Archive for the ‘ Managing ’ Category
“Proceed with caution in the direction of your hopes, and live safely, the life have.” —Hank Dave Locke
Mediocre is a good. Moderate quality is ok. “Average is the norm,” as Yogi Berra might say.
Today’s world is complicated—every segment of society is continually changing and very little seems to be certain anymore, like it was two hundred years ago. No amount strategy, planning, or consulting can change this reality.
The great challenge for today’s leader at work, in sports, at home, or in academia, is to help everyone just hold on through the chaos and hope that things turn out for the good. We need to lower our expectations on what “greatness” really is. Our primary focus as leaders today is to maintain the status quo and not allow innovation, excellence, or a utopian idea of high-performance disrupt people from allowing people to get their job done the way they always have—for the most part.
The following are a host (who really counts how many points there are in articles like this anymore?) of ideas, or habits, or secrets, that will help leaders around the world avoid the stress caused by the quest for “higher levels” of performance and help maintain the status quo within your spheres of influence—if you have any.
Don’t Have a Vision
Visions are nothing more than “pie in the sky” dreams about the way things should be, not the way things really are. Having a vision for your organization only stresses people out and puts too high of expectations on them—expectations that are impossible to live up to in the end. And besides everybody forgets the vision after the town hall meeting anyway. So leaders need to save everyone the stress—don’t create a vision.
Don’t Set Goals
Like vision, goals are a big stress in any area of life. People don’t need really need goals; it only sets you up for failure and disappointment. People come to work and know what they’re supposed to do and should be left alone to get it done—they don’t need a goal to tell them what they need to do. Without the stress of goals we don’t have to plan our week or take time every day to think about our activities we need to do. Without the burden of goals, people are free to just get straight to working—on something!
Don’t Give Feedback—And Never Ever Ask for Feedback
Feedback is just an illusion. It’s just someone else’s perception. By offering feedback you’re suggesting that something could be actually done a certain way—that’s pretty judgmental if you think about it. The reality is that everybody has their own way about going about doing things. By giving feedback to someone you’re know judging them, you’re insinuating that things could be done even better, and this is very disruptive to an organization—especially when you give feedback to someone that’s been leading people for 20 or more years. By asking for feedback you’re insinuating that someone knows how to do it better than you. That’s a no-no. You’ll look like a fool and people may begin to think that you don’t know how to do your job if you ask for feedback
There’s only so much time in a day that you can sit around and listen to people’s complaints and problems. A leader that wants to maintain the
status quo and promote mediocrity, keep things flowing, should have no part of listening to somebody else’s challenges concerns or feedback. Time is of the
essence so don’t waste time listening to people’s concerns, and they’ll figure it out on their own—probably.
Don’t Solve Problems—Today
Like listening, problem-solving is another big waste of time. Problems exist, they always will, so what’s the point of trying to solve a problem when the reality is there will be 10 more, at least, that will spring up the next day. And if you really must try to solve a problem, sometimes you do, than the best strategy is to put it off until tomorrow. An average leader instinctively knows that today is all we have, and today’s troubles will take care of themselves; tomorrow.
Don’t Measure Performance
Our society is beginning to understand this at a youth sports level—it’s time to understand this at a corporate level. If you hand out trophies and reward people for a “excellent” performance, what does that say to the rest of the organization? Measuring performance is just another way to discourage those who want to show up and work and just collect a paycheck. It’s another way to create distrust of the executives. Remember, your mission is to help your people survive, it’s not up to you to help them thrive—making the “scoreboard” irrelevant.
Feed Them Coffee and Donuts
This is a no brainer. Pavlov proved long ago that food, and now today, coffee, is a real good way to keep people satisfied. As long as people can come to work and know that donuts and coffee will be available, they will keep showing up. Sure it didn’t really work out with the orca whales at that Entertainment Park, but then again people aren’t really whales—food defiantly will satisfy humans. It’s not that complicated.
Which brings us full circle. Today’s leaders need to provide a safe environment with moderate expectations. The primary purpose of leadership is to help people survive and get through life in one piece—and enjoy the weekend. Leaders who follow these simple guiding principles will more than likely produce a culture of mediocrity and maintain a steady balance and certainty in an otherwise uncertain world.
Jason Diamond Arnold is a leadership consultant for The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He works with Fortune 500 Companies, Small Business, and Start Ups developing Performance Intelligence strategies that are linked to research based, leadership development curriculums and cutting edge application software.
