At Which End Should You Crack Your Egg?

As someone who travels a lot for work, I end up eating in restaurants a fair bit, and I sometimes end up having difficulty deciding between the chicken stir-fry, and the boiled fish.  Yep, that’s right, I have eating habits typical of an obese rabbit.  But I digress.

You can imagine the confusion I would cause if I simply didn’t decide on a meal.  For some indefinite period of time, I would become more and more famished, while the waiter, kitchen and support staff would wait (at first patiently), and then eventually boot me out for being such a twit.

Interestingly, this is exactly what happens to managers who fail to make decisions.  People will wait patiently for some period of time, perhaps make a recommendation or two, but eventually they’ll get angry and boot you out.

There are a variety of reasons that managers fail to make decisions, but there are two essential things for indecisive managers to remember:

1)   First, the decision you are about to (not) make, is really not all that important.  It’s about as consequential as my choice between chicken and fish.  Unless you are reading this as the head of some nation-state headed for armed conflict (in which case, I’d love your comments below, Mr. Netanyahu), then don’t flatter yourself by thinking that decision you’re delaying has any serious consequence.

2)   The wrong decision today, is better than the correct decision a month from now.  At least if you make the wrong decision now, it will become clear quickly, and you can change course.  Just ask the guys who came up with the genius idea of “New Coke” a few years back.  The old Coke was only off the shelf for a matter of seconds before they realized they’d made a huge mistake.  It took a few more seconds to correct course, and get back to the business of pedaling sugar-water to the entire world, and kicking Pepsi’s ass.

So it’s time to quit agonizing and make a decision.  When in doubt, flip a coin – the worst you’ll do is relive the New Coke fiasco.  Start tomorrow morning by making the important decision of which side of your egg you should crack (with due credit to Jonathan Swift – look it up).

 

 

My Boss Won’t Make a Decision

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How do you deal with a boss that has difficulty making decisions?

  • First, you need to fully understand the consequences of a boss that has difficulty making decisions.
  • Next, you need to figure out why your boss might have difficulty making decisions.
  • Then, you can determine what you can do about a boss that has difficulty making decisions.

Consequences of a Boss that has Difficulty Making Decisions

  • In most cases, people (both internally, and externally) become frustrated by the lack of action.
  • In some cases, unnecessary delays become emergencies.  This is entirely avoidable.
  • Difficulty making decisions diminishes the credibility of the department or business.

Why Might Your Boss have Difficulty Making Decisions?

There are a variety of reasons people have difficulty making decisions.  You need to figure out which one applies to your boss.  Here are some ideas:

  • Risk Aversion.  If your boss is highly risk averse, s/he will see every decision as an exposure to potentially undesirable consequences.
  • Perfectionism.  If your boss has perfectionist tendencies, then decisions may be delayed pending perfect information.  Unfortunately, most decisions have to be made without perfect information, which is a significant problem for perfectionists.
  • Confidence.  Your boss may have difficulty making decisions because s/he feels s/he is in over his head.
  • Protecting People.  Sometimes people have difficulty making decisions because they don’t want to overwhelm others.  While this may be a bit paternal, it is a least well-intended.
  • The boss may know something you don’t.  Sometimes, the boss may have information that you don’t.  As a result, a decision may be being delayed for entirely appropriate reasons – just not reasons you’re aware of yet.  For example:
    • Perhaps you boss’s employment is at risk.
    • Perhaps your employment is at risk.
    • Is there a project announcement forthcoming?
    • Is there some other announcement coming out?

What to do if Your Boss has Difficulty Making Decisions

First, you must realize that you do not control your boss’s behavior.  You can however attempt to influence it.  In order to do so:

  • Try to understand why he won’t decide.
    • Is it occasional or habitual?
    • Is one of the reasons discussed above the cause of indecision?
  • Do all your homework
    • Assess risks that may be of concern to your boss.  Ensure you have mitigating actions in place.
    • Understand and mitigate the worse case scenario for your boss.
  • Consistently engender confidence and trust.  If you have dropped the ball before, it will be difficult to get your boss to trust your judgment this time.
  • In some cases, you may want to say, “I’m doing this by this date, unless you tell me not to.”
  • Highlight that no decision is a decision.  As paradoxical as it sounds, it is true.  Some people think that by delaying a decision they are keeping options open.  Most often, the failure to make a decision in a timely manner commits a manager to a course of action (whether s/he realizes it or not).

