Can you imagine telling your boss that you deserve a raise because you come to work on time every day?

Or that she shouldn’t fire you for poor performance because you tried really, really hard?

Last week on Leadership’s Future a young man named Andrew started a conversation. During it he gave me a link to an article in the NY Times about student expectations.

Expectations based on that sense of entitlement which makes me nuts.

It seems that today’s students expect an A if they attend class and turn in assignments.

And it’s wrong for the professors to consider the quality of work, since a lower grade will affect their job opportunities and that’s not fair.

“A recent study by researchers at the University of California, Irvine, found that a third of students surveyed said that they expected B’s just for attending lectures, and 40 percent said they deserved a B for completing the required reading. … Nearly two-thirds of the students surveyed said that if they explained to a professor that they were trying hard, that should be taken into account in their grade.”

It’s not surprising, since K-12 inflates grades, passes everyone in order to keep their funding, and fires teachers who cling to the out-moded idea that school is a place to actually learn.

Here are two student quotes that seem to sum up a majority viewpoint…

“I think putting in a lot of effort should merit a high grade. What else is there really than the effort that you put in? If you put in all the effort you have and get a C, what is the point? If someone goes to every class and reads every chapter in the book and does everything the teacher asks of them and more, then they should be getting an A like their effort deserves. If your maximum effort can only be average in a teacher’s mind, then something is wrong.” –Jason Greenwood, senior, University of Maryland

“I feel that if I do all of the readings and attend class regularly that I should be able to achieve a grade of at least a B.” –Sarah Kinn, junior, University of Vermont

As hiring managers and potential colleagues I’m sure this attitude thrills you no end.

Do you find it terrifying that at some point in the future these same students may be your doctor or lawyer and that, reality forbid, these are the people who will teach the next generation? I do.

The story drew 131 comments; I didn’t read them all, but here are three that struck me.

“I think the disputes about grading also stem from students approaching education as consumers. Because they pay to attend school, they have an attitude of, “the customer is always right” and feel they should have their grades their way.” –Tiffany Mills, Detroit, MI

“Having been for a time peripherally associated with a Junior Year Abroad program in Paris, I was shocked to learn that certain parents of students whose grades were mediocre would actually telephone the program director and threaten her with various forms of retribution if the grades were not inflated. Apparently students are not the only ones with a sense of entitlement!!” — Jill Bourdais, Paris, France

I appreciated this one, since it sums up what should happen when grades are down…

“I received a D+ on my first paper for a history course in my freshman year of college. After the initial shock and indignation wore off…  That course was a turning point in my education. I wasn’t just regurgitating facts, but thinking about the source materials from the perspective of those who wrote it and really analyzing the content. It showed me a new way to read into materials in other courses and helped me earn better grades. I earned a B in the class and was delighted with the grade, considering how far I come. A bad grade isn’t always a bad thing. It can be an opportunity to improve.” — Maggi S, Chicago, IL

And finally, a comment that probably reflects what many of you are currently thinking.

“Students who think that just attending class and doing the reading is enough are in for a huge shock when (or if) they enter the world of work. I’m a writer. If I spend hours on a piece, but it doesn’t do what my client wants it to do, I’ve failed. I don’t get paid. Merely “doing the work” ain’t enough; it’s the QUALITY of the work that counts.” — JoMo, Minneapolis MN

On a practical note, hiring managers might find it of more value to look at grades a bit differently as I explain here.

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I have very smart readers from all over the world. That means a variety of cultures, experiences, politics, attitudes and ages that provide a wide range of MAP (mindset, attitude, philosophy™).

I’d like to take advantage of that diversity to ask some questions.

I ask them because either I haven’t heard ideas that strike me as solving anything or because I haven’t seen them directly addressed. I honestly want a range of answers, not necessarily ones with which I agree, but a stimulating conversation! To that end I’m offering only the questions, no commentary or opinion.

I hope you’ll treat this post as a conversation among friends, perhaps over a good bottle of wine on a Friday afternoon.

Please add your own queries, whether you want to respond to mine or not.

If it turns out you like this feature we can do others in the future.

• Relatively speaking, how global is the sense of entitlement so visible in certain areas today?

• Can people at any level in an organization drive real cultural change if it goes against the “leader’s” MAP?

• How large a role does ideology play in the business world?

There’s nothing like something free to add an incentive, beyond the bottle of cyber wine, to a good conversation, so I’m going to give away a copy of Divide or Conquer: How Great Teams Turn Conflict Into Strength by Diana McLain Smith to one lucky participant—no matter where you live.

