Your Mentor and Captain Marvel

What the hell is a mentor anyway?  I hear the word, and I always think of Captain Marvel’s alter ego, Billy Batson, and his nameless Mentor.  As best I can tell, Mentor’s job was to drive a Winnebago around the United States with no particular destination in mind, and to give clichéd advice to Billy, all while giving any casual observers the creepy feeling they might be witnesses some form of pedophilia in progress.

The Management Gurus will tell you that when mentoring works well, it is a relationship of high trust, where the Mentor knows and understands the technical, political and social ramifications of a particular organization, but does not have organizational power or control over a person.  Some organizations even assign two people to each other for a mentor-mentee arrangement.

I don’t think this type of relationship is really possible in most organizations, and here’s why:

  • We fired most of the middle-managers that could have served in such a role several years ago.  Now, outside of the occasional peer, there is no one to act in this capacity.
  • Mentoring relationships take time – years in some cases.  Most people don’t stay in one job, or at one location that long anymore.
  • Workplaces are generally lower trust environments than they were a decade or two ago.  Employees don’t trust the employer to act in their individual best interests, and employers see their people as disloyal.

Many organizations start these well-intentioned, but misguided attempts at mentorship programs.  Mentoring relationships, by definition, must occur organically, so drawing up a schedule to pair one person with another is a waste of paper.  Not to mention the awkward situation this puts the participants in:

“I’d like to introduce you to your new mentor!  Now run along and share your deepest fears and aspirations with this person.”

So here’s my alternative:  a personal Board of Directors.  Don’t be put-off by how badly publically traded companies have bastardized this good idea.  It is their implementation that is suspect, not the idea.  There are a variety of aspects of your professional life (and maybe your personal life, too) that could benefit from the external feedback of a Board of Directors.

If you’ve found a great mentor, then that person, may provide adequate direction for all axes of your professional life.  If you don’t have a mentoring relationship in place, you may want to consider a different person for each of the following areas:

  • Technical – how can you better execute the core skills of your job?
  • Political – how do you negotiate the politics?
  • Organizational/Social  — who are the true leaders of the organization, and who defers to whom?
  • Networking – Who do you need to know?  Who knows them?
  • Community involvement — What causes or initiatives should you be involved in.
  • Self-promotion – How do you raise your profile, without coming across as a bootlicker?

There are undoubtedly other categories unique to your situation too.  Perhaps you have people who can serve in more than one role, or maybe you have someone for each different aspect.

Just make sure you use their real name, and don’t address them as “Political Director”, otherwise you may leave people with that creepy impression like Billy Batson and Mentor did.

 

The Grand-Mal Resignation: Great Theatre, Bad Practice

I worked with a client, who confided in me that he was about to quit his job in a senior leadership role within the organization.  Mike was really smart, and hard working, but had a bit of a blind-spot when it came to political considerations within the workplace.  He always insisted that he didn’t play politics.  What he failed to realize is that you can’t choose whether to play workplace politics or not.  You play, or you get played.

Mike and I role-played his resignation conversation a bit, and it became clear to me very early that this was going to be a disaster of epic proportions.  Mike was determined to teach his boss, and the organization a lesson on his way out.  No one was safe – his boss, his peers, and his direct reports were all targets of his wrath.

In completely unrelated news, Mike was a smoker.  Putting the addictive nature of tobacco use aside, people smoke because the short-term consequences of smoking are immediate, certain and generally positive.  How else can you look cool, get a nicotine high and relax yourself?  It feels good.  The longer-term death and illness are problems for another day.

Mike’s choice in how he chose to leave the organization was parallel reasoning, and equally as stupid.  He had watched too many crap-TV shows that erroneously illustrate people quitting their jobs by sticking it to their boss and the organization, feeling a huge sense of relief and a temporary euphoria before moving on to bigger and better things.

The reality of a grand-mal resignation is more like the eventual cancer and emphysema that smokers get.  It feels good for a few minutes, but ultimately sabotages the quitter’s longer-term career prospects.

Before Mike chose to light his future with the glow of the bridges he’d burned behind him, he may have wanted to consider how and when he might run into some of these people again.

Mike didn’t know which one of the peers he burned on his way out might be a hiring manager at another organization five years from now.  He also had no way to know that the boss he called everything short of illegitimate would also be submitting his notice shortly because he was taking on a new role at the same firm Mike was moving to.

