What is your From – To Story (FTS)?

September 16, 2019 ~ Orlando Ceaser

Goals
Constantly, we are exposed to stories that grab our attention. They are tales of unbelievable struggle, growth and accomplishment. People have overcome tremendous odds the and circumstances to arrive at an unforeseen destination. They may be classified as from rags to riches, from poverty to higher education, from homelessness to home ownership or from working as a janitor to becoming the principal of a school. These stories show the power of the human spirit; the magnificence of vision, goal setting, perseverance, generosity, luck and encouragement.

Our hearts were warmed a few years ago by the story of a Ted Williams, a homeless man who was called the Man With The Golden Voice. He was given a job making commercials and later returned to radio. When you think about your life, you can also create your own personal From – To Story. Look at a point in your life, a different job or think of your current position or objective in life. Where were you? Where are you? Where do you want to go? What do you want to become? What is your purpose, your destiny or your goal?

When I was younger, I would read about individuals who stated that they were the son or daughter of a sharecropper. Their bio would state, from a sharecropper’s son they rose to the position of president of their own company; from a single parent to the position of a medical doctor; from the inner city to a position in higher education. I have known individuals who have gone from an administrative assistant position to a position in sales management. These examples are all around us.

You know who you are and where you’re From, now it’s up to you to establish, what is your destination, or more specifically, what is your To? What is the right To for you? Before you arrive at your ultimate destination, there may be a series of stops along the way, therefore, there may be multiple To’s in your forecast, in your future.

What does your dream scenario look like? What is the tagline that you would want attached to the beginning of any description of your life and accomplishments? Fill in the blanks below to give yourself some practice. Thinking about your responses may fill you with a sense of accomplishment, on how well you’ve done and how far you’ve traveled. It may also show you, how far you must go and serve as a reminder of your purpose, destination and destiny.

From ________ To ___________.

I wish you success on your journey. I look forward to the day when we can discuss where you are From and your arrival to the To that is right for you. Your, From – To Story (FTS) will be a benefit to you and enrich the lives of others.

Leadership – Phenomenal in a crisis Leadership Response to 9/11

September 11, 2019 ~ Orlando Ceaser

I will always reflect on where I was was on September 11, 2001 and the leadership response we experienced in this horrific crisis; one of the finest examples of corporate leadership I could imagine.

The 2001 Respiratory National Sales Meeting had the earmarks of a memorable event. Joe Canning and Betsy McKenzie had pulled out all stops to create an agenda that would educate, motivate and elevate the skills of the entire Respiratory Sales Team.

The Leadership Team which consisted of all of the managers met to receive a final review of the meeting. The individual managers then met with their Districts to review suggested topics. At 5 PM we assembled in the Meyerson Symphony Center which is 3 blocks away from the Adams Mark Hotel in Dallas, Texas, where most of us were staying.

The short program featured a stirring organ performance by a member of the Dallas Symphony Orchestra which was the opening act for the legendary Ray Charles. Ray was in fantastic form as he played through many of his standards. But the highlight was his passionate rendition of “America.” The standing ovation was deafening as the group showed their appreciation. Joe and Betsy knew that they had created a phenomenal week. The 1500 participants dined on hor’d’oevers and finger foods in the atrium of the Meyerson Symphony Center and slowly filtered back to the Adams Mark and Le Meridien, the principal hotels for the meeting.

The second day began with a lot of promise. We heard people talking about how great Ray Charles was the night before. Many stated their disbelief that we would bring Ray Charles to such a meeting. There were numerous conversations inquiring about his age.

The meeting began with an opening by Joe Canning, the National Sales Director for Respiratory Products. He was succeeded by Tony Zook, VP of Sales and Marketing and Michael Hickey, the VP of Sales, along with Rich Fante and Josh Tarnoff, Product Directors. The group was dismissed for a break. The break was also to allow the large group to reassemble in 2 smaller groups representing the East and West Areas of Respiratory. Doug McNamee was to be with his team in the East. I was to be with my team in workshops in the General Session room to receive the product strategy message. It was during the break that the word circulated about the World Trade Center bombings. The news rapidly moved through the crowd, as we began to piece together the entire horrific event.

The decision was made to announce the bombings to the General Session and to dispatch Regional Sales Directors to the different workshops to break the terrible news. Individuals who were directly impacted were asked to contact their families. Joe broke the news to the audience and you can imagine the shock and terror and disbelief. Tears rolled down the cheeks of many as fear took over.

Joe turned the meeting over to me, the stage that is, for a 5 minute introduction into the next phase of the agenda. I had planned several snappy introductory comments, but I had to change the tone. No one including myself was in the mood for motivation. I turned the program over to Demir Bingol, the Product Director for Rhinitis products. Demir was approximately 10 minutes into his presentation when Joe and Tony took the stage and stopped the meeting. Everyone was asked to take the next 3 hours and contact their families to check on their loved ones and reconvene at 1 PM.

The Leadership Team and higher level managers and people from the various support groups were asked to meet in the Executive Boardroom to discuss the plans for the rest of the week.

I spoke to Scott Climes, one of the Respiratory Regional Sales Directors who was dispatched to the workshops to deliver the news about the bombings. This message was to individuals from the Eastern half of the US. Many of them potentially had family or friends that were affected. He said he had never experienced such a reaction in all of his life. The tears; the terror.

People were wandering in the hallways. Many rushed to their rooms to begin the daily ritual of following the news coverage. Who did this and how would we respond? How many were in the two buildings and the pain and the grief that touched their families? Was it Osama Bin Laden? Who were the terrorists?

The Executive Boardroom would be the war room for the next few days. Here the highest ranking officers of the Company would determine how to guide its people through the tragic events of New York, Washington DC and outside of Pittsburgh, Pennsylvania.

Tony Zook, VP of Sales and Marketing took center stage. With marker in hand and flipcharts close by he began with our objectives. No one has ever gone through anything like this. How can we take care of our people? How can we get them home, the ones who need to get home? Should we continue the meeting? What is known? How should we communicate this to our people? When we formulate our recommendations remember cost is not a concern. Our people are our number one priority.

He elicited the key communication points that we needed to flesh out. Some buckets or titles were as follows: Travel, agenda, communication, an update on the situation, accountability. Each point was assigned to a team with a leader to bring up all of the key issues in that area.

