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Archive for March, 2019

If The Shoe Fits: Culture and Values

Friday, March 29th, 2019

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

Pundits and investors of all kinds, from lone angels to major VCs, say that your company’s culture is critical to its success.

Therefore, the most important question founders should ask themselves is what are my values?

Not what you say out loud, or agree to in order to fit in, or because they are good talking points, or to be PC.

You need to be brutally honest, at least with yourself, because, in the long run, whatever your values truly are will out.

Mark Zuckerberg claimed he wanted to do good by connecting people.

Larry Page and Sergey Brin wanted to organize the world’s information and “not be evil.”

But, in the long run, their top core value became obvious, echoing Gordon Geko’s, “Greed is good.”

Also long term, Andrew Wilkinson’s 2015 words reflect his values, I’m not a unicorn, I’m a horse.

Culture is based on founder values and sooner or later the real ones do surface.

This is where being “your authentic self” trips up a lot of people, not just founders.

Image credit: HikingArtist

Ducks in a Row: Culture is the Keeper

Tuesday, March 26th, 2019

https://www.flickr.com/photos/ebby-rebby/5800753858/

Oh joy. A new study of 25,000 employees, working in more than 1,000 different companies across 20 industries spread across Northern America, Europe, Asia, and Australia was done over the 12 months of 2018.

43% of employees said that they would be likely to leave their current companies if they were offered a 10% pay rise elsewhere. That number was up from 25% in their 2017 survey.

The report says that weak company cultures are to blame, while the author thinks the strong job market is also responsible.

I disagree, because if the majority of the stuff listed below is actually fixed it will take a lot more than a 10% raise to attract someone to a culture that probably has those same problems.

Here is the list.

  1. Technical issues with software, and other tools
  2. Interruptions and disruptions from Slack, emails and noisy office environments
  3. Poor communication from management / lack of training and information
  4. Disorganized and time-wasting systems and processes
  5. Misguided decisions from management / bad leadership
  6. Lack of flexibility / no opportunities to work from home
  7. Overworked / under resourced team
  8. Office politics / favoritism
  9. Difficult customers
  10. Too many meetings

The sheer size of the responding group means smart bosses will take note of these irritants; most are fixable without much impact on the budget.

Most require changes the boss can effect or, at least, influence. People aren’t stupid, they know their boss can’t change the whole company. But if they change what they can and keep working on the others, their people will stay and work with them.

What often matters most is that bosses recognize that they are part, if not all, of the problem and are honestly trying to change.

Image credit: Emma

Golden Oldies: Narcissism And Leadership

Monday, March 25th, 2019

https://en.wikipedia.org/wiki/Narcissism

Poking through 11+ years of posts I find information that’s as useful now as when it was written.

Golden Oldies is a collection of the most relevant and timeless posts during that time.

Narcissism has increased dramatically since I wrote this in 2009. In 1963, when adolescents were asked if they considered themselves important, only 12 percent answered affirmatively. 30 years later, that percentage had risen to 80. And those numbers predate the rise of social media, especially Instagram, by a decade or more. By now that 805 probably includes most of the adult population, too.

Read other Golden Oldies here.

“Leaders tend to be narcissistic, but you don’t have to be a narcissist to be a leader.” –Amy Brunell, assistant professor of psychology at Ohio State University’s Newark campus.

“…narcissistic behavior is a “trait predicting charismatic leadership. People who are charismatic and charming… They think they’re entitled to it. They think they’re smarter than other people and they can get away with it.” –W. Keith Campbell, head of the psychology department at the University of Georgia in Athens.

Narcissism isn’t necessarily bad, but it is growing. When psychiatrists deemed it a bonafide personality disorder in the 1980’s it affected 1% of the population; in 2008 the number stood at around 6.2%.

Most politicians are narcissists, as are many media personalities (neither is surprising), but it seems that more and more business leaders fall in that category also.

There are 7 component traits that are measured.

    • Authority
    • Self-sufficiency
    • Superiority
    • Exhibitionism
    • Exploitativeness
    • Vanity
    • Entitlement

Although I have no proof, I bet that most, if not all, tech titans (in fact, a good number of tech at all levels) would score fairly high on these traits, along with most of Wall Street.

“A study published in December in the journal Personality and Social Psychology Bulletin found that people who score high in these traits are more likely to be leaders, but these individuals don’t necessarily perform any better and potentially may become destructive leaders.”

So much for the much-ballyhooed ‘charismatic leader’.

