‘Leadership’ Articles

When watching “LOST”; think “Washington”

lost1Last week at the insistence of Tyler, our Assessments & Surveys Guru, I watched an episode of the TV series, LOST, and boy was I lost!  I quickly concluded this is not the kind of series that you can join in on the 108th episode and make any sense of what is going on.  Characters are flashing forward, backward, and sideways; a series of numbers from previous episodes reappear; clues to old mysteries pop up around every turn in the jungle path; and challenges to leadership are apparently on-going and critical to the preservation of the island and its powers.

As I was struggling to make sense of what was happening, I couldn’t help but think about Washington.  It seems to me that our elected officials are lost.  We elect leaders who create some followers and wander around till the followers realize they are not getting anywhere.  Then another leader emerges, or re-emerges, to say he knows the way out. After passing familiar landmarks along the trail, the followers realize the new leader is really no better than the last.  While some long for the last leader, some say that the new leader just needs more time to find the way, and others claim that only a new leader can ever hope to take them in a direction that will solve their problems.

A friend from New Zealand, Stig Ehnbom recently sent me a Spiegel On-line article on monetary policy, “China Has a Plan; Washington Doesn’t.”  His comment on the article was, “Considering also that China is buying up resources all over the world – mines, oil and gas deposits, forests, fishing rights, land for gowning food, water resources for farming and that China controls 95% of the world known REE’s (Rare Earth Elements) forming key parts in batteries and electronics for defense and imagery – China has a plan all right and working on it while we in the West are flying around the world attending conferences at exotic resorts exchanging hot air and dreams. Dreams without money (China has got the purse) are called hallucinations and it is a sign of senility to keep doing the same thing and expecting different results.”

Indeed we do seem to keep doing the same thing repeatedly, expecting a different result.  Politicians long for the days of Clinton or Reagan, acting as though nothing has changed in the world for the last 20 years and that the same things they did would work now.

The problem as I see it is even when we have a plan we never seem to learn from its success or failure.  In fact, we can’t even tell if we had a success or failure.

I remember several months ago when the $787 billion stimulus was being debated in Congress, a reporter questioned a Congressman about the wisdom of the stimulus.  His response was, “We’ve got to do something.”  In other words he had no idea whether it would work but thought that a $787 billion experiment, with no effective experimental design, was a wise thing to do.  Clearly, he was lost.  How many times have you heard a politician tell you that even though the country is not making progress on jobs, if we hadn’t done what we did it would have been worse?   I don’t think there is any evidence to support such claims.  How can they prove such a statement?  How can they prove that anything they do is helpful?  Most people seem to believe that the best situation for the citizens is when one party controls the White House and another controls the Senate and the House.  That way the politicians can work long and hard on laws that the President can veto.  At least their waste of time would not cost the taxpayers much tax.

I think Congress is  lost on most of the problems they are trying to solve.  Whether it is health care, global warming or the stimulus, politicians rarely put themselves in a position to be wrong.  With the possibility of being wrong, there is accountability – what politicians want from everyone but themselves. 

I think that every law that is passed and every government program that Congress institutes should include a document specifying its clearly intended outcomes, the measures of success, to include timelines for achieving it, and Senators and Congressmen who sign-on should be praised for success and required to stand and explain faulty logic and execution in their failures.  This way the public can see who is qualified to make our laws and spend our money in ways that really benefits the public they serve.

What is the probability that will happen?  It is about the same as the characters on LOST finding out their true purpose for being on the island. However, as the show’s creators insist, all of our questions will be answered in this final season. When might we expect such assurance from our elected officials in Washington?

If you missed Undercover Boss, watch the re-run

After an intense Super Bowl game does not seem like a prime spot in the TV schedule to premiere a new show, but according to ratings, Undercover Boss proved to be one of the most watched post-Superbowl shows, and I can understand why. I thought it was a very good show, with a very important message.  If you did miss it, I highly recommend watching the rerun, particularly if you are a manager or executive in your company.  The show had humor, touching emotions, empathy, sympathy and revelations about work that I am satisfied executives can get from no other experience.

Photo Credit: CBS

The pilot episode was about the President of Waste Management, Larry O’Donnell, who went undercover and posed as an entry level employee for several different jobs in the company.   Although the presence of cameras weren’t well explained (it might have been the hour or the post-game let-down (I was pulling for the Colts) it didn’t seem to affect the employees as they seemed to cut the boss no slack.  He was even terminated by one supervisor because of poor performance.  He sorted cardboard from paper, cleaned portable toilets, did administrative tasks and collected residential garbage.  I won’t spoil the show by relating the details, but to say that I was personally touched by Larry and am sure that the experience changed him forever.

