Motivation Mistakes

February 4, 2012

How many times a week do you hear, “We’ve got to motivate our people?” This is usually followed by an idea or two to try to entice people to be more productive. Seeking to motivate employees is a thought pattern leaders use every day, so what’s wrong with it?

Trying to motivate workers shows a lack of understanding about what motivation is and how it is achieved. Leaders who think this way rarely get the increased motivation they seek. Reason: Motivation is an intrinsic phenomenon rather than something to be impressed upon people.

The only person who can motivate you is you. The role of leaders is not to motivate workers, rather it is to create the kind of culture and environment where workers are inspired and choose to motivate themselves. An example is when a leader sets a vision and goals, then allows people to use their initiative to get the job done as they see fit.

Why do many leaders try to motivate people by using either incentives (like bonuses) or threats (like penalties)?

1. Poor understanding of motivation – The notion that by adding perks to the workplace we somehow make people more motivated is flawed. Over 50 years ago, Frederick Herzberg taught us that increasing the so-called “hygiene factors” is a good way to reduce dissatisfaction in the workplace, but a poor way to increase motivation. Why? – because goodies like picnics, pizza parties, hat days, bonuses, new furniture, etc. often help people become happier at work, but they do little to impact the underlying reasons they are motivated to do their best work.

2. Taking the easy way out – Many leaders believe that by heaping nice things on top of people, it will feel like a better culture. The most direct way to improve the culture is to build trust. By focusing on a better environment, managers enable people to motivate themselves.

3. Using the wrong approach – It is difficult to motivate another person. You can scare a person into compliance, but that’s not motivation; it is fear. You can bribe a person into feeling happy, but that’s not motivation; it is temporary euphoria that is quickly replaced by a “what have you done for me lately” mentality.

4. Focusing on perks – Individuals are willing to accept any kind of treat the boss is willing to dish up, but the reason they go the extra mile is a personal choice based on the level of motivational factors, not the size of the carrot.

A better approach to create motivation is to work on the culture to build trust first. Improving the motivating factors, such as authority, reinforcement, growth, and responsibility creates the right environment for motivation to grow within people.

How can we tell when a leader has the wrong understanding about motivation? A clear signal is when the word “motivate” is used as a verb – for example, “Let’s see if we can motivate the team by offering a bonus.” If we seek to change other people’s attitude about work with perks, we are going to be disappointed frequently. Using the word “motivation” as a noun usually shows a better understanding – “Let’s increase the motivation in our workforce by giving the team the ability to choose their own methods to achieve the goal.”

For an organization, “culture” means how people interact, what they believe, and how they create. If you could peel off the roof of an organization, you would see the manifestations of the culture in the physical world. The actual culture is more esoteric because it resides in the hearts and minds of the society. It is the impetus for observable behaviors.

Achieving a state where all people are fully motivated is a large undertaking. It requires tremendous focus and leadership to achieve. It cannot be something you do on Tuesday afternoons or when you have special meetings. It is not generated by giving out turkeys at Thanksgiving. Describe motivation as a new way of life rather than a program or event. You should see evidence of motivation based on trust in every nook and cranny of the organization. Focus on improving the culture rather than using carrots or sticks to create true motivation.

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Boost Your Emotional Intelligence

January 14, 2012

Can you improve your Emotional Intelligence by plowing your driveway? I think so, and I will explain a fascinating analogy later in this article. I read a recent book on Emotional Intelligence by Travis Bradberry and Jean Greaves entitled Emotional Intelligence 2.0. If you have not been exposed to this book, perhaps my article will whet your appetite to purchase it.

The authors start out by giving a single sentence definition of Emotional Intelligence (which is abbreviated as EQ rather than EI, and proves that whoever invented the acronym did not have a high IQ). Emotional Intelligence is “your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships.” This leads to a description of the four quadrants of EQ as described by Daniel Goleman in 1995.

1. Self Awareness – Ability to recognize your own emotions
2. Self Management – Ability to manage your emotions
3. Social Awareness – Ability to understand emotions in others
4. Relationship Management – Ability to manage interactions

The book contains a link to an online survey that lets you measure your own EQ. This is an interesting exercise, but it lacks validity, because people with low EQ have blind spots as described by Goleman. You might rate yourself highly in EQ when the truth, in the absence of blind spots, is somewhat lower. Still it is nice to have a number so you can compare current perceptions to a future state after you have made improvements.