We were fortunate enough to have 2 members of our Sales Team who had anti-terrorist experience. Additionally, our Chief of Corporate Security was present at the meeting because of the resources present and number of people. Bud Bender also had contacts within the FBI which would come in handy during the week.

A leader was assigned to each team and other individuals were assigned and asked to align themselves to a team where they could provide input. American Express One was the travel company. Julie Whalen, our meeting planner was asked to head the travel committee.

We were asked to take 45 minutes to discuss all pertinent issues and to reconvene, to make a flip chart presentation to the group. This allowed the group to provide input and fine tune the response. We were under the 1 PM deadline. We needed to complete our assignment early, so that we could present our recommendations to the group. MJM our production company would need time to input the information and create a Power point presentation.

My team headed by Doug McNamee covered accountability. We wanted to make sure that for the next 24 hours we knew the location of each employee at the meeting. We discussed the sales representatives staying in the hotel that evening until we knew more about the extent of the problem. Reps needed to contact their management team twice a day to state their locations and any changes. Managers needed to notify up the chain of command that everyone was present and accounted for. If anyone left the meeting to go home, it should be documented. The buddy system was suggested as a good way to keep track of each other, which was easier said than done.

The dynamic interchange during the presentation facilitated by Tony Zook was a pleasure to behold. Senior Leadership eliciting and contributing comments and suggestions, motivated by how we can help our people was marvelous. We were fortunate to have strategically or luckily assembled the highest ranking officials in our Field Sales force at the same meeting. We also were fortunate to have the talent from the military, security and Travel at the same site. The diversity of talent and experience made it easier to handle our mission. For with over 1500 people at a Sales Meeting, with many of them fairly young, who had not face any national emergencies in their lifetimes, this was a significant challenge for all of us.

One by one the teams presented and the adjustments and suggestions were made to the strategy and the presentation.

We were developing a game plan to keep people comforted and focused for we wanted to show our employees that we valued them. The human side came out repeatedly. There were times we wanted to over protect, but backed down because over protection can heighten fear. We discussed how to care for those directly impacted. We knew that the meeting was secondary to our people, but we also knew the meeting was necessary to keep people focused on something not related to the terror in the land. After all, the meeting was scheduled to last until Friday and this was only Tuesday. It became clear that air travel was not going to be an option for an indeterminate period of time.

The stories began to appear. People worried about their loved ones and tried frantically to locate them. The hotel telephone system was overloaded. Cell phone transmission had difficulty for a while. Some people did not wait for the 1 PM meeting to see what the company proposed to do in this tragedy. Several instances surfaced of people renting cars and driving toward home without letting anyone know they left. One manager rented a van to drive their people back home. Alternate travel plans were cropping up all over the place. Some of this is to be expected when you have sales people who are action oriented.

The meeting reassembled at 1 PM. On the stage were the principal contributors led Tony Zook, Michael Hickey and Joe Canning. What followed was another example of leadership at its finest. The depth and professionalism of the presentation led many to wonder how we could put together such a professional presentation is such a short period of time. Most commented that they worked for a great company. We continued with the meeting for that was the best option to care for our people. There were interfaith religious services arranged by Scott Buchanan and others in attendance.

Arrangements were made to get everyone safely home. The travel team rented 20 luxury travel busses to send to 20 different parts of the country to get our people home. They were richly equipped with food, DVD players, games, blankets and all manner of creature comforts to make the trip comfortable. One bus left with only one person on it for he was the only one going to that region of the country. There was a story of the Company renting two limousines to get one sales rep home in time for the birth of their child. Watching this tragedy unfolds and our reaction to it validate our history of being phenomenal in a crisis. People left saying what a great company we work and what a great country we live in. I appreciated being a part of leadership making a difference in the lives of our people during a very unsettling time in our Nation’s history.

Mother – My First Leader

May 12, 2019 ~ Orlando Ceaser

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My Mother saw the lion in me. This is not because my astrological sign is Leo, which is represented by a lion. She told me to take charge and showed me how to step up and take responsibility for my actions to benefit others. We usually think of leadership as a masculine trait, but the seeds of leadership development have maternal roots which blossomed under the tutelage of others.

Mothers 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.

• Setting the vision for a possible future
• Establishing values and beliefs
• Providing direction, opportunities and resources
• Encouragement and reinforcement
• Discipline, feedback and developing healthy habits

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.

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.

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.

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.

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.

4 Ways to Avoid Comfort in the Danger Zone

February 8, 2019 ~ Orlando Ceaser

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We often speak of the need for someone to get out of their comfort zone. We want them to try something different and more challenging in order to build their skills. Judith Bardwick wrote a book Danger in the Comfort Zone which expands upon this concept. One day, my wife trying to recall the title of the book, referred to it as Comfort in the Danger Zone, which may be the way we need to think of it to guard against complacency.

The Danger Zone is not an area with signs that say; Keep Out, No Trespassing, Caution, Warning or Danger Zone Ahead. On the contrary, there may not be any indicators that the area in which you reside has any potential hazards labeled. There may be an assumption that you are self-aware and old enough to know better. The Danger Zone could be situations or relationships at work or in your personal time. It is a place where your behavior could compromise your life and your livelihood in a negative manner. The Danger Zone can be a moving target, or it may involve shifting circumstances.

In a Danger Zone, you may not recognize the hidden pitfalls that may exist. However, here are at least 4 behaviors that put us at risk.

Lack of continuous improvement

If we are negligent and refuse to continuously improve our skills, we may wake up one day to discover that we are not compatible with our customers. We lagged behind the times and the mandatory evolution in skills that keep us competitive and relevant. We discover the bar is raised and others, around us have emerged with greater skills and more up-to-date knowledge and technology. They are formidable competitors, who have forged ahead of us on the career ladder for promotions and job retention.

Inappropriate conversations in the workplace

There are certain conversations, language and behavior that is not acceptable at work. We have become relaxed and too casual in our conversations in the workplace. With the emphasis on diversity and inclusion, organizations are hiring people with a variety of differences, similarities and sensitivities. In the era of a more respectful workplace, we must be respectful of everyone. We must adjust conversations and interactions which are out of line with current morays and expectations. It is now apparent through high profile lawsuits, that inappropriate conduct will not be tolerated, and the consequences will be severe.

