What Shamu Can Teach You About Your Boss

One of the dirty little secrets of managing is that, over time, you'll do more managing up and out than down. But that's easier said than done. What are some important lessons learned about managing up?

I recommend Dan and Chip Heath's article in FastCompany entitled, "Your Boss is a Monkey". They take lessons from Amy Sutherland's book What Shamu Taught Me About Life, Love, and Marriage and apply them to managing "another irritable mammal: your boss."

A couple observations that aligns with how we coach leaders:

• Every interaction is training. We are constantly sending out signals to those we work with. I'm not talking about some mystical energy here. Rather, we are constantly reinforcing lessons to those around us. If we let Bob slip in 2 hours late each morning without any discussion, you've taught Bob and everyone else around him a lesson: getting to work on time isn't really that important. If we keep delivering miracles to make up for lack of process in the organization, we reinforce the belief that all that process stuff is a waste of time. What messages have you inadvertently been sending lately?




• Reinforce good behavior! This seems so obvious but we often miss opportunities to catch people doing things right! We can be black belt whiners, for sure. Reinforcing your positive expectations of people can lead to them living and performing up to your expectations. Call out the good when you see it.

I'd like to think that we humans are less susceptible to the type of manipulation that the authors are suggesting. Yet in practice I've seen it work over and over. I'm working with a coaching client right now that is learning to flip her boss a mango when he delegates instead of micro-manages. Over time, I'm optimistic there will be progress.

Keep in mind that the "monkey" article's advice to "ignore the bad behavior" has limitations. There's wisdom in not over-reacting. Counting to 10 (or 100) has saved many careers!

Yet "apparent indifference" does not always "smother the fire." In fact, for some bosses, it will pour fuel on the fire as it sends the signal that you don't care. Though the Heaths discount aligning styles and expectations as techniques, there is enormous leverage in understanding the art and science of such approaches. They are too critical to chalk up as "goody-two-shoe" training grovel.

Want to learn practical skills on how to manage up more effectively? Join our Leadership Fast Track Program starting in June! Click here for details!

Labels: accountability, conflict, executives, influence, leadership, learning, managing up, personality styles

posted by Andy at 10:34 AM  

The Illusion of Knowledge

So what are you reading? I just started Edward Gibbon’s Decline and Fall of the Roman Empire, which is certainly a departure from the business books that typically keep me busy. I had to present a paper on Gibbon's classic back in high school and I’ve been wanting to re-read it. With trips to Europe and Africa in the months ahead, the timing is perfect for a book nearly 3 inches thick!

Daniel Boorstin’s introduction had an interesting quote: “For Gibbon, while human nature is anything but unintelligible, it remains only partly explicable. For him the menace to understanding was not so much ignorance as the illusion of knowledge.”

In my business of speaking and executive coaching I have the opportunity to help leaders become more productive by learning rich theories and models that explain personality styles and other aspects of human nature. Yet upon reflection, I’m probably less immune than I want to admit to the illusion of knowledge—that I can explain it all because “they’re an ENTJ” or “a High D”, when in fact I’m over-simplifying and perhaps being held back from greater understanding because of it.

I can too easily jump to conclusions about people. I can put people in a style box and not recognize when they're trying to be more versatile. I can try to apply simple solutions to complex problems.

What about you? Are you being held back from deeper understanding on something because you hold up the illusion of knowledge? How willing are you to take a fresh look at long held convictions? When was the last time you admitted, "I'm not really sure. I will look into that more."

As we discuss in our keynote "Lipstick on a Pig: How Illusion Leads to Crisis in Real World Projects", reality has this annoying way of always winning. Here's to all of us gaining greater understanding by being more willing to combat the illusion of knowledge.

Labels: illusion, Lipstick on a Pig, personality styles, reality, uncertainty

posted by Andy at 10:52 PM  

Are You Leading or Are They Leading You?

Earlier this week I had a discussion late into the evening with Allan Holender, author of Zentrepreneurism. Though I have some rather significant worldview differences with Allan's proposed ideas, I greatly enjoyed our discussion and look forward to future conversations with him.

A comment from Allan that caught my attention was a quote from Jim Rohn: “You become the average of the five people you hang out with the most, so choose them carefully.” This is similar to the wisdom of Solomon: "He who walks with the wise grows wise, but a companion of fools suffers harm." (Proverbs 13:20).

I've heard this referred to as the Law of Association and find it intriguing, both personally and professionally.

Perhaps you've learned what took me longer to grasp in my early management experience than it should have: the importance of surrounding yourself wisely. Surround yourself with Yes men and you'll find a group of people who willingly go over the cliff with you professionally. Surround yourself with people who can respectfully but firmly dissent or provide constructive criticism and you have gained a priceless gift (while avoiding more pain than you might realize).

