Category: Bosses

  • A Cool Neurological Explanation for the Power of Small Wins

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    Regular readers of this blog know that I am a huge fan of the power of small wins, and following Karl Weick's classic article, have argued in Good Boss, Bad Boss and here at HBR that big hairy goals cause people to freak-out and freeze-up if they aren't broken down into smaller stepping stones. Small wins are also a big theme in Peter Sims great book Little Bets, which I wrote about last week. Well, today I learned about a cool article in CIO about a book by Shawn Achor called The Happiness Advantage: The Seven Principles of Positive Psychology that Fuel Success and Performance at Work.

    Check-out the article. I liked it a lot, notably the 20 Second Rule "To break a bad habit, add 20 seconds to the time it takes to engage in that bad habit." But my favorite part was his neurological explanation for the power of small wins and dangers of big hairy goals alone:

    Goals that are too big paralyze you. They literally shut off your brain, says Achor. Here's what happens to your brain when faced with a daunting goal or project:

    The amygdala, the part of the brain that responds to fear and threats, hijacks the "thinker" part of the brain, the prefrontal cortex, says Achor. The amygdala steals resources from the prefrontal cortex, the creative part of the brain that makes decisions and sees possibilities.

    "We watch this on a brain scan," he says. "The more the amygdala lights up, the less the prefrontal cortex does."Breaking a big goal into smaller, more achievable goals prevents the fear part of your brain from hijacking your thinking cap and gives you victories.

    Pretty cool, huh?  I have not read Shawn's book, but it sounds cool. Bosses beware, setting those big goals without breaking them into bite-sized people (or allowing and encouraging your followers to do so) will make you and your people dumb and uncreative — at least if Shawn is right. 

     

     

  • Rip-Off Book Title: Shame on You Dr. Doreen McGunagle

     

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    Huh?  How did that happen?

    I was just poking around the web, and to my amazement, I ran into a book that just came out on March 29, 2011 called (see the Amazon link if you want): Good Boss, Bad Boss: Lessons from Effective and Not-So-Effective Managers. It written  by a consultant named Dr. Doreen McGunagle, CEO of Global Strategic Management Solutions. Note the title is identical to my Good Boss, Bad Boss, and the subtitle is also very close to my "How to be the best… and learn from the worst."  I will buy the book and read it to make sure that none of the content is lifted ( I suspect it is not, I certainly hope it is not). 

    I sent this information to my publisher and they may take some kind of action against her.  I am not a big believer in suing people in general, and honestly, in this case, I don't think this book will do any financial damage to me.   But my main reaction is just to be disgusted, to wonder how this could happen?  Did she see my title and then forget it existed — but then later believe she had invented it herself?  We humans do things like this sometimes.  That is the most charitable explanation.  The others are much less charitable, that she is trying to get book sales and consulting work on the back of the the original Good Boss, Bad Boss as it was a New York Times and Wall Street Journal bestseller.   I am not angry with the author, rather, mostly dismayed that anyone would be sloppy or so brazen as to lift the title of another management book and to treat it as her own.  She ought to be embarrassed and ashamed, which is punishment enough.  If she isn't, and believes her actions are defensible, well, I think that reflects even more poorly on her. 

    So, that was my little surprise today.  I was pretty shocked by the whole thing, and the more I think about, the harder it is for me to understand why and how this happened. What is the upside for her or her publisher?  Doesn't it just reflect badly on them? 

    I would appreciate any thoughts that readers might have, as this whole thing has me quite befuddled.

  • The No Asshole Rule in Slovenian – I Think They Call it “The No Pig Rule.”

    I was delighted to get a copy of The No Asshole Rule translated into Slovenian this week.  It just tickles me the different ways that different cultures spin the cover and the language, from the crazy Polish cover to the beautiful red  Italian one.  Below is the cover of Slovenian version. I am wondering, is it called something like  "The No Pig Rule." What is the subtitle?  Do you think this is a good translation of the book's main message? 