Most of the book consists of potential strategies for improving Emotional Intelligence in any of the four quadrants described above. You get to pick the quadrant to work on and which strategies (about 17 suggestions for each quadrant) you think would work best for you. The approach is to work on only one quadrant, using three strategies at a time for the most impact. The authors also suggest getting an EQ Mentor whom you select. The idea is to work on your EQ for six months and retest for progress, then select a different quadrant and three appropriate strategies.

The most helpful and hopeful part of the book for me is where the authors discuss the three main influences on performance: Intelligence, Personality, and Emotional Intelligence. The observation is that it is impossible to change your IQ (Intelligence) and very difficult to change your Personality, but without too much effort, you can make huge progress in your EQ.

The trick is to train your brain to work slightly differently by creating new neural pathways from the emotional side of the brain to the rational side of the brain. This is where plowing your driveway comes in. We are bombarded by stimuli every day. These stimuli enter our brain through the spinal cord and go immediately to the limbic system, which is the emotional side of the brain. That is why we first have an emotional reaction to any stimulus. The signals have to travel to the rational side of the brain for us to have a conscious reaction and decide on our course of action. To do this, the electrical signal has to navigate through a kind of driveway in our brain called the Corpus Callosum.

The Corpus Callosum is a fibrous flat belt of tissue in the brain that connects the right and left hemispheres. How easily and quickly the signals can move through the Corpus Callosum determines how effective we will be at controlling our emotions. This is a critical part of the Personal Competency model as described by Goleman. Now the good news: whenever we are thinking about, reading about, working on, teaching others, etc. about EQ, what we are doing is plowing the snow out of the way in the Corpus Callosum so the signals can transfer more easily. Translated, working with the concept of EQ is an effective way to improve our effectiveness in this critical skill.

After reading the book, my awareness of my own emotions has been heightened dramatically. I can almost feel the ZAP of thoughts going from the emotional side of my brain to the rational side. Oops, there goes one now!

Given that roughly 60% of performance is a function of Emotional Intelligence, we now have an easy and almost-free mechanism to improve our interpersonal skills. I hope you will go out and purchase this little book, particularly if you are a leader. For leaders, EQ is the most consistent way to improve performance and be more successful.

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Organizational Pooper Scooper

January 2, 2012

My wife saw a truck the other day with an advertisement on the side for an organization called “Doody Master.” For a fee, they will come to your yard and scoop up all the little doggie muffins they can find. I suppose there are worse jobs, but really that is about the bottom (sorry, no pun intended there).

She suggested that many organizations need someone to scoop up all the human doody that people leave around the office for each other. How quaint! Human beings working in close proximity have a remarkable capacity for driving each other crazy. It happens in organizations of all sizes and types; there are few exceptions. When we do find an organization where people do not leave nasty little messes for their co-workers to step in, we will see a culture of trust and respect at the core.

The more I thought about it, I realized there are actually categories of doody, and if people would stop and think before taking action, they could usually prevent the need for an organizational pooper scooper. Here are some prevention ideas:

Assume best intent

When something does not seem right, people have a tendency to assume something evil has prompted it. For example, if you get an e-mail from a coworker asking where you were yesterday, you might assume she was trying to scold you for missing an important meeting. You might drop some doody with a sarcastic note back stating, “I intentionally missed that meeting – it was a load of crap.” After reading your reply, she calls to tell you that her inquiry was because she came to your office yesterday to deliver a late birthday gift, but you weren’t there.
Assuming the best intent until all the facts are in would prevent many nasty messes from ever happening.

Forgive and forget

Grudges can linger on for years in some circumstances. People who are angry with each other go out of their way to make life miserable for the other person. They undermine the positive things and set the rival up for failure whenever possible. It becomes like a food fight of childish behaviors.
The antidote here is to remember that we are adults and try to act that way most of the time. Cut the other person some slack.

Don’t be a Chicken Little

We all probably know someone at work who goes around spreading gloom every single day. It is as if there is not enough pain and worry in the world, and this person is self appointed to correct the problem. Imagine the impact on your organization if you could wave a magic wand and have the most negative person in your group turn into someone who always looks on the bright side of life.

It really can happen, if the negative person is handled properly by leaders. I have written on how to accomplish this feat in my books. The technique is to “adopt” the negative person, find out what makes him or her tick, and begin to enroll this person as a positive force rather than a negative anchor. With time and commitment, most negative individuals can be turned into positive forces within the organization. It is not possible to save every negative person, but each one that can be turned around creates major improvements in the overall culture.