In our leadership and project management workshops we talk about personality styles and the power of having diverse styles on teams. The varying approaches to detecting issues, solving problems, and looking at the world can keep us sharp and stretch us beyond the comfy chair of status quo.

Yet you become the average of the five people you hang with the most. In my willingness to appreciate and interact with people who can think quite differently from me, I must also stay aware of who is doing the leading and following.

Pre-adult years are so critical: hang with the wrong people and they take you down a bad path (as in "Bad character corrupts good company" in 1 Corinthians 15:33). Yet whether a teenager or a well seasoned professional, if you only hang out with like-minded people, your thinking can be complacent and too black-and-white.

How can this dilemma be resolved?

The path I'm pursuing is to surround myself with an inner core of people who are good examples, willing to speak truth to me, stretch me in a positive way, and keep me accountable. I seek extended time with these people. In this case, I'm being led, in the most positive sense. Hopefully I am able to spur them on in a positive direction as well but in this inner core (or Rohn's "five"), it's my desire to make sure it's a positive influence.

Yet I don't want to fall prey to the tainted wisdom you would find in, for example, the book The Secret. Author Rhonda Byrne recommends that if you want to avoid, say, being fat, avoid fat people. I understand a friend's weight standards can influence another's, and if someone spends extended time with a negative influence, I have no problem with reducing their exposure to that person. But Byrne's recommendations are at best incomplete and at worst repulsive.

NOTE: For a critical review of The Secret, see my new book: Shining the Light on The Secret).

Rather than avoid those who are different, I want to engage with them. However, as the title of this blog states, it's important to keep track of who is influencing who. To what degree are you influencing them? In what ways are they influencing you?

I enjoyed my discussion with this Buddhist business author, but there is nothing in the discussion that changed my worldview (not out of closed-mindedness but because the alternative worldview seems sorely lacking).

Aspiring leader, here are my challenges to you:

• Who are some of the best influences in your life? Are you spending enough time with them to spur you on in a positive direction?
• Who are some of the worst influences? Are you spending too much time with them?
• How often are you interacting with people who think differently from you? Hopefully they can expand your thinking but may I also suggest you keep an eye on whether their influence is for the better or the worse?

Surround yourself wisely, with those who influence you personally and professionally in a positive direction, and with those toward whom you can influence in a positive way.

Labels: conflict, leadership, personality styles, project management, worldview

posted by Andy at 8:59 PM  

What Shamu Can Teach You About Your Boss

One of the dirty little secrets of managing is that, over time, you'll do more managing up and out than down. But that's easier said than done. What are some important lessons learned about managing up?

I recommend Dan and Chip Heath's article in FastCompany entitled, "Your Boss is a Monkey". They take lessons from Amy Sutherland's book What Shamu Taught Me About Life, Love, and Marriage and apply them to managing "another irritable mammal: your boss."

A couple observations that aligns with how we coach leaders:

• Every interaction is training. We are constantly sending out signals to those we work with. I'm not talking about some mystical energy here. Rather, we are constantly reinforcing lessons to those around us. If we let Bob slip in 2 hours late each morning without any discussion, you've taught Bob and everyone else around him a lesson: getting to work on time isn't really that important. If we keep delivering miracles to make up for lack of process in the organization, we reinforce the belief that all that process stuff is a waste of time. What messages have you inadvertently been sending lately?




• Reinforce good behavior! This seems so obvious but we often miss opportunities to catch people doing things right! We can be black belt whiners, for sure. Reinforcing your positive expectations of people can lead to them living and performing up to your expectations. Call out the good when you see it.

I'd like to think that we humans are less susceptible to the type of manipulation that the authors are suggesting. Yet in practice I've seen it work over and over. I'm working with a coaching client right now that is learning to flip her boss a mango when he delegates instead of micro-manages. Over time, I'm optimistic there will be progress.

Keep in mind that the "monkey" article's advice to "ignore the bad behavior" has limitations. There's wisdom in not over-reacting. Counting to 10 (or 100) has saved many careers!

Yet "apparent indifference" does not always "smother the fire." In fact, for some bosses, it will pour fuel on the fire as it sends the signal that you don't care. Though the Heaths discount aligning styles and expectations as techniques, there is enormous leverage in understanding the art and science of such approaches. They are too critical to chalk up as "goody-two-shoe" training grovel.

Want to learn practical skills on how to manage up more effectively? Join our Leadership Fast Track Program starting in June! Click here for details!

Labels: accountability, influence, leadership, personality styles

posted by Andy at 9:00 AM