Now let’s have some fun.

Go to Take the Narcissistic Personality Inventory and take the test.

Then come back and share your score and whether you believe it fits you.

My score was 11, but if I had taken it 30 years ago I think it would have been at least 5 points higher. (Age is either mellowing me or I’m more realistic:)

There are no right or wrong answers and even if you score off the narcissism charts that doesn’t mean you’re ‘bad’ — as with any trait it is how you handle it in everyday life that matters.

Image credit: Wikipedia Commons

Guest Post: Leadership: A Turing Test for Bosses

Friday, March 22nd, 2019

https://www.thepinkhumanist.com/articles/330-life-of-alan-turing-examined-in-a-new-graphic-novel

This recent post from Wally Bock seemed like a great way to wrap up this week’s commentary about values and bosses.

Alan Turing made many contributions to the Allied effort in World War II and to the many fields that have coalesced into computer science. He’s best known among laypeople like me for his “Turing Test,” a test of whether a computer can exhibit intelligent behavior like a human being.

My question for you is: “Could you pass such a test?” If I watched you work for a few hours, would it be obvious that you were a human being and not some kind of AI-powered, cyborg-boss?

In my career I’ve seen too many bosses who couldn’t. They imagined their job as passing on instructions and enforcing regulations. One of their favorite phrases is “I have no choice …”

Most bosses aren’t that way. They may not get everything right, but it’s clear that they’re human beings struggling to do the right thing. That’s probably where you fit, but let’s check. Is it obvious that you’re a real human being or do you act like a walking, talking bunch of algorithms?

Do you take time to have frequent conversations with your team members where you do something more than just pass on directives?

Do you strive to be fair to everyone while you make adjustments for individual strengths, weaknesses, and preferences?

Do you argue for your team or team member when something comes down from above that’s wrong or unfair?

Do you help your team members grow, develop, and succeed?

Boss’s Bottom Line

Human bosses who act intelligently are the best for human beings. That means more than passing on instructions and enforcing rules and standards. Show your humanity by acknowledging the emotion in the workplace and by using both your brain and your heart

Image credit: HikingArtist

Ryan’s Journal: Saying Goodbye to Ryan

Thursday, March 21st, 2019

https://www.flickr.com/photos/randstadcanada/7631076586/

As you’ve probably already guessed, Ryan is leaving Mapping Company Success.

His writing time was squeezed with his new job, but adding a new kid to the mix made its impossible.

I’m sorry to see Ryan go, I think he contributed a lot.

His take on culture has been interesting, since he is a leading edge Millennial, a former Marine and has six years of work experience under his belt.

But anytime something ends it opens opportunities for new things to start.

I’ve been talking to a pair of tail-end Millennials about becoming contributors and they’ve decided to do it. Yea!

I’ll be introducing them next week. I hope you’ll give them a warm welcome.

Image credit: Randstad Canada

The Most Basic Roadblock

Wednesday, March 20th, 2019

https://www.flickr.com/photos/146269332@N03/40361177473/

Have you ever wondered if there was a common trait that prohibits, or, at the least, significantly slows down, progress in stuff like climate change, compensation equity, equal opportunity, gender parity, etc.?

Some idea or attitude that throws a wrench in every proposed solution?

There is.

It is something so basic, so obvious, so societally common, so acceptable, that its presence mostly goes unnoticed and, therefore, unmentioned.

And it is intractable.

Ring any bells?

Remember, think simple, obvious and universally known.

Not a secret, not even close.

The watchword of our times.

Money.

The roadblock?

Money now always trumps anything later.

Image credit: Twitter Trends 2019

Ducks in a Row: Values Revealed

Tuesday, March 19th, 2019

https://www.flickr.com/photos/29237715@N05/8532404954/

Yesterday’s post reminds us that culture stems from the boss’ MAP (mindset, attitude, philosophy™) and that MAP reflects their values.

A point that that seems easily forgotten.

Values aren’t what you say, they’re what you do.

This was illustrated in an article about Larry Page’s end run around the Alphabet board initially approving Andy Rubin’s $150 million exit package without board involvement.

Arrogant to say the least.

I sent the article to a number of people and asked them who is more arrogant, Page or Zukerberg.

Zukerberg won the “Most Arrogant” title hands down.

One response garnered applause from everyone.

That person used the nickname ‘Zuck’.

Then wrote again saying, “Or maybe I should say the Zucker…”

Seems appropriate. Adding “the” (same as you-know-who) and it’s even more apropos if you change the first letter to ‘F’.

