Does Management Really Want The Truth?

I'm a great fan of Michael Wade's column in US News and World Report. He just published a provocative article: On-Staff Whistleblowers Can Help Companies Prepare for Disaster. The article was interesting, but I found the comment from "Chris of NJ" most interesting.

As many businesses see disaster striking all around, Michael suggests that large organizations charge a small number of bright "maverick's" chartered with the task of identifying potential disasters within organizations, before they strike, bringing them forward to management so they can pre-empt them and act. Interesting idea, I've seen some organizations do this with internal resources, and many doing this with external resources.

Chris's comment is interesting, I get the sense he speaks from deep experience. He identifies two flaws with Michael's ideas:

The first: Is there an audience for such a critique? Stated differently, does management really want to hear or see evidence that they are falling down in even the smallest regard? I am often called in by executives to do these assessments. Many execs seem sincere in understanding their challenges and stepping up to them. Some are, frankly, going through the motions. Regardless of the starting point, too often there really does not seem to be an audience or appetite for the critique.

I'm often reminded of the Jack Nicoholson line in the movie "A Few Good Men," where as Tom Cruise challenges him "I want the truth!" and Nicholson responds, "You can't handle the truth....you don't want the truth...."

As Chris points out, does management really want to see or hear the evidence that they are failing in even the smallest ways? In my experiences, despite all assurances when challenging them on this, it is only the most special leaders that really do.

Chris identified the second problem: The plan versus react mindset. Too many times, particularly in this very difficult economy, the knee jerk reaction prevails. We see evidence of this in many of the bail out programs, in the pages of the Wall Street Journal, and other publications. Too often, organizations fail to take even the shortest amount of time to think about the issues, developing corrective plans that create sustainable improvement and advantage. Consequently, organizations careen from one set of actions to another, leaving in their wake, laid off people, confused/demoralized employees, wasted resources, and lost opportunity. Some people will argue that fast action is required to survive. Fast action is does not conflict with thoughtful action that produces sustainable results.

This economy presents tremendous opportunity for those leaders that really seize it. It requires a critical and honest look in the mirror. We all make mistakes and fail, we need to recognize that and move forward. In moving forward, we must take the time to select a path, not one that gets us to tomorrow, but one that creates a sustainable future. Some of the results may be deferred, but in the end, I believe those organizations that act in this way will emerge the strongest.

What is your view? Does management really want the truth? Are they prepared to act in a planned and thoughtful manner when they have recognized the truth? What kinds of leaders are needed to drive this?

By the way, "Chris of NJ," if you read this, thanks for your great comment on Michael's column!

How To Handle An Established Sales Rep Who Won't Engage In New Account Development?

Paul Castain raised this issue at LinkedIn. It's an interesting question. Let me reposition it with a challenge I've seen in many organizations.

You have a "top sales performer" -- they make their numbers, often lead in the numbers, but don't do a whole number of other things. As Paul raised, they might not spend time bringing in new accounts. they might refuse to do forecasts or update the CRM system, they might overspend on expenses, they might sell only a few products and refuse to sell the broad portfolio of products they are expected to sell. There can be any number of challenges these "top performers" create. What do we do with these people? Do we let them continue on their own, as long as they produce the numbers or do we do something about them?

I actually had one of these people working for me in my very first sales management job. You could always count on him for the numbers, but just about everything else was a disaster. He refused to collaborate with his team-mates, he thought the rules and processes of the organization didn't apply to him --- he showed up in the office when he wanted, he was months late on expense reports and they were always over budget. When I asked him for a forecast, he'd say, "Don't worry, I'll make my numbers, I always have."

He really frustrated me, I was upset that he wouldn't do all the other things that we expected sales people to do. His peers started complaining about his behavior, "Why can he get away with these things and we can't?" We had a very complex systems solution to sell, he needed support from pre-sales engineers and other people--none of them like do work with him and would come to complain with me.

I struggled with what to do. I coached, pleaded, begged. I told him to give me his receipts and I would do his expense reports, I did the same with his forecast.

Fortunately, I had a brilliant manager. He saw my struggles with this difficult "top sales guy." He recognized the problem immediately and stepped in to solve the problem --- he fired me! About 60 days later, he also fired the problem sales person.

As managers and leaders, we are expected to manage performance. Performance has many dimensions. Hitting your number is one criteria--often the top one, but there are many other dimensions of performance. These can include a variety of things. For example, if new account development is an important part of the organization's growth strategy, then the performance plan needs to include new account development criteria and metrics. There are certain performance standards important to the efficient operation of the organization. For example, timely forecasts so that manufacturing can do the right planning for customer demand. Timely expense reports so finance can manage cash flow and reporting appropriately. There are many other things.

