I’m fortunate to be a member ExpertCEO, an online community of CEOs of startups and fast growing companies that offers peer support and advice.
A couple of weeks ago a member invited everybody to post “things you’d never hear a VC say.”
They were pretty hilarious, with some of the best responses coming from VCs themselves.
Apparently I’m not the only one who felt that they’re too good not to share and today we were presented with a great compilation of the 12 best entries.
Anyone who has worked in a startup or spent time around VCs will appreciate the following; anyone contemplating doing so should appreciate the insights.
Today is all about opening your mouth, what happens and what should happen when you do. Although the most of the links are directed at CEOs the information and lessens apply to all levels in or out of management.
Communicating is everyone’s responsibility.
First is a post by Steve Roseler at All Things Workplace who cites four critical reasons to open your mouth and speak instead of wondering if you should. Here they are,
Never assume that anyone knows anything.
The larger the group, the more attention needs to be given to communicating.
When left in the dark, people will fantasize their own reality. Do you want their fantasy to trump your reality?
Effective leaders are obsessed with accurate, frequent communication.
Next, Mike Chitty weighs in on what’s changed in communication and why changing from “being told” to “finding out” stimulates a wide range of good stuff.
Third is a light look considering whether voice mail is going the way of the dodo bird; the shift seems to be along generational lines…
Finally, phenomenal advice from readers to a question asked by Jim Haskett, Baker Foundation Professor, Emeritus at Harvard Business School. The question was “How Frank or Deceptive Should Leaders Be?” I’m not a big believer that leadership is just the function of the guy at the top and honestly believe that although most of the responses refer to the actions of positional leaders it’s just as applicable to anyone who ever has or will take the initiative to make something happen.
Happy reading and try and remember that real communicating requires more than your thumbs—in fact, that’s why you have a mouth.
Some managers, especially executives who should know better, have two teams—one is the one to which they pay lip-service and talk about in public.
The other is the one that takes priority and stays front and center in all decisions.
Let’s use the CEO as our example, remembering that this attitude can happen anywhere on the management ladder.
CEOs are always talking about ‘the team’ and it’s taken to mean all the company’s employees.
But, for those the shoe fits, it actually refers to their direct reports and their pets.
Back when this attitude was common it was also honest. Managers were ‘us’, workers were ‘them’ and everybody knew where they stood.
Then organizations started to change. Volvo focused the world on the power of teams. Research showed that productivity increased when people were more invested and engaged in their work.
Academics, management gurus and the leadership industry introduced language that was supposed to be inclusive and empowering.
And it was when used by the CEOs who bought it, owned it and meant it; to the rest it was pap—good for keeping all those not on the ‘real’ team in line.
Now, with the severe downturn, more managers, from CEO to first line supervisor, are slipping back to the old mindset—often without even realizing it.
So the next time you’re preparing to speak to your team, take a step backward and ask yourself to whom you’re talking…
Leaders, with a few industry exceptions, have noticed that the economy is in trouble (duh), but they still seem to think that their people don’t know the facts (double duh).
Sadly, too many bosses, from Fortune 100 companies to mom and pop-owned small businesses, are clamping down, saying nothing, running scared, freezing, blustering, or some combination thereof.
The way to deal with bad news is directly, openly and honestly.
Even when you have to lay off this axiom applies; in fact, it’s the only way that gives your company any chance of emerging with the rest of your workforce intact and productive.
Here are six basics to keep uppermost in your mind—Whether they are comfortable or not!
Bad news must be communicated—just like good news.
Employees aren’t dumb—they know something bad is happening—and if they’re not explicitly told what it is, rumors will make any difficulty a catastrophe and a catastrophe a death knell.
Management must be explicit about the ultimate potential consequences. In a situation that’s unfolding, such as the current economic crisis, when no one knows what’s ultimate or can predict when it will change, frequent updates are effective.
Everyone hates uncertainty, which is all you have to offer at present. Analyzing and then explaining the worst case outcome as well as what you’re doing to counter it and how your people can contribute goes a long way to stabilizing people and gaining their buy-in to your plans.
Successful plans are dependent on how well they are communicated, which is what determines employee buy-in; if you choose the delusional approach of minimizing the situation then you should expect minimal results.
Share the outcome of your thinking, whatever it is—layoffs, plant closures, project cancellations, etc. If you don’t trust your people with the information your problems are even more serious than you realize.
Any solution to a crisis must be seen as fair, reasonable, and businesslike. If management’s reaction is illogical, petty, slipshod, unrealistic, draconian or any combination of these, then it’s likely employees will conclude the ship is about to sink and leap off.
People understand that difficult situations demand difficult remedies, and they appreciate that management must at times step up to harsh challenges. But if solutions are irrationally or whimsically applied, they become a demoralizing factor, increasing the difficulties that people encounter in trying to do their jobs.
Finally, you should always attempt to find a positive note to leave with employees. Everyone already knows that things are bad; it’s your job to find a potentially favorable course of action.
Just remember, you hired your people for their brains, so don’t expect them to suddenly go dumb. Employees easily spot propaganda masquerading as a solution. Predicting an impossibly favorable outcome will not only demean management, it can also result in a lawsuit.
Entrepreneurs face difficulties that are hard for most people to imagine, let alone understand. You can find anonymous help and connections that do understand at 7 cups of tea.
Crises never end.
$10 really does make a difference and you’ll never miss it,
Some managers, especially executives who should know better, have two teams—one is the one to which they pay lip-service and talk about in public.
Leaders, with a few industry exceptions, have noticed that the economy is in trouble (duh), but they still seem to think that their people don’t know the facts (double duh).
