The Affinity Trap – Ways to sabotage the interview

August 29, 2013 ~ Orlando Ceaser

It is common knowledge that people like people like themselves. If you examine a random list of employees you will find a connection between the employees hired and the people who interviewed them. This affinity can be a barrier or a trap when used inappropriately by candidates or interviewer in an interview. It may actually stifle their chance of being hired.

You are human. Therefore, it is not unusual to find yourself sitting across from someone in an interview with whom you have similarities. You should be thankful for the diversity in companies. However, this variety is not a license for candidates to let down their guards and became too comfortable. Some candidates have crossed a line of professionalism and resorted to patronizing behavior and / or inappropriate familiarity. Additionally, some interviewers have used their affinity to trap candidates into saying something inappropriate and eliminating them from the interviewing pool.

It was an amazing sight to see. A person walks through the door, sees that I am African American, and a noticeable calm came over them. I have heard the same comments from Baby Boomers interviewing Baby Boomers, women interviewing women and other ethnicities and athletes interviewing someone who perceives a connection. Most candidates are pleasant and professional, but invariably an exception stands out.

I have seen candidates who were highly regarded from resume screenings, phone interviews and face to face interviews, transform themselves in an interview. Their demeanor changed. Their speech became more colloquial and another personality or alter ego came out of nowhere. I have discussed this phenomenon with a number of my colleagues and they expressed similar experiences and observations. The candidates were excellent and did not have to resort to these tactical errors. I understood their intent, but they lost out reaching for an elusive competitive advantage.

Other manifestations of this strategy are as follows:

• Behavior became more casual in posture and in speech
• They became too familiar through touch or questions
• They assumed that the job was theirs and indicated as much in their comments
• They lowered their guard and disclosed unnecessary information
• They saw the interviewer as a confidant and friend and disclosed unbelievable information
• Favors were expected and requested
• Negative comments, complaints and disclosure of conflicts on other jobs were mentioned as they completely let their guards down

When you notice a potential connection with an interviewer, who is like you, it is wise not to assume instant compatibility. You have to be very careful of the Affinity Trap (race, gender, age, ethnicity, interests, sports, education and schooling, contacts and place where you grew up). You may slide into a comfort zone that could be hazardous to the job interview. There is a book by Judith M. Bardwick entitled, Danger in the Comfort Zone. My wife likes to refer to it as Comfort in the Danger Zone, which is very descriptive. When you have an affinity of any kind you owe it to yourself to:

• Be courteous and respectful of the position of the interviewer
• Be extra careful and on top of your game
• Be professional in your demeanor and questions
• Do not expect special treatment by word or deeds
• Stay focused and deliver the best interview possible (this may be the chance of a lifetime)
• Deliver the same comprehensive profile of your experience you would give to anyone

It is generally OK to ask the interviewer if their affinity (gender or race) has been a challenge in their organization. This is a fair question and helpful in making your employment decision. You may consider getting the answer to this question during your research, before the interview. You don’t want them questioning why you asked the question. Additionally, some interviewers may use it against you, especially if that was the only question you asked.

Remove the prospect of better treatment or special treatment from your mind. This is an entitlement mentality and preferential treatment violates many policies on top of being illegal. Earn the inside track, by the quality of your background and the strength of the interview.

Sometimes the interview is tougher than usual because the interviewer feels they have to substantiate their selection. Many times your toughest interview will be with someone with whom you feel a strong connection. They are not necessarily trying to deprive you of being hired, but to prepare you for the tough road ahead. If you make it past them, you are more ready for the rest of the interviewing process. Also, you may encounter men and women who may feel pressure and extra scrutiny if they pass you along. They may be trying to knock you out or to make sure you are the strongest in the field. Be prepared for anything and anybody.

Respect your accomplishments, the position and the person in the interviewer’s chair. Your interviewer may be able to identify with you without you going out of your way to make a connection. Your greatest compliment to the person and the process is to deliver a powerful interview and perform worthy of the opportunity if hired. Artificial familiarity may breed contempt and therefore, will not give you a competitive advantage.

It may be an affinity or compatibility trap, because you feel someone may understand your position and issues. It could also be a trap because someone is out to get you and look for ways to bring you down and out of the interviewing process. Remember, they are not your friends, yet. They are not your coach or mentor, yet. You do not know them. They do not know you. Be on guard and do not fall victim to the trap. The interview may be slanted, but take nothing for granted. Go after the job based on your talents, abilities, potential and experience.

Maintain your professionalism. Keep your guard up. Let your resume and your record of accomplishments speak for you in your responses to the interview questions. Don’t change the dynamics of the professional interview by adding unnecessary tension and drama. Be careful and authentic as you avoid The Affinity Trap.

How was the interview? How do you know? Just in time internal feedback

August 23, 2013 ~ Orlando Ceaser

I spoke to Leslie in spin class. Her daughter had just completed an interview. I asked how the interview went. She said, “The interview went well.” How did she know? What information did she use to support her opinion? Candidates strive hard to interview well and look for signs during the interview to gauge their progress. When the interview is over they walk out with a sinking feeling of regret, exhilaration because they think it went well or a numb, not so sure how it went, sensation. What can they look for during the interview to gauge progress in time to insert a course correction? What can they do to reach a desired outcome, whether it is the next interview or an actual job offer?

The Interviewers Lens

The interviewer knows what they are looking for in a candidate. They have a job description and a set of behaviorally based questions that sort out attributes to match traits, characteristics, competencies or skills required for the job. They also have their interviewing style. When I began interviewing I wanted to make the candidates feel comfortable. My approach was professional and light hearted, designed to put the candidate at ease. They in turn were relaxed and gave me all the information I needed. It dawned on me one day that the candidates were so comfortable they probably felt they nailed the interview and were waiting for the job offer. They were probably confused and devastated when they received the “no interest” letter indicating they would not get the job. I decided to change my style. I became more serious, intense and reduced eye contact. I became more of an interrogator and less of a friend. However, I was still professional and gracious in answering questions. The approach still gave me the information I needed, but left the candidates guessing and less sure of the outcome of the interview.

