Tag Archives: Leadership

3 Reasons Physical Offices & Face-to-Face Meetings Are Not Going Away

The traditional, physical office is not going away any time soon despite advances in technology allowing people to work remotely, either at a home office, coworking space, virtual office, or another remote location (such as a coffee shop, library, or bookstore). Similarly, face-to-face meetings will not disappear, even though we can use email, phone, text, or virtual conference calls to conduct business meetings.

The COVID-19 (coronavirus) pandemic reignited the debate about remote work, with some suggesting that it will be the new normal even after COVID-19 (Verbeemen & D’Amico, 2020).

There are 3 reasons why remote work will not be the new normal and why physical offices and face-to-face meetings will stick around:

  1. The reactive response of companies to initiate a temporary work-from-home solution resulted in a bad experience to long-term remote work.
  2. Companies won’t invest time or money to address remote work structurally in their organizations.
  3. Our brains are wired to connect with others because humans have a need for meaningful social connection.

Reason #1 – Companies’ Haphazard Response to Initiate a Temporary Work-From-Home:

Shifting the workforce to remote work as a haphazard and forced reaction to COVID-19 will leave a bad taste in many people’s mouths about their experience working remotely. This GitLab article, titled “What Not to Do When Implementing Remote” is a fantastic resource:

“Remote work isn’t something you do as a reaction to an event — it is an intentional approach to work that creates greater efficiency, more geographically and culturally diverse teams, and heightened transparency.

What is happening en masse related to Coronavirus (COVID-19) is largely a temporary work-from-home phenomenon, where organizations are not putting remote work ideals into place, as they expect to eventually require their team members to resume commuting into an office.” -GitLab

In a Forbes article titled, “Remote Work Advocates Warn Companies About COVID-19 Work-From-Home Strategies,” Laurel Farrer wrote: “all of this unexpected remote work adoption has telecommuting experts concerned instead of celebrating.”

Reason #2 – Companies Not Willing to Invest Time & Money:

Most companies are not investing and will not invest time and money to tackle remote work structurally in their organizations.

Verbeemen & D’Amico (2020) wrote that remote work “will only be a real success if companies start tackling remote working structurally.” Organizations must secure the infrastructure for remote work and implement remote work in a structural way:

“Companies that see salvation in a fast adoption of tools without structural adjustments, risk a loss of efficiency and frustration among employees and stakeholders. It is not enough to simply provide the necessary infrastructure and tools. Some companies already had the infrastructure and tools available at the start of the crisis, but are only now realizing their full potential. Tools are important, but a successful migration also requires leadership, clear guidelines and real commitment” (Verbeemen & D’Amico, 2020).

Here are some findings:

  • At a global level: 56% of global companies allow remote work, but 44% of global companies don’t allow remote work (Owl Labs Global State of Remote Work Report 2018).
  • At a company level: Only 30% of senior managers feel their organization is well prepared for the rise of remote work (Future Positive Report).
  • At a leadership level: While 82% believe that leaders in the new economy will need to be digitally savvy, less than 10% of respondents strongly agree that their organizations have leaders with the right skills to thrive in the digital economy (The New Leadership Playbook for the Digital Age).
  • At a worker level: 38% of remote workers and 15% of remote managers received no training on how to work remotely (Owl Labs State of Remote Work Report 2019).

Werk (a people analytics company) conducted a comprehensive study [The Future is Flexible – Werk Flexibility Study] on the state of flexibility in corporate America. “According to [the] research, there is a significant gap between the supply and demand of workplace flexibility. 96% of employees in the U.S. workforce need some form of flexibility at work, yet only 42% have access to the type of flexibility they need, and only 19% have access to a range of flexible options. This gap is even more pronounced for women, where only 34% have access to the flexibility they need.”

Even though organizations are becoming aware that they need to adopt a more human-centric view, one that supports the employees’ needs (e.g., remote work, wellness programs, etc.), “innovation in terms of how the workplace and jobs are structured has been slow. If companies are going to truly adapt, stay nimble, and poise themselves for growth in the Human Era, they must reconsider the fundamentals of how jobs are designed and how, where, and when work gets done” (The Future is Flexible – Werk Flexibility Study Report).

In the Owl Labs’ State of Remote Work Report 2019, remote employee managers were asked about their biggest challenges and concerns when it came to managing their remote employees. Here’s what they said — They are most concerned about reduced employee productivity (82%), reduced employee focus (82%), lower employee engagement and satisfaction (81%), and whether their remote employees are getting their work done (80%).

Somewhat troubling in that Owl Labs’ State of Remote Work Report 2019 was what remote managers said were their least concerns: Managers are least concerned with employee loneliness (59%), the career implications of employees working remotely (65%), employees overworking (67%), and difficulty managing them (68%).

Gallup research suggests there are three areas in which managers struggle to engage their remote workers (Mann, 2017):

  1. Not recognizing or praising good work.
  2. Not talking to remote workers about career goals and personal growth.
  3. Not providing opportunities to connect with coworkers.

“While remote work is a valid strategy to maintain business continuity in times of crisis like the outbreak of COVID-19, suddenly allowing remote work with no clear policy or processes in place will not have the same positive outcomes as investing adequate resources into preparing leaders and employees for success in a remote environment.” -Tammy Bjelland, CEO Workplaceless

What I see happening—and I believe this trend will continue—is a semi-hybrid company [in which most employees are co-located/on-site and a handful who work remotely] that uses a semi-flexible schedule approach requiring significant time onsite [for co-located employees] and some time offsite/remote. In this semi-flexible schedule approach, organizations require most of their workforce to work and attend meetings onsite but will allow some leaders and staff (at the discretion and whim of their managers) the flexibility to occasionally work and/or attend meetings remotely.

Reason #3 – The Human Brain is Wired to Connect to Others:

The third and my strongest argument why remote work won’t be the new normal is that human beings have an innate and basic need for in-person interactions and the bias toward and preference for face-to-face interactions.

A Futurestep poll of 1,320 global executives in 71 countries found that 61% of senior managers think telecommuters are not as likely as conventional office workers to be promoted, despite the fact that over three-quarters also think teleworkers are equally productive as (42%) or more productive than (36%) their office-dwelling colleagues (Vickers, 2007 citing Bridgeford). Managers might recognize that teleworkers are productive, but they are still accustomed toward face-to-face interactions.

Indeed, remote workers are at risk of getting lower performance evaluations, smaller raises and fewer promotions (even if they work just as long and hard) due to what is called, “passive face time” or the notion of just being “seen” in the workplace even if we don’t interact with anyone in the office (Elsbach & Cable, 2012).

Face-to-face meetings are crucial to business success (Goman, 2016). Even those who make a case for remote work must concede that, “collaborating face-to-face probably is better than collaborating remotely” (Clancy, 2020). When extensive collaboration is required, remote work “may be less productive than colocation [where coworkers are physically clustered together in the same physical workplace]” (Clancy, 2020).

Michael Massari, Caesars Entertainment’s Senior Vice President of National Meetings and Events and Chief Sales Officer, shared some sage advice about the value and advantage of face-to-face meetings:

“No matter what industry you work in, we are all in the people business. Regardless of how tech-savvy you may be, face-to-face meetings are still the most effective way to capture the attention of participants, engage them in the conversation, and drive productive collaboration.” -Michael Massari (Caesars Entertainment’s Senior Vice President of National Meetings and Events and Chief Sales Officer)

Contrary to the belief that making a phone call saves time over a face-to-face meeting, Massari said this:

“If I have to go outside my division to ask for resources from someone I don’t know, I can usually get what I need in a five-minute in-person conversation. If I have to rely on a phone call, it is going to take over 30 minutes to explain who I am, why my request is important, and why the other person should help me. That’s because it is so much faster and easier to establish trust when people physically meet.” -Michael Massari (Caesars Entertainment’s Senior Vice President of National Meetings and Events and Chief Sales Officer)

Researchers have found that, “people tend to overestimate the power of their persuasiveness via text-based communication, and underestimate the power of their persuasiveness via face-to-face communication.” (Bohns, 2017). As a matter of fact, a face-to-face request is 34 times more successful than an email (Bohns, 2017).