Let down your guard

There is a lot written about self-awareness in the workplace and in our relationships. One day I was joking with an employee and I watched, as he became very comfortable and casual in his speech toward. At one point he offered a swearword, as he would with his friends at the bar. I watched him as he left the room, happy about his conversation with the boss, not realizing what he done.

Later, he walked by my office and I called him in for a brief discussion. I began by apologizing to him for my role in setting up an environment where he felt too comfortable. “You said something,” and I looked him in the eyes, “that could get you destroyed.” You don’t ever tell me what I am full of in the course of a conversation. However, I’m sorry, I apologize for my role. But the lesson for you is to never put yourself in a position where you become so comfortable that you are not aware of words that are coming from you. I said no harm no foul. It was my fault.” There was no harm, but there was a foul, but I promised him that I would not use that against him, and I did not. Subsequently he was promoted to a District Sales Manager position and is still with the organization performing at a high level. You must always increase your awareness and be on guard.

Lose sight of the value of people at every level

When we are in the Danger Zone, we may tend to devalue some of the people around us. If we decide that some individuals or some group does not have an impact on our career, we may shun them and not go deeper in building a connection or relationship. We may develop a reputation of only socializing with certain people, who we think can help us. This shortsightedness can work against us, especially, if those individuals get promoted ahead of us and they remember how we treated them.

I recall a situation where one of my peers made disparaging comments about me behind my back. Ultimately, I returned as his manager and I received a curious phone call from him. He apologized for comments he had made, 10 years earlier. Whereas his confession was noble, I asked him a question that he tried awkwardly to answer. My question was,” If I was not coming back as your manager, would we be having this conversation?” Spare yourself these uncomfortable moments and negative career impact by treating everyone with value at every level.

We must not get too comfortable in the Danger Zone. Our continuous focus on improving our skills, shying away from inappropriate conversations, not letting down our guard and losing sight of the value of people at every level will be richly rewarded. These four points will assist us in growing our careers and strengthening our relationships.

The 4th Monkey – “Do No Evil”

June 29, 2018 ~ Orlando Ceaser

I am reissuing, with a few modifications, my most popular blog post, for your consideration. The universal application of these age-old concepts is a tremendous value that should guide our behavior and interactions with each other.

We grew up with the story of the three monkeys. I imagine that many of us have the same interpretation of what they represent. We were exposed to pictures or statues. One monkey had his hands over his eyes, the second monkey with hands over his ears and the third monkey’s hands were over his mouth. They were see no evil (Mizaru), hear no evil (Kikazura) and speak no evil (Iwazura). There were actions and behaviors demanded of us based on the three monkeys, but nothing was said about the fourth monkey. The fourth monkey was do no evil (Shizaru).

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The stories of the four monkeys were popular in Japan in the 17^th century. Their origin is between 2 and 4 BC in China. The Storyologer web-site (www.storyologer.com) has this account of Mahatma Gandhi who carried around a small statue of the three monkeys. “Gandhi had a statue of three monkeys in three different postures. One was shutting his mouth with his hands, the other was shutting his ears similarly and the third one had put hands on his eyes. A visitor to his house became curious and questioned Gandhi about the various postures of the monkeys. Gandhi politely replied, “The one shutting his mouth tells us that we should not speak ill of anybody. The one shutting his ears tells us that we should not hear the ill of anybody. And the one shutting his eyes tells us that we should not see the ills of anybody. If we do so, we will have all goodness and nothing but goodness.”

Travelers will often find local markets with carved depictions or artwork featuring the three monkeys. My wife was able to purchase an angelic model of the same concept. There are three angels; one was covering her eyes, one was covering her ears and the other was covering her mouth. However, the fourth monkey was not shown. The 4^th monkey, when pictured, is usually shown folding his arms (the body language of being closed) or covering his crotch to signify inactivity.

The different interpretations of the four monkeys is fascinating. In Buddhist tradition it meant don’t spend your time preoccupied with evil thoughts. In the West it relates to not facing up to our moral responsibility, for example turning a blind eye. But in my household, the monkeys were presented to us as a model of proper behavior. Our parents wanted us to identify with the images, to supplement our moral code.

See no evil (Mizaru)

We were told to pay attention to people and location(s). The idea was that if we were in the right location, we would minimize seeing trouble develop before our eyes. This was applicable in school and at work. We were instructed against being at the wrong place at the wrong time or the wrong place right. We were also told not to look for bad things in people or in certain situations. There are people who see bad things when they don’t exist, which could explain the manifestations of bias, stereotypes and profiling. We were not taught to be naïve, but to be careful and respectful.

Hear no evil (Kikazaru)

We were told to shield ourselves from bad language and bad intentions. We should stay away from people who spoke ill of others and gossiped. If we were not in the wrong place we could minimize hearing things that we should not hear. We were also instructed not to listen to foul or vulgar language. If we heard people language, especially regarding someone’s evil intentions, we could use the evil information to do good or to help others, that would be permissible.

Speak no evil (Iwazura)

Speak no evil was used to discourage gossiping or speaking ill will about someone. We were told to watch our language and to speak kind words. “If you can’t say anything good about someone, don’t say anything” was a part of this same philosophy. Adults told us that spreading bad news or malicious information could come back to haunt us. We should also, apply this same advice to the workplace.

There is a misconception around the concept about someone. This misconception has led people to adopt a code of silence in the workplace when a person is not pulling their own weight. We would rather silently complain or resign, before talking about an employee who was not working. We would not want to be labeled a snitch or a stool pigeon. In the streets people would say, “snitches get stitches”. To speak evil of someone means telling a lie, varying false witness or defaming their reputation. However, it is our responsibility to find a way to report injustice, illegal behavior and practices that undermine people and the organization. Our intention should be to speak the truth in love without malice or premeditated negative objectives.

One way to break the code of silence is by offering incentives to whistleblowers. These individuals are people who step forward and report unlawful activities in an organization. They are generally paid a 10% bounty if the measure goes to court and fines are levied against the lawbreakers. In neighborhoods where people know the perpetrators of violence, but fail to come forward, there are no such incentives. Residents may be afraid of retribution, as the rationale for their silence. We must also realize that justice requires telling the truth and this should not be regarded as speaking evil of someone.

