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.

Communication Excellence – A Competitive Advantage

July 15, 2015 ~ Orlando Ceaser

We should help our young people become better communicators as a part of their educational development, while helping ourselves improve in this area. This should begin in our homes, and shift to the schools, work, community, places of worship and other organizations.

There are statistics that indicate that 85% of success will be attributed to communication skills. Correct speech builds confidence and youth won’t feel self-conscious in the presence of individuals with strong verbal skills. Leadership qualities blossom in the portfolio of a strong communicator. If communication skills are solid, youth can concentrate on the content of their conversations, articulating their dreams and the ideas they want to present. If communication skills are solid, adults can broaden their career opportunities.

Improving communication skills is a phenomenal benefit and competitive advantage. Improved speech at an early age actually making life easier for everyone. Students don’t have to think as much about choosing the right words for speaking clearly will come naturally for them. It is easier to have excellent speech and shift to colloquialisms, then to always speak in colloquialisms and try to shift to excellent speech.

People will jump to conclusions, make snap judgments and make decisions about someone based on their speech. They will rightfully or wrongfully gauge intellect, display bias about where someone were born and raised, gauge economic status, and achievement potential. Companies will hire, promote or allow employees to speak for the company in a meeting or to the media, based on their ability to communicate. These subjective and objective reactions may not be fair, but are indicative of the power of communication skills.

People are resistant to broach the subject of speech correction. This tendency has to change, so that we can radically assist our youth on their path to excellence. I don’t know if this reluctance is due to a lack of confidence, individuals discomfort and knowledge about what is correct speech or if they feel it is not important enough to address. Clearly the data suggests that communication is an area where improvement could be emotionally and financially beneficial.

There are several skill areas essential to master. They are conversations, group presentations, punctuation and written communications. As youth grow older they will get into the intricacies of verbal and non-verbal indication (body language). Mastering these areas will contribute to other parts of their intellectual endeavor such as improving math, science and reading skills. Focusing on these areas early in life will help children form habits that will make communicating easier.

More people should pay attention to individuals whose professions rely on effective speaking. If children use them as a mirror, they could elevate the quality of their communications. Youth would make their career choices and competitively pursue more promotional opportunities. Adults will grow in confidence, credibility and grow in their organizations as communication excellence contributes to their leadership abilities.

Athletes are a prime example of individuals receiving different careers options because of their competence in communicating. Effective communications through their fluid speaking ability could lead to a career in broadcasting. Here are a few examples of athletes who combined athletic excellence with effective communication skills to add another source of income and another career.

Michael Jordan as a pitchman for several products
Michael Strahan, a professional football player who became a sports announcer. His personality and communication skills enabled him to be a co-host on a talk show and opened the doors for numerous commercials
The Rock, a famous actor, at one point in his career was a college football champion and a professional wrestler. His personality and indication skills enabled him to take on many roles due to his ability to communicate.

We should be impressed by people who immigrate to another country unable to speak the language. Many come to the United States and assume English as their second language. Many of the older generation would listen to the radio and watch television, using these as venues to practice and learn English. I admired their persistence and dedication and the quality of their speech after working tirelessly to master the language. We would use them as motivation to improve communication skills.

What is wrong with communication excellence?

Some people feel it is the duty to attack communication excellence. Youth should beware of people who ridicule them because of their dedication to speak a language in the way it was designed to be spoken. Speaking right should not be given a derogatory label. Youth should not have to fight for their freedom to pursue excellence in speech. Youth should not apologize for achievement (excellence does not deserve sympathy or ridicule). Unlocking their leadership greatness will give them the necessary perspective, drive and credibility to lead their peers to share their commitment to excellence.

Effective communication should be seen as a vehicle to achieve goals and fulfill dreams. Achieving their dreams is the objective for youth and adults. Being able to communicate at a high level will work to their advantage. It is therefore, helpful to emulate the articulation of professional communicators, i.e. teachers, actors, newscasters, television and radio personalities, lawyers, spokespersons and politicians to help improve communication skills. There is also value in joining speaking organizations such as Toastmasters International to gain real world speaking experience and coaching in a nurturing environment. Additionally, Local schools and junior colleges also have speech classes which can help students and aspiring professionals.

