Right Attitudes

Ideas for Impact

Leadership

Why Groups Cheat: Complicity and Collusion

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Why Groups Cheat: Complicity and Collusion News broke out that accounting behemoth Ernst & Young revealed this week that its employees cheated on ethics exams and is being fined $100 million. That’s one of the biggest fines ever levied against an audit firm.

It’s absurd that specialists who’re responsible for keeping things straight and steering moral enterprise cheated on ethics exams! Ernst & Young’s leadership evidently disregarded the internal reports about the cheating. Perhaps because when people identify so strongly with a group, they’re much more swayed to view the group’s actions positively and accept that group’s norms.

Research by Vanderbilt University’s Jessica Kennedy and colleagues suggests that high-flying people are sometimes more inclined than low-ranking people to adopt what their group recommends to them, even when it represents an ethics breach. Power sometimes provokes people to so strongly want to identify with their group that they’re willing to overlook when the group’s collective actions cross an ethical line. This affinity is, therefore, impelled to sustain transgression, instead of stopping its spread, especially when the odds of being caught and punished are slim.

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  4. Power Inspires Hypocrisy
  5. The Ethics Test

Employee Surveys: Asking for Feedback is Not Enough

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Employee Satisfaction Surveys: Asking for Feedback is Not Enough

Nothing undermines employee trust faster than inviting employees to provide feedback about their work experience and then not following up.

Don’t take the employee satisfaction survey results at face value. Don’t discount the importance of the findings by brushing them off, “the data were what we expected” or “there were no real surprises here.”

Show that you’ve listened to what employees are saying. Initiate strategic conversations with selected employees and explore critical issues in more depth. Establish cross-functional teams to react to the survey’s findings. Let the team consist primarily of non-senior employees. A senior manager could sponsor and support—not manage—the team and see an action plan through.

Idea for Impact: Employee surveys, focus groups, and discussions that don’t change how an organization functions ultimately undermine employees’ faith that their leaders really care what the employees think. Close the communication loop.

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  5. How to Handle Employees who Moonlight

Fear of Feedback: Won’t Give, Don’t Ask

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Fear of Feedback: Bosses Won't Give, Employees Don't Ask Most bosses are uncomfortable about evaluating their subordinates. The prospect of delivering bad news makes them uneasy. They fear that employees will react to even the mildest criticism with anger, stalling, or tears. They don’t know what to say. As a result, they often do everything they can to avoid saying anything at all.

Most employees, for their sake, are fearful of uncovering what their bosses really think of them. They don’t want to know how they’re doing because they are afraid they aren’t doing very well. So they don’t ask. They wait to be told.

Idea for Impact: Giving and getting feedback may be difficult, but it won’t get any easier if you wait.

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  3. Eight Ways to Keep Your Star Employees Around
  4. Fire Fast—It’s Heartless to Hang on to Bad Employees
  5. A Guide to Your First Management Role // Book Summary of Julie Zhuo’s ‘The Making of a Manager’

Making Tough Decisions with Scant Data

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CDC Grappling with Imperfect Science - Making Tough Decisions with Scant Data Yesterday’s New York Times article highlights the complex tradeoff leaders must often make between indecision and acting on insufficient information:

The Omicron variant is pushing the CDC into issuing recommendations based on what once would have been considered insufficient evidence, amid growing public concern about how these guidelines affect the economy and education. CDC Director Dr. Rochelle Walensky has been commended for short-circuiting a laborious process and taking a pragmatic approach to manage a national emergency, saying she was right to move ahead even when the data was unclear and agency researchers remained unsure. The challenge now for Dr. Walensky is figuring out how to convey this message to the public: “The science is incomplete, and this is our best advice for now.”

The smartest people I know are the ones who understand that they don’t know—can’t know—everything. Yet, they’re ready to act on imperfect information, especially when being slow will be costly.

Idea for Impact: Being able to analyze information is insufficient if you can’t reach decisions.

Knowing you’ll never know everything shouldn’t prevent you from acting. The ability to reason and reconsider your position on something is an integral part of rational thought.

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Invite Employees to Contribute Their Wildest Ideas

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When Hewlett-Packard (HP) Norway appointed Anita Krohn Traaseth managing director in 2012, she implemented a “speed date the boss” program. She invited every employee from every organization level for an informal, five-minute conversation based on three themes. She encouraged people to bring their big ideas on innovating individually and collectively.

  • Who are you, and what do you do at HP?
  • Where do you think we should change, and what should we keep focusing on?
  • What do you want to contribute beyond fulfilling your job responsibilities? Or, do you have a talent or skill you don’t get to use now in your position?

