The Company We Keep

Managing Up

NEWSFLASH!  If you’re a middle manager, a big part of your job is supporting your boss.  Now before you roll your eyes, groan in misery or think that I’m on your boss’ payroll, think about this. 

Lately I’ve come across a number of leaders who are loathe to own their roles as managers—they like the pay, the benefits, the vacation, the comfortable office, but they find it difficult that their boss has some idiosyncrasies.    Now, I’m not suggesting that your boss is perfect, or even right all of the time but I am suggesting that you have the job of managing both the expectations of your boss and the image of your boss.

So here’s the short list of behaviors that you can adopt to successfully “manage up”

1. Follow Directions.  Your leader can and should expect you to follow her directions—even when you may not like them.  So if your leader asks you to implement a program that you believe to be flawed, your job is to a) tactfully suggest the concerns you have b) accept that your leader may have access to confidential information that she cannot share with you and c) implement the program as if you owned it.

2. Own it.  This goes along with number 1 but based on the numbers of people I see not owning, I think it bears repeating.  Ownership means taking responsibility for an initiative—it means communicating the direction with confidence while acknowledging that there will be barriers that you and your team must overcome with creativity, imagination and collective brainpower.  Owning means communicating your belief in the eventual success of the initiative. 

3. Share information.  Your job is to keep your leader in sync with the sentiments of your team.  Your purpose it to provide your boss with information to enable better decision making and to engage in a dialogue that will help you to manage the team.  By moving information up you serve as a reality check for your leader.

4. Shoulder the blame.  When your direct reports complain about a practice, expectation, initiative or approach, take the criticism without giving in to the temptation to improve your own image by blaming the decision on your boss.  Blaming the boss simply causes people to 1) question the direction of the organization which clearly is not the best use of company time 2) question your credibility—after all, you’ve positioned yourself as a lame duck or a puppet to your leader and c) lose faith in the leader who rarely is present to defend herself

5. Accept quirks.  Sure your boss may be a perfectionist, a neat freak, a rambler or a scatterbrain but the fact is that you have chosen to work for this person.  If you can’t stand the heat, get out of the fire!  When you become the boss, someone will have to deal with your quirks too! 

Management is a difficult job and typically, the broader the scope, the more challenging it is.  So give your boss a break—make her look good.  Don’t be afraid to actively demonstrate that you are fielding problems, managing expectations, massaging personalities and generally addressing all of the issues that she has hired you to manage.  So this week, show up with solutions, recommendations, success stories and well articulated plans for that new project that your boss is so passionate about. 

The DO in Document

I’ve been thinking about documents lately—those dusty files and piles that seem to grow like bacteria in nearby offices.  They are shrines to inaction, drivers of apathy and often explain why many an executive is found staring with bewilderment at their monthly results.

Ideally a document should be a call to action and, in my mind no document should be produced without an expectation that someone is expected to do something with it.    Essentially a document should call people to:

1)      Discuss. A document, whether electronic or paper, should focus a group’s attention around information that requires a discussion or dialogue that results in alignment, cohesion, clarity or change.

2)      Decide.  Information is documented to provide direction for decision making or to identify areas of consideration before making a decision. 

3)      Disseminate.  Documents are often produced by one person for a specific audience yet at some point the document must serve to communicate information, ideas, concepts or decisions to others.  A document guarantees consistency in communication and it is generally designed with an audience in mind.  Savvy communicators recognize the power of a document to influence others.

4)      Display.  In many instances, a document is a trigger, a reminder of something that is important, that should be kept top of mind.  A document displayed says to others, there is an important message here.  Think about it!

5)      Deliberate.  Documents call us to reflect on facts in light of new circumstances, to transfer knowledge from one group to another, to focus our attention on lessons learned and accountability.  If we don’t plan to deliberate on the document then the document has passed its shelf life and can easily be dumped.

Alas, documents seem to pose problems for many.  Some folks fail to see the value of documenting anything and are routinely bewildered by poor communication, alignment, consensus or commitment. 

Another crew revel in creating documents but fail to create an expectation that anything needs to be done at all or they develop documents that are incomprehensible to the audience that must act. 

A final group, the collectors, store their documents with laser precision and without the slightest notion that the document was meant to come alive, to inspire, to galvanize, to orient, to align, enable or involve!   