Oh, that’s going to be awkward.  But they never talk about that on the sitcoms.

 

 

The Best Way to Quit Your Job

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The best way to quit your job, is to do it in a planned and deliberate way.  Below, we discuss why you should think about the best way to quit your job, what to do beforehand, how to make the actual meeting easier, what to do during the transition, and what to do after you quit.

“Don’t Let Your Future Be Lit by the Fires of the Bridges You’ve Burned Behind You”

Why You Want to Consider the Best Way to Quit Your Job:

  • You may want to “Boomerang”.  Many people have left their employer only to return a short time later because things didn’t work out.  If you don’t consider the best way to quit your job, you potentially close a door in the future.
  • You may need a reference.  If you consider the best way to quit your job, and do it well, you can call upon that employer for a reference in the future.  You may not think you need it now, but eventually you might.
  • You don’t know else might leave the organization.  One of your current peers, or perhaps a supervisor could change companies and be your boss one day.  If you don’t consider the best way to quit your job, you will leave a sour taste in everyone’s mouth that will not serve you well in the future.

The Best Way to Quit Your Job — Before You Quit

  • Plan a communications strategy.  It is critical you manage how the news of your departure will permeate the organization.  Some people you will want to tell in person.  Always consider the impact of your departure on others:
    • Your boss
    • Your peers
    • Your mentor, someone you might have a special relationship with.
    • Prepare your “story” and stick to it.  You cannot tell your boss you are leaving for a better opportunity, and tell everyone else you’re leaving because you hate your boss.  You need to pick a story, and stick to it.
    • Manage the grapevine.  The best way to quit your job is to control as much of the grapevine as you can.  Do not leak information to anyone in advance, and proactively manage how the news is distributed.
    • Give appropriate notice.  Often two weeks is not enough time for an employer to replace you and transition your work.  You need to ensure you have provided enough notice to minimize the hardship for your organization and your peers.
    • Prepare for the possibility of a counter-offer.  The organization may provide you with an opportunity that tempts you to stay.  If you’ve already accepted a position with another company, it makes any counter-offer complicated.  Make sure you have considered this possibility in advance.

The Best Way to Quit Your Job — Doing the Deed

  • Plan what you’re going to say, and keep it short.  You should not defend or over-explain you reasons for leaving.  Simply tell the recipient of the news that you intend to leave on a certain date for a simple reason.
  • It is not a forum to air your grievances.  The best way to quit your job is to say positive and supporting things during the meeting.  Any disagreements or problems you had with your boss or your employer are no longer relevant once you choose to submit your notice.
  • Be prepared to be escorted off site.  Some employers will require you to leave site immediately upon the submission of your notice.  Do not take it personally, and be prepared in advance:
    • Remove your personal effects prior to submitting your notice.  This may be tricky to do without revealing your intent.
    • Back up your contacts, or other information you want in advance of the meeting.  You may not have computer access after you have submit your notice.

The Best Way to Quit Your Job — During the Transition Period

  • Try to close out your work without creating a problem for others.
  • Keep any negativity in check.  You will be leaving shortly – there is no advantage to badmouthing the employer, or embellishing your reasons for leaving with your peers.
  • Collect future references.  You never know when you will need a reference from a former boss or a peer.  Cultivating these references during the transitionary period will serve you well.
  • You may want to consider a personal note to important peers, or perhaps a former boss.
  • Treat exit interviews with care.  You must assume that everything you say in an exit interview will be revealed to any targets of your criticism.  No promise of confidentiality should be entirely believed.

The Best Way to Quit Your Job — After Quitting

  • Cultivate alumni relationships.  Make the attempt to keep up with people from your former employer.  This will serve you well professionally and personally.
  • Maintain networks where you can.  Networks are powerful things, and may new employment opportunities do not work out – in which case, you will be tapping into you network again quickly.
  • Don’t bad-mouth the employer.  You must assume that your comments will always get back, and as such, your mother was right:  “If you can’t say something nice, don’t say anything at all.”
  • Be available for an occasional question from your replacement.  You can elevate your credibility considerably by being available to the organization, and specifically for your replacement to follow up on some of your previous work.

