Managing People

How to Manage Overqualified Employees

September 16, 2020 By Nagesh Belludi Leave a Comment

Some employees are overeducated and overqualified—or think they are—for the jobs they are doing.

Such employees will find their roles not demanding enough to keep them occupied. They may not feel fully engaged in those tasks and responsibilities that they judge “beneath” them.

Toffee-nosed employees can create team tension. They can develop negative attitudes, such as a sense of entitlement about their skills (remember the FedEx “Even an MBA Can Do It” advert?) or resentment through boredom. That frustration and disillusion can ripple out and bring everyone else in the team down.

Here are two guidelines for managing overqualified employees:

To keep overqualified employees engaged, allow more autonomy, and assign them more creative assignments. Delegate longer-term projects or have them collaborate with other teams within the company. Though, be mindful that this may create even more resentment in the team towards the perceived overqualified employees. Discuss with the team why some people have been chosen for those special assignments.
Work together with the human resources staff and help the overqualified employees chart out individualized paths for climbing the corporate ladder and reach their potential. Find ways to help them acquire new skills and get exposure to other parts of the organization. Coach them to apply for roles that possibly do not yet warrant their experience and expertise. Expand their leadership capacity by assigning training and mentoring responsibilities.

Idea for Impact: Nurturing and keeping overqualified employees can create a strong foundation for tomorrow’s management team.

How to Help an Employee Who Has Too Many Loops Open at Once

September 3, 2020 By Nagesh Belludi Leave a Comment

The notion of ‘open loops’ is analogous to an internet browser with too many tabs open all together. Forcing a computer to do too much at the same time will overburden the computer’s CPU and memory. That causes lower processing speeds, even causing the browser to crash.

The same thing can happen to your employees in the workplace. Open loops add up to ongoing and unfinished mental processes—from a report that’s past due to a creative idea that has lingered on without being put into practice.

Having too many open loops restrains the time and attention employees give to specific responsibilities, stagnates performance, and breaks the team’s momentum.

Here are three ways you can help your employees handle their workload.

Encourage your employees to work through these open loops and close them one by one. Evoke the two-minute rule: a task shouldn’t be added to a to-do list if it can be done within two minutes.
Sit down with your employees, encourage them to make a list of their open loops, and prioritize the more significant open loops over the less important ones. Suggest the so-called Eisenhower Decision Matrix, named after President Dwight D. Eisenhower, who famously said, “The urgent are not important, and the important are never urgent.”
Buy them a copy of David Allen’s Getting Things Done (2001.) This best-selling time-management guidebook can show your employees how to examine all their open loops and “stuff” in the office—information, ideas, emails, projects, expectations, and even people—into a sensible, meaningful system. Once organized, your employees can relentlessly “process” and sort out all open loops to conclusion. The resulting streamlined information flow can keep employees free from persistent worrying.

Lessons from Drucker: Manage People, Not Things

August 13, 2020 By Nagesh Belludi Leave a Comment

One of Peter Drucker’s big ideas was the notion of management as a “liberal art.” In The New Realities (1950,) Drucker argued that effective managers need a wide-ranging knowledge on subjects as varied as psychology, science—even religion.

Management is a liberal art—“liberal” because it deals with the fundamentals of knowledge, self-knowledge, wisdom, and leadership; “art” because it deals with practice and application.

Management deals with people, their values, their growth and development—and this makes it a humanity. So does its concern with, and impact on, social structure and the community. Indeed… management is deeply involved in spiritual concerns—the nature of man, good and evil.

Managers draw on all the knowledge and insights of the humanities and the social sciences—on psychology and philosophy, on economics and on history, on the physical sciences and on ethics.

Idea for Impact: Management has become more about numbers and processes than about people

Manage people, not things.

A wise manager is a well-rounded one—somebody who understands and can leverage, in Drucker’s words, “the nature of man.”

Understand your employees. Understand how they think and act. Know what makes them tick—what drives them, what motivates them, what their aspirations are. Acquaint yourself to different approaches to management based on different sets of values. Individualize your management approach.

Use this understanding to create a productive work environment—that’s your foremost responsibility as a manager.

Flattery Will Get You Nowhere

August 11, 2020 By Nagesh Belludi Leave a Comment

Flattery has had a bad name since the Greeks. Over 2,000 years ago, Publilius Syrus, the Latin writer of mimes and dramatic sketches, warned, “Flattery was formerly a vice; it has now become the fashion.”

Flattery continues to be an obligatory weapon in all manner of political and personal influence. Richard Stengel’s A Brief History of Flattery (2000) lists over 200 synonyms for “to flatter” and “flattery.”

A trio of marketing professors conducted a set of experiments using a sunglasses kiosk. The sales clerks flattered customers either during the sale, after the sale, or not at all. Then, researchers asked the shoppers to evaluate the trustworthiness of the clerks.

