If you are a manager at any level I suggest you take time to read the results of research on managing from the London School of Economics.
“…concentrate on putting into practice things that we know work but somehow never do — less Management 2.0, more making Management 1.0 work properly. At least on the face of it, a surprising amount can be altered for the better, with little investment and to significant effect. (…) focus on why we don’t put into practice principles of good management that aren’t rocket science and have been known about for years.”
Your approach need not be as tightly structured as described in the article, because that was done in order to rigorously evaluate and measure the results for publication.
Basically the study proves what the best managers already know and practice—it’s people that make the difference and the difference is measurable.
You can achieve similar results in your group, whether your company uses the same approach or not.
Set your own goal to practice Management 1.0 actions consistently and authentically.
We all know that things are not always as they seem and people certainly aren’t.
Brilliant ideas can come from any individual and are not dependent on their level or even their expertise.
By the same token, investors that sound great may not be, while those who are off-putting could be your salvation.
There are no hard and fast rules for evaluating whether what you see is what you’ll get, because each case is different—but that doesn’t matter.
The important thing to remember is that most stuff and people come with multiple layers and they may not be what they seem.
So while I can’t offer a multipurpose evaluation tool I can provide you with an unforgettable visual to remind you to look past the obvious.
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Share the story of your startup today.
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Gandhi said, “Be the change you want to see in the world.”
The women of Water Valley, Mississippi have embraced both attitudes.
But why limit your entrepreneurial energy to just a business when you can save a town at the same time?
What does it take to change the world or at least your little corner of it?
Desire and belief.
A passionate desire to push the change and a deep belief that you can make it happen.
What isn’t required is a no-holds-barred, do-anything-to-make-it-happen desire that rejects input from others and stomps on their ideas.
Because no matter how brilliant you are; no matter how amazing your vision; no matter how deep your belief and passionate your desire…
You can’t do it alone.
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Be the Thursday feature – Entrepreneurs: [your company name]
Share the story of your startup!
Send it along with your contact information.
I’ll be in touch.
Questions? Email or call me at 360.335.8054 Pacific time.
That’s a big percentage for something considered random, dubious or non-existent, depending on whom you ask.
Further research found “a combination of what we call a lucky attitude and a lucky network” as opposed to random luck.
What happens next? Does that attitude continue as success mounts?
But the biggest risk for top leaders is being complacent and overconfident — which amounts to being disconnected from the reality, attitude, and relationships that can sustain and take excellence to a new place.
Tjan recommends seven MAP functions to avoid the disconnect:
humility, the lack of which leads to arrogance;
intellectual curiosity, the lack of which also leads to arrogance;
optimism, looking first for the positive attracts great people, while the opposite repels them;
vulnerability, the best preventative for arrogance;
authenticity, which is lost when shrouded in spin; worse, believing the spin leads to arrogance;
generosity, no matter your success, share your knowledge sans the ‘what’s in it for me’ attitude; and
openness, willingness to a listen to new ideas from 360 degrees of non-traditional sources.
Read the article (it’s short) and then share your thoughts on luck below.
Option Sanity keeps you lucky.
Come visit Option Sanity for an easy-to-understand, simple-to-implement stock process. So easy a CEO can do it.
Warning.
Do not attempt to use Option Sanity™ without a strong commitment to business planning, financial controls, honesty, ethics, and “doing the right thing.”
Use only as directed.
Users of Option Sanity may experience sudden increases in team cohesion and worker satisfaction. In cases where team productivity, retention and company success is greater than typical, expect media interest and invitations as keynote speaker.
As I said then, the thing that sets Hsieh apart is security.
Hsieh is comfortable in his own skin; secure in his own competency and limitations, so he doesn’t need to be the font from which all else flows.
Entrepreneurs can learn from this.
Startup hiring usually comes in waves as the company progresses.
While most founders will listen to their initial team and first few hires, those hired later often find it difficult to get their ideas heard.
Unfortunately, this behavior often sets a pattern, with the ideas and comments of each successive wave becoming fainter and fainter and those employees less and less engaged—and that translates to them caring less and less about your company’s success—call it wave deafness.
Wave deafness is costly.
Costly in productivity and passion, but even more costly in lost opportunities.
As Hsieh points out, there is no way he can think of as many good ideas as are produced if each employee has just one good idea in a year.
And not just from certain positions. I never heard of a manager, let alone a founder, admit to hiring dummies for any position, no matter the level.
So if you hire smart people and don’t listen to them, who is the dummy?
Option Sanity™ rewards creativity.