Invite Employees to Contribute Their Wildest Ideas - Speed Date the Boss

Everyone’s an Innovator: Ramp up creativity with your frontline employees

Krohn Traaseth’s initiative defined the roadmap for her tenure. It pushed HP to become one of Norway’s top workplaces within three years. HP Norway improved every major organizational performance measure, such as staff turnover, customer satisfaction, top-line growth, and bottom-line performance.

Not only that, her discussions uncovered that there were 30 skilled musicians on her payroll. HP Norway formed a band, which played live to 1,800 company executives in Barcelona in 2013, gaining better visibility to her Norwegian outpost.

Following Krohn Traaseth’s success, other HP divisions and employers have now introduced the concept of ‘Speed Date the Boss’ initiatives in other countries.

Idea for Impact: Value the frontline people in your organization as talented assets, not cheap cogs.

Krohn Traaseth’s program was so successful because, as the top boss, she showed that she was willing to listen. She also openly modeled her willingness to listen to her management teams and foster their engagement.

  • When employees see the boss willing to receive honest feedback and no one’s head rolls, they’re more likely to speak up.
  • Soliciting ideas directly from employees individually, rather than holding brainstorms, takes the edge off group dynamics. Group settings aren’t where all employees feel free to share their best–and bold—ideas.
  • Rank-and-file employees can be a great source of innovation if only their leaders listen to them. Organizational innovation doesn’t have to trickle top-down or emanate from the R&D team. The best way to produce great ideas is to start by generating many ideas. Encourage everyone on your team to think, contribute, and participate.

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'Good Enough for the Bastards' by Anita Krohn Traaseth (ISBN B00MVXFK4K) PS: Anita Krohn Traaseth is now the CEO of Innovation Norway, a state-sponsored project focused on promoting innovation and economic development. She’s the author of Good Enough for the Bastards (2014,) a Norwegian version of Sheryl Sandberg‘s Lean In: Women, Work, and the Will to Lead (2013.)

Cf: See my guide on preparing an action plan at a new job by collecting the expectations of all the people with whom your new role interacts.

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  3. Never Criticize Little, Trivial Faults
  4. How to Stop “Standing” Meetings from Clogging Up Your Time
  5. No Boss Likes a Surprise—Good or Bad

How to See Opportunities Your Competition Doesn’t

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'Different' by Youngme Moon (ISBN 0307460851) Harvard strategy professor Youngme Moon’s Different: Escaping the Competitive Herd (2010) describes how many companies pursue the same opportunities that every other company is chasing and thus miss the same opportunities that everyone else is missing.

In category after category, companies have gotten so locked into a particular cadence of competition that they appear to have lost sight of their mandate—which is to create meaningful grooves of separation from one another. Consequently, the harder they compete, the less differentiated they become … Products are no longer competing against each other; they are collapsing into each other in the minds of anyone who consumes them.

Moon argues that the companies and brands that see a different game win big. Such innovators don’t just try to outcompete their rivals at the margin. Instead, they redefine the competitive landscape by embracing unique ideas in a world crammed with me-too thinking.

European airline Ryanair unleashed a new wave of relentless cost- and price-leadership by charging customers extra for everything beyond a seat itself. If you want to check a bag, you pay extra. If you want an airport agent to check you in and print your boarding pass, you pay extra. If you want food and drink, you pay extra. Later on, Spirit Airlines took the price-obsession further by charging for carry-on bags too. After a rough rollout and customer defiance, paying for carry-on bags has become the new normal.

Idea for Impact: Being different is what makes all the difference. If you do things the same way everyone else in your field does things, why would you expect to do any better? What are you doing to raise your game—not just to stay in place, but to get ahead?

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Lessons from Airline Entrepreneur David Neeleman: Staff Your Weaknesses

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Airline serial entrepreneur David Neeleman has Attention Deficit Hyperactivity Disorder (ADHD.) School was torture. He couldn’t focus, and he procrastinated constantly.

“I felt like I should be out doing things, moving things along, but here I was, stuck studying statistics, which I knew had no application to my life,” Neeleman once said. “I knew I had to have an education, but at the first opportunity to start a business, I just blew out of college.”

Despite his own struggles, Neeleman went on to build a stellar business career in the airline industry. He started Morris Air, WestJet, JetBlue Airways, Azul Brazilian Airlines, and Breeze Airways. He’s even led the revival of TAP Air Portugal.

Through it all, Neeleman made the best of his strengths—original thinking, high energy, and the ability to draw the best out in people.

Lessons from Airline Entrepreneur David Neeleman: Staff Your Weaknesses

Far from lamenting his ADHD, David Neeleman celebrated it

Early on, Neeleman realized that he must manage his ADHD carefully. Throughout his career, he got help with his weaknesses.

People with ADHD tend to possess rare talents and gifts. They can be extraordinarily creative and original. They display ingenuity, and they encourage that trait in others. They can improvise well under pressure.