Establishing strong performance standards and holding people accountable to those standards is critical for the success of any organization. Once, those standards are relaxed or not enforced, then the organization will not achieve its goals. Taken to an extreme, chaos reigns.

My manager was absolutely right in firing me. I did not recognize the impact this individual was having on the rest of the organization. Morale was very low. People saw this guy getting "special treatment." I lost all respect and credibility with may people and the organization. People didn't think I was tough enough to step up to managing this difficult individual. Overall performance in my group and related organizations was starting to decline. This problem was not the sales person, but it was me. I was not managing for performance, I was willing to sacrifice everything for a guy who made his numbers.

Why wasn't the problem sales person immediately fired? My manager (or by this time former manager) was right on this, as well. He sat down with the problem sales person, reviewing performance expectations with the sales person. He made it clear to the him that he was expected to meet all performance standards we had established. The manager established a plan with the problem sales person and a time frame to get into compliance. Unfortunately, the guy didn't and was fired 60 days later.

Fortunately, I learned from that experience. Today, I see to many managers and organizations that are not achieving their goals and objectives. Very often, when you start looking at the issues, they have poorly defined and/or poorly managed performance standards. In sales, too often people focus on the number only, and don't address other dysfunctional behaviors. In my experience, these have a debilitating impact on the organization.

Today, managing this issue is more difficult than ever. With most companies looking for sales and deals wherever they can, should we be firing top producers who consistently do not meet other performance expectations or standards?

No Grin-F#!?ing Allowed!

Well, I've got your attention with the implied profanity! Sorry about that, but we all know what I mean. We've all seen it, experienced it, even actively participated in it. We all know what is happening.

Think of the endless meetings we have, whether they are internal meetings, with customers, suppliers, and others. Everyone presents a polite face. There is an air of "superficial congeniality," seeming agreement, then the meeting ends and everyone goes off and does what they intended anyway.

It may be a passive aggressiveness, it may be an avoidance to confront and openly discuss the tough issues. It can be a fear of facing reality, or an avoidance of discussing substantive performance issues. It is group and self-deception. It is letting form triumph over substance.

Michael McKinney calls it "Living Within The Lie." Everyday, in the news we see the extreme consequences this behavior creates --- stories of catastrophic failure --- of systems, organizations, and people. Companies failing, 100's-1000's of layoffs, bailouts, and the list goes on.

Let's not let the catastrophic failures divert our attention from the fact that this happens all too often in little ways, with each of us every day. While the result may not be a catastrophic failure, in the least this behavior drives under performance, and lays the foundation for potential catastrophic failures.

Many of my formative years were spent in IBM. At the time we had something called the "contention system." It was a process to actively stimulate different ideas and approaches. It stimulated active, sometimes heated, discussion and debate. The goal was to consider many alternatives, evaluate their merits, and to emerge, with a consolidated view that everyone supported 300%. I have to admit, it didn't work all the time, but it did work most of the time.

The good news about the current economy, it that we no longer have anything to hide behind. Behaviors and practices around avoidance, confronting reality and the tough issues can no longer be masked or hidden.

The solution is simple, though hard to execute. Superficial congeniality can no longer be acceptable in any organization. This doesn't mean being impolite or mean. It requires each of us to commit to engaging each other in talking about the tough issues, not to let ourselves be fooled, not to blow people off in meetings -- leaving and doing what we want.

Until this bad behavior is reversed, it is impossible to drive and sustain real performance improvement.

The Giant Wake Up Call

I'm spending the slow time of the Holidays catching up on neglected reading. I just read (or rather re-read) Peggy Noonan's opinion piece in the Wall Street Journal: Who We (Still) Are...A Little Perspective For The Pessimistic "Age Of The Empty Suit." It's a great piece, you should read it.

In reflecting on the article, I agree with her. Despite the litany of bad news from so many sectors, we have so much to look forward to. In the past weeks, I've noticed a change in talking to friends, colleagues, and even strangers. I've noticed a much greater thoughtfulness. There's been a shift to living----behaving within our means.

Somehow, with the New Year, there is a feeling of starting things with a clean slate. We have been living and behaving excessively--not just in how we spend, but in how we behave and treat one another. It has reached extremes. Fortunately (that may sound odd), we have had a giant wake up call. With the New Year, we have the opportunity to start again.

I have the arrogance to name this blog, Making A Difference. I truly believe each person has that opportunity and obligation. Ms. Noonan ends her with a sentence that should inspire each of us to make a difference:

In January we have ....."the return of the person who will take responsibility and lead."

If each of us accepts this responsibility, we have the intelligence, capability, resources, and desire to emerge better, stronger, more open, and perhaps more compassionate.

Does Your Behavior Foster Or Limit Trust?

