The Cranky Middle Manager #79 Getting There with Marshall Goldsmith

Posted on 16. Jan, 2007 by Wayne in Podcast

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The Cranky Middle Manager Show #079

I am very proud of this show, but particularly proud of this episode. Why?

First, I think it’s a great example of what we do best here (check out the Cranky Middle Manager Show Manifesto).

Secondly, Marshall Goldsmith is this week’s guest. If I were to put up a list of the top 5 people I’d love to get on the show, and didn’t think I stood a chance, Marshall’s on it. I’m not going to tell you the rest of them, although you know the elusive Tom Peters is on it, of course, but that’s not a secret. His new book “What Got You Here Won’t Get You There” is already a best seller. You heard about it on our interview with 800 CEO Read president Jack Covert.

Please, if you are new to the show, check out our archives and listen in on some of the amazing conversations we’ve had. If you’re an old hand, stay tuned and let us know who you want to hear from by dropping me an email. Apparently nothing is impossible……

Show Notes

0:00 Welcome to Episode 79. Being a manager is more than an aspiration- it takes perspiration- and lots of it. We’ll talk about all the hard work with Marshall Goldsmith in a bit.

This episode is dedicated to Ptah Hotep, the Marshall Goldsmith of his day. Read the precepts and realize that good leadership is timeless.

4:00 Our quote of the week is also from my new bosom buddy Ptah Hotep. We can learn from everyone…so don’t get cocky.

5:00 Welcome Marshall Goldsmith. American Management Association and Business Week both call him one of the great all-time Management Thinkers. While I”m trying to de-emphasize the leadership discipline, or at least give more time to the others, I won’t look a gift horse in the mouth. So what does he think the role of middle management really is??? It’s to translate the big vision into execution, and middle management is the key link between the twain.

6:52 We talk about his new book, “What Got You Here Won’t Get You There”. What the heck does that mean? Well, you got here despite whatever your weaknesses are, not because of them. How does that compare to something like “Now, Discover Your Strengths” that says, basically, “play to your strengths”. You’ll be shocked to discover Marshall has some thoughts on the matter.

I talk about my own challenges, which has roots in marine biology. I’m looking for a good remora.

12:45 What motivates CEOs and multi-millionaires to seek out personal coaching from someone like Marshall? When someone like Michael Dell stands up and says “I got some feedback and I’m working on stuff?” They’re trying to be a role model. Of course there are also those trying to get to the CEO spot and aren’t quite cutting it.

14:44 The higher you go, the more your problems are behavioral, not knowledge gaps. It’s not a lack of knowledge, it’s how you behave and what you do that matter most. Peter Drucker said, “Most leaders know what to do, they don’t know what to stop”. What does that mean?

17:00 One thing leaders need to do is stop trying to win all the time. Sure, competitiveness got you where you are, but always having to win, to be smarter than everyone else gets annoying and stifles creativity. In fact, people will let us win even when we’re wrong because we have power.

19:20 Oh, and stop trying to add value. i talked about this one in my last article in Management Issues. Managers are incredibly powerful, and you don’t want to kill people’s motivation.

20:59 This is my favorite part of the conversation… we all have superstitions about our own success. Woody Allen is one example, CEOs are others…you have to hear this conversation. It’s just bad logic… I behave this way, I’m successful, therefore I’m successful BECAUSE I behave this way. Don’t confuse “because” and “in spite”.

26:17 Marshall takes us through a specific example… let’s say you’re stubborn and opinionated….how do you make BEHAVIORAL changes? It’s all about feedback- or feed forward rather. Feed forward is not about the past.

the steps to changing your behavior are:

• Get Feedback (or Feed Forward)
• Apologize for past behavior
• Advertise the fact you’re trying to improve
• Listen to others
• Thank them for the feedback

Marshall’s Resources

Anything by:

Thich Nat Hanh, Buddhist Monk and writer

Frances Hesselbein

Jim Kouzes (UPDATE: he’ll be with us on episode 82!!!!)

Check out his library of materials. Lots of great stuff I can personally recommend.