Turn “gotchas” into “thank yous”

By creating a culture of respect and trust, we can reduce the human tendency to catch others doing wrong things and to rub their noses in it like when trying to train a puppy not to make a mess on the carpet. When people look out for the good in others, they learn to find the best parts, and things go a lot more smoothly after that. The Pygmalion Effect is more pervasive and stronger than we realize. When we seek to find the good in others, it is there in abundance. Unfortunately, if we are looking for dodo, we are sure to find plenty of that to step in as well. It is a matter of mindset.

The most powerful way to prevent interpersonal messes is to remember we are not Golden Retrievers. Instead, seek to use the Golden Rule every day, and see a greatly reduced need to clean up ugly messes at work.

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What’s Under Your Tree

December 24, 2011

I would like to explore the spirit of giving in this article. The Christmas Tree is a great symbol and tradition because it provides a locus of opportunity for us to place large and small gifts for the people in our life.

Let’s focus on the equivalent of a Christmas Tree in your work environment. Do you have a way to figuratively place “gifts” for the people who you interface with on a daily basis? I am not thinking of the tangible gifts, but rather gifts of a different kind. Here are a few of the gifts you might consider giving more often to people at work, or at home.

Time

The most precious thing for all people is really time. Reason: scarcity and value are what make something precious. Time is scarce because it is fixed (24/7), and it is valuable because we are all habitually short of adequate time. You can give time to people by thinking through how you can be more considerate of theirs. For example, you can have shorter meetings, cut out some Mickey Mouse work, reduce conflict, lower the e-mail load, prioritize better, eliminate redundancy, communicate more clearly, and so forth. There is a never ending supply of ideas to save people time at work.

The other way we give time to people is to make ourselves more available to them. We are all pulled too many ways and find it difficult to balance our own needs with those of others. People do recognize and appreciate when you take time for them if they need it. Placing the gift of time under the tree is demonstrating with your calendar that you are accessible.

Trust

When you give people the gift of your trust, it multiplies and then comes back to you with more trust. Real trust is essential for people to function as they were designed to do. So many people dwell in an environment of extremely low trust at work every day. In most environments, the extension of more trust is the most effective way to uplift the culture and improve the work experience.

Attention

In the rush of daily activity, it is easy to take people for granted. We get wrapped up in the stresses that consume our day and forget to acknowledge other individuals who are striving to do their best. See them work, and recognize their effort and dedication.

Care

Empathy for what others are experiencing is the best way to have people realize you care about them. If you show an interest in their challenges and triumphs in life, they will see that love and reflect it back to you. The visceral feeling of being cared for is part of the human condition that is essential: like the air we breathe or the food we eat.

Support

Strongly linked to care is the notion of support. We all need help from time to time, and the gift of our physical or emotional support can make a huge difference in the quality of another person’s day. Be proactive with your support. Be more like Santa and less like Scrooge.

Recognition

Reinforcing people in an appropriate and thoughtful way when they do good work helps improve their self esteem, and is always a welcome gift under the tree. Recognition triggers their intrinsic motivation to do more good things. It enables empowerment and is kind of a liberating force that encourages people. Thus, recognition is a force multiplier.

This list could get very long if I let it, but I will keep it short to give readers the gift of brevity. My present to you this Christmas is the idea that with very little effort, you can have the wonderful spirit of placing gifts under the tree every day in your work and home life.

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6 Tips to Avoid Being Micromanaged

December 18, 2011

Most of us have been in a situation where we have felt micromanaged. We were given something to do, but then badgered about exactly how to do it. This happens more in low trust groups, and it often creates a further degradation in trust. We usually fault the manager for this problem because he or she is the one barking out the minute and detailed orders on how to do the job.

I have a theory on micromanagement. It is not entirely the fault of the leader who is intrusive into the workings of employees. I believe the employees are at least partly to blame in many cases. Reason: I used to work for a leader who was known as the king of all micromanagers. He basically tried to run everything by telling people exactly how to accomplish their tasks. He was an excellent leader otherwise, but people always dinged him on being way too intrusive.