In a survey of 760 business executives conducted by Forbes Insights in June 2009, respondents were asked to choose the meeting method that was most conducive to fostering a certain business action or outcome. “Executives preferred face-to-face meetings when the decision-making process was fluid, requiring the kind of give-and-take typical of complex decisions and sales” (Forbes, 2009).

“Surprisingly given the advances in information technology, CEOs today spend most of their time in face-to-face meetings. They consider face-to-face meetings most effective in getting their message across and obtaining the information they need. Not only do meetings present data through presentations and verbal communications, but they also enable CEOs to pick up on rich nonverbal cues such as facial expressions, body language, and mood, that are not apparent to them if they use e-mail or Skype” (Rothaermel, 2016, p. 43).

Beyond the business desire to close a deal, “the benefits of in-person social interaction—from bonding with co-workers to using time at the pool or café to cement a client relationship—are among the more subtle, less measurable advantages executives cited” (Forbes, 2009).

The COVID-19 pandemic and the importance and need for social distancing and remaining indoors and away from others exacerbated our experiences of cabin fever, isolation, and loneliness.

Research has provided consistent evidence linking social isolation and loneliness to worse cardiovascular and mental health outcomes (Leigh-Hunt, Bagguley, Bash, et al., 2017). Indeed, “social isolation [not being alone but one’s experience of feeling lonely] has an impact on health comparable to the effect of high blood pressure, lack of exercise, obesity, or smoking (Cacioppo & Patrick, 2008, p. 5).

Although people claim that their goal is to be able to work from home, when they actually have to do their work from home, those individuals reported higher levels of stress (Scott, 2020). For a great article on what’s stressful about working from home (e.g., lack of structure; lots of distractions; difficulty setting boundaries; social isolation; and lack of focus) see How to Handle the Stress of Working From Home.

“Those who work at home may find that the solitude can be a double-edged sword. It is, of course, easier to focus when you’re in your own home with no co-workers coming by your desk to chat at random times. But while this solitude can feel blissful at times, when we have no mandate for social interaction during the workday—when we don’t automatically run across people outside of those we live with—we can become lonely before we realize it” (Scott, 2020).

As evidenced, during the COVID-19 pandemic, by the boredom, loneliness, and isolation—with some people even going so far as paying money to join virtual Zoom parties (starting at $10 and going up to $80 for a private room in Club Quarantee to virtually party alongside Instagram-famous DJs and burlesque dancers)—human beings desire, indeed we need, human connections, and in particular in-person interaction and connection.

There’s value in face-to-face interaction & collaboration. Human beings crave human connection and interaction. “[O]ur brains are wired to connect with other people” (Lieberman, 2013, p. x). Lieberman says human beings are wired in a way such that our well-being depends on our connections with other people. “We depend on the most complicated entities in the universe, other people, to make our food, pay our rent, and provide for our general well-being” (2013, p. 238).

“Everything we have learned about the social brain tells us that we are wired to make and keep social connections, that we feel pain when these connections are threatened, and that our identity, our sense of self, is intimately tied up with the groups we are a part of” (Lieberman, 2013, p. 248-249).

But these interactions are not just about the number of people you spend time with. Rather, these connections need to satisfy our need to have close, satisfying relationships. Indeed, “loneliness is typically rooted in the quality rather than the quantity of social interaction: Lonely people spend plenty of time with others, but they do not come away from these interactions feeling satisfied” (Baumeister & Bushman, 2014, p. p. 410).

Loneliness is a state of mind and causes us “to feel empty, alone, and unwanted. People who are lonely often crave human contact, but their state of mind makes it more difficult to form connections with other people.” (Cherry, 2020).

Experts contend that humans are social creatures and we function better when we are around other people (DiGiulio, 2018). Even more strongly, a case can be made that our need to connect with others is as strong and fundamental as our need for food and water (Cook, 2013). Physical connection between humans is so strong that the power of touch can even create an analgesic, painkilling effect (Lamothe, 2018).

During this COVID-19 pandemic, it is more important than ever to foster relational connection to curb the rise of loneliness (Stallard & Stallard, 2020). “Research suggests that the majority of individuals today lack sufficient social connection. This connection deficit may exacerbate the negative effects of stress and diminish physical and emotional resilience that people will need to fight the COVID-19 virus” (Stallard & Stallard, 2020).

In his TEDx Talk, neuroscientist Matthew Lieberman said: “Our urge to connect and the pain we feel when this need is thwarted, is one of the seminal achievements of our brain that motivates us to live, work, and play together. You can have the greatest idea in the world, but if you can’t connect with other people nothing will come of it. You can’t build a rocket ship by yourself.”

“To the extent that we can characterize evolution as designing our modern brains, this is what our brains were wired for: reaching out to and interacting with others. These are design features, not flaws. These social adaptations are central to making us the most successful species on earth.” (Lieberman, 2013, p. 9).

According to social psychologists, our need for affiliation or connection to others is universal and all human beings have this need. “Some individuals claim that they have little or no need for affiliation—for connections to other people. But research findings indicate that even such persons really do have affiliation needs. How do we know that’s true? When such people learn that they have been accepted by others, both their moods and self-esteem increase. That would only be expected to happen if such acceptance satisfied a basic need for affiliation. . . . In short, all human beings—even people who claim otherwise—have strong needs for affiliation—to feel connected to others. They may conceal these needs under a mask of seeming indifference, but the needs are still there no matter how much such people try to deny them” (Baron & Branscombe, 2012, p. 218).

Researchers examined the emotional experience of connectedness between pairs of close friends in digital (text, audio, and video) versus in-person environments. They recruited 58 female university students aged 18-21 years (consisting of 29 pairs of close female friends). Although adolescent and emerging adults’ digital communication is primarily text-based, the researchers discovered that the greatest bonding actually occurs during in-person interaction, followed by video chat, audio chat, and instant messaging (Sherman, Michikyan, & Greenfield, 2013).

“Despite our remarkable ability to utilize tools and technologies to improve our lives in many ways, humans are constrained by the evolutionary context in which human social interaction developed” (Sherman, Michikyan, & Greenfield, 2013).

Takeaway: Traditional physical offices and face-to-face meetings are here to stay and remote work will not be the new normal as a result of the COVID-19 pandemic. There are three reasons why. First, most people’s introduction to and experience with remote work occurred as a direct, but reactive response of companies to initiate a temporary work-from-home solution. Second, most companies will not be spending the time and money to tackle remote work structurally in their organizations. Third, the human brain is wired to connect with other people and human beings have a need for meaningful social connection. It’s a beautiful, defining quality of being human.

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Baron, R. A., & Branscombe, N. R. (2012). Social Psychology (13th Ed.). Pearson Education, Inc.

Baumeister, R. F., & Bushman, B. J. (2014). Social Psychology and Human Nature (3rd Ed.). Wadsworth, Cengage Learning.

Bloomberg & Lhooq, M. (2020, April 14). People are paying real money to get into virtual Zoom nightclubs. https://fortune.com/2020/04/14/zoom-nightclubs-virtual-bars-video-calls-coronavirus/

Bohns, V. K. (2017, April 11). A Face-to-Face Request Is 34 Times More Successful Than an Email. https://hbr.org/2017/04/a-face-to-face-request-is-34-times-more-successful-than-an-email

Cacioppo, J. T., & Patrick, W. (2008). Loneliness: Human Nature and the Need for Social Connection. W. W. Norton & Company.