For myself, check out our sponsor’s 25% discount at www.mindtools.com/cranky

Take a look at my e-book, “Meet Like You Mean It- The Cranky Middle Manager’s Guide to Productive and Painless Meetings” while you’re at it.

Don’t let the weasels get you down.

The Cranky Middle Manager Show #78 Divine Wisdom and Spirituality At Work with Tricia Molloy

Posted on 09. Jan, 2007 by Wayne in Podcast

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The Cranky Middle Manager Show #078Welcome to the Cranky Middle Manager Show, episode 78. Today we talk about using your own Divine Wisdom and spirituality to help you be a more effective manager. DON’T LEAVE YET…. you’ll find a lot worth listening to with Tricia Molloy, even if the subject matter scares you a bit. This is an important conversation.

Show 78 Notes

0:00 Welcome everyone. Today we talk about listening to the still, small voice within. It’s easy to joke, but we all have it, it’s vital to how we work and yet we’re reluctant to talk about it… Tricia Molloy is the author of “Divine Wisdom At Work”. You’ll enjoy our conversation.

2:35 This episode is dedicated to Handsome Lake, spiritual leader of the Iroquois at a time when it was impossible to separate the spiritual and the workplace- both were part of everything you did, all the time. Of course, mixing traditions can get a bit sticky which is exactly why HR gets nervous.

3:18 Our quote of the week is from the Baghavad Gita. Remove the mysticism and it says, just do it because it’s the right thing to do. The results will come. Good advice, even if it’s hard to get a project approved on that basis.

5:00 Welcome Tricia Molloy. Even though I have no problem arguing religion,politics or anything else with anyone anytime, the workplace is very nervous about the topic. Today we’re going to talk about what she calls “Universal Principles”. But it’s important, because I believe there’s something… I know if I’m all I’ve got I’m in big trouble.

7:55 Clean out the clutter, the Universe will fill in the blanks. She starts with a hypothetical situation but one we’re all familiar with. You have to make room for new opportunities. Also be aware that energy attracts like energy- positive people attract positive people… be negative and the vultures circle.

11:00 Most managers get out of whack by not taking the time to get quiet… meditation, contemplation, slow leadership, a lot of people on this show have spoken about the same thing. What does it look like? You’ll be as relieved as I was to know that the Lotus Position is optional….

16:15 Meditation opens you up to intuition- you have to be open to those moments. Tricia calls those “God Winks”. Call it coincidence or synchronicity if you’re more comfortable with it…..

19:30 Tricia is a big believer in affirmations. I confess I have an issue with it. especially around financial things. Affirmations need to be in the present tense, positive, and brief.

24:30 Visualization should be an important part of the manager’s preparation for big events like performance reviews, presentations and critical conversations. Gratitude helps too, even when it’s hard to focus on the positive. Tricia calls that “focus and expand”.

28:40 Yet another guest warns us of the dangers of multi-tasking. In spiritual terms, it’s all about mindfulness- but basically you can’t focus on too many things at once. Don’t look at me like that, it’s true. Try not checking email when you’re on the phone….it IS possible, you know.

32:00 Check out her Resources Page for lots of links.

Don’t forget to check out our sponsor Mind Tools for their Cranky Middle Manager Discount www.mindtools.com/crankyÂ

Show 77 Update- Chicago Shamrox Win. Wanna See For Yourself?

Posted on 09. Jan, 2007 by Wayne in General

Folks, in show 77 We talked to the owner of the new Chicago Shamrox National Lacrosse League franchise and I offered to take interested listeners to a game. Well, here are two updates:

1) The Chicago Shamrox won their inaugural home game 15-12 over the New York Titans. A little Cranky karma goes a long way

2) So far I have one taker for the Cranky Middle Manager Lacrosse Outing in Chicago. We’re tentatively looking at Saturday, February 24th against the Minnesota Swarm. If you’d like to attend with us, drop me a line before January 25th. I’ll pick up the tickets and the first round of frosty beverages.  Thanks to Dennis for taking me up on the offer. It’ll be a blast.

