An executive once asked me what the single most import thing he should do and how best to do it.
I told him the answer was simple and the key to execution was found in an anagram of the act.
Can you guess the action and anagram?
The action is to LISTEN.
The anagram is SILENT.
The first is impossible without doing the second.
Flickr image credit: RebeccaBarray

I’ve written many times about the importance of breaking down both horizontal and vertical silos (for more click the silo tag), but I don’t believe it can be done with an edict—even if that edict comes from Steve Ballmer.

This is especially true at a company like Microsoft, where the silos were intentionally built decades ago as part of the corporate structure.

Vertical silos, by nature, create, at the least, rivalry, but, more often, an “us against them” mentality within each silo.

For thousands of Microsofties, that’s the only cultural world they have known; many of them grew up in it, both in terms of years and promotions.

Changing culture is recognized as the most difficult organizational change any company, no matter the size, can undertake.

And one of the greatest error’s a CEO makes is thinking that all he needs on board is his senior staff the rest of people will fall in line.

For most companies, let alone one the size of Microsoft, terminating managers and workers that don’t fall in line isn’t even an option, since there is no way to replace them.

Yet having large numbers of your workforce on different cultural pages is a recipe for disaster.

The results of Ballmer’s changes will unfold over the next couple of years—in spite of Wall Street’s quarterly focus.

Changing culture is tremendously difficult; Charlie Brown didn’t pull it off at AT&T; Lou Gerstner said it was the most difficult part of turning around IBM.

Do you think Ballmer will succeed?

Flickr image credit: Tobyotter

Have you ever noticed how the strangest law suites keep recurring, but updated for the times and technology?

Here’s a great example.

San Francisco 1964

“…a woman who had been involved in a minor cable car mishap sued the City. The only injury she suffered was a purely psychological one: She claimed that the accident had turned her into a nymphomaniac, for which she wanted half a million dollars in compensation. (…) The jury heard the case, kept a straight face, and awarded the nymphomaniac $50,000.”

Fast forward to Nashville, Tennessee 2013, specifically Chris Sevier, a lawyer (naturally) who, through a typo, logged onto f***kbook.com, instead of Facebook.

Poor Chris was so affected by the images that dire consequences followed.

“His failed marriage caused the Plaintiff to experience emotional distress to the point of hospitalization. The Plaintiff could no longer tell the difference between Internet pornography and tangible intercourse due to the content he accessed through the Apple products, which failed to provide him with warnings of the dangers of online pornography whatsoever.”

Seems to me that he must have spent considerable time viewing those images, but, as he explains in his law suite against Apple, it’s not his fault.

“Apple employees know that a man is born full of harmonies and attacked to by women engaging in sexual acts with the intent to cause vicarious arousal.”

He believes that it’s Apple’s responsibility to “sell all its devices in ‘safe mode,’ with software preset to filter out pornographic content,” as well as warn people regarding “the damage pornography causes.”

Ain’t it grand to live in a world where there’s always someone else (with deep pockets) to hold responsible and, best of all, sue?

I just wish Steve was still around; his response would have moved this to a whole new level.

Image credit: Chris Sevier Apple Complaint by Joe Patrice

A Friday series exploring Startups and the people who make them go. Read all If the Shoe Fits posts here

The need for a layoff can happen to any company of any age or size, but most companies and managers bumble the task and end up doing far more damage than necessary.

The damage is not just to those laid off, but also to those left behind, themselves and the company.

As most of you have read, Cheezburger Networker just laid off a third of its staff, but great credit goes to CEO Ben Huh for bending over backwards to do it with the least damage possible.

• He cut his vacation short when he realized what had to be done, as opposed to delegating it and staying away until it was over.
• He was honest, open and candid with his entire staff, thus avoiding the kind of rumors that typically circulate.
• He did everything possible to ensure those laid off found new positions, including personally reaching out to other companies and setting up his own job fair.

In short, he did everything I recommended in 2008.

I only know of one manager who got his jollies laying people off (he always tried to do it just before Thanksgiving or Christmas) and he was, without doubt, a sadist.

Most managers, like Huh, find them to be tremendously emotional and not at all fun.

“Often, when faced with a problem, you want to run in the other direction. It’s like seeing a lion in the jungle. But I have to do what is best for the company, even if it sucks emotionally.”

There’s one more required action after a layoff and that’s dealing with the empty space, which can’t be ignored, but can be done positively without spending big bucks.

Image credit: HikingArtist

Jane Smorodnikova, founder and CEO of LikeHack, is a client of mine.

