It’s December. The current year is almost in the can, finished. Stick a fork in it, it’s done.
A new day has dawned. The new year is upon us.
Soon, we’ll be discussing how fast January flew by, then Q1. The great hamster wheel of life.
Have you made plans? Personal goals are great. Business objectives are super. But do you have specific plans to “do” leadership better in the upcoming year?
No? Why not?
Many of us create detailed plans for the new year. We spreadsheet various categories like personal, family, business, spiritual, health, etc. But we need to add one: Leading. What can you do differently this year to improve your personal impact? “Get better at it” sounds great but is woefully unactionable.
How about I suggest a few things for you to consider?
Address a specific people problem. Take that toxic employee or the just-barely performer into a private office and have that tough, courageous conversation.
Advise them, coach them, counsel them. See brief excerpt of a recent workshop we facilitated on Courageous Conversations.
But it’s get better or get lost.
You’ll be potentially helping someone otherwise unaware of the negative impact or poor performance they demonstrate. And trust me, those around that person will sing your praises.
Mentor someone. I mean really mentor them. Take them under your wing and help them grow.
Be present, and pay attention. Listen closely, make sure you hear what that mentee means, not just what they say. Take notes so you can follow up when appropriate.
Deliver genuine feedback. Tell them what’s working, and what isn’t. You need to be the truth-teller in their life, don’t let them down. Direct feedback is essential to effective mentoring.
Inspire and motivate. Mentoring is not coaching, and it’s not therapy. You should advise based on your experience. That’s the real value of mentoring, answering WWYD… What Would YOU Do?
One-on-ones. Start having them if you don’t and make them better if you do. Some things to consider:
Regular, consistent scheduling with all of your direct reports. Weekly is great, but consistent, recurring biweekly is better than often-cancelled weekly.
If you schedule it, be there. No exceptions. Reread that sentence. 30 minutes is the right duration, though many have been successful with an hour.
Ask for a brief email update a day in advance. It allows you to be prepared to ask a few quick questions on daily operational/functional stuff (10 minutes, tops), then spend the remaining time on being a human.
Employee drives the agenda, not you. This is their one-on-one, for them. “So, how are things going?” and let it develop from there (I have a more thorough checklist with sample questions available—just ask and I’ll send it).
End with, “What can I do to help you?” Prepare to be surprised.
Get some feedback from others. We’ve been doing a lot of 360 surveys lately, with pretty astonishing results. You can somewhat DIY with our Start-Stop-Accelerate worksheet.
Get off your butt and do something. Leading is not a passive activity, and if you aren’t growing up you’re falling back. Remember too that employees’ expectations increase as your ability and impact increases. Such is life. Plan on leadership success as much as you do everything else.
Besides, do you really want to run a marathon in this upcoming year? Hell, I get tired driving 26.2 miles…
No matter what BS you hear to the contrary, culture begins – and is perpetuated and maintained – by what occurs at the top of the heap.
Any ideas about driving culture “from below” is an amalgam of wishful thinking and consultant crockery. And only shared by someone trying to sell you something that sounds easier than the real work.
Take Elon Musk, for example.
Now, you can argue that Twitter is an appropriately regulated social media outlet, accurately praised for preventing ne’er-do-wells from propagating hateful messaging and disinformation.
Or, you can see Twitter as moving too far out of its lane, censoring freedom of speech that should promote differences of thought, ideas and opinion.
I’m cool with either. You do you. (See what I did there?)
Musk, if we are to believe media reports, seems to fiercely believe the latter, further contending that the root cause of the problem is the fabric – the very culture – of Twitter today. And he wants that culture changed.
His first official act then? He whacked a bevy of senior-most execs, including the CEO, within hours of closing the long-awaited purchase.
Again, argue whichever current state for Twitter you choose. Float your own boat, amigo. But if Musk wants a radically different culture, he’s going about it in the most expeditious, if not dubiously effective, manner.
