Right Attitudes

Ideas for Impact

Winning on the Job

Where Empowerment Fails

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Empowerment—giving employees greater autonomy—boosts engagement and creativity. It builds job satisfaction and improves retention. However, the success of empowerment initiatives depends on the personality traits of the managers implementing them down in the trenches.

Middle managers who value behaviors like team orientation, collaboration, and respectful interactions are more likely to enable their teams to set their own goals and entrust them to complete tasks in their way. But many managers in hierarchical structures embrace a certain command-and-control reflex that gets triggered in positions of power. Empowerment means transferring power to someone else, something they loathe. The alpha dimension to the personalities of these managers ends up micromanaging and impeding the autonomy of those in their team.

Idea for Impact: Relinquishing control over others and trusting employees not to abuse that responsibility isn’t easy for most managers; it takes someone very self-confident and secure to discharge empowerment.

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  3. General Electric’s Jack Welch Identifies Four Types of Managers
  4. Eight Ways to Keep Your Star Employees Around
  5. Seven Real Reasons Employees Disengage and Leave

Your time is far from being wasted!

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You’re not just idly passing the hours. Absolutely not!

Every single moment that has brought you to this point has been a skilled artist, shaping and refining you into the extraordinary individual you are today.

Think of it as a magnificent preparation, a strong base upon which the most incredible experiences will soon unfold.

These moments are like booming speakers turned up to the max, magnifying the brilliance that awaits you.

Don’t worry, because all time spent, even in moments of rest and recovery, is not a futile pursuit. On the contrary, it is an absolute necessity, a secret ingredient that adds flavor to the delightful feast that lies ahead. Embrace the journey.

Wondering what to read next?

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  2. This is Yoga for the Brain: Multidisciplinary Learning
  3. Four Ideas for Business Improvement Ideas
  4. Wide Minds, Bright Ideas: Book Summary of ‘Range: Why Generalists Triumph’ by David Epstein
  5. Good Questions Encourage Creative Thinking

Wide Minds, Bright Ideas: Book Summary of ‘Range: Why Generalists Triumph’ by David Epstein

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'Range' by David Epstein (ISBN 0735214506) Range: Why Generalists Triumph in a Specialized World (2019) by science journalist David Epstein challenges the notion that specializing in a narrow field from a young age is the best way to achieve success.

Epstein argues that groundbreaking ideas don’t typically originate from a single individual or function but rather at the point where different skills (or people) intersect. He suggests that individuals with a broad range of interests and skills, or what he refers to as “generalists,” are better suited to tackle complex, poorly defined problems than those who specialize early and narrowly. These generalists not only possess the skills to solve complex problems but are also more comfortable with volatility and unpredictability and can construct compelling narratives of the future.

Epstein presents subjective evidence from various fields, including sports, music, and science, to illustrate how people with diverse interests and experiences tend to have more creativity, flexibility, and adaptability in problem-solving.

Generalists vs. Specialists: The Battle for Expertise Recommendation: Quick read Range. Epstein’s anecdotes often present a universal view in favor of generalists. Without adequate empirical evidence to support his claims, his hypothesis favors, at a minimum, sampling a variety of interesting fields before committing to a particular specialization.

The most coveted jobs today are in complex and unpredictable fields, requiring employees to have broad and flexible knowledge. Moreover, in a world where people are inundated with information but crave wisdom, there’s a pressing need for synthesizers who can gather the right information, think critically, and make informed decisions.

Wondering what to read next?

  1. Howard Gardner’s Five Minds for the Future // Books in Brief
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  3. Four Ideas for Business Improvement Ideas
  4. Systems-Thinking as a Trait for Career Success
  5. How to Stimulate Group Creativity // Book Summary of Edward de Bono’s ‘Six Thinking Hats’

The #1 Tip for New Managers to Succeed

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New managers are under pressure. Most managers are underprepared for the transition into new roles—and undersupported during them. In fact, the revolving door is turning more swiftly as companies are seeking quick results. New managers must immediately tackle challenges and demonstrate their competencies instead of having a grace period to find their footing and mull changes.

When taking on a new management position, adaptability to the unique culture and ways of doing things is the key to success. You must quickly throw yourself into the work and learn who’s who, who does what, and how your company operates.