Turns out that the customers could see through it. Flattery, whether it comes during or after the sale, reduced the customer’s perception of the clerk’s trustworthiness. Without conscious reflection, flattery made the customers distrust the salesclerks:

Our findings show that even when it was obvious the compliment didn’t serve any underlying sales motive, the participants didn’t trust what the sales agent had to say.

In a way, it’s sad that the marketplace has become so suspicious, but it seems that when someone flatters us, we get our back up even if it’s not called for. It’s the consumers’ default position to react negatively to what is perceived as an attempt to manipulate them.

Idea for Impact: Don’t try to sway anybody by unsavory flattery and ingratiation.

Flattery is an inducement that seems great initially but leaves a horrid aftertaste. People will eat up your flattery if they’re starving for affection, but undue adulation isn’t as appealing as honest, sincere appreciation.

What’s Wrong With Giving Advice

August 10, 2020 By Nagesh Belludi Leave a Comment

“It is a pleasure to give advice, humiliating to need it, normal to ignore it,” somebody once remarked.

What really happens when you offer advice is … you instinctively send a message to the other person that they don’t have the resources to solve the problem themselves.

Your advice is probably rooted in your expectations, not in the understanding of the other

The best way to give advice is to not give any advice at all but to listen attentively and emphatically.

People who relate their problems don’t really want your advice, even if they seek to sound you out about a problem.

They want you to listen to their problem, perhaps ask open-ended questions to help them think through the problem, and help them explore the options they have.

People Want You to Listen, Not to Talk

Clinical psychologist Lisa Damour notes that parents can’t help but offer direct solutions to their kids’ problems. In her insightful ‘Adolescence’column for the New York Times, Damour suggests,

Rushing in with suggestions carries the risk that it may strike our teenagers as a vote of no confidence when they are mainly seeking our reassurance that they can handle whatever life throws at them.

Instead of proposing solutions, we might bolster adolescents as they sort things out. Saying, “I’ve seen you get through things like this before” or “This is tough, but you are too” can effectively loan teenagers a bit of perspective and confidence when their own feels shaken.

Even teenagers who have already addressed a problem may still seek our reassurance. [A teenager] said she sometimes tells her parents “about a situation and what I did to solve it” in order to get validation that she made the right choice. When this happens, she says she’s “not really looking for their solution, just checking that they think I did the right thing with my limited problem-solving experience.”

Adolescents often feel vulnerable, perhaps especially so when they open up to adults about their jams and scrapes. In these moments, well-intentioned guidance can land like criticism, and lectures or “I-told-you-so”s—however warranted—may feel like outright attacks.

More often than not, offering our teenagers an ear, empathy, and encouragement gives them what they came for. If your teenager wants help solving the problem, divide the issue into categories: what can be changed and what cannot. For the first type, focus on the needs your teenager identifies and work together to brainstorm solutions. For the second type, help them come to terms with the things they cannot control.

Often People Want You to Listen—Sharing is an Act of Self-Reflection

When people open the door of their confidence, tread delicately.

Open the ear of your heart. Don’t impose your perspective, but help them find a solution that works for them.

To empathize, say, “You are in a tough situation,” “gee, that stinks, it totally not fair to you,” “I understand why you feel this way,” “You have every right to be offended,” or “I’m so sorry you have to face this kind of difficulty right now.”
To help clarify, say, “I might be wrong, but it seems to me …,” “Are you concerned that …,” or “what if ….”
To expand perspective, say, “This may seem like a big deal at this time, but how will you feel about this in a week? A month? A year?” or “what do you think is the worst fallout of this?”

Idea for Impact: Often, the Best Advice You Can Give is Not Providing Any At All

If pressed to offer an opinion, tease out the options they’re considering. Ask, “What do you think you ought to do?” or “What would you like to happen?”

Don’t offer a solution that pleases you more than it does the other. The best solution to a problem somebody is facing is the one that works for the other person, not you.

Putting the WOW in Customer Service // Book Summary of Tony Hsieh’s Delivering Happiness

July 30, 2020 By Nagesh Belludi Leave a Comment

To keep your customers in the present day, you can’t be content just to please them. If you want your business to thrive, you have to produce enthusiastic aficionados—customers who’re so keyed up about how you treat them that they want to tell stories about you. These customers and their cult-like loyalty become a key element of your sales force.

American entrepreneur Tony Hsieh built the online retail store Zappos on the fundamental idea that great service is not a happenstance. It starts when leaders decide what kind of experience they want their customers to have—and articulate that approach in a clear mission and vision. As in the case of luxury hotel chain Ritz-Carlton, leaders keep the mission alive by empowering their employees to go the extra mile for the customer. Above all, when it comes from the heart, great customer service keeps customers coming back over and over.