I learned about his reputation before ever going to work for him. During my first few weeks, I went way overboard in my preparation. I would anticipate any potential question he might have and be prepared with data to support my conclusions. When he would suggest something to try, I usually could say, “it has already been done.” I would communicate my plans to him every day (including weekends) and ask lots of questions about what was wanted. He never had an opportunity to get to me because I always got to him first. After a while, he basically left me alone and did not micromanage me very much for the next 25 years. We got along great, while he continued to micromanage others.

This experience led me to create a list of six tips you can use to reduce the tendency for a boss to micromanage you. Granted, this will not be 100% effective in all cases, but these steps can really help reduce the problem to a manageable level. Note: I will use the male pronoun here for simplification, but the same concepts would apply for both genders.

1. Try to anticipate what the manager will suggest

Work to understand the point of view of the manager, and figure out the suggested methods so when he says, “Do it this way,” often you can say, “That’s exactly how I am doing it. Or you might say, I tried doing it that way, but it created too much scrap, so I am now doing it a better way.

2. Be sure you are clear on the expectations

Often the manager has been somewhat vague on the precise deliverable. Before going off to do a task, take that extra time to verify what the boss really wants in the end. If it is a long or complex set of activities, see if you can get some sub-goals that you can deliver along the way.

3. Get to the boss before he gets to you

This technique really helps when you have a voice mail or text connection with the boss. Get familiar with the timing of communications and preempt the instructions with a note of your own. For example, if the boss has a habit of catching up on his micromanaging tasks during the lunch hour, simply provide an update to him at about 11 a.m. every day.

4. If the boss is getting intrusive, surprise him

It stops a micromanager dead in his tracks when he tries to tell you how to do step 3 and you tell him you are already on step 8. Step 3 was done yesterday, and the results were supplied to him in his e-mail inbox. The boss is blown away that you made so much progress.

5. Seek to build a trusting relationship with the micromanager

If the boss really trusts you, it means there will be less worry on his part that you will do things incorrectly. That means you are left alone to do things your way.

6. Call him on it

The boss needs to understand that for you to be empowered and give your best effort to the organization, you need to be free to use your own initiative. I knew one employee who brought a set of handcuffs into the office. Whenever his boss would try to micromanage him, he would just get out the cuffs and slip them on. The message was loud and clear, “if you want me to do this well, don’t tie my hands.”

My rule of thumb on micromanaging is that credibility and communication allow you to manage things as you see fit. Lack of credibility and communication often lead to being micromanaged.

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The 360 Degree Trap

December 11, 2011

I am a big believer in 360 Degree assessments for leaders. Reason: the tool is one of the best ways to reveal to a leader what other people think of him or her. If administered correctly, the evaluation can be insightful and form the basis of a well-focused development plan.

Unfortunately, there are some traps that can cause the 360 Degree Assessment to be harmful rather than helpful. In this article, I focus on one major flaw with 360 Degree Assessments and offer some antidotes to this problem.

Most organizations use 360 as a measure of the effectiveness of leaders, and that information is directly related to compensation and advancement. This is logical because a 360 Degree Assessment represents how skilled the leader is at working with people at all levels. Isn’t that what a performance measurement system is supposed to do? Actually, no. Performance measurement should focus on results and behaviors to get the results, not on how well liked a leader is with people at all levels.

The 360 Degree Assessment can result in leadership mediocrity. Once managers realize their performance will be measured with a 360 process, they quickly learn it is vital to have all subordinates like them. That means leaders will focus on being popular with the troops, which is not always the best strategy for excellent leadership.

For example, I witnessed a Business Unit Manager who took his entire team off site for a day-long celebration of their progress. A lot of money was spent, and a good time was had by all, complete with a “hand jive” group dance that pumped a lot of energy. Six months later the entire team was unemployed, including the manager. He ignored the business realities and focused on keeping employees happy until there was no business left.

Great leaders recognize that sometimes they are not going to be well liked. They always seek to be respected, but that means sometimes enduring a period where they are unpopular. As Colin Powell once said, “Being responsible sometimes means pissing people off.” If the 360 Degree Assessment is directly linked to compensation and advancement, the exercise encourages leaders to make popular decisions over doing the right thing.

I recall one instance where I was combining several manufacturing departments into a divisional structure. Most of the departments had a mandatory safety shoe rule because the employees were moving heavy materials. One department decided they would not require safety shoes because most of their operation was “light” manufacturing. I was troubled by the inconsistent policy and was trying to drive a safety shoe mandate for all departments. I met with considerable resistance from this one department.