Do no evil (Shizaru)

The fourth monkey’s actions are truly related to the others. The workplace is a common place for the four monkeys to be used as an operating system. Employee bullying and intimidation, sexual-harassment claims, the presence of racial discrimination, unconscious bias and sexually charged language and actions exists in many organizations. Where improprieties and liberties are taken with people’s rights in the form of disrespectful words and actions, there are laws in place to prevent and punish these actions. Employees, who adopt a see no evil, hear no evil, speak no evil mindset are not helping to develop a positive company culture or a respectful workplace

Do no evil is a perfect monkey to enforce the values of character and integrity. He reminds us of proper behavior and etiquette. Our choices have consequences and the more we can emphasize a positive corporate culture and a respectful workplace the more effective our organizations will be become. There is conduct and behavior norms which must be identified, emphasized and enforced vigorously. Character will minimize stress in the workplace and reduce the number of lawsuits and discipline related to improper behavior.

The do no evil mindset would influence our participation in the political process. Our dialogue in conversations around those who are different from us or have different opinions would be positively affected. If we operated each day thinking in terms of do no evil, we would be more empathetic in understanding of each other. We would put ourselves in the shoes of our neighbors and seek to understand their point of, listen to their words and lay the foundation for greater chemistry instead of conflict.

How can we create an environment in our workplaces, families and communities, where people are held accountable for their own unlawful actions and the private citizens who come forward can feel safe and protected? If the fourth monkey was modeled, we would have less of a cause to talk about Mizaru (see no evil) and Kikazuru (hear no evil).

Do no evil and speak no evil should be magnified and connected to many of our guiding principles of behavior. The Golden Rule and its equivalent in many cultures advise us to treat people the way we want to be treated. The Platinum Rule which asks us to treat people the way they want to be treated. The 10 Commandments implores us not to do a series of acts which could be seen as evil, such as murder, stealing, etc. you are instructed to love your neighbor as yourself. If we began from a position of love it is easier to think in terms of speak and do no evil.

We must clearly outline expectations of behavior and the judgment related to them to improve the climate in our organizations, homes and places where people meet. Correct action is essential to achieving healthy results in our relationships.

The imagery and practices espoused by the 4^th monkey holds the key to making this possible. I am hopeful that by emphasizing the fourth monkey, we can improve our behaviors, connections, interactions and relationships with everyone.

The Black Panther Strikes

March 6, 2018 ~ Orlando Ceaser

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The Black Panther movie strikes a chord with movie goers around the world. It is shattering box office records. It is catalytic in its messaging, story-line and visual excitement. People are using it to express profound pride, as it delivers lessons on universal themes, humanity, equality, diversity and inclusion, as well as the pursuit of excellence.

I have seen the movie 3 times, including 3-D and IMAX. Each time I walked away with greater insight. I read the comic book as a youth, so this is nostalgic and a long time coming.

Poetry and the arts allow us the opportunity to express ideas which are magnified with individual interpretation. When translated, transferred and transformed through the prism of our experiences, the results can be nothing short of amazing. Here is my poetic take on the Black Panther experience.

The Black Panther Strikes

The Black Panther strikes;

The images inspire imagination;

Invite, excite and ignite

The embers of genius

Until we remember with fascination

The universal themes and memes

That elicit dreams of excellence

That stream a new ideology;

That emphasizes and empathizes

To aspire desire,

To fire a higher reach,

Through awe and technology.

The Black Panther strikes,

As a cultural phenomenon,

For those among us who’d like an icon;

A super hero with super powers

That look like us with a face like ours;

To build confidence and regal speech,

To show what is possible,

When obstacles are breached;

When an illusion is legal,

But is shifted

And confusion is lifted

And giftedness is the new twist

To enlist us in the new success,

Which is true success.

The Black Panther strikes;

To the heart of the marginalized;

The underserved and disenfranchised;

The heirs, apparently in poverty,

Seeking their cultural identity;

Phenomenally packaged in energy.

They speak seeking a symphony,

In harmony and synergy.

Empathy and intellect can remove

Barriers, as we get involved

And agree to work to solve

The problems that surround us

And have bound us.

We must lift every man,

Woman and child to a place of forgiveness,

Where we can be reconciled;

To share, prepare and repair;

To lift each other from despair.

The Black Panther strikes,

Directly to community;

Inciting citizens in unity;

And stirs the blending of generations

Through tribal traditions

And pageantry.

We show young people

Who they can be

And celebrate their ancestry;

Seeking challenges to prove they’re free.

Science, technology, engineering and math;

Can help us blaze a wider path;

To channel the rage

And engage on a stage

That is larger than we

Intended, but to accept

The mantel and comprehend;

What we should support,

What we should defend.

The Black Panther strikes

To protect the family

And project the family,

As the center of cultural identity;

The truth is, we are all related,

Although our lineage is debated.

We have the capacity;

To help others improve their lot.

We can’t afford to hoard

Resources, when we’ve got

The power through distribution,

To offer solutions.

The Black Panther strikes

A story to which we can all relate;

To entertain and educate

And inspire action

Through universal mores

Of dignity and deliverance,

Eloquence and excellence;

Leadership and tough decisions;

Technology executed with precision.

Ancestors deserving a connection;

Connective tissue is in each of us

Enabling us to adjust,

So that we love and trust.

The Black Panther strikes,

Through imagination and truths,

From elders down through our youth;

For Millennials and women have value,

The men and young boys have talent

And though steeped in the values of tradition,

The motives that drive ambition;

They are inspired through art and technology;

That transcends pathology;

And through mythology

Explore new pathways

Beyond injustice and inequality.

The Black Panther strikes,

So close to home.

There are delegations of youth

At the screenings;

Reporters postulating the meaning,

As millions with African descent,

Extoll the messages and what they represent

And seeing it as a rallying cry;

A cry to honor our first investors

To honor our elders and ancestors;

Imploring us not to forget,

Their sacrifices, wisdom and toil,

For roots and foundation

Enrich the soil.

Conversations with Your Super Hero

February 23, 2018 ~ Orlando Ceaser

BPanter

I enjoyed reading for recreation as a young person. There were sophisticated fables and fairy-tales that transported me to distant lands and cultures. I also, enjoyed reading comic books with super heroes who had super powers from birth, mutations or another planet. These books expanded my creativity, vocabulary and imagination. Being different on several levels, I could identify with some of the emotional issues they experienced. There were recurring themes of identity struggles, lacking confidence and feeling like an outsider, a freak, as if they did not belong.