A few months back, I asked a group of leaders for a show of hands on who had experienced either oversupervision or undersupervision. Almost every hand went up. But then I asked how many had themselves oversupervised or undersupervised their direct reports. Only one or two hands shyly peeked out from the crowd.
So what’s going on? Well, leaders can sometimes be unaware of what they should and should not be doing. And this lack of awareness separates good leaders from great leaders. Great leaders know that leading is a never-ending journey that can be filled with treacherous obstacles.
So what do you need to know to become a great leader?
I was reading the obituary of the late and great Sir Christopher Lee this past week (The Times, Friday 12 June), who had a 70 year career on screen and made more than 300 films. One of his best known roles was Dracula, a role which he played 10 times.
In doing so I was reminded of a Freakonomics podcast called ‘what can vampires teach us about economics’ (October 2014), a light-hearted, yet oddly fascinating look at how we can turn relationships with vampires and the undead into advantages in society.
In memory of the iconic role of Dracula I thought it only my duty to ponder the link between vampires, and the ‘undead’as a whole, and what they can teach us about leadership.
Everyone fears a vampire
You may not be sucking people’s blood in a literal sense, but you may be sucking the life out of your co-workers each day. Treating your colleagues with a lack of respect or using a top-down leadership approach could lower morale and erode trust.
Promote open conversations and build relationships – put those fangs away!
Be a visual leader
Vampires are well known for having no reflection and living ‘in the shadows’.
Make yourself a visual leader, whether via webcam or being in the office regularly. People like to chat face-to-face and you may be working hard, but from my experience a lack of ‘visual presence’ can make others question what you are achieving and distance you from the highs and lows of office life day-to-day.
It’s amazing what you overhear or the conversations you can have when you are in the same room as your colleagues.
Need blood? Let’s chat about it and find a solution
Listen to your team’s needs and wants.
The Freakonomics podcast touched on the subject of the desire for blood – a possible solution is to stop the killing of innocent victims by selling vampires blood. Providing them with the one thing they need; if they don’t get it from you, they will certainly find it elsewhere.
Your team may not want blood, but they do have needs and wants that need satisfying. Understand your team and what each individual values. It may surprise you, not everyone is motivated by money. They may want career progression or a new challenge.
Satisfying you team’s needs will make the team and organisation more successful, it will reduce staff turnover and prevent bad habits from affecting the business (i.e. boredom and therefore shirking from tasks…or attacks to the neck!).
Vampires are the epitome of power dressing
Vampires dress to impress, the chances are they will get a job over the zombies and werewolves of this world. We may not deliberately judge rotting skin and hairy feet, but they are hard to ignore.
Dressing well also boosts your confidence – so shave those feet and grab your suit!
Werewolves work as a team and vampires work solo: try both and the art of delegation
There are times when we are more productive working alone, there are also times when team work or delegating tasks are a better option. I hear so many people say ‘I could get it the job done so much quicker myself, so I didn’t delegate’.
Think about the best use of your time and that this may be a great development opportunity for someone else. You are doing them a favour by providing a new challenge, teaching them a new skill and believing in their abilities. You are also doing yourself a favour by honouring your own time.
The ‘unknown’ causes panic
The fear of things unknown can cause mass hysteria, widespread gossip and for people to draw their own conclusions. Are you creating your own zombie apocalypse by not communicating effectively during times of change, addressing individual’s concerns and being transparent? There needs to be trust and communication is the key.
I am going to end this lighter look at leadership with something Sir Christopher Lee said, ‘I decided to make Dracula more believable and sympathetic’ (The Times, 12 June 2015) – it sounds like Dracula would make a great leader after all!
Looking past the viral-oriented nature of this video, the main concept presented is critical for leadership. Thoughts, when attached to emotions other than sadness, generally have higher “infection” rates.
Thus, it is important to generate more emotion (hopefully positive and not anger-inducing) around messages that you want your direct reports to remember or share. It seems idea is lost at times in the data-driven world of today, where it’s more important to get across the numbers and metrics than it is to tell a story.
So communicate with feeling and generate positive emotions in your direct reports. Make the topic relevant to them. They will be more receptive to your messages and will remember them better. Let’s infect the world with the good germs to promote healthy thoughts.
Just don’t anger them… or you may end up on the wrong side of a thought germ!