One day an operator in that department had an incident with a cart that ran over his foot. The injury was not serious, but it could have easily been a broken foot. I called a meeting and said it was now a requirement to wear safety shoes in the department. For months after that, I was a very unpopular leader with that population. The decision was respected, and it was clearly followed, but these people were extremely unhappy. My 360 rating coming from that area was impacted that year, and it had a negative influence on my overall performance appraisal.

The remedy is to make the leadership evaluation be a holistic process that takes into account many things, one of which is a 360 Degree Assessment. There needs to be an understanding that a temporarily low score from subordinates is not necessarily a black mark. The interpretation of data needs to take into account conditions on the ground that are causing the low marks. You might think that if employees had true respect for their leader, they would rate her highly even if they were unhappy with her at the moment. If you believe that, you and I disagree on human nature.

If handled well, the 360 Degree process works extremely well. Unfortunately, many organizations do not apply the necessary caveats because they don’t take the time and energy to understand the situations driving the data. Measuring human performance of managers is a very complex process, if your objectives are to encourage the right behaviors in the future and grow leadership capabilities. Do not mechanically couple the results of 360 Degree Assessments to compensation and advancement programs. It can lead to mediocre leaders.

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That’s Not Right

December 4, 2011

When I was a young boy of 13, I was involved in a case of sexual abuse with an older man. He was the principle of my Junior High School. I have never told anyone about this case, as I had blocked it out for over 50 years, but the recent events at Penn State and Syracuse University made me realize there is an important aspect to my story that could potentially be helpful to others.

It was the words my mother planted in my brain from as early as I can remember that saved me from a horrific and painful episode. If I was doing something wrong, she would simply say “That’s not right.” In retrospect, I see clearly how vital it is for parents to plant the seeds of morality into their children, because all through life they will go back to those roots when faced with challenges or moral dilemmas.

The principal was known by all of us kids to be a little “overly friendly.”  He would put his arm around any little kid he could reach.  He had a funny way of gyrating his lower body when he would address the student body during an assembly. There were stories about what he had done to boys when he got them alone, and while we did not doubt them, we just kind of took it as the way he operated. I am not sure what the teachers or other adults were saying or doing about his antics because I was just part of the mass of kids going through school.

One day, I was called into his private office. I honestly cannot remember what the problem was, although my guess would be making too much noise in class. I happened to be an expert at that, and I was frequently admonished to “stay put.”  History reveals that I went through school with dyslexia and ADHD. Ask people who know me now, and they will confirm I am not totally cured of either of these conditions, though age has slowed me down a bit.

There I was in the principal’s office, and he closed the door. I suppose he said something like, “Do you have any idea why you were sent to see me?”  To that I would have answered with some small talk while squirming and looking fondly toward the door. The next part I remember vividly, as it is seared into my brain.

He sat down in a chair with me facing him and grabbed on to both my wrists gently.  He said, “I know you are not a bad kid; sometimes you just get ants in your pants.”  He was looking directly at me, since with him seated and me standing our eyes were on the same level.  He said in a matter-of-fact way, “Take down your pants.” 

A lot of things raced through my head at that moment, as you can imagine. First, I thought how stupid to be caught alone in a closed room with this man that we kids knew had issues. Second, I was totally embarrassed, of course, as he was asking me to reveal my private parts, and then one can only imagine what would follow. Third, he was the authority figure, and I was taught to respect authority. How could I get out of this dilemma? I only had a second to think of my response, and since he had my wrists, I could not make a run for it or slap him.

I looked him square in the eye and said the words my mother taught me. I simply said in a firm voice, “That’s not right!” The man was taken aback and started to mutter things about my classroom deportment. He let go of my wrists and told me to never reveal this to anyone. He told me to leave his office, which I gladly did.

You might ask why I did not immediately go to the authorities and tell them. One reason was that the principal was the highest authority in the area, but that is not the only reason.  When something like that happens, your first reaction is to get to safety. After that, there is a very strong desire to put the incident out of your mind. For a young boy to come forward and make an accusation realizing it would be his word against an authority figure, the stakes are just too high to risk reporting it. I suspect that is why many rape cases are not reported. For an adolescent, the embarrassment  of the whole incident, if made public, would be nearly as bad as the abuse. I actually did manage to repress it completely and never told anyone about it until now.

