Last Friday I cited HBS research that indicates that the best results are achieved when those in charge are both good managers and competent leaders and that the key factor is excellent communications.

Whether you think of yourself as a leader or a manager, communications is about more than talking clearly, it’s about providing all the background necessary for your people to understand why they are doing their jobs, as well as what jobs they are to do.

Think of it this way,

• operational communications provide people information on how to do their jobs, while
• management communications tell them what their jobs are and why they do them, giving form and purpose.

People need both.

Many of the problems that managers face daily stem from their own poor or inaccurate communications, often as a result of using jargon in an effort to sound sophisticated, knowledgeable and with it.

Jargon doesn’t work for several reasons.

• You may not totally understand or be comfortable with the jargon;
• your people may have their own individual understanding or be guided by their previous boss’ definitions that have nothing to do with your intended meaning. This happens often enough with words of one or two syllables, let alone multi-syllabic management-babble; or worse,
• your people may shut down when they hear jargon.

You can create a relatively jargon-less environment by

1. keeping it firmly in mind that your goal is to provide your people with all the information needed to understand how to perform their work as correctly, completely, simply, and efficiently as possible; and
2. providing clear, concise, and complete communications at all times.

Follow these two steps religiously and the results will amaze you,

• Productivity will skyrocket; which will
• make your company more successful;
• your employees happier; and
• you a more effective manager with better reviews and an enviable reputation.

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Be sure to check out this months Leadership Development Carnival; it’s been broken up to run over several days, so I can’t repost it here.

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It’s not that I actively dislike the holidays; it’s more a passive thing. More ‘here we go again’ than ‘bah humbug’. But I do early love the word ‘humbug’.

For those of you who don’t know, ‘humbug’ means

1. something intended to delude or deceive.
2. the quality of falseness or deception.
3. a person who is not what he or she claims or pretends to be; impostor.
4. something devoid of sense or meaning; nonsense: a humbug of technical jargon.

It’s an old fashioned word, but the ideas it represents with that in mind, here are some examples of usage and all of

Let’s start with Edmond de Goncourt, who offered this profound insight that’s as true now as it was when he said it more than a century ago, “People don’t like the true and simple; they like fairy tales and humbug.”

Winston Churchill weighs in with a wonderfully irreverent (and accurate) comment on “democratic freedom” that really resonates as the 2012 Presidential race starts up, “I had no idea of the enormous and unquestionably helpful part that humbug plays in the social life of great peoples dwelling in a state of democratic freedom.”

Alfred Bernhard Nobel (as in Nobel Prize) said, “Second to agriculture, humbug is the biggest industry of our age,”—whereas these days humbug is second to none.

And now, I leave you with this provocative tidbit from Norton Juster, “’How can you see something that isn’t there?’ yawned the Humbug, who wasn’t fully awake yet.

‘Sometimes it’s much simpler than seeing things that are,’ he said. ‘For instance, if something is there, you can only see it with your eyes open, but if it isn’t there, you can just as easily see it with your eyes closed.’”

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“There is no silver bullet that’s going to fix that. No, we are going to have to use a lot of lead bullets.”  --Bill Turpin (quote source)

Although Bill Turpin said this in reference to technical problems at Netscape, I see managers at all levels and across industries spending time looking for silver bullets with which to “fix” their people.

There are two reasons that this is a major waste of time.

First, I can categorically state that there is no such thing as a silver bullet. No matter what you are trying to do there is no tool or methodology that can be guaranteed to work in every situation and under every circumstance.

Second, No manager, past or present, has ever fixed anyone. The best that any manager can do is identify the problem, present the information and offer support, but any change or ‘fixes’ must come from the individual.

Lead bullets, however, are how most problems are solved and behaviors changed.

By some measurements lead bullets are expensive, since they cost time and effort over a longer period, but they typically have the highest ROI of anything a manager does.

So, time spent searching for a silver bullet fix or time spent chipping away at the problem with lead bullets?

As always, it’s your choice.

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I found this great list of dumb boss quotes and thought I’d share my favorites along with my editorializing. You can check out the rest of the list here. There’s an old saying that people don’t quit companies, they quit managers and today’s quotes will tell you why.

First up is the manager who exemplifies the Peter Principle, “I’ve noticed that our ‘cost of goods sold’ rise whenever we experience greater sales. What can we do to reverse this trend?”

Then there is the obviously caring manager known for his leadership skills, “I’m getting a new company car new week. Please call the dealer and ask him to delay the delivery until after Wednesday’s layoffs. I want to appear sensitive.”

Many times what managers tell candidates in an interview isn’t exactly the way things work on the job, “I’m sorry if I ever gave you the impression your input would have any effect on my final decision.”

Other managers don’t bother to pretend, “I threw your suggestion away. Only managers can make suggestions.”

