Irritation

Everything that irritates us about others can lead us to an understanding of ourselves.
~ Carl Jung

I recently ran across this quote while reading. Consider how it applies to you. I did. I hope it will make me a better person.

Cynicism & Professionalism

I started this post on Saturday, and since then I have seen multiple blogs referring to Conan's last show...so I'm behind the trend...sue me.

Last Friday was Conan O'Brien's final night hosting The Tonight Show. I am very disappointed that he will no longer be the host. I have been a big Conan fan for a long time, and I hate to see his short-lived run on The Tonight Show end. I do believe he'll be back on the air in some form, but for now I guess I won't be watching much of anything after the news.

In the midst of what looked like a huge potential fight with NBC, and probably wanting to really let them "have it", Conan chose instead to say the following:

"Before we bring this rodeo to a close, I think a couple things should be said.
There's been a lot of speculation in the press about what I legally can and can't say about NBC.
And this isn't a joke.
To set the record straight, and this is true, tonight I'm allowed to say anything I want.
(Man laughs)
Um, and no it's not a joke, but thanks sir. Tonight I really am allowed to say whatever I want and what I want to say is this.
Between my time at "Saturday Night Live," "The Late Night Show," and my brief run here on "The Tonight Show," I've worked with NBC for over 20 years.
Yes, we have our differences right now, yes we're going our separate ways, but this company has been my home for most of my adult life.
I am enormously proud of the work we've done together. And I want to thank NBC for making it all possible.
I really do.
(Audience applauds)
A lot of people have been asking me about my state of mind and I'll be honest with you, walking away from "The Tonight Show" is the hardest thing I have ever had to do.
Um, making this choice has been enormously difficult. This is the best job in the world.
I absolutely love doing it and I have the best staff and crew in the history of the medium.
I will fight anybody who says I don't, but no one would.
But despite this sense of loss, I really feel this should be a happy moment. Every comedian...every comedian dreams of hosting "The Tonight Show" and for seven months, I got to do it.
And I did it my way with people I love. I do not regret one second of anything that we've done here.
(Audience applause)
And yeah.
And I encounter people when I walk on the street now who are just uh who give me sort of a sad look.
I have had more fortune than anybody I know.
And if our next gig is doing a show in a 7-Eleven Parking lot we will find a way to make it fine. We really will.
I have no problems. And, I don't want to do it on a 7-Eleven parking lot.
(Audience laughs)
But whatever, uh, finally I have something to say to our fans.
This massive outpouring of support and passion from so many people has been overwhelming for me.
The rallies, the signs, all the goofy outrageous creativity on the Internet uh, the fact that people have traveled long distances and camped out all night in the pouring rain.
(Audience cheers)
It's pouring! It's been pouring for days and they're camping out to be in our audience.
Really, you...Here's what all of you have done.
You've made a sad situation joyous and inspirational.
So to all the people watching I can never ever thank you enough for the kindness to me and I'll think about it for the rest of my life.
And all I ask is one thing...and this is...I'm asking this particularly of young people that watch...please do not be cynical.
I hate cynicism. For the record, it's my least favorite quality.
It doesn't lead anywhere.
Nobody in life gets exactly what they thought they were going to get.
But if you work really hard and you're kind, amazing things will happen. I'm telling you. Amazing things will happen. (Audience claps) I'm telling you.
It's just true.
As proof, let's make something amazing happen right now. (Intro Will Ferrell)

Translate this to your place of work. You spend a lot of hours at work with your co-workers, some are your friends, some are just co-workers. You don't always agree with them, or your employer. Maybe you don't like the way things are run in your department, team, or project you are working on. Maybe you don't like the way the business owners or managers are running the business.

Whatever the situation, it is very easy to get cynical. This cynicism generally happens in your own mind, then you pass your cynicism on to someone you trust, then to another team member and suddenly your cynicism is running rampant, or at the very least has possibly tainted a good many co-workers. Sometimes we're affected by the cynicism of others as it passes through like the plague of death in the 10 Commandments (one of the greatest shows ever), only passing by those who were prepared for it, and took measures to fight it.

So how do we fight the urge to be cynical? It seems it is a very strong human emotion we all possess, and fall prone to embrace all too easily. Here are a few of my thoughts on how to overcome cynicism. They are not scientific, just thoughts that I have had as I thought about Conan's speech last night.

1. As Conan said, "Work really hard, and be kind." This statement is about as simple and true of a phrase as I have ever heard.
2. Forgive. We all make mistakes. No company, manager, co-worker, team member, or subordinate is perfect. And you know what? Neither are you, and neither am I. Let mistakes go, and get on with the business at hand.
3. Candid, professional communication. Talk it out, find common ways to make the workplace better.
4. There is an upside to everything. Find it, and use it to be better yourself and others.

Now, the only question that remains unanswered is what to watch after the news?

The Loyalty Myth

HR people are often cajoled by peers and other managers, or cajole peers and other managers into thinking that loyalty is one of the end all employee traits. We put it on our appraisal forms, we speak of it reverently, and hold those possessing it with esteem.