By this time, I suspect the man has been in his grave for many years, and I never wanted to get even with him or anything like that.  I just tried to block the incident from my mind, and I was successful until the shocking events of the past month. The reason for sharing this story is to invite parents to have a conversation with their kids about inappropriate behavior among some adults. The message should be, “If someone tells you to do something that is not the right thing, just say, ‘That’s not right,’ and refuse to do it.” It is vital to open up dialog and have level of trust to allow the child to feel comfortable sharing difficult things. It is equally important to instill the right values in children as they form the beacon that will be followed throughout life.

Saying “That’s not right” is not going to prevent all abuse cases, as some abusers will not back off for anything. In my case, If I had been cornered by this man in a hotel room, or less public area, refusing to go along might have caused him to become violent. I do believe, when a predator is brought up face to face with reality, in many cases, he will back off.  If we could save some children the pain and embarrassment of being physically abused by doing this, it would be a significant benefit.

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Quality Check for Meetings

November 27, 2011

For most of us, meetings are our most significant time-wasting activity. If you have not found yourself frustrated while sitting in a useless meeting with no escape, you must be a hermit.

The interesting thing is that we, the participants, really do have the power to manage these interfaces between people in ways that are productive, impactful, and fun. In this article, I want to focus on a simple quality check as a means to improve meetings.

The way time is used in meetings is a part of the overall culture of a team. Managing meetings well is one activity that will improve team performance, but it should not be done in a vacuum. It should be a part of an overall process to improve trust and accountability within the team. Leaders normally set the pace for what goes on in any team, so they need to take a lead role in managing meetings for better outcomes.

I advocate that teams have a quick evaluation at the end of each meeting. The leader simply states the following. “Our time is precious, and meetings use a lot of time. It is our responsibility to make sure we are making the best use of every minute. How many of you think this meeting was an excellent investment.” The feedback can be in the form of a quick discussion, a questionnaire, or, if trust is high already, just a thumbs up for good, thumbs down for bad. Of course, if a binary vote turns out to be mostly negative, a conversation needs to take place to understand the specific issues. It can take less than a minute, but it gives a quick feedback. The other benefit is that it lets people know the leader is not clueless and is open to suggested improvements for next time.

For this method to be fruitful, the leader must establish an environment of trust. People need to know they will not be punished, in any way, for giving their opinions. If the leader reacts well to comments, even if the input suggests the leader is wasting the group’s time, then trust will be enhanced. Another benefit occurs if the leader includes other people in planning future events to prevent the same problem at the next meeting.

It is critical if the leader does such an evaluation that he or she follows up and actually makes the changes suggested. A subsequent time check should not bring up the same issues. If it does, then stronger action is required before going further. The leader is responsible for the follow up and modification of meeting processes, even though he or she may ask for help from others as well.

This quality check allows everyone to take ownership of the meeting process to ensure it is vital and adding value. If there are problems in the meeting format or content, they can be addressed before the next meeting, so bad habits are not proliferated. I urge you to add this simple check to the end of all your meetings. It will pay big dividends.

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The Wimpy Boss

November 20, 2011

I have written about bully bosses a couple of times, but I never addressed the other end of the spectrum – wimpy bosses. While not as obnoxious as a bully boss, the wimpy boss can be exasperating in different ways. Let’s look at some of the characteristics of a wimpy boss and follow up with some tips in case you happen to be paired up with one.

I am reminded of the cartoon character “Wimpy” in the Popeye Cartoon, (I know I am dating myself – and as Groucho used to say, “If you’re dating yourself, you aren’t likely to have many children”). Wimpy was famous for the line, “I would gladly pay you Tuesday for a hamburger today.” That characteristic of postponing things is one of the hallmarks of a wimpy boss. Regardless of the issue, there are some bosses who do not want to face making a decision, so they ask for more analysis or more time. Eventually people get the message that there isn’t going to be a firm answer.

Another trait of a wimpy boss is that the person will not stand up for people who work for him or her. If upper layers of management perceive an individual incorrectly, the wimpy boss is going to be a “yes man” and not challenge the misconception.

Wimpy bosses do not hold firm to decisions made on principle. They bend with the breeze coming from on high and waffle when asked to take a stand on issues involving integrity. They are like chameleons and change colors to blend in with the background.

When a person is abusing other employees, the wimpy boss does not step in with strong action to stop the problem. Instead, problems are allowed to fester and well up because the boss has no strength or backbone.