However, ADHD confers disadvantages too. People with ADHD are likely to be incredibly forgetful, disorganized, impulsive, and hyperactive. They drag their feet and miss deadlines. Their performance can be inconsistent. They can drift away mentally unless, oddly enough, they’re under stress or handling multiple inputs.

Sadly, modern society (including parents, schools, workplaces, and career counselors) tends to linger upon the negative symptoms and encourages people with ADHD to learn to cope with them. Strengths are more likely to go unnoticed.

Idea for Impact: Don’t let your weaknesses stop you from reaching your life goals.

In your work-life and outside, seek environments that allow you to bring more of your strengths to play. But don’t ignore your weaknesses (or the downsides of your strengths.)

Staff your weaknesses. Identify two or three key job activities that you don’t do well. Determine how you can delegate those responsibilities to others or seek help. This way, your weaknesses don’t become the Achilles heel that can hamper the strengths that make you effective.

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  4. Leaders Need to Be Strong and Avoid Instilling Fear
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Don’t Demonize Employees Who Raise Problems

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Don't Demonize Employees Who Raise Problems

One of the traps of successful leadership is being surrounded with “yes men.” Your team could hesitate to challenge your decisions, no matter how bad or mistaken they may be.

Hearing what others rally think can give you a valuable perspective. Nevertheless, it’s not really in human nature to invite others to inform you how—and why—you’re wrong. Human nature is such that we all want to hear nice things about ourselves and be reassured that we’re on the right track.

“When in doubt, keep your mouth shut,” indeed

Employees are terrified to speak up owing to the need for self-preservation. The apparent risks of speaking up are very personal and immediate, especially in comparison to some potential benefits to your organization someday. Employees impulsively play it safe.

Even if your employees are more knowledgeable, they may think twice before giving you candid feedback, especially if you’ve demonstrated tendencies of being vindictive, penalizing—even reprimanding publicly or sacking—anybody with a dissenting view.

Disciplining employees who raise problems only exacerbates the problematical frame of mind around a successful leader. It promotes the toxic culture of unquestioned power. As the American general and diplomat Colin Powell reminded in a famous speech at Sears headquarters, “The day your people stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help them or concluded that you do not care. Either is a failure of leadership.”

Idea for Impact: Cultivate a culture in which psychological safety thrives.

Create a work environment where your employees aren’t afraid to speak up and express their concerns. People will stick their neck out only if they sense a low psychological threat level.

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Don’t Get Stuck in Middle Management

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This survey by the Association of Asian Americans in Investment Management reports (via The New York Times DealBook column) the nature of discrimination and bias faced by Asian Americans:

Asian Americans and Pacific Islanders are often stereotyped as lacking leadership skills. At investment firms, they “fill middle management ranks, but their percentages plummet in senior management and C-suites.” Respondents said they were often tapped as technical experts and benefited from the perception that they are good workers. But their advancement stalled as they sought more senior roles that emphasize networking and communication skills.

Don't Get Stuck in Middle Management Most professionals fail to realize that the competencies that made them successful in their early corporate roles are not necessarily the attributes that will allow them to outshine in roles higher up on the ladder. These desirable qualities would include forming coalitions, managing relationships and alliances, determining where and when to shift one’s focus, and learning to appreciate different perspectives.

Work out what you need to get to the top and fight the perceptions

  • Evaluate where your development priorities should be. Find out how you can acquire the necessary skills and competencies. Go get them. Become more visible to management and situate yourself for a promotion.
  • Network wisely. Understanding who must be won over to your point of view is vital for training for your promotion. Spend time cultivating meaningful relationships.
  • Ask for honest feedback—not just from your boss but also from well-respected peers, customers, mentors, and others. Confront problems quickly lest they metastasize.

Idea for Impact: In today’s world, your skills and promotability are your responsibility.

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Employee Engagement: Show Them How They Make a Difference

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The sure-fire way to assist employees find meaning and fulfillment at work is to get them to have even a small interaction with people who directly benefit from the work they’re doing.

Employee Engagement: Show Them How They Make a Difference One research showed that radiologists developed a stronger sense of the significance of their work if a photo of the patient were attached to an X-ray. “It enhanced their effort and accuracy, yielding 12% increases in the length of their reports and 46% improvement in diagnostic findings.” Radiologists typically don’t interact with patients directly—they work in the background providing interpretation services to other doctors.

Idea for Impact: People are inspired less by what they do and more by WHY

How people see themselves and their meaning and purpose in this world may be the most significant incentive of all.

Empower your employees, especially those that aren’t on the frontlines, with direct reminders of task significance. Invite next-down-the-line customers (virtually or in-person) to share meaningful insights, give appreciation, and share feedback. Promote regular dialogue with customers to help stay relevant and become responsive to customer issues as they arise.

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