Cherry, K. (2020, March 23). The Health Consequences of Loneliness. https://www.verywellmind.com/loneliness-causes-effects-and-treatments-2795749

Clancy, M. (2020, April 13). The Case for Remote Work. Economics Working Papers: Department of Economics, Iowa State University. 20007. https://lib.dr.iastate.edu/econ_workingpapers/102

Cook, G. (2013, October 22). Why We Are Wired to Connect. https://www.scientificamerican.com/article/why-we-are-wired-to-connect/

Cuncic, A. (2020, March 27). How to Cope With Loneliness During the Coronavirus Pandemic. https://www.verywellmind.com/how-to-cope-with-loneliness-during-coronavirus-4799661

DiGiulio, S. (2018, January 9). In good company: Why we need other people to be happy. https://www.nbcnews.com/better/health/good-company-why-we-need-other-people-be-happy-ncna836106

Doherty, C. (2020, May 2). What Is Coronavirus (COVID-19)? https://www.verywellhealth.com/coronavirus-overview-4783291

Elsbach, K., & Cable, D. M., & Sherman, J. W. (2010). How passive ‘face time’ affects perceptions of employees: Evidence of spontaneous trait inference. Human Relations, 63(6), 735-760.

Farrer, L. (2020, March 5). Remote Work Advocates Warn Companies About COVID-19 Work-From-Home Strategies. https://www.forbes.com/sites/laurelfarrer/2020/03/05/ironically-remote-work-advocates-warn-companies-about-covid-19-work-from-home-strategies/#536739222051

Forbes. (2009). Business Meetings: The Case for Face-to-Face. Forbes Insights. https://images.forbes.com/forbesinsights/StudyPDFs/Business_Meetings_FaceToFace.pdf

Fritscher, L. (2020, April 23). Cabin Fever Symptoms and Coping Skills. https://www.verywellmind.com/cabin-fever-fear-of-isolation-2671734

Fuller, J. B., Wallenstein, J. K., Raman, M., & de Chalendar, A. (2019, May). Future Positive Report: How Companies Can Tap Into Employee Optimism to Navigate Tomorrow’s Workplace. BCG, Harvard Business School.

GitLab. What not to do when implementing remote: don’t replicate the in-office experience remotely. https://about.gitlab.com/company/culture/all-remote/what-not-to-do/

Goman, C. K. (2016, March 11). The Immeasurable Importance Of Face-To-Face Meetings. https://www.forbes.com/sites/carolkinseygoman/2016/03/11/the-immeasurable-importance-of-face-to-face-meetings/#440d18934937

Lamothe, C. (2018, January 3). Let’s touch: why physical connection between human beings matters. https://www.theguardian.com/society/2018/jan/03/lets-touch-why-physical-connection-between-human-beings-matters

Lieberman, M. D. (2013). Social: Why Our Brains Are Wired to Connect. Oxford University Press.

Lieberman, M. D. (2013, September 19). The social brain and its superpowers – TEDxStLouis. https://youtu.be/NNhk3owF7RQ

Leigh-Hunt, N., Bagguley, D., Bash, K., et al. (2017). An overview of systematic reviews on the public health consequences of social isolation and loneliness. Public Health, (152)157-171.

Mann, A. (2017, August 1). 3 Ways You Are Failing Your Remote Workers. https://www.gallup.com/workplace/236192/ways-failing-remote-workers.aspx

Owl Labs. 2018 Global State of Remote Work. https://www.owllabs.com/state-of-remote-work/2018

Owl Labs. The State of Remote Work Report. https://www.owllabs.com/state-of-remote-work

Owl Labs. [New Research] 2019 State of Remote Work. https://www.owllabs.com/blog/2019-state-of-remote-work

Ready, D. A., Cohen, C., Kiron, D., Pring, B. (2020, January). The New Leadership Playbook for the Digital Age: Reimagining What It Takes to Lead.

Rothaermel, F. T. (2016). Strategic Management (3rd Ed.). McGraw-Hill Education.

Scott, E. (2020, March 17). How to Handle the Stress of Working From Home. https://www.verywellmind.com/the-stress-of-working-from-home-4141174

Sherman, L. E., Michikyan, M., & Greenfield, P. M. (2013). The effects of text, audio, video, and in-person communication on bonding between friends. Cyberpsychology: Journal of Psychosocial Research on Cyberspace, 7(2), Article 3. https://doi.org/10.5817/CP2013-2-3

Stallard, M. L., & Stallard, K. P. (2020, March 26). COVID-19 Is Coinciding With a Loneliness Epidemic. https://www.govexec.com/management/2020/03/covid-19-coinciding-loneliness-epidemic/164153/

Verbeemen, E., & D’Amico, S. B. (2020, April 9). Why remote working will be the new normal, even after COVID-19. https://www.ey.com/en_be/covid-19/why-remote-working-will-be-the-new-normal-even-after-covid-19

Vickers, M. (2007). Adapting to Teleworker Trends. American Management Association’s Moving Ahead Newsletter, 2(10). http://www.amanet.org/training/articles/Adapting-to-Teleworker-Trends.aspx

Werk. The Future is Flexible – Werk Flexibility Study. https://werk.co/documents/The%20Future%20is%20Flexible%20-%20Werk%20Flexibility%20Study.pdf

Workplaceless. (2020, May 1). Preparing for Emergency Remote Work. https://www.workplaceless.com/blog/emergency-remote-work

How to Work Remotely During COVID-19 and Maintain Your Emotional Health

I have been asked about tips and strategies to help individuals be effective in working remotely during this COVID-19 (coronavirus) pandemic. Here are my thoughts.

Tips for Effectively Working Remotely:

1. Technology & Tools: Make sure you have the technology, equipments, and softwares to continue to be productive and get your work done. Practice and become comfortable with the various tools that your team and/or company requires you to use. For instance, for videoconferencing, be sure to know how to use the applications that your team uses (e.g., Zoom, WebEx, etc.). Also, even if you are familiar with the app, learn to use it and understand its limitations. Many videoconferencing tools are good to use for video through your laptop or computer’s built-in camera. However, the audio can, and is often spotty. So many times, it is best to “dial in” to the video call, and also call in on your cell phone for the audio portion.

Another thing to consider are the restrictions placed on you by your company’s IT department when you use your work laptop to work remotely. Some companies will require you to use a secure two-factor authentication process by going through an app, such as Duo Mobile, to log into your work laptop. Depending on how reliable the app and service is, this process can be quite cumbersome.

When doing video calls, preparation can go a long way in making your calls more tolerable for you and your colleagues (Chen, 2020). You will want to check your webcam, microphone, and internet speed. Also, be aware of what is in the background behind you (pets, kids, personal or identifiable items, etc.) and, as much as possible, minimize distractions and be sure that you can pay attention.

Equally important is to remember that when a video call will not work (newsflash: not everyone is comfortable using or being on a video call), try something else — like calling them on the phone.

*For Leaders:* If you are a leader leading a team, don’t forget that the virtual tools and technology serve to help you connect with your team. They aren’t meant to replace you in communicating and connecting with your team members.

I love this message from Patrick Lencioni reminding leaders to be exceedingly human:

“Demonstrate your concern for the very real fears and anxieties that your people are experiencing, not only professionally and economically, but socially and personally. Even though you don’t have definitive answers to all of their questions, don’t let that keep you from listening to them and empathizing with their fears.” -Patrick Lencioni

Here’s a great reminder that remote teams need real communication:

“You are a human manager learning to communicate with other humans aided by the power of technology. These efforts should allow you to think about the value of the human experience as supported by the best version of technology we can leverage for the goal. The power really is in your human hands; the technology just helps it virtually travel around the world” (Bisbee & Wisniewski, 2020).

2. Workspace: You need to set up a work office environment. Setting up a workspace will mentally prepare you and can be a good way to help separate your work & home space.

3. Rituals, Structure, and Breaks: You will want to develop rituals and be consistent about how you will start and end your day, as well as give yourself time to eat lunch and take short breaks throughout the day. You’ll also need to create a system or devise a method so that both you and those around you understand and know your work schedule.

