Working Resources Blog

How Middle Managers Can Lead Up: The View from Above

Maynard Brusman — 2010-03-12T08:00:00-08:00

Middle Managers Lead Up

One of my senior manager executive coaching clients is becoming better at recognizing what her boss needs and helping her to do her job better. I am coaching a number of middle managers to better lead their boss, and help team members become more fully engaged.

The middle managers know that for the company to thrive depends on all company leaders and team members to take initiative and follow through. Human Resources is partnering with middle managers to become more proactive in helping the organization achieve its goals. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their collective performance.

The View from Above

Developing managers who can lead from the middle is a sound management practice that won’t undermine a CEO’s authority. When these managers take ownership of issues, make decisions and accept accountability for the results, their bosses have the freedom to think and act strategically, without getting bogged down in tactical matters.

This not only creates a stronger organization in the short run, but it equips emerging leaders for greater challenges and advancement to senior leadership positions. And with flagging confidence in today’s senior leaders, there’s no better time for leadership to come from below.

What’s Needed to Lead Up?

To lead up, you must:
• Establish trust by following through on your commitments; be impeccable with your word; do what you say you’ll do.
• Connect with others authentically and honestly.
• Get out of the spotlight; share the credit with others.
• Demonstrate that you can think and act for the boss by taking initiative and following through.
• Use common sense; think before you act; listen to others.
• Do what’s practical to help the organization achieve its goals.

You will also need to think and act strategically, which requires creativity and imagination:
• Think critically and strategically.
• Challenge the status quo and conventionality.
• Reframe opportunities.
• Get out of your box and out of your cubicle.
• Turn information into knowledge.
• Deal with ambiguity and uncertainty.

Are you working in a company or law firm where mangers establish trust by following through on your commitments? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative in helping the organization achieve its goals? During difficult economic times, leaders at all levels need to listen and influence people to align people and processes.

One of the most powerful questions you can ask yourself is “Am I a middle manager who regularly challenges the status quo?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment based on trust where employees are fully engaged.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers take the initiative in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

Leading Your Boss: 3 Questions to Ask

Maynard Brusman — 2010-03-08T07:48:00-08:00

Leading Your Boss

One of my senior manager executive coaching clients is becoming better at recognizing what her boss needs to do her job better. I am coaching a number of middle managers to lead their boss, and help team members become fully engaged.

The middle managers know that for the company to thrive depends on all company leaders and team members to make the right things happen. Human Resources is partnering with middle managers to become more proactive in solving company challenges. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve their collective performance.

3 Questions to Ask

Managers who lead up demonstrate they’re aware of the bigger picture. They’re ready, willing and able to do whatever it takes to strengthen the organization and team.

Managers need to ask themselves three questions:

1. What does the leader need? The boss is responsible for motivating her people to get things right. What does she need to do her job better? To help her, you’ll need to think more strategically and act tactically.

2. What does the team need? Teams don’t always pull together because egos get in the way. The boss ends up spending valuable time soothing hurt feelings. What if a team member were to step forward and help bring everyone together? This would free the boss to focus on bigger issues, and the team would be more productive.

3. What can I do to help the leader and team succeed? Perhaps you can take on more responsibility or step back and let others rally. Maybe you can sacrifice a personal need that allows the team to conquer a challenge. What will it take to help everyone push ahead?

When you can answer these questions and formulate an action plan, you’ll have a roadmap for leading your boss in ways that make her look good and the team succeed. You’ll emerge as a team player who is adept at making the right things happen.

Your ability to lead up is an indication of your potential to become a senior leader. How you demonstrate initiative, overcome obstacles and promote resilience are critical measures of senior leadership. If you influence your boss and convince others to work together, you’ll open the door to future promotions and the chance to lead the entire organization.

Are you working in a company or law firm where mangers first ask permission and then step up to lead their boss? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative in identifying and solving problems? During tough economic times, leaders at all levels need to influence people to overcome challenges and achieve team and company goals.