Let's talk about the loyalty myth. We all want to believe it, but if we're really honest with ourselves it is a myth. Loyalty is easy to praise and easy to identify, because it isn't a difficult "performance trait" to spot. You either stay with the company, or you don't; loyal or disloyal. You either get behind the initiative, or you don't. You either...you get the idea...

Individuals need to be loyal to themselves. They have a responsibility to do what is best for them. The employer has the responsibility of creating a work place where people are challenged, and want to stay because the work is so fulfilling, the rewards so compelling, and the upside so...up, they don't want to leave. Employees who choose to do great work, contribute, and grow, are valued greatly by their employer. The employer in turn wants to provide opportunities, growth, compensation, and challenging work to retain that employee indefinitely. The relationship is mutually great. Each benefits by the actions of the other.

Employees who choose to be mediocre, or worse, should be coached to improvement, or removed. The company shows its weakness (disloyalty) when it fails to take action to remove those negatively affecting the high performers and high potentials. It is disloyal to force employees to endure sub-par performance, or to endure political and social shenanigans (Did I just use the word shenanigan?)

Like Drago said in Rocky IV; "I win for me. FOR ME! Like Drago, I am loyal to me. And, I can still perform great work, make a positive difference, and contribute to the organization's success; I just do it on my terms. And this is even better, because people who are choosing to do great work are engaged, and that is a topic for another post.

Insights of Peter Drucker

Today's post is a direct quote from Peter Drucker.

Success always obsoletes the very behavior that achieved it. It always creates new realities. It always creates, above all, its own and different problems. Only the fairy story ends, "They lived happily ever after."

It is not easy for the management of a successful company to ask, "What is our business?" Everybody in the company then thinks that the answer is so obvious as not to deserve discussion. It is never popular to argue with success, never popular to rock the boat.

The ancient Greeks knew that the penalty for the hubris of success is severe. The management that does not ask "What is our business?" when the company is successful is, in effect, smug, lazy, and arrogant. It will not be long before success will turn into failure."

Measure Twice...Cut Once

The old carpentry addage, Measure Twice, Cut Once is something I was painfully reminded of a couple of years ago when I did some remodeling on my home. I replaced all of the baseboards, carpet, a couple of doors and door frames, stair banisters (I didn't do these...way beyond my skill, but I did sand and finish them), and painted. On more than one occasion I found myself scrapping a large piece of baseboard because I cut in haste. It only takes a couple of mistakes before you learn that the time it takes to measure twice is much less than the time and expense it takes to purchase new baseboard at Home Depot. Measure twice, cut once; such a simple concept, regularly ignored in today's society of speed and efficiency.

This week I was again taught a lesson in the art of Measure Twice, Cut Once. Unfortunately, the company I work for had to terminate some people's employment this week. Our process consisted of reviewing every department member's performance in a variety of work accountabilities. Parts of the review were quantitative, some qualitative, some historical. Like good carpenters, we measured twice in hopes to cut once. We went about the process of gathering this information from various sources. It was comforting to see 100% consistency and agreement in the information we gathered and in the tough decisions that were made among these employees' managers. We used this information to look at each team member and determine who was not a fit moving forward. Each manager "measured" their people and the information was compiled to determine who would be let go. It was a very difficult process, as it is anytime you make decisions that affect people's lives.

Like carpentry, the work of terminating people's employment is labor intensive, fraught with slivers, cuts and bruises, and at times the danger of real injury. In the end you hope the work you have put in will yield a finished "product" that exceeds your expectations, expense, and pain. Also like carpentry, if you don't do regular repairs, and the occasional remodel, your house can get rundown and lose a tremendous amount of value. It is difficult to ever really feel "good" about decisions such as these. I do feel good decisions were made, and that our company will be better off in the long-run. We determined that if we didn't affect 5 people's lives, it could eventually affect everyone's lives. My hope is that these tough decisions will send a clear message that we need people who are committed, intelligent, and who can grow and stay relevant. We have a great workforce, and I want it to continue to positively progress.

My well wishes to those who lost their jobs this week. I hope they all find the perfect jobs and that they will all be wildly successful.

Candor...can it be too honest???

Candor is an interesting word. It conjures reactions both good and bad. Randomly ask people what they think of the word candor and perhaps you'll get a few of the following responses:

• It is overly rude. People shouldn't be that honest all the time.
• It helps you know exactly where you stand.
• It's okay as long as there is trust with the other person.
• It feels unnatural to give and receive.
• Scary.
• Tough, but necessary.

As a manager I sometimes struggle with candor, and how "candid" to be. Recently I found myself in a meeting (volunteer organization outside of work) where a proposal was offered that felt like a conflict of interest to me. I was somewhat new to the group, largely unfamiliar with the group dynamics, and not familiar with some of the people. When the proposal was laid out on the table I confidentially wrote a note to the leader of the group asking to discuss my concerns offline. We had a nice discussion and it turns out there were others feeling the same as me.