    If you speak Slovenian, or know someone who does, I would love to know the answer to the questions.  In any case, I like the clean design and that little pig os pretty cute.

    Ni-prostora-za-prasce_m1

     

  • Guest Column for CNN: On The Virtues of Drinking at Work

    I have been getting emails now and then from the folks at CNN.com asking if I would like to do a guest column.  I have not been blogging anywhere much because I've been traveling a lot (I did a workshop on design thinking in Singapore a couple weeks back and just got from giving speeches in Brazil on The Knowing-Doing Gap and Good Boss, Bad Boss)  and using my available time to focus on the scaling project with Huggy Rao. 

    As often happens to me, however, I ended-up writing something fun when I was "supposed to" be doing something else.  I was thinking about drinking in the workplace because I had been interviewed for Bloomberg about the subject where, although I was quoted as talking about all the evils (and there are nasty evils), I had actually spent much of the conversation with the reporter talking about how sharing a drink with colleagues can sometimes strengthen the social glue in a workplace.  This is an experience that many of us have enjoyed. And. more broadly, there is some interesting academic research here as well, notably a charming book called Drunken Comportment by Craig McAndrew and Robert Edgerton, which uses anthropological and other evidence to challenge to notion that drinking always changes things for the worse.

    The final motivation to write the column came after I had a lovely time sharing a drink with some colleagues one Friday afternoon a few weeks back.   So I wrote this little piece from CNN called "Drinking at Work: Its Not All Bad," which just came out today.

    Here is how it opens:

    At about 5:30 on a Friday afternoon a few weeks ago, I was running out the door to get home when I ran into several colleagues sitting in a circle and drinking some Scotch. They invited me to celebrate the end of the week with them, and after hesitating a bit, I joined the little group. Yes, I enjoyed the single malt they gave me, but I enjoyed the conversation much more. These are people I see all the time, but nearly all of our interactions are rushed and task-oriented.

    We talked about an array of topics — a sick friend, kids, a cool wireless speaker the IT guy had set up and our preferences for different brands of Scotch. Then we went our separate ways. I was struck by how much the brief interaction affected me. I felt closer to my colleagues, more relaxed from the great conversation and the Scotch, and I felt good about working at a place that allows employees to take a prudent drink now and then.

    That little episode illustrates the role that alcohol plays at its best. In addition to its objective physiological effects, anthropologists have long noted that its presence serves as a signal in many societies that a "time-out" has begun, that people are released, at least to a degree, from their usual responsibilities and roles. Its mere presence in our cups signals we have permission to be our "authentic selves" and we are allowed — at least to a degree — to reveal personal information about ourselves and gossip about others — because, after all, the booze loosened our tongues. When used in moderate doses and with proper precautions, participating in a collective round of drinking or two has a professional upside that ought to be acknowledged.

    You can read the rest here.

    I am curious to hear your reactions to this idea.  What are some of the other advantages of drinking at work? What can a company or boss to do maximize the virtues and minimize the dangers?   It is one of those complex subjects that, while there are times when it is clearly dead wrong (like when airline pilots drink on the job), there are many other times when complaints about imbibing some more like misguided morality plays than constructive objections. 

     

  • Funny Humility From Groupon’s CEO

    Julia Kirby, the amazing editor from HBR, who among many other things, made The No Asshole Rule possible, just sent me this great note about a Forbes story on Groupon CEO Andrew Mason:

    The money quote from Groupon's CEO: "Most CEOs will make stuff up about themselves to sound way smarter and cooler and people are disappointed to find out otherwise. I decided to set the bar very low and make up lies about myself that make me sound lame.”

    Very refreshing! Not a bad life strategy — there is an argument for delivering more than you promise, and this is a rather intriguing strategy for making that happen!