What can you do if you have a wimpy boss? That is a really good question, because you are not likely to change this person. The weak habits are a form of self preservation, laziness, or just plain being gutless. No amount of coaching is likely to reverse a lifetime of bad habits in this area. If you are reporting to a wimpy boss, the best you can do is document your requests carefully and make sure you copy others, such as senior management or HR in on your requests.

Make sure the need for decisions have a date fixed to them and that a large number of people are aware of the delivery date. If needed, send reminders a reasonable time before the due date.
If you see some signs of strength emerging, reinforce the boss enthusiastically for taking action. It will serve to encourage stronger action in the future.

Lastly, training can help a wimpy boss learn how to handle difficult situations and also make more firm decisions. You may not be in a position to nudge the boss directly to get some training, but there could be indirect ways to let it be known that some additional seasoning would be beneficial. Each organization will have a different political hierarchy that includes not only the wimpy boss but also that person’s peers, manager, HR, and the Development Group. As an underling to a wimpy boss, you need to be careful how and when you point out opportunities for improvement.

5 Comments | Candor creates trust, Communications, Enabling Actions, leadership, Organization, Trust, Trust and fear, Trust and respect | Tagged: , , , , , , , | Permalink
Posted by trustambassador

Joe Paterno’s Trip to Egypt

November 13, 2011

The remarkable sequence of events in the second week of November 2011 will undoubtedly be a preface to a long string of litigation and embarrassment for the Penn State community. In particular, the actions of Joe Paterno leading up to his being dismissed Wednesday by the Board of Trustees made it evident that he had just returned from Egypt where he spent a lot of time in “de-Nile.”

This article may sound like kicking a man when he is down. I have no anger toward the man, and from a legal perspective, have no comment on whether he is guilty of any crime. At this point people should presume he is innocent, although his ouster from the Penn State Athletic Program was made unavoidable by his words and actions.

Personally, I feel sorry for Joe and especially for his family. Here is a man who has given so much to so many for so long that we ought to be willing to cut him some slack. Unfortunately, at this time, I believe the damage he did by his own words this week, regardless of his legal status, is far more deep and lasting than meets the eye. I believe Joe is only starting to recognize the consequences of his statements.

Two statements made by Joe were particularly troubling, in my opinion.

1. Joe said, “If this is true, I am shocked,” but he already knew it was true because he had notified his superiors back in 2002. That is an indisputable fact. I think the shock Joe was referring to was that the whole thing was being made public, not that an assistant was alleged to have acted inappropriately with defenseless children.

2. When he said, on Tuesday, “The Board of Trustees should not waste one minute of time discussing what should happen to me, they have much more important things to discuss,” he revealed a personal denial or lack of appreciation for his own accountability in the matter. He wanted the Board to look elsewhere to find the people responsible. Even when it was revealed he did not follow up on the matter beyond notifying his boss, he did not seem to realize what his part in the scandal cost his own legacy and that of Penn State. His statement, “I wish I had done more,” was the admission of at least some culpability, but then he went on preparing for the Nebraska Game indicating he would retire at the end of this season, as if the whole issue could be compartmentalized like the stain on Monica Lewinski’s blue dress. Utterly amazing.

His unwillingness to accept personal accountability showed a poor example, not only for current athletes, but for the legion of people who have worshiped him over many decades. Each one of those people have to go back and sort out the life lessons they learned from Joe and his philosophy in a very different light now. This will take decades to sort out, and Joe himself will be long gone. The damage done to those he touched is incalculable, but not quite as bad as the damage allegedly done by his assistant to defenseless little boys. Unfortunately, that will be Joe’s true legacy. Yes, I do pity the man and his family.

There are few role models for trust and honor as recognizable as Joe Paterno. This fiasco underscores that the truth ultimately surfaces and that the need for trust and integrity in relationships is vital. We who are witnessing this tragedy need to deepen our resolve that trust is still the objective, even if a major proponent of it has fallen on his own sword.

I am not attempting to put Joe on trial in the media here. I believe the civil and legal cases will stretch on for many years, most likely past Joe’s death. Culpability for actions will be determined over time, and at great expense, by the legal system, not me. I am simply reflecting on two statements he made this past week that reveal an inconsistency between his words and reality that have left me saddened and astonished.

3 Comments | Candor creates trust, Communications, leadership, Organization, Table stakes, Trust, Trust and respect | Tagged: , , , , , , | Permalink
Posted by trustambassador

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