Let me list some lessons that I took away from the first episode:

1.       Every job is a skilled job.  The skills may not require a lot of formal education, but they are skills nevertheless.  Picking up paper on a windy hillside seems like a snap, until you have to do it.  You will probably learn quickly, as Larry did, that it requires more physical conditioning, coordination and persistence than you may possess initially.

2.       Every company has incredible people who give discretionary effort in repetitive, low-paying jobs.  What makes a job meaningful is determined by the consequences you experience daily, not the pay and benefits or the behaviors involved.

3.       People in “dirty jobs” often do them cheerfully and with pride.  Who would think that cleaning portable toilets every day could be done with a whistle, a smile and a lift in your step? For some employees, it’s all in what you make of it.

4.       Variance in how senior-level decisions are implemented is huge by the time they reach the frontline of the organization.   I predict that in future episodes of the show, many executives will be frightened by what they see supervisors doing in an effort to get the results required by policy and process changes coming from corporate.  This will always be a problem if initiatives are not started at the front-line.  This is the very thing that created the problems on Wall Street and Enron, to name two management disasters of the recent past.

Photo Credit: CBS

Hats off to Larry!  He is the kind of person for whom I would want to work. 

I don’t think that all the Undercover Boss shows will be as uplifting and rich in real human stories as this one, but I think all the executives will learn valuable lessons in leadership from the experience.  I predict that many other executives will try this (not on TV) and will make a mess of it. They will end up punishing more people than they reinforce and will in some cases punish the wrong people. 

Some executives will try to get the same information not going undercover but by visiting people on the frontline.  That won’t work for at least three reasons: First, you can’t watch frontline employees do what they do and understand all the things that impact the performer.  Second, watching employees do jobs that they have done for some time makes the job look easy when it is not.  Third, the fact is that when an executive watches employees work, it changes what they do and what they say to the boss.

Watch the show.  It will entertain you, surprise you, disgust you and possibly even educate you.



Photo Credits: CBS

Our fascination with sociopathic bosses

gordon-ramsay

I invite you to read my blog in the Guest Insights section of the

Washington Post online.

 

Related Posts: OOPS! The Biggest Mistakes Made By TV’s Top Bosses

The Folly of Early Commitment in Washington

j0255561As one who studies behavior for a living, I couldn’t help analyzing last week’s “horse-trading” in the Senate around the health care reform bill.  Do the leaders in Congress ever concern themselves with long-term consequences of their actions or is it that they just don’t understand the laws of behavior?  I think it is the latter because they think they are considering the long-term consequences, especially Senator Ben Nelson of Nebraska who bargained his vote for a permanent dispensation for the Medicaid program in his state.  So let’s consider the laws of behavior as they relate to recent behavior in Washington.

The behavior is, “I am not going to vote for this bill as it currently stands.”  The consequence is millions of dollars for his/her state.  The laws of behavior predict more of that behavior in the future.  Will it be harder or easier to pass future legislation because of such inappropriate rewards?  You can bet that it will be harder.  Of the several Senators who were reluctant to vote for the bill, as far as I have been able to determine, all of them were paid to vote for it in the end.  Senator Mary Landrieu of Louisiana reportedly received $300 million in Medicaid subsidies for her state in what has been called by some, “the New Louisiana purchase.”  Senator Nelson reportedly received a permanent exemption for Nebraska from increases in Medicaid funding.  Interestingly, this was given to the state because Nelson was holding the Democrats hostage over the abortion language in the bill.  Personally, I don’t get it.  He was so concerned about the abortion issue that he capitulated when given Medicaid money.  Nelson’s response, “I didn’t ask for a special favor here, I didn’t ask for a carve out”   I guess because he didn’t ask for it, it makes it ok.  It seems like I remember many bribery cases where the same defense was mounted.

Putting issues of bribery, etc. aside, what is the impact of these decisions on the legislative process?  For one thing, it makes the other Senators look weak since they didn’t work as hard for the citizens of their states.  The other thing is that it shows them the advantages of holding out. Don’t be surprised if more hold out in the future.  If “holding out” is rewarded, you can bet there will be more of it.

Another defense that has been put forth by the leaders in Congress is that “this is the way the legislative process works.”  I have news for them.  That may be the way that it worked in the past when the “horse-trading” was done in smoked-filled back rooms in secret but with the new media, that can no longer be done.  Legislative actions are subject to different consequences now.  In the past Nelson’s behavior may not have come to light for months, if ever.  Now it is known almost immediately and he is already receiving considerable backlash, even within his state.