I interviewed an Emmy award winning producer, who was trying to convince me he wanted a career change for an entry level sales representative position. In the middle of the interview, with my new style, he interrupted my note taking. “How am I doing?” he asked. “Excuse me,” I responded. “I usually can tell how I am doing in an interview. But I have absolutely no clue with you,” he asked in earnest. “That is by design,” I said. “Rather than give you something that you think I like and then get more of that from you; I act in the middle of the road so that I can see the real you, which is actually fairer to you in the long run.” I had landed on a style that worked for me and gave me the opportunity to get the most from the candidate’s background. This also reinforced the notion that candidates were evaluating their progress during the interviews, looking for positive signs of performance.

“Interview in Progress”

Here are a few clues that candidates have used to assess their status in an interview.

• Follow up questions – The interviewer asked for clarification or more detail while seeming interested in their background – If the line of questioning is intense and prolonged the interviewers may not understand their answers or are not getting the information they are looking for.
• Laughter – The candidates may receive laughter or a smile to show they are genuinely pleased with their responses
• Challenging remarks – “You mean to tell me that…. Or are you trying to say………I thought you said…These statements suggest the interviewer wants clarity and consistency.
• Body language – The interviewer may lean forward showing interest, a pleasant look as they write notes after a particular comment
• A short interview – The interviewee can tell if the interviewer is under whelmed when they are given less time than in earlier interviews, less time than the earlier candidate or less time than they were told to expect
• Volunteering information on the next steps in the interviewing process , as well as pointers on how to improve performance in the next round with their company
• Additional rapport building questions and conversations at the end of the interview.
• Introducing prospective employees to other people in their company is often a good sign, especially if accompanied by glowing recommendations

The candidates go through many hours of self-study, organization research and mental preparation for the interview. It is reasonable to seek instant feedback by personally monitoring the interview.” How am I doing?” was a favorite question from Ed Koch, the former Mayor of New York City. The comments above may provide some data on progress, but the following words should also be considered.

• Be true to their interview plan and give it the most factual information possible to answer the questions
• If they are not sure about the question or their response, it is okay to ask for clarification or to ask if their answer addressed the question
• Present a consistent view of who they are and their background
• Be poised and confident, so that when they leave the interview, they will have an accurate picture of them (what they choose to do with that picture is up then)
• Do not take the results of the interview personally. They may have many more interviews before they land a job. They need to be in the right frame of mind for the long haul. Sometimes a strong interview may not land the job. It may take a while to get the right job.

Candidates must prepare extensively for the interview, execute their interview plan, answer the questions succinctly and prepare for the next interview. Invariably, their experiences will align with the right employer and they will be hired for the right assignment. How is the interview going? How do you know? Don’t worry about it. You will ultimately reach your goal. You are one interview closer to your goal. You should get the position, hopefully sooner than later.

Insight – Leadership and the eyes of the poet

August 16, 2013 ~ Orlando Ceaser

I believe that I can learn from everybody and everything. Therefore everybody and everything can teach me something. That is sometimes the mantra of a poet. They are in search of understanding and an opportunity to contribute in a manner that is a valuable and hopefully, a unique expression of insight.

Insight is described by business dictionary.com as a combination of feedback and knowledge.

“1. Feedback; ideas about the true nature of something In business, product testing sessions are used to gather insight from people with different backgrounds, experiences and feelings, with the intent of finding out how consumers may respond.
2. Knowledge in the form of perspective, understanding, or deduction. Someone may come up with an insight after a long period of thought, or suddenly out of thin air as in an epiphany or sudden understanding. “Management had the insight to decrease its expenses amid falling sales before a scheduled earnings release, so that the company would be viewed in a more favorable light.”

Poets use their senses to cultivate their insight to gain a better understanding and appreciation of their world. They can be introspective, sensitive and deep thinkers able to view a situation from many perspectives. They like to experiment with different approaches in search of a fresh thought.

A poet’s insight is used to teach panoramic thinking. They use magnification and peripheral vision to evaluate many sides to an issue, problem, project or situation. Magnification allows them to see things on a different level and expose certain aspects that were never considered. This poetic viewpoint can therefore, help in brainstorming and innovative thinking sessions, whether alone or in groups. Leadership should capture this brilliance and use it achieve the vision and the mission.

Poets learn to;

• Deal with being different,
• Be reflective, alone and sometimes not appreciated
• Explore different approaches to achieve the ideal word painting
• Use ordinary objects to state their case or make a point
• Constructively use their mind and their senses
• Use memory mechanisms to recall lines, associations and patterns
• Develop an appreciation for the entire object
• Give voice to the other side of a situation or issue
• Search for another perspective
• and expressing inner feelings
• Take an inward journey of discovery to increase self awareness
• Use of structure and routines to organize thoughts
• Use journals, diaries and notebooks to record their observation and thoughts

The poet has inspirational words for winning, has a vocabulary for victory and can speak effectively against the pervasive language of losing. You want them linked to the vision and mission of the organization. Their words will immortalize and internalize the vision, mission and purpose. A poet summed up the vision and the spirit of the company by starting each day with a message to his wife, “I am going to save a life today.” He was a successful pharmaceutical sales representative.