3 Things to Remember About The Best Way To Quit Your Job:

  1. You need to have a well thought-out plan.  You don’t want to improvise this important part of career management.
  2. It is in your best interest to leave “well”.  You never know when you will run across people again, and you want them to speak well of you.
  3. Stick to your story.  You need to have a departure “script”, and stick to that script regardless of who you are speaking with.

Watch the ‘3-Minute Crash Course’ about The Best Way to Quit Your Job (CLICK THE ARROW TO START THE VIDEO):

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Baby Boomers: Managing People Older Than You

Learn how to lead and manage the balding and grey.

Watch the ‘Baby Boomers in the Workforce’ Video (13 mins 46 sec):

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Managing Baby Boomers in the Workforce

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Baby Boomers in the workforce are a force to be reckoned with.  They are the single largest cohort in the history of the planet, and they have dominated culture, economics, and the workplace for the past half century in countries where the Baby Boom phenomenon exists.

Baby Boomers in the workforce are most pronounced in Australia, New Zealand, and Canada (presumably because the Second World War was six years long for these countries, but when they returned home, they did not have to rebuild their cities), followed by the United States and Western Europe.

First, we should define Baby Boomers in the Workforce:

 

Traditionalists:  1925 – 1945

Baby Boomers:  1946 – 1965

Generation X:    1966 – 1980

Millennials:         1980 – 1999

Who Cares About Baby Boomers in the Workforce?

 

  • Clashes between generations can directly affect turnover. If team members do not feel like they “fit in” or that their values are not reflected in the workplace, the there is a risk of unwanted turnover.
  • Baby Boomers in the workforce have been influenced by different life events than other generations and thus have different perspectives that can impact motivation and performance.  Understanding this better ensures the capture of discretionary effort.
  • A 2011 Robert Half survey revealed that 72% of hiring managers find it challenging to manage teams composed of members of different generations.  This is particularly challenging when younger generations are put in the position of managing Baby Boomers in the workforce.

Factors that Shaped Baby Boomers in the Workforce:

 

  • Birth of Rock n Roll.
  • Many Baby Boomers in the workforce are the former hippees of the 1960s.
  • Space exploration.  Many Baby Boomers in the workforce can remember a time before regular space travel.
  • Baby Boomers in the workforce are the most affluent generation in history.
  • Unlike previous generations, Baby Boomers in the workforce grew up in peaceful times, and most of them have never gone to war.
  • Baby Boomers in the workforce were the first to reject traditional values, after having grown up during the Civil Rights Movement, and other significant social changes.

Expectations of Baby Boomers in the Workforce:

 

  • Baby Boomers in the workforce value peer competition.
  • Boomers started the “workaholic” trend.  Where Traditionalists saw hard work as the right thing to do, Baby Boomers in the workforce see it as a way to get to the next level of success.
  • Baby Boomers in the workforce are committed to climbing the ladder of success.  They are seeking status, prestige, and money.
  • Baby Boomers in the workforce don’t like restrictive rules and regulations.

How to Lead and Motivate Baby Boomers in the Workforce:

 

  • Position, Titles and Prestige.  Baby Boomers in the workforce are achievement oriented, and respond to status represented by titles and position.
  • Provide Stability.  Baby Boomers in the workforce are mostly a loyal group, so even though many are close to retirement, longer term incentives are important to this cohort.
  • Recognize Their Experience and Contributions. Baby Boomers in the workforce have a wealth of experience that younger generations have yet to achieve.  Recognizing this allows other generations to learn from the Boomers, and also motivates Baby Boomers in the workforce.
  • Respect their knowledge and experience.  Set up formal opportunities for Baby Boomers in the Workforce to share their expertise with younger workers.
  • Personal Relationships. Deal with Boomers face to face.  Do not rely solely on email with this cohort.

Three Things that Frustrate Baby Boomers in the Workforce About Other generations:

 

  1. Generation X has no company loyalty.  They will jump ship quickly, and without regard for the organization.
  2. Generation Y has no patience.  They seem to be unwilling to “pay their dues”.
  3. Traditionalists rules and values are out of touch with modern reality.

Watch the ‘3-Minute Crash Course’ about Managing Baby Boomers in the Workforce (CLICK THE ARROW TO START THE VIDEO):

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How Asking for a Raise is Like a First Date

You’re out on a limb when you ask for a raise.  It’s kind of like being a teenager again, and asking someone out on a date for the first time.  The stakes are high – if you’re successful, you’ll feel good, and look like a hero to your peers.  If you’re not successful, you’ll look and feel like an idiot.