4. Watercooler Conversations: When you are physically at the office, you can and do run into colleagues in the break room and are able to catch up with them or even solve or work through a challenge just by engaging in an unplanned watercooler conversation. When you work remotely, this is not possible so be sure to design a way to engage with your coworkers and/or your boss. Some teams use an instant messaging app like Microsoft Teams, Skype, or Slack to stay connected.

5. Chunk Your Time: Block times throughout the day that will work with your schedule, while trying to balance working at “home”. For instance, being at home and especially currently with many of the school children also in the home, you might not be able to follow a strict 8-5 schedule as you would normally follow in your office. In that case, break that up or chunk it into smaller chunks of time. For example, you might schedule 6am – 8am; 10am – 12pm; 2pm – 4pm; and 7pm – 9pm or 8am – 11am; 1pm – 3pm; 6pm – 9pm.

6. Be Prepared to Work More or Longer Hours: Make no mistake, working from home requires MORE (not LESS) of your time. As a matter of fact, people who telecommute, especially those who have done so for an extended period of time will tell you that it actually requires you to work more, not less.

Tips for Maintaining Your Emotional Health & Mental Sanity:

1. The COVID-19 (coronavirus) pandemic has created a unique scenario because it is the reason why this forced social experiment of remote work is suddenly on everyone’s mind. Indeed, many companies are suddenly requiring their employees to work from home to help contain the spread of the virus. It is important to understand and acknowledge some of the things you may experience as a result of this disruption to your regular routines (i.e., if you typically come into the office to work), such as fear and anxiety; depression and boredom; and anger, frustration or irritability.

2. To better handle and cope with this situation, try the following:

  • limit the amount of news you consume; get news from reliable sources
  • set up and follow a daily routine
  • stay connected to your coworkers, friends, and family
  • adopt a strong internal locus of control; realize there are things within your control & things outside of your control
  • take breaks and make time to unwind
  • practice gratitude and try to look for the positives
  • try meditation, mindfulness, or other relaxation exercises
  • get enough sleep, eat well, and exercise

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

American Psychological Association. Keeping Your Distance to Stay Safe. https://www.apa.org/practice/programs/dmhi/research-information/social-distancing

American Psychological Association. (2020, March 16). Seven crucial research findings that can help people deal with COVID-19. https://www.apa.org/news/apa/2020/03/covid-19-research-findings

Bisbee, B., & Wisniewski, K. (2020, March 18). Remote Teams Need Real Communication. Association for Talent Development. https://www.td.org/insights/remote-teams-need-real-communication

Centers for Disease Control and Prevention (CDC). Manage Anxiety & Stress. https://www.cdc.gov/coronavirus/2019-ncov/prepare/managing-stress-anxiety.html

Centers for Disease Control and Prevention (CDC). Taking Care of Your Emotional Health. https://emergency.cdc.gov/coping/selfcare.asp

Chen, B. (2020, March 25). The Dos and Don’ts of Online Video Meetings. NYTimes.com. https://www.nytimes.com/2020/03/25/technology/personaltech/online-video-meetings-etiquette-virus.html

Neeley, T. (2020, March 15). 15 Questions About Remote Work, Answered. Harvard Business Review. https://hbr.org/2020/03/15-questions-about-remote-work-answered

Nguyen, S. (2015, August 22). The Pitfalls Of Telecommuting. https://workplacepsychology.net/2015/08/22/the-pitfalls-of-telecommuting/

Overcoming Obstacles: Attitude and Approach Are Answers to Pains and Problems

“There is nothing either good or bad, but thinking makes it so.”
―William Shakespear

In his book, The Obstacle Is the Way, Ryan Holiday (2014) shares the wisdom of Stoicism* (a Greek philosophy) and ancient Stoics to help readers “accomplish the very specific and increasingly urgent goal we all share: overcoming obstacles. Mental obstacles. Physical obstacles. Emotional obstacles. Perceived obstacles” (Holiday, 2014, p. 5).

*Stoicism is “about acknowledging our emotions, reflecting on what causes them, and redirecting them for our own good. It is about keeping in mind what is and what is not under our control, focusing our efforts on the former and not wasting them on the latter. It is about practicing virtue and excellence and navigating the world to the best of our abilities, while being mindful of the moral dimension of all our actions” (Pigliucci, 2017, p. 2-3).

“The Stoics realized that we have considerable flexibility in how we frame the situations we experience. They discovered, more precisely, that by thinking of setbacks as tests of our character, we can dramatically alter our emotional response to them. We can, in particular, develop our ability to stay clam, even in the face of very significant setbacks, and this in turn can have a dramatic impact on our quality of life” (Irvine, 2019, p. 17).

Holiday’s book teaches us: “How to turn the many negative situations we encounter in our lives into positive ones—or at least to snatch whatever benefit we can from them. To steal good fortune from misfortune” (2014, p. 5).

“We’re dissatisfied with our jobs, our relationships, our place in the world. We’re trying to get somewhere, but something stands in the way. So we do nothing. We blame our bosses, the economy, our politicians, other people, or we write ourselves off as failures or our goals as impossible. When really only one thing is at fault: our attitude and approach” (Holiday, 2014, p. 2).

But not everyone is stuck like this. Some people are able to turn their obstacles and trials into triumphs. What’s more, many of these individuals faced unimaginable challenges and frustrations and despite those obstacles, or perhaps thanks to those obstacles, they overcame and succeeded. Great individuals, like great companies, find a way to transform weakness into strength. They are able to take what should have held them back and used it to move forward (Holiday, 2014).

“Like oxygen to a fire, obstacles became fuel for the blaze that was their ambition. Nothing could stop them, they were (and continue to be) impossible to discourage or contain. Every impediment only served to make the inferno within them burn with greater ferocity” (Holiday, 2014, p. 4).

There are a few things to keep in mind when faced with a seemingly insurmountable obstacle. We must try (Holiday, 2014, p. 18):

  • To be objective
  • To control emotions and keep an even keel
  • To choose to see the good in a situation
  • To steady our nerves
  • To ignore what disturbs or limits others
  • To place things in perspective
  • To revert to the present moment
  • To focus on what can be controlled

“This is how you see the opportunity within the obstacle. It does not happen on its own. It is a process—one that results from self-discipline and logic” (Holiday, 2014, p. 18).

Take Helen Keller, the first deaf and blind person to ever graduate from college. Can you imagine losing one of your senses, let alone two? Many people know about Keller’s successes and accolades, but not many are familiar with the struggles she had to overcome to get there. For instance, Keller was such a temperamental, wild, and unruly deaf-blind child that even family and close friends didn’t think she could be taught. It took Helen’s mother, Kate Keller, and her unrelenting quest for a teacher (one who would be willing to travel to rural Tuscumbia, Alabama to teach Helen), and a teacher (Anne Sullivan), who was both qualified and willing to travel to Alabama. Under Sullivan’s tutelage, the young Keller thrived ― learning how to fingerspell, read Braille, and write. Helen Keller eventually graduated from Radcliffe College. Keller could read English, German, French, Greek, and Latin in Braille! She also learned to speak (McGinnity, Seymour-Ford, & Andries, 2004).

“Keller hit, pinched and kicked her teacher and knocked out one of her teeth. Sullivan finally gained control by moving with the girl into a small cottage on the Kellers’ property. Through patience and firm consistency, she finally won the child’s heart and trust, a necessary step before Keller’s education could proceed” (McGinnity, Seymour-Ford, & Andries, 2004).