  • Stanford Magazine Story on the d.School: David Kelley as Founder, Jedi Master, and Cover Boy

     

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    The new Stanford Magazine just arrived and it has a fantastic story about the d.school called "Sparks Fly" and a nice sidebar on the efforts by Rich Crandall and others to teach design thinking in schools via their K-12 initiative. I am biased as I have been involved with IDEO (which David also founded) for over 15 years and with the d.school from the start.  As I wrote in a recent post about David's 60th birthday, he has had a huge effect on many people's lives and, I would argue, on bringing an engineering inspired (but appropriately flexible) perspective to problems as diverse as designing better radio shows, to improving company meetings, to launching new companies, to developing a cheap and portable alternative to incubators for premature babies in third world countries. 

    I especially liked how the magazine called David a "Jedi Master" as he has a rather magical and weird ability to mentor people, to give them strange and useful advice (like his reaction to my complaint that the d.school was out of control, when he advised that creativity was a messy process and would never be clean and pretty), to take time to give personal advice and help friends (David and his brother Tom Kelley played a big role in helping me make my decision last year to have surgery at the Cleveland Clinic rather than Stanford), to providing a perspective on leadership as striking a balance between love and money ( a perspective consistent with a lot of research, but stated oh so much better), to doing things that are just plain fun from giving me a singing fish to telling absurd and usually self-deprecating stories.  David is the rare leader who doesn't just talk about empathy, he has it in spades.

  • The Power of Observing and Talking to Real Humans

    Although Good Boss, Bad Boss focuses more squarely on the relationship between bosses and their immediate charges, one of the main themes of the book — following a design-thinking view of the world — is that the best bosses go to great lengths to develop empathy for both the people they lead and the customers served by their teams and organizations.  Managers and executives sometimes tell me that just looking at sales statistics, aggregated demographics stats, and — now and then — reading compilations of customer complaints and compliments is all they need to do to understand their customer's needs.  There is no need to go out and waste their time watching and talking to customers or potential customers first hand.  

    I am all for quantitative data, but there is a story in Chapter 5 of  Good Boss, Bad Boss that I believe shows there is no substitute for the power of first hand observation:

    When bosses make concerted efforts to understand what it feels like to be a customer, it is remarkably useful for making gaps between knowledge and action vivid and identifying possible repairs.  To illustrate, SYPartners (SYP), an innovation firm based in San Francisco and New York, worked with up-and-coming executives from a big company to develop new financial services for immigrants. The executives arrived with armloads of binders packed with data-rich PowerPoint decks –and were excited about how well they had mastered the charts and statistics.  They got nervous when SYP told them they weren’t going to use that stuff, and instead, would be shadowing customers.   

    SYP broke the team into trios, assigned each a Spanish-speaking translator and Spanish-speaking undocumented worker, and sent them out into the Mission District in San Francisco.  Each team was asked to cash a check in a bank, wire money to a Central American country at Western Union, and observe the undocumented worker do the same things.  Before the observations, these executives knew from their quantitative data that these untapped customers represented a huge opportunity.  But their impressions of what these customers wanted – and would happily pay for – were far off the mark. The shadowing, hands-on efforts, and discussions with undocumented workers provoked them to transform and broaden the offerings they suggested to their firm.  One executive called it “life-changing” and said he would never look at a marketing opportunity the same again.  The executive who initially felt most uncomfortable about following around an illegal immigrant came away most transformed  – arguing adamantly that reams of data aren’t enough, that you need to understand what your customers do and how it feels to do be them.

    In other words, the best bosses know what it feels like to work for them and what it feels like to be one of their customers too!  The closer you can get to an unvarnished and uncensored perspective of the humans that you lead an serve, the better you can understand their needs and what you can do to feel those needs.

    P.S.  Toward that end, a couple years back I was talking to an executive from a major airline about how crummy the experience was of flying coach — how everything from the legroom to the rude staff made it an awful experience. He dismissed my complaint, but eventually admitted that it had been years since he flew coach on any airline.   Perhaps that is one reason that Southwest has stayed so successful for so long — there are no first class seats for their executives hide in!

