Right Attitudes

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Great Manager

Create a Diversity and Inclusion Policy

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The moral and business cases for diversity are well known—a diverse and inclusive workplace earns deeper trust and more commitment from their employees.

Create a Diversity and Inclusion Policy Having a diversity and inclusion policy is simply the right thing to do—leaders have to make their values and intentions clear.

As a company, you’re not legally required to have a written diversity and inclusion policy. Nevertheless, it’s a good idea to create and actively use one.

Diversity and inclusion are ongoing initiatives—not one-off training. (Sadly, diversity classes are sometimes just a tactic for reducing employee lawsuits.) A policy encourages your employees to treat others equally with civility and decency and helps managers value employees for their strengths.

In many discrimination claims, employers may have a defense if they can show that they took all reasonable steps to deter discrimination. A comprehensive policy and recent appropriate training can help employers distance themselves from liability for acts such as harassment by an individual perpetrator employed by your company.

A policy also demonstrates that your company takes its legal and moral responsibilities towards being a diverse and inclusive employer earnestly.

Idea for Impact: A strong diversity and inclusion policy can help your company embed good practices—not only across your organization but also throughout your supply chains, including the customers and the communities your company serves.

Wondering what to read next?

  1. The Duplicity of Corporate Diversity Initiatives
  2. How to Handle Employees who Moonlight
  3. Eight Ways to Keep Your Star Employees Around
  4. How to Manage Overqualified Employees
  5. Fire Fast—It’s Heartless to Hang on to Bad Employees

Five Rules for Leadership Success // Summary of Dave Ulrich’s ‘The Leadership Code’

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The key to success in any discipline is to figure out the few things that must be done really well and to get those basics right. But so many leaders fail on the fundamentals—and don’t even realize it.

The real implication of leadership has been buried deep over the years: leadership isn’t about the position but about who you are and the responsibility you can undertake. Leadership consultants Dave Ulrich, Norm Smallwood, and Kate Sweetman’s The Leadership Code: Five Rules to Lead By (2009) argues that everything you ever need to know about leadership comes down to five straightforward rules.

If you understand these rules and put them into practice, you can’t fail to spur others and enrich teams, organizations, or communities.

'The Leadership Code' by Dave Ulrich (ISBN 1422119017) Rule 1: Be A Strategist. Deliberate leaders answer the question “Where are we going?” and mull over multiple time frames. They institute a great enough sense of urgency and remove impediments to the new vision. They anticipate the future and work with others to determine how to advance from the present to the desired future. Shape the future.

Rule 2: Be an Executor. The “executor” aspect of leadership focuses on the question, “How will we make sure we get to where we are going?” Effective leaders understand how to make change happen, assign accountability, assess plans, coordinate efforts, and share information that should be incorporated into strategies. Make things happen.

Rule 3: Be a Talent Manager. Leaders who engage talent now answer the question, “Who goes with us on our business journey?” They select the right people for the right job and ensure that people have the right tools and autonomy to succeed. Leaders foster an inviting organization, create a high level of performance and passion, and continuously monitor problems that need to be fixed. Engage today’s talent.

Rule 4: Be a Human Capital Developer. Leaders who are talent developers answer the question, “Who stays and sustains the organization for the next generation?” Leaders take the time to become aware of how future trends could affect their organizations. They position their teams to win by bearing in mind the longer-term competencies required for future strategic success. Build the next generation.

Rule 5: Be Proficient. Leadership demands are more daunting than ever, and the pressure to perform is relentless. Create regular timeouts to review where you invest your time and energy to ensure that you remain capable of self-managing your personal strengths and weaknesses and generating new behaviors to deal with new challenges. Invest in yourself.

As with most “rules-for-success” books, the authors tout their assessment of “hundreds of studies, frameworks, and tools.” But their work is no more than a distillation of notable leadership thinkers’ experiences. Nonetheless, the rules sound right. The five rules are simple, but they aren’t easy. They are sensible and practicable. They’re what you can focus your effort on for maximum return.

Recommendation: Quick read The Leadership Code. It makes a great early book choice for new leaders. It provides a grounded approach to the fundamentals.

Never underestimate the power of key leadership principles that can be well executed. Complement The Leadership Code with Peter Drucker’s The Practice of Management (1954; my summary) and Julie Zhuo’s The Making of a Manager (2019; my summary.)

Wondering what to read next?

  1. How to Manage Smart, Powerful Leaders // Book Summary of Jeswald Salacuse’s ‘Leading Leaders’
  2. A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’
  3. Ten Rules of Management Success from Sam Walton
  4. You Too Can (and Must) Become Effective // Summary of Peter Drucker’s The Effective Executive
  5. Book Summary of Peter Drucker’s ‘The Practice of Management’

Micro-Meetings Can Be Very Effective

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Discussions expand to fill the time allotted (per Parkinson’s Law,) especially when people haven’t prepared for them well.

