I once worked for someone whose pattern of rampant dishonesty blew my mind. Shortly after beginning work, I realized two things: Ernie absolutely could not admit that he was wrong, and he consistently lied to everyone around him – coworkers, staff, and users.
You’re just trying to get to a final result, but the other party doesn’t seem to have the foggiest idea how to get there. To add insult to injury, the other party doesn’t accept your way to get there. You end up stuck and frustrated.
An email ruined my weekend. (And I’m still mad.) It was an email filled with extraordinarily useless feedback, including completely false accusations. The person who sent it was so unaware … Continue reading Useless Feedback
It’s easier than you may think to ‘kill’ your managers. I’m personally not the greatest middle manager in the world, but I’m grateful for my time as one, since it … Continue reading Are you killing your managers?
When RecruitLoop and I were in our final stages of negotiating, we started talking about value. About how my primary concern was feeling valued by a company. Talking about value on both sides honestly is probably what got us to the point where we had an agreeable situation for both sides – we knew where we stood, and both sides could see that we considered each other valuable.
The day we got to a verbal agreement, something surprising happened. They asked for my home address (something about lawyers needing it for the docs), and then, a bit later, sent me an email that said:
Ben at the front desk should have something for you (and your husband) tonight 🙂
Just to set the stage, it had been a crazy day. It was my husband’s birthday, I had a flat tire that I had to replace, I was talking to someone I knew from high school about working at Amazon, and I had just verbally accepted a job offer. When I got the email, I was sitting at my desk playing stupid computer games in order to take a much-needed mental break. I usually wasn’t home that early, but (thanks to the car) I was this time. I looked at my computer in confusion a few times, grabbed my keys, and headed down to the front desk of my apartment building.
As I approached the front desk, Ben (our fantastic concierge) pulled out a wine bag and said, “It’s not from me.”
I may or may not have thanked him. I was shocked. Stunned. I looked in the bag and realized that there was a bottle of Oregon Pinot Noir in it. This meant that they had actually listened to some of our social conversation when I mentioned that wine was one of my hobbies, and that Oregon Pinots were my favorite. And then they had done something that seemed magical – they managed to get a bottle sent to me the very day that I verbally accepted their offer.
To put it mildly, I felt pretty darn valued at that point :).
What they don’t know, however (until now, of course), is that this gesture was beyond perfect for me…
At one of my law firms, the management team would constantly talk about what employees wanted. We wanted to figure this out, since it would help with morale and retention. Could we ask the partners to give out bonuses, or would more salary help, or whatnot. During these conversations, I’d always say this:
It would mean more to me if the partners gave me a bottle of wine than a bonus. In giving me a bottle of wine, they’d show that they knew what I valued and demonstrated that they value me in return.
Interestingly, I never got a bottle of wine from the partners. But I got a bottle of wine – my favorite kind, no less – from RecruitLoop. Demonstrate that they value me? Nailed it.
There’s a big lesson in this for me. It’s that it’s really not that costly to truly show employees that you value them. It takes attention and a little bit of time, but it’s not that hard. And while it may not be hard, showing value goes a really long way.
I was recently reading an article about why Agile implementations are failing (yes, I’m a total geek), and it got me thinking about safety. I haven’t thought much about safety explicitly (beyond being an Amazon Safety Czar for my floor, which is different from emotional safety – I have a bright orange vest :)), but now I realize how important it is for your team to feel emotionally safe at work.
If your staff doesn’t feel safe, things might get pretty rough.
- They won’t trust you or your company. Everything you ask them or tell them goes under a skeptical magnifying glass and is hyper-analyzed. They may become hyper-critical
- They’ll probably start looking to leave. Honestly, the moment I stop trusting my company, I brush up my LinkedIn profile and start checking TheLadders for likely postings.
- They’ll stop telling you things that have gone wrong. They’ll be scared of your reaction and will delay telling you any bad news for as long as possible. For me, this is a nightmare situation, because I sincerely value the opportunity to work through issues WITH my team.
I’ve been thinking of ways to identify when folks don’t feel safe, and I’ve come up with the following:
- Defensiveness. A few years ago, I found myself getting weirdly defensive whenever I received any feedback. I thought I’d gotten beyond a lot of defensiveness in college, but it was back with a vengeance. In retrospect, I firmly believe it was because I had stopped feeling safe with my boss. Because I expected to be attacked, I responded defensively to everything.
- Lack of communication. Sure, sometimes folks are just quiet, but if you start not finding out about things that go wrong until MUCH LATER than they knew, guess what’s probably happening?
- Work ethic nosedive. Heaven knows, I have no issue with Facebook use at work, but if a geek stops producing and never seems to be looking at work stuff, you probably have a problem. It’s most concerning to me when I see a shift and can’t come up with a reason for it (e.g., burnout or home “stuff”), since it could be a safety issue.