The other issue for Nelson is that if he thinks his decision has made him more popular in his state, I think he is in for a surprise.  I suspect that most Nebraskans don’t really care much about Medicaid because they don’t expect to be personally affected by it.  Most Nebraskans do care about the character and decisions of their Senator.  If he will sell out on one issue, what will it take for him to sell his vote on others?

Behavior is lawful.  We know that behavior that is positively reinforced will occur more often.  Stay tuned to see what behavior is being positively reinforced.  I am confident that Congressional leaders don’t know.  However, they won’t be able to keep it a secret because the increases in their behavior will give it away.

The reason some athletes think they are above the law is because they are!

umpireMy opinion of Falcon’s head coach, Mike Smith, dropped several notches week before last because of his action in the Babineaux case.  For those who don’t follow the Falcons NFL football team, Babineaux is a star defensive player for the Falcons.  He was arrested earlier in the week for felony possession of marijuana, an expired license tag, no valid driver’s license, really dark tinted windows, and a burned out tag light.  As one blogger wrote, “why not just wave a big banner saying, “STOP ME, I HAVE DRUGS!!” Jeez….some of these guys are just absolutely clueless.” (more…)

Young Entrepreneurs Get It

j0439442I spoke last week to a group of 500 managers at Fortune Small Business Growth Summit, a yearly conference in Dallas organized by Verne Harnish. The group was composed of small business owners and their key managers. (By the way, according to the Small Business Administration (SBA) in certain classifications a business can have over $175,000,000 in sales and up to 1500 employees and still be considered small.) The youthfulness of this group is important for a couple of reasons. First, they are quick to see the advantages of arranging conditions for change through rapid reinforcement and secondly, they are dedicated to early adoption of strategies that will make their businesses successful.

When you explain the science of behavior to this audience, they get it! The reason for the exclamation point is that I have spoken to thousands of more seasoned managers who take a long time to get it-and some never really understand the importance and value this technology brings to their businesses. A common question I got from these managers was, “When can you help me do this.” The seasoned managers often say, “Sounds good, but I’m going to have to think about it some more.” When I was presenting in India in 2005 I was frequently asked after presenting the 13 Oops, “Should we change all thirteen at once or one at a time.” They didn’t question whether to do it, rather how to do it. This bias for action is one of the reasons that young Indian managers believe that India will soon become the dominant player in global business.

The new generation of managers gets positive reinforcement. They have grown up with it all around them. Often older managers have to be convinced that positive reinforcement is vital to maximizing organizational performance. Not so with younger managers. Don Tapscott wrote a book, Grown Up Digital, a sequel to Growing Up Digital. To paraphrase him in Growing Up Digital, the present generation is the first generation in the world to know something of significance to society more than their parents. Those who have grown up digital, people born in the last 20 years or so have lived in an environment where each year of their lives has produced more positive reinforcement for their behavior than the last. Think video games, Facebook, Twitter, etc.

For a number of years I spoke to classes of young entrepreneurs at an MIT program called Birthing of Giants. More than 95% said they started their companies because they felt that they were undervalued and underappreciated for the contributions they made. When I asked them what management model they used to manage their own companies a sense of shock comes over them almost immediately as they realize that they manage in the same way as the company they hated and left. In growing their businesses they have all experienced management problems and when the science of behavior (behavior analysis) is explained, they get it.

When young managers imbed positive reinforcement into their business processes and into their management systems, larger competitors had better watch out. Since positive reinforcement accelerates behavior, which accelerates performance, which accelerates profits it becomes clear to me that soon many of these companies will be snapping at the heels of their now much larger competitors.

I am biased by my reinforcement history like everyone else, but I am very confident that after 40 years of working with managers and executives on accelerating business performance, the future belongs to those who can apply the science of behavior to organizational design, strategy and execution. My recent history tells me that young people are doing this at a much faster rate than older executives realize. It is not the businesses that change that will survive; it is the rate of change that is important. Positive reinforcement accelerates change. I hope you get it.

More Bad TV Bosses: Gordon Ramsay: Brilliant Chef, Lousy Manager

To Aubrey’s list of the bad examples by TV bosses, and to those of you who submitted your own recommendations, the winner is,
Gordon Ramsay.


