new leader will have a significant impact on the outcome for this emerging leader. And your positive example will be visible to all to learn from and emulate.
Leadership Caffeine-Quit Sending Mixed Signals
Filed under: Dealing with Difficult People, Leadership, Leadership Caffeine, Leadership Skills, Middle Management, Performance
How consistent are you in your approaches to dealing with people and problems?
Is this You?
Is there an early warning system in place in your office that tracks your every move from the car through the parking lot and into the office?
“DefCon 9, she spilled her coffee reaching for her employee badge and she just made the security guard cry as a result. Approach with extreme caution.”
Or,
“All clear…he’s smiling and humming on the way in, and he’s carrying a box of donuts. It might be a good morning to ask for more resources.”
Do people approach you with fear about concerns, not knowing whether you will erupt like Mount Vesuvius or offer a conciliatory tone and encourage you to pull up a chair and talk things through?
Are you actively encourage innovation and risk taking on one day, and summarily executing the failed experimenters and their messages the next day?
Do you preach about transparency and your open door policy and then glower at people when they interrupt you after a week’s worth of closed door meetings.
While my slightly tongue in cheek examples are modified for public consumption, the inconsistent managers behind them are very real. It gets worse. A valued colleague is losing good employees at a fairly rapid clip as his direct boss wreaks havoc with her daily Jekyll/Hyde swings in dealing with people and issues. They’ve been reduced to nominating one person every morning to make a potential kamikaze run into her office. If the sacrificial lamb returns, everyone sighs and work proceeds. If not, people hunker down and head the opposite direction every time the boss is in sight.
The Subtle Power of Consistency as a Leader:
- How you respond to people and to situations (victories, losses, mistakes etc.) goes a long way to forming the working environment on your team.
- Set clear standards for performance and respond to successes and failures in a consistent manner, and you reinforce a culture of accountability.
- Encourage your team members to experiment in pursuit of innovation, and then support them when some experiments inevitably fail, and you will strengthen the innovation culture on your team.
- How you engage with people on daily basis helps create a rhythm in the workplace. If life’s annoyances drive you to adopt the Jekyll/Hyde behavior of the manager above, your team will struggle to do much more than survive.
Six Ideas for Improving Your Consistency:
1. Prepare your attitude every day before you walk in the door. One client uses an approach of sitting in his car for a few minutes mentally running through how he will deal with people from the moment he steps out of the car until he climbs back in at night.
2. Stop and think before reacting. Ask yourself, “will my do match my tell?”
3. Ask your team members to volunteer when your approach or your decision is dissonant. While you reserve the right to change your mind, this system will allow you to think through the situation and minimize the more random weather shifts.
4. Keep a Decision-Journal and revisit earlier decisions and the rationale behind them before you reverse course.
5. Strive to eliminate any double standards in your management approach. Giving one person a break and then preaching the need for results to everyone else is confusing (and annoying) to the people around you. Accountability and fairness are only achievable through a single standard.
6. If you feel your blood boiling on a topic, for a lot of good reasons, disengage, get control and think through the proper response to the situation.
Thoughts for People Dealing with an Inconsistent Manager:
One of the fatal flaws of these types of posts is the offending or offensive manager typically won’t have the emotional intelligence to read this, much less recognize himself or herself. If you’ve exhausted all noble and direct attempts at dealing with this manager (truly exhausted those attempts), try printing this out and placing it on his/her chair with a note: “You can help us all by paying attention to this post,” or, “This is you and you are driving us crazy.” Sometimes the indirect and metaphorical clubbing over the head wakes people up. Sometimes…but not most of the time.
The Bottom-Line for Now:
While working for an inconsistent boss is wholly unpleasant, at the end of the day, the only one you can control is yourself. If you are reading this, it’s either been placed on your chair or, you are one of those good people interested in improving your performance and growing as a leader.
Pay attention to your consistency, ask for feedback and encourage your team members to help you help them on this issue. Your consistency is an indicator of your professional and personal maturity and a powerful force in building a high performance environment. Work is difficult enough without people having to spend time which one of your personalities is going to show up every day.
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