Idea for Impact: Balance the pressure to show results quickly, understanding what significant changes are needed. First, talk to your constituencies (internal and external customers, competitors, leaders, employees) and lay out a road plan for the next three months, one year, and three years. Manage expectations and don’t overcommit.

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  4. To Inspire, Pay Attention to People: The Hawthorne Effect
  5. How to Manage Smart, Powerful Leaders // Book Summary of Jeswald Salacuse’s ‘Leading Leaders’

New Job Anxiety is Normal

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When you step into a new position, you’ll feel you’ve bitten off more than you can chew. Many responsibilities of the job will be out of your comfort zone. Feeling confident in performing your duties may take several months. You’ll sense you have more work than ever, which will be overwhelming. Feeling like an impostor and regretting leaving your former position is natural.

Sure, the brutal reality is that new hires have less time than ever to prove their worth, and you’ll be expected to show results almost from day one. Be patient with yourself and transparent with others while you’re still finding your feet. You’ll go through four stages of progression in a new role:

  1. Unconscious Incompetence: You won’t know what you don’t know, and you’ll feel functionally useless
  2. Conscious Incompetence: You’ll know what you don’t know and what you’ll learn
  3. Conscious Competence: You’ll know your job but have to work hard at doing it correctly
  4. Unconscious Competence: You’ll know your job and can do it on autopilot.

Changing any job, even within a company, is a slow process. Keep a low profile, spend most of your time listening, building a network, cultivating essential relationships, and strategizing your case for change. Work out who within the company is respected and who knows what they’re talking about as quickly as you can—they’re the ones you’ll learn from. Identify where you fall short and who can fill the gaps.

Idea for Impact: Don’t try to do everything right away. As you develop a roadmap for your organization, focus on building the connections to help you thrive. Understanding who must be won over to your point of view is vital for managing the change process.

Wondering what to read next?

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  2. Before Jumping Ship, Consider This
  3. Who’s Responsible for Your Career
  4. Manage Your Own Career—No One Else Will
  5. Don’t Use Personality Assessments to Sort the Talented from the Less Talented

How to … Be More Confident at Work

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If a lack of confidence is a significant factor holding you back in your career,

  • Appreciate your qualities and personality. Often, a lack of confidence stems from an accurate self-appraisal. Don’t dwell on the negatives. Celebrate what you’re good at. Record your workplace wins to identify the areas you’re strong at. Find ways to develop them even further. Knowing your strengths is also a great asset when considering asking for a pay rise or promotion.
  • Develop your brand of confidence. Don’t compare yourself to other people. Don’t ruminate on what others do and say (if their criticisms are accurate, stop blowing them off and consider changing yourself.) If you’re struggling with personal roadblocks, whether managing clashing personalities or dealing with work-life balance, develop methods or tools for overcoming them.
  • Say ‘yes’ to new challenges; they’ll take you out of your comfort zone. Expect to meet with problems—it’s the only way to keep growing. When you fail, know that you’ll survive—just move on to another challenge. (Losers fear failure so much they don’t bother to try, ensuring they’re failures.) Learn to be patient and to just enjoy the journey.
  • Find positive role models and personal cheerleaders. Many employers offer networking mentorships—they are the perfect opportunities to ask questions and learn directly from people who understand your situation and want to help you develop. Seek a few-steps-ahead peer-mentor, somebody who’s approachable and has a tad more experience than you do.

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  3. Risk More, Risk Earlier
  4. Looking for Important Skills to Develop?
  5. Before Jumping Ship, Consider This

Manage Your Own Career—No One Else Will

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In 2014, Microsoft CEO Satya Nadella was rightfully condemned for casually asserting that women shouldn’t bother asking for raises and instead rely on “good karma” and trust that the system will eventually reward their work.

Despite what “they” may say, no one else will manage your career for you—not the fine folks at human resources, not your boss, or some mentoring system. No one will chart out a career path for you or tell you what experience you should obtain, let alone assist you in getting it.

Don’t subscribe to the notion that someone is looking out for your best interests. You’ve got to look after yourself. Don’t expect to be promoted because you deserve it—no one is likely keeping track. Be proactive and ask for what you want.

Idea for Impact: Take active control of your career because nobody will manage it for you. Own it and challenge yourself.