The poet may be the introvert in the room, deriving their energy from absorbing everything around them and processing it later in the day. They are the creative ones, who are insightful, observing and analyzing problems. They may see things that others don’t see, mainly because they are looking. In my book the Isle of knowledge, I tell a story about my friend Buttons from my childhood. During our walks around streets and alleys on the West side of Chicago, Buttons was always finding money and other things of value. I tried to match his skill with little success. His secret was that he was always looking down and therefore, had a greater opportunity to find things. He was looking where the treasure was located. The poet is always looking for treasure in the places where they reside.
Poets are always observing, always using their senses, connected and involved in the world around them. A poet likes to experiment. She is always working with different styles, words, formats, illustrations and images. You need to find them and include them in the high-performance functioning of your team.

You may have heard that poetry and business to not go together. However, if leaders practice this reality it may hinder you in identifying and harnessing this valuable human resource. This power, if channeled properly, will improve the culture within your business.

You want to know the poets, because this knowledge can cause an exponential rise in productivity. Leveraging their talent will help you unlock your greatness. You can utilize this talent within yourself and produce a chain reaction of the skill in others. Max De Pree, former CEO of the Herman Miller furniture company, tells a story in his book Leadership is an art, which is a part of the Herman Miller company history. One day the founder of Howard Miller went to the house of a recently deceased employee. The man’s job was a millwright for his furniture company. While visiting his home, the widow asked if the young manager would mind if she read some poetry aloud. After listening to her read beautiful poetry he asked the author of the work. She replied that it was her husband, the millwright. At that moment the young manager wondered,” was he a poet who did millwright’s work, or was he a millwright who wrote poetry?

Max Dupree goes on to say,” understanding and accepting diversity enables us to see that each of us is needed. It also enables us to begin to think about being abandoned to the strengths of others, of admitting that we cannot know nor do everything. This simple act of recognizing diversity in corporate life helps us to connect the great variety of gifts that people bring to the work and service of the organization.” Unlocking your diversity greatness means you are maximizing the creative talent within yourself and the members of your team. This will help you extract and multiply the greatness around you.

The poet was always looking for ways to explore other opinions, described the people and environments in a new way and using language to encourage and celebrate success. The poet may not actually use the gift to write words of verse or disclose this talent of others. However, it is evident in the way they go through life and perform their vocation. They have a desired to find a creative outlet, especially if their skills cannot be used at work.

It is crucial and beneficial to view the world through the eyes of the poet. Their insight is talent on your team that can add to your success and overall effectiveness. Leaders must recognize the poetic perspective as an aspect of diversity and the ways people present themselves at work which could make the world a better place.

High roads and burning bridges – Revenge is not an option

July 30, 2013 ~ Orlando Ceaser

One of the hardest words of advice to accept is to take the high road. Someone has wronged you, you are deeply upset, angry, yet someone tries to talk you out of revenge.” You don’t want to burn any bridges,” they also might add to their words of wisdom. You pause for a moment, take a deep breath and realize they are telling the truth. You remember people who sabotaged their own careers to get back at someone. One manager was relentless in his pursuit of a former employee whom he felt did not deserve her job. He stepped over the line in slandering her and was demoted.

Employees are sometimes convinced that the company made a mistake when they hired or promoted someone or when they acted unjustly against them. They wanted to force the company to admit their mistake. In reality, the organization rarely admits questionable decisions due to an error in judgment.
When a person is hired or promoted and you disagree with the decision, there is a strategy you should implement. Additionally, in most infractions on the job, revenge is not advisable. You must receive satisfaction in knowing that justice will prevail, even though you may not be the instrument of that justice. It is best to help the person succeed and recruit them as an advocate. This is otherwise known as, taking the high road.

Don’t pass up a golden opportunity to take the high road, which is often the only productive path available. The high road must be taken, not necessarily out of nobility, but as a strategic element in career survival and growth.

The high road has several advantages. By its very name and nature, it is elevated above the fray, transcending the nonsense and is moving in a positive direction. It has positive visibility and magnetically attracts people to you. When you take the high road there are people in your corner sympathetic to your position. They are your advocate’s. When someone is promoted over you, the high road is lined with people giving you words of encouragement.

If you choose an alternative route, such as driving of the person from your organization; when the person quits, they will confirm your role in undermining their success. This cannot be good for you. You have cost the company money, resources, time and reputation. This will work against your being promoted anytime in the near future. You have effectively elected to burn bridges. If you thought the person leaving the organization would work to your benefit, you are sadly mistaken. Your actions will expose you as not being a team player, petty, jealous and not worthy of a leadership position. Rarely does a person who orchestrated a mutiny or underground dissension get rewarded. That is one of the unwritten rules.

You will be further away from your job with a bad mark against your name. You would have succeeded in poisoning the minds of other employees, which is not the sign of someone considered as management or leadership material. Your worst case scenario is further complicated by resigning from the organization and launching a negative PR campaign. This version of burning bridges can also be, counterproductive. Whereas you may look like a martyr, you are once again viewed as petty, jealous and unworthy of a leadership position.

The road to leadership can be very complicated. There are events along the pathway which stimulate positive and negative emotions within you. Your instinct may say to the strike out against a person or institution for revenge, justice or personal satisfaction. However it is often prudent to suppress these emotions. When you are standing at a fork in the road and one of the branches is elevated and the other is the low road, choose wisely. We are in a world filled with connections and interdependence; burning a bridge may seem like a good idea in the moment, but you may ultimately want to go back down that path. The high road has been proven to be the most judicious route for maintaining your dignity and reaching your destiny.

Leadership and the Ozone Layer – Getting business results without the heat

July 12, 2013 ~ Orlando Ceaser

Managers often talk about the heat generated in many organizations by their superiors. A solar fire storm comes down from on high, whenever Senior Leaders are dissatisfied with results. These measures vary within companies, but usually relate to financial outcomes. When pressured, these leaders want immediate improvement. Their words may be indelicate with crude language and their words and demeanor may be threatening. This intimidating method of getting higher performance has been successful in the past and is a knee jerk reaction to falling profits.

