Great Manager

Don’t One-up Others’ Ideas

October 15, 2019 by Nagesh Belludi Leave a Comment

A manager who has the tendency to put his oar in his employees’ ideas ends up killing their ownership of ideas. This diminishes their motivation and performance.

When employees feel disrespected or unappreciated, survival instincts will kick in—employees turn inward and stop participating fully in their teams. It will only erode their commitment and led to poor results.

People Tend to Reject Ideas Offered by Others in Favor of Their Own

In the bestselling What Got You Here Won’t Get You There (2007,) the celebrated leadership coach Marshall Goldsmith describes this behavior as the tendency to “add too much value.”

If you’re inclined to get wrapped up in adding your two cents and improving the quality of an idea a little, you may devalue an employee’s commitment to execute the idea:

Imagine an energetic, enthusiastic employee comes into your office with an idea. She excitedly shares the idea with you. You think it’s a great idea. Instead of saying, “Great idea!” you say, “That’s a nice idea. Why don’t you add this to it?” What does this do? It deflates her enthusiasm; it dampers her commitment. While the quality of the idea may go up 5 percent, her commitment to execute it may go down 50 percent. That’s because it’s no longer her idea, it’s now your idea.

Don't One-up Others' Ideas

Effective Coaching is Helping Others Discover Insights

Focus on helping others discover insights—not by solving the problem for them, but by helping them improve how they’re thinking about the problem.

If you have an idea that the other must hear, don’t tell them immediately. Use Socratic questioning to tease the idea out of them.
Examine how you hand out ideas. Resist the temptation to add your advice. Before you propose an idea, pause and ask yourself, “Is it worth it?”
Avoid declarative statements such as “you should …” or “I think … .”
The higher up you go in an organization, the more your suggestions become interpreted as orders.
Don’t marginalize the concerns of your team members in the interest of moving your ideas forward. Ignoring employees’ inputs can send a message to the entire team that you’re not actually looking for their creative ideas, but that you’ve got your own agenda and just want them to rubberstamp it.
Get your team involved early. People are more motivated to do the things they have to do if they are part of the planning and strategy.

Idea for Impact: Improve your team performance by encouraging better thinking, not by handing out advice.

Don’t give unsolicited advice. Don’t make team decisions to which you—but nobody else—is committed. Learn to persuade others to see things your way by tapping into their talents, passions, and abilities.

Remember, being an effective manager is not about winning yourself; it’s about making other people winners.

Fire Fast—It’s Heartless to Hang on to Bad Employees

August 27, 2019 by Nagesh Belludi Leave a Comment

Firing is About an Underlying Commitment to Retaining Great People

The former General Electric leader Jack Welch earned the moniker “Neutron Jack” for sacking some 100,000 employees in the early years of his tenure as chief executive. Welch defended the dismissals by emphasizing that it would have been far more heartless to keep those employees and lay them off later when they had little chance of reinventing their careers. The dismissals were part of his deliberate efforts to establish a corporate culture that emphasized honest feedback and where only the “A players” got to stay.

Many Fired Employees Feel Surprised That the Axe Didn’t Fall Sooner

Fire Fast---It's Heartless to Hang on to Bad Employees Managers know that ending a bad fit sooner is better than doing it later. Firing a bad employee is often better for both the employee leaving and the employees remaining.

Then again, many managers hesitate because firing is awfully difficult. No one likes to fire people. Looking an employee straight in the eye and telling he’ll no longer have a job is one of the harshest things a manager will ever have to do.

Besides, some managers are so uncomfortable with conflict that they are unwilling to deal directly and honestly with a problem employee, not to mention of confronting the risk of a wrongful termination claim.

If an Employee is Not Working out for You, Fire Fast

By holding on to a bad employee, you are really doing a disservice to the employee. Forcing a person to be something he’s are not, and giving him the same corrective feedback—week after week and quarter after quarter—is neither sustainable nor considerate. Trying to keep the employee in the wrong role prevents his personal and professional evolution.