 

Guest post by Cloyd Hyten, Ph.D., CPT
As a dedicated foodie, watching Ramsay is both entertaining and frustrating. A highly skilled chef and restaurateur, Ramsay is perhaps best known for his angry verbal tirades on his staff.
While Ramsay is brilliant in helping failing restaurateurs overhaul everything from their menus to marketing, it is too often overshadowed by his uncontrollable rage and insults.
What went wrong:
Ramsay falls into the “Oops!” category of “promoting people nobody likes.” He is the very picture of what we call an “aversive control” style of management: rarely acknowledging good performance but pouncing on mistakes with brutal punishment and abuse. His abuse is perfect for TV, so over-the-top you can’t believe that anyone could be so offensive. Personal insults seem to be a standard, with name calling and threats of firing, all while his staff responds “Yes Chef.”
If he were a manager in a company making widgets, his employees would have all quit, filed grievances and lawsuits, brought a union in to protect them, and likely never given their best.
What to do instead:
You do not have to act this way to be a good leader, a celebrity chef, or a successful restaurateur. In contrast to Ramsay, there are other celebrity TV chefs that are very successful at creating willing followers. For example, Bravo TV’s “Top Chef Masters” pits two chefs – Rick Bayless and Hubert Keller – against each other, . Bayless and Keller guide their teams while soliciting and accepting their ideas, never raising their voices, and calmly dealing with a series of limitations the show threw at them.

Every organization should motivate employees in such a way that they are continuously looking for ways to do things more effectively and efficiently. Since the best indicator of what people will do in the future is what they have done in the past, ensure that managers are getting results the right way.


 

Cloyd Hyten is a Senior Consultant with Aubrey Daniels International. He brings a systems perspective to organizational safety. Cloyd has been in the field of performance improvement for over 20 years, with experience in training and consulting in a variety of settings experiencing performance problems or opportunities. Cloyd has a Ph.D. in Behavior Analysis, and taught in one of the nation’s best behavior analysis graduate programs for many years. While in this academic position, Cloyd started a consulting group that specialized in systemic solutions to help organizations ranging from professional service firms to manufacturing companies to medical clinics improve their performance.

In addition to consulting work, Cloyd has been a thought leader in the field, presenting papers at national conferences, serving on the Editorial Board of the Journal of Organizational Behavior Management, currently President-Elect of the OBM Network, and co-authoring a book on improving performance in work teams. Cloyd is a highly rated instructor, recognized for his knowledge of behavior analysis and his ability to communicate it to audiences in an enthusiastic and humorous manner.

Oops!: The Biggest Mistakes Made By TV’s Top Bosses

From Mary Tyler Moore to Mad Men, the workplace has served as the setting for many of television’s most acclaimed and beloved series. It’s no wonder. The office provides the ultimate backdrop for observing human behavior in all its glory, moving us to laugh, cry, and, all too often, cringe and cover our eyes. 

In my latest book, OOPS! 13 Management Practices that Waste Time and Money (and what to do instead), I look at 13 time-honored management practices that actually reward bad habits and punish good behavior, often with devastating results.

With the new season of Mad Men about to premiere and the fall season on the horizon, I thought it would be both fun and revealing to look at how five of our favorite television bosses stack up against the 13 common management mistakes highlighted in Oops! 

Over the coming weeks, I’ll be adding to the list with other management mistakes from TV land and I invite you to share your own favorites. We’ll give away five copies of Oops! to the best suggestions we receive. Send your submissions to http://www.aubreydanielsblog.com/ask-aubrey/.

steve-carrell

Michael Scott (Steve Carrell) – The Office

Made OOPS Mistake #1 - Employee of the Month

What went wrong:

Michael created the Dundies, an annual awards show in which he presented awards to various members of the office based on their job performances.

While his goal was to motivate all employees to deliver superior performance, the Dundies, like other “employee of the month”-type programs, ended up angering or humiliating the majority of the office staff. The problem is that only one employee can earn the accolade while the others are left with performance that goes unrecognized – violating every known principle of effective positive reinforcement.

What to do instead:

Michael can make his efforts more effective by setting measurable criteria and rewarding and recognizing everyone who meets or exceeds the goals. In order to make recognition effective, Michael must create a culture of positive reinforcement that provides ongoing positive reinforcement for everyone who goes above and beyond their daily activities.

Liz Lemon

Liz Lemon (Tina Fey) – 30 Rock

Made OOPS Mistake #12 – Downsizing 

What went wrong:

When Liz must reduce staff by 10 percent, the entire staff tries to please her to avoid being laid off and Liz ultimately bases her decisions on irrelevant factors, such as firing a romantic rival. By indiscriminately firing employees, the remaining employees will likely wonder if they are next and develop a distrust of management. There will also now be more work for fewer people, potentially leading to lower office morale and productivity.