Employees of these fire wielding executives need an ozone layer, like the one that circles the Earth. Science classes from the past and the current discussions on climate change make us aware of the ozone layer. The American Heritage Science dictionary defines it as “A region of the upper atmosphere containing relatively high levels of ozone, located mostly within the stratosphere. It absorbs large amounts of solar ultraviolet radiation, preventing it from reaching the Earth’s surface.” It is essentially a protective layer that prevents the full burst of the sun’s rays from striking the Earth. The earth’s ozone layer does not filter out all of the heat, just the harmful ultra violet rays.

The ozone layer in our context can also be described as a supportive culture that protects employees from intimidation and excessive pressure from people in authority. The ozone layer metaphor is useful in many areas of our lives, but we will use it in a business context.

Like the Earth’s ozone layer, a business ozone layer working effectively, can effectively protect the organizational culture and the results for which leadership is accountable. Middle managers jobs are based on their ability to implement strategy and tactics to achieve share holder and stake holder value. In organization where senior leaders employ an intimidating management style, their managers may be required to serve as the ozone layer for their people.

Managers as effective leaders must regulate the heat to see that if falls appropriately. They know their personnel and realize that some individuals in the organization may need a hole in this ozone layer to feel the additional heat. If they are not performing properly they cannot be pampered and allowed to give less than their best. Some people may need to be shocked into working at expected levels. This must be done in the context of a respectful workplace and honoring them without bullying, intimidation or harassment. There may be a window in the ozone layer to allow them to be excised from the organization, as skillfully as a surgical strike with a laser beam.

When the solar winds cascade down the leadership chain the Middle managers feel the full brunt of the energy surge. One manager recalls being told, “If you are not tough enough to get the job done, we will replace you with someone who will.” Threats are generally a part of the vocabulary of solar expectations. Fear is believed to be a potent motivator. For years we have learned that the KITA (Kick in the Ass) approach only works temporarily and the stick part of the “carrot and stick” approach also has limited sustainability. When people can leave an organization, they will leave if their current organization abuses these methods.

The middle managers know their people are hard working and that some of the shortfall in performance is a shared responsibility. Leaders and the rank and file may have under estimated the size of the challenge. It is therefore, a shared responsibility to fix the problem. Local leaders modify the threats in the message for they realize the negative effect it has on morale and productivity. They know from recent literature that positive expectations and clear focus will allow people to think better. What are needed are calm minds to solve the problems. These leaders therefore, form a force field around their people to shield and buffer them from a direct hit. They usually;

• Gather their teams together and explain the dire situation around performance
• Evaluate the current state to determine how they got there
• Brain storm ideas and establish a list of things they should stop or start doing
• Work to develop strategies and tactics to improve sales and financial performance
• Adjust the tone of the demands from Senior leadership, while developing solutions to address the concerns of upper management

The company achieves its objectives due to the passionate, insightful work of the managers and their teams. People recognize that they dodged a solar bullet and everything is fine until the next crisis.

When Senior Leadership sees the positive results; the reversal of negative trends, increased market share, they are pleased and complimentary. However, they are convinced that their firebombing directives caused the change. Senior leadership are prepared to reach for the flame thrower and use whatever draconian methods necessary to keep their organizations focused on reaching the results required to keep share holders happy. Therefore, with the next crisis they can be predicted to respond the same way, but with greater intensity.

A solution

If the practice of leaders in your organization is to respond the same way to every crisis, the objective should be to eliminate or minimize the number of crises. It is incumbent upon leaders to keep their teams always anticipating competitive and market pressures to prevent the initial crisis. Otherwise the fire drill will repeat itself and they may not be able to blunt the impact and consequences. This will require a change in mindset at all levels of the organization.

All leaders, including middle managers should control the area within their jurisdiction. They should;

• Ensure that their people exceed their stretch goals
• Conduct simulations and “What if” drills to anticipate competitive responses
• Develop a “What else” mindset directed toward other things they should do to tackle or prevent a problem. This mindset will also help generate and evaluate alternative solutions
• Monitor competitive activities
• Ensure that customers are steadily assessed and surveyed to determine their level of satisfaction
• Highly value customer service and customer surveillance as a high priority to provide the kind of market intelligence needed to make better decisions

Leadership needs to construct an environment of innovation and a culture that inspires people to give their best and offer solutions with fear of reprisal and ridicule. Trust and respect will go a long way toward eliminating a culture of fear and intimidation and ultimately produce the ideas and innovations needed to exceed objections.

The ozone layer should be a part of the corporate culture. This will prevent the untoward effects of leadership striking the panic button and forgetting everything they learned about motivating people and driving behavior. Or it will ensure that local measures are put in place to achieve the objectives of senior leaders without torching and scorching the very people responsible for correcting the problems and creating the solutions.

The Company is last – Sacrificed for personal gain – Part 2 of 2

June 4, 2013 ~ Orlando Ceaser

Team

The third dimension uses the team as a factor in selecting talent. Who can work with the team or who is best to lead the team? Blind obligation to the protégé has allowed the wrong person to be hired to manage a team. Incompetent managers destroy a team by firing or chasing away strong talent. So, it is important to wisely consider the impact of a new person on the team. One manager was complemented and received accolades / rave reviews for clearing out the alleged deadwood in his new District. The entire team of nine people could not have been dead weight, especially when some were recently star performers in national contests.

Individuals who hire or promote properly with the team in mind, ultimately make decisions that benefit team and company. If a team is lacking a certain skill set, it is prudent to hire and bring that into the group. The rationale of helping the team function stronger to reach their objectives is an outstanding method of managing / leading the team. It is also, prudent to train appropriate people with the aptitude on the team, to develop these skills.