3 Things to Remember About Dealing with a Boss that has Difficulty Making Decisions

  1. If this person is habitually undecided, s/he won’t change.  You can influence, but you can’t control his/her behavior
  2. There may be information you don’t have that fully justifies the lack of decision.
  3. Be very careful about circumventing your boss’s authority.  If you go out of your way to circumvent your boss, it will almost certainly backfire on you, so be careful.

Watch the ‘3-Minute Crash Course’ about Difficulty Making Decisions (CLICK THE ARROW TO START THE VIDEO):

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My Boss Won’t Make a Decision

Join Jed and Bob as they discuss what happens when your boss won’t make a decision, why he might be unwilling to do so, and what you can do about it.

Watch ‘My Boss Won’t Make a Decisions’ Video (14 mins 11 sec):


Download the ‘My Boss Won’t Make a Decisions’ Cheat Sheet, Video, Audio, and Slides

Top 10 Stupid Things Smart Managers Do

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It is quite possible for smart managers to do stupid things.  This often happens because smart managers get busy doing the things they have always done without critical evaluation.  This is a standard occupational hazard for anyone that manages a business or leads other people.

In no particular order, we suggest below Ten Stupid Things that we’ve seen Smart Managers do:

  1. They diffuse their focus too broadly.  The most successful managers quickly learn what are the most critical items, and then execute against those items.  These same managers will have no more than seven priorities at a time, and they are very specific about what they won’t do.  Most importantly, they do work and tasks that are appropriate to their level, and delegate other tasks away.
  2. They work too much.  If you’re completely overwhelmed by the volume of work, then working harder won’t help.  It is possible there are exceptional circumstances for some limited period of time that will require you to work more, but as an ongoing solution, working harder doesn’t work.  You need to assess what things you may be able to give up, and what things to do differently.
  3. They Don’t Think.  It is very easy to become completely overcome with tasks.  When that happens, you are probably not taking the time to think about the business, and the strategies and systems that will propel success.
  4. They think everyone should operate at their level. Smart managers are usually in the position they are in for good reason:  they are smart and hard working.  They cannot project their own abilities onto others.  It is quite possible that others will not be able to get as much done, or get it done as quickly as the smart manager.  Managers need to accept this.
  5. They don’t listen.  Listening is an active skill, and needs to be practiced.  It takes time to listen to your people, and if a manager is always in too much of a hurry to listen to her people, she will end up missing opportunities.
  6. They “buy-it-back”. One of the most important skills for managers is delegating.  Many managers delegate tasks, but then end up getting those tasks back on their desks.  Make sure you delegate appropriate tasks to the right people, and don’t let them off the hook.  It is important to be a coach and teach, but not to come rushing in to save people at the last minute every time.
  7. They don’t teach/develop/mentor their people.  A manager’s first priority is to develop and build skills in others.  It is important to share knowledge and move others forward.
  8. They don’t say “no”. It is not often possible to do everything that everyone wants you to do as a manager.  Those most successful are very clear on what they’ll do, and what they won’t do.
  9. They don’t have a mentor or “board of directors”. Good managers have people they can trust to seek out advice and feedback.  In the absence of a good mentor, managers should establish a “board of directors” – a group of people that they go to for advice and feedback on the technical, political and organizational aspects of their jobs.
  10. They try to be everybody’s friend.  The best way to upset everybody is to try to keep everyone happy.  It is important to always treat people with respect, but it’s rarely possible to keep all the people happy all the time – so don’t try.

3 Things to remember about Stupid Things that Smart Managers do:

  1. It’s possible to be really smart, but still do stupid things.  Your not immune just because you think you’re smart
  2. You need to get honest feedback.  Find someone who will tell you the brutal truth when you’re doing something stupid.
  3. Pick your favorite one thing of the ten, and do something about it.  Check the list above, and pick one stupid think that you think you may be at risk of committing, and make plans to do something about it.