One of the most powerful questions you can ask yourself is “Am I a middle manager who can effectively lead my boss?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment where employees are fully engaged and help company leaders make and execute good business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers are more proactive in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

Leading from the Middle: Middle Managers Step Up

Maynard Brusman — 2010-03-05T09:04:03-08:00

Leading from the Middle

One of my senior manager executive coaching clients is becoming better at recognizing and solving problems. I am coaching a number of middle managers to lead their boss, and provide needed guidance so that all employees are fully engaged.

The middle managers know that for the company to thrive depends on all company leaders to help improve the company’s condition especially in difficult economic times. Human Resources is partnering with middle managers to develop a mindset of being more proactive in solving company challenges. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve business decisions.

What’s Happening

You see a problem. There’s a clear need for action within a certain time frame. You’ve discussed the issues and possible solutions many times with your boss, and she has agreed with your way of thinking. For unexplained reasons, she hasn’t acted or given you the go-ahead. What do you do?

This could be a situation in which you take action and lead your boss. You develop a plan on your own, gather data (both pro and con), suggest a course of action and ask permission to move forward.

In doing so, you’re filling a leadership void through prompt decision-making and follow-through. You’re demonstrating what it takes to “manage upward,” or lead your boss. But you’ll soon discover that you need buy-in from more people, including peers and subordinates. You’ll have to become a leader without authority — an ambassador sans portfolio.

Emerging from the Middle

Those who succeed at leading from the middle are artful, skilled managers who:
•    Establish goals
•    Plan projects
•    Organize people
•    Execute projects on time and on budget

To accomplish this, you must rethink what you want to achieve and how you’re going to do it. In essence, you’re not acting for yourself, but for the good of the organization. This requires initiative, persuasion, influence, courage and persistence.

Perhaps the most crucial element is a large dose of passion. You must care deeply and want to make a difference because such efforts can carry big risks.

Leading up requires courage, confidence and determination. You might fear how your boss will respond. You might doubt your right to lead up, but managers carry a responsibility to do what they can to make a difference.

Are you working in a company or law firm where mangers are stepping up to lead their boss when appropriate? Does your company or law firm provide leadership coaching and leadership development to help middle managers take the initiative in identifying and solving problems? During tough economic times, leaders at all levels need to make appropriate decisions and influence people without formal authority.

One of the most powerful questions you can ask yourself is “Am I a middle manager who manages both up and down?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment where employees are fully engaged and help company leaders make and execute good business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture where middle managers are more proactive in leading from the middle. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

Middle Managers as Leaders: Managing Up and Down

Maynard Brusman — 2010-03-01T07:39:00-08:00

Managing Up and Down

One of my leadership consulting clients is aware that there is a lack of trust in senior management. I am coaching a number of middle managers to be more proactive and provide needed guidance so that all employees are fully engaged.

The middle managers know that for the company to thrive depends on all company leaders to help improve the company’s condition especially in difficult economic times. Human Resources is partnering with middle managers to develop a mindset of being more proactive in solving company challenges. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels improve business decisions.

There is a lack of trust in senior management, according to a survey by the human-resource firm Watson Wyatt:
• Only 49 percent of employees have trust and confidence in their senior managers.
• Just 55 percent say senior leaders behave consistently with core values.
• Only 53 percent believe senior management has made the right changes to stay competitive.

Clearly, much is going wrong in the workplace. Some 40 percent of surveyed executives doubt their leaders have credible plans to address the economic crisis. Certainly, this lack of confidence harms an organization’s ability to move forward.

In light of these problems, middle managers have unprecedented opportunities to become more proactive by stepping forward and offering course corrections — and they should act with deliberate speed. Good times allow organizations to ride out challenges, but today’s tough financial climate won’t permit a wait-and-see approach.