What’s perhaps more remarkable is that Anne Sullivan (Helen Keller’s teacher) herself experienced much more extreme hardships growing up. When Sullivan was about five years old, she contracted trachoma, an eye disease caused by bacteria. Trachoma causes repeated, painful infections, making the eyes red and swollen. Over time the recurring irritation and scarring of the cornea causes severe vision loss. Sullivan dealt with the effects of trachoma throughout her life. After her mother died (Anne was eight years old), her father struggled to raise the family and soon abandoned his children. Anne and her younger brother Jimmie were sent to Tewksbury Almshouse, a home for the poor. Sadly and very tragically, the conditions there were so deplorable that three months after they arrived, Jimmie Sullivan died. Early in her stay at Tewksbury, Anne realized that her best chance at a better life was to get an education at a school for blind children. This became her central focus. She heard about a commission coming to investigate the conditions at Tewksbury, and on the day of their visit, she followed them around waiting for her time to speak up. As the tour was wrapping up, Anne approached one of the inspectors and told him she wanted to go to school. That moment changed her life. On October 7, 1880, Anne Sullivan entered the Perkins School for the Blind (McGinnity, Seymour-Ford, & Andries, 2004).

And even after she got into the school, many of the other girls (most from wealthy families) made fun of her because, at the age of 14, she was unable to read or write her name. And she had never owned a nightgown or hairbrush. “Anne Sullivan’s recollections of her early years at Perkins were mainly of feeling humiliated about her own shortcomings. Her anger and shame fueled a determination to excel in her studies” (McGinnity, Seymour-Ford, & Andries, 2004).

“Not everyone looks at obstacles—often the same ones you and I face—and sees reason to despair. In fact, they see the
opposite. They see a problem with a ready solution. They see a chance to test and improve themselves. Nothing stands in their way. Rather, everything guides them on the way” (Holiday, 2014, p. 178).

Anne Sullivan’s life experiences, like so many of the great history changers and makers before and after her, were “tested in the crucible of adversity and forged in the furnace of trial” (Holiday, 2014, p. 178).

“People seldom see the halting and painful steps by which the most insignificant success is achieved.” ―Anne Sullivan

“Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, vision cleared, ambition inspired, and success achieved.” ―Helen Keller

Takeaway: “You will come across obstacles in life—fair and unfair. And you will discover, time and time again, that what matters most is not what these obstacles are but how we see them, how we react to them, and whether we keep our composure. . . . [T]his reaction determines how successful we will be in overcoming—or possibly thriving because of—them” (Holiday, 2014, p. 16).

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Holiday, R. (2019). The Daily Stoic. What Is Stoicism? A Definition & 9 Stoic Exercises To Get You Started. https://dailystoic.com/what-is-stoicism-a-definition-3-stoic-exercises-to-get-you-started/

Holiday, R. (2014). The Obstacle Is the Way: The Timeless Art of Turning Trials into Triumph. Portfolio.

Irvine, W. B. (2019). The Stoic Challenge: A Philosopher’s Guide to Becoming Tougher, Calmer, and More Resilient. W. W. Norton & Company, Inc.

McGinnity, B.L., Seymour-Ford, J. and Andries, K.J. (2004) Anne Sullivan. Perkins History Museum, Perkins School for the Blind, Watertown, MA. [Also from https://www.perkins.org/history/people/anne-sullivan]

McGinnity, B.L., Seymour-Ford, J. and Andries, K.J. (2004) Helen Keller. Perkins History Museum, Perkins School for the Blind, Watertown, MA. [Also from https://www.perkins.org/history/people/helen-keller]

Pigliucci, M. (2017). How To Be a Stoic: Using Ancient Philosophy to Live a Modern Life. Basic Books.

Steve Jobs Had Moderately Low Emotional Intelligence

I thought this might be an interesting case study. I’ve come across many articles where writers (both lay and scholars) have stated that they believe Steve Jobs had high emotional intelligence (EQ).

Let’s start by defining emotional intelligence:

Emotional intelligence is the “ability to perceive and express emotion, assimilate emotion in thought, understand and reason with emotion, and regulate emotion in the self and others” (Mayer, Salovey, Caruso, & Cherkasskiy, 2011, p. 532).

Emotional intelligence is “a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way” (Multi-Health Systems, 2011).

Here’s my position: Steve Jobs’ emotional intelligence was very unbalanced, so much so that I believe his overall EQ score was moderately low to moderate.

In this article, I have included extensive passages, statements, and stories and quoted them verbatim from the Steve Jobs biography by Walter Isaacson as well as from a few other sources to support my viewpoint. This is done intentionally as rewording or paraphrasing would dilute the writings and storytelling and I didn’t want to do that.

There’s no doubt that Steve Jobs was a visionary genius who, over three decades, brought some incredible products (e.g., Apple II, Macintosh, iPod, iPhone, iPad, and many others) to market, and who transformed entire industries (Isaacson, 2011).

While he was very effective in some leadership areas, he was extremely lacking in others. Therefore, I would argue that Steve Jobs had a very unbalanced emotional intelligence which contributed to his moderately low overall emotional intelligence.

I will use the Emotional Quotient Inventory (EQ-i) 2.0. The EQ-i 2.0 measures emotional intelligence. More specifically, the EQ-i 2.0 measures a set of emotional and social skills that influence the way individuals: (1) perceive and express themselves, (2) develop and maintain social relationships, (3) cope with challenges, and (4) use emotional information in an effective and meaningful way.

The EQ-i 2.0 is made up of 5 composites: Self-Perception, Self-Expression, Interpersonal, Decision Making, and Stress Management. Each of the composites contains 3 subscales.

  1. Self-Perception: Self-Regard, Self-Actualization, Emotional Self-Awareness
  2. Self-Expression: Emotional Expression, Assertiveness, Independence
  3. Interpersonal: Interpersonal Relationships, Empathy, Social Responsibility
  4. Decision Making: Problem Solving, Reality Testing, Impulse Control
  5. Stress Management: Flexibility, Stress Tolerance, Optimism

If we’re going by the EQ-i 2.0 and its 15 subscales, Jobs had extremely high self-regard, self-actualization, and self-awareness. He was also very assertive and optimistic.

However, a strength overdone or overused can become a weakness. In FYI: For Your Improvement (a guide for coaching and development), Lombardo and Eichinger (2000) cautioned that, “Sometimes a strength used to extreme turns into a weakness” (p. vi).

Too much Self-Regard can be or look/sound:

  • Arrogant
  • Vain & conceited
  • Narcissistic
  • Over-confident
  • Burdensome with thoughts of superiority

Too much Self-Actualization can be or look/sound:

  • Perpetually dissatisfied with the status quo
  • Overly goal-driven—too intense
  • Overly exuberant with your activities and points of passion
  • Self-centered—blind to the needs and interests of others

Too much Emotional Self-Awareness can be or look/sound:

  • Self-consumed—seeing things unrelated to you only through your own emotional filters
  • Self-centered and self-indulgent
  • Hypersensitive to your own emotions
  • Insensitive to others’ needs

Too much Assertiveness can be or look/sound:

  • Aggressive
  • Abusive
  • Militant or bossy
  • Self-centered (commanding the spotlight and excessive air-time)

Too much Optimism can be or look/sound:

  • Blind to reality and danger
  • Prone to viewing bright sides and opportunities that do not actually exist
  • Known to let an unrealistic belief in a positive outcome take the place of effort

On the opposite end, Jobs had very low interpersonal relationships, low empathy, low impulse control (even describing himself as “mercurial”), low flexibility, and low reality testing.

Low Interpersonal Relationships can be or look/sound:

  • A loner
  • Socially withdrawn
  • Cold and unfriendly
  • Hard to like or get to know

Low Empathy can be or look/sound:

  • Inattentive
  • Uncompassionate, unfeeling, or inhumane
  • Emotionally detached or distant
  • Selfish and self-centered

Low Impulse Control can be or look/sound:

  • Lacking in self-control
  • Impulsive
  • Explosive
  • Overly talkative—monopolizing conversations
  • Short fused, quick to anger

Low Flexibility can be or look/sound:

  • Rigid in your thinking
  • Set in your ways and opinions
  • Lacking curiosity
  • Change-resistant
  • Slow to start new project or efforts

Low Reality Testing can be or look/sound:

  • Unrealistic and overly dramatic
  • Impractical & untrustworthy
  • Dishonest—prone to exaggeration

For Steve Jobs, his Emotional Expression was much higher than his Empathy. He focused much more (almost exclusively) on the expression of his emotions, thoughts, and feelings than on being empathic toward others. Balancing these facets required that Jobs listened carefully to the ideas of others and be attentive to their feelings. Because these facets were often out of balance, Jobs was never able to gauge whether the intensity and timing of his expression was appropriate for the situation.