  • Hope for HP’s Culture

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    The histories of the Stanford School of Engineering (where I work) and HP are closely intertwined.  Most famously, when Bill Hewlett and David Packard were young guys, they borrowed $500 from Fred Terman, then Dean of the school, to start the company.   There are at least three buildings in the Engineering School donated by Bill and Dave.  Appropriately,  they are the Terman building, the Hewlett building, and the Packard building. 

    The events over the past decade or so have led this once beautiful relationship to dim — nothing nasty has happened, it has just sort of faded along with the decline of HP's once vibrant innovative and humane spirit.   Carly Fiorina got so mad at the Hewlett & Packard foundations that she changed the name of the company from Hewlett-Packard to HP — because these foundations opposed the merger she led between Compaq and HP.  This dimmed the company's links to its founders, and indirectly, to Stanford.  Moreover, the Compaq merger brought in many executives with no geographical or emotional ties to Stanford.  The ties really faded under the Mark Hurd era as he had little emotional connection to Stanford, did major acquisitions like EDS in Texas that further scattered HP's geographical identity, and during his era of cost cutting, nastiness, and lack of emphasis on innovation, HP further lost its soul. 

    I know many former HP executives, managers, and engineers and this is the exact phrase the all seem to use to describe what happened. They talk about it almost as if it is a human death, uniformly emphasizing that the HP that exists today is not the company the worked for — many say they worked for Hewlett-Packard, not HP.  Moreover, when I came to Stanford, HP was THE employer of choice in Silicon Valley for Stanford Engineering students– it is now viewed as an employer of last resort by most students. 

    As such, I was delighted to see the honesty and ambition expressed by HP's new CEO, Leo Apotheker, in this report:

    “HP has lost its soul,” he said in an interview at Hewlett-Packard’s headquarters in Palo Alto, California, offering a glimpse of the vision he will outline in greater detail at an event on March 14 in San Francisco. “The first thing I wanted to do when I joined HP was listen to the people. The rank and file usually know about all the shortcomings.

    This is a dramatic change in behavior. I love that he is telling the turth and using the same term that everyone else does to describe HP.   I wish Mr. Apotheker well and look forward to a day when, once again, the best and the brightest Stanford engineers are clamoring to work at HP.  Perhaps Mr. Apotheker should change the name of the company back to Hewlett-Packard.  Short of that, I suggest they remove the word  "Invent" from the company signage — see the above sign at company headquarters in Palo Alto. They use this logo and slogan on all their buildings.  As one former HP executive explained, once they put that word on the signs, she knew that HP's brilliant culture of innovation was fading fast. You don't see the word invent at Pixar, Apple, IDEO, or Facebook.   They don't need to talk about it because they do it and it runs deep in their souls.

    P.S. Check out Tom Stewart's great post at BNET on What HP's New Chief Needs Most.

  • Kurt Vonnnegut on “Having Enough” A Reminder From The No Asshole Rule

    Yesterday, I was talking to a pair of very smart and very ambitious friends.  As I told them, I am all for high performing teams, excellence in performance, and I love the restlessness that drives creative people at places like Apple, Pixar, and Facebook.  But there is a negative underbelly to this human drive toward achievement.  It can become a disease where, no matter how much some people get, they keep wanting more, and the result is not only chronic unhappiness for themselves and those around them, it is also often propels unethical and otherwise inhuman behavior. 

    The worst examples are seen in the power poisoning and associated delusions among the worst of political leaders, with Libyan leader Muammar Gaddafi and his sons disgusting antics currently playing starring roles on the international stage.  But my focus has been on more mundane crimes against humanity.  In particular, if the charges are true, the insider trading and other unlawful actions taken by Galleon Group's  Raj Rajaratnam, whose trial just started, reflect a similar human flaw. Even more shocking to me is the news this week that Rajat Gupta — former board member at Procter & Gamble and at Goldman Sachs, and former Managing Director of McKinsey — was charged with insider trading.  Procter & Gamble and McKinsey are two firms I know pretty well, and while there is a strong focus on excellence in both places, I was troubled because — each in their own way — they are among the most ethical and non-greedy cultures I have ever encountered. 

