Develop new leaders now or risk your company's future

Football teams plan ahead for injuries to their players but usually not for the departure of their head coach.  One result: teams often have trouble succeeding even with great replacements. Many companies set themselves up to fail because they aren’t developing replacements for their top leaders.  You can’t start cultivating senior leaders at the last moment, just like you can’t start cultivating a garden the day before you want to harvest.

To read the rest of this article from the East Bay Business Times, see: Develop new leaders now or risk your company’s future http://eastbay.bizjournals.com/eastbay/stories/2005/01/17/smallb5.html

RHR International, management psychologists who help leaders develop new leaders, surveyed more than 100 Fortune 500 companies and found that:

• In the next five years there will be a huge exodus of senior talent.  Half the companies anticipated losing half their senior staff.
• 57 Percent of companies have been developing high-potential talent for three years or less.
• 75 Percent have low confidence in their ability to meet their growth needs through internal leadership develop.

The cost of putting off leadership development is huge.  Instead of a thorough program to find and develop the best people, frantic attempts to fill voids will require accelerated searches at premium prices.  Hasty replacement of senior leaders usually means fielding a team that isn’t adequately prepared to work together.  High failure rates cascade problems into every area of the company.

Inadequate succession planning can damage any company, big or small.  But my experience is that the problems are magnified at small and mid-sized companies because there’s usually less room for error.

Typical excuses of procrastinating leaders are:

• Teenage Thinking: They’re invulnerable; don’t care about what happens after they move out; and are shortsighted - too busy and too cheap to spend money on tomorrow.
• The Ostrich Philosophy: I’ll deal with it more easily later or it’ll take care of itself.  But, just like putting off health care, most people will pay dearly when it’s too late for preventative medicine to be effective.

The most important factor in successful programs is the personal involvement of leaders.  Other crucial factors are:

1. Constantly scout for new talent.  Make your effort intentional and integral to your daily activities.  Find who sparked successful projects, rallied people and brought in fresh thinking. Ask other senior leaders, “How do we round them out and who’s going to work personally with whom?”
2. Follow selection of high potential candidates with a systematic, individualized program to help them learn crucial leadership qualities you’ve identified.
3. Act as a model, not merely a repository of information.  Technical skills, information and today’s correct answer are not enough to develop people capable of leading your enterprise.
4. Be present and clear.  Brief potential leaders up front what you want them to demonstrate.  During development, include them in the inner circle of your thought processes; teach them how to ask the right questions; give them immediate, timely, specific feedback.  Debrief formally.
5. Have pride in leaving a personal legacy.  Successful transitions are usually directed by leaders who want to be remembered for building a company that’s prepared to thrive without them, not for leaving their babies exposed to the elements. Plug-and-play, mobile CEOs usually don’t have the emotional investment required for intensive mentoring.

Spend a little now to build the next generation of senior leaders or you might lose the farm paying the bill later.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  To get the help you need, call Ben at 1-877-828-5543.

How to make values meaningful in your company

Do the leaders, managers and employees of your company really embrace and live its values?  Or do they treat your company’s values as nothing more than words on paper?  If you answered “words on paper,” you’re not alone. To read the rest of this article from the Business First of Columbus, see: How to make values meaningful in your company http://www.bizjournals.com/columbus/stories/2005/10/31/smallb5.html

Why?  Because all too often, the words merely represent what leaders want values to be.  Executives often don’t follow their own stated values, and/or create those phrases with little or no involvement from managers and employees, and no one requires compliance with values.

Typical management styles that create meaningless value statements include these examples: See complete article.

Some truths about effective values: See complete article.

Some effective guidelines:

• Leaders can begin the process of values clarification and specification, and then get staff at all levels involved in discussing and modifying them.
• At each level, managers should lead discussions and reinforce organizational values with their actions.
• Feedback must go in all directions, not only downward.
• Create written statements through an iterative process that never ends, so people have an opportunity to buy-in or leave on their own.
• Values become powerful through examples that demonstrate, “When that happens, we do this”
• Stories are the best way of spreading values in action.
• Effective implementation occurs when leaders work in concert with other leaders, and when managers work with their teams and interface with other managers to give immediate feedback – private and public.
• Poor technical performance and out-of-control behaviors, such as physical violence and embezzlement are usually easy to measure compared with behavior that reinforces or opposes attitudes and relational-communication processes.
• Values begin to affect behavior when they are evaluated, praised, rewarded and punished, using as rigorous and non-bureaucratic a process as possible.
• Internalization of values takes time and actually never ends, because people often hesitate and fear reprisals, and there are always new situations and new staff.