Drunk With Power is More Than Just An Expression

Posted on 07. Jan, 2007 by Wayne in General

Are you drunk with power? This article in the San Francisco Chronicle says booze and big titles can have the same effect on you……

I gave it some thought and wrote a new article for Management Issues on the topic…here it is:

Titles, Tequila and Power

“We thought because we had power, we had wisdom”

Stephen Vincent Benet

“The problem with booze is that people who are not six feet tall and bullet proof should not suddenly believe they are”

My Old Man

A recent study out of the US shows that the phrase “drunk with power” is actually not far off the mark. People with power over others can start to lose the inhibitions that keep them within the bounds of normal social behavior.

The difference of course, is that when you say something stupid as a manager, you can’t call the next morning and claim “it was just the job talking”- unless of course you were drunk at the time in which case it’s time for a chat with the nice lady from HR.

This is not to assume that there is an immediate connection between middle management and alcohol (behavior at the annual sales meeting notwithstanding). It’s that there IS a connection between the job of a manager and the power it holds, we’re just not usually aware of it.

Yes, you read it here. The job of a manager, even (maybe especially) that of a first line or middle manager, is an incredibly powerful one. And like alcohol, its effects can kind of sneak up on you.

The fact that we’re powerful may come as news to a lot of us who spend inordinate amounts of time whining about the fact that we cant’ get anything done and that nobody listens to us. But if you have anyone reporting to you, it’s critical to understand the effect your words and actions have on the people who report to you.

Marshall Goldsmith, in his new book “What Got you Here Won’t Get You There” gives an example. (Spoiler alert- he talks about this on the upcoming Episode 79 of this podcast!) He talks about the tendency of managers to want to “add value” to employee suggestions and thus reduce buy-in and enthusiasm. How can that happen?

Mary comes to you with a new idea. You love it. You give her all the appropriate praise and encouragement. Being the clever person you are, you see a minor improvement that can be made and you let her know about it. It’s a suggestion, that’s all. She can take it or not, you’re just trying to help. The problem is that because of your position, that minor suggestion has the feeling of an order, and it’s no longer her idea, it’s yours.

We managers are sometimes unaware of the power we have over people who report to us. Think about it this way- we may be annoyed that people don’t do what they’re told. On the other hand they believe we can get them fired on a whim. They can give us a headache, we can put them out on the street without a penny. Hardly a fair fight.

Even this rather simple example assumes good intentions and unintended consequences. It’s not always so innocent. Research on power dynamics shows that, in general:

• People in power tend to be more oblivious to what others think
• They are more likely to pursue satisfaction of their own goals
• They tend to be overly optimistic about outcomes
• They tend to take more risks

And it’s not that we are megalomaniacs who thirst for power in some James Bond-Villain kind of way. It’s that the normal dynamics between people in authority and those beneath them tend to reduce the kind of feedback that inhibits negative behavior.

It’s kind of like how that little voice in your head that says “no one really wants to see your Borat impression again” is loud and clear at the beginning of the party. Yet the more Jagermeister we consume the more we’re convinced everyone will find it as hysterical as we do and that little voice gets crammed away blindfolded and wrapped in duct tape and we’re naked on YouTube screaming “Very Nice” at the top of your lungs. Or it that just me?

Without honest feedback about our impact on others and the quality of our decisions, we gradually become disinhibited. Everyone does what we say, nobody tells us “no”, so they must be good ideas. It becomes a self-fulfilling prophecy of our own brilliance and infallibility.

Believe me, nothing good can happen when the little voice in the back of your head stops telling you when you’ve gone too far.

In Roman times, when generals paraded through the streets, waving in triumph, a slave (who could be thrashed thoroughly but not fired) would stand beside them and whisper, “memento mori”, which roughly translated means, “remember thou art mortal”. Not coincidentally, it’s the same thing my wife does at parties.

Maybe your organization needs to encourage people to do the same when you want to change the utilization reports for the fifth time this year, rather than just smile and nod with a glazed expression and hope you’ll forget about it.