    The fact that such a central player in both places fell victim to such apparent bad judgment and greed means, to me, that no matter how wonderful you may think you are as a human-bring,and no matter how good the people around you might be,  we are all at risk of falling prey to own greed, status insecurities, and that feeling that comes with power that "the rules are for the little people."   Apparently, part of Gupta's defense will be that, if he did leak inside information to Raj Rajaratnam, he personally did not benefit financially (See this New York Times column).  To me, this defense is meaningless — at least from a moral perspective –  because it simply suggests that Gupta was trying to get more status from Raj Rajaratnam, pay back some old favor, or set the stage for a future one — all signs of greed (and perhaps some insecurity too — often a hallmark of very successful people).

    The lesson for all of us, as I emphasized in The No Asshole Rule, is that sometimes it can be remarkably useful to tell yourself "I have enough."  Here is an excerpt from a longer post I put-up in early 2007 on the official publication day of The No Asshole.  Current events suggest that this lesson from the late Kurt Vonnegut  is worth bringing it out again (I edited it lightly for clarity):

    The process of writing The No Asshole Rule entailed many fun twists and turns.  But the very best thing happened when I wrote for permission to reprint a Kurt Vonnegut poem called "Joe Heller," which was published in The New Yorker.  I was hoping that Vonnegut would give me permission to print it in the book, both because I love the poem (more on that later), and Vonnegut is one my heroes.  His books including Slaughterhouse Five and Breakfast of Champions had a huge effect on me when I was a teenager– both the ideas and the writing style.

    I wrote some anonymous New Yorker address to ask permission to reprint the poem, and to my amazement, I received a personal reply from Vonnegut about two weeks later (see it here).  The postcard he sent me was not only in his handwriting. He gave me permission to use the poem "however you please without compensation or further notice to me."  It remains one of my favorite things.

    The poem fits well in my chapter on how to avoid catching asshole poisoning.  Here is how I set it up in the book:

    'If you read or watch TV programs about business or sports, you often see the world framed as place where everyone wants “more more more” for “me me me,” every minute in every way. The old bumper sticker sums it up: “Whoever dies with the most toys wins.” The potent but usually unstated message is that we are all trapped in a life-long contest where people can never get enough money, prestige, victories, cool stuff, beauty, or sex – and that we do want and should want more goodies than everyone else.

    This attitude fuels a quest for constant improvement that has a big upside, leading to everything from more beautiful athletic and artistic performances, to more elegant and functional products, to better surgical procedures and medicines, to more effective and humane organizations. Yet when taken too far, this blend of constant dissatisfaction, unquenchable desires, and overbearing competitiveness can damage your mental health. It can lead you to treat those “below” you as inferior creatures who are worthy of your disdain and people "above" you who have more stuff and status as objects of envy and jealousy.

    Again, a bit of framing can help. Tell yourself, “I have enough.” Certainly, some people need more than they have, as many people on earth still need a safe place to live, enough good food to eat, and other necessities. But too many of us are never satisfied and feel constantly slighted, even though – by objective standards – we have all we need to live a good life. I got this idea from a lovely little poem that Kurt Vonnegut published in The New Yorker called “Joe Heller,” which was about the author of the renowned World War II novel Catch 22. As you can see, the poem describes a party that Heller and Vonnegut attended at a billionaire’s house. Heller remarks to Vonnegut that he has something that the billionaire can never have, "The knowledge that I've got enough." These wise words provide a frame that can help you be at peace with yourself and to treat those around you with affection and respect:

    Joe Heller  

    True story, Word of Honor:
    Joseph Heller, an important and funny writer
    now dead,
    and I were at a party given by a billionaire
    on Shelter Island.