There are no formulas, but there are guidelines. If you consistently live your values, no extra effort is required.  It’s second nature for you.

Often, individuals need coaching and organizations need consulting to help them design and implement a plan that fits the situation.  Especially if that means changing a culture of entitlement.  To get the help you need, call Ben at 1-877-828-5543.

How to deal with antagonistic 'rule people' in the workplace

Company rules and employees who follow them are essential for the success of your business.  But antagonistic “rule-people” can reduce team effort and sabotage your operations. To read the rest of this article from the Denver Business Journal, see: How to deal with antagonistic ‘rule people’ in the workplace http://www.bizjournals.com/denver/stories/2006/02/13/smallb6.html

Rule people aren’t necessarily malicious.  But their rigid inflexibility can cause as many problems as any troublemaker.  Rule-people:

1. See everything in black and white, need all procedures and boundaries clearly defined and labeled, with rewards and consequences spelled out exactly – no gray areas and no choices.  They need uniformity and repeatability, can’t handle ambiguity, uncertainty and what they perceive as mixed messages.
2. Insist on clear titles and privileges.  They want to know everyone’s exact job description, authority, responsibility and accountability.  They can’t handle matrix management – multiple reporting and task relationships.
3. Use authority and experts to back up their opinions.
4. Don’t like change unless they can see immediate and obvious advantages.
5. Need closure, want decisions made and set in stone, even if nothing has to be begun for years.
6. Compare themselves with everybody on every criterion.
7. Relate only through power dynamics – command, control and obeying orders. They’re bullies.  They don’t get things done through relationships or by simply pitching in.  They need to know where everyone stands.  They’re more comfortable knowing they’re on the bottom, than wondering where they are.

We all follow the rules sometimes, but “Edna” is a good example of an antagonistic rule-person. She uses the rules to intimidate people and advance herself at the expense of your supervisory authority and departmental productivity.  For example:

Other typical examples of rule-people in crucial roles are human resource and financial managers, and administrative assistants.

To work with an antagonistic, rule-person, you’ll have to:

• Be exacting and clear about rules, and demand what you need specifically in writing.
• Be prepared to be challenged if you treat the rule-person differently from anyone else.
• Include “professional, team behavior” rules – specific, detailed behaviors, not abstractions or attitudes – as important components in performance evaluations.
• Clearly label your actions; indirect cues, kindly suggestions, informal messages or casual conversations will not be counted as important.  You must say, “This is a verbal warning” or “This is a disciplinary action.”  Antagonistic, rule-people take any softening to mean that your feedback doesn’t have to be acted on.
• When they excuse their bad behavior with innocuous labels like, “It was a misunderstanding,” or “I’m just an honest person,” you must re-label it clearly as unprofessional.  For example: “Yelling or name calling is not a misunderstanding or honesty.  Neither is acceptable behavior at this organization, no matter how you feel.”
• Document everything.

Overly rigid rule-people who use the rules to serve their own selfish interests are problem employees.  They need to be dealt with promptly and decisively – or they will create big problems for you and your organization.

Generally, rule-people who want to help can become good managers and administrators, but they won’t be outstanding leaders.  They can oversee repeatable operations, but they won’t be able to act creatively and appropriately in the face of uncertainty, novel problems and risk.

You Can Change Attitude Problems at Work

Increasing productivity is relatively easy because you can measure and quantify production, and then respond effectively.  But how do you fix poor attitudes, which you can’t quantify? Actually, it’s not that hard.

A list of poor attitudes typically presented to me by managers and employees includes negativity, insubordination, narcissism, hyper-sensitivity, bullying, abuse of power and lack of responsibility.

To read the rest of this article from the Silicon Valley/San Jose Business Journal, see: You can Change Attitude Problems at Work

http://www.bizjournals.com/sanjose/stories/2007/11/19/smallb3.html

A typical list of behaviors that result from those attitudes is: chronic gossip, back-stabbing, sarcasm, negativity, manipulation, sabotage, formation of cliques, nepotism, favoritism, critical complaining, whining, demeaning comments, bullying bosses, dishonest evaluations, flaming e-mails, disrupting meetings, abusive remarks, ignoring suggestions, “Drama Queens,” blowing up in response to feedback, turf-control, crabbiness, over-reactions, lack of communication, mind reading, people who want their minds read, pointing fingers, taking things personally, the loud, silent treatment and my all-time favorite: “not my job.”

I use a straightforward, action-oriented approach that changes company cultures infected with poor attitudes.  The key is to be clear and specific about which attitudes and behaviors you want, and then to require participation in a culture that has them.  Don’t be a conflict-avoidant manager.

