Tag: management

When Managers Are Vague-2011 Update

The following is a re-post of something I wrote over 3 years ago.  Had a conversation yesterday with a peer and we still see way too much of this:

Talked to a friend yesterday who works for a large organization with many deadlines and targets to hit.  She's a star in the company's eyes.  And like other "stars," she tends to get access to places and people that average performers don't.  She takes advantage of the opportunity-in a good way.  What's frustrating this star is managment's lack of clarity around directives.  Management has taken the approach of "need to know basis."  That might work at the CIA, but not in an organization made up of performance-workers.

Funny thing about star performers, they demand clarity.  It isn't given often with management.

Why the dichotomy?  A languishing leadership/management culture as far as I can see.  The company may have a viable product, long-standing customer base,  and a model that's effective in good times and bad.  But getting managers who understand how to lead great performers is tough.  Here are a few reasons:

  • High insecurity on the part of the manager.  Maybe they were taught (erroneously) that they were supposed to be the smartest gal/guy in the room.  The reality of this can be crushing to some.
  • The manager may talk a good game around diversity, but leading diverse people in real-life does not come through.
  • The manager has atrophied in their leadership and just wants people to follow orders.

When managers are vague, it creates an environment of vigilantes.  Everyone (star performers and bottom-feeders) wants to take control based on how they need to survive.  In many ways, the manager has become nothing more than a body in a suit.

Restoring (assuming it was there some time in the past) clarity is vital.  To not to do this would be organizational suicide.

You

Mirror image 

We're seeing much upheaval in many spots right now.  Besides the business disruptions, we see a world that seems to have lost its mind.  In America we wonder if our elected leaders realize the impact of their influence.  There is also a big portion of folks who just want to live their lives and take care of what's been given to them.  All of these are legitimate concerns and situations.

As I write here, I wonder if way too many have ceded the management of their lives to governments, corporations, etc.

Here's the thing, we often talk about wanting balance, wanting meaning, wanting a great career, wanting the best for our family.  But those outcomes don't arrive without you actively managing their process.  The rub is firmly affixed to the reality that management is hard work.  And when the corporation (or any other formal institution) comes calling offering to take over management, trouble is set in motion.  The kind of trouble that gets  more difficult to change the longer you're involved.

I've written and worked with people on the art and science of total life management.  The idea of it can be daunting at first thought, but total life management is the single best approach to keeping life healthy in a holistic way.  For additional perspective, consider this piece from Thomas Friedman of the NY Times.  His thoughts are timely and almost prophetic.

The Pain of Total Life Management

Pain

In our work with individuals and businesses in the realm of total life management, we sometimes encounter the roadblock of pain.  I’m referring to the type of pain associated with issue avoidance.  This post from Runner’s World is very compelling illustrating what I mean.  You can apply it to running, a fractured relationship or a workplace experience it doesn’t matter.

The gift of life does not reward us when we avoid issues in our 8 spheres of living.  They only stand to either be a slow decay or an Achilles Heel in our time allotted here.  Interestingly enough, my daughter asked me this morning whether I was sad about my older brother.  My brother is a heroin addict and has been a substance abuser for the majority of his adult life.  I explained to her that on a basic human condition level, I am sad for him.  But I made a decision some years ago to not allow the crippling sadness (the type where my life was being sucked away and damage was being done to others I care about) be a part of my life.  I did the crippling sadness routine for many years and it didn’t work.

We often look for things to cover up what we would like to avoid.  Before my eyes were opened, I used my career and the success that came with it.  By no stretch of the imagination do I have a problem or stress-free life, The breakthrough is found in that I don’t avoid the issues that come, or the pain associated with them.

So are you willing to join me in facing the pain?

 

 

How Management Could Improve Organizational Well-Being

Da Vinci Whole 
As we at Epic Living do more work in the well-being arena, it's important to set the table around the importance of management's role in making well-being a reality.  I won't spend a ton of time explaining the need for managers to understand when to put the leadership hat on.  You can look at this post I wrote a few years ago to get my thoughts on that.  The reality is most managers have abdicated well-being to HR and the company's benefit offerings.  As well-intentioned as that may be, it leaves much to be desired in practical application.

Management is looked to for direction and pace (how fast or slow should we be moving).  That implies a great deal of influence over a number of people.  As I'm sure you're getting by now, management is more than checking off tasks on a list.  One area of huge importance is the well-being of the employees.  For example, how well do your people handle stress?  And how is that stress impacting the customer?

Let me be clear, it's not the responsibility of a manager to make sure their employees are managing stress well or that employees manage their lives well for that matter.  But they can play a part in influencing a balanced approach to well-being.  You may wonder why the manager should care?  It's pretty simple, those that manage their lives well will always outperform those that don't.  So, the manager should be a champion/cheerleader of well-being in their organization.  A true win-win proposition for the organization and the employees.

The following are some recommendations for management around encouraging an environment of well-being:

  1. Do engage with employees in a way that allows them to manage their well-being in their own way.  Management should not dictate and take a "take it or leave it" approach.
  2. Do consider the "whole" life and not just those that allow management to stay in an imaginary comfort zone.
  3. Do learn how to manage people from a perspective of diversity.
  4. Do focus on making your engagement about the employee and not about what you'll get by offering the resource(s).
  5. Do be committed to well-being as a long-term process and not a one-time event.

The Career Divorce

Scales of Justice 
First, this is not a post on marriage.  But it might help your marriage/relationship.

Have you ever considered filing for divorce, from your career in this context?  I don't mean resigning or changing employers.  Though that could be a good thing.  But I'm speaking of putting your career back to its rightful place.  The ending of allowing this segment to dominate the others.

What if your career can only be great when it stays its proper size/dimension?