If your meetings tend to run long and aren’t producing tangible results, consider micro-meetings.

Focus on discussing and deciding on a single problem within, say, 15 minutes. Ask people to do their homework and come thoroughly prepared.

Micro-Meetings Offer Big Benefits Let the critical decision-makers pre-wire one another before the meeting—they can discuss one-on-one the main points and settle any differences of opinion.

  • Clarify the meeting’s purpose before starting the session. Even if you think everyone knows it, it helps restate the meeting’s objective and sharpen the group’s focus.
  • Allow people brief statements about their positions and clarifying questions. Take full-fledged discussions offline.
  • Not every exchange of ideas needs to happen in a meeting. Use shared documents that can be revised and tracked by several people in real-time.
  • Keep everyone standing. The discomfort of standing for long, especially before lunchtime or at the end of the day, can keep the meetings short and to-the-point.
  • End well. Conclude the meeting with an action plan and an exact timeframe. State the decisions the group has made and who owns what.

Yes, micro-meetings will seem brusque and hasty. But setting a focused agenda and staying on-topic will keep people paying attention and steer meetings to conclusive decisions.

Many teams use micro-meetings for daily huddles, check-ins, or “scrum meetings.” There’s no good reason why this type of meeting should be availed exclusively for such occurrences.

Wondering what to read next?

  1. How to Prepare for Meetings
  2. How to Decline a Meeting Invitation
  3. How to Stop “Standing” Meetings from Clogging Up Your Time
  4. Save Time by Meeting in Others’ Offices [Effective Meetings]
  5. Don’t Let the Latecomers Ruin Your Meeting

Making It Happen // Book Summary of Larry Bossidy’s ‘Execution’

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It’s back-to-basics in Larry Bossidy and Ram Charan’s Execution: The Discipline of Getting Things Done (2002.) Bossidy is a retired business executive (General Electric, AlliedSignal/Honeywell,) and Charan is a distinguished business consultant.

Execution was the best-seller that defined the corporate zeitgeist in America after the dot-com meltdown and the Enron and WorldCom scandals. Catchphrases such as “execution,” “shaping the broad picture,” “straight talk,” and “robust action” became caricatures of how American companies got things done.

Here’s a distillation of the main ideas in Execution:

  • Ideas are well and good, but how thoroughly you implement them is what “determines success in today’s business world.” Companies are hindered by the gap between what the company’s leaders want to achieve and their ability to achieve it. “The real problem is that execution just doesn’t sound very sexy. It’s the stuff a leader delegates.”
  • 'Execution Discipline of Getting Things Done' by Larry Bossidy (ISBN 0712625984) There’s no room for fluffiness if you want to get things done. Straight talk is “live ammo.” “You need robust dialogue to surface the realities of business the kind that can leave people feeling bruised if they take it personally.”
  • The leader sets the tone and leads the change. A good motto to follow is, “Truth over harmony.” Focus on “raising the right questions, debating them, and finding realistic solutions.” Avoid discourses that are “stilted, politicized, fragmented, and butt-covering.” “Candor helps wipe out the silent lies and pocket vetoes, and it prevents the stalled initiatives and rework that drain energy.”
  • Informality is critical to candor. Formal and ceremonial conversations and presentations leave little room for debate. Too often, communication is scripted and predetermined. Informality encourages questions and is more likely to promote intuitive and critical thinking.
  • Strategic, people, and operational processes are the building blocks for execution—and they’re interrelated. “The foundation of changing behavior is linking rewards to performance and making the linkages transparent.”

Recommendation: Skim Larry Bossidy and Ram Charan’s Execution: The Discipline of Getting Things Done (2002.) Most of the book is about setting expectations, holding people accountable, and following through. There’re no instructive case studies. There’re no new magic pills. The substance is genuinely elementary, and the tone self-righteous. You don’t need a book for exhortations like “put the right person in the right job,” “know your people and your business,” “test critical assumptions,” “follow-through,” “deal with non-performers,” and “expand people’s capabilities through coaching.”

Wondering what to read next?

  1. A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’
  2. General Electric’s Jack Welch on Acting Quickly
  3. Putting the WOW in Customer Service // Book Summary of Tony Hsieh’s Delivering Happiness
  4. Book Summary of Leigh Branham’s ‘The 7 Hidden Reasons Employees Leave’
  5. A Fast-Food Approach to Management // Book Summary of Blanchard & Johnson’s ‘The One Minute Manager’

Taking Responsibility Means Understanding That Your Actions Can Make a Difference

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Take Ownership of Problems: Taking Responsibility Means Understanding That Your Actions Can Make a Difference When problems unfold, leaders often look for ways to absolve themselves of responsibility—especially if they stand to lose face, favor, standing or will incur someone’s wrath.