When we first met in January she told me that she started the company out of desperation when she found herself drowning in information.

Everybody knows that there is just too much information out there, but people can’t (won’t) stop reading their social media because they have to stay in touch with the industry and people they follow and I am no different. I was constantly checking my Twitter updates and wasting valuable time on useless information and that was the inspiration for LikeHack—I needed to stay in touch and still be productive. During my recent trip to Boston many people, from designers to investors, said they needed it, too, and now I see them among our users.

Jane is a smart, talented, serial entrepreneur (four companies and counting) located in Moscow, Russia.

Social media isn’t my thing, but those I know and work with see it as both boon and bane; research shows that active users receive around 284 stories everyday, but read only ten.

That’s a lot of chaff to plough through to find the wheat.

A healthy lifestyle means not only eliminating junk food from your body, but also getting rid of mental junk food, AKA useless content. For some, entertaining themselves by chatting, skimming and looking at funny cats on social media makes sense, but many of us use Twitter and Facebook as a content source for our professional lives. We designed LikeHack so people could receive curated content from people they trust.

So what exactly does LikeHack do?

• It filters the clutter from your social media stream to give you a digest of interesting stories using the magic of crowdsourcing by like-minded people;
• takes the complete history of shared links and builds a filter utilizing similar people who like the same links from the same sites as personal content curators;
• adds full text search to all the user’s content, including incoming content and all stories that were ever liked, shared or tweeted; and
• supports Facebook, Twitter, Gmail (to collect links shared via e-mail), RSS, as well as importing Google Reader history, while future versions will include LinkedIn and Google+ integration.

And in case you’re wondering, I do content development and write, including the scripts for videos like this one.

Image credit: LikeHack

What happens when a normally ethical person is told to “fix it” by a person in authority?

Research shows that most people put a high priority on following orders from authority figures, a trait that is cultivated and rewarded in families, schools, churches, the military and the workplace… “As human beings, we are predisposed to be obedient to authority, no matter how malevolent it may be,” said Edward Soule, an associate professor at the McDonough School of Business at Georgetown who has a Ph.D. in philosophy and focuses on the intersection of morality and management.

What bosses at every level need to recognize is the effect their position has on those below them.

Not only recognize, but understand the impact and the possibly disastrous results that can come from trying to comply.

It’s not necessarily an implied “or else” that gets them, but the implied “whatever it takes” coupled with that human predisposition that gets them in trouble—and can take the whole company down with them.

Quote the above to most managers and they’ll equate authority with the CEO and other executives, but not with themselves.

However, ask workers about authority and they usually start with their immediate boss.

Stock.xchng image credit: ugaldew

“[If people are] frustrated by red tape or by having someone breathing down his neck, someone for whom he has scant respect, if he has little influence on decisions which affect his work, and which he may not agree with, then he will pack up and go. And so he should. It is up to us, therefore, to create an organisation which will allow gifted individuals to unfold.”  –Ove Arup

Arup walked his talk and ran a company that embodied the six basic principles of a great place to work.

• Differences are nurtured, so individuals can be themselves at work and contribute their unique talents.
• Information is not suppressed or distorted, so people can find out what they need to know to do their work.
• Individuals are given meaningful chances to grow, becoming more valuable to the organization in the process.
• The company is a place where everyone feels proud to work, spurring them to go beyond their stated roles.
• People’s day to day work makes sense to them, and they understand how their own jobs fit in with everyone else’s.
• And they are not hindered by stupid rules.

It may not be easy, but no matter what approach your company takes, or what level manager you are, you can infuse these principles in your own group and shelter them from those above.

It’s not easy, but it can be done and the payoff is amazing.

Flickr image credit:

Do you groan at the thought of having to hire and manage new-to-the-workforce people?

Do you wonder what’s wrong with today’s college graduates?

If so, remember two things.

1. The problems are not a product of your imagination.
2. You are not alone.

Multiple studies find the same problems I hear first-hand from managers.

“When it comes to the skills most needed by employers, job candidates are lacking most in written and oral communication skills, adaptability and managing multiple priorities, and making decisions and problem solving.”  –special report by The Chronicle of Higher Education and American Public Media’s Marketplace

“Problems with collaboration, interpersonal skills, the ability to deal with ambiguity, flexibility and professionalism.” –Mara Swan, the executive vice president of global strategy and talent at Manpower Group

What’s changed?

Helicopter parents, crowdsourced decisions, me/my world focus, and the constant noise that prevents thinking.

