Ten Truths for the Boss

Anyone who’s read this blog over the years, or who knows me personally, is aware that one of my heroes is Michael Josephson.  Mr. Josephson has commented for years on the relationships between ethics and successful, sustainable business models.  One of his greatest radio commentaries discusses “10 Truths for the Boss”, which I’ve put here:

Why is it that most employees think their bosses are at least a little out of touch? Probably because they are. Even those who worked their way to the top lose some credibility and effectiveness because they don’t recognize what I call Ten Truths for the Boss:

  1. The more certain you are that “it can’t happen here,” the more likely it is that it will. Be careful about overconfidence and complacency.
  2. There are lots of things you don’t know, and lots of people who hope you don’t find out. Hardly anybody tells you the whole truth anymore. Information is filtered through the fears and career aspirations of subordinates, and many employees believe you will “kill the messenger” if they deliver bad news so they tell you what they think you want to hear.
  3. To those who want to please you, your whisper is a yell and your comments are commands. Be careful, people may do foolish things to please you.
  4. What you allow, you encourage.
  5. There’s never just one bad employee; there’s the employee and the manager who keeps him.
  6. At least someone who works for you is “gaming” the system so they appear to reach their business objectives with smoke and mirrors rather than real achievement.
  7. According to the law of big numbers, if you have lots of employees, you probably have a few crooks and psychopaths working for you.
  8. Few people think as highly of your ethics as you do.
  9. No matter how many good things you do, you will be judged by your last worst act.
  10. No matter what your job description says, what matters most is how you manage relationships and people.

The Josephson Institute of Ethics website is here.

To follow Mr. Josephson on Facebook, click here.

To follow Mr. Josephson on Twitter, click here.

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The Art of Persuasion

It’s always a little strange to see your thoughts in writing – especially if they’re being written by someone else.

I was recently interviewed by students at the USC Marshall School of Business – they are candidates for Master’s degrees in Leadership and Management.  The focus of the interview was how to persuade employees to see your point of view.

Here’s the paper (and I didn’t edit at all!)

Background:  Eric Swenson has over 20 years of experience in management, sales, training and marketing. He has managed hundreds of employees and interviewed over 2,000 people in his career. RSJ/Swenson LLC is a management and human resources consulting firm with offices in California and Nevada.

Interview Summary: Eric shared his insightful thoughts about the leadership and persuasion. For Eric, persuasion is a natural process and he prefers soft tactics. He is always honest to his superiors and subordinates. Eric believes that effective leaders are very expressive when they come to everybody. They are very candid and direct and these personal traits play a key role for persuasion process. According to Eric, the three most important aspects for managing up and down are communication, openness, and setting a positive tone that focuses on the end result.

Persuasion Strategies:

  • Self Persuasion: “If you were in my position, how would you handle my problem?”
    • You should let team members identify the solutions on their own. You also remind them why they live in the same organization. This especially helps you deal with some conflicts with your members.
  • Logical reasoning: 
    • You use facts, figures, and belief that your idea is correct. You also consider the goals, needs, and interests of your subordinates/superiors you’re trying to persuade. The more they see an idea can help them, the more likely they are to help you.
  • Persuasion Tactics: 
    • Collaboration: You need to work with your subordinates, not at them, in order to get them to enthusiastically support your requests. You collaborate with team members, rather than using authority. You don’t need to overuse that power. The relationship based on the trust is a key for the collaboration.
    • Communication/Honesty: You should facilitate communication and be very honest to your people.
    • Improving Persuasive Skills: Appeal to the subject’s self-interest: You make it sure that what you need align with their best interests.
    • Present strong evidence to support your views/positions: You do intensive research and show the team members an idea that will likely work.
    • Establish credibility: You’re more likely to persuade your subordinates when trust and respect you. You promise to take the blame if it does not go well. This leads you to build up the trust and respect you’re your subordinates.
    • Make your objectives clear: You should get your team understand what you are doing and why are why you are doing that.

Other key factors:
Decision making is a collective effort: As a leader, you have to be honest to your team members. If you found you made a wrong decision, you would change the decision. There is nothing wrong with admitting a mistake.

California Alternative Workweek Schedules

One of the best ways of improving morale without costs is to consider Alternative Workweek schedules.  Up until January 1, it has been most difficult to implement.  However, California law regarding alternative workweek schedules have been eased somewhat as a result of AB 5.

