Joe was a talented guy on international assignment leading a factory start-up. He had years of experience and worked as hard as anyone I know. Betty was the actual leader responsible for the project overall. The project was behind schedule and the pressure was on. On a number of occasions, Betty became very frustrated with the implementation team and fired off finger pointing emails. On one occasion, Joe was the target of a particularly pointed email and many senior leaders were copied. As you might imagine, Joe was upset and about to flame out on email. The most senior leader on copy, forwarded the email back Joe and said four words, “Don’t take the bait.”
When Joe looks back on that sequence, he told me that those were the four most empowering words ever said to him. He knew from the statement that senior leadership knew he was doing the right things. He shared with me that this confirmation from management gave him license to make timely decisions, take risks and achieve objectives. This story made me think about the small comments leaders make on an hourly basis that either empower our people or create dissatisfaction. It is unlikely this senior leader even knows he had such an impact.
What little things do you say to empower your people on intense assignments?
Wednesday, January 13, 2010
“Don’t take the bait”
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34 comments:
One thing:
"Thank you!"
Never ever fall into the dispensing of "damned by faint praise" type of leadership abdication commentary!
So true. Thanks for the important reminder.
Let your people know that "if they don't screw up every once in a while, they must not be doing anything", and then back it up in a very public manner.
That sir is Sage advice and thanks for sharing.
Very nice story John...a few days ago, I met my someone that ever had been in my class. She said that she always remember what I ever told to her. "Doing the best for every second you have, does not matter whether someone or noone is watching." Now it is inspiring me..
Here is another one:
"Don't Let / Make Others Earn Your Job".
very true, indeed.
Sometimes leaders feel that they need to make all the important decisions! At times we must because we are responsible but many times our people are fully capable of making the decision and we need to support them. When appropriate I remind the team that the decision is theirs to make and I ask how I can best support them. This creates trust and also faster decision making within the team and a great sense of accomplishment in the end. I also encourage fast escalation when people can't agree rapidly. I remind the team that they can always escalate as a tie breaker. Fast escalation of problems is a sign of a healthy organization and strength and not weakness! I find this strikes a good balance.
"I'm your air cover. Just do what you need to do."
A useful comment
The one I always remember my boss a VP, using on me when I first asked him "what level of authority and responsibility do I have in this new role?" his response was:
"The same level as I have"
Which was also very empowering as well as quite clever.
It has been years since I occupied a seat in a company but I am familiar with this type of situation. Often a senior will lash out a junior because they are feeling the heat. The higher up was right to give Joe the advice he gave, and Joe was aware enough to accept it.
Interestingly, I would have to say that you can say the same thing about interpersonal relations in general. What people say and how they say it usually reflects more on them than on the person receiving the information. As a general, I find that if you listen properly, give people the time that they deserve, you can hear everything they are really saying and make a better decision about how to act/react to the situation.
John,
Thanks for posting. I have been in this situation many times and the advice is dead on! As far as what we say to our people, you are correct. Our people need to know that we can see the details and trust them to make the right decisions.
When I was hired several years ago into my current position, I was told that they knew I was the right person for this job and that they expected me to lead other around me with my actions. They told my that people looked up to me and they would follow my direction - good or bad. This understanding of the type of responsibility I hold still serves to today.
Well said and very true, best never to send. If someone is compelled to send a pointed communication, write it and file it away until the next day or even better, the day after. Interesting how things can change over a day or two.
Excellent point.
I have been in and observed many work environments that are extremely unhealthy because of an individual in mid-management that poisons the workplace. Often, this goes unnoticed, as the individual has a good track record--on paper, that is.
People like the one you profile are out there and are a real cancer slowly eat away at the morale and performance of the team, as they beleive nothing will be done to stop the reign of terror. If the executive management is aware of this behavior, simple comments can be made (hopefully while strategic staffing changes are underway) that will keep the team positive and working for the company goals rather than spending energy to thrwart off another attack. The negative affect on the company's success by a lone wolf is far more reaching that you might think.
I say "First Break All the Rules" and then if you don't have anyone to make that decision, shame on you...you are not doing your job of mentoring and making sure that there is someone to take your position!
Hi John - a very interesting tale and question. I'm not sure this is empowering in the short-term (though hopefully it is over the long haul), but I send emails to colleagues' managers, letting them know of the under-the-radar tasks/support provided by an individual, that was key to a project. Every so often neither the manager nor the colleague say anything (which is not a positive reflection on the team), but 99% of the time both manager and employee respond with surprise and heartfelt thanks.
I've been using the following a fair amount lately, "Blame the process. not the person". Keep pushing to fix the process."
Such a great story. Thanks for sharing.
John, I like your little selection up there and I like what you had to say as well Martin. For me, both in the civilian side and with the Army Reserves side, I like to tell them to "be better than this." When I get a co-worker that is realy upset and wants to talk about it and is looking at responding I just say, "be better than this" and it seems to pull them out of it.
Along the same theme, I use "Take the High Road". Organizations under stress and encountering problems can rapidly decompose to finger pointing, hiding information, and lack of teamwork if leadership focuses on blame and creates fear. Especially true today where people more than usual fear losing their jobs and finding re-employment. It takes character, and there can be many tests of day to day when the situation breaks down.
John,
Two messages have saved my people on a number of occasions:
No one wins a pissing contest
Sleep on important emails...they usually look different in the morning
Great post. Many of us have been in a similar situation were we feel our reputation is on the line. In the end, if you've been a solid performer for your leadership team, your reputation should help you out. Dragging yourself down to a finger pointing exercise via email is never productive.