Watch the ‘3-Minute Crash Course’ about Stupid Things Smart Managers Do (CLICK THE ARROW TO START THE VIDEO):

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Politically Correct Brainstorming

So… how many politically correct pinheads does it take to screw-in a light bulb?  ANSWER:  None… because they are forever in the dark.

As it turns out, there was a (hopefully futile) movement in the UK to stop using the term, “brainstorming”, because some PCP (politically correct pinhead) decided that this was disrespectful to those with mental illness.

This PCP was apparently in a good position to winge about such things, because very clearly, s/he suffered from some form of mental illness.  I’m not really sure what is more ridiculous to me: this PCP’s delusional version of reality; or the fact this complaint got enough traction that it actually made the news.

Perhaps people paid attention to this for the same reason they slow down to see a car accident.  The most frustrating thing about this silliness is that it diverts attention away from the serious implications of mental illness.

So next time you suggest a brainstorm to generate ideas, and some PCP tells you the term is inappropriate, respond with the following:

a)    First comment on their appearance – no one looks perfect, so find something really obvious to critique them on.

b)   If they happen to be from a visible ethnic group, don’t be afraid to bring that up either.  This is unlikely, as most PCPs tend to be white folks with Anglo-Saxon last names who ease their guilt by advocating for others who would rather they kept their mouths shut.

c)    Question their parentage – that should set them off.

d)   Ask them how much they’d charge to haunt a house.

e)    Be relentless.

After your coworkers have pulled the (kicking and screaming) PCP off you, remind them that violence in the workplace is a serious issue; equating brainstorming with mental illness is not.

Now, I’m headed outside to board up Wily Manager headquarters in anticipation of the forthcoming firebomb.

 

Be the Master of Your Email Domain

Regular consumers of the Wily Manager website and podcasts will know we make the occasional Seinfeld reference when making our point.  In the spirit of the 1992 Emmy Award winning episode, “The Contest”, we submit our list of ways in which dealing with email is a lot like being the “Master of Your Domain”:

  • The ridiculous amount of time you spend doing it, is something you really should keep to yourself.
  • It’s something you know everyone else is doing, but you’re never really sure.
  • If you don’t exercise caution and discretion, it can be really embarrassing.
  • It’s all about you… and really has nothing to do with anyone else.
  • It can make you go blind.

There are five more reasons that I chose not to publish, because many people visit our website from their workplace, and I’d rather not have it get caught up in a firewall.

For those that have absolutely no idea what I’m talking about, I’m hoping the video clip below helps, and if not, you should google:  “Seinfeld:  The Contest”.  It’s even on Wikipedia.

Are you master of your domain? Cause, “I’m out.  I’m out of the contest.”

I gotta go answer some email now.

Email is Evil

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Any self-aware person will know that email is evil, so we will discuss how to make it less evil.  How can you be more productive with email?

Below we discuss why email is evil, and what you can do about it:

  • Why Email is Evil.
  • Making Incoming Email Less Evil
  • Making Outgoing Email Less Evil

Why Email is Evil

  • It’s a time killer. Some people report spending up to 20 hours per week dealing with email.  In almost all cases, this is way too much.
  • Email is not an effective way to communicate.  Email is a horrible way to communicate with others.  It lacks context; emotions are easily misconstrued; and it is too impersonal to be meaningful.  It can be a useful tool for moving information around, but that is not the same as communicating.
  • Email is particularly evil when users feel the pressure of instant or “pavlovian response”.  Just because the email chime sounds, doesn’t mean you have to check to see who has sent you a note.
  • It looks and feels remarkably like work.  Email is not work, although we like to think that it is.  It is an escape from work at its worst, and at its best it should be an enabler of work, or a tool.  However, never mistake the managing of email as actual work.