It seems simple really—a document is a commitment to something.  At its best it communicates the values of the originator and gets people to think together, be together, reflect together, and decide together.  It gets people doing!  So when you mean to get something done, document it!

Listen before you Leap

Happy New Year to All!

We're in that high time of year again, when our optimism flows, when our spirits burst with confidence that this year we will be better, faster, and smarter---we may even leap buildings in a single bound!

And it's no surprise that we feel this way on the wake of a break from work, of time spent with loved ones, of time unscheduled. For many of us, the holidays give us time to slow down a bit, to smell the roses, to dream a little. All of the ideas floating along the edges of consciousness surface and we find ourselves feeling refreshed and motivated, ready to tackle the challenges of habits and health.

For a little while we may have actually been present to ourselves, to the real selves that hide away during the business of daily life--to the self that is tired, lost, repressed, denied, enthusiastic or hopeful. To the self we can't listen to as we attend to clamoring tasks.

So this year, while you're vowing to change, take a moment to stop and reflect. Make a list of what makes your life worthwhile. Then look at your resolutions again and see if they match. If they do, then take the leap! If not, consider what you'll reap-then revise, revise, revise!

Debbie Heuer

Talent Springs L.L.C.

www.talentsprings.com

513.942.3972 phone

513.942.4129 fax

T'is the Networking Season

With holiday festivities just around the corner, it’s time to set your sights on a season filled with networking!  Now before you fear someone handing you a business card before a beer, relax …party-goers who understand networking would never dream of doing such a thing.

Over the years, networking has taken a bad turn.  It seems that some people view it as an opportunity to be obnoxious, pushy or just plain self centered.  But the true spirit of networking is about cultivating relationships not collecting business cards and developing a hit list. 

In the spirit of the season, it makes sense to review the key principles of networking.

§    First off, networking is a life long, long term investment in your professional life.   That means that you should be open to networking all year round, not simply when you need a job, a sale or a favor. 

§    Effective networking begins with a central value—reciprocity.  Each time you initiate or accept an opportunity to network, you should view it as an opportunity to give someone a gift.  Perhaps you have an idea that might be helpful, a willing ear to listen to a challenge, or a contact that might benefit someone. Whatever gift you bring, expect nothing in return and you can bet that someone might be interested in talking with you again.  You may get a second meeting or you may have gained some information that will help you later.  Trust reciprocity--when you give freely you always get something in return. 

§    Remember to engage in a conversation not an interrogation.  If you’re at a seasonal party, do not ruin the evening by grilling someone with questions about their work or asking about work problems.  Seek to find out about a person’s life outside of their work.  How do they spend their time?  What plans do they have for the holiday?  What favorite gift did they receive or buy?  Remember that a shared experience is memorable.  If you want to be remembered, create enjoyable experiences.  Laugh a little!

§    Talk to people not to job titles.  Business opportunities arise from all sorts of people in every walk of life.  Don’t assume that a big title means big business.  If you look at everyone as your “ship coming in” you are likely to be left behind on the shore.  Successful people build relationships with people not titles.

§    Follow-up with like-minded people.  Collecting business cards without creating conversation is a sure-fire way to annoy people.  Make sure that you have developed a connection with another person before setting your sights on a second meeting.  Ask the other person if they would be interested in talking again sometime and then offer to call them.  Avoid the shot gun approach.

§    Finally, be yourself.  Being honest about your interests, dreams, and challenges increases the chance that you will meet like-minded people; more often than not, these folks will be interested in talking with you again and may well be your connection to a wealth of ideas, information, or contacts that will ultimately support your professional goals. 

Embrace the P-Word!

I’ve noticed lately that leader’s don’t want to own power.  It’s as if it’s a dirty word that suggests abusive direction, strong arming or corruption.   Perhaps this perception is derived from reading too many Shakespearian tragedies in high school or from the media’s overemphasis on fallen leaders at company’s like Enron or Tyco. 

For many leaders, the P-word is something separate from themselves and from their thoughts.  “I consider myself to be an average guy” a General Manager once told me after I suggested that he needed to think about how his position of power influenced the  communication dynamic in a meeting that he was attending.” 