While senior executives don’t set out to fail, research shows they make several common mistakes:
• 80 percent fail because of ineffective communication skills and practices.
• 79 percent fail because of poor work relationships and interpersonal skills.
• 69 percent fail because of person/job mismatch.
• 61 percent fail because they didn’t clarify direction and performance expectations.
• 56 percent fail because of delegation and empowerment breakdowns.

When strong leadership doesn’t come from above, it’s up to the organization itself — in particular, the people in the middle — to launch a rescue operation.

Are you working in a company or law firm where mangers are stepping up to improve trust in leadership? Does your company or law firm provide leadership coaching and leadership development to help leaders earn employees trust? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a middle manager who manages both up and down?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for managers who want to create a work environment where employees are fully engaged and trust that company leaders will make good business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture based on leaders who can be trusted. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

Maynard Brusman — 2010-02-28T08:38:33-08:00

I'm currently working on a workshop on innovation.

How to Make Ethical Business Decisions

Maynard Brusman — 2010-02-26T06:03:00-08:00

Ethical Business Decisions

One of my CEO leadership coaching clients knows that for his company’s strategic plan to be sustainable he needs to create a work environment with the highest ethical standards. I am consulting with the CEO to provide ethics education for his senior leadership team.

There are a number of ethical dilemmas one may face in the workplace such as sexual harassment, product safety and discrimination. These problems have no clear right or wrong answers. The following twelve questions may help you solve them.

Twelve Questions for Examining the Ethics of a Business Decision

1. Have you adequately defined the problem?
2. How would you define the problem if you stood on the other side of the fence?
3. How did this situation occur in the first place?
4. To whom and to what do you give your loyalty, as both a person and a member of the corporation?
5. What does your intuition tell you about making this decision?
6. How does this intention compare with the probable results?
7. Whom could your decisions or action injure?
8. Can you discuss the problem with the affected parties before you make your decisions?
9. Are you confident that your position will remain valid over the long term?
10. Could you disclose, without qualms, your decisions or actions to your boss, CEO, board of directors, family and society as a whole?
11. What is the symbolic potential of your action, if understood? If misunderstood?
12. Under which conditions would you allow exceptions to your stand?

Are you working in a company or law firm where leaders model integrity and high ethical standards? Does your company or law firm provide leadership coaching and leadership development to help leaders earn employees trust? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a leader with integrity who inspires people to make ethical business decisions?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to create a work environment where employees are fully engaged and trust that company leaders will make ethical business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture based on leaders who will do the right thing. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.

How to Make Ethical Business Decisions

Maynard Brusman — 2010-02-22T07:39:00-08:00

Ethical Leadership

One of my CEO leadership coaching clients knows that for his company’s strategic plan to be sustainable he needs to create a work environment with the highest ethical standards. I am consulting with the CEO to provide ethics education for his senior leadership team.

The CEO knows that for the company to thrive depends on all company leaders to create a work environment where leaders have the highest integrity and employees are fully engaged. He is empowering his senior executive team to create a culture of trust and accountability. Human Resources is partnering with the CEO to create a culture where there is a mindset of questioning unethical behavior. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels model ethical behavior in making business decisions.

There are a number of ethical dilemmas one may face in the workplace such as sexual harassment, product safety and discrimination. These problems have no clear right or wrong answers. The following twelve questions may help you solve them.

Twelve Questions for Examining the Ethics of a Business Decision

1. Have you adequately defined the problem?
2. How would you define the problem if you stood on the other side of the fence?
3. How did this situation occur in the first place?
4. To whom and to what do you give your loyalty, as both a person and a member of the corporation?
5. What does your intuition tell you about making this decision?
6. How does this intention compare with the probable results?
7. Whom could your decisions or action injure?
8. Can you discuss the problem with the affected parties before you make your decisions?
9. Are you confident that your position will remain valid over the long term?
10. Could you disclose, without qualms, your decisions or actions to your boss, CEO, board of directors, family and society as a whole?
11. What is the symbolic potential of your action, if understood? If misunderstood?
12. Under which conditions would you allow exceptions to your stand?