As adults, we should not abandon the practice of improving our speech. It is never too late to speak better. We will serve as a model for people who watch and listen to us. Diligence in communication can have a powerful effect on the job. People in leadership position will select people they feel have the power to communicate corporate messages to employees. We noted that statistics have indicated that 85% of the skills necessary to be promoted on the job are related to your communication skills. This statistic alone underscores the importance of communicating with excellence and its value as a competitive advantage.

Under New Management – A chance to decline or a chance to shine

June 17, 2015 ~ Orlando Ceaser

The sign has three words, “Under New Management.” We often see the sign in the window of a retail establishment. What does this sign mean to you? Does it conjure up images of change and great expectations? Are you saddened that a great institution will never be the same, gone the way of the dinosaur? Does it make you think hopeful thoughts about the future, casting aside the circumstances of the previous administration? Do you instantly wonder if new people with more money, resources, business acumen, talent and operational expertise, will make the business successful. Under New Management can bring opportunities, as well old problems and new obstacles.

Your opinion about an “Under New Management” sign is based on being connected to the previous management; as a patron or participant in their business. If you were dissatisfied with the prior regime, this sign may give you words of encouragement that things will be better. If you are on the inside, and not in the inner circle, this may mean greater opportunities for advancement. If you are on the outside, you are hopeful for a better return on investment or an increase in quality and customer service.

When new management arrives on the scene, there are new people to handle the day-to-day operations. The communications industry, especially radio, is notorious for bringing in new ownership, followed by new management. Radio personnel are often under the specter of change. When rumors start about a potential acquisition, panic leaps into the hearts and minds of everyone, except those personalities who view themselves as untouchable. These individuals, due to their notoriety, can be classified as employable, because of their ease of finding another job.

It is customary for most industries to experience change. Will that change be in products or services or the management structure, personnel or brand identity? In radio the change could be in their format? Will the station go from all news to a talk radio or country music format? What will the new manager think is the financially prudent format to recoup their investment? What changes could “Under New Management” bring to your company or industry? How could your life be changed?

“Under New Management” is a sign that could be hung after a merger and acquisition. Those in positions of power and leadership may worry the most. Many times the higher up you are in an organization the more worried you are of losing your job, status, influence, mentors and advocates. But, there are those on the outside of power, looking forward to the opportunity to shine. They want a clean slate, audiences before a new panel of judges.

Some of my greatest opportunities were, “Under New Management.” I recall making a speech before a large audience after a merger. I was approached by one of the sales representatives from Puerto Rico, excited about my message. She said,” I never knew you could speak like that! We have never heard you on the big stage before. Why haven’t you been on stage in this type of setting?” I smiled and thanked her, realizing that there was something special about the opportunities provided by being, under new management. There can be many career benefits brought on by a change in management. Ambitious personnel should strategically plan for a jump start, a new start to their careers and seize the new opportunities.

“Under New Management” could provide an environment where people can feel courageous enough to explore new areas. It could be seen as a chance to overcome mistakes made earlier in one’s career. New management may have a policy of mistake forgiveness, like the accident forgiveness features in some automobile commercials. It is true that negativity never gets amnesia in some organizations. It has a long memory for mistakes, even though the clarity of its memory may be very vague.

I spoke with the manager who applied for re-entry into her former company. She was cleared for rehire, but someone mentioned a problem they had with her almost 20 years earlier. He couldn’t remember the specifics, only that it was unpleasant. This company was under management, however there were lingering problems of old biases from the people they maintained.

New management can therefore, lead to the continuation of old stereotypes and biases from the remaining managers. It may also replace old unconscious biases with a new set of preferences and biases. But we must be optimistic and strive for the excitement and new energy to commit to build something new and magnificent. We must build an organization that allows us to make the most of the honeymoon period assigned to “Under New Management,” to impress upon everyone the desire and willingness to serve in order to achieve high expectations.