“In that meeting, you’re not an average guy” I suggested.  “You’re the boss of everyone in the room.  You have the power to hire and fire, to promote.  You have access to information and resources that no one else in the room does.  When you veto an action, how likely is it for others in the room to publicly disagree?

It’s important for leaders to recognize their power if they are going to effectively move an organization forward.  According to our pal Webster, (of dictionary fame), power is a force tending to produce motion.  By itself, power is a neutral word—in practice it can be a positive or a negative force depending on how it is used. 

As leaders, it’s important to reflect on what motion you hope to produce and how your power must be used and shared to create positive motion.  It means recognizing that your words and deeds carry weight and it means listening to others’ opinions before voicing your own if you hope to foster honest communication and effective problem solving.   It means publicly transferring power to others’ by re-directing questions to the appropriate leader in an organization instead of answering them yourself.  It ultimately requires the discipline to empower others by restraining yourself.   

So leaders, celebrate your power!  Don’t shirk the P-word.  Instead, think about how you can share it to create positive momentum in your own company.   

The 24/7 Leader Resonates

I realize I’m on the same wavelength as Jody and Matt Miller the authors of an article in this months issue of Fortune magazine.  They’ve also been talking to executives about the 24/7 lifestyle of corporate leaders.  The magazine cover features a hound in a suit with a headline that reads GET A LIFE! 

If my 24/7 leader commentary resonated, you may want to visit the November issue at www.fortune.com to see how companies are starting to think about solutions to a serious leadership challenge.  If you are or are expected to be a 24/7 leader, I'd like to hear you story. 

Leaders Play

All work and no play… make a leader seem unapproachable.  At least that’s what I’ve observed.  In the last year or so, I’ve heard several stories from direct reports lamenting the fact that they have a 24/7 boss.  This is the type of person who hasn’t taken a vacation for over a year, works most weekends, sends 4:00 a.m. e-mails routinely and rarely mentions relationships or hobbies outside of work. 

According to people who work with and for this type of leader, it isn’t very enjoyable.  The first common complaint is that the leader has a tendency to magnify problems.  It makes sense when you think about it—if your life revolves around 1 thing, and something is amiss with that 1 thing, then a problem with that thing may seem like a very big problem.  Essentially, it’s easy to lose perspective when there is only one item in your field of vision.

The second common complaint is that the 24/7 leader makes unreasonable demands, such as mandatory meetings after hours and 7:30 a.m. conference calls even after a brave soul has mentioned the need to drive pre-schoolers to daycare.  The 24/7 leader has difficulty understanding that, while professionals may be committed to their work, they are also committed to relationships and responsibilities with other people. 

Finally, it’s commonly reported that the 24/7 leader is not particularly likeable; outside of a work related discussion or, at best, an airline horror story, 24/7 leaders have not invested in themselves, they lack self awareness, and it is difficult for others to find common ground on which to build a relationship let alone a conversation.  Unfortunately 24/7 leaders often find that others are not as invested in their problems; they fail to realize that it’s difficult for people to be motivated by a stranger who has little to say to them. 

So leaders, play.  Invest in something outside of work and bring the richness of those experiences with you to the boardroom, the coffee kiosk and the planning session.  Take time to connect with the world and you may be surprised to discover the real facts about the company that you keep. 

For some solid ideas on how to incorporate play and relaxation techniques into your work practices, check out these articles:

www.hbr.org   Herbert Benson, Are You Working too Hard? (November 2005). Harvard Business Review, 53-58.

www.sloanreview.mit.edu       Loizos Heracleous and Claus Jacobs, The Serious Business of Play (Fall 2005). MITSloan Management Review, 19-20.

Career Myths

One of the greatest challenges you will face as a young professional is taking charge of your career.  Like so many life decisions, it is easy to lose yourself in the myths fostered by sometimes well meaning people. 

Several years ago I met a young woman who was a gifted artist.  From my perspective she had both the passion for her work and the talent to carve a successful career in an artistic field.  Imagine my surprise when I learned that this gifted artist had pursued a degree in business!  Even more horrifying was her confession that she chose a business degree because her parents convinced her that art “didn’t’ really add up to a career.”

Hogwash I say!  I’m sad to say that I routinely meet professionals who have sacrificed their passions out of a misplaced belief that pragmatism always leads to success.  And on the surface, this may appear to be true.  By the North American standards, having a professional role with a steady income, good benefits and the opportunity for promotion is often viewed as success.  So why then do so many of these professionals feel empty, wasted, and numbed by the prospect of another 20 years in their chosen professions?