Give the employee a chance to turn the situation around—people can change.
Try to find him an appropriate role within your company. Recall the old Zen poem,

Faults and delusions
Are not to be got rid of
Just blindly.
Look at the astringent persimmons!
They turn into the sweet dried ones.

However, if the employee is a truly bad fit, reassigning him just shifts the problem to a different part of the company.
If your efforts to remediate a bad employee haven’t worked out, cut your losses and fire him promptly. Help the employee move on to a job or a company where the fit is much better.

Idea for Impact: It is much worse to retain someone who is not suited for his job than it is to fire him. Help him find a new role quickly and land on his feet.

How to Hire People Who Are Smarter Than You Are

June 27, 2019 by Nagesh Belludi Leave a Comment

Apple’s Steve Jobs frequently pointed to the risk of a “bozo explosion,” which is what happens within a company that makes the mistake of hiring B-grade managers early on. As the company expands, these bozos—Jobs’s label for well-meaning, but less-competent managers—tend to emerge through the ranks and run important divisions of the company.

When bozos hire other people, they prefer to hire bozos. As entrepreneur (and bonafide Steve Jobs’s coattail-rider) Guy Kawasaki explains, “B players hire C players so they can feel superior to them, and C players hire D players.” Lo and behold, entire divisions are soon swarming with hordes of bozos.

How to Prevent a Bozo Explosion

The heuristic “hire people smarter than you” is obvious enough, but, every so often, smart people can be a terrible fit within your team.

In this Startup School 2013 interview with venture capitalist Paul Graham, Facebook’s Mark Zuckerberg offers a better heuristic to hiring and keeping smart people who aren’t jerks and can get things done:

What’s the right heuristic for determining if someone is really good? Over time, what I figured out was that the only actual way to let someone analyze whether someone was really good was if they would work for that person. I don’t think that needs to recurse too many levels down in the organization but I basically think that’s a really good heuristic. I believe that. If you look at my management team today if we were in an alternate universe and I hadn’t started the company it would be an honor to work for any of these people. I think if you build a company that has those kind of values, rather than just saying ‘oh I want to hire the best person I can find’ or whatever, if you hold yourself to that standard then I think you’ll build a pretty strong company.

Idea for Impact: Mediocre managers often feel threatened by employees who seem more intelligent than they are, and could potentially pinch their jobs. In contrast, a wise manager knows that she reveals well on her own ability to discover and nurture talent.

As with advertising tycoon David Ogilvy‘s Russian nesting dolls metaphor for building “a company of giants,” insist that managers hire folks who are better than themselves. For example, a product manager should hire a designer who is better at design than the manager is, not worse.
Insist that each interviewer ask themselves of job candidates, “Would I want to work for this person?”
Remember, the best don’t come cheap.

How to Prevent Employee Exhaustion

November 8, 2018 by Nagesh Belludi Leave a Comment

How to Prevent Employee Exhaustion Feeling exhausted, irritated, unhappy, and lacking in control are all signs of burnout—a temporary decline in an employee’s well-being.

If you notice a drop in energy, motivation, or productivity, try these simple ways to help combat employee exhaustion:

Clarify expectations
Where possible, lower the standards and relax the deadlines. Encourage less perfection.
Give employees the right tools and resources that they need to do their job effectively
Allocate some tasks to other employees
Appreciate, reward, recognize
Give employees some time off
Reduce travel and meetings
Offer counseling and mentoring

Employee stress and problems at work that are not dealt with effectively can quickly spill out into other parts of an employee’s life. In fact, many marriages go bad when stress at work is at its worst: people use up all their willpower on the job; their home lives suffer because they give much to their work.

Make employee welfare a key area of focus to promote better work environments and keep employees engaged.

How Far You’ve Come

August 2, 2018 by Nagesh Belludi Leave a Comment

While browsing through advertising genius David Ogilvy’s The Unpublished David Ogilvy, I stumbled across a mention to a 1964 letter of introduction that Ogilvy received from a gifted job-applicant.