The super heroes realized they were different from their peers and they also wanted very badly to be accepted and to fit in. There were times, I felt isolated and different from my peers. In these moments of exercising my imagination, I felt connected to the characters in the stories; therefore, I felt important.

I noticed an interesting development in the back story of some of the super heroes. There were conversations with a parent, guardian, confidante or mentor. Sometimes the super hero was involved in self-talk and personal reflections. They needed someone to talk to and make them feel accepted and important. They needed assurance and encouragement.

The script of a conversation usually went something like this. “Special One, you are not like other children. You have gifts that are more developed than normal humans or mortals. You are different and unique. You are stronger, faster, smarter or a combination of several attributes, that exceed the performance of others. They don’t understand you. They may not appreciate you, but there is nothing wrong with you. They may tease you, but you must forgive them, for one day it will be your calling to serve them.”

The conversation would continue. “Your super powers enable you to do wonderful things. Your gifts may at times seem like a burden or a curse, but they are a blessing. You must shoulder the responsibility. Knowledge of your powers may cause complications for your family, so you must be secretive about your full range of powers. They may not be able to handle the information. Therefore, you must be careful and not let them see you expressing your total powers.”

And lastly, “Special One, you have been chosen to receive these gifts and you must use them wisely, not for your own benefits, but to help others and make this world a better place. I am proud of you and how you will use your difference to make a difference.”

This conversation is like the talks given by parents, to many children around the world. It is therapy and necessary when children feel different from the rest of a group. The same talk is given to children who relocate and are the new kids on the block. Their distinction and newness are unknown to others, but can be considered as possessing super powers. Children must discover their natural gifts, interests, talents, abilities, proclivity or skills developed from hours of practice. The parents will generally say, “You are different and unique. But you are just as strong, fast, beautiful, smart and talented as other children.”

The fervor and enthusiasm around the monumental success of the Black Panther and Wonder Woman movies, shows the power of story and the arts. There are many articles, commentaries and conversations about the value of the movie in the context of diversity, inclusion and racial and gender pride through displaying positive imagery and story lines. There are the uplifting accounts of pride, promise and great expectations as self-confidence rises. I hope the overwhelming positive imagery will energize a generation to exercise the super heroes within each of us. Wherever these are differences, there is power. There will be a need to conduct conversations and self-talk to build up the human spirit to build confidence in our capacity for connection and greatness.

Whatever differences we possess can be viewed in the same context as a super power. However, just as the super heroes privately worked on improving their abilities, they must also strive for excellence and understanding themselves and others. They must work within their talent, hone their skills, to take it to a higher level. The opportunities will present themselves, when they may be pressed into action to save the day.

When children are wrestling with the distinction they have from others, parents will usually paint it in a positive light, so it can be used as a source of strength. Their difference should be identified as a source of power and pride, even when it seems like a curse.

When youth and adults decide to express their artistic, athletic, intellectual or leadership skills they may encounter negative reactions and reservations. When they stand out from and step up to a challenge, they may face opposition. Why are they upsetting the apple cart? Why do they bother? Why don’t they leave well enough alone? Who do they think they are? Do they think they are special and better than everyone?

Conversation with your Super Hero are important for their growth and development and well-being. When we view movies like The Black Panther and Wonder Woman look for language and imagery to go beyond entertainment, to mine educational opportunities and the inspiration that is there to generate positive action to change the world. We are the parents, guardians, confidantes and mentors required to encourage and comfort the next generation. We must help them identify who they are and who they are expected to become, to reach their destiny and fulfill their promise.

Unconscious Bias & Micro-inequities – Strategies Using The Know System

October 10, 2017 ~ Orlando Ceaser

Do you want to create the right climate for your employees? Worker satisfaction and operational objectives are influenced by the culture in the workplace. Do you feel your employees are your most important asset? If they feel valued, employees will increase their level of engagement and tap into their discretionary effort to increase productivity. Leaders may have good intentions around workplace climate and culture. However, leadership success may be compromised by factors they may not have considered, such as, unconscious bias and micro-inequities.

Leaders may blunt their effectiveness by shutting out people and creating walls that block the contributions of individuals and groups within their teams. Unconscious bias and micro-inequities may cast a negative cloud over their culture, work environment and work life balance/effectiveness. The Know System™ (TKS™) will help you ask key questions to gather information to solve problems and make decisions. TKS™ is a philosophy to help you develop a strategy to address barriers to success. Leaders, who create a safe environment, are in position to discover and capitalize on the potential in their talent pool.

Unconscious bias

The subconscious mind takes in over 11 million bits of information per second. The conscious mind is only aware of about 40 bits of information per second. Therefore, 99.99% of our thinking is at the subconscious level. The mind uses bias to help us process the sheer volume of information it has to handle. It makes shortcuts to a new in processing the data quickly, but sometimes speed causes it to make mistakes. Additionally, the mind uses past experiences and other bits of information to fill in the gaps where there is missing data. This automatic processing can give rise to misinformation, invalid conclusions and inappropriate decisions.

Tesia T. Marshik, Ph.D, Associate Professor of Psychology, University of Wisconsin – La Crosse, in her lecture, Unconscious Bias and the Mind: Challenging the way we think about thinking¹ (available on YouTube), mentions four distinct attributes related to our biases.

We don’t always see the world as it actually is
We often see the world differently from other people
When told there is a another perspective, it affects our opinion
How we expect the world to be, changes how we see it

We know that biases are thoughts, ideas or beliefs that cause us to prejudge an individual or group. Sondra Thiederman, PhD, in her book 7 steps for Defeating Bias in the Workplace², defines bias as an inflexible belief about a particular kinship group. She also says that biases are attitudes not behaviors. When biases are negative, they can cause us to unfairly interact with the target of our bias.

Unconscious bias by definition is bias that is outside of a leader’s awareness. It can undermine the corporate culture and create tension that works against goals and objectives. Therefore, a strategy must be instituted. It must contain a system that minimizes harmful effects on the current culture. This strategy should address unconscious bias and micro-inequities.