- Crankiness. Do you have a geek who just seems to be a sourpuss? Okay, so they might just have dealt with a cranky user, but ongoing crankiness may be a sign of a safety issue.
I haven’t been thinking about this issue for long, so I’m sure I’ve missed things. What other safety warning signs are there?
A few years back, I realized I was killing my staff.
I thought I had found the ultimate in productivity. In order to manage my completely ridiculous inbox, I found a system. Each night, I’d leave the office late and go wait for the bus. While I was waiting, I would use my trusty Blackberry to clear out my inbox. I would merrily send emails as follow-ups, delete things, and set myself up for a pretty darn productive next day. Hey – I’ve always loved the concept of Inbox Zero (even though practicing it in Outlook is pretty much impossible). This made me, well, happy.
I’d go home, make (well, order) dinner, and relax, knowing that I was prepared for the next day.
And then something really annoying would start happening – my Blackberry would start going off. My team, fresh from their own dinners, would start replying to my email. Being a rather Type A personality, I’d then feel the need to read the email, which kind-of messed with my evening, but I got enough email from others that it didn’t mess it up that much. I’d ignore the email until the next day (except for urgent ones), and go to bed.
The next morning, I’d walk into the office, perfectly chipper because I knew what my day entailed. On my way to my office, I’d do my usual check-ins with my team (my office was at the end of the hall, so I did morning drive-bys).
Oddly, I found exhausted people who would immediately ask me if their response was OK, or expect me to have responded to their responses.
Sometimes I can be a bit slow, but after a few weeks (months?), I realized that my team was stressed and becoming less productive. I eventually even realized it was my fault. When I was replying to email after hours, they assumed I expected them to do the same. Sadly, they were already working enough, and I wasn’t expecting it. But I was the manager, and that’s what I was doing.
So I stopped. It was downright painful to have to come in each morning with a full inbox and deal with things I could have dealt with the night before, but the change in my staff was worth it. Their stress levels went down, they eased into their mornings, and they became more productive because they stopped working stupidly.
Here’s the thing with being a manager – YOU are the mold. You are what your team attempts to replicate. If you work stupidly, they work stupidly. If you work late, they work late. If you answer email at all hours, they answer email at all hours.If you manage stupidly, you’ll eventually kill them with stress. Or at least lose them to your competitors.
It’s easy to manage stupidly. Are you managing stupidly without realizing it?
I know, lame title. But I recently had an experience that reminded me that it’s not easy to make an effective informal business argument, and I wanted to record some of my take-aways. Note that I’m not going to tell you whether I’m the person who may or may not have made some of the errors below :).
- Think about timing. Running up to someone and saying, “Hey! Here’s this great idea!” may not be the best plan, especially if your proposal is going to turn his world upside-down. If you have a Really Big Idea, ask to grab a cup of coffee or schedule some time on his calendar to run something by him so that he doesn’t lose an hour unexpectedly the day before a big proposal is due.
- Watch how you start. “I’m about to tell you about this completely awesome idea because I’m awesome,” (well, or something like that) isn’t a great way to start talking about your idea. “Hey, I think this thing will rock for <something she cares about> and I wanted your thoughts,” is a much better way to come at it. Telling her you’re awesome out front will probably gain you an eye-roll and an unreceptive ear.
- Always remember WIIFM. Honestly, your target wants to know “what’s in it for me?” (WIIFM) immediately, if not sooner. If you’re asked, “How does that help my department?”, your answer really shouldn’t be, “It doesn’t.” Because you know what happens next? He’ll say, “No,” and instantly work on finding counter-arguments. (More about that in an old post On Feet.)
- LISTEN. That’s in all caps because your target will be much more willing to listen to your thoughts on your proposal if you, in turn listen to hers. She might even have great ideas that build on your proposal or that will massively help you make your argument to others, and not listening means that you’re hurting yourself. You’re running this by her in order to get her opinion, so listen to it. Which leads me to my next point…
- Never–ever–be disparaging. You’ve probably worked, “That’s dumb!” out of your vocabulary (okay, fine, I’m still working on that one), but you need to realize that telling your target that something will be easy for his team (when you don’t actually know how his team’s systems work) is equally disparaging and frustrating. Likewise, belittling his arguments (no matter how dumb you think they are) will only tick him off, which will guarantee that you lose him as a listener, partner, and advocate.
- Please don’t yell. Yes, your idea is WICKED exciting, and your voice might get loud because you’re excited. But try to remember to breathe and not to yell. Especially if you’ve ignored points 1-5, yelling just makes listening to your argument a miserable experience, and your target will be less likely to listen to your other ideas in the future.