How do you clarify attitudes you can’t quantify?  The first step is to acknowledge that although you can’t quantify attitudes like “narcissistic control-freak,” you can recognize and document behaviors without resorting to mind reading, moral judgments or personal attacks.  Then you can act on your documentation of non-professional versus professional behavior.

Make sure it’s legal.  Then everyone from the owner on down is required to subscribe to or sign off on the new code of professional behavior.  The code then becomes a significant part of everyone’s evaluations.  Be consistent in rewarding the desired behavior and having consequences for actions against your code.

You won’t get everyone to buy in immediately.  So what?  Band together with the core group that wants to turn things around or to improve what you already have.

As you weed out a few resistant bullies, you’ll find that merely going through the process will change most employees’ behaviors.

Reinforce your expectations with new employees; publicize your code during hiring interviews.  Don’t bring people on board who argue with the code or who think the team should adjust to accommodate their personality or favorite styles that violate your code.

If someone has toxic behavior in another department, don’t bring them into your team in hopes you can change their long-term patterns.

High standards for positive attitudes protect everyone from unprofessional behavior.  Learn what you can do to eliminate the high cost of low attitudes, behavior and performance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Handling the marginally troublesome employee

You probably wouldn’t have many second thoughts about dismissing an employee who’s extremely unproductive or behaves outrageously. But what about an employee whose performance is mediocre, but not horrible?  Or whose behavior is bad, but not outrageous?  That can be a tougher call.  But ignoring these problems can have a huge negative impact on productivity, morale and your career as a leader.

How do you know whether to let the situation continue or when it’s time to give him a last chance to straighten out before you remove him?

To read the rest of this article from the East Bay Business Journal, see: Handling the marginally troublesome employee http://www.bizjournals.com/eastbay/stories/2008/09/01/smallb6.html

For example, Carl manages a support group whose productivity is adequate.  But the managers Carl is supposed to support complain that he’s too difficult to work with.  He always has facile excuses when he misses deadlines.  He conveniently forgets promises he made.  Worse, he feels defensive and blows up at meetings and verbally attacks other managers.  His negativity is catching and toxic to the rest of your team.

As his department head, you can see Carl’s problems and the unhappiness of your other managers.  But you can also see the benefits Carl brings. He’s technically skilled and admired by people who don’t work with him.  He’d be difficult to replace.

In essence, Carl is abusing and bullying you by doing just enough to get by.  If you don’t act you’ll create multiple problems for yourself with the rest of your staff.

Real leaders bite the bullet when they have a bad situation on their hands.  If Carl is unhappy with your oversight but won’t change his behavior, help him find a job somewhere else.  Plan ahead; start looking for a replacement when you begin to hold him accountable.

When Carl is gone, your credibility will increase and you’ll get lots of positive feedback.  Other managers will heave a great sigh of relief. There’ll be a decrease in insubordination, tension and complaining.  Sick-leave and turnover will also decrease. People will thank you and tell you more stories about how bad it really was.

The simple fact is that failing to deal appropriately with a problem employee like Carl is a formula for disaster.  If you have a Carl you don’t want to deal with, ask yourself: Are you willing to sacrifice your career to avoid confronting an employee who’s creating problems within your organization?

Learn what you can do to eliminate the high cost of mediocre and poor attitudes, behavior and performance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Micromanagers just don't know when to let up

Harry defended himself by saying that he was following rules he’d heard in training: to increase teamwork, bring people together often; review production in your group often so you can keep people on track; give immediate feedback in public so everyone can learn from one person’s mistakes. But Harry is a micromanager.  Instead of making things better, he made them worse. He created frustration and dissention and stifled his staff’s initiative.

To read the rest of this article from the Philadelphia Business Journal, see: Micromanagers just don’t know when to let up http://www.bizjournals.com/philadelphia/print-edition/2010/10/29/micromanagers-just-dont-know-when-to.html

Micromanagers rarely have enough time for the important tasks.  They’re too busy managing the minutiae.  Of course, good managers make sure important tasks are done right.  But micromanagers think everything is a priority.  They can’t distinguish between what’s crucial for them to be doing with their own hands and what’s a waste of their time.  They’re usually nit-picking perfectionists with all-or-none thinking.

Micromanaging is usually driven by narcissism and fear.  Harry thought he was the only one who knew how to do things right.  He was afraid that if he let others forge ahead, they’d fail and his career would be derailed.  Also, he was afraid that if he gave his staff freedom, someone might outshine him.