The reactions to success and rejection are similar too.  If you get the raise (or the date), you become the cock of the walk.  If you get rejected, you try to keep it quiet, or if asked, you say you really didn’t want it anyway.

The outcome of a raise request is highly personal – people equate it with their personal value.  It’s a bad idea to attach your perception of personal value to someone else’s assessment of you.  It is a good idea, however to attach your professional value to the goals of the organization.

Several years ago I did quite a bit of work with a company that conducted employee satisfaction surveys.  In addition to many questions about their leadership and work environment, we asked employees about compensation.  We discovered that there is almost no way that compensation can be a driver of employee satisfaction.

People are either neutral or dissatisfied with their compensation level.  No one is ever actually satisfied with the money they make, presumably because more is always better.

People become dissatisfied with their compensation for a variety of reasons, but one of the most prevalent is because they find out someone else is making more than them.  This judgmental itch often extends beyond our immediate peers, causing anger because of how much the CEO makes, or others far removed from our own circle.

There seems to be a disproportionate amount of anger addressed at CEOs and politicians; while we have a collective blind spot for sports and movie stars.  The CEOs have successfully equated their action and leadership with value for the organization (or they bribed the Board of Directors), and politicians, for the most part are underpaid.

If we should be angry at anything, it should probably be at overpaid movie stars who have done little else than won the genetic lottery for meeting our narrowly defined societal version of what is good looking.  However, many movie stars have a good argument that if a movie is going to make $300 million dollars, then $20 million for a pretty face has certainly contributed to its success.

And that’s the lesson for the rest of us.  We should spent no time being angry or bitter about what other people are getting paid, and channeling our energy into clearly demonstrating the value that we add to our organizations.

Either that, or ask the boss’s daughter out on a date.

Asking Your Boss For A Raise – How to Ask for a Raise … and Get It

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When asking your boss for a raise, there are a number of things to keep in mind.  You need to prepare in advance and choose your timing well; focus on the value you add, and anticipate counter-arguments.  Before asking your boss for a raise, you should give each of these areas more thought, with the help of the points below:

Prepare for Your Conversation Before Asking Your Boss for a Raise

You do not want to improvise in the meeting where you will be asking your boss for a raise.  Here are a few preparatory steps:

  • Look at industry benchmarks when good data is available.  In many cases it is difficult to establish a market value for certain skills, but in other cases, there may be data available.  Before asking your boss for a raise, check to see if such information is available.
  • List your accomplishments. You need to be able to articulate what you have done for the organization and its success.  This is perhaps the most important ingredient to success when asking your boss for a raise.
  • Have a number in mind. When asking your boss for a raise, you will know s/he is at least considering it when you are asked for a number.  You should not be caught flat-footed when this question comes up.  In some cases, you will have a specific number in mind.  In other cases, you will want to offer a range when asking your boss for a raise.

Focus on the Value You Add When Asking Your Boss for a Raise

Just because you want a raise, doesn’t mean you should get one.  You need to direct attention to the tangible value you add to the organization and its goals when asking your boss for a raise.  If you cannot clearly articulate the value you add, you should reconsider asking your boss for a raise.

  • Illustrate the mismatch between your current salary and your value.  You should draw attention to your accomplishments and growth.  If you have recently taken on more responsibility, then ensure you highlight this when asking your boss for a raise.
  • Don’t bad-mouth others. You should never compare yourself to others in a negative frame.  It is fine to point out that you have more responsibility, but to promote your own interests by being negative and critical of others will reflect poorly on you when asking your boss for a raise.  It is quite likely your boss already knows about others’ performance anyway.
  • Connect to the big picture. Draw a line between your efforts, and overall organizational goals and results when asking your boss for a raise.  It is hard to argue with a request for a raise if it is blatantly obvious that the results you produce contribute significantly to organizational success.
  • Don’t invoke guilt. You should speak rationally about what you feel you deserve when asking your boss for a raise.  Do not talk about your higher mortgage payments, or cost of living increases.  Your boss has these pressures too.  You need to convince your boss that any more money spent on you is a wise investment in future success, NOT just an added expense.