Job’s Assertiveness was also quite high compared to his low Empathy score. Because these scores were out of balance, people viewed and experienced him and his behaviors as abrasive.

Finally, another area where Jobs’ emotional intelligence was out of balance was related to his low Empathy and high Emotional Self-Awareness. This meant that although he understood how he felt about a particular situation, he had the tendency to not spend enough time uncovering how others felt.

Steve Jobs used the handicap parking space as his own personal parking spot (Isaacson, 2011). He frequently berated and yelled at others and threw temper tantrums. He also tended to distort reality and was well-known for his reality distortion field (“He has his own way with the truth” [Isaacson, 2011, p. 185]). It was the key people in his life who helped to soften his unpleasant treatments of others as well as soothe his volatile behaviors.

For his Steve Jobs biography, Walter Isaacson conducted more than forty interviews with Jobs over two years. Isaacson also interviewed more than a hundred family members, friends, adversaries, competitors, and colleagues of Steve Jobs.

Here are some passages from Isaacson’s Steve Jobs biography:

“Ann Bowers became an expert at dealing with Jobs’s perfectionism, petulance, and prickliness. She had been the human resources director at Intel, but had stepped aside after she married its cofounder Bob Noyce. She joined Apple in 1980 and served as a calming mother figure who would step in after one of Jobs’s tantrums. She would go to his office, shut the door, and gently lecture him. “I know, I know,” he would say. “Well, then, please stop doing it,” she would insist. Bowers recalled, “He would be good for a while, and then a week or so later I would get a call again.” She realized that he could barely contain himself. “He had these huge expectations, and if people didn’t deliver, he couldn’t stand it. He couldn’t control himself. I could understand why Steve would get upset, and he was usually right, but it had a hurtful effect. It created a fear factor. He was self-aware, but that didn’t always modify his behavior”” (Isaacson, 2011, p. 121).

“[Steve Jobs] had always been temperamental and bratty. At Atari his behavior had caused him to be banished to the night shift, but at Apple that was not possible. “He became increasingly tyrannical and sharp in his criticism,” according to Markkula [the first big Apple investor; also a father figure to Jobs]. “He would tell people, ‘That design looks like shit.’” He was particularly rough on Wozniak’s young programmers, Randy Wigginton and Chris Espinosa. “Steve would come in, take a quick look at what I had done, and tell me it was shit without having any idea what it was or why I had done it,” said Wigginton, who was just out of high school” (Isaacson, 2011, p. 81-82).

Many people who worked at Apple “were afraid of Jobs “because of his spontaneous temper tantrums and his proclivity to tell everyone exactly what he thought, which often wasn’t very favorable”” (Isaacson, 2011, p. 113).

Jobs never apologized for treating people, especially those around him and people who worked for him, poorly. He thought it was his “job to be honest” because “I know what I’m talking about, and I usually turn out to be right” (Isaacson, 2011, p. 569).

There’s a useful Management Blind Spots Self-Evaluation created by Michael Timms of Avail Leadership. Out of the 15 common undesirable management tendencies (and their associated behaviors), Jobs easily checked off 13 of the 15 undesirable management tendencies!

  • Micromanage
  • Know-It-All
  • Dictatorial
  • Impersonal
  • Fail to Develop Others
  • Untrustworthy
  • Blame Others
  • Steal Credit
  • Provide Unclear Direction
  • Demanding Taskmaster* (Timms used the term “Slave Driver,” but I renamed it)
  • Emotionally Volatile
  • Overly Negative
  • Play Favorites

“Research has shown that people are five times more sensitive to their manager’s unconscious negative actions than to their manager’s efforts to motivate them. In other words, much of what managers do to motivate their staff is being undone by their thoughtless negative actions” (Timms, 2016).

The reason why people tolerated Jobs was because they “realized that despite his temperamental failings, Jobs had the charisma and corporate clout that would lead them to “make a dent in the universe”” (Isaacson, 2011, p. 112).

And to be very clear, Steve Jobs was successful despite his moderately low emotional intelligence because he had people around him [like Joanna Hoffman (his right-hand woman), Ann Bowers and her husband Bob Noyce (who were surrogate parents to Jobs) and Laurene Powell Jobs (his wife)] who had a strong, commanding, and/or calming influence on Jobs and who kept him in line.

Isaacson described Laurene Powell in this manner: “Smart, yet unpretentious. Tough enough to stand up to him, yet Zen-like enough to rise above turmoil. Well-educated and independent, yet
ready to make accommodations for him and a family. Down-to-earth, but with a touch of the ethereal. Savvy enough to know how to manage him, but secure enough to not always need to” (Isaacson, 2011, p. 267).

According to Joanna Hoffman, one of Steve Jobs’ right hand woman, Jobs can be very obnoxious because he thinks he can “get away with anything” (Isaacson, 2011, p. 184). While on a business trip in Italy, he became so nasty and was so mean to the waiter at a restaurant that Hoffman threatened that if Jobs didn’t calm down that she would pour hot coffee on him (Isaacson, 2011).

Apple’s manager in France, Jean-Louis Gassée said this about Steve Jobs: “The only way to deal with him was to out-bully him” (Isaacson, 2011, p. 185). “I remember grabbing his lapel and telling him to stop, and then he backed down. I used to be an angry man myself. I am a recovering assaholic. So I could recognize that in Steve” (Isaacson, 2011, p. 185).

Andy Hertzfeld, who worked with Steve Jobs at Apple in the early 1980s said: “The key question about Steve is why he can’t control himself at times from being so reflexively cruel and harmful to some people” (Isaacson, 2011, p. 5).

This part aptly summarizes Steve Jobs as a leader:

“There were some upsides to Jobs’s demanding and wounding behavior. People who were not crushed ended up being stronger. They did better work, out of both fear and an eagerness to please” (Isaacson, 2011, p. 121).

“Was all of his stormy and abusive behavior necessary? Probably not, nor was it justified. There were other ways to have motivated his team. Even though the Macintosh would turn out to be great, it was way behind schedule and way over budget because of Jobs’s impetuous interventions. There was also a cost in brutalized human feelings, which caused much of the team to burn out” (Isaacson, 2011, p. 123-124).

When Walter Isaacson, the biographer, asked Jobs: “Why are you sometimes so mean?” Jobs replied, “This is who I am, and you can’t expect me to be someone I’m not” (Isaacson, 2011, p. 565).

What Ann Bowers said about Steve Jobs is my main argument for why I believe Steve Jobs’ emotional intelligence is moderately low: that although he was very self-aware (i.e., he knew exactly what he was doing), he really didn’t care how he acted or treated others.

Walter Isaacson, who interviewed Jobs extensively and interviewed many of his friends, colleagues, and family for the biography, concluded that Jobs “could have controlled himself, if he had wanted. When he hurt people, it was not because he was lacking in emotional awareness. Quite the contrary: He could size people up, understand their inner thoughts, and know how to relate to them, cajole them, or hurt them at will” (Isaacson, 2011, p. 565).

“Most people have a regulator between their mind and mouth that modulates their brutish sentiments and spikiest impulses. Not Jobs. He made a point of being brutally honest. “My job is to say when something sucks rather than sugarcoat it,” he said. This made him charismatic and inspiring, yet also, to use the technical term, an asshole at times” (Isaacson, 2011, p. 564).

These stories and descriptions do not describe a person with high emotional intelligence. On the contrary, they describe some with low emotional intelligence.