I’m sure I’ve missed some. What are other ineffective ways to make business proposals?
To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together.
Beginning in June, we’re asking all employees with work-from-home arrangements to work in Yahoo! offices. If this impacts you, your management has already been in touch with next steps. And, for the rest of us who occasionally have to stay home for the cable guy, please use your best judgment in the spirit of collaboration. Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices.
I’ve heard lots of good and bad points about this, but several things just boggle my mind. Here’s my list. In order to attempt to be entertaining, I’ll start each point with my actual knee-jerk thoughts.
- “Well, there goes your recruiting.” I have to admit that I didn’t quite understand the work from home (WFH) culture while I was at law firms, since most firms have a pretty strict not-working-from-home policy for non-lawyers (we’ll get into the nightmares of that haves vs. have-nots culture some other day). Now that I’ve worked at tech companies (HubSpot and Amazon), I’ve realized that being able to WFH or work remotely is an essential part of recruiting top talent. Your candidate for kick-butt lead engineer needs to take care of his mom in Tuscon? Let him work from there 3 weeks a month. Or permanently. He’ll work better with an easier life, and you don’t miss out on his awesome talent.
- “Dude, if people aren’t being productive remotely, MANAGE THEM BETTER!” I don’t think Yahoo’s primary problem is with remote workers – I think it’s with craptastic managers. As Jim points out, “Effectively managing remote workers requires more effort and overhead.” Well, yeah, but that doesn’t mean that you shouldn’t do it. To me, it doesn’t sound like the problem is with remote workers, but with crappy managers. This is an awfully expensive and ham-fisted way to save your bad managers’ jobs.
- “If you need to lay people off, lay them off. Don’t do this BS that makes you look like you’re managing in the stone ages.” Yeah, so I went to a kick-butt business school that made it really clear to me that remote workforces and the ability to WFH is truly the wave of the future. It doesn’t mean that you have to go to business school to realize that this is a giant leap backwards in modern management practices. I mean, do we not have videoconferencing, phones, planes, instant messenger, and the ability and money to use these?
- “Yes, face-to-face has kinda neat value. However, if your employees don’t value that enough to come in more regularly, you have a culture problem.” If your culture lacks the collaborative spirit that makes employees value corporate visits and coming in regularly, you have a larger culture problem. Ticking them off by instating this policy isn’t going to fix your culture.
I realize that very little of this hasn’t been said already, but I just had to contribute to the discussion. Am I right? Am I crazier than usual?
I’m becoming convinced that there are three basic types of managers: chutes, shields, and shows. Each of these types should be preceded by a certain word that I won’t say on my blog, so let’s call it stuff.
Especially if you’re a new manager, is is incredibly easy to be a stuff chute. If you’re a chute, you take all the stuff generated above you, concentrate it, and direct it directly at your staff. You’re a chute if you:
- Always tell your team about any and all stress/upset by the Powers That Be (PTBs)
- Use implied pressure from the Powers That Be to motivate your staff (note: NOT motivating. NOT. No way, no how.)
- Ensure that the Powers That Be know exactly who did anything wrong (who wasn’t you)
If you haven’t figured it out, you don’t want to be a chute. Maybe you think you’re doing things right by being transparent about the “hair on fire” attitude of the PTBs, but what you’re really doing is concentrating all of the stuff from them and stressing out your team with it. Unfortunately, chutes tend to have stressed out staff who dislike their employers, which leads to morale and retention problems.
It’s definitely harder to be a stuff shield. You have to walk the tightrope between transparency with your team and shielding them from the stuff from above. You’re a shield if you:
- Give your team credit for everything that goes right while taking the blame for everything that doesn’t
- When the PTBs go into panic mode, indicate that there’s stress above, but don’t go into enough detail to pass that stress along
- Motivate your team positively, rather than with threats
In the battle of the corporate world, shields sometimes fail (as you might), but you can always re-arm. (Did I push that metaphor too far? Sorry about that…)
The most annoying managers create their own stuff, so I call them stuff shows. They might also be chutes – or even (rarely) shields – but they primarily function as shows. You might be a show if you:
- Regularly lose your temper or show your extreme stress to your team, especially in the context of trying to make them do things
- Give your staff instructions, only to change them afterwards (possibly multiple times) with no justification or explanation to help them understand why the change is necessary
- Expect your team to read your mind, and chastise them for not conforming to your (secret) requirements
I can come up with an almost endless list of how to be a show, but I’m hoping you get the idea.
Clearly, you’d rather be a shield than a chute or a show. Unfortunately, I’ve seen very few managers who are shields who haven’t spent significant time and effort on meeting the needs of their team. How to be a shield, however, is a post for another day.