What would clearly not work is a conflict or tension at the top of the organization regarding culture direction or emphasis.
Culture, like any major change initiative, is driven (again, from the top for those skimming) most quickly by simple a simple performance approach:
Setting clear expectations,
Managing to those expectations, and
Consequences or rewards for not meeting, meeting, or exceeding those expectations.
Clear expectations are a must. It’s hard enough for folks to follow our vision when everything remains constant; when changing, they have no hope to follow us if they can’t see it, and see it plainly.
Be clear. Give examples of success. Be explicit about what failure looks like. Use English, and small words. If you can’t explain it simply, you don’t understand it well enough (nod to Einstein).
Managing to those expectations is next. Here, we have metrics to help measure success and failure, based on the clear expectations outlined earlier.
Frequent calibrations allow empowered people the opportunity to align their efforts with our desired direction(s).
Specific targets here are again a must. Downrange visibility cannot be cluttered with a lot of bureaucratic bullshit.
Finally, consequences – both positive and negative – must exist so others can personally feel the effects of success and failure. Rewards and penalties. Carrots and sticks. Call ‘em whatever. Just know they are essential, as culture change and reinforcement are driven most quickly via consequences and rewards.
That actionable piece, often skimmed over quickly in glossy culture tomes, is where things really change.
If rewarded for bad behavior, that behavior will continue.
If penalized for positive efforts, future efforts will be less positive.
This is where things can get really interesting, as the law of unintended consequences rears its ugly head.
Rewarding individual performance sounds great but can work against the larger good of a successfully working team.
Rewarding cost savings or cuts can lead to a reticence in appropriate investments, allowing needed positions to go unfilled, terminations without sufficient forethought, or really idiotic spending restrictions.
Unintended consequences.
There will always be some instances of these unintended consequences. The key, then, is to set opposing rewards and consequences to allow for and balance the effects.
Example: Individual performance can be rewarded, but only after team performance triggers and award.
Cost-savings can be rewarded, but only within specific, agreed parameters (profitability, headcount, average SG&A, etc.).
Just a couple of examples – the devil is in the details, and your mileage may vary.
Bottom line for us… whether you or Elon Musk, $54B company or $100M, culture begins and is reinforced from the top of any specific organization. Ergo (my favorite useless word), Musk whacking the top of the Twitter food chain was a necessity if he firmly believed that the culture needed to be changed drastically. And quickly.
There’s a lesson there for all on top of their pyramid, so read it closely.
Now, it gets a bit complicated when we start discussing where the organization hierarchy actually starts and stops, but that’s for another article.
If Musk can do it, you can too.
Just stay focused, like Elon Musk. Assuming you can call electric cars, boring, brain chips, rockets and social media “focused.”
Okay, let’s get this out of the way: this “Quiet Quitting” stuff is just a load of crap. Nothing more.
Don’t fall for it, thinking you now have some incredibly useful excuse for why people aren’t performing as you think they should. Sorry – no cigar.
It’s a made-up phrase to describe an age-old problem. Likely invented by some consultant or academic trying to sell you something. (wasn’t me, promise)
First, employees playing hide and seek with their efforts and attention is nothing new. It’s likely gone on since we had employers and employees.
Think common phrases like “whack a mole,” “duck and cover,” “keep your head down” and “staying off the radar.”
When I was in the USAF, we had a phrase we would use with people, especially as they were nearing a change in station, or were nearing their separation or retirement. We called it ROAD – Retired On Active Duty.
In other words, they had quit working for the most part, and doing just enough to make sure they didn’t get whacked.
Now we say, “he quit some time ago, just hasn’t stopped getting paid.”
This didn’t begin in 2022, so don’t pretend like it’s this newfangled, pandemic-apocalypse-WFH-related shenanigan.
if you’re just now hearing about stuff like this. Well, that’s on you. You’re likely easily bamboozled and equally confused.
Next, that whole “do more than required” has a name. It’s called discretionary effort.