Some have claimed that emotional intelligence is “not about being nice. Rather it’s about the ability to use the right emotion at the right time to get the right result. It requires the ability to read the other person, know how far you can push their buttons, and knowing when to back off and when to persist. If it is done with good intentions, even though unpleasant at the time, the payoff can be rewarding” (Stein, 2017, p. 49).

This sounds an awful lot like people who know how to read others and then use that knowledge and skill to manipulate others into doing what they want. When you are selfish and you use your talents to manipulate others, that’s not emotional intelligence. That’s just being manipulative.

As Isaacson wrote (2011, p. 312): “Jobs could seduce and charm people at will, and he liked to do so. People such as Amelio [Apple’s CEO who brought Steve Jobs back to Apple officially in January 1997 as a part-time advisor] and Sculley [Pepsi executive recruited by Jobs in 1983 to be Apple’s CEO; he clashed with and ousted Jobs in 1985] allowed themselves to believe that because Jobs was charming them, it meant that he liked and respected them. It was an impression that he sometimes fostered by dishing out insincere flattery to those hungry for it. But Jobs could be charming to people he hated just as easily as he could be insulting to people he liked.”

While it’s true that Steve Jobs inspired Apple employees to create ground-breaking products and instilled in them a belief that they could do what seemed impossible at times, the result was that many people experienced burnout and left. Those who worked for and/or with Jobs stated that it was one of the most stressful times of their lives.

Even Jony Ive admitted this about Steve Jobs:

“He has this very childish ability to get really worked up about something, and it doesn’t stay with him at all. But there are other times, I think honestly, when he’s very frustrated, and his way to achieve catharsis is to hurt somebody. And I think he feels he has a liberty and a license to do that. The normal rules of social engagement, he feels, don’t apply to him. Because of how very sensitive he is, he knows exactly how to efficiently and effectively hurt someone. And he does do that” (Isaacson, 2011, p. 462).

A Wired article talked about a reunion of former Apple employees. More than 1,300 ex-Apple employees showed up. Not surprisingly, many people shared stories about Steve Jobs as a demanding and hot-tempered leader. “Everyone has their Steve-Jobs-the-asshole story,” one of the attendees said (Kahney, 2003). “Everyone dreads getting caught in an elevator with him,” said another attendee (Kahney, 2003).

Apple co-founder Steve Wozniak said that Steve Jobs drove away some of Apple’s most talented employees (Bauter, 2014; Gibbs, 2014):

“Some of my very best friends in Apple, the most creative people in Apple who worked on the Macintosh, almost all of them said they would never, ever work for Steve Jobs again,” said Wozniak in an interview with the Milwaukee Business Journal. “It was that bad.”

Katie Savchuk (2019) wrote that narcissistic CEOs weaken collaboration and integrity, and while some may be bold leaders, they nevertheless create a dangerous corporate culture. “Success for such leaders is often attributed to their bold vision, extreme self-confidence, and determination to win at all costs. Less palatable qualities of the narcissistic personality type — including entitlement, hostility when challenged, and a willingness to manipulate — are seen as part of the package,” writes Savchuk.

Having high emotional intelligence does not mean being manipulative, mistreating others, deriving pleasure from hurting others, or justifying your own bad behaviors.

In an influential article that became the hallmark of the emotional intelligence theory, professors Peter Salovey and John Mayer (1990) wrote:

“The person with emotional intelligence can be thought of as having attained at least a limited form of positive mental health. These individuals are aware of their own feelings and those of others. They are open to positive and negative aspects of internal experience, are able to label them, and when appropriate, communicate them. Such awareness will often lead to the effective regulation of affect within themselves and others, and so contribute to well being. Thus, the emotionally intelligent person is often a pleasure to be around and leaves others feeling better” (Salovey & Mayer, 1990, p. 201).

Therefore, a person who is “smug, willful, brazen, demeaning, volatile, vindictive and manipulative” (Wasylyshyn, 2011), someone who’s a jerk, throws temper tantrums (Jobs’ temper has been described as “legendary” [Isaacson, 2011]), is childish and takes license to hurt others (Isaacson, 2011), and doesn’t care how he treats others or his “negative effects on others” (Wasylyshyn, 2011) is not a person with high overall emotional intelligence. In fact, anyone who engages in behaviors like these—regardless of being moderately emotionally intelligent or not—isn’t a very nice person.

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Bauter, A. (2014, Jun 24). One-on-one with ‘Woz’: Steve Wozniak talks Steve Jobs (Video). https://www.bizjournals.com/charlotte/news/2014/07/02/one-on-one-with-woz-steve-wozniak-talks-steve-jobs.html

Gibbs, S. (2014, Jul 8). Steve Wozniak: No one wanted to work under Steve Jobs ever again. https://www.theguardian.com/technology/2014/jul/08/steve-wozniakr-steve-jobs-apple

Isaacson, W. (2011). Steve Jobs. Simon & Schuster.

Kahney, L. (2003, September 15). Apple Memories Not Sweet as Pie. https://www.wired.com/2003/09/apple-memories-not-sweet-as-pie/

Lombardo, M. M., & Eichinger, R. W. (2000). FYI: For Your Improvement: A Development and Coaching Guide (3rd ed.). Lominger Limited, Inc.

Mayer, J. D., Salovey, P., Caruso, D. R., & Cherkasskiy, L. (2011). Emotional Intelligence. In R. J. Sternberg & S. B. Kaufman (Eds.), The Cambridge handbook of intelligence (pp. 528-549). Cambridge University Press.

Multi-Health Systems (MHS). (2011). EQ-i 2.0 User’s Handbook. Multi-Health Systems.

Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211.

Savchuk, K. (2019, November 4). Narcissistic CEOs Weaken Collaboration and Integrity. https://www.gsb.stanford.edu/insights/narcissistic-ceos-weaken-collaboration-integrity

Stein, S. J. (2017). The EQ Leader. John Wiley & Sons.

Timms, M. (2016). Management Blind Spots Self-Evaluation. Avail Leadership. https://www.availleadership.com/wp-content/uploads/2016/04/Avail_Leadership_Management_Blind_Spots_Self-Evaluation.pdf

Wasylyshyn, K. M. (2011, November 1). The Real Lessons from Steve Jobs’ Career. https://chiefexecutive.net/the-real-lessons-from-steve-jobs-career/

People with Secure High Self-Esteem Don’t Need or Seek External Validation

The older I get, the more reflective and observant I become. It might be because I’m older and a bit wiser, but I think it’s more about me learning important life lessons, appreciating and valuing what I have, not looking around comparing myself to others, or seeking other people’s approval or validation, and most of all being the best version of me.

Individuals who are self-assured and have secure high self-esteem aren’t bothered when others criticize their appearance, attack or make fun of their work, or try to humiliate them. Why?

If you are a Secure High Self-Esteem person, you:

  1. Know and stand firm in the belief that you do not want, need, or seek approval or validation from others;
  2. Recognize that the attacks unleashed on you or directed at you often have nothing (or very little) to do with your message, project, product, service, or who you are as a human being; and
  3. Always respect and accept yourself. You understand and appreciate your strengths, but you also acknowledge your weaknesses.

I see so many people who constantly struggle because they either see themselves as victims of life, that life is a dogfight with only a winner and a loser, or they try desperately to seek approval or validation from other people. I can relate because I once saw myself as a victim (woe-is-me mentality) and, before I finally found my voice and myself, I also sought approval and validation from others around me. I truly believe the best gift you can give yourself is self-validation.

“Something remarkable happens when you truly stop seeking other people’s approval, you automatically gain it, and find that others will then seek your approval.” -Steve Aitchison

Secure self-esteem comes from inside you. It is associated with high self-determination, knowing who you really are, and behaving independently (Vonk, 2006). What’s more, researchers have also found that even with “high” self-esteem, there’s an important distinction between someone with a stable high self-esteem vs. someone whose high self-esteem is unstable and contingent (Kernis, Lakey, & Heppner, 2008).