There are countless examples of high performing teams receiving a new manager. The team performance plummeted when the new person arrived. This happens in sports and in business. The ability of the leader to bring out the best is a talent that should not be undervalued.

Larry Brown, the professional basketball coach was a phenomenal teacher. When he was give a team with young eager players who wanted to learn the basics of professional basketball he excelled. When given a team of veterans his results were not as spectacular. The veterans would view him as a micromanager and his constant instruction was not well accepted. Superstars will blossom in a different system, with a coach who knows how to appropriately challenge them.

If a manager is hired who does not use the right style the team does not develop to its potential and the team and the organization suffers. Regardless of the talent, considering who is best for the team is a valuable tactic in accelerating results. So often we expect the team to conform to the manager or else leave the organization, but it may be wise to hire the manager to match the talent or the team.

Conversely, managers have declined to hire the right person because members of the team were biased in giving feedback about the candidate. Men have said no to women candidates because it might change the culture of their team, especially their meetings. Generation X and Generation Y at a stage of their development were viewed in a negative light. Incumbents felt threatened by their perceived technological advantage and being low on experience, otherwise known as wet behind the ears.

Minorities have been denied access to teams because the manager did not think they would fit in well. A manager has to be mindful in making decisions that are good for the team, but not at the expense of the company’s competitive positive in the marketplace.

Organization

The fourth perspective is who is best for the organization. This should weigh heavily on the minds of the managers / leaders. After all, the company is the reason for selecting talent in order to serve the needs of their clients. This is a prime area where the business case for diversity plays an important role.

Diversity of thought, ideas and perspectives are a valuable asset to any organization. Diversity of age, race, ethnicity and gender are excellent surrogates for diversity of thought. People are different, with different interests and influences which gives them a different perspective. This is vitally important in solving problems in a new way.

If a manager is insecure, they may not like to be questioned, so they use an autocratic, “because I said so style.” They view questions as challenges and may squelch, denigrate or punish those who do not abide by the status quo. She understands the status quo. They view those who persistently question as trouble makers and traitors to the rich tradition of the group.

New managers are prone to this since they have not developed confidence in their competence. Veteran managers are not immune to this predicament for they may feel authority is being threatened, when they are questioned. A company is held hostage if these practices diminish or stymie creative expression. Innovation is necessary to survive in a competitive environment, where similar or superior products are vying for the client’s attention and business.

In a global market place, ripe with generational variation and ethnic/racial diversity, organizations that display this richness may be poised to attract and retain talent and business.

A competitive advantage can be gained by expressing cultural awareness and competency in a business setting. Sometimes you don’t want to be at a competitive disadvantage by a lack of diversity, especially if the competition is portrayed as having better managers.

The four perspectives should be considered in decision making. A manager might focus on the first two steps at their peril. The team and the organization become secondary and morale and the monetary consequences are detrimental to the business. Managers must be held accountable for decisions, so that they ultimately benefit the organization and the shareholders.

An over reliance on steps one and two manifest itself in poor morale, lower employee engagement scores on internal surveys and higher turnover rates. Individuals may not apply to your company, nor interview for a position, or join your company if they find out you have a poor reputation for employee development or have a toxic climate. Candidates are very astute in their research. A manager questioned extensively by a candidate to make sure she was applying for the current manager, rather than the correct territory. She had heard about a particular manager’s harsh management style and she wanted to avoid him.

Focus on the protégé only has enabled incompetence to destroy many teams, lose customers and increased the number of lawsuits for harassment and discrimination. Team focus should not be heavily focused on maintaining the status quo if it has become stagnant and inflexible.

Candidates have gone to other companies and employees quit to join the competition because of a toxic climate and the manager’s insistence to hire and stay with a manager exhibiting pernicious managerial malpractice.

Consider the competition and how they utilize the four perspectives. Do they make decisions based on team and organizational benefits? Are they stuck in personal benefits and rewarding the protégés? Are their decisions for the business, such as minimal customer interruptions, more veteran representatives, competent management to develop the people and the business.

When discussing hiring and promotion decisions with managers, ask the following questions; “How does the person benefit the team and the organization? What skills are they bringing forth that match the needs of the team and what strategy did they disclose that shows an understanding of working to bring out the talents of a diverse team of employees. You really need to know how they are uniquely qualified to add significantly to the bottom line and what in their past or their interview comments convinced you that they are the best person for the job.

The Company is last – Sacrificed for personal gain – Part 1of 2

May 30, 2013 ~ Orlando Ceaser

Managers are hired to grow the organization, protect Company interests, steward its resources and provide value to share holders / stake holders. They achieve this by making decisions that benefit themselves personally, individuals they like, their team or the overall organization. When these decisions are made for the right reasons, everyone wins.

Some people treat Company interests as a latter option. They disregard their primary responsibility and make decisions that may harm the corporation in the long run. This mindset is present in people of power, whether serving as a manager, coach, or politician. My focus for this article will be on those serving as a manager or leader.

These individuals in question view resources, influence and assets as their private property. They selfishly make decisions to stroke their personal egos, enrich their bank accounts and advance their personal careers and the careers of their minions.

Let us discuss the decision making practices of many managers when selecting candidates for hire or promotion as an example of this behavior. There are four perspectives and the company may be last. The four perspectives are:

• Personal
• Protégé
• Team
• Organization

Personal

The personal perspective is highly visible in selecting talent. Manager’s with this dominant mode will hire and promote in their image. The candidate reminds them of themselves when they were that age. Also, they have attributes that remind them of someone they admire. Managers select people based on comfort, familiarity and personal identification. They can relate to the attributes shared in common. They feel the person has the potential to do well and they may personally receive accolades for hiring / promoting such a fine talent.