Discretionary effort is that effort exerted or offered by the employee, beyond that which is required to keep their job.
Discretionary effort. I refer to it as the holy grail of leadership. You know you’re doing something right when those whom you lead offer you this added degree of ownership and effort. (Bad news – if you aren’t getting discretionary effort, well, that’s on you too!).
Here’s the rub; since we’re so incredibly bad (global leadership) at setting clear expectations, including written job descriptions, we may not realize… do you know what you call an employee who gives you no discretionary effort, only doing what is specifically required by the organization?
You set the requirements. You set the expectations. You set the minimum qualifications.
And they did exactly as you asked.
So don’t act like they’re doing less than is necessary, or less than what we actually required, because it’s neither of those. In fact, it’s exactly what we asked for.
The reality is that we aren’t very good at setting clear expectations for others, so our expectation has become that employees would always “do the right thing,” even if we weren’t clear on what that right thing is. Even if we didn’t know what it was at the outset.
So don’t blame the employee for “just doing their job.”
Wait a minute… that sounds eerily like typical performance management.
Finally discretionary effort is given in only three circumstances, reasons or events:
The employee is hardwired to do it. Some folks just can’t help themselves and will do a little bit more than expected of them regardless of their environment or for whom they work. They do it because that’s what they need personally to be satisfied when they go home at night.
The upside is, even with crappy leadership, you get the extra, discretionary effort from the hardwired crew. The bad news is, when they decide that that discretionary effort is not valued appropriately, they don’t just lower their effort.
No, they leave.
Leadership trust. People will give us the discretionary effort if they trust that will do good things with it; they have to believe that that we won’t abuse the added input, nor them for providing it.In other words, they want to make sure that they can trust us to not take advantage of them, or take them for granted.
Leadership influence – our ability to help people understand our vision, know the value of helping us pursue that vision, and then personally want to be part of wherever it is that were headed.This leadership influence is critical to the discretionary effort equation.
So, to put a bow on it: if we hire the right person (#1 above), and we provide a reasonably successful vision to follow, and are capable of positively influencing others to go with us on our journey, the odds are stacked in our favor that we’ll get that coveted discretionary effort.
If not, we can always just blame it on the Quiet Quitting, or Great Resignation, or some other made-up fad of the day to excuse our own lack of discretionary effort.
I was recently involved (as a participant) in a strategic planning event; the facilitator, Alan Pue, was discussing many of the ways that planning — and its subsequent implementation — can go wrong.
In part of that commentary, he mentioned as an example a firm’s inability to adapt to a necessary change in the market, and how that inability adversely affected their performance. Alan wasn’t sympathetic to their plight, nor even empathetic. In fact, he made it clear that the problem was their own doing, and the resultant pain was of their own creation. They did it to themselves, have no one else to blame, and these lessons — though valuable — can be painful.
I agree.
When we act so dumb in business that we can’t get out of our own way, the resultant pain is our own doing. Sort of like touching a hot stove, we hopefully learn that we shouldn’t do that again.
F-16 Fighting Falcon Thunderbirds with the U.S. Air Force Air Demonstration Squadron perform aerial maneuvers Aug. 3, 2014, during the Experimental Aircraft Association’s annual AirVenture event in Oshkosh, Wis. (U.S. Air Force photo/Master Sgt. Stan Parker)
As a leader in your organization, who’s got your back? Are the people you work with watching out for you, or do you find yourself covering your six to keep from being stabbed in the back?
I’m a huge supporter of the new “Got Your Six” campaign to unite nonprofit, Hollywood, and government partners to support our veterans. The commercials touch my heart when they explain how “got your six” means we’ve got our veterans’ backs as they transition from military service to civilian life.
They also remind me of lessons I learned in pilot training about how to keep enemy pilots from maneuvering to my ultimate position of vulnerability: my six o’clock position – the blind spot directly behind me where I wouldn’t recognize I was about to be killed. Translated into corporate language: where someone is about to make us look stupid or incompetent without us realizing it.