In Delivering Happiness: A Path to Profits, Passion, and Purpose (2010,) Hsieh discusses the importance of cultivating happiness as a launch pad to better results for your business.

How Zappos Profits from The Happiness Business

Hsieh did not create Zappos. He was one of the startup’s initial investors but got sucked in to help the original founder after six years. Zappos operated in survival mode for a while. As it began to outlive its financial struggles, Hsieh and his leadership team went about building an intentional corporate culture dedicated to employee empowerment and the promise of delivering happiness through a valued workforce and devoted customers.

Over the years, the number one driver of our growth at Zappos has been repeat customers and word of mouth. Our philosophy has been to take most of the money we would have spent on paid advertising and invest it into customer service and the customer experience instead, letting our customers do the marketing for us through word of mouth.

Hsieh tells his entrepreneurial life experiences, often presenting biographical stories to make his line of reasoning. Many great entrepreneurs got started early, and Hsieh is no exception. He started with worm-farming (age 7,) button-making (elementary school,) magic tricks involving dental dams (high school,) burger joint (college,) and web-consulting (post-college) before having considerable financial success with the internet advertising firm LinkExchange (sold in 1998 to Microsoft for $265 million.)

In 2009, Hsieh sold Zappos to Amazon for $847 million under pressure from Sequoia Capital, a major financier of Zappos. As a point of reference, Hsieh later recalled,

Some board members had always viewed our company culture as a pet project—“Tony’s social experiments,” they called it. I disagreed. I believe that getting the culture right is the most important thing a company can do. But the board took the conventional view–namely, that a business should focus on profitability first and then use the profits to do nice things for its employees. The board’s attitude was that my “social experiments” might make for good PR but that they didn’t move the overall business forward. The board wanted me, or whoever was CEO, to spend less time on worrying about employee happiness and more time selling shoes.

How Zappos Fostered a Culture and a Business Model Based on the Notion of Happiness

Delivering Happiness - Tony Hsieh of Zappos Zappos’s corporate culture is guided by ten core values, which aspire to empower employees, create a sense of community in the workplace (employees are encouraged to “create fun and a little weirdness” in the office and build personal connections with colleagues,) and serve a higher purpose beyond bottom-line metrics.

Zappos’s core values include: deliver WOW through service (#1,) be humble (#10,) do more with less (#8,) be passionate and determined (#9,) and create fun and a little weirdness (#3.)
Zappos wants only those employees who really want to work for the company. All new employees attend a four-week training program that immerses them in the company’s strategy, culture, and customer-obsession. Zappos offers $2,000 to walk out at the end of the first week, and the offer stands until the end of the fourth week. Only a small number of new employees take the offer.
Zappos challenges all employees to make at least one improvement every week. Allowing employees to improve the tasks they’re doing and enhancing the processes that they’re responsible for executing allows them to make their jobs more meaningful.
Instead of measuring call center efficiency by the time each call center operator spends on the phone with a customer, Zappos developed its own scorecards. Zappos quantifies such things as the personal and emotional connections operators make with customers using measures such as measuring the number of thank you cards.

Zappos is Obsessed with Impressing Customers

By focusing on company culture, everything else—such as building a brand with sustained revenue growth, fast turnaround times at warehouses, and passionate employees—fell into place.

Happiness is really just about four things: perceived control, perceived progress, connectedness (number and depth of your relationships,) and vision/meaning (being part of something bigger than yourself.)

Recommendation: Read Tony Hsieh’s Delivering Happiness. This insightful tome is brimming with practicable ideas on customer service, building a positive company culture, best hiring practices, how to motivate and train your team, and setting business goals and values. The core elements of Zappos’s DNA—purpose, happiness, culture, and profits—are an effective framework for making happiness a business model.

Leaders Need to Be Strong and Avoid Instilling Fear

July 14, 2020 By Nagesh Belludi Leave a Comment

Fear is many a leader’s dirty little secret. He can use it when he’s either unwilling or unable to persuade his team to work together to achieve a specific goal.

Sure, fear gets results. However, it does so at a great cost.

Fear can be enormously helpful for spurring change, particularly during periods of acute threat. But fear can backfire under certain circumstances, especially when creativity is necessary. Using fear and intimidation as a motivator only shuts down people’s brains.

People don’t always think and act rationally when they’re afraid. Fear and anxiety make it more difficult to have their energy and enthusiasm to keep going.

A leader needs to be strong without instilling fear. Often all a leader can do to motivate people is to foster a workplace wherein people feel safe bringing themselves to work.

People can contribute, be creative, and be motivated internally. There’s no need to watch them like a hawk, micromanage excessively, track every move they make, question every decision, or enact rules that make people feel constrained and under surveillance.

Idea for Impact: Steer clear of a tyrannical management style. Use feedback and coaching to be considerate and encouraging whenever you can be, and tough when you must be.