These opportunities are often blatant examples of nepotism because these individuals are in the same club, group, fraternity, sorority or ethnic or racial group. The person is elevated in stature due to an affiliation of some sorts. The candidate presumably has the qualifications, but affiliation or identification on some level compels them to advocate their candidacy.

The idea of reciprocity comes to mind. Someday the person may repay the favor and help them in some manner. The manager may offer the job to a friend of a friend or the referral of a very important person. The concept is to place the job in the hands of someone who owes them and may pay dividends in the future. There is hope that someone will be grateful for this act of generosity and show their gratitude at the appropriate moment with the appropriate stipend.

The personal focus of this perspective is also evident in their daily practices. A person gains accolades for developing a new program. Mind you, a recently introduced program was not given an adequate chance to work. They therefore, convinced the company to make a make a large financial investment in their new program. They do not want credit for implementing someone’s program, so they develop their own. If this happens frequently, it does not allow the company to establish their brand identity due to the revolving door of new managers with new programs to fit their personal agendas.

The perceived personal benefit is the driving force behind their actions. The manager in this mindset is hiring for personal gain, image and reputation. They are executing their job with a short term personal focus on their career. They will duplicate expenditures; make poor decisions and institute practices that may actually cost the company more money, time and resources.

Protégé

People immersed in the protégé mindset are influenced by what is best for the candidate, rather than the company. These candidates may be worthy people, with a compelling story. The manager feels an obligation to help them complete their story, by making the path easier or more open for them. The manager wants to accelerate the person’s learning curve, but the effect may be catastrophic for the corporate culture.

People are placed on a fast track program. They are placed on a short term basis in a series of departments to give them exposure to the company quickly. This allows the person to check off a box that they have experience in various disciplines. The concept makes sense, but they are never in one department long enough to fully understand how it works. Additionally, they are not there long enough to have an impact on the business and to make a significant contribution. They are viewed as lame ducks or worse, someone passing through on their way to the top with an opportunity reserved for a select few.

The protégé mindset espouses that potential will eventually lead to qualifications, but there is collateral damage when following this approach.

In this category, someone may get a job because of who they know, influence plays a role in their hiring or promotion. Patronage and favoritism are focused on the person who may become the protégé.

When there are problems with the protégé, the hiring managers becomes protective, since they are responsible for the hire. They take it personally and defend the new person. They are prone to ignore criticism, justify the poor performance by blaming others and circumstances. They will castigate the messengers who bring bad news about poor performance, regarding their hiring / promotional choice.

The protégé mindset is replete with hiring friends and family members. The CEO of a Charter School was reprimanded when they found many of his family members on the company payroll in key positions. City governments are notorious for this practice.

Motherhood and Leadership

May 12, 2013 ~ Orlando Ceaser

My early exposure to leadership principles came from my Mother. I would imagine that I am not alone. Usually we tend to think of leadership as a masculine trait, but the seeds of leadership in many homes were actually planted by the Mother.

Mother initiated our leadership education. She was the driving force behind our early physical, mental, educational and spiritual development. Mother planted the seeds of leadership by modeling behavior, holding us accountable, introducing us to new experiences, coaching and encouraging us, cultivating gifts and pushing us out of the nest to participate and get involved in our surroundings.

Mother allowed us to explore different activities to find our talents. We were creative around her and she celebrated our ingenuity. Many of us have memories of our Mom taking us to the park, shopping and various school and church programs. She was eager to compliment us when we did something well and quick to discipline us when we were out of line. She was so proud of us. By supporting our interests she identified our gifts and bolstered our confidence.

We were her team. The climate in her leadership environment allowed us to blossom as we outwardly and subliminally listened to the valuable messages. We were constantly infiltrated by leadership qualities that emerged as she navigated the parenting process.

1. Setting the vision for a possible future
2. Establishing values and beliefs
3. Providing direction, opportunities and resources
4. Encouragement and reinforcement
5. Discipline, feedback and developing healthy habits

1. Setting the vision for the future

We were told we could be anything we wanted to be. We were challenged to be and do our best. If we were going to be a janitor, we were told to be the best janitor. Education was strongly touted as the key to our future, as something no one could take from us. When I finished 8th grade, Mother asked, “What is next?” High school was the correct response. After high school, she asked, “What is next? I responded college, as we had discussed so many times since 8th grade. It was drilled into me at an early age that I was someone special and she saw me reaching my God given potential.

2. Establishing values and beliefs

The rules and regulations of life, the values and beliefs to guide our behavior and understanding of the world, were initially from our Mother. The stories she read, the lessons we learned in her presence and the experiences we received during playtime. She was the moral and religious center of the home. She showed what was important by how she spent her time and through the chores she distributed and the discipline she delivered. She practiced what she preached and walked the talk. My Mother was a continuous learner and went back to school and became a Registered Nurse. Additionally she gained a BS degree after all of the children finished school. She was always active in community, school and church affairs.

3. Providing direction, opportunities and resources

We were instructed in the ways of approved and acceptable behavior. We were warned about actions that would not be tolerated. We were not going to embarrass and shame her or the family. My Mother was a stickler on manners and polite behavior. We had standards of good conduct which was anchored in the Golden Rule.

Mother gave us opportunities to express our opinions and grow our talents. I had a number of jobs through the years. I worked as a shoe shine boy, a paper boy, shoe salesman and shoveled snow to make extra money. I learned the value of hard work and how to handle money. I also benefitted from collecting money from her Avon customers. I could always count on her doing anything to see that I had what I needed. She paid for my art supplies, new clothes to march in a parade and prepared me for many other school projects.