Trust is at the core of all relationships. It can take years to build trust and only a fraction of a second to destroy it. Maintaining trust in the face of tough business or personal circumstances can be extremely difficult. Too often, as leaders we succumb to behaviors that destroy what we seek to preserve.

The Slow Leadership blog has one of the best articles I have read recently. I won't repeat it here, but I have copied their list of 30 leadership behaviors that create mistrust. Make sure you read their article!

1. As leader, you fail to keep your promises, violate agreements and ignore commitments.
2. You look after yourself first and others only when it is convenient.
3. You micromanage and resist delegating.
4. You demonstrate inconsistency between what you say and how you behave.
5. You fail to share critical information with your team and your colleagues.
6. You choose to not tell the truth.
7. You resort to blaming and scapegoating others rather than own up to your mistakes.
8. You judge and criticize rather than offer constructive feedback.
9. You betray confidences, gossip and talk about others behind their backs.
10. You choose to not allow others to contribute or make decisions.
11. You downplay others’ talents, knowledge and skills.
12. You refuse to support others with their professional development.
13. You resist creating shared values, expectations and intentions in favor of your pursuing own agenda.
14. You refuse to compromise and foster win-lose arguments.
15. You constantly remind everyone of your status and make it clear that you will not be questioned or criticized without inflicting punishment in return.
16. You refuse to be held accountable by your colleagues or subordinates.
17. You resist accepting your vulnerability, hide your weaknesses and won’t admit you find anything a challenge.
18. You practice sarcasm and put-down humor and rationalize off-putting remarks as “good for the group”.
19. You fail to admit you need support and prefer to mess up rather than ask anyone for help.
20. You take others’ suggestions and critiques as personal attacks.
21. You fail to encourage openness in team meetings and allow others to avoid contributing constructively.
22. You refuse to consider the idea of constructive conflict. In fact, you usually avoid conflict at all costs.
23. You consistently hijack team meetings and move them to your personal agenda.
24. You either ignore or fail to follow through on decisions agreed at team meetings.
25. You secretly engage in back-door negotiations with favored team members to create cliques and political alliances.
26. You refuse to give others the benefit of the doubt.
27. You judge people without allowing them to explain their position or actions and won’t reverse incorrect decisions.
28. You refuse to apologize for mistakes or misunderstandings.
29. You use your position to indulge in inappropriate behavior.
30. When things go wrong, your first response always to defend yourself and protect your reputation.

How To Live A Life -- Examples For Each Of Us

I was saddened last night to read of Dr. Randy Pausch's death. With many others, I have been inspired by his courage, humor, and personal example in his battle with Pancreatic Cancer.

I've followed him closely, actually having the privilege to see the live video feed of his famous "Last Lecture." Since that time, the media have elevated him to some level of celebrity. In the past few hours, I have thought a lot about that.

Even in his celebrity, Dr. Pausch struck me as a very "ordinary man." A person dealing with tremendous personal tragedy, but living heroically in spite of it. His example is not isolated. I have seen many other ordinary people, facing tragedy in their life, yet living their lives to the fullest, setting examples and inspiring everyone they touch. Dr. Pausch, to some degree, led for all those people. While he has passed on and his life and message will continue to inspire us, there are 1000's of other ordinary men and women that pick up the torch.

The personal examples of these ordinary men and women, dealing with their own hardships and tragedies, yet living their lives to the fullest will continue to reinforce Dr. Pausch's message. We each have so many people around us that inspire each of us to live our lives to the fullest.

I have had a few dark moment. Fortunately, the media found Dr. Pausch and provided him a platform to inspire all of us. One hopes the media continues to find these inspirational ordinary people. However, it is disappointing the media spends more time on those people who set the poorest examples , yet who are held up and unfortunately influence and inspire the worst behavior that can be imagined.

Britney Spears abandoning her car on the freeway, Paris Hilton showing up at a night club, Lindsey Lohan crashing a luxury car are headline news. The announcement of Dr. Pausch's death was buried---I had to search major publications like the Wall Street Journal and the New York Times to find the story. The inspirational stories of other ordinary people never make the news.

I just did a Google Search. There were 104 Million hits on Britney Spears, 81.5 Million on Paris Hilton, 74.8 Million on Michael Jackson. For Dr. Pausch, there were 979,000. We need to look for stories of ordinary people living inspirational lives as role models. We need to find these inspirational people for ourselves --- the good news, they are all around us, we just need to look.

I think of my own circle of people. Friends who have dealt with tremendous health tragedies, a friend with brain cancer, who to the end of her life, was cheerful, happy, living each day to the fullest. Another friend with lung cancer who was more concerned for his friends and acquaintances, worrying more how he could make a difference in their lives and help them achieve their dreams than he did about his own circumstances. Another friend, confined for the past 15 years to a wheel chair, yet who has never let her disability bring her or those around her down. She continues to help make the world a better place -- both for disabled people and for everyone she encounters.