Some managers give are known for putting their people in no-win situations, “If you are on schedule, then your plan was not aggressive enough. If you are behind schedule, you must be goofing off.”

There are many managers who really don’t have a clue when it comes to motivation, “Don’t worry, give it a try. You have nothing to fear but failure, demotion and termination.”

Just in case you think that these are all fiction, the following were added by readers.

From Sophia: “You are not here to think, you are here to do.”

From dliney: Manager: “We’re going to promote you- you’ll be like a faculty member.”
Staff: “Then there will be a raise”
Manager: “Uh-no.”

From cwbailey64: “Frankly, I know I hired you, but you have to admit… you have no talent.”

Anonymous: Everyone who disagrees with me signify by saying “I resign.”

I hope enjoyed these as much as I did and will take a minute and add your own to the collection.

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Yesterday I said I would share ways to find employees who would be invested in your company and not just in themselves.

The best place to start is to take a look at the stupidest hiring practice I know and why it is so stupid, i.e., only hiring people who are currently working or not off more than six months.

I’ve seen this attitude before during other recessions, but to see it this rampant now, when the economy is still shaky and the job market hasn’t turned around is beyond belief.

As I told the managers who contacted me and I’m telling all of you, I have no empathy for managers who say they can’t find good people.

Pundit managers (those who share their views through articles and blogs) are constantly saying that attitude is more important than skills; add willingness and ability to learn and the value skyrockets and if the candidate is a good cultural fit the value jumps by an order of magnitude.

Manage them well and you will get additional benefits that money can’t buy—gratitude, appreciation and loyalty—all because you gave them a chance.

The wisest engineering vp I ever met once told me that he would rather have a programmer who knew multiple languages than an expert in the one he needed at the moment. He said that technology would keep changing faster and faster and he needed people who could learn on the fly and change with it. He said that a proven ability to change was more valuable than expert status.

When hiring stay focused on the fact that your next top performer won’t necessarily

• have the best grades;
• attend a prestigious school;
• work for your competitor,
• in your industry or
• even be working at all;
• be younger than X;
• have a full head of hair, with no gray; or
• fit easily into your comfort zone.

The bottom line is your success is the result of your ability to recognize jewels where others see only lumps of coal.

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This post was published first on Technorati

For more than a decade at RampUp Solutions and for the last five years at MAPping Company Success I’ve coached and written about what managers need to do to motivate and engage their teams and what employees really want from their managers. Others have been saying similar stuff for far longer.

We’ve been telling them what is most important to employees, i.e., clear communications on everything, including where the team is going and why, support and opportunities to grow, etc.

Nothing you haven’t heard before, but mostly anecdotal—no hard science to support it, so we end up preaching to the choir, not converting the non-believers.

Like Google.

Google employees deal in facts and stats, stuff that can be munched, crunched and analyzed, and have little use for anything else.

So it’s logical that when the company decided it needed to improve its management skills it turned to analytics to provide the answers.

“So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints.”

And guess what?

The data supported the same results that those of us without data have been saying for years.

But Google took it a step further and prioritized the list based on hard numbers.

And of eight core employee preferences do you know what came in dead last?

Technical skill and technical skill had been Google’s main criteria for promotion.

This finally brings us to my main point, which, this time, is supported by statistical research.

“Technical skill” covers far more ground than most people think. It refers to any hard science (math, engineering, chemistry, etc.), but also to soft sciences (psychology, social science, etc.), sales, finance, the arts—just about anything in which humans develop expertise.

The lesson here is that technical superiority does not predict success in a management/leadership role.

Managerial success is based on a person’s ability to connect in a meaningful way to those she manages and provide what each one needs to produce and grow.

Not new information, but now that it’s backed by hard science and with Google as the role model the choir just got a whole lot larger.

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A fascinating study of successful women brings to light some interesting and unexpected facts about women who know when and how to turn off “masculine” traits, i.e., aggressive, assertive and confident.

They received 1.5 times more promotions than masculine men, and about two times as many promotions as feminine men, regardless of whether the men were high or low self-monitors. They also received 3 times as many promotions as masculine women who were low self-monitors, affirming that masculine behavior alone does not garner success. … The study also showed that self–monitoring masculine women received 1.5 times as many promotions as feminine women, regardless of whether those women were high or low self-monitors.

This is researched proof of my own attitude of “work for an ideal, but you have to function in the real world” and the real world requires flexibility.

I’m guessing that these women were smart enough to apply whatever was needed to a given situation, instead of approaching them all the same way.

This seems to be the “why” to the results of a previous study by the same people.

“…learned behavior patterns — not biological sex — may be the greatest determinant of workplace success as measured by salary and promotion.”

If you are a woman, accepting the accuracy of the research does much to put career control directly in your hands. And that’s a good thing.

Of course, along with personal control comes personal responsibility when you can no longer blame external forces.