Values aren’t what you say, they’re what you do.

A principle that becomes clearer with each new revelation.

Call it founder striptease — although it’s just as common in politics and religion.

Image credit: Noel Reynolds

Golden Oldies: What the Boss Contributes

Monday, March 18th, 2019

https://www.flickr.com/photos/akumar/3180900835/

Poking through 11+ years of posts I find information that’s as useful now as when it was written.

Golden Oldies is a collection of the most relevant and timeless posts during that time.

You got MAP (mindset, attitude, philosophy™), I got MAP, all us humans got MAP. MAP reflects your values — whatever they may be — and culture is MAP in action.

Read other Golden Oldies here.

What does the boss really contribute to their organization?

The culture; it’s the boss’ MAP that forms and shapes the culture for their organization.

It doesn’t matter if it’s a mom and pop operation, startup or global giant; whether the company has two, two thousand or twenty thousand employees; whether the boss is called owner, founder, president, or CEO.

Cultural ideas can’t percolate up from the ranks without a top boss who enables the bottom-up culture in the first place, as well as providing the fertilizer that allows ideas to bloom.

It’s not enough to announce the cultural attributes in which you believe, such as no politics, and then ignore political actions because you believe that your senior staff are adults and won’t engage in behavior that goes unrewarded.

Even those who manage culture by benign neglect must see to it that there are repercussions for actions that flaunt the corporate culture just as there are for actions that violate legal issues such as harassment.

And all this is just as true for the individual subcultures that establish themselves around every manager in the company all the way down through team leader.

Creating and caring for the culture should be written into every manager’s job description at every level.

If that seems a bit extreme, keep in mind that study after study has proven that culture affects productivity, engagement, innovation and retention.

Image credit: Kumar Appaiah

If The Shoe Fits: a “Self-Made” Reminder

Friday, March 15th, 2019

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

Last year I wrote that no one is a “self-made” anything, with backup from Arnold Schwarzenegger.

The media loves attaching the “self-made” label, shining a spotlight and making it seem that anyone willing to work hard enough can become a billionaire, or at least a multi-millionaire.

It’s not just all the people along the way, but also where you come from and how privileged your background.

The latest self-made billionaire is 21-year-old Kylie Jenner who claims the self-made title, because she didn’t inherit her company, i.e., bootstrapped it using her own money.

No help, did it herself.

Of course, that self-made label ignores a few significant factors.

Still, it’s obviously absurd to attach the phrase “self-made” to Jenner, who is part of the wildly successful Jenner-Kardashian clan. While she is clearly savvy about marketing and promotion, Jenner grew up in one of the wealthiest ZIP codes in the world with access to every advantage money could buy ― including years of self-promotion on a successful reality television show. The value of her makeup company lies in the celebrity she accrued via her family.

So is “self-made” more nature or nurture? According to new research from Sandra Black, an economics professor at the University of Texas at Austin, the answer is nurture.

The environment you grow up in ― the quality of education your parents can afford to give you, the investments they make in you, the relative affluence of your neighborhood ― is almost twice as important as biology.

It’s not a case of denying the success of Kylie Jenner, Bill Gates, Mark Zuckerberg, or Nick Woodman.

It’s a case of recognizing how the advantages they enjoyed reduced risk, lowered barriers, smoothed the road, and made the journey easier.

If you still doubt that parents aren’t a big deal and nurture doesn’t carry all that much weight, take a look at a currently breaking scandal over the lengths to which parents will go to get their kids into a top university.

Image credit: HikingArtist

Building Powerful Teams

Wednesday, March 13th, 2019

https://www.flickr.com/photos/inspiyr/9670185831/

When you’re a boss, one of your biggest responsibilities is to help your people grow.

Doing that requires patience, because they won’t all grow at the same rate.

Some people grow fast, like a hare, others are more in the tortoise category, but that doesn’t make them less valuable.

The hares may grow faster, but the growth often lacks substance. Tortoises, on the other hand, are known to dig deep in order to go beyond the knowledge needed to do something and understand the underlying principles.

Speed is important and the lack of depth may not be a problem until something goes wrong. Finding a solution or work-around often requires the deeper understanding that tortoises possess.

The smart boss knows having a balance of both hares and tortoises yields the strongest team; one that can accomplish far more on time and in budget than a team that is predominantly one type or the other.

Image credit: Inspiyr.com

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