Are you working in a company or law firm where leaders model integrity and high ethical standards? Does your company or law firm provide leadership coaching and leadership development to help leaders earn employees trust? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a leader with integrity who inspires people to make ethical business decisions?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to create a work environment where employees are fully engaged and trust that company leaders will make ethical business decisions.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organizational culture based on leaders who will do the right thing. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com

Leadership Ethical Traps - Root Causes of Ethical Traps

Maynard Brusman — 2010-02-19T07:06:23-08:00

Leadership Ethical Traps

One of my CEO leadership coaching clients knows that for his company to thrive she needs to create a climate of trust wit engaged employees. I am consulting with the CEO to consider firing a company vice president. The vice president has betrayed everyone’s trust by a pattern of lying and deceit.

The CEO knows that for the company to thrive depends on all company leaders to create a work environment where leaders are respected. She is empowering her senior executive team to create a culture of trust and accountability. Human Resources is partnering with the CEO to repair the trust that was broken. Our current executive coaching and leadership consulting work is focused on helping leaders at all levels create a culture of trust.

Root Causes of Ethical Traps

Obedience to authority is a “primary” trap, which means a strong external stimulus impels us to move in a certain direction, without regard for our ethical principles.

In business, people don’t abandon their ethics simply because they want to maximize profits. Rather, their drive to acquire and improve their status lures them into a social-psychological trap.

This often happens in small steps—yet another trap. If you place a frog in a pot of boiling water, it will jump out quickly. But if you place it in the pot and slowly increase the heat, it will remain there and be cooked.

Small steps and choices create minor ethical transgressions that do little harm, but they set the direction that eventually leads to major, irreversible violations.

Primary Ethical Traps

In The Ethical Executive (Stanford University Press, 2008), Robert Hoyk and Paul Hersey describe 45 ethical traps inherent in any organizational environment.

Hoyk and Hersey describe three types of social-psychological traps that occur in the workplace: primary, defensive and personality. They include:
1.    Obedience to authority
2.    Small steps
3.    Indirect responsibility
4.    Faceless victims
5.    Lost in the group
6.    Competition
7.    Self-interest
8.    Tyranny of goals
9.    Money
10.    Conformity
11.    Power
12.    Obligation
13.    Time pressures

When we carefully review and understand these traps, we can prepare for—and avoid—them. Our choices become sound.

Are you working in a company or law firm where leaders model integrity and there is a culture of trust? Does your company or law firm provide leadership coaching and leadership development to help leaders earn employees trust? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a leader with integrity who inspires people and builds trust?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to create a work environment where employees are engaged and trust company leaders.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organization that trusts leaders will do the right thing. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.

The Neuroscience of Leadership Ethical Traps

Maynard Brusman — 2010-02-15T04:55:00-08:00

Leadership Ethical Traps

One of my CEO leadership coaching clients knows that for his company to thrive she needs to create a climate of trust. I am consulting with members of the company senior leadership team to consider firing a company vice president. The vice president has betrayed everyone’s trust by not being truthful.

The CEO knows that for the company to thrive depends on all company leaders to create a trusting work environment. She is empowering her leadership team to create a culture of trust and accountability. Human Resources is partnering with the CEO in helping the company repair the trust that was broken. Our current executive coaching and leadership consulting work is focused on helping leaders create a culture of trust.

Ethical Roots

Psychology and other social sciences offer a huge body of experimental studies that demonstrate the allure of cheating. In The Ethical Executive (Stanford University Press, 2008), Robert Hoyk and Paul Hersey describe 45 ethical traps inherent in any organizational environment.

Many of these traps are psychological in nature, creating “webs of deception” that distort our perception of right and wrong. Such rationalizations lead us to believe our unethical behavior is normal and appropriate, and they have contributed to large-scale corporate disasters like the Enron and WorldCom affairs.

The Brain Science of Traps

Fish are caught in wire cages with funnel-shaped entrances, which are designed to direct the fish to swim inside.