Choose Your Timing Wisely When Asking Your Boss for a Raise

You need to carefully consider your timing when asking your boss for a raise.  If you know your boss has had a particularly frustrating day or week, you may want to put off the conversation.  Examples of good times for asking your boss for a raise are:

  • Soon after a good performance review.
  • Soon after some other form of recognition.
  • When you know extra dollars are available.
  • When you’re asked to take on more responsibility.
  • When the decision maker is relaxed.

Anticipate Counter Arguments

Don’t underestimate the element of negotiation when asking your boss for a raise.  You should anticipate potential counter-arguments when asking your boss for a raise.  Here are some standard reasons for denial, and how you might counter them:

  • Seniority. Seniority is not an appropriate measure of value.  There are many examples of people who add more value their first day on the job than someone who has been there for decades.
  • Time since last raise.  Perhaps it has only been six months since your last raise, but time is not relevant to value.  If you have taken on more responsibility, or are adding more value, then point out that these elements are not dependent, and neither should qualifying for a raise be.
  • Time as an employee.  Perhaps you have only been on the job for three months, but have contributed significantly in that time.  It is not appropriate to measure value by the time on the job.
  • Can’t afford a raise.You need to decide whether this is true or not when asking your boss for a raise.  Is there possibly something else that you could ask for instead?
    • More time off?  Could you negotiate extra vacation time?
    • Flex hours?  Perhaps you could work more time from home?
    • A raise at some future point.  If the organization can’t afford a raise now, at what point in the future would a raise be conceivable?

Close the Conversation, and the Details When Asking Your Boss for a Raise:

  • Confirm effective dates.  When does the raise take effect?  You need to nail this detail down.
  • Confirm follow up dates.  If there are follow up actions, you need to specify the date.  For example, your boss may say he needs to think about it.  This is reasonable, but you should ask what date you need to follow up with him/her.
  • If you get nowhere, you need to start looking for alternatives.  Never threaten to leave if you don’t get what you want.  However, if it is clear you will not get the raise you want, it is time to begin a search for something new.

Three Things to Remember When Asking Your Boss for a Raise:

  1. Be forthright and positive – don’t invoke guilt or resort to blackmail.
  2. Don’t be chatty.  This should be a short meeting.  Catch up with your boss on the weather and other trivia at a different time.
  3. Take personality out of the equation.  Focus on facts, and come armed with as much information as you can.  Also don’t take it personally if you don’t get what you want, but rather act rationally to figure out what ever is next for you.

Watch the ‘3-Minute Crash Course’ about Asking Your Boss For A Raise (CLICK THE ARROW TO START THE VIDEO):

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Dealing With Manager Stress? Try Not Giving a Crap

When asked about manager stress, I am reminded of when I did my very first gig as a Management Consultant.  The company I worked for paired me up with one of the wise old owls, whose job it was to show me the ropes, and make sure I didn’t say anything too stupid so as to jeopardize the relationship with the client.

His first bit of advice to me was, “never care more than the client.”  It was incredibly cynical, and incredibly valuable.  I am careful where, and to whom I repeat this advice, but many of the leaders suffering from manager stress I’ve coached over the years should heed this adage.

You can never be the only one who cares about something.  In fact, a key survival skill as a leader in the modern organization is to selectively not give a crap about a whole bunch of stuff.

I am reminded of a public sector client I once had who lamented to me that if they only had more resources, they could get so much more done.  I think she was genuinely shocked when I broke the ugly truth to her that she would never, ever have all the resources she wanted.  It never happens in the private sector, or the public sector – nor should it.

One of the key functions of a manager is to allocate the scarce resources of time, money and talent appropriately.  What separates great managers from the average and poor is their ability to manage the conversion of these resources to maximize the output of their group.

A great way to make yourself absolutely crazy as a manager in any organization is to try to get everything done that the company wants, as well as everything you want to do.  You need to draw your own line in the sand, and figure out what you need to do to be successful, and forget about much of the other stuff.  A great way to accelerate your journey to stress-leave, and make everyone around you hate your guts is to try to be all things to all people.

Of course, doing the above means you will spend a lot of time saying “no” to people, and risk not having anyone like you.  It’s called the burden of leadership, and it’s what you signed-on for once you gave up your individual contributor’s role.

So, to recap:

1)   Selectively don’t give a crap.