“Under New Management” is not the answer to all problems and it is incumbent upon everyone to bring their best and be hopeful that the environmental change will be a breath of fresh air. They must work to help provide fertile soil for people to grow to their fullest potential. They must work diligently to give the new managerial structure a chance to succeed and flourish.

Informants in the workplace

January 27, 2015 ~ Orlando Ceaser

Information is an essential ingredient in the leader’s decision making arsenal. There are many established, credible resources at their disposal. There is everything from company databases, computer files, the Internet and consultants to the minds of employees. The information available in the minds of employees is critical. However, there may be situations where employees are reluctant to disclose relevant information for a number of reasons.

If the environment is not perceived as safe, people are reticent to step forward with their information. There may be employee surveys and numerous forums within an organization where data is accumulated. But, there is still a need to decipher the data and provide additional perspectives. These translations and interpretations can be provided by informants in the workplace.

An informant is defined by Webster’s New Riverside University dictionary as, “one who discloses information and one who furnishes cultural or linguistic information to a researcher.” Oftentimes, informants volunteer their services. They may be guided by a number of motives. One such motive may be a genuine desire to improve the culture of the workplace or team.

Secondly, informants may be driven by ulterior motives, hoping to be rewarded in some fashion. A pharmaceutical company discontinued their bonus program which disappointed a number of their representatives. A group of employees got together and complained and expressed their dissatisfaction. The most vocal member of the group became an informant and notified leadership of the various opinions expressed. The other members were chastised and eventually the informant was promoted. The moral of this story is to express your opinion in a situation where your insight is appreciated and the person can do something about it.

Thirdly, a leader may ask everyone to be an informant. They would like to create an environment where everyone can step forward and let them know the climate of the team. The leader would like to receive the word on the street regarding a new policy or procedure, directly from the employees.

Fourthly, there are situations where a leader may select a particular person or a small group of people, who have keen insight into the workplace. They may have the ability to articulate the feelings of the team.

Lastly, there are situations where a team may identify someone as a spokesperson, a group sanctioned employee. This person is an approved voice of the people.

There is crucial information that the company must provide to the employees or members of a team, in order for the company or team to be successful. This data is around the vision, mission and the type of organization they are trying to create.

There is also crucial information possessed by the employees. The employees have the perspectives and relevant data obtained by being closest to the customer. They must share or release this information to leadership, in order for leadership to recognize the impact of their programs and strategy. The release of this information from the employee may be through the informant.

There were numerous occasions in my career where I used an informant to improve the success of a strategy, program or my leadership effectiveness. In one situation I did not realize the tension that existed between my District Managers. One manager called me and asked if I noticed the discomfort in the room. Armed with the information from her call, I scheduled a team building session where they were able to play together and resolve their differences.

Additionally, there were another time when individuals were poisoning the environment I was trying to create. There was a time when I served as a healer to address a dysfunction within a team. I brought the team members and their manager into my office for a debriefing session. After the meeting was over, I received a telephone call from one of the participants. She stated that before their drive to their territory, she heard my voice in the back seat of the car. Apparently, one of the representatives had taped my entire session with the team. This informant made me aware of either the insidious nature of the team member for their lack of trust. I was able to satisfactorily handle the situation because of the courage of my informant.

Leaders have told me of situations where members of their team smiled to their face, but tried every effort to undermine their efforts, behind their backs.

The leader must create the environment where people feel comfortable enough to tell management what they think. The manager must create a culture which is an OASIS. The OASIS (Open And Share Information Safely) is an acronym describing a concept that I introduced in my book Unlock Your Leadership Greatness (available at www.OrlandoCeaser.com and www.amazon.com. This environment will have a direct them on the number of formats available in the organization.

Informants are critical in the lives of leaders who are new to an organization or new to the role of leadership. It is comforting to have individuals who can share with you and serve as a barometer for your policies and procedures. They can also let you know how your personality comes across to the group.

Informants do not necessarily have to be spies who infiltrate an organization to gather secrets. They can be legitimate information merchants dedicated to helping leadership make better decisions.

