Sunday, July 29, 2007

Got Feedback?

Hey Everyone,

I received an email newsletter a few weeks ago. It had a quick list of "Do's and Don'ts" for giving good feedback.

As you may know, being able to give and receive good feedback is an important skill. People aren't perfect, and you are going to make some mistakes along the way. But with support and feedback from mentors as well as team members, you can improve more quickly, and achieve better results more quickly. I've included the bullet points that I think are the most useful and added my own thoughts. Enjoy!

Feedback Do's:
  • Provide direct and specific feedback (a la the One Minute Praise / Reprimand)
  • Be supportive and calm
  • Be prepared if delivering feedback from others - Sometimes you will have to deliver feedback from above. Remember that you can tailor the message to fit into the One Minute Reprimand.
Feedback Dont's:
  • Compare one employee to others - I think we need to teach more parents about this. Think how bad sibling rivalries can get... now put this in a setting where people's jobs are at stake... back stabbing and corporate politics aren't the most fun things to deal with.
  • Provide critical feedback (reprimands) in a public setting - This can be very embarrassing, and you wouldn't want that to happen to you, would you?
  • Criticize, condemn, or complain - Dale Carnegie Rule #1
  • Delay giving timely feedback - Another tip from the One Minute Manager. If feedback takes only a minute, don't delay or else the problem will continue just that much longer.
Thanks for reading! Comments (and feedback) are requested and appreciated.

Sunday, July 01, 2007

Narcissistic Leaders

I'm going on some sort of kick with the Harvard Business Review article reviews. This next article that I read Narcissistic Leaders: The Incredible Pros, the Inevitable Cons by psychoanalyst Michael Maccoby, shows the progression of the research started by Zaleznik mentioned in the previous post.

Maccoby describes what we might call "Rock Star Leaders" or the "twice-born" leaders mentioned previously. I hate to pick on one person so much... but with the recent release of the Jesus-Phone... I mean iPhone... I'm going to pick on Steve Jobs.

I give him credit though; he is a genius. He is also extremely driven to mold the world into his image (something Freud would call narcissistic). And to a certain extent he has succeeded. A generation ago, people would feel naked if they left home without their watches... now people can't seem to get through the day without popping those little white ear-buds into their ears and plugging them into an iPod.

I would say narcissism is almost a logical offshoot of our capitalist society. (We all work hard in order to reap the benefits for ourselves. Nothing is wrong with this. This is what keeps the world turning.) However, at a certain point, narcissism can turn pathological, which will usually lead to the decline of the organization that the "Rock Star Leader" is running.

Narcissistic leaders have great many strengths:
  • Great vision - This one is obvious. Usually their vision includes they being worshiped like a god, hence Jesus Phone....
  • Charisma - The strength of their personalities attracts followers.
Maccoby explains that narcissistic leaders often have the personal charisma and drive that give them enormous strength during times of chaos. (Think Winston Churchill and Mao). However, during the times of peace things don't usually go so well. You need at least some managerial abilities in order to keep all of the boring but important things going as they should.

Their downfall is usually caused by the archetypal weakness of narcissistic leaders:
  • Overly Domineering - "My way or no way!" Thats how Jobs was fired from the company he started.
  • Thin Skinned / Poor Listeners - Any criticism is seen as a personal attack on their personal "perfection". Consequently, they have selective listening and can't learn from mistakes, eventually making one that they cannot recover from.
  • Lack of Empathy - Because they are so wrapped up in themselves, they cannot understand why other people may think differently or have different needs from them. They may be masters of politics, but they tend to see people as tools to exploit. In the end, people we become sick of it. (Winston Churchill was voted out of the Prime Minister's office right after he won WWII).
  • Poor Mentors / Mentees - Well if you're a poor listener and lack empathy, you probably won't do well with mentoring.
  • Overly Competitive - Having a competitive spirit is great, until you compromise your morals or your team members because of it.
How to survive if you are a Narcissistic leader:
  • Get a sidekick - No really, a strong, competent, and thick skinned "manager" can help bring balance. (Kinda like the Yin to your Yang).
  • Indoctrinate your team - (Use sparingly) If everyone agrees with you and trusts your decisions 100%, you can avoid conflict.
  • Know yourself - Try to understand your narcissistic personality. Often that may be enough to stop a rant with "Is this really that important to chew out one of my most loyal team members, or am I just being psycho?"
Sorry Steve, but the Lisa, Newton, NeXT, puck mouse, and Apple TV should be good indicators of your narcissism. Get over it and you'll be the better for it. Now how about sending me one of those nice 80GB Video iPods :-).

Managers and Leaders

Back in 1977, Abraham Zaleznik wrote a classic article in the Harvard Business Review called "Managers and Leaders: Are they Different?"

The simple answer was "Yes, they are. But he goes on and elaborates on a number of different points. He dips into some psychology, which is definitely different from the majority of business leadership articles written today. This is a seminal work and definitely worth a read.

So how do Managers and Leaders differ? I would first preface this with saying that all leaders or managers fall on a sort of "Manager / Leader Continuum". There really aren't any "pure leaders" or "pure managers". We need them both, and depending on someone's style, they will use more tools from the leadership toolbox or from the management toolbox.

Well first of all we would typically stereotype managers as lacking creativity and ethics.

Alright, calm down... this is not validation on your suspicions that your manager is a heartless baby candy snatcher... this just means that taking a strict Max Weber-esque definition of a manager, we will see someone who painstakingly follows the rules and does nothing else. They don't have their own self-ethics. (Think someone who will refuse emergency care to a dying patient because they haven't filled out their paperwork). Similarly, they lack any creativity because they are always worried about going by the book and ONLY by the book.

Leaders on the other hand are painted as dynamic and creative, working "for the people". Granted this may be an over dramatization of leadership, but it helps paint a picture of the ideal.

The second stereotype about managers and leaders that Zaleznik discusses is that leaders are proactive while managers are reactive. This dovetails into the stereotype about managers being "tactical" thinkers while leaders are "strategic" thinkers. Again both are merely different spots on the spectrum with both types of thinking being necessary in order to be effective.

Zaleznik also describes managers as being able to "play the game" referring to politics, while leaders are more often tough and direct. He also alludes to theories in psychology, stating that leaders are "twice born", people who have had lives filled with struggle and living with a feeling of being separate and not belonging. Leaders therefore have a strong sense of duty and responsibility to "make things right", while managers who are "once born" are more comfortable with "making things the same".

Zaleznik finishes with an open question about the development of leaders within today's business culture of pitting peers against each other and seeing who come out on top. He rails on the fact that this will merely excessively reward aggressive behavior (something that is ultimately self defeating).

I would say that Zaleznik is at least partially giving a critique of the current status of people who we call "leaders". I would have to admit that many of my own postings have come out my critique. I also find his work to be a great starting point for a discussion on the difference between leaders and managers, however I would have to say that the research has advanced since the time of his writing. Specifically, I would have to say that Zaleznik's critique on "management" is overdone. Most of it would more accurately be pointed towards "ineffective leadership", because I do believe that effective management has its merits.

Thanks for the read, and as always comments are requested and appreciated.

Until next time,
-Jason

Emotional Intelligence

Hi Everyone,

This will a short post on "Emotional Intelligence" the pioneering book written by Daniel Goleman. In a nutshell many would say that the strength of a leader is measured by his/her emotional intelligence.

According to Goleman, emotional intelligence is made up of 5 main categories:
  • Self Awareness
  • Self Regulation
  • Motivation
  • Empathy
  • Social Skill
More on this in a future post!
-Jason