Breaking the micromanaging habit is difficult.  Typically, as in Harry’s case, understanding when and why he developed the habit didn’t change his behavior.

But there was a way Harry’s manager could eliminate the high cost of Harry’s addiction to low attitudes.  She could help him change his behavior.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Harry defended himself by saying that he was following rules he’d heard in training: to increase 

teamwork, bring people together often; review production in your group often so you can keep people on

track; give immediate feedback in public so everyone can learn from one person’s mistakes.

Post #156 – BulliesBeGoneBlog Stop Bullies: Ignore Their Excuses, Justifications http://www.bulliesbegoneblog.com/2011/02/28/stop-bullies-ignore-their-excuses-justifications/

Post #194 – BulliesBeGoneBlog Stop workplace bullies who beat you up with the rules http://www.bulliesbegoneblog.com/2011/10/12/stop-workplace-bullies-who-beat-you-up-with-the-rules/

But Harry is a micromanager.  Instead of making things better, he made them worse. He created frustration

and dissention and stifled his staff’s initiative.

Post #190 – BulliesBeGoneBlog Be wary of these business animals http://www.bulliesbegoneblog.com/2011/09/27/be-wary-of-these-business-animals/

Read more

To read the rest of this article from the Philadelphia Business Journal, see: Micromanagers just don’t know when to let up http://www.bizjournals.com/philadelphia/print-edition/2010/10/29/micromanagers-just-dont-know-when-to.htm

l

Micromanagers rarely have enough time for the important tasks.  They’re too busy managing the minutiae.

Of course, good managers make sure important tasks are done right.  But micromanagers think everything is

a priority.  They can’t distinguish between what’s crucial for them to be doing with their own hands and

what’s a waste of their time.  They’re usually nit-picking perfectionists with all-or-none thinking.

Post #14 – BulliesBeGoneBlog Top ten ways to create a hostile workplace http://www.bulliesbegoneblog.com/2008/02/26/top-ten-ways-to-create-a-hostile-workplace/

Post #114 – BulliesBeGoneBlog Self-Bullying Perfectionism Can Ruin Your Life http://www.bulliesbegoneblog.com/2010/04/12/self-bullying-perfectionism-can-ruin-your-life/

Micromanaging is usually driven by narcissism and fear.  Harry thought he was the only one who knew how

to do things right.  He was afraid that if he let others forge ahead, they’d fail and his career would be

derailed.  Also, he was afraid that if he gave his staff freedom, someone might outshine him.

Post #52 – BulliesBeGoneBlog 7 Signs of narcissistic control-freaks http://www.bulliesbegoneblog.com/2009/02/05/7-signs-of-narcissistic-control-freaks/

Post #19 – BulliesBeGoneBlog Stop verbal abuse by a know-it-all-boss http://www.bulliesbegoneblog.com/2008/03/19/stop-verbal-abuse-by-a-know-it-all-boss/

Post #117 – BulliesBeGoneBlog Stop Bullies at Work: Control Freaks http://www.bulliesbegoneblog.com/2010/05/04/stop-bullies-at-work-control-freaks/

Breaking the micromanaging habit is difficult.  Typically, as in Harry’s case, understanding when and why

he developed the habit didn’t change his behavior.

Post #198 – BulliesBeGoneBlog Micromanagement is a double-edged sword http://www.bulliesbegoneblog.com/2011/10/26/micromanagement-is-a-double-edged-sword/

Post #88 – BulliesBeGoneBlog Stop Bullies: Will Knowing Why Bullies Keep Abusing Us Help Us Stop Them? http://www.bulliesbegoneblog.com/2009/10/04/stop-bullies-will-knowing-why-bullies-keep-abusing-us-help-us

-stop-them/

But there was a way Harry’s manager could eliminate the high cost of Harry’s addiction to low attitudes.

She could help him change his behavior.

BulliesBeGone Books and CDs http://www.bulliesbegone.com/products.html

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan

that fits you and your organization.

Post #63 – BulliesBeGoneBlog Workplace Bullying and Harassment: Recognize Common Techniques Bullies Use http://www.bulliesbegoneblog.com/2009/03/25/workplace-bullying-and-harassment-recognize-common-techniques

-bullies-use/

BulliesBeGone Hire Ben http://www.bulliesbegone.com/hire_ben.html

Stop Self-Bullying by Blame, Shame and Guilt

If used well, blame and guilt don’t lead to self-bullying.  They’re useful ways of motivating us to do better, even though they can cause a lot of wear and tear on our bodies, minds and hearts. If we analyze our actions objectively we might take on the blame for some of what we did or failed to do.  We can decide how to make amends.  We can decide what actions would be better and we can strive to do better next time.