2)   You’re never going to have enough resources

3)   Don’t do much of the stuff you think you should be doing

4)   Don’t even attempt to keep everyone happy

5)   Your career as an organizational leader will result in you being in a constant state of marginal “pissed-off’edness”

Wow… that’s quite a bit different than the stuff they taught us in Business School.  But then again, how many Biz School Profs have ever had any success in running an actual business?

Top 10 Manager Challenges (Part B – Managing Stress)

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Top 10 Manager Challenges:
Here, we talk about the second five, all of which involve MANAGING STRESS
Constant Change
  • Don’t fight it – have a process
  • Provide change management skills to your people
  • Don’t enable other people’s resistance
  • Over-communicate during change

Babysitting

  • Don’t solve your employees problems for them when you shouldn’t
  • Allow people to make mistakes, and accept the consequences for those mistakes
  • Ensure appropriate consequences for all good and poor performance
  • Don’t get dragged into personality clashes
  • Be professional and calm at all times

Overload and Burnout

  • Be self-aware
  • Take breaks to stay healthy
  • Consider burning your blackberry/iPhone
  • Do not try to be all things to all people
  • Be very focused about what is most important
  • Delegate where you can

Red Tape and Administration

  • Consider what would happen if you ignored it
  • See you can get someone else to do it
  • If you can affect change, do so
  • If you can’t affect change, get it off your desk as quickly as possible
  • Place appropriate value on your time, and hire someone else if appropriate

Personal Fulfillment

  • Understand your connection to the final product
  • Realize that often managers don’t “do” anything
  • Get a hobby
  • Take pleasure in the small victories
  • Understand what motivates you, and give in to those guilty inner desires.

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Middle Management Conflicts, and TV Sitcoms

If you’re a regular visitor to this site, you’ll know we like The Office, Seinfeld, Saturday Night Live, and 30 Rock.  With only a few other exceptions, broadcast television is an incredible waste of time, and like other recreational drugs, should be used only occasionally and sparingly.

Interestingly, life on the corporate food-chain is not unlike a poorly written sitcom.  Perhaps that is why so many of them are set in the workplace.  Both the workplace and the crappy sitcoms have protagonists, antagonists, and usually some version of the mentally unbalanced.  Bad writing and poor acting are part of both as well.  Perhaps the only significant difference is that on a sitcom, big problems can neatly be wrapped up in 22 minutes, so there’s time to sell soap and give you a preview to next week’s silliness.

I decided to do some research for this post, so I sat for an evening to watch some sitcoms to make sure I hadn’t misplaced my contempt, and to bring myself up to date on some of the blubber being offered up on TV.

Apparently prime-time comedy is getting worse.  It is also apparent that one doesn’t need an abundance of talent to write this stuff, so Wily Manager proudly presents:

Manager in the Middle

Manager in the Middle is an innovative new sitcom from the people who bring you the Wily Manager weekly podcasts.  The primary character (yet to be named, pending focus group results) is a smart, but cheeky manager constantly being offset by his sadistic immediate supervisor.

The supervisor, Cruela (played by Jane Lynch) loves to pit one manager off against another believing this “healthy” competition will better help her run her business.  Our protagonist is also matrix-managed by a kind, cautious human-resource manager who always knows the right thing to do, but is unwilling to make a decision, and is incredibly conflict-adverse.

Our hero (played by Frankie Muniz (he’s all grown up now)) has four peer managers who all report to Cruella.  Rounding out the cast is:

  • Vlad: The hard-working, smart, reliable foreigner who is easily pushed around for fear of losing his work visa (played by Fez from That 70s Show)
  • Dianne: The single mom who is just trying to make it through the day, but is in constant conflict with Cruela, as she struggles to make it to the daycare on time to pick up her two kids.  Cruela would like to fire her for not working insane hours, but unfortunately (for Cruela) the work she does is outstanding.
  • Don: The smarmy, but oddly likeable young single guy who doesn’t know near as much as he thinks he does.  He also loves to take credit for other people’s work.
  • Vera: The jaded, cynical, sharp-tongued middle aged woman who has over ten years until retirement, but can tell you how many days are left in her working career.

Join us in the first episode when Cruela asks her team to stay late to meet a useless last minute request that everyone knows will go nowhere… and hilarity ensues.

Think we could get Fox to air it after Glee?

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