The result is that many new hires require remedial actions from already overloaded mangers that go well beyond the professional growth coaching that typifies the best managers.

Flickr image credit: evoo73

Seven years and more than 3000 posts ago I started this blog and in that time I only occasionally missed a day. When I couldn’t post ahead of time I found a way to write from wherever I was, but the time has come for a vacation.

But rather leave you high and dry with nothing to read, especially with time off this week, I offer up the July Leadership Development Carnival to keep you entertained and provide learning opportunities. I’m taking the rest of this week off and will return Monday, July 8th.

I wish you a wonderful Fourth of July!

Dan McCarthy from Great Leadership presents How to Overcome the 3 Organizational Barriers to Leadership Development.  “Why is it that more organizations and executives don’t fully embrace the effective development of their leaders? It all comes down to 3 barriers: They either don’t understand why it’s important, how to do it, or they just won’t. This post reviews each barrier and provides tips for overcoming them.”

Dana Theus from InPower Women presents Activating the Hidden Face of Workforce Diversity. “Building a diverse workforce isn’t so hard given the growing numbers of minorities in the U.S. population, but grooming them into leadership is another matter entirely.”

Julie Winkle Giulioni from juliewinklegiulioni.com presents Team, Group or Train Wreck? “Despite the ubiquitous use of the term, not all groups are teams. Teams share some essential qualities that distinguish them from other collections of individuals…. and that are explored in this article.”

Jim Taggart from Changing Winds presents Creating Your Leadership Footprint through the Practice of LESS is MORE.

S. Chris Edmonds from Driving Results Through Culture presents The Leader’s Primary Job: Engaged Employees.  “The benefits of engaged employees are impressive and undeniable. This post looks at Gallup’s 2013 ‘State of the American Workplace’ data as well as global data on employee engagement. Edmonds places responsibility for boosting employee engagement squarely on the shoulders or organizational leaders.”

Lolly Daskal from lollydaskal.com presents Failure: The Competitive Advantage.  “Some of us may look at failure as us not being successful, life has taught us that Struggle, failure, pain, adversity—they are all our teachers. Failure gives us the competitive advantage, it opens the door unto everything we need to know.”

Randy Conley from Leading With Trust presents Are You a Thermometer or Thermostat Leader? “Randy Conley uses the metaphor of comparing thermometers and thermostats to examine how leaders can either be reactive to the dynamics occurring in their teams or proactively create the right environment for their teams to succeed.”

John Hunter from Curious Cat Management Improvement Blog presents Experience Teaches Nothing Without Theory. “Too often leaders are applying behaviors without understanding the theory (or without evidence showing that the practice based on the theory is effective – failing to practice evidence based management).”

Jesse Lyn Stoner from Jesse Lyn Stoner presents Focusing on the Future Sets Leaders Apart. “Jesse Lyn Stoner is hosting ‘The Value of Vision’ series for the next month. She has invited several leadership experts and thought-leaders to join her in exploring the role of vision in today’s complex, fast-paced world. Jim Kouzes and Barry Posner, authors of the groundbreaking bestseller ‘The Leadership Challenge’ kick off the series using their most recent research. The series will run for a month and will include 10 industry experts and thought-leaders such as Ken Blanchard, Whitney Johnson, and Doug Conant.”

Michael Folkmanfrom Four Groups’ Blog presents Rethinking the War for Talent.  “Despite advances in technology, selection methods and years of cumulative experience; organisations continue to struggle squaring the recruitment and talent puzzle. Arguably, with all the tools currently available to them, businesses are no better at recruiting than they were 20 years ago. Whilst new technologies and social media have widened the net, there is little evidence to suggest that decision making is improving or that organisations are better at understanding what makes a successful hire. Maybe it is time that we re-frame the talent question and look at recruitment decisions through a different set of filters?”

Chery Gegelman from Simply Understanding presents When you don’t know, what you don’t know. “What do you do when you don’t know something?  Or worse…   What if you are in the midst of change and don’t know what you don’t know?”

Frank Sonnenbergfrom Frank Sonnenberg Online presents Winging It Through Life.  “Winging it is a form of shooting craps. You gamble that, prepared or not, you’ll be able to handle whatever comes up in life –– seven or snake eyes.”

Bernd Geropp from More Leadership presents 3 Ways how employee motivation gets destroyed! “Lots of managers want to motivate their employees. I believe that is the wrong approach. You don’t need to motivate but you have to take care that you don’t de-motivate. I share 3 ways how employee’s motivation can be easily destroyed and how it can be avoided.”