I’ve got the stick for a minute.
“Covering your six” is what pilots have wingmen for. Wingmen fly behind and above (or below) their lead to make sure no one sneaks up on them. Pretty easy analogy to apply to the corporate world, but who’s really going to watch your back in the dog-eat-dog of office politics?
Your followers, that’s who. The ones who trust you and know you have their backs as well.
When a leader is intentional about creating an environment of trust and cooperation in the office, coworkers watch out for each because they want the organization to succeed. It’s much more difficult to blindside an entire group of people watching out for each other than it is an individual outside the circle of trust.
You build that environment of trust by having non-negotiable integrity and demonstrating you both care more about your employees than you do yourself (compassion), and you can and will use their efforts for the good of the organization (competence).
You instill that trust only if your actions are consistent with your words. If you’re one who talks about others behind their backs, you can assume you’re also being talked about. If there is even a hint that you might sacrifice one of your people for your benefit, you’re headed for a Julius Caesar ending.
Now, I’m not Pollyannaish, and I’ve certainly worked in places where the motto was something like “it’s not enough that I succeed; others must fail.” Competition can be fierce, and insecure or power-hungry people backstab from a variety of motivations.
But you can’t focus on helping your employees achieve great things if you’re always sitting in the corner with your back to the wall. You’ve got to be out there doing your best for them, trusting them the way they trust you. That’s the leader’s role, and while it’s vulnerable, it doesn’t have to be unsafe.
Goals On Dartboard Shows Aspired Objectives And Desired Targets
– it’s not the same as setting goals.
I hate goal setting. The whole business of it.
That’s why I was surprised by a conversation I had with my daughter a couple of weeks ago. Home from her fall semester, she was describing her goals to me – her grad school goals, financial goals, career goals, life goals – and I was amazed. When I asked how she learned about goal setting, she unexpectedly answered, “from you, of course.” I didn’t know I’d passed goal setting to another generation, because (if I hadn’t mentioned it) I hate goal setting.
Don’t get me wrong, I don’t hate setting goals; it’s the only way I know I’m on track to where I want to go. But there’s so much of the institutional process of individual goal setting that is all about process and almost nothing about the accomplishment of what really matters.
I’ve got the stick for a minute.
Leaders who have vision and can translate it into an executable plan that followers buy into can be the Holy Grail to an organization. On the down side, results can easily be torpedoed by the intermediate level managers who don’t know how to get the people who actually DO work to set performance and developmental goals that support that vision and plan.
I would propose that few leaders have a good grasp on the goals his/her workforce sets. That doesn’t mean they aren’t held accountable for their workforce’s results. It’s past time to get involved.
As 2015 begins, we’re all being encouraged (or required) to set goals for the coming year. We all know what SMART goals are: specific, measurable, attainable, relevant, and time bound. I prefer clear, concise, actionable, and tied to organizational performance, but that would require a new acronym (C-CAT would only appeal to a very narrow audience).
The problem is that a step in any direction looks like progress to someone who doesn’t know where they’re going. Most organizations are horrible at getting individuals to understand how what they do contributes to organizational success. That breeds mediocrity at best, and sincerely misdirected efforts at worst.
THIS IS IMPORTANT: For the workforce to actually tie their performance to what leaders expect their organizations to do this year, serious effort is required at every level. Leaders and managers have to get more involved in communicating both how their people can contribute to organizational goals and how they can develop into more productive contributors.
STOP asking them to write nebulous performance goals (like “superior customer support measured by no negative customer comments”) and developmental goals (like “take an online course on how to get along with others”). They can easily meet those goals with no actual benefit to your organizational goals whatsoever.
Jack Welch said that before you’re a leader, success is all about growing yourself; when you become a leader, success is all about growing others. For those of you who think you’re leading, it’s about time you get more interested in helping others set meaningful goals than in setting your own.