    I said, "Joe, how does it make you feel
    to know that our host only yesterday
    may have made more money
    than your novel 'Catch-22'
    has earned in its entire history?"
    And Joe said, "I've got something he can never have."
    And I said, "What on earth could that be, Joe?"
    And Joe said, "The knowledge that I've got enough."
    Not bad! Rest in peace!"

    –Kurt Vonnegut

    The New Yorker, May 16th, 2005

    (Reprinted with Kurt Vonnegut’s permission)

    To return to Rajat Gupta, if the charges against him are true, it might have spared him and his former colleagues much pain if he had repeated  "I have enough"  to himself over and and over again at key moments.  While this lesson may come too late for him, it isn't for many of us.

  • New Research: We Are More Creative When We Help Others Than Ourselves

    There is an interesting set of findings from psychological experiments that suggest we see others' flaws and strengths more clearly than our own (I wrote about this in Good Boss, Bad Boss) and that, on average, human-beings make more rational decisions when make them for others rather than themselves.  As Jeff Pfeffer and I advised in Hard Facts:

    See Yourself and Your Organization as Outsiders Do

    A big impediment to evidence-based management is that human beings, especially those with good mental health, often have inflated views of their own talents and prospects for success. This rampant optimism is a double-edged sword. The upside is that it creates positive self-fulfilling prophecies, which increase the odds of success. The downside is that excessive optimism causes people to downplay or not see risks, and to persist despite clear evidence they are traveling down the wrong path. One study found, for example, that over 80 percent of entrepreneurs surveyed estimated that chances were over 70 percent that their venture would succeed, and over 30 percent believed that their firm was certain to succeed—even though only about 35 percent of new businesses survive their first five years.  Max Bazerman’s book on managerial decision making shows that outsiders often make more objective judgments than insiders do—so having a blunt friend, mentor, or counselor can help you see and act on better evidence.  This is one reason why Kathleen Eisenhardt’s study of successful versus unsuccessful Silicon Valley start-ups found that in companies that survived and thrived, the CEO usually had a trusted counselor on the team—while CEOs of unsuccessful firms usually did not. These counselors were typically ten to twenty years older than the CEO, with broad industry experience, and were most valuable for helping CEOs recognize when they were traveling down the wrong path and a shift in strategic direction was needed.

    This finding that it is better to rely on others than ourselves is also seen in a new study described at one of my favorite blogs, BPS research.   Here is the summary at BPS:

    Across four studies involving hundreds of undergrads, Polman and Emich found that participants drew more original aliens for a story to be written by someone else than for a story they were to write themselves; that participants thought of more original gift ideas for an unknown student completely unrelated to themselves, as opposed to one who they were told shared their same birth month; and that participants were more likely to solve an escape-from-tower problem if they imagined someone else trapped in the tower, rather than themselves (a 66 vs. 48 per cent success rate). Briefly, the tower problem requires you to explain how a prisoner escaped the tower by cutting a rope that was only half as long as the tower was high. The solution is that he divided the rope lengthwise into two thinner strips and then tied them together.

    For the complete description, go here.  The implication of these diverse studies are quite instructive.  If we want to make better decisions, make faster decisions, have a more realistic picture of our strengths and weaknesses, and now, apparently, be more creative, we need to ask others for their opinions and assistance.   There is even a kind of weird implication that rather than working on our own problems, we should always be working on others.  So, despite the cynicism about consultants, they actually do serve a moreimportant  role than many of us have recognized. Certainly, this research suggests the importance of having mentors and colleagues who will give you help, advise you on decisions, and point out the flaws in your beliefs and actions– and that the world would be a better place if we did so in turn for others.  Another cool implication is that consultants need outside advisors when it comes to tackling their own challenges and problems.  In any event, these studies certainly provide interesting evidence of how much humans we need one another.

    The citation for the creativity research is:

    Polman E, and Emich KJ (2011). Decisions for Others Are More Creative Than Decisions for the Self. Personality and social psychology bulletin