Do you have a leadership bias? Part 1

January 29, 2013 ~ Orlando Ceaser

I confess. I have a leadership bias. This bias may be related to my leadership addiction. After many years of reflecting, soul-searching and validation, I can announce it to the world. I have an affinity for people who have gone through the crucible of similar experiences. They are comrades in arms, battle tested warriors from the same platoon; people who sacrificed and defended each other. In situations of doubt, where a decision has to be made, I defer to those in power, believing we share a common bond in the leadership struggle.

Recently, I sat in a restaurant and was asked about my vocation. I mentioned my years of leadership experience in the pharmaceutical industry. This initiated a spirited conversation about big corporations and big government. One patron believed that pharmaceutical companies were only out to make a quick dollar and were withholding the cures to cancers because we made more money on maintenance medicines. He felt that corporations and government were ruled by the profit motif and did not care about the average citizen.

I was mobilized into action. I went into full defense mode. I gave him data on drug discovery and limited patented coverage, generic drugs and the cost to bring a drug to market. I almost implied that he should feel guilty attacking the humanity of noble scientists who chose science to save lives and eradicate diseases. He reluctantly conceded to my argument with the caveat that my company may be different. As I reflected on my actions on the way home, I realized, I had firmly displayed a leadership bias.

I instinctively grant leaders the edge, the benefit of the doubt and presume their motives are admirable, even if I do not know them. It is important for me to learn about my leadership bias, its symptoms, consequences and potential complications and methods of treatment. These characteristics may be relevant in other areas of my life, as I live and breathe and interact with people.

Acquisition

I acquired a leadership bias as a side effect of years of exposure to good leadership. I have learned from phenomenal leaders. I was enthralled by their positive performances and magnanimous motives. This exposure left me predisposed to siding with leadership in many instances.

Additionally, I have been a manager for many years. There were numerous books, movies, training programs and on the job experiences. My leadership immersion conditioned me to the value of a vision, making fair decisions, developing people and leading a team. This exposure fine tuned my expertise and made me speak, dress and act as a leader. I felt a part of an association of leaders because we shared similar experiences. Subconsciously, I was filled with the desire to defend leadership, when challenged. I am not naive. I have been in the presence of leaders who were not very good and were hostile to anyone who disputed or challenged their authority and I knew the difference. You can also identify your propensity to have a leadership bias based on your background.

Symptoms

You can easily identify the leadership bias, by our tendency to defend those in positions of power. This reminds me of episodes of the television show Colombo where the guilty party usually tried to explain the position of the criminal. They would find themselves going overboard defending a suspected criminal, while implicating themselves. This would eventually lead to their capture. Similar to these actors, people with the leadership bias, consistently give leaders the benefit of the doubt and ask for patience and understanding on their behalf.

A local news station was canvassing the city for people to interview during a heat spell. Commonwealth Edison the local electric supplier had instituted a policy of rolling black outs to manage their supply of electricity. My brother asked me to give the interview. I told the reporter that if the management of the electric company thought this was the best way to manage the power, we should defer to their expertise. I immediately took management’s position. I knew that in most situations leaders had access to more information. They could make better decisions because of this abundance of information. The reporter thanked me and told us to look for the interview on the 6 o’clock and 10 o’clock news.

The topic of Commonwealth Edison and energy shortage was the lead story. The station ran my comments about yielding to management’s assessment of using rolling blackouts to manage the supply of energy. My comments were followed by the mayor giving the opposite view blasting the energy company. I realized that I had been defending leadership for years.

As a middle manager I was challenged by my people about the decisions of upper management. I knew more about the decision-making process and some of the variables which led to the decision. But, I was often sworn to withhold some of the data because it was either sensitive to the stock market or we felt the competition would find out. I told my people that if they had more information they would understand the decision better. I would say the following, “Right now you have questions about the decision that was made. Trust me, if you knew more about the variable considered, we would look a lot more intelligent to you.” They would laugh and we would move on. Examine your past behavior for symptoms. You may have displayed this tendency without realizing it.

Do you have a leadership bias? – Part 2 is scheduled for Monday, February 4, 2013