We can also use guilt and feeling ashamed of an action to motivate us to act better next time.  That’s a hard way of motivating ourselves but it’s often effective.

However, wallowing or obsessing in blame or guilt without changing behavior is merely self-bullying.  At some point, self-abuse becomes addictive and gratifying.  There can be a sinister pay-off in the pleasure of feeling wretched.

Unrelenting and deep shame, on the other hand, leads to destructive self-bullying – negative self-talk, self-doubt and self-harassment, loss of confidence and self-esteem, and increased anxiety and depression.

By shame, I mean the idea that “There’s something wrong with me; I’m bad, evil or defective; I’ll never be free from sin; I’ll never succeed; I’m cursed.”

This kind of deep shame, as opposed to the way I’m using blame, guilt and feeling ashamed, is not focused on an action.  This kind of deep shame points us at supposed defects deep within us, at defects that we can’t change, at defects in our identity.  There’s no escape from the flaws we imagine are inherent and permanent.  The self-laceration of this kind of shame is endless and self-defeating.

Where does this deep shame come from?  We’re not born with this kind of shame.  We’re born demanding that we be fed, clothed and have our diapers changed.  Little babies don’t question whether they deserve to get what they need for survival; they demand it.  That demanding approach is necessary for our survival.

Deep shame can only be taught to us through continued and brutal repetition – physical, verbal, emotional.  Eventually, most children internalize constant harassment, criticism, put-downs and denigration – assaults on our identity.

Imagine how you’d feel if someone shouted or scolded you, 24/7, “You’re bad.  You’re defective.  You’re wrong.  You shouldn’t have been born.  You’ll never do better.  I wish you were dead.”

However those harsh and shaming messages were thrown at us, whoever the bullies were, our task as adults is to leave them behind.  The two critical steps in leaving home are to leave physically and to leave mentally-emotionally.

The first leaving is obvious to most of us; we get financially independent in order to stay physically independent.  We test ourselves against the world, not our parent’s opinions.  Can we earn a leaving?  Can we meet people and make friends?  Can we love and be loved?

The second leaving is mental, emotional and spiritual.  We put aside all their beliefs, ideas, attitudes, values, opinions, rules, roles and moods – all the ways they thought mattered in how to face the world, how to earn a living, what equaled a good life, how to be a good person.

We put aside all the false ways they thought about us – whether we were good or bad, strong or weak, stupid or smart, pretty or ugly, hard-working or lazy, the prized child or the scapegoated child, probably going to be successful or guaranteed to fail, blessed to be happy or doomed to be miserable.

We put aside all we were handed when we were children and all we accepted because they were the big, right and righteous people and we were the little and learning people, and because we knew what would happen to us if we disagreed.

To become independent adults we must cast aside all of their opinions and, as independent no-longer children, we must choose and adopt our own beliefs.  Some may be the same as theirs; some may be exactly the opposite.

The two important aspects of that mental, emotional and spiritual leaving: One is that our ideas are now adopted by us as adults, with our adult understandings, meanings and limitations.  The second is that they are not carved in stone as childhood ideas are.  We change them as we get feedback from the world – does this idea actually fit the reality I can now see clearly with adult eyes; does this way of facing the world get me closer to what I want; does it help me be and do good as I now think of that?

In this destroying and creating anew our inner world and our ideas of the ways of the outer world, we can choose whether to keep blame or guilt.  But, in order to be free and independent, we must discard deep shame as a way of thinking about ourselves and of facing the world.  We can excise the stain we once accepted, we can heal the great empty space we once had, and we can fill us with ourselves at our best.  We can develop strength, courage and skill.

Then we can look back at the bullies in our family and decide whether to be with them at all or when and how to be with them.  If they continue to bully us, if their bullying continues to trigger our self-bullying patterns we are better served by disconnecting, by making distance – electronically and physically.

If they treat us as newly made adults they’ve just met and want to be friends with, instead of forcing us back into their old images, instead of continuing to try to beat us into the shape they want we will probably want to be with them sometimes.

My recommendations: Don’t stay where you’re continually blamed, guilted or shamed.  Be where you’re respected, appreciated, honored.  Also, don’t accept the one of you that continually blames, guilts or shames you.  Train and discipline yourself so that you have better internal self-talk.  Live with the good inner coach you create, not with the internal bully who sounds like your parents, still ripping you down.

For clear examples, read in “How to Stop Bullies in Their Tracks,” the studies of how Kathy, Doug, Jake and Carrie got away from bullying, abusive parents.