4. Encouragement and reinforcement

When we fell she picked us up and made us feel better. She always knew what to say when we were hurting. She was our biggest fan. She had confidence in us. My Mother had many children and she treated us all differently and there were no favorites among the children. If she was leaning toward one of the others, she was open to talk about it. My Mother told me I was the Chosen One. My response was chosen by whom to do what? It was her way of letting me know there was a purpose for my life and I had to find out what it was. When others seemed to abandon us, Mother was always in our corner offering words of support, guidance and forgiveness.

5. Discipline, feedback and developing healthy habits

Mother was known for providing simulations to prepare us for life in the real world, although we did not call them simulations. She gave us positive and reasonably realistic feedback when we did well. She checked our homework to make sure it was done and done correctly. She did not let us off the hook. She held us accountable for our actions and helped lay down the law and maintain the order.

When we broke the rules, the punishment usually fit the offense. She wanted us to get in the habit of doing our best and acting properly. There was a saying and a television program that said, “Father knows best.” If that was true Mother knew that and all the rest.

My Mother challenged me to learn and present a very long drama poem when I was ten years old. The Creation by James Weldon Johnson was in her English literature text book when she was in night school. She worked with me and checked with me until I mastered the piece. I began performing it in church services all over the city for many years. She brought out my gift of public speaking and made me comfortable in front of crowds.

I realize that some may have a different opinion of their Mother’s role in sowing and demonstrating leadership principles into their lives. Some may have received examples of how a leader should not perform. Nevertheless, we know the value of strong leadership in altering the course of lives and organizations.

When we search our memories and review the books, theories, seminars and the performance of actual leaders, let us not forget where many were first exposed to lessons on leadership. We should recognize and celebrate the awesome contributions of Mothers. They should be honored for the role they play in developing leaders of today and leaders of tomorrow. During the time we spent on our Mother’s knee, in her lap or at her feet, we were overtly or covertly immersed in the relationship between Motherhood and leadership.

Are you smarter than a Squirrel?

March 27, 2013 ~ Orlando Ceaser

I believe that anybody and anything can teach me something. I believe I can learn from everything in my environment. Sometimes it is nature and the animals that are my greatest teachers.

I was sitting in the kitchen one day observing activities outside my window. My wife is an avid gardener, so in front of me were many varieties of flowering plants. There were xenias, Echinacea, sunflowers, roses and many others; a botanical garden that held my attention. There were hummingbirds darting back and forth to my delight. In the center of the garden was a small tree from which she hung one of her bird feeders.

She had a problem with the squirrels. They could usually be found sitting in the bird feeder eating the seeds she purchased to attract and feed her assortment of feathered friends. She purchased from the garden store, a revolutionary bird feeder designed to be “squirrel proof”. This new bird feeder looked like something from outer space or a cross between a jellyfish and a Portuguese man of war. It had a large dome which was to protect the bird food from the squirrels. The food was housed in a cylinder from the center of the dome. Finally, she had a bird feeder to keep away the squirrels.

A curious sight developed in front of me. A squirrel came by to feed or to see the new contraption. Did someone think this device would keep him from the food? The squirrel jumped on the tree, climbed to the limb from which the bird feeder hung and climbed down the chain to the top of the dome. When he reached the dome he fell quickly to the ground. The look on his face as he frantically tried to grab something to hold onto was priceless. He fell to the ground quickly. He looked at the new feeder as if to say, “What happened?” He seemed to love a challenge. He dusted himself off to try again. He tried several more times to master the bird feeder, but with the same result, landing flat on his feet and disappointed on the ground. I felt my wife had made the right decision on this new bird feeder. The frustrated squirrel stared at the bird feeder, as if to study it. If I didn’t know better, I would think he was trying to figure out the best approach. Squirrels have a reputation as creative thinking creatures; causing havoc in many locations.

Finally, he climbed the tree, as he had before, with the same determination. This time, I paid attention to the pink ribbon my wife had placed on the top of the bird feeder to make it look attractive. The squirrel lowered himself slowly down the chain, as he had done before. This time, however, he stopped at the pink ribbon. What came next stunned me. He slowly pushed his tail through the bow, she had meticulously tied. He locked his tail in the loop of the bow, anchored himself and slowly slid over the side of the dome, until he was perched over the feeding tray. There he hung upside down helping himself to the food that was denied him. It was a marvel to behold.

I called my wife and told her what had happened. She was upset. She muttered something about false advertising. She immediately packed up the bird feeder and took it back to the garden store. The bird feeder was squirrel resistant, but not squirrel proof. I tried to persuade her to just remove the ribbon, but that was not enough. The squirrel proof claim had already become null and void for her.

If animals can face a problem and use instinct or ingenuity to arrive at a solution, what can we do, since we are the wisest of all creatures on the planet? We could say it was an accident and the squirrel was lucky. However, the truth still stands, it solved a problem. If we review all available options, we find that the squirrel when faced with a problem was:

• Motivated to succeed – hunger or hunger prevention
• Persistent mentally and physically in trying different approaches (tenacious)
• Tried many choices and different decisions
• Used available resources to solve the problem
• Savored the victory

We told this story to our real estate agent and she told a similar story. Apparently, a client placed oil on a bird feeder to keep the squirrels away. The squirrels would slide off the feeder. However, one squirrel was seen rolling in the dirt until he was covered with a mixture of oil and dirt. The dirt enabled him to get traction so that he could hold onto the feeder and not slide off. This seems like a calculated, reasoned approach to solving a problem. She was able to get the food without slipping off and falling to the ground.