Joseph Greeny, et al, in the book Crucial Conversations³ describes the relationship between our thoughts and actions. Initially, we see, hear or experience something which causes us to create a story around it. This story creates feelings that in turn are converted into actions. Unconscious bias affects the stories that we tell ourselves, which ultimately affect our behavior.

There is a large body of evidence to validate the existence, prevalence and effects of unconscious bias. Individuals involved in the studies would have categorically denied that they were biased, yet data conflicts with their impressions. These results may explain why women, people of color, those with age differences and disabilities may be at a disadvantage in some companies.

US orchestras – 50% more women selected in first round with the implementation of blind auditions⁴
Resumes with white sounding names received more call backs than ethnic sounding names for interviews⁵
58% of Fortune 500 CEO’s are six feet or taller compared to 14.5% in the US population⁶

The Implicit Associate Test, IAT, developed by Professors Mahzarin R. Banaji and Anthony G. Greewald has compiled data on millions of people. The results validate that we are a product of our experiences, conditioning, cultural and societal messaging. Additionally, we have a subconscious tendency to display preference toward or against individuals or groups. The summaries of their research are presented in their book, Blind spot⁷. You may take the test at Implicit.harvard.edu. Some of the findings are;

76% of us associate male with career and female with family
70% associate male with science and female with arts
75% have an implicit preference for white people over black people
76% have an implicit preference for able bodied people

Micro – inequities

Micro-inequities are the negative micro messages that we communicate to others. They represent the manifestation of unconscious bias. Our conditioning, experiences and advertisements are embedded in our subconscious mind. Our actions are the fruit of our innermost thoughts and feelings.

Micro-inequities was coined by Dr. Mary Rowe⁸ in the 1970’s to explain behaviors identified while working with female and minority students at the Massachusetts Institute of Technology. Dr. Rowe was an ombudsman who noticed many complaints from students that did not fall under the classic definition of discrimination. She discovered a pattern of behavior of subtle slights which could be verbal or non verbal. The cumulative effect of these devaluing messages affected the student’s self esteem and self confidence. The actions of others made them feel unimportant, devalued and irrelevant. Micro-inequities is an apt description of their encounters.

Micro-will inequities are the subtle, persistent slights that may be unconscious or conscious⁹. They make the recipient feel insignificant, not important, not valued the, invisible and inconsequential. Individuals, who experience micro-inequities, may become frustrated, isolated and retaliate by reducing their level of engagement and withholding vital information which, could be necessary for the success of the enterprise. They may feel invisible, like an outsider, unwanted, as if they don’t belong. These individuals do not feel included and may withhold vital information or adopt, what I like to call, an OMDB (Over My Dead Body) mentality about sharing their ideas. A few examples of micro-inequities^10,11,12are listed below;

Stealing ideas or not giving credit to the originator
Multi-tasking when talking to some individuals
Leaving people names off of memos
Some are not invited to the meeting before the meeting or the one after
Introductions by name only, while others get name / title and a story
Constantly checking their watch
Avoiding eye contact or rolling their eyes
Constantly interrupting in mid sentence
Forgetting a person’s name or using the wrong name
Don’t listen when some individuals speak

Closed to some suggestions but open to others
Comments ignored unless voiced by others
Selectively withholding praise
No small talk – selectively given
No time or very little time
Look for ways ideas won’t work, while others receive why their ideas may work
Communicate low expectations
Impatience in interactions
Always rushing when certain people want to speak to themUnconscious bias and micro-inequities must be identified and minimized. Systems must be put in place and a language instituted to build commitment and accountability. Unconscious bias and micro-inequities may be addressed using The Know System™.

The Know System™

The Know System™¹³ is a technique to assist in developing a customized or standard standards method of addressing these issues. Organizations are implementing programs to address unconscious bias and micro-inequities. The Know System™ is a decision-making, problem solving model that can assist individuals and institutions in addressing unconscious bias and micro – inequities. The model can contribute to individual, team and organizational strategies to improve culture. It will allow them to use their creativity to tailor a training program that fits their needs.

The Know System™ can be used to:

Define evidence of unconscious bias and micro-inequities
Develop strategy and tactics to address them
Set up programs, procedures or structure to minimize
1. Performance management implications
2. Interviews for hire or promotion
3. Customer service
4. Client and consultant selections
5. Embed into corporate culture through standalone training programs
6. Embed into corporate culture by inclusion in all training programs
Establish accountability measures

The Know System™ is an intuitive methodology for gathering crucial information. It can help you create a mind map for data collection for analysis and implementation. Companies can use the creativity of their leaders and other employees to customize programs to address these issues at a local or national level. An opening exercise will familiarize everyone with the decision-making platform.

Opening Exercise

The following is a simple means to become comfortable with the Know System™

Write the word Know on the top of a sheet of paper or on your tablet or computer screen
Write down words you can pull from the word Know
Use your imagination and include 4, 3 and 2 letter words, which may include a few colloquialismsThe words identified may include the following: Won, Know, Now, No, On, Own, Ow (pain), Wok, Ok, Wonk, KO (Knock Out), Wo (slow down). It is not necessary to use all of the words, but only those pertinent to your situation. Only use the words you feel are related to address the unconscious bias and micro-inequities in your culture.

Write each word at the top of its own page or column and answer the relevant questions. You may review The Know System™ diagram for assistance.

TKSjpeg

The Know System™ will have a positive influence on individual reflections and group conversations and discussions. Once you have selected the words, start thinking of how they apply to your situations. I will give you a few examples to get you started.

Won

The first thing you may want to do is to select the word Won. This represents your vision, goal or objective. You want to determine what success or excellence looks like to you? Write this down to guide your thinking.

Know

What do you know and what do you need to know about your organization and employees? What you need to know may be in areas crucial to maximizing our relationship with our employees. The next step is to apply Who, What, Where, When and Why.

Now

What is the current state of the organization? Describe the climate as seen through the eyes of your employees. How is the client?

It is critical to establish priorities and to maintain focus by removing or deflecting assignments that detract from your objective. Employees need to know what is important, so that they can maintain their vigilance on the matters that are truly necessary to achieve your vision and your goals.

WOK

Sometimes you have to stir things up a bit. Just because something is always been that way, does not mean that it always has to be done that way. There are instances when the status quo must be revised. There may be a need to disrupt the traditional way of doing things in favor of something better.