What I'm advocating is counter-culture and is very difficult to pull off-especially in places where work is an altar to be worshiped at.  The secret is to get the "divorce thing" early or get hurt.  I didn't get it early and I got hurt.  My hope is I'm catching you at that early stage or in the midst of your hurting.

Here are some things to consider regarding your career's place in your wheel of life:

  1. Very rarely will you find an employer that REALLY wants you to have life-balance.  Though it flies in the face of proven research, employers are still drunk on profit-first.  Nothing wrong with profit, but getting drunk can and does kill.  Given this, why not stop being in awe and work on becoming irreplaceable.  That way, you won't fall into the trap of being in a slave/slave-master relationship with your employer.  You really are helping the organization when you have this mind-set.
  2. Start practicing total life management.  We can help here.  I have found that way too many people feel they can leave parts of their lives on auto pilot.  It's not a case that people want to do this, they're either afraid or unsure of where to turn.  I wrote this piece last week about our issues around trust.  Think of it like your car; all cylinders need to be working properly and together to get you to where you want to go.
  3. Small is a very big word.  Start small and end great.  Set small goals, conduct small expeiments, find celebration and victory in the small things.  What you're actually doing is moving yourself toward your "big" thing.  Most confuse thinking big with the process of getting there.
  4. It's not too late for a turn-around.  Unless, you don't think you're worth it.  Which would be crazy to think considering your DNA.  This is very important if you're further along in the race.  See #3 for further encouragement.
  5. At some point, sooner or later, your life will have the final say.  Listen to your life.

The DNA Seminar

Human eye 
The following is an updated post I wrote a few years ago.  Subject matter is still relevant and the problem is still pervasive.  Leaders/managers hear the bell.

A friend of my wife's lost his job this past Monday.  It was done in the name of saving costs.  Yes, at one time or the other you're a cost.  No promises, right?  It's a tough situation that is only made worse by organizations who make lots of promises.

Funny thing is the group he worked in was just started a year ago.  How can you know in twelve months whether something will fly? 

So what to do when Mommy and Daddy fly?  Sorry for the flippant reaction, but this guy just moved here from the west.  Why not use some candor and tell the employees that the organization isn't sure about the prospects and it may not go the way of success?  Two faces are the issue here.  And before you think I'm conjuring this stuff up, please know I've delivered the "two-faced" speech in my former corporate management life.  It went something like this; one face was in the room with management stating we'll let them go if the unit oesn't meet targets (usually unrealistic).  Another face was in front of the employees stating how the future was bright.

I write this post today to communicate something simple, yet complex.  Every leader who has human beings following them should be required to attend an all-day seminar on the marvels of human DNA.  If I were conducting the seminar I would say the following at its conclusion:

"After today think long and hard about who follows you.  And when you make your plans think about the implications-they're real and worth your consideration."

You can read here about some of the dynamics of our DNA.

The Problem With Talking Points

Talking Points 

Many years ago, some of my colleagues and I would joke about various talking points executed in the oh-so many meetings we attended.  What was ever striking about those talking points was the lack of conviction and sincerity.

So why the problem?

At some level we crossed over the line of danger when it comes to our words-spoken and written.  So much so, that many inside of organizations, families, churches, communities, and governments are jaded.  We've blurred the picture of what is real and what is fiction.  Regrettable leaders now feel comfortable using words in truth and lie.  They see this time as one meant for convenience and opportunity. 

Is there hope here?

The short answer is yes.  But the following needs to be adopted:

  1. Stop ceding your voice to those who think they're smarter than you.  Often-times they're not and should never be given the power to smother you.  It's a basic human thing that is bigger than a position, a title or career security.
  2. Stop allowing fame and fortune to cause you to turn the ether on.  The courageous and integrity driven folks are often never on Oprah.  But if we only see fame and fortune as valid, how will we recognize the "real" and authentic?
  3. Stop living someone else's life.  I wear a size 40 jacket, you wear a size 42, so why should you try wearing my jacket?  Your size is what you were meant to wear.  And by the way you'll be happier.
  4. Stop listening to the negative voices in your head.  Specifically, the type that cause you to run and hide.  Negative voices are inherently evil.
  5. Start demanding honesty from those that lead you, serve you or ask you for your money.  You're worth it!

Houston, We Have a Problem-Updated 2011

Corporate boardroom 
The following post was written almost 4 years ago.  Ironically, the problem still persists inside of my friend's organization.  I know you may be wondering how this organization manages to stay in the game.  I won't wast precious space on all of the reasons, but one reason is they're in a hot market.  Sadly, hot markets can be like ether to organizations and they come and go.  Regardless, it was sobering to read and update this post.

I talked to a friend this week about how her company is facing a crisis of identity.  Their crisis is not a marketing one, but an internal sales vs. operations one.  Ever heard of it?

Many companies deal with the following:

  • What area is most important sales or ops.
  • Areas (sales, ops., customer service, etc.) that create their own fiefdoms.
  • Top management that is unable or unwilling to be clear.
  • Conflict avoidance.
  • No programs for people development.

The above is not an exhaustive list, but covers some key areas of stress.  In many cases the organization has allowed the weeds to overtake the garden.  Meaning; there is one vision and all must serve that vision.  Anything less results in a culture full of dysfunction.

I recommend the following:

  • Change the culture or change the culture.

Apple_news

See this article on how Apple values their culture.  As you may have guessed, taking responsibility for your culture is paramount.

What A Leader Should Focus On

If I had one piece of advice to give a new manager/leader in a corporate environment, it would be the following:

    Pour your heart, skills and strengths into followers who have the greatest potential to follow even after your title is nothing but a memory.

If you do the above, you will be an authentic leader who has authentic followers-for the rest of your days.

Quite powerful.