What to do instead:

Rather than allowing employees to try to sway her firing decision, Liz should have gotten all employees involved in a solution as a first step to avoiding a layoff, such as eliminating wasteful expenses or taking salary cuts or furlough days.

If layoffs must happen, Liz should treat those being terminated fairly and generously in order to demonstrate to those remaining that she cares for her employees. Most importantly, Liz must make sure that she increases positive reinforcement for those who remain as they take on additional work.

simoncowell

Simon Cowell / American Idol

Made OOPS! Rule #7 - “You did a good job, but…”

What went wrong:

While Cowell’s primary goal is to entertain, like all bosses he should also want inspire contestants to improve upon each of their performances. However, his critiques sometimes combine both positive and negative comments as in “Although it was good, I don’t see it as an American Idol-winning performance” or his critique of Idol winner Taylor Hicks: “You’re like every dad who’s ever got drunk at a wedding … got on stage and sang. The difference is, you can sing.” The effect of such statements is to cause people to ignore the positive comments and obsess on the negative comments. It is a prodding, nagging style of management that does not motivate and is more often a punisher.

What to do instead

Always separate complements from negative criticisms.  Give the good first and at a later time deliver the corrective feedback.  That way the good will be valued and the employee will be more responsive to the corrective feedback.

wilhemina-slater

Wilhemina Slater (Vanessa Williams) – Ugly Betty

Made OOPS! Rule #11 – Promoting People No One Likes

What went wrong:

There is a perception in leadership that managers who are well-liked are not effective at producing results.  It is understandable given that most managers believe that hard-nosed, negative practices are the most effective.  They are not.  Case in point: Wilhemina Slater.  Backstabbing, cruel, and vindictive, Slater may strike fear in her employees, but she is ultimately only able to hold onto her position through scheming rather than inspiring great work among her team. Bully bosses also create toxic workplaces. The only thing her two assistants seemed to have learned from Slater is how to scheme and backstab just like her.

What to do instead:

The first test in promoting someone to management is whether people would want to be around this person.  If the person does not have good social skills, look for someone else.  Look for those managers and leaders that get results the right way; those that understand behavior from a scientific perspective and can design systems, policies and procedures that bring out the best in people everyday.   These people are always well-liked.

ari-gold1

Ari Gold (Jeremy Piven) / Entourage

Made OOPS! Rule #2 – Stretch Goals 

What went wrong:

Like Slater, Hollywood agent Ari Gold is the epitome of the “bully boss,” crass, offensive, and constantly disparaging his assistant Lloyd. In this instance, however, Gold turns to a time-honored business practice – stretch goals – which ultimately backfires on him. When the career of Gold’s client, Vince Chase, is at an all-time low, Gold puts pressure on his staff to develop a presentation and strategy that will put Chase’s brand on par with Microsoft and McDonald’s. The presentation comes off as rushed, thoughtless, and unsympathetic, ultimately pushing Chase farther away.

What to do instead:

The problem with stretch goals is they are typically set too high and people fail to reach them 90% of the time.  With a 90% fail rate, efforts to reach these goals diminish over time and discretionary effort toward all goals is eventually extinguished. To get Chase’s career back on track, Gold should have set many mini-goals instead.  Managers need to ensure that positive reinforcement is delivered for the many small achievements along the way to reaching some final goal.

Guest Blogger: Russell Justice, a.k.a. Mr. Whiskers, offers his best “Gems” from Oops!

I just finished reading and studying a new book by mentor and friend Dr. Aubrey Daniels – OOPS! 13 Management Practices that Waste Time & Money (and what to do instead). Below are my gems:

 Top Dozen (tried to pick 10 but couldn’t) Gems (in priority order):

1. Solutions that involve tweaking the current process must be rejected. It is up to leaders to establish a context to which alternatives are vigorously examined (pursued, and deployed). (more…)

Google is looking for answers in the wrong place

googleplex

In a May 19th article in the WSJ, Scott Morrison wrote, Google Searches for Staffing Answers.  The article is about the fact that Google has recently lost a number of top executives and other midlevel employees.  Google’s approach to solving this problem is what you would expect, given the nature of their business.  They are working on a mathematical formula to predict employees who are likely to quit.

I will be interested to know what Google plans to do when they find these people.  No doubt there will be a lot of false positives, i.e., people who they identify as likely to quit, when in fact they have no intention of quitting.  But in any event, once they have a list, what will they do?  Will they give them a raise, a new benefit, a promotion or a new title?  Any one of these actions will create more problems for the company than it will solve. (more…)