In the same way, individuals and organizations move in a certain direction—one that may trap them if they fail to reverse an ill-fated course.

At any given moment, we have impulses that motivate us to act. They are reactions to internal or external stimuli, which may be powerful enough to trigger automatic behavior. At this point, we may rationally ignore other (and better) options.

Other times, we’re aware of several distinct choices, but the stimulus’ effect overrides these potential actions. We may desire a specific outcome so strongly that it propels us to move in an unsound direction. Anxiety and stress may also compel us to make choices that alleviate our short-term distress, yet lead to irrevocable long-term consequences.

Our ultimate behavior depends on a complex weave of situational factors, history and personality.
Are you working in a company or law firm where leaders model integrity and trust? Does your company or law firm provide leadership coaching and leadership development to help leaders be worthy of employees trust? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a leader who is honest and builds trust?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to create an environment where employees are engaged and trust company leaders.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organization that trusts leaders will do the right thing. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com.

Ethical Slips: The Irresistible Urge to Cheat

Maynard Brusman — 2010-02-10T08:51:00-08:00

One of my CEO leadership coaching clients knows that for his company to thrive she needs to create a climate of trust and credibility. I am consulting with members of the company senior leadership team to consider firing a company vice president.

The vice president has betrayed everyone’s trust by cheating.The CEO knows that thriving in the future depends on all company leaders modeling the qualities of good leadership. She is empowering her leadership team to create a culture of trust and accountability. Human Resources is partnering with the CEO in helping the company repair the trust that was broken. Our current executive coaching and leadership consulting work is focused on helping leaders and all employees model trust and accountability.

Ethical Slips and the Irresistible Urge to Cheat

Even with a solid foundation of good moral values, no one is immune to making unethical choices.

Ethical slips and traps are rampant, from telling white lies that protect a friend, to ignoring a gut feeling and following orders when we know better.

Not a month goes by without some highly publicized ethical scandal. Be it tax evasion, executive pay excesses, sexual dalliances and outright fraud, many individuals are simply unable to resist temptation.

Does this make the perpetrators corrupt sociopaths?

Sometimes, but usually not. They’re often leaders and pillars of the community, and their actions leave us shaking our heads and wondering what were they thinking.

The sad truth? No one is immune. Cheating isn’t limited to those in positions of power. While power is certainly fraught with opportunities and temptations, each of us faces daily choices that involve doing the right—or wrong—thing. Only when a CEO, politician, celebrity or sports legend gets caught does the problem rise to front-page news. Just ask Tiger Woods.

But the same ethical traps lie in your path. Even the little guys transgress. Often, people feel an urge to cheat—a strange pull to try to get away with something. Sometimes it’s small; other times it’s scandalous. Sometimes it matters; other times it goes unnoticed.

What exactly happens inside our heads when we choose to violate our ethical standards? Do we lose sight of what’s right? Do we take the easy way out? Are we driven to win at any price? Are we attracted to our “dark side?"

Are you working in a company or law firm where leaders demonstrate honesty and integrity when things get tough? Does your company or law firm provide leadership coaching and leadership development to help leaders be trustworthy? During tough economic times, leaders need to fully engage their people in building a culture of trust and accountability.

One of the most powerful questions you can ask yourself is “Am I a leader who is honest and models integrity?” Emotionally intelligent and socially intelligent organizations provide executive coaching and leadership development for leaders who want to create an environment where employees trust company leaders.

Working with a seasoned executive coach and leadership consultant trained in emotional intelligence and incorporating assessments such as the Bar-On EQ-i CPI 260 and Denison Culture Survey can help you create an organization that trust it’s leaders will do the right thing. You can become a leader who models emotional intelligence and social intelligence, and who inspires people to become fully engaged with the vision, mission and strategy of your company or law firm.

I am currently accepting new executive coaching, career coaching, and leadership consulting clients. I work with both individuals and organizations. Call 415-546-1252 or send an inquiry e-mail to mbrusman@workingresources.com