Wondering what to read next?

  1. Who’s Responsible for Your Career
  2. Some Lessons Can Only Be Learned in the School of Life
  3. It’s Not Just a Job … It’s a Career
  4. Before Jumping Ship, Consider This
  5. Don’t Use Personality Assessments to Sort the Talented from the Less Talented

You Can’t Serve Two Masters

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Learning to “serve two masters” and managing multiple supervisors is a vital skill in today’s work world. Organizations have increasingly embraced matrix structures, with “dashed line” reporting (you work under a supervisor who doesn’t do your performance reviews) and “solid line” reporting (the true boss who evaluates your performance.) Do your best to accommodate the latter, but don’t overlook the other(s.)

Further, with cross-functional teams, it’s common these days to have multiple team-based supervisors, each overseeing your work on different projects. If you’re not cautious, it’ll become all too easy for each supervisor to regard you as if you have no other commitments, and you can end up letting them both down.

The key to managing expectations at odds is insisting on boundaries. If you aren’t too careful, you could become totally overwhelmed—each boss isn’t mindful of what the other’s sending you. Each ends up pushing their own agendas regardless of what you already bear on your plate.

To resolve the two-boss dilemma and try to please everybody, take the initiative and get your bosses to cooperate and liaise regularly:

  • Create and maintain one master priority list of everything on your plate. Update it at the beginning of every week, and make sure both bosses have a copy. This should help each understand how any emergent task would jibe with the other items on your list.
  • When one boss drops an urgent task on your lap, refer to the master priority list and ask, “If you want me to do this, what is it you want me to take off the list because I also have three other deliverables due in the next few days.”
  • Establish a daily 5- or 10-minute standing coordination meeting (“scrum”) with all the bosses. In the meeting, point out your current and impending priorities. They can adjust their relative preferences for you.
  • Don’t be the “go-between” and agree to speak on behalf of one boss to the other—especially if they aren’t speaking to each other. There’s much ambiguity, and managing conflict can become a significant challenge for you.

Even if you have multiple supervisors whom you take direction from, you’re likely to have one boss who’s ultimately responsible for their career. This boss will judge your performance and decide about your compensation and promotions. Tell her about your double bind and see if she can work out an acceptable arrangement with her colleague.

Idea for Impact: Remember to maintain good relations with everybody you work with. Personnel changes are widespread and frequent in most companies, and you never know who’ll be your next boss. Don’t strain your relationships with the other.

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  4. The Good of Working for a Micromanager
  5. Five Ways … You Could Score Points with Your Boss

Books in Brief: The Power of Introverts

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Susan Cain’s bestselling Quiet: The Power of Introverts in a World that Can’t Stop Talking (2012) investigates how our schools and offices have an intrinsic cultural bias towards extroverts—they’re more likely to be social and enjoy being in high-stimulus environments.

At a business meeting, for example, extroverts hog the conversation, while introverts are often quiet. Extroverts think by talking and arguing, whereas introverts think and process internally.

I worry that there are people who are put in positions of authority because they’re good talkers, but they don’t have good ideas. It’s so easy to confuse schmoozing ability with talent. Someone seems like a good presenter, easy to get along with, and those traits are rewarded. Well, why is that? They’re valuable traits, but we put too much of a premium on presenting and not enough on substance and critical thinking.

Idea for Impact: Don’t miss out on introverted excellence.

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  4. Tips for Working for a Type-A Boss
  5. Beyond Mansplaining’s Veil

Risk More, Risk Earlier

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Some of the best careers are crafted by those who use their initial working years to gain diversified on-the-job business education.

The compounding returns of vetting opportunities wisely and taking sensible risks are particularly valuable today. Business is more complex than ever, and competition for top positions is intense.

Idea for Impact: Take on as much risk as possible early in your career. You may have less to lose than you think—and a great deal to gain. Your older self will not have the energy, time, autonomy, or temperament that you contentedly have now. Plus, you’ll have more time to make up for mistakes.

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  1. How to … Be More Confident at Work
  2. “Follow Your Passion” Is Terrible Career Advice
  3. Some Lessons Can Only Be Learned in the School of Life
  4. How to Own Your Future
  5. Before Jumping Ship, Consider This