Karin Hurt from letsgrowleaders.com presents Stupid Idea or Seeds of Brilliance?

Jennifer V. Miller of The People Equation encourages leaders to be cultivators of talent, not hoarders, in: 7 Signs You’re Hoarding Your Team’s Talent.

Mark Miller from Great Leaders Serve presents Today’s Challenge: Delegation Without Guilt.

Jon Mertz from Thin Difference presents Interview with Megan Emme, Social Leader. “Many exciting Millennial leaders are rising up. Megan Emme is a great example of a social leader, emanating the characteristics of Gen Y in an engaging way.”

Mark Behl from Leadership for Today’s Executive presents Manage Expectations or Manage Emotions. “As a leader, you must learn to manage expectations or be really good at managing emotions.  When we fail to manage people’s expectations, whether it is project timelines, budgets, or strategic initiatives, we are left managing their emotions.  Senior leaders that are upset, customers that are frustrated and angry, or key stakeholders that thought more progress was being made.  I have learned over the years that managing expectations will get you much further and help you build credibility as someone who is able to deliver on what they promised.”

Mary Faulkner from Surviving Leadership presents Everything Rustles (how fear drives your people). “Wonder why people are acting the fool in your organization?  It’s probably fear.  Learn how David Rock’s SCARF model can give you the framework to address the impact of fear in your organization.”

Lisa Kohnfrom The Thoughtful LeadersÔ Blog presents Soft skills have hard-core results. “In today’s fast-paced work environment, soft skills are anything but.  They are the keys to effective leadership and they aren’t easy.  Follow these simple steps to enhance your ‘soft skills’ and get the results you desire.  Take the time to focus on your behaviors and interactions with others – and reap the benefits.”

Miki Saxon from MAPping Company Success presents Management is Like Coffee. “Just as there is an optimum amount of coffee that provides positive benefits there is an optimum amount of management that yields the best results; this is true no matter how high the quality of the coffee or excellent the management/coaching.”

Chris Young from Human Capital Strategy Blog presents 7 Things I Wish I Had Known When I Founded This Company.

Mike Henry Sr.from Lead Change Group presents 6 Forces Resisting Change “Have you considered what situations or temptations you face when you consider a better future? What forces work against change and for the Status Quo?  What causes you to be tempted to choose something less than the best for you or your organization? Identify and face those challenges and push through to make a positive difference.”

Neal Burgis, Ph.D. from Practical Solutions presents Leaders Bouncing Back from a Fall “How leaders bounce back after a fall from grace? We are all immune to setbacks and falls. It is how well you manage your reputation and responding well to it that makes a big difference.”

Wally Bock from Three Star Leadership presents Ideas that will not die. “Just like those creatures in horror movies, there are ideas that just will not die and keep on wreaking havoc.”

Susan Mazzafrom Random Acts of Leadership presents 3 Ways Anyone Can Boost Team Performance. “You may think company culture can only really be affected (for better or for worse) by the CEO of an organization. But regardless of your level in an organization you have the power to impact the culture for the better.”

Joel Garfinkle from Career Advancement Blog presents 5 Tips for Promoting From Within. “When you realize what it’s costing the company not to promote from within, you’ll want to implement the five action steps for creating a new promotion policy.”

Bill Matthies from Business Wisdom presents Knowing when not to change to “normal”! “Change is inevitable, constant, but not everything needs to change all the time. Great leaders manage change, both that they wish to happen as well as that they don’t, and knowing the difference is what makes them great. Watch and listen to what Faith Jegede learned about that from her Autistic brothers. Great leadership is everywhere.”

David Burkus from LDRLB presents How to Select a CEO for the Collaboration Economy (Written by Eric Lowitt).

Steve Roesler from All Things Workplace presents Who Are Your Conversation Catalysts? “What do you do when you need to get a message out to your organization or your customers, and want to do it as quickly and effectively as possible? Here is a quick read with action tips you can use today.”

Anne Perschel from Germane Insights presents Molding Culture Change: Get Their Fingerprints on it which provides “Four tips for getting employees onboard and implementing culture change.”

Dianne Stetzer with Talent Management Intelligence presents The Innovation Paradox by Ellie Hall.  “Want to drive a culture of innovation in your organization? That strategy starts at the top of your organization. Learn more about the conflicts that your CEO and senior team will face in implementing your innovation imperative.”

Image credit: Great Leadership

Punctuation changes everything.