The more things change the more they stay the same. There is lots of chatter about patriarchal and matriarchal management styles: communicating at all levels with employees: developing the best talent etc etc etc.
Then there is the testosterone method: Oh yes, some call it the "taking care of newcomers", others lamely view it as employee development: still others its " rescuing cute women from the perils of Pauline".
I admit this isn't strictly a male phenomenas any more -- note today's situation between the plus year old politician in Northern Ireland and her year old lover.
My point is, these young mentorees are given preferential developmental assignments, slaps on the risks for weak performance, and spend time with the "decision maker" seeking advice and counsel regarding their professional and personal struggles.
A unique factor about these fast tracked individuals is that the senior executives make this a recurring theme. The exec pronounces to all within ear shot how they have saved these individuals from their uninformed decision making, have motivated them to new heights, etc. Amazingly, these individuals are virtual clones of each other.
Known as the "untouchables" by other employees, this visceral, sensuous attraction is known throughout the organization. Another case of the king not wearing any clothes and woe to the person who mentioned this addiction.
Observed neightbors going through the ritual of decorating their homes for the Christmas Holidays. The process seems so ritualistic with each family member focused on their particular area of responsibility.
Thinking that this is another way to describe " tradition". And yes, there is a pride, a sense of excellence with each participant.
Decide to put this in my tool box of leadership coachng skills -- the value of continuing traditions in the workplace.
Went to church today and heard a sermon about isolation: physical isolation: how we decide not to interface with people becasue we don't have time, or accomodations, or dislike the other person: and how we remove ourselves from others.
This got me to reflecting about some of the isolationistic ( is there such a word?) executives I've coached over the years. There is information isolationists... those who don't share the firm's economic data with employees. Employees who are nervous and jittery and whose performance is impacted because of what they see and hear on TV, or blogs, or twitter .. Yet executives maintain that production workers aren't capable of understanding economic indicators and data. Such a fallacy.
Second is the executive who hides in their office... composes emails and memos. Comes ealry : stays late: and fears, yes fears, the concept of management by walking around: Fears that he/she will get emotionally involved with an employee: Fears employees will ask a question to which he doesn't know the answer. Fears they will find out who he is as a person.
These isolation examples permeate the organization: Communication breakdowns, customer service issues, errors going unreported: you get the picture.
Listen to Jim Leher interview Attorney General Eric Holder. The AG described the upcoming trials of the 911 planners as the "crime of the century". Later David Brooks took issue with the term crimes --saying the 911 attacks were terrorism - an act of war.
A decision was therefore made to hold the trials in a public rather than a military court.
How is this relevant to the subject of leadership? The selection of a phrase or word communicates volumes. I have a friend who is the CEO of the nation's largest manufacturer of a product in the agri business field. He constantly refers to himself as a good old farm boy. So true given his customer base. But in a negotiating session the homespun nature quickly dissipates. He is also a multimillionaire with an MBA from a prestigious university. To motivate his staff, he uses calculated phraseology with a sophisticated, yet practical knowledge of the lean manufacturing process and his customers.
Words.. just words.. The ability to harness the power of words in each specific environment is what has made this simple country boy a world class business man.
The ddynamic successful CEO called and asked to chat about "leadership issues" within his firm. Yes indeed, I thought, well within my area of expertise, this should be an interesting meeting and hopefully an ongoing consulting engagement.
taking the obligatory facility tour, continuing emphasis was placed on the merits of each employee. The strength of the leadership team: the well honed team concept.. And so I waited. What indeed were the aforementioned " leadership issues". Eventually, on the edge of my proverbial seat, I inquired. Oh no, said the CEO, let's go into my office. The point of concern was not with employees, or the leadership team, or team leaders.
The point of concern is with the CEO and his managing partner. The request was to help them through coaching to resolve management style, strategic planning, and exit strategy issues.
Bamm! Once again I was struck by not giving in to the obvious... To listen: To be patient.
The Feds decided to punish the top 25 executives ( soon to be expanded to 100) of banks and related institutions where TARP money has not been repayed. The rationale -- excessive bonuses rather than pay for performance.
The Bank of America, among others say their staff will be raided and move on to greener pastures where compensation and stock options are more lucrative.
What is really fascinating here, is that there are quantifiable measures by which these execs get paid. So often, we determine an employee's performance, along with many of their peers, by completing rating sheets al at once, on a weekend afternoon, with the key criteria being " what did the employee do for us lately"... I challenge you -- look for the data, puruse the documentation, check out your interview notes with co-workers and customers (aha- there usually aren't any).