Come visit Option Sanity for an easy-to-understand, simple-to-implement stock process. It’s so easy a CEO can do it.
Warning.
Do not attempt to use Option Sanity™ without a strong commitment to business planning, financial controls, honesty, ethics, and “doing the right thing.” Use only as directed.
Users of Option Sanity may experience sudden increases in team cohesion and worker satisfaction. In cases where team productivity, retention and company success is greater than typical, expect media interest and invitations as keynote speaker.
“Increasingly, the people who are the most effective are those who essentially are both managers and leaders.” –HBS professor David Thomas
Today’s knowledge workers, especially the type that gravitate to and succeed at startups, demand both leadership and management skills from those in charge.
And the key attribute is communication.
“Communication is the real work of leadership. Great leaders spend the bulk of their time communicating, and they know how to employ all three of Aristotle’s rhetorical elements.” –Nitin Nohria, Dean, Harvard Business School.
The best communicators are also the best listeners; moreover, they listen to everyone not just those in certain positions or at X level and above.
But listening and communicating require time and energy and many entrepreneurs are too busy.
They are company founders, not company builders.
Which are you?
Option Sanity™ ensures fairness Come visit Option Sanity for an easy-to-understand, simple-to-implement stock process. It’s so easy a CEO can do it.
Warning.
Do not attempt to use Option Sanity™ without a strong commitment to business planning, financial controls, honesty, ethics, and “doing the right thing.” Use only as directed.
Users of Option Sanity may experience sudden increases in team cohesion and worker satisfaction. In cases where team productivity, retention and company success is greater than typical, expect media interest and invitations as keynote speaker.
It is elegant proof of what Gladwell says, as well as a warning call to the stupidity of wasting our world’s human resources.
On a much smaller scale managers waste their human resources every day through “positional deafness,” i.e., only soliciting and/or hearing thoughts, ideas and suggestions from those at X level or higher.
I’ve never understood why managers expect workers who were consistently ignored and shut down to suddenly start contributing because they receive a promotion.
Nobody suddenly develops a brain as a result of being promoted.
If they were good enough to promote then they should have been good enough to listen to in their previous positions.
If they can’t contribute in the position for which they were hired, why hire them at all?
Even new grads hired for their potential need to be heard; they are like eggs and like eggs they must be cared for if they are to hatch.
Managers afflicted by positional deafness often experience high turnover and lament the lack of loyalty, especially in “more junior workers.”
But the term ‘junior’ is very subjective; for some managers it refers to those with just a couple of years of experience, for others it’s a level within the company and for still others it’s relative, with the baseline how long it took them to finally be heard.
It’s easy to know if you suffer from positional deafness, just consider the sources of your input over the last quarter and what you did with it.
Better yet, ask the people you trust to tell you the truth, not just what you want to hear.
What are your goals in 2011? Hike productivity? Juice creativity? Motivate your people? Strengthen retention?
Whatever they are, the best way to accomplish them is to engage your people.
Uninspired advice, since you hear it all the time, but this is a great time to actually start the wheels of engagement turning.
And you do it through conversation—face-to-face, verbal conversations with your team—whether it’s composed of the company VPs or a small group of staffers.
Notice the emphasis on ‘conversation’ which, in this case, means everyone talks.
First you describe the goals, not a laundry list of everything that needs to be done, but specific goals that you honestly believe can be accomplished in 2011, with a subset for Q1.
Then you shut up and listen to your people.
Not just let them talk, but really listen and hear what they are saying, even when what’s said doesn’t agree with your ideas.
But if you shut up and hear nothing then recognize that for what it is: a great insight into the culture you created, not to mention the fear and distrust in which you are held.
Unlike many people I like slow. I don’t like my days jamb-packed, I don’t over-book myself and am very good at saying no when necessary. I enjoy conversation and have found that real communications can’t be rushed.
In short, I believe as Gandhi did when he said, “There is more to life than simply increasing its speed.”
Computers have sped everything up, but as common wisdom says, “All computers wait at the same speed.”
I also chuckle at David Ferrier’s view of the technology, “Computer: a million morons working at the speed of light.”
Two thoughts from Edward R. Murrow are worth sharing. The first is, “The newest computer can merely compound, at speed, the oldest problem in the relations between human beings, and in the end the communicator will be confronted with the old problem, of what to say and how to say it.”
Sadly, the old problem is often solved as it always has been, by saying whatever comes to mind without consideration for its clarity or even its veracity. Murrow had something to say about that, too, “The speed of communications is wondrous to behold. It is also true that speed can multiply the distribution of information that we know to be untrue.”