As a young professional, the most important gift that you can give to yourself is self reflection.  Take time to learn about the type of work that interests you and don’t worry too much if your list is a bit vague.  It takes awhile to develop a vision of yourself in the future, so just keep collecting the fragments that float on the edges of your daily experiences and start talking to professionals who do work that is interesting to you.  Write it all down!  The practice of writing will help you to clarify your goals and recognize opportunities when they arise.

Secondly, don’t be afraid to give up someone else’s dream.  Recently my nephew demonstrated considerable courage when he chucked his position with a well regarded law firm for a role as a commissioned sales person.  Some people would say he was crazy.  Others might shake their heads and bemoan the wasted law school and still others would say that he was making a big mistake.  But the good news is that they are wrong.  No experiences, education or mistakes are ever wasted; they merely provide you with a richer perspective. Unfortunately naysayers tend to project their own fears and worries, and their own rationalizations for staying in careers that don’t work for them.  Remember that sometimes, misery does love company.  When it comes to career advice, listen to those who love their choices. 

Career Myths	Career Realities
You should know what you want to do for the rest of your life	Many successful people who love their work are wondering what they’ll do next.
Future earning potential is a critical factor in determining you career path.	There is no guarantee of anything.  Sometimes earning too much early on prevents you from really exploring the opportunities.
Anything in the arts or social science arena is not practical.	Tell that to Steven Spielberg, Oprah, or Martha Stewart etc.  Passion leads to profit.
It’s who you know not what you know.	Yes and no.  Yes—start networking; you can get to know these people!  Networking is a way to make your talent visible. No— incompetence rarely sells.  Personal satisfaction generally stems from a combination of competence and interest.

Career Currency

Just recently my friend Susan lost her job and it made me think about the importance of navigating relationships at work. Although the PR message from the company will state that Susan's position was eliminated as part of a restructuring effort, the truth is that Susan and her boss were incompatible.

One of the challenges of Susan's situation is that she had previously worked at another company for 4 years. During that time, Susan had developed a proven track record that provided her with credibility and a strong reputation for being a focused team player and a leader of integrity. As a result, Susan was comfortable challenging others and voicing her concerns without worrying that her message would not be well received.

And here is where her problem began. When Susan transitioned to a new company, she did not consciously recognize that she could not communicate with others in the same way that she had in the past. She was playing a new game but what she didn't realize was that she was playing with a weakened hand.

First, she had no track record in the organization therefore her credibility was at zero. Secondly, she had not yet had time to establish her professional reputation. In the new company, people did not know that she was a focused, team oriented leader. They just saw her as the new person. So when Susan challenged her boss's idea in a public meeting, he viewed her as difficult. When she playfully joked about her boss at a social event, he interpreted her actions as disrespectful. Suddenly the new employee of promise became viewed as a problem by her boss. (Never a good sign.)

For professionals, it's important to recognize that credibility and reputation are your career currency. Essentially the more currency that you accumulate in a company, the more opportunity you have to safely challenge others, ask for favors, and voice strong opinions. Let's face it, as professionals we have to accept the consequences for our behavior as well as understand the dynamics of relationships. So if you're new to a position and you decide to be frank, just be sure that you've assessed the risks associated with your candor.

Labor Day

from September 7, 2005

This week began with Labor Day—a day to honor the worker.  And it seems particularly fitting this year, in the aftermath of Katrina, that we honor the police officers, the electricians, the healthcare professionals, the scientists, the reporters, the business leaders and all of those who have expressed, through the generosity of work, their humanity.

Sometimes it takes a tragedy to provide perspective; to remind us that work is a privilege that we cannot ignore.  Today, thousands of displaced workers remind us that we are fortunate to have jobs, to have the ability to provide for ourselves and our loved ones. 

Today those of us who are working should reflect on the amazing opportunity that we have to express ourselves and help others through our work.  Whether you’re an attendant at a gas station, a server in a restaurant, a technician or an academic, you have an opportunity to make a difference today, to spread hope through your compassion, relief through your humor, and support through your effort. 

Some days it is easy to forget that work can truly be a labor of love but not today.