Good Boss in a Bad Company or Bad Boss in a Good Company?

July 9, 2020 By Nagesh Belludi 1 Comment

Who would you work for: a good boss in a mediocre company or a bad boss in a good company?

Without a doubt, your boss matters more than you realize. Having a good boss is one of work-life’s greatest experiences. A good boss can make work fun and meaningful and enriching.

Alas, the system of finding jobs is designed to let bosses pick employees, not the other way. You can’t expect to work at all times under a good boss.

Neither will you always have a chance to choose your boss (or your subordinates for that matter.) You’ll need to learn to get along with all sorts of people.

The Surprising Benefits of a Bad Boss

There’re quite a few reasons you’ll be better off for having endured a boss who’s insensitive, moody, manipulative, bad-tempered, or just plain incompetent.

If the boss is very good at doing something that you aspire to become good at, it worth your while to learn from a master in action. Vogue editor-in-chief Anna Wintour, portrayed brilliantly by actress Meryl Streep in the movie The Devil Wears Prada (2006,) may be a terrible pain to work for, but she knows more about the fashion business than just about anybody else. Working as her assistant is a priceless experience, not to mention the exposure to some of the most influential people in the world of fashion.
If you have your antennae up, you can learn a lot about good management by working under a bad manager.
A stint at a company with an excellent reputation will give you a precious career credential down the road.

A Bad Boss Doesn’t Last Forever

All bosses—good and bad—will leave in due course. They’ll move up, out, or sideways. Organizational changes are widespread in good companies, and personnel departments tend to identify bad bosses and move them around.

Most companies make it easy to move between teams and groups. You can network your way into a fresh opportunity—perhaps with a better boss—within the company.

Think in terms of short-term pains and long-term gains. For the time being, working for a bad boss can a nightmare even in a good company. But in the long-term, until you or your boss can move on, you’ll have to make the best of the learning and networking opportunities.

You Can’t Always Pick Your Own Boss

Be mindful of the organization’s perception of you—do not allow your rocky relationship with your boss to typecast you as a “can’t-get-along.”

One of the best things about working in good companies is networking and becoming known to the people who matter. You can seek doors to new worlds, look for mentors who can guide your career’s progress, and scout job opportunities in other departments. Managers tend to fill up many internal job openings with candidates they have in mind already.

Why Your Employees Don’t Trust You—and What to Do About it

June 25, 2020 By Nagesh Belludi Leave a Comment

If you have trouble getting employees to trust you, perhaps one—or more—of the following reasons are to blame:

You don’t model what you say.
You make promises you can’t keep.
You guard and selectively disclose information.
You don’t allow your employees to exercise their judgment.
You ask for input from your employees and ignore them.
You seek to monitor everything—including time spent on social media.
You tend to shift the blame.
You avoid giving credit where credit is due.
You ignore workplace concerns and problems until they become more significant problems.
You have double standards (employees tend to be especially very alert to this.)

Management scholars have suggested that trustworthiness entails three attributes: competence to perform tasks reliably (your ability,) having benign intentions (your benevolence,) and acting consistently with sound ethical principles such as fairmindedness, sincerity, and honesty (your integrity.) If you can exhibit these three attributes credibly and dependably, all will trust you. Get any of these three attributes wrong, and your standing will suffer.

Here are a few actions you can take to rebuild trust within your organization:

Communicate openly. Listen. Value everyone’s opinions equally. Involve employees in decision-making. Be as transparent as possible.
Empower employees. Encourage them to use their best judgment to identify and solve problems. Don’t be unnecessarily rigid with enforcing rules.
Make everyone accountable. Take responsibility. Invite and listen to feedback. Communicate expectations. Invest in commitments.

Idea for Impact: Trust is reshaped—strengthened or undermined—in every encounter

If your employees don’t trust you, then they won’t do what you need them to, and they won’t stick around long.

Trust is a consequence of your actions, not merely an intention or message. Trust is truly behavioral; it is complicated and fragile. Trust must be hard-fought, hard-earned, and hard-won every day, through actions, not words.

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Managing People

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Idea for Impact: Management has become more about numbers and processes than about people

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Your advice is probably rooted in your expectations, not in the understanding of the other

People Want You to Listen, Not to Talk

Often People Want You to Listen—Sharing is an Act of Self-Reflection

Idea for Impact: Often, the Best Advice You Can Give is Not Providing Any At All

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How Zappos Profits from The Happiness Business

How Zappos Fostered a Culture and a Business Model Based on the Notion of Happiness

Zappos is Obsessed with Impressing Customers

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The Surprising Benefits of a Bad Boss

A Bad Boss Doesn’t Last Forever

You Can’t Always Pick Your Own Boss

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Idea for Impact: Trust is reshaped—strengthened or undermined—in every encounter

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