How to Make Incoming Email Less Evil

If you believe that email is evil, then your mission now must be to figure out what to do about it.  You don’t have much control over what email gets sent to you, so you need build coping strategies into your day:

  1. Limit your time on email.  You need to block time daily to deal with email, and once that time has elapsed, you need to go do some real work.  For example, you may want to set aside 30 minutes each morning to deal with you email, and then another 15 minute follow up in the mid-afternoon.
  2. Turn off the email chime.  It is a cruel joke that a bell sounds every time we get an email.  If you feel pressure to check your email every time you hear the bell, you should turn the bell off.
  3. Deliver all cc emails to a separate folder outside your Inbox.  Many people copy the whole world on their emails, so you should consider any email that is not addressed to you directly to be of secondary importance.
  4. Create expectations in others as to how you will respond to email.  Many people expect an instant response to email.  It is up to you to temper this expectation.  In some professions, it is necessary to have a turnaround time of minutes on an email.  For the vast majority of us, this is not necessary, and you should let people know that you only look at your email once or twice a day.

How to Make Outgoing Email Less Evil

You want to make sure that your actions are not contributing to others’ ongoing struggle with email.  To that end, exercise as much self-control as possible when sending email:

  1. Use “Reply to All” sparingly, if ever.  Don’t jam up others’ email inboxes unnecessarily.
  2. Never use email to deal with an emotional issue.  When dealing with an emotional or otherwise potentially volatile issue, you need to choose a different communication media.  Email is not appropriate.  And certainly, never send an email in anger – you will regret it after the fact, and there is a permanent record of your outburst.
  3. Compose email properly.  We don’t claim to be the etiquette police, but there are some simple rules for using email.
    1. Spelling. You look like a dolt if you send an email full of spelling errors – especially considering most email applications point out those spelling mistakes.
    2. Don’t use all caps.  It’s an old rule, but it really does show a lack of consideration (or awareness) when you send out an email all in upper case.
    3. Remember there is a permanent record – don’t say inappropriate things.  Much like that inappropriate comment you wrote into someone’s high school yearbook, you can’t take it back after the fact.
    4. Don’t send one-word responses such as “thank you” or “OK”.  Assume the other person would prefer not be thanked over having more junk in their Inbox.
    5. Put something meaningful in the “Subject” box.  Many people delete email without opening it, and the best way to make sure your email is deleted without a view is to skip the subject box.

3 Things to Remember About Why Email is Evil:

  1. Email is not work, nor is it productive.  It is a necessary evil (at best).
  2. Use it as a tool, but don’t let it manage you.  If half your work day is spent dealing with email, you need to make some changes.
  3. Use the E-Golden Rule:  treat others on email, as you wish to be treated.

Watch the ‘3-Minute Crash Course’ about Email is Evil (CLICK THE ARROW TO START THE VIDEO):

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Building Trust In Teams

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Why Should You Care About Building Trust in Teams

  • High Trust teams focus their energies on important issues and business deliverables.
  • Focus on the important issues minimizes attention paid to organizational politics and other impediments to getting things done.
  • High trust teams deliver better solutions.
  • Building Trust in Teams leads to higher employee satisfaction and retention

Signs Your Team is Suffering From a Lack of Trust

  • Team members hide their weaknesses and mistakes.
  • Team members don’t ask for help.
  • They won’t provide constructive feedback.
  • Jump to negative conclusions about the intentions or competence of others.
  • Hold grudges and are generally uncooperative.
  • Dread meetings and find reasons to avoid spending time together.

Steps to Building Trust in Teams

  • Leadershipis the key to Building Trust in Teams.  As the leader, there are three necessary ingredients when you are Building Trust in Teams:
    • Competency – As the leader you must have minimum level of competence in the discipline your team is working in.
    • Intention – The leader must take the time and effort to lead.
    • Relationships – Business is a contact sport, and relationships with team members is critical.  This does not mean that the leader has to be best friends with each of her people, but it does mean she needs to make an effort to
  • Clear Focus.  Teams with a high level of trust are those that have a simple, well understood goal that team members coalesce around, and work hard to achieve.
  • Mutual Accountability.  Building Trust in Teams means that individual accountability is in place.  The strongest teams are made up of individual members that don’t want to let each other down.