Isaac Asimov said “I am not a speed reader. I am a speed understander,” but that’s only true for those who take the time to actually listen. These days most folks are so busy multitasking that I doubt they listen with more than 20% of their mind.
Finally, listen and take heed of a very wise woman (not me).
Maya Angelou said, “Since time is the one immaterial object which we cannot influence–neither speed up nor slow down, add to nor diminish–it is an imponderably valuable gift.”
Sunday I quoted Colin Powell on this subject and it reminded me of this article. I don’t remember where it was originally used, but it dates back to the dot-bomb recession.
It’s “And” Not “Because”
Last week I attended a quasi-social business function and found myself in conversation with a very knowledgeable and polished executive. When I asked him what he did he said, “I’m not working, I’m looking for my next opportunity.” His answer floored me and I asked again. His initial reaction was to repeat himself, assuming that I hadn’t heard him (it was noisy), but my continued look of inquiry finally brought a second answer, “I’m a CFO.”
It’s sad enough that people choose to define themselves based upon how they earn a living, and very bad when, as in the conversation mentioned above, employment becomes the career validation without which the career ceases to exist. However it’s much worse when people take another step and subconsciously merge their identity with that of their company—I call it ego-merge.
I coined the term in the eighties to describe a state of mind that is not only unhealthy for individuals, but also damaging to the companies for which they work.
Ego-merge is the result of melding “me” and “my company” in the mind of the employee, whether worker or manager. It’s most obvious in tough times and most noticeable in conversation when people use “because” instead of “and,” thereby crediting the company or manager for their skills: “I’m great because my company/manager is great.” instead of, “I’m great and my company/manager is great.”
At first glance ego-merge might actually seem to be a positive for companies, but it’s not. When employees’ egos merge with their company’s, they often blame themselves for the company’s problems even when they have little power and may not have any line responsibility. Worse, it can be a major productivity sapper when times are tough—employees with ego-merge have a difficult time believing that they are good enough to help turn the company around, since in their minds their skills are good because of the company.
Ego-merge is often the by-product of the best companies/managers, where people are very involved, have high esprit de corps, and are passionate about their mission and success. It also happens with more Machiavellian managers who try and foster this attitude within their organization as a retention tool. Ego-merge does, in fact, encourage people to stay, but it also cripples them and reduces their long term value to the company.
It’s every company’s/manager’s responsibility to help their people grow and become stronger, not to subtly cripple them in the hopes that they won’t leave. Better, it’s in both the manager’s and the company’s best interest to become people-builders.
Why? Because reputation, both the manager’s and the company’s, is everything when hiring, and being known for your great G&S (grow and strengthen) policies will help you attract, develop and keep the best and brightest. Sure, you’ll lose them now and then when they’re ready for the next challenge and you can’t provide it, but the benefits resulting from their ultra-high productivity and creativeness during the time they’re with you will far outweigh the loss when they do leave.
How? Through some simple actions. G&S isn’t rocket science, nor does it have to be costly.
Treat everyone on your team and in your company with the same level of respect you want.
Listen to your people. Encourage and assist them as much as possible in developing the skills they need to take their next step—even when it makes your life a bit more difficult.
Always remind them that for all their successes, challenges, and failures it’s “and” not “because.”
But what if you’re a manager pushing G&S down while your own manager is either blind to it or the type who sees ego-merge as a plus? What can you do as just a worker with no control or leverage?
Awareness is the best protection against ego-merge. Recognize that it exists, understand what it is, know its symptoms and whether you’re prone to it, then monitor yourself, always remembering that the opposite of ego-merge is not arrogance.
Post a watch for the first symptom of ego-merge: when your glow of accomplishment for an exemplary project you did is quickly quenched by negative internal news or media coverage. The greater the offset the greater the ego-merge.
Listen to yourself. When describing a project (successful or not) or coup (large or small), listen to how you describe it and where and how you attribute its success or failure. Adjust accordingly.
Offset and reduce ego-merge in others by publicly giving full credit to those around you at all levels up and down for their contributions.
If you are a manager at any level I suggest you take time to read the results of research on managing from the London School of Economics.
input from others and stomps on their ideas.
Analysis by VC Anthony Tjan, founder of Cue Ball, found that 
I’ve 
Unlike many people I like slow. I don’t like my days jamb-packed, I don’t over-book myself and am very good at saying no when necessary. I enjoy conversation and have found that real communications can’t be rushed.