Problems don’t simply just go away if un-addressed. They fester. They get worse. Then they blow up.

Taking responsibility means being there and facing the consequences, rejection, or revelation of ineptitude or weakness.

Leading authentically starts with being in charge. It refers to taking responsibility for the plans and actions that occur under your watch. (If you want to split hairs, glance at my explanation of accountability v responsibility.) Consider Captain Sullenberger, pilot of the Flight 1549 that crashed into New York City’s Hudson River. Even after he realized that the plane was in one piece after hitting the water, he worried about the difficulties that still lay ahead. The aircraft was sinking: everyone had to be evacuated quickly.

The Buck Stops with Leaders

As entrepreneur and venture capitalist Brad Feld emphasizes here, being responsible is one of the most admirable traits of an effective leader:

Many of the strong CEOs I work with owned whatever was going on at their company. There was simplicity in this—no blame, no excuses, no justification. They just took ownership.

When I step back and ponder this, the CEOs I respect the most are the ones who take responsibility for the actions of their company. Good or bad, successful or not, they don’t shirk any responsibility, blame anyone, or try to make excuses. They just own things, and if they need to be fixed, they fix them.

Idea for Impact: Taking Responsibility is Empowering

Ignoring a problem and passing blame is negligent.

The most effective leaders I’ve known have the humility and the courage to acknowledge when there’s been a mistake under their watch, avoid blaming others or the circumstances, and aspire to make amends or learn from their failures.

Often, individual action is the only real way to recognize and solve problems. Take ownership now.

Wondering what to read next?

  1. This is Not Responsible Leadership: Boeing’s CEO Blames Predecessor
  2. Delegation: Accountability vs. Responsibility
  3. When Should a Leader Pass Blame?
  4. How to Make Wise People Decisions
  5. Executive Compensation: Pay Them Well, But Not Too Well

Don’t Be Friends with Your Boss

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Don't Be Friends with Your Boss Develop a cordial, constructive, and trusting relationship with your boss. But don’t extend that connection into a chummy friendship.

A boss-employee friendship comes with complications and tensions that don’t exist in other relationships. The boundaries in friendships are softer and more diffuse. In a boss-employee relationship, the boundaries are more pronounced, and rightly so.

When you’ve got a great rapport that comes with a friendship, it’s easy to start expecting to be treated a bit better than everyone else on your team. You’ll be disappointed when some special consideration—a plump assignment or a flexible vacation schedule—doesn’t come your way. Your boss will expect you to abide by the same standards and rules as everyone else.

You also have to be more vigilant about how your friendship appears to other people.

Idea for Impact: Boss first, friend second. Don’t mix the two. Sure, be friendly with your boss, but don’t expect to be treated as a friend.

Wondering what to read next?

  1. Don’t be Friends with Your Employees
  2. Four Keys to an Excellent Relationship with Your Boss
  3. No Boss Likes a Surprise—Good or Bad
  4. Good Boss in a Bad Company or Bad Boss in a Good Company?
  5. Make Friends Now with the People You’ll Need Later

How to Manage Overqualified Employees

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How to Manage Overqualified Employees 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:

  1. 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.
  2. 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.

Wondering what to read next?

  1. Don’t Push Employees to Change
  2. Fire Fast—It’s Heartless to Hang on to Bad Employees
  3. How to Promote Employees
  4. Seven Real Reasons Employees Disengage and Leave
  5. General Electric’s Jack Welch Identifies Four Types of Managers

Lessons from Drucker: Manage People, Not Things

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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.

Lessons from Drucker: Management is a Liberal Art 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.

Wondering what to read next?

  1. How to Hire People Who Are Smarter Than You Are
  2. To Inspire, Pay Attention to People: The Hawthorne Effect
  3. General Electric’s Jack Welch Identifies Four Types of Managers
  4. Four Telltale Signs of an Unhappy Employee
  5. Eight Ways to Keep Your Star Employees Around

Leaders Need to Be Strong and Avoid Instilling Fear

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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.

Leaders Need to Be Strong and Avoid Instilling Fear 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.

Wondering what to read next?

  1. The Difference between Coaching and Feedback
  2. Seven Real Reasons Employees Disengage and Leave
  3. 20 Reasons People Don’t Change
  4. Eight Ways to Keep Your Star Employees Around
  5. How to Manage Smart, Powerful Leaders // Book Summary of Jeswald Salacuse’s ‘Leading Leaders’

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

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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.

  • The Surprising Benefits of a Bad Boss 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.

Wondering what to read next?

  1. Dissatisfied at Work? Are You Really a Square Peg in a Round Hole?
  2. Before Jumping Ship, Consider This
  3. No Boss Likes a Surprise—Good or Bad
  4. Could Limiting Social Media Reduce Your Anxiety About Work?
  5. Going Over Your Boss’s Head After She Rejects Your Idea?