The Know System™ can be applied to strategy development, problem solving and decision-making. This also pertains to unconscious bias and micro-inequities. Additional information can be found in my books The Isle of Knowledge¹⁴ and Unlock Your Leadership Greatness¹⁵.

Bibliography & References

Tesia T. Marshik, Unconscious Bias and the Mind: Challenging the way we think about thinking lecture at Learning Technologies Conference, 2016 (available on YouTube).
Sondra Thiederman, PhD, 7 Steps for Defeating Bias in the Workplace (Chicago, IL: Dearborn Trade Publishing, A Kaplan Professional Company, 2003).
Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler, Crucial Conversation (New York, New York: McGraw-Hill, 2002).
Cecilia Rouse & Claudia Goldin, Blind Auditions Key to Hiring Musicians, American Economic Review, September – November, 2000.
Marianne Bertran & Sendhil Mullainathan, Employers’ Replies to Racial Names, National Bureau of Economic Research, 2004.
Malcolm Gladwell, Blink, (New York, New York: Little, Brown and Company, 2005).
Mahzarin R. Banaji & Anthony G. Greenwald, Blind Spot (New York, New York: Delacorte Press, 2013).
Mary Rowe, “Barriers to Equality, the Power of Subtle Discrimination to Maintain Unequal Opportunity,” 1990.
Brigid Moynahan, Go Ahead: Sweat the Small Stuff, The Conference Board, 2005.
Brigid Moynahan, Go Ahead: Sweat the Small Stuff, The Conference Board, 2005.
Stephen Young, Micro Messaging (New York, New York: McGraw-Hill, 2007).
Janet Crenshaw Smith, 58 little things that have a Big impact – What’s Your MicroTrigger™? (Rockville, Md: Ivy Planning Group, LLC, 2006).
Orlando Ceaser, The Isle of Knowledge (Belleville, Ontario, Canada: Guardian Books, 2009).
Orlando Ceaser, The Isle of Knowledge (Belleville, Ontario, Canada: Guardian Books, 2009).
Orlando Ceaser, Unlock Your Leadership Greatness (Chicago, IL: Watchwell Communications, Inc., 2014).

Cartoons for the Chaos in Corporate Communities – Cocky and Rhodette

July 31, 2017 ~ Orlando Ceaser

Corporations are communities of citizens who are ideally committed to a common vision. They are able hopefully resilient, with the capacity to withstand change, reinvent themselves and introduce new business paradigms, in order to succeed. These companies are survivors. They truly represent the “survival of the fittest” mentality. Corporations are staffed with individuals who have the survived a myriad of corporate reorganizations, growth spurts and culture adjustments. They have demonstrated the ability to adapt to change by adopting techniques necessary to avoid extinction.

Cockroaches and rodents have existed on this planet for millions of years. Cockroaches have been around an estimated 240 million years and rodents were probably chasing them for a good number of those years. They are truly survivors, exhibiting adaptive behaviors that have enabled them to adjust to changing circumstances.

The personification of these two characters is in the form of a cockroach named Cocky and a rodent known as Rhodette. They represent and will articulate the thoughts and feelings of employees in Corporate America. They will speak through reenacting scenarios that happen every day in some company around the world.

Cocky is a male and Rhodette is female. They are co-workers. Their biographies speak to their diversity. They manifest their diversity in many ways, such as gender, thinking styles, age, genus, species, educational levels and introversion versus extroversion, to name a few distinctions. Cocky learned business from his father Coach (co is from cockroach and ach is from roach), whereas Rhodette received her business acumen from her mother Rhoda. Cocky and Rhodette are close friends who spend many hours talking about business and comparing and despairing over the current environment in their company where the emphasis on production has a few casualties among the rank and file. They have revised their personal strategies for growing their careers. They speak for the masses although they also, have leadership responsibilities.

Cocky does not totally live up to his name. Whereas, he is self confident, he is also quiet and introspective; a true introvert. He knows when to keep his mouth shut. He may appear to be low key, but this is an adaptive quality, survival tactic. He can be commanding, when necessary. He will frequently sit in meetings and speak only when he has something significant to say. He is appalled by the amount of hot air released in meetings, as people speak to hear themselves talk. He is also disappointed when management condones and rewards this type of behavior. He sees his role as a pioneer to help others to adjust to corporate life. He has been promoted numerous times based on his productivity and the support of advocates, coaches and mentors. He says he is a realist, who fears he will go only as far as the company will let him. He is ambitious and has no desire to leave the organization.

Rhodette is flashy, extroverted and her electric personality makes her the major energy source in any gathering of employees. She can seemingly get away with outrageous statements. She is a strategic thinker and her mind and forceful presentation demeanor are threatening to others. She is aware that she has to be careful in how and when she states her views. She has been coached on her need to increase her self- awareness. She is a team player and her actions are usually to benefit the company or her teammates, not to acquire power, stroke her ego or build a fiefdom. She is a great sounding board for Cocky and their interactions are insightful and at times hilarious. They look out for each other and provide constant feedback, which helps them grow personally. Through their networks they are also able to gather information on internal competitors who may try to undermine their performance and career growth.

Cocky and Rhodette are both managers in a large corporation but their escapades and situations are found in smaller organizations. Their poignant comments and witty observations are thought provoking with educational lessons for everyone. They have coaches and mentors to assist them in their development. They are also connected with many employees within the company to help them report accurately on performance and levels of engagement.

Cocky and Rhodette have given birth to a new creation, Cocky, Jr. The perspectives of teenagers are expressed through the eyes of Cocky, Jr. and Rhodesia. They are hilariously representing thought-provoking issues experienced by teenagers and the adults who interact with them.

Nullification of Positional Power – Undermining authority

August 20, 2015 ~ Orlando Ceaser

The merger was in full bloom. HR and local sales leadership from both companies met to resolve some issues and establish a working relationship. The highest ranking person in the group was a Director, who was African American. The discussion was very intense and the room responded as if the Director did not have a rank several positions above their own. At the end of the session the HR person turned to the Director and stated, “People at our company would have never reacted to you as they did. They would be more respectful of your position.”

Disregarding and nullifying positional power is more common than we think. It is a risky proposition, potentially detrimental to all parties involved. Additionally, it is difficult to prove in many instances. In most instances, the evidence is circumstantial, relying essentially on body language cues and hurt feelings. Unless you can quantify it with actions on the part of the perpetrator, the target appears insecure or overly sensitive.