Alternative workweek schedules allow non-exempt employees in a “work unit” to work in excess of 8 hours per day without incurring overtime. (California law includes a daily overtime requirement.) Generally, an employer may propose AWS work schedules of up to ten hours per day (12 for healthcare workers). Hours in excess of 10 per day, or 40 per week are overtime. Typically employers propose schedules consisting of four ten hour days or a “9/80” schedule. Special procedures describe advance disclosure and a secret ballot election prior to implementation of the AWS.

The AWS can apply to a “work unit” within a company, rather than to all employees. Previously, the Labor Code did not define “work unit,” although state regulations included a definition. The new law defines a work unit as “a division, a department, a job classification, a shift, a separate physical location, or a recognized subdivision thereof.” The amendment also clarifies that even a single employee may qualify as a work unit as long as his job function meets the definition.

In setting up an AWS, an employer may propose a single work schedule, or it may propose a menu of work schedule options for workers to select. Can the “menu” include a traditional 5 day week for those employees who do not want to work longer days? The amended law clarifies that the menu options may indeed include a regular schedule of five eight-hour days in a workweek. Consequently, employees who do not wish to work an AWS schedule may still vote in favor of the AWS by choosing to work the regular 8 hour day. This change greatly increases the odds of achieving the 2/3 employee supporting vote need to implement an AWS.

Additionally, the new law specifies how often employees may move from one schedule option to another on the menu. For example, if an employee opts to work four 10 hour days, how frequently can he opt to go back to regular 8 hour days? As amended, Labor Code § 511 allows employees to move from one schedule option to another on a weekly basis.

Employee Morale: The leading predictor of future growth and profitability

…or so says Roxanne Emmerich, author of “Thank God It’s Monday: How to Create a Workplace You and Your Customers Love.”I have no reason to disagree with her.

In this economy, there are fewer employees doing more work.  And for those employees who are unhappy – and there are legions – there are no other jobs to get.

While the economy begins to recover but job creation a long long way away, it’s time to find out what to do in order to improve morale in your workplace.

Give ’em training, self-improvement courses, or survey your employees to find out what they want.

When this economy recovers, the last thing you’ll need is to have all your employees looking for another job.

Training New Managers

Most managers get that role because they’re the hardest worker; the best salesperson; or the smartest person in the office.

But those traits don’t translate into being an effective manager.  That’s where screening, development, and – most importantly – training – comes into play.

A new article in HR Executive Online discusses how and why to get managers properly trained as well as establishing metrics for success.

And yes, I’m quoted in the article.

Thanks to Scott Westcott and HR Exec Online

Management & Leadership Trends 2nd Half 2009

Last week, I gave a presentation in Las Vegas on what I perceive to be the significant trends for managers and leaders during the last half of this year – check it out!

Concentration, Poker, Effectiveness and Liz Lieu

Last Friday night, I spent an hour watching (sweating, in poker parlance) a professional poker player in a tournament at the World Series of Poker. It ended up being a lesson in how concentration works in different ways.

Liz Lieu has been a professional poker player for several years; she’s won tournaments and had top finishes at other prestigious events. (As a side note, I love watching poker – it’s one of the ultimate ways to study people).

You would expect a professional to have incredibly focused concentration; to talk little and always watch other players at the table and how the hands unfold. Not Liz. She had her I-Pod on (several people tell me that an I-Pod improves concentration; that’s never been my experience). At every chance (mostly when she was out of a hand), she was on her PDA – twittering and texting. People, mostly other pros, came over to chat and she was gracious and funny with them.

And, by the way, she was winning!

What I also noticed was when she was involved with a hand (or before she even saw her down cards) – she was intense. Behind those sunglasses (the photo, courtesy of Poker News, was taken the day I was sweating her), she wasn’t missing a thing. She saw the reactions of her competitors as they looked at their cards – what they were betting, etc. Her face gave away nothing, but she was seeing and processing everything.

What does this have to do with management?

Just as some people work better with a messy desk than a clean one, people have differences in they way they concentrate best. It’s a temptation for a manager to insist on a clean desk, or tell an employee to take out their I-pod earpiece. But it’s the wrong temptation as long as an employee is performing well.

It’s the role of a manager to foster an atmosphere where employees can flourish and perform at their best level.

Although there’s no way I could play in a poker tournament while doing all the things Liz does, what she does works best for her. Remember that when the temptation strikes with your employees.