I wondered afterward why I didn't simply address the issue straight on? Or, for that matter, why nobody else did either. Many of the responses above certainly played into my decision. I also didn't want to be the "bad guy", and wasn't sure how the dynamics of the group were handled. There was also the issue that the person involved was a long-time member of the group and sometimes has the reputation of "running the show" even though they have no more influence than anyone else on the board.

If I had the chance to go back and do it again I would candidly address the issue with the group. I would do so professionally, respectfully, and with the intent of turning the discussion into an exploration of how to arrive at the best outcome for all involved. But I would make my concerns known openly and honestly right from the beginning. By waiting to be candid, I did nothing more than waste time; my time, and the time of others, many of whom had that same "offline" conversation with the leader.

In Jack Welch's book Winning: The Answers he states; "once you become a manager, it is your obligation to let everyone who works for you know exactly where they stand. That's how you build the best team - and win." In Winning, he specifically attributes candor to performance evaluations. Really, who does it benefit to withhold candor in a work setting? Nobody! The issues, both good and bad must be addressed head-on, for real, sustainable change to take place (easier said than done...I know).

I believe there are some ingredients that must be present in order for true candor to be successful.

1. Candor must be truth. Know your facts. Know what the end goal is. Don't bluff. Don't make up information. Don't hold back "bad" information.
   
2. Listen. The other person might have additional information or insights that you don't know about, or that might shed new light to the situation.
   
3. Mutual trust. This one is debatable as candor can be given without trust. But, I believe that in order for candor to work well, there needs to be at least some trust established between the involved parties. We're most open to, and with, those we trust.
   
4. Never use candor with the intention to malign or tear down.
5. Approach all "candor moments" with a mutual desire to improve (people, processes, team, division, company, etc.)

Candor is tough, but I believe that once used, it becomes easier. As it becomes easier, others just might try implementing it in their daily routine also. In conclusion, Jack Welch states; "Once you dispense with mixed messages and phony performance reviews, a team never fails to become faster, more creative, and more energetic." I like the sound of that...

Strong Mission & Concrete Values

I read "Winning" by Jack Welch a year or so ago. The first section of the book talks about 4 things:

1) Mission & Values
2) Candor
3) Differentiation
4) Voice & Dignity

I plan to address all four areas in some degree or another, but for now I want to address "Mission & Values" The company I work for has been in business for a number of years. There is no mission statement, vision, values, or anything else modern businesses today espouse as their "guiding oracles". This is okay with me, as I don't necessarily believe a mission statement makes a business successful. I do, however, believe that a company and its employees need to know where they are going, and clearly understand the plans for how they will arrive at their destination (goals). Absent this information, people tend to lack vision, and work on what they feel is most important, not what actually might be most important and vital to the overall success of the company.

Experts often provide conflicting insights regarding the merits of mission statements. Some believe in them, others don't. Some say that in order to make the mission statement effective there has to be participation and buy-in from all levels of the organization. This would suggest assembling a cross-functional team and crafting the mission with broad employee representation from all levels. Jack Welch states in his book;

"Setting the mission is top management's responsibility. A mission cannot, and must not, be delegated to anyone except the people ultimately held accountable for it. In fact, a mission is the defining moment for a company's leadership."

Jack Welch makes clear that he believes the mission is the responsibility of leadership. Do his statements mean that he believes broad representation is not necessary, or even desired? I'm not sure. So what is the best format for building a mission statement? I don't know...and therein lies the problem.

About a year ago I was tasked to head up a team to "create the company's mission, vision, & values". I actually thought it would be a fun project to work on. I had previously worked for FranklinCovey, and so I had been inculcated into the "lore of mission statements" to some degree. I did some research, assembled some articles and other reference materials for the senior leadership team and went about trying to get the project underway.

Each time I attempted to garner enthusiasm and guidance from the leadership team (of which I am a part) for the project I was met with lukewarm (at best) indifference. Participation generally revolved around them wanting me to bring back the recommendations of the cross-functional team. I was able to get more than enough people to express interest in being on the team, which consisted of newer employees, well-tenured employees, and some in-between. I have no doubt that the team would have done an exceptional job at crafting a mission statement. A mission statement employees could have rallied around, something some could have at least used as a guidepost, and something that some could have memorized, and spouted off at the drop of a hat just for the illusion. After all, it is difficult to get everyone engaged in the vision of the vision...

So what's the problem? Leadership! Until the leadership of the company collectively feels that a mission/vision/values project is important, it won't be. It must start at top and cascade throughout the company. I simply lost the will to drive the project after feeling there was no support from my peers on the leadership team. Perhaps that is my short-coming for not pushing the project harder, or for not pinning them down. Perhaps I simply did not do a good enough job helping them understand the company needed their guidance and support first.

I've been thinking about that mission statement project of late, wondering what would happen if I proceeded with the original team, and simply completed the project without my the other members of the leadership team. After all, many political careers, initiatives, and business ideas start at the "grass roots" level. I wonder how it would turn out if I assembled the team, created something great, and allowed the team to push the accountability UP instead of having it flow down??? Could the mission, vision, and values provide the value coming from this team? Or could it possibly provide more credibility and value coming from this team? It is worth consideration. And I just might re-assemble that team to see what nuggets of gold can be sifted.