Conversations involve lots of give and take, back and forth, therefore every comment posted will be assigned a number. At midnight February 28, I’ll enter the total numbers into Random.org and announce the winner on this post. So the more you add to the conversation the more chances you have to win. How cool is that?

Your comments—priceless

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I recently questioned whether, in fact, the imperial CEO is indeed dead as many are saying.

Wednesday Dan McCarthy was inspired to write 10 Ways to Avoid the Arrogance of Power after reading The Arrogance of Power by Jeffrey Pfeffer, a Professor of Organizational Behavior at Stanford Business School. Pfeffer says,

“The higher you go in an organization, the more those around you are going to tell you that you are right. The higher reaches of organizations–which includes government, too, in case you slept through the past eight years–are largely absent of critical thought. … There is also evidence, including some wonderful studies by business school professor Don Hambrick at Penn State, that shows the corroding effects of ego. Leaders filled with hubris are more likely to overpay for acquisitions and engage in other risky strategies. Leaders ought to cultivate humility.” He ends by advising not to hold your breath waiting for this to change.”

I think much of Dan’s advice is good, but I won’t hold my breath waiting for the advice to be taken.

I think that power corrupts those susceptible to it, not all those who have it; there are enough examples of powerful people who didn’t succumb to keep me convinced.

Susceptibility is woven in MAP (mindset, attitude, philosophy™) and is especially prevalent in today’s society of mememememememe with its sense of entitlement.

Changing MAP and stopping drinking are similar, since the individual has to choose to change. All the horses and all the men can’t convince the king to change—that only happens from the inside out.

Moreover, as I’ve frequently said, MAP is sneaky; it will pretend to change and then revert to its normal pattern when no one’s looking.

We, the people, can’t force them to change, but we can learn to sustain our attention span and keep looking.

Image credit: flickr

Jeffrey Krames, author of Inside Drucker’s Brain, wrote a great piece detailing why the imperial CEO is dead—or should be. (Hat tip to ManagingLeadership for the link to this post.)

Krames quotes Sungard’s CEO, Chris Conde, “The CEO is like a conductor—he conducts and orchestrates a system. It is very arrogant to think you can make better decisions than the thousands of people below you. The role of the boss is to make a handful of decisions that cannot be made by anyone else and to maintain the collaboration systems. I really think the rise of these collaborative systems is redefining organizational structures and the role of the CEO; they are the last nail in the coffin of the imperial CEO.” and goes on to detail the advantages of collaboration.

All of which I heartily agree with.

The problem is that the imperial ego isn’t dead, it’s not only alive and well, it’s still kicking butt instead of having its butt kicked.

As I said Tuesday, we’re a long way from ending the sense of entitlement felt by so many executives and worse, executives-to-be.

It’s a NIMBY kind of problem. People understand logically that doing to the new generation that which was done to them isn’t really payback and that it should stop, but feel that it should stop after them.

Survival-forced collaboration may diminish the imperial CEO power, but I doubt it will go far in changing either their MAP or their sense of entitlement.

There will still (always?) be a percentage that believes they deserve giant compensation packages and that they could make a better decision/choice if they just had time. They won’t rush to empower their people and will be dragged kicking and screaming in to the collaborative future.

And just because the guy four levels down is making profitable decisions for the company doesn’t mean he’ll get a ride on the imperial jet any time soon.

Image credit: flickr

A newspaper article 30 years ago talked about the initiation rites of girls who joined gangs. Previously, girls hadn’t been active members of gangs and I remember thinking then that equality was happening in the wrong places.

There was a time when attitudes and actions moved from older to younger.

But it seems that more and more, instead of children learning from their grandparents, the grandparents are adopting the attitudes of the kids and, as with girls in gangs, it’s not the good ones that are moving—it’s the worst.

Entitlement. Instant gratification.

There are thousands who knowingly bought homes they couldn’t afford (as opposed to buying out of financial ignorance and/or mortgage chicanery) because they wanted it now, not in three to five years when they could actually afford it.

When I was young I thought the same way, but there were all kinds of adults who, by example, showed me that that wasn’t the way the world worked.

Now, with these attitudes spread throughout the generations, where are the everyday examples that show a different way? Worse, the examples that are out there are often ridiculed as being out of step with the current world.

I know that some of you reading my Thursday posts wonder what they have to do with leadership, managing and business.

The answer is simple; these are the people who work for and with you; they are the people you hire now and the people you’ll be hiring for decades.

Can you build a successful business or non-profit of any size on attitudes of entitlement and instant gratification?

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