You need to take a hard look at your own actions; request input from those you trust to tell you the truth (not just what you want to hear or what fits their world view), then assess where you are, where you want to be and how best to get there.

Start your voyage immediately.

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Shakespeare wrote in his description of Feste, the jester in Twelfth Night that one should never underestimate a man who is “wise enough to play the fool.”

I’ve given that advice to executives, managers, workers and friends and it always works, especially if you broaden your concept of “fool.”

Being a fool doesn’t mean being foolish; it is more acting innocent or ignorant instead of showing off your knowledge or expertise.

Playing the fool draws out the other person; it gives you the opportunity to learn what they know and get a far better understanding of where they are coming from, where they are going and how they plan to get there.

Playing the fool is sort of like Undercover Boss where the CEO learns far more about her organization by pretending to be a candidate than she ever could in her normal persona.

However, I find fewer people willing to play the fool in these days of social media no matter how successful the technique.

They worry that playing the fool might be misconstrued in 140 characters and that is more important than the beneficial outcome that can result from playing the fool.

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Think about all the information that comes your way, especially if you are an executive.

It’s usually shared at peer level and (maybe) one or two levels down.

But full sharing of that information should be embedded deeply in your company’s culture.

In fact, when information, particularly competitive and market intelligence, is widely disseminated throughout the organization it juices innovation and boosts productivity.

Why?

Because increasing the number of people with access to the information increases the odds for breakthrough thinking and reduces the risk of wheel-spinning.

• An article on a competitor’s product can spark an engineer’s original design idea;
• gossip about changing industry dynamics can prevent a stumble in marketing;
• an investment report on a new service offering can suggest an innovative sales approach to a desirable customer.

Highly visible industry developments circulate swiftly and prompt immediate strategy meetings and fast responses, but the rest of the information often languishes; instead, it needs to be easily accessible by everyone.

Think about it, everybody in your company picks up valuable industry intelligence along with potentially valuable gossip.

• CEOs receive strategy reports by investment firms, management consulting companies, along with high level information and gossip from the Board.
• Managers receive reports from hired industry experts and publications.
• Marcom and others interact with the media.
• Salespeople gain information from customers.
• Engineers and others observe competitive equipment at trade shows.
• Admin and other support people hear and overhear stuff, often because they are ignored by those at higher levels.

People talk—at tradeshows, networking events, industry conferences and seminars, as well as at social events, bars, restaurants, etc. Most people spend at least part of that time talking about business-related topics.

Unfortunately, some managers derive their power through information control.

Smart managers make sure that the information is shared, up, down, and horizontally, by using internal blogs, intranets, wikis, etc. Further, they actively work to encourage everybody to read and discuss it.

Since the goal is to encourage everybody to share everything, no matter the source, all posts should include attribution; a public thank you to the person who took the time to share it.

Whether formal (reports, white papers, news) or informal (conversations, hearsay, gossip) the content needs to be accurately assessed and valued.

There is no way to predict what bit of knowledge will spark the creative process, so be sure that your people have full access everything available in an easily searchable format.

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I have to laugh every time I see a reference to Management-By-Walking-Around (MBWA) that creates the impression that it’s a hot new management tool.

Hot, yes; new, no.

MBWA dates to 1940 and is a management technique instituted by Dave Packard at the founding of HP; it’s “marked by personal involvement, good listening skills and the recognition that “everyone in an organization wants to do a good job.”"

I’ve written about it before and when I looked at that post I found little that needed changing, go here it is again.

Remember Management-By-Walking-Around? It’s an oldie, but a goodie.

Great managers work to spend at least 25% of their time wandering around chatting and building trust with their people.

Don’t have time? Maybe that’s because you never really thought abut the benefits. Getting to know your people this way helps you to

• spot high-potential workers;
• raise your trust quotient with employees;
• improve retention;
• attract talent;
• discover molehills before they’re mountains, and, most importantly, it’s the best, if not only, way to
• know what’s really going on.

But to work it must be the norm—that means it needs to be done constantly, not just when there’s a problem.

Consistent, casual visits make people feel comfortable and encourages them to chat—saying what they are thinking without editing it. To pass on information, rumors, and the like without wondering or worrying that it will boomerang and hurt them.

While wandering, you’ll hear enough to validate or repudiate what you heard from somewhere else. It lets you protect your sources—which means they’ll continue to pass on information—and it helps you avoid acting on erroneous information.

The higher you rise in the organization the more important this intelligence becomes.

One of the greatest dangers for any manager is getting isolated and hearing only a sanitized or slanted version of what’s going on within the group, department or company. This is especially true for the CEO and senior staff.

Bottom-line—get off your duff, out of your office, wander around, say hi, listen, be a sponge and soak it all up.

Invest the time—that’s what managers do—and it will pay off handsomely!

MBWA works best when it is embedded in your MAP, as well as part of your organization’s cultural DNA.

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