Excellent parable!
Once, when I was a young hotshot on assignment in Asia, I had a manager fire one of those darts at me. Unfortunately, I took the bait. And it felt GREAT, for about 10 minutes.... When you take that bait it makes you both look bad.
Since then I have learned not to react in knee-jerk fashion and look at such darts for what they actually are.
Everyone should have a mentor that they can talk to before taking any potentially career altering actions. My mistake was to think I didn't need any such guidance or sounding board. And if you are a mentor - realize the tremendous effect you can have with a simple phrase.
concur with the above statements. I had a situation in which I received a lengthily email identifying several area in which the emailed was in disagreement with the direction I was taking. Of course, the email went to many subordinates. My first response was to write a terse response, defending my positions,. I waited several hours, calmed down, and emailed her back, stating that her concerns were appreciated, and nothing else. My objective was to insure her concerns were noted, but I was not going to be dragged into a debate in which she had no part of. Since I refused to write back defending my position, my action to the other email recipients displayed my knowledge of the email, but also the ability to stay the course and to continue to move forward without her distraction.
Dennis White
Johnson Service Group
A great observation on human behaviour, rise above it and don't get sucked down to the level of Nae sayers. I have often felt that people that do poison a project have not been fully directed and poison and finger point through sheer panic. Clear ownership of a project issued by a Steering Committee and problem escalation to the same can be a release button for such persons that panic
John, I thought your senario was right on the mark. I am developing a leadership module for my company and would like to use this story. Many times in my career I have seen employees go off on mini tirades and either say or write things they regret later. I recently attended a seminar on Recognizing Workplace Violence using the classifications presented this person was a "howler". Your subject matter shows a potential situation in the making. By being given that acknowledgement from his senior manager that potential negative situation was diffused. I was taught that for every stimulus there is a reaction. We usually have a one to two second window with which a decision is made for a given response to that stimulus. To make that response into an action we are ourselves empowered to stop, wait, think then act. As Dennis did terse responses are not always the best response to defend you position.
It’s an excellent story (and lesson) John. And some good follow up (and insight) from the various group members above.. But...
Honesty is always the best policy; so I must confess that earlier in my career; I had "taken the bait" (more than once). As a younger man (I long for those days actually); I still had that US Marine mentality that killing everything in sight (especially when attacked) would work. It never turned out good. :)
On one such occasion, my VP at the time said to me; “you got emotional”. He proceeded to tell me that when you get emotional, you lose your audience (and their support). He went on further to explain that most attacks (such as the one referenced) were out of fear. Fear of something they weren’t doing (or doing right), fear of something they were insecure about, or fear of something they would lose as a result of whatever failures were occurring. I was also told that my best position would be to respond with professionalism, concern and appreciation for the comments, including where I thought some solutions might lie (always focusing on trying to solve the problem at hand). He also went on to tell me that in his experience (most of the time anyway), those that continue to operate with a tone of negativity, divisiveness, and blame will typically cast their own destiny. His words helped shape my behaviors to this day.
Another good mentor of mine used to say “I” over “E” Todd (Intellect over Emotion.)
Funny how the most impressionable lessons in business (and life) occur in those small moments; where one's words of wisdom, given in the spirit of leadership, can have such a lasting impact.
Good thought provoking story John.
You may find that some managers do listen to the negative emails, but your leaders, if you have been truthful in keeping them informed of the good and bad, as well as sharing credit, will TRUST YOU!
Your best defense is to always give a short status on a periodic basis, even when it was not requested. I've worked on some charged projects where some of those provided that information would then put the status in a weekly forum.
If you give a "BALANCED" assessement of the situation, then forget about the snippy back stabbers.
Interesting story...
I think it has some strong lessons in it. Possibly different than you saw...
I think this senior manager knew exactly what impact she was going to impart. She knew her words would be heard. She was savvy in her response, posing it to learn levels of sophistication in an employee. She posed a question that resolved what options she had going forward. She used the situation to learn, grow and lead.
By making a concise statement via email the exec framed the situation for Joe. How you deliver your message matters.... email vs phone vs in person... each paints a picture. Think medium is the message...
Because she sent a direct personal note, as opposed to a vaque statement in a meeting, the exec communicated to Joe that this was an opportunity as well as displaying trust. This is true only if there are follow through actions after the project. If Joe succeeds and nothing changes, Joe is likely to reconsider his long-term situation.
By sending this note, the senior manager establishes actions she will need to consider. Based on the project team responses and results, different managers should be consultated with on how they are making decisions and implementing duties and responsibilities. Regardless if Joe steps up or not, there should be a review of Betty's actions as well as the process management methods in use.
I think the really interesting story is the one that comes after it.... what was the outcome of the project compared to plan? how did the rest of the team react to Joe's leadership? what happened with Betty and Betty's superior? Did a process management review take place? If the senior manager is as savvy as she appears I would suggest significant changes took place.
"When storm clouds come, Eagles fly....small birds run for cover" - Lewis Timberlake.
"Go home." - At the end of the work day, protecting the time (and sanity) of members of the team has noticably boosted their level of commitment to the organization and has improved their overall efficiency, self-management and attitude on days when I really need them to work longer and harder than usual.
Great post and comments, I could not agree more. This makes me really think about how the things we say (no matter how insignificant we think it is) can impact others. The next time you think someone is doing a good job, take the time to let them know. Not only are you giving them the recognition they deserve, but also the motiviation and confidence to continue and grow.
Give 'em hell? Hell not being the people you are working with, but the doubts you are battling.
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