Ogilvy calls this “the best job application letter I have ever received.” The first paragraph announces,

My father was in charge of the men’s lavatory at the Ritz Hotel. My mother was a chambermaid at the same hotel. I was educated at the London School of Economics.

Ray Taylor, that aspirant, became an Ogilvy & Mather copywriter.

It reminded me of a quotation from the American priest Henry Ward Beecher: “We should not judge people by their peak of excellence; but by the distance they have traveled from the point where they started.”

Idea for Impact: Appreciate how far you’ve (and others have) come.

No Boss Likes a Surprise—Good or Bad

January 16, 2018 by Nagesh Belludi Leave a Comment

Never surprise the boss, particularly on potentially volatile issues that could affect your project’s timeline, budget, or performance.

Even good surprises can backfire. Many an example exists of employees bringing the boss what they believe were good news, only to realize later that that the surprises weren’t so good after all.

Consider the following example of a Boeing test pilot pulling off a shocking stunt on a prototype aircraft, much to the exasperation of his company’s leadership.

A Reckless Stunt That Created a Buzz

Boeing 707 Dash 80 prototype The Boeing 707 was America’s first passenger jet aircraft. Prior to the 707, which entered service in 1958, air travel was mostly limited to the affluent—and even they were hesitant about air travel’s safety. The 707’s in-service safety record and its economic characteristics quickly made travel more accessible and dependable. The 707 ushered in the Jet Age.

But for Boeing, today’s leading aircraft manufacturer, developing the 707 was a big gamble. The 707 had no orders, and Boeing embarked on its development entirely on the wager of its prospective commercial success. When the aircraft’s design commenced in 1951, Boeing’s estimated development costs were $16 million. That was roughly 20% of the company’s value, and more than twice its yearly profits—nearly all of which originated from military contracts.

The Demonstration That Was Far from What the Boss Had Authorized

Boeing built its first and only 707 prototype aircraft in 1955. The company’s leadership decided to show off the aircraft at Seattle’s Seafare Hydroplane races on August 7, 1955.

The display plan was to have Boeing’s Chief Test Pilot, Alvin “Tex” Johnston, do one low pass over the racecourse so that the airline executives, industry pundits, and government officials who attended the high-profile event could witness Boeing’s new undertaking.

Johnston had other plans. In his mind, the audience needed to be sold on the plane’s performance and safety. Seized by the impulse to flaunt the agility of the 707, Johnston had a little more in mind than just an unpretentious flyby.

During the in-air demonstration (see YouTube video,) with the aircraft soaring over Seattle’s Lake Washington, Johnston suddenly pulled back on the controls, and the plane started to climb at a speed of 400 miles per hour. Then, he did a complete 360-degree roll and flew the plane upside down for a moment. As the crowd watched in shock and amazement, Johnston did a second barrel role.

Overconfident Employee, Furious Boss

Alvin Melvin (Tex) Johnston, Boeing Test Pilot In the startled crowd was Boeing’s legendary president William “Bill” Allen. Allen, who had authorized no more than a simple flyby, thought that Johnston’s first barrel role was a mistake. When Allen witnessed the second barrel roll, he feared that either Johnston had lost his mind, or the aircraft was in grave trouble.

According to Robert J. Sterling’s Legend & Legacy: The Story of Boeing and Its People (1991,) Allen summoned Johnston into his office the next day. Allen demanded an explanation and inquired why Johnston had foolishly risked the company’s only prototype.

Pleased with his successful accomplishment, Johnston offered a simple explanation, “I was selling airplanes.” Johnston explained that he had previously tested barrel rolls on the prototype, and it was a safe maneuver. He hadn’t risked the aircraft at all.

Allen reproached Johnston and told him that he appreciated the efforts, but Johnston was never to do anything that had not been approved previously.

Never Let Your Boss Be Surprised by Bad News

If there is only one thing worse than delivering bad news, it’s not delivering bad news as soon as you know that some trouble is brewing.

No boss wants to hear about any looming issue from some third party—especially if it could be worrying—and put her on the spot with her peers and superiors.

When you fail to report any bad news, you are leaving your boss exposed to being blindsided with a potential problem, and the perception that your boss doesn’t have control of her organization.