New leaders have stated how they do not receive the prestige, recognition and respect they deserve from their peers and subordinates. Shockingly, people lower in the organization challenge them when they would not challenge others with the same level of authority.

The nullification of positional power is a universal problem, but women and minorities have expressed it many times in conversations. They feel as if their jobs are not perceived the same as others in their position. When nullification is evident, and in its worst cases, the team does not function, as well as it should, which ultimately could reflect negatively on the manager. Team members may also suffer the consequences of reduced effectiveness and its impact on financial rewards. Engagement levels may go down and productivity can be adversely affected if this practice is not addressed.

Sometimes, nullification of positional power shows itself in overly aggressive challenges to your authority, undermining your directives and refusing to seek your guidance or valuing your opinion. You may be tempted to retaliate or verbally castigate them in public. But remember, you are still the leader and must be above the fray, as it relates to executing the duties and responsibilities of your position. You cannot let your ego impair your judgment. Public admonishments or executions, may feel good, but can damage the defectiveness of the team.

It is interesting how some people walk around with a look on their face that says,” I don’t care what job you have. I am still better than you and will not accept you in your role in this organization.” They are defiant and have a difficult time suppressing the conditioning they received from their experiences, environment, biases, preferences and stereotypes.

It is a fact that most of the time nullification of positional power is not blatantly obvious. It is demonstrated through negative body language, micro-inequities and comments made in private. Micro-inequities are subtle actions, often unconscious offenses, injustices and inconveniences that make the recipient feel inadequate, insufficient, irrelevant, unimportant, insignificant, unnecessary and undervalued. They may be verbal or non verbal and reflect overt and covert actions. The persistent activity may cause people to second guess their competence and lose confidence in their abilities.

It may seem easier to address this behavior if the individual reports to the manager. But the behavior is not usually out in the open. The actions may be underground and committed in secret. Significant damage may be done to your effectiveness as a leader, before you discover this breach in your positional power.

Within many organizations it is acceptable to challenge ideas for they pride themselves on candor. That is their culture and it is understandable. Challenge is in their DNA, as a part of their mindset which is evident in their practices. Candor is woven into the fabric of their culture and no one takes it personally when challenged by someone lower in the organization. Status and titles are irrelevant when they are solving problems or developing ideas in brainstorming sessions. However, respect of all levels is expected.

Nullification of positional power is often used against the new manager. Some people deliberately set out to embarrass the new manager. They feel the person does not deserve the job for a variety of reasons and find it distasteful that they have to report to them. They may try everything in their power to cause them to fail by not cooperating and performing at a lower level beneath their capabilities.

Nullification or disregard for positional power has always been an enigma to me, particularly with people, who were actually afraid of leadership. However, they become emboldened and antagonistic when certain people were promoted into a job. Whereas, they were cautious with their words around most leaders, because they were concerned about their careers, these same individuals took a huge risk and acted out of character, because either they did not care or felt there would not be any repercussions.

A District Manager was promoted to his new assignment. He lacked the experience of some of the senior members on the team. One of the members thought they should have received the promotion. He did everything in his power to make the job difficult for the new manager. Years later, he confided in me that he did this out of spite. He did not respect the person in the position and worked within his power to make it difficult for his new boss. He told me, as if to soothe his conscience during a moment of remorse.

Occasionally, resistance to the new manager is in the subconscious realm. There is unconscious bias where people do not recognize what they are doing. When they are reprimanded for insubordination or written up for behavior unbecoming of a team member, they are surprised. Their argument is that they were just stating their ideas and the manager became offended and took it personally. However, it is often conscious, malicious, intentional and secretive.

A Regional Manager was conducting a session with one of his Districts. There was dissention in the group. He brought them in for an opportunity to clear the air and for the District Manager to essentially apologize for his actions, reset expectations for the manager and each member of the team. The meeting ended and several members left in the same car to return to their territories. Before they departed the sound of the Regional Manager’s voice was heard in the back seat. The driver who was a veteran representative went to the backseat and shut off the tape recorder. Apparently, he had secretly and illegally taped the entire meeting. The other representatives were surprised by his actions. His actions gave a signal to the other members that it was OK to act in a manner that nullified the positional power of the Regional Manager.

What does a manager do when they are aware of members in her organization trying to nullify their positional power? What does she do when she discovers the corrosive impact of subversive comments and actions?

If the action occurs in a meeting, they could table the discussion until later with words such as, “John we can take this conversation off line and I’m we can resolve the issue and bring it back to the group.” It may be documented as a performance issue and expectations and consequences stated if the behavior continues. Sometimes, companies may reassign promising performers and justify it by saying there was a personality clash with the new manager. This could send a dangerous message, set a dangerous precedent and inadvertently sanctioned inappropriate behavior.

One of my favorite personal stories involved an encounter I had when I attended a manager’s meeting. I was from the Home Office, which usually has a mystique associated with it. After all I was from the epicenter of power for the organization. I was at least two levels above most of the people in the room. A manager two level below me misunderstood my position on a certain point. He raised his hand and said, “I strongly disagree with what you just said.” The room became very quiet. I responded, “Allow me to restate my case, because if you heard me right, I’m sure you would not “strongly” disagree with my position.” I repeated my statement almost word for word and he acknowledged that he was in agreement.

Leaders should not get provoked into unprofessional behavior. The matter can be addressed by going to supportive leadership within your company. Your job as a leader is to be a leader for all, even though everyone may not want you in the job. Press on. Show your value and contribute substantial results, resources, reputation and financial performance. If they don’t, the matter must be discussed with their supervisor, with specific examples of the breach of protocol.

Your performance and your network of supporters will change the perception of some of these detractors. You will never be liked by everyone, but your leadership and excellent performance will add value to the company. Inappropriate behavior and disrespect should be handled appropriately and should not be tolerated.

Lastly, leaders can counteract nullification of personal power by elevating their social power or social capital. Your personality, work ethic and integrity are revealed to the organization through personal and professional interactions. People get to know you and realize what an asset you are to the company. They realize that you are committed to their personal growth and development. They may become advocates and speak out against those who are stabbing you in the back. Team members see that you belong in the job and are the right leader to help them achieve their personal and professional objectives.