Yes, the Feds have a difficult balancing act determining a compensation program for Wall Street. Let's do our part and develop quantifiable performance measurements that can be understood by employers and employees
Ad writers are really clever and ingenious. There have been a recent spate of ads pitching the message that a firm's is superior ( and by extension it's products) because employee's share in vision.
Really?
How about some empirical data to confirm this assumption. Employee Survey's: 3rd party interviews? To the contrary , the public is presented with senior executives telling us what to believe. As a consultant who believes in the merits of vision statements which are bought into by employees, I think the ad program may have some merit. But please, CEO give us some hard evidence.
Employee buy in is often assumed by those in the corner office. Do a survey: Measure quality: and by all means conduct focus groups. The truth will set you free --and enable the real empowerment of employees.
The talking heads on CNBC and Bloomberg News postulate about what type of economic recovery is in the future. Will it be a V or W or??? In the interim, we find our clients continuing to operate with lean inventories, reducing work hours,laying off employees, and maximizing every sales skill they have.
Some firms are using the medieval times approach..... building larger walls, wider moats, and hiding from the bankers who seem to be omnipresent. Lots of emphasis on hope and prayer ( I don't underestimate the power of either).
Looking out over the employee landscape of those who have survived the economic downturn, I am always impressed by the thoughtful decisions most firms make. Those on the payroll are generally individuals with talents which support the current sales base. Yes, some are retained because of their teamwork attitude and loyalty to the firm.
It's also true, that firms who are flexible and innovative: who get to the marketplace 1st will survive and indeed prosper. I propose that this is the time to mine the skills and knowledge of that most underutilized human asset- emotional intelligence to foster innovation and best practices. Too often we pay lip service to team work.
The development of internal software, new products, new sales ideas, lean manufacturing, advertising, the list of ideas that employees have is endless... it is our responsibility to ask and form task forces with the challenge to succeed. " Green Shoots" are everywhere if we help employees to look and harvest.
Engaging the work force in creative ways to meet the company"s vision pays dual dividends - rebuilding the financial coffers and re-energizing the work force whose psyche has taken a pounding this last year.
The educational establishment has long embraced the idea that everyone wins, no one loses. Examples: no grades for courses taken: kindergarten graduation, discouraging games such as dodge ball and tag because they encourage "bullying", the stopping of baseball games after one team is ahead by ten runs, etc etc. These warm and fuzzy attitudes have their place, until the young ins grow up and enter the work force
Imbued with the win-win philosophy, would be managers have their veins filled with the idea that confrontation is a negative. Someones feelings will get hurt. I submit that confrontation can be a positive. IDeas and performance can be approached directly -- in the full light of day. Honesty prevails... and a sense of trust is established when all the facts are lay ed on the table. Yes, confrontation can be an effective management tool when used effectively.
Which brings us to combativeness. Confrontation is not combativeness. Combativeness is the destruction of another person's ego, self esteem and pride. The victor wants to take no prisoners. At its core, the combative manager is a warrior rather than a problem solver. Short term or long term consequences be dammed-- it is his way or the high way. The combatant style destroys, in the long run the parties involved and the organization.
IN summary, let's hone our confrontation skills as a way to constructively solve problems: and recognize combativeness as a self destructive tactic.
I must admit, upfront being a fan of Jay Leno. Specifically his " Headlines" and " Jay Walking segments.Being a trainer, one of my leadership segments addresses non verbal communications. Of all the training videos, etc. on the subject, Leno provided a primer on the subject last evening.
Relaxed, jocular, trivial conversation with Seinfeld, Leno sat back in his chair: was animated, relaxed, and enable Seinfeld to be the focus of attention: to carry out what was obviously a scripted package of humorous lines. His body language was open and engaging.
On a more serious note, Leno confronted the rapper K West. Leno Sat on the edge of his chair: sat at a respectful distance from the interviewee, asked incisive questions, and was deliberately engaging. While on the edge of his chair, Leno used the ask and wait technique ( silence, no interruptions, just silence. Whether the rappers apparent angst was real or an act, who am I to judge? Yet Leno treated him with respect and dignity while probing in a venue not suited for an interview of this type. Leno remained in control, a no small feat . A lesson for all leaders when confronted with difficult discussions.