Idea for Impact: A Good Employee is Predictably Excellent

The surest way to delight your boss is by setting the right expectations, discussing and coordinating on a plan of action, and delivering on her expectations of your performance.

When the status of important any project changes, make it a priority to bring your boss and other affected constituents up to date. If, right from the beginning, you’ve made the true picture clear, your boss may be less surprised with the bad and the good.

Never surprise your boss—just keep her clued-in on a regular basis.

Seven Easy Ways to Motivate Employees and Increase Productivity

January 10, 2018 by Nagesh Belludi Leave a Comment

If you’re a manager, you can become a motivator by inspiring your employees to high performance—and produce beyond the ordinary.

Purpose. Even the mundane can become meaningful in a larger context. Howard Schultz, the founder and CEO of Starbucks once said about providing propose, “People want to be part of something larger than themselves. They want to be part of something they’re really proud of, that they’ll fight for, sacrifice for, that they trust.” Sometimes that’s all people need to get their skates on—because nothing is worse than feeling that they’re are stuck doing a meaningless task.
Autonomy. Empower people to innovate and make decisions. Be clear about performance expectations. Reduce your direct supervision of their work. Don’t micromanage.
Appreciation. Reward your employees’ small as well as big successes. Recognition is easy and need not be expensive and time-consuming.
Involvement. Interact directly with frontline employees, observe their work, solicit their opinions, seek ideas for improvement, and work directly with the frontline to identify and resolve problems. Encourage employees to talk about the “undiscussable,” even if others don’t want to hear it.
Challenge. Put people in situations where they can grow, learn new skills, and gain new knowledge.
Urgency. Disregard command-and-control and, instead, become an expediter and facilitate your employees getting their job done. The pioneering management guru Peter Drucker encouraged managers to frequently ask of employees the one question that can initiate more improvement than any other: “What do I do that wastes your time without contributing to your effectiveness?”
Empathy. Care about your employees’ success and give them hope about their performance. Be sincere. Demonstrate you value differing opinions.

Idea for Impact: The bottom line on motivation is this: People know what motivates them. Ask them. You may not have any idea what they want.

A Sense of Urgency

December 18, 2017 by Nagesh Belludi Leave a Comment

The most successful managers I know are highly attentive of their colleagues’ sense of urgency and incessantly adapt to them.

In his excellent Steve Jobs biography, Walter Isaacson evokes Apple CEO (and operations wizard) Tim Cook‘s responsiveness and a sense of urgency:

At a meeting early in his tenure, Cook was told of a problem with one of Apple’s Chinese suppliers. “This is really bad,” he said. “Someone should be in China driving this.” Thirty minutes later he looked at an operations executive sitting at the table and unemotionally asked, “Why are you still here?” The executive stood up, drove directly to the San Francisco airport, and bought a ticket to China. He became one of Cook’s top deputies.

Idea for Impact: Bosses and customers often respond more positively to your focus on creating a sense of urgency before emerging problems erupt in a crisis.

Don’t Lead a Dysfunctional Team

November 22, 2017 by Nagesh Belludi Leave a Comment

The difference between functional and dysfunctional teams often boils down to effective team leadership. If you’ve been asked to lead a team, you’ll get more from your team members if you know what’s expected of the team, and manage your roles and responsibilities.