There are dozens of other examples, little acts of kindness, genuine friendship, someone who is interested and listens, those who challenge you to achieve your true potential. People who escape self centeredness and self absorption and set a positive example to everyone they touch. They are the true heroes and role models. These, like Dr. Pausch are the people we should hold up and strive to emulate their example.

I started this blog, focused on Making A Difference. Everyday, all around us, we encounter ordinary mend and women who make a difference. They do so quietly, privately, but inspire people to do better. We need to appreciate them, thank them, and choose the same path for ourselves.

Colin Powell Lessons On Leadershiip

I just ran across this on Slideshare. It's a bit dated, but still interesting and a good reminder on leadership.

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A presentation given by former Joint Chiefs of Staff Colin Powell regarding leadership and victory in business and life.

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Both Sides Of The Story

We've all heard it, there are always two sides to every issue or story. It's a natural tendency to look at things from our own perspective and self interest. Sometimes it causes us to make mistakes. We really need to look at things from each person's point of view. It makes us more effective.

I could go on and write a lot of stuff about this, but I just saw Mike Hyatt's blog on the issue. He has addressed it very well, so let me direct you to his blog.

http://www.michaelhyatt.com/fromwhereisit/2007/09/both-sides-of-t.html

Focus Until It Hurts! Then Focus More!

Most of the organizations I encounter have one common challenge----focusing. In the past week, I have been involved in projects with 4 companies---2 Fortune 50 companies, a large company, and a very early stage start up. All had exactly the same problem:

They had not identified and committed to executing the 1-2 things critical to accomplishing their goals. As a result, each was failing to achieve their goals. Consistently, failure to focus is the biggest issue I see confronting organizations and people.

This got me to thinking, why is it so tough? Some thoughts:

Focus is boring: It is so much more exciting to look at new ideas, to try new things. If I focus, I am forced to complete one thing before moving to the next.

Focus is not cool: After all, we seem to measure our worth by how much we can multitask----multitasking is the enemy of focus---but it's what we are all about---how many meetings can we manage simultaneously, how many emails, phone calls, and the story goes on.

Focus requires thought: If I am going to focus on something, I have to think---really think----what is it that I need to focus on, what do I give up, is it the right thing to do, should I be doing other things? Once I've decided, then I have to continue to think. It's much easier to wander and react to crises.

Focus requires discipline: Discipline---it's such a boring word---isn't it much more fun to react? Why do I want to be so predictable?

Focus demands accountability: If I commit to one thing and just do that----people will have an expectation---I will actually be responsible for doing something---for accomplishing something. If I choose not to focus, then it is more difficult to pin me down---I can move from crisis to crisis, issue to issue, but I never really have to produce a result.

Focus demands courage: What if I choose the wrong thing, what if I am wrong? Everyone around me is not doing this---you can't pin them down---this makes me responsible for what I do---for the result I produce. Sometimes, we are all alone in doing this.

Lots has been said about focus, but we do everything we can to avoid it. Imagine the difference in each of our lives if we could just start to focus. Imagine what each of us and our organizations could accomplish.

No "A's For Effort"

Kids are headed back to school----it's caused me to reflect on comments we hear from teachers, parents, and friend---"A for Effort." That term has slipped into our vocabularies and we apply it to all sorts of business and personal situations. I suppose it's an attempt to justify failure to achieve results.

It seems much of what is done, even rewarded today focuses on effort, not results or accountability. People are very busy, work incredibly long hours, load their agendas up with meetings, lots of activity, and overlay that with constant interruptions of Blackberry's, mobile phones and emails. Somehow "busyness" has become the end--its become what is recognized, rewarded, promoted.

All this "busyness" diverts us from focusing on effectiveness, accountability, personal responsibility, and achieving the outcomes or results we want. "Busyness" seems to be something that we can hide behind so that we don't have to do the tough work of figuring out what's wrong and why we aren't producing results. It's easier to schedule more meetings, work longer hours, send more emails. Perhaps what is really needed is time to reflect on the question Michael Hyatt poses: "What is it about my leadership that is producing these results?" We all have to accept personal responsibility for making a difference and achieving results. Many of us blame others or external factors. We fall back on focusing on the effort and the valiant try. We fool ourselves.

Ultimately, it's about personal responsibility or accountability. Each of us is responsible for and are in control of everything we do. If what we are doing is not, producing the desired result, it's up to us to figure out what we have to do to fix it. We can't blame it on others. It's about knowing that each of us has an impact and is responsible for what happens in our lives and business. It's owning this that enables each of us to achieve our goals and have an impact.

What are your thoughts?