3 Things to Remember About Building Trust in Teams

  1. They have to trust you first.  As the leader you need to earn trust in your people.
  2. Recognize the signs of mistrust and deal with them.  If you suspect there are trust issues amongst your team, you need to act quickly.
  3. Building Trust in Teams requires clear expectations for the team and team members.

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How to Destroy Trust and Alienate People

There are certain things I trust.  I trust the sun to rise in the morning.  I trust the lady who does my dry cleaning to always wish me a “more-nice day”.  I trust that Justin Beiber is past his 15 minutes.  I also trust that the word “trust” is a loaded word.

Often, people think that the only way to lose or violate trust is to do something very clearly wrong or dishonest.  It is actually much easier than that to destroy trust.  Trust is quite simply, managing expectations in others, and then delivering on those expectations.

This is how it goes horribly wrong for politicians – large segments of the population demand that politicians lie to them during a campaign.  Any political candidate that dare speak an uncomfortable truth, will be marginalized immediately.  Then once elected, the disconnect between the expectations that have been set, and those that are delivered becomes patently obvious, and the public feels betrayed.

Just so you don’t end up being viewed like a politician, here are five ways to quickly destroy trust:

Say one thing and do another.  Much like the politician above, this is the fastest way to ensure that no one will trust you.

Try to please all the people all the time. Life is a series of trade-offs – particularly for people in positions of leadership.  As a leader, there should be some contingent of your followers that should be marginally pissed-off at all times – because it is impossible to keep everybody happy.

Pander to your audience. Targeting whomever you are communicating to is a good idea.  However, if you find yourself targeting to such a degree that your message is fundamentally different amongst different stakeholders, you’re going to alienate someone (if not everyone).

Fail to tackle difficult issues. Every leader bears the burden of dealing with difficult issues.  They will not magically disappear or solve themselves – in fact, an issue ignored is most often one that grows out of control.

Under-value giving credit, and over-value assigning blame.  Leaders need to be humble – give away credit when things go well, and step up and accept more than your share of blame when things go poorly.  You gain a whole bunch of trust by doing so.

 

Changing the Paradigm of BS

When I first started researching the Elevator Pitch for publishing this week, I was amazed to find out it was a whole industry.  People take this stuff seriously – there are even whole companies dedicated to help people and organizations perfect their Elevator Speech.  Then I came across this one:

“We add value to our customers by maximizing the value of human capital to leverage their assets to change their paradigms in order to transform their business.”

Wow… that is just exquisite bullsh!t.  If I were playing Buzzword Bingo, I would have won the grand prize with that single sentence.

I suppose a certain amount of BS jargon is inevitable in a knowledge-based economy.  It not as easy to describe what we do, as when we were all making something tangible.  So, as a public service to Wily Manager readers, I’d like to deconstruct this sentence.  For the record, the irony of a having guy who makes a living chatting with his buddy about how managers should manage comment on this, is not lost on me.

We add value to our customers. This means you may or may not serve any useful purpose, so you have to make sure everyone thinks you “add value” by stating it explicitly.  It’s quite possible that no one is more amazed than you that you’re getting paid to do whatever it is you do to “add value”.

Maximizing the Value of Human Capital.  This necessarily means that most of the people you work with hate you.  You’re either involved in reducing headcount, or annoying the crap out of people to get them to do more with less resources.

To Change Their Paradigms. Really?  I didn’t know anyone still used the word “Paradigms” anymore.  What this probably means is that you stand up in front of groups of employees and rant at them like one of those ethically-challenged Sunday morning televangelists who asks for money to refuel his personal challenger jet.  You have about the same level of credibility, too.

To Transform Their Business.  A transformation is when a caterpillar becomes a butterfly.  In the business world transformation means that you’ll recommend and initiate a corporate reorganization that will result in the good people quitting to go work somewhere else, and the poor performers promoted three levels past their threshold of competence.  Then when it goes horribly wrong, you arrange to hire back the good people as consultants at three times what they were getting paid previously.

You should be able to describe what your business does in concise terms – just make sure it doesn’t set off the BS meter ever time you open your mouth.

 

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