When we lived in Ohio, my wife had her signature garden again. Her problem with squirrels was their aggressive nature around her sunflowers. They would take the seeds from the sunflowers. She collected the sunflower seeds for planting and eating. There was one sunflower that was her pride and joy. It literally had a 12 inch head. She decided the cover the head of her largest sunflower with a plastic bag before we went to church to prevent the squirrels from stealing the seeds. When we returned from church, there was no trace of the sunflower head. It had apparently been chewed off at the base and dragged away. Well that’s the story we tell, and we have no reason or evidence to think anyone climbed the fence to destroy this one sunflower, but our usual suspects, our fine furry little friends.

Do not underestimate the creativity of a determined animal. We should not underestimate our ingenuity when passionate about a cause and resilient in our methods. So the question remains, “Are you smarter than a squirrel?”

Managing Up – Part 2 (The Manager’s Perspective)

March 12, 2013 ~ Orlando Ceaser

Managers can recount individuals and situations where they felt employees did an excellent job of managing up. The person did not seem manipulative, arrogant or self-centered regarding their career. They demonstrated many of the attributes mentioned earlier in the “Do” category and did not participate in the “Don’t” area at all. Many times they shared similar interests, but were not clones or mini me’s from the Austin Powers movie. They direct reports contained some of the following qualities;

Brought something intriguing to the table, with special qualities or contributions
Provided information about the job, concerning the workplace and on the industry
Reliable and could be counted on to follow through on assignments
Performed their jobs well, exceeding expectations
Took an interest in the manager’s job
Make the manager and the team look good, drawing rave reviews from many in senior leadership
Authentic in their approach to the job and their clients
Could be trusted to tell the truth regardless of the consequence

The manager is the manager because they like to get things accomplished. They are aware that some people are inauthentic in relating to them. Because the manager has input into hiring, performance reviews, compensation and terminations, employees tend to be guarded even when they have an open door policy. Many employees genuinely stated their opinions and intentions, whereas others are playing games, telling a manager what they think they want to hear, to win praise and recognition.

The Know System™ for decision-making was featured in the book, The Isle of Knowledge (available on http://www.amazon.com). The Isle of Knowledge is a fable set in the South Pacific with the hero on a journey of enlightenment, to better decisions. He is mesmerized by the journey and the inhabitants on his quest to ask the right questions to make better decisions. The Isle of Knowledge contains a methodology to help people manage up in an easy to follow series of questions.

The Know System is based on the word Know. If you use the four letters in the word Know you will have a system to gather information. Take out a sheet of paper or your computer, smart phone or tablet. Write Know at the top of the page or screen. Begin writing the words that come to mind. Be generous with the rules, but only use the letters from Know. You will arrive at the following words that are useful for this exercise;

Know, Won, Now, No, On, Own, OK, Ow, Wo, Wok, KO

Know

A skillful employee will start off asking questions to learn about themselves (self-awareness) and their manager. What do they know and what do they need to know? They may use Who, What, Where, Why, When and How to gather the information they need on personal and manager goals, values and interests. Who can give them information on the manager when they are conducting their interviews to learn about the manager’s habits and history?

Won

Self awareness will give them their goals and objectives. If they managed up effectively, what would their world look like? How would they feel, what would they gain from it? How can they make it a win / win where the individual and manager’s goals are reached?

Now

What are they doing now to manage up? Are their techniques the right ones? Are their techniques consistent with their goals? Are there aspects of their performance and personality that are forming a barrier? Are they operating with the right priorities and set of objectives?

We recognize there are some things they must remove from their activity list. They must say ‘No” to some things. They cannot say yes to everything and reach their goals. They may reach burnout unless guidelines are put in place. There are sections that are frowned upon by your manager; you may feel it is advantageous to be on the same wavelength. There are procedures you have said yes to that requires a change of heart and direction.

You must be on at all times. Authenticity is required as we stated earlier, but you must also be persistent and consistent. When you are on message, on target and on fire, you create a barrier to ward off those elements that try to distract you. There are negative people who will try to bring you down as well as your manager; you need to make sure you don’t inadvertently toss your manager under the bus.

Own

You will be held accountable for your actions. You are responsible for your career and your daily performance. The relationship with the manager is largely up to you. If you adopt this mindset, you will take the necessary steps to make it a success.

OK, Ow & Wo

If you are doing a poor job at managing up, this Ok performance is not satisfactory in the long-term. Jim Collins in his book Good to Great said “Good is the enemy of excellence.’ If good is the enemy, Ok cannot be far behind. The only time Ok is satisfactory is on a checklist. If you have a list of the areas you want to cover, to manage up effectively, OK will work marvelously, as a confirmation that an item is completed.

Ow is the sound we make when we are in pain. Sometimes pain says we are doing the wrong thing or we are doing the thing wrong. Pain also is the discomfort we go through anytime we do something different or we change. Some of the strategies in managing up maybe new and difficult and the awkward nature may seem painful. Soon they will be a part of your repertoire and beneficial in helping you manage up.

Wo is the sound you hear when people want to slow down a horse. This can apply to us, if we are going too fast, implementing too many techniques. You may need to reduce the list to a manageable number of actions and only add when you mastered a few at a time.

Wok

Sometimes you have to stir things up a bit when you institute variety and change. Just because you have always acted a certain way does not mean that you always have to act that way. Variety is the spice of life and makes flexibility a breath of fresh air. Innovative techniques are ways to endear you to a manager and become an indispensable part of her inner circle.

If you are not successful at managing up, it is safe to say, your failure could knock you out of the running for whatever goal you want to accomplish.

Managing up is a skill set that is built on relationships and high performance. You may institute many of these practices and still not be invited into the manager’s inner circle. You may try them and the relationship with your manager is still distant and cold, but it is your responsibility to make every effort to make this work. The manager has a lot of power and influence over many aspects of your career. You can make a difference in showing them you are an indispensable member of the team, who rallies to make them look good, has their back and able to help them achieve their goals and objectives.