Define the charter. Find out what your customers want. Find out how much latitude your team has—decision-making, reporting procedure, access to resources and information. Make sure there’s organizational support for these matters.
Build on strengths. If team members are selected for you, determine what each person can contribute to the team’s effort. Ask members to identify their strengths.
Set ground rules. Discuss how the team will operate. Be clear about performance expectations. If necessary, write down the rules agreed upon by team members.
Develop a mission and goals. Get your team talking about what needs to get done, by whom, and when.
“Herd the sheep.” Part of your job is to be a sheepdog. Keep people together and herd them toward goals.
Break up conflicts. Disagreements are fine, even healthy, but outright hostility or anger is counterproductive. Stop the discussion, clarify positions, and try to find areas of agreement.
Avoid groupthink. Don’t compromise too much for the sake of consensus, harmony, and “esprit de corps.” Don’t settle on the lowest-common-denominator decision upon which everybody agrees.
Build bridges. Keep your sponsor, your manager, and each team member’s boss informed of the progress of the team’s assignment.
Be visible. Any crisis calls for constant, candid communication. Knowing how to step up your communications efforts to the right levels during confusion is a powerful tool in managing a crisis.
Captain the ship. You’re responsible for your team’s every outcome—good or bad. You are wholly accountable for everything that happens under your authority. Never pass the blame should things go wrong.
Make the work fun. Give your team lots of recognition. Celebrate the team’s accomplishments.
Establish freedom and autonomy. Empower team members to innovate and make decisions. Encourage all ideas and make sure that they are respected, no matter how strange they may sound. Micromanage only when you must.
Assess performance. Periodically, ask the team to rate its performance. Resolve any problems as quickly as possible.
Get stuff done. Don’t lose sight of your goals and your mission. The only thing that matters is the relevant results.

Competency Modeling: How to Hire and Promote the Best

October 16, 2017 by Nagesh Belludi Leave a Comment

Standardized tests, intelligence exams, and personality assessments have been in vogue for centuries for selecting job candidates and promoting employees. For instance,

In Plato’s Greece, civil service candidates were required to pass difficult physical and cognitive tests.
In China, the Han and Tang dynasties administered tests of literary style and the classics to hire the establishment bureaucrats. Aspirants were required to pass multiple three-day provincial exams and then take a final exam in the imperial capital.

Modern hiring practices have centered on the idea of competencies—specific behaviors, skills, knowledge, and pertinent experiences—identified for successful job performance.

Harvard psychologist David McClelland first proposed the idea of ‘competence’. In 1973, he introduced a then-revolutionary idea that transformed how companies hire and promote people. In his influential paper, titled “Testing for Competence Rather than for Intelligence,” McClelland made a case that a candidate’s GPA, IQ, or scores from intelligence or aptitude tests were not all as valid predictors of job success as was then imagined.

McClelland argued that another set of factors—“competences”—were better measures for explaining job success. To hire the best person for any job, McClelland recommended that organizations,

Begin by analyzing people who now have the job and people who held that job previously.
Classify the star performers—say the top 10%—by some logical and meaningful metric.
Compare the star performers to people who are merely average by a systematic method.
Identify the traits, characteristics, and behaviors in the star performers and not in the average performers.
Hire and promote people who have demonstrated the distinct traits and behaviors of the star performers.

Competency Modeling - How to Hire and Promote the Best Over the years, McClelland’s paper has evolved into “competency modeling,” a widespread methodology that is now at the heart of how many companies manage talent and achieve professional development for employees.

Not only are competencies often hard to define and understand, but testing for competencies through simulation or evidence is very difficult. Not to mention of how hard it is to assess employees quickly. Hence, at many “competency-driven” companies, human resources departments have dedicated teams to develop and implement competency models (see example from 3M, the Minnesota-based industrial and consumer products) to hire, train, evaluate, and promote employees.

Competency models form the baseline criteria for identifying high-potential employees, and succession management procedures.

Great Manager

People Tend to Reject Ideas Offered by Others in Favor of Their Own

Effective Coaching is Helping Others Discover Insights

Idea for Impact: Improve your team performance by encouraging better thinking, not by handing out advice.

Wondering what to read next?

Firing is About an Underlying Commitment to Retaining Great People

Many Fired Employees Feel Surprised That the Axe Didn’t Fall Sooner

If an Employee is Not Working out for You, Fire Fast

Wondering what to read next?

How to Prevent a Bozo Explosion

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A Reckless Stunt That Created a Buzz

The Demonstration That Was Far from What the Boss Had Authorized

Overconfident Employee, Furious Boss

Never Let Your Boss Be Surprised by Bad News

Idea for Impact: A Good Employee is Predictably Excellent

Wondering what to read next?

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