Secure high self-esteem involves “favorable feelings of self-worth that arise naturally from successfully dealing with life challenges, being authentic and expressing one’s true self in everyday life, and having relationships in which one is valued for whom one is and not for what one achieves” (Kernis, Lakey, & Heppner, 2008, p. 479).

People with secure high self-esteem are happy with themselves and like who they are, warts and all. Their sense of self-worth is stable and they’re able to accept their weaknesses. They “do not feel a need to be superior to others; for these individuals, high self-esteem is a given and does not need to be validated on an everyday basis” (Kernis, Lakey, & Heppner, 2008, p. 479).

Stephen Covey, in his classic The 7 Habits of Highly Effective People (2004), talked about the Abundance Mentality vs. the Scarcity Mentality.

Abundance Mentality is the belief that there’s plenty out there for everyone. Scarcity Mentality is the thinking that there’s only so much and that there’s not enough for everyone. Those with a scarcity mindset believe “if someone were to get a big piece of the pie, it would mean less for everybody else” (Covey, 2004, p. 219).

Those with a Scarcity Mentality will hoard or even steal recognition and credit, and power or profit. They’re unhappy for or jealous about the success or happiness of others around them.

“It’s almost as if something is being taken from them when someone else receives special recognition or windfall gain or has remarkable success or achievement” (Covey, 2004, p. 219).

It’s very sad because, instead of seeing their lives as being filled with abundance, they see themselves as lacking.

Covey (2004) said this is because the sense of self-worth for those with a scarcity mindset “comes from being compared, and someone else’s success, to some degree, means their failure” (p. 219).

“People with a Scarcity Mentality harbor secret hopes that others might suffer misfortune — not terrible misfortune, but acceptable misfortune that would keep them ‘in their place.’ They’re always comparing, always competing. They give their energies to possessing things or other people in order to increase their sense of worth” (Covey, 2004, p. 219-220).

The author of The EQ Difference (2005) uses “The Famine Voice” in place of a Scarcity Mindset, and “The Abundance Voice” rather than a Abundance Mindset.

I especially like how The Abundance Voice is described (Lynn, 2005): “[T]he abundance voice proclaims that, indeed, life’s riches are plentiful. She believes that somehow there will always be enough, and she refuses to be ruled by thoughts of scarcity. She can convince you that a crumb of bread, when served with a smile, is indeed a feast” (p. 67).

Takeaway: Secure High Self-Esteem people (1) Know and stand firm in the belief that they don’t need or seek approval or validation from others; (2) Recognize that attack(s) directed at them usually have nothing to do with their project, product, service, or who they are as a human being; (3) Always accept and respect themselves. They understand and appreciate their strengths, while also acknowledging their weaknesses; and (4) Have an Abundance Mindset. They believe there is plenty of riches to go around and that life isn’t a competition, with a winner or loser. They are simply content running their own race.

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Covey, S. R. (2004). The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change. Free Press.

Kernis, M. H., Lakey, C. E., & Heppner, W. L. (2008). Secure Versus Fragile High Self-Esteem as a Predictorof Verbal Defensiveness: Converging Findings AcrossThree Different Markers. Journal of Personality, 76(3), 477-512.

Lynn, A. B. (2005). The EQ Difference: A Powerful Plan for Putting Emotional Intelligence to Work. AMACOM.

Vonk, R. (2006). Improving Self-Esteem. In M. H. Kernis (Ed.), Self-Esteem Issues and Answers: A Sourcebook of Current Perspectives (pp. 178-186). Psychology Press.

Pygmalion Effect – A Leader’s Attitude and Expectation Set the Tone

In the book, Extreme Ownership, Leif Babin (a U.S. Navy SEAL officer who was a SEAL instructor overseeing the Junior Officer Training Course in the Naval Special Warfare Training Center) shared a story about the performances of two boat crews during Hell Week. Boat Crew II (which dominated and had a strong leader) and Boat Crew VI (which came in last in almost every race and had an indifferent and inexperienced leader). A SEAL senior chief officer (one of the SEAL instructors) suggested that they swap out the boat crew leaders from the best and worst crews and see what happens. The turnaround was stunning: “Boat Crew VI, the same team in the same circumstances only under new leadership, went from the worst boat crew in the class to the best” (Willink & Babin, 2017, p. 48-49).

As Babin wrote (Willink & Babin, 2017, p. 49): “How is it possible that switching a single individual—only the leader—had completely turned around the performance of an entire group? The answer: leadership is the single greatest factor in any team’s performance. Whether a team succeeds or fails is all up to the leader. The leader’s attitude sets the tone for the entire team. The leader drives performance—or doesn’t. And this applies not just to the most senior leader of an overall team, but to the junior leaders of teams within the team.”

This is a classic example of the Pygmalion Effect. 

The APA Dictionary of Psychology (VandenBos, 2007) defines Pygmalion effect as: “a consequence or reaction in which the expectations of a leader or superior engender behavior from followers or subordinates that is consistent with these expectations: a form of self-fulfilling prophecy. For example, raising manager expectations of the performance of subordinate employees has been found to enhance the performance of those employees” (p. 868).

“The idea here is that if an employee feels that a manager has confidence in him, his self-esteem will increase, as will his performance” (Aamodt, 2010, p. 330). Indeed, leaders often get the performance they expect from their employees.

In a classic Harvard Business Review article (originally published in 1969, reprinted in 1988), Livingston wrote (1988, p. 122): 

  • What managers expect of subordinates and the way they treat them largely determine their performance and career progress.
  • A unique characteristic of superior managers is the ability to create high performance expectations that subordinates fulfill.
  • Less effective managers fail to develop similar expectations, and as a consequence, the productivity of their subordinates suffers.
  • Subordinates, more often than not, appear to do what they believe they are expected to do.

“[S]uperior managers have greater confidence than other managers in their own ability to develop the talents of their subordinates” (Livingston, 1988, p. 126). Superior managers don’t give up on themselves and they definitely do not give up easily on their subordinates (Livingston, 1988).

“Managers not only shape the expectations and productivity of subordinates but also influence their attitudes toward their jobs and themselves. If managers are unskilled, they leave scars on the careers of young people, cut deeply into their self-esteem, and distort their image of themselves as human beings. But if they are skillful and have high expectations, subordinates’ self-confidence will grow, their capabilities will develop, and their productivity will be high” (Livingston, 1988, p. 130).

Takeaway: Leadership is, singularly, the most crucial factor in a team’s performance. What managers expect of their subordinates and the way they treat them significantly determine their performance and career progress. Superior managers create high performance expectations that subordinates fulfill. The best managers have confidence in themselves and in their ability to develop the talents of their subordinates.

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Aamodt, M. G. (2010). Industrial/organizational psychology: An applied approach (6th ed.). Wadsworth.

Livingston, J. S. (1969/1988). Pygmalion in management. Harvard Business Review, 66(5), 121-130.

VandenBos, G. R. (Ed.). (2007). APA dictionary of psychology. American Psychological Association.

Willink, J., & Babin, L. (2017). Extreme Ownership: How U.S. Navy SEALs Lead and Win. St. Martin’s Press.

Book Review – Compass: Your Guide For Leadership Development And Coaching


[From CCL’s description of the book]: An essential book on leadership development and coaching, Compass is the go-to reference to help you—and the people you develop—provide the leadership needed in any circumstance to galvanize teams, groups and entire organizations. It is ideal for leaders and managers looking to develop competency in themselves and others. A vital guide for training and development professionals—both inside an organization and external consultants— use Compass as a coaching tool and a blueprint for leader development plans.

Center for Creative Leadership (CCL) is a top-ranked, world-renowned leadership development provider. It has nearly 50 years of experience working with tens of thousands of organizations in more than 160 countries across 6 continents, helping more than a million leaders at all levels.

Compass: Your Guide for Leadership Development and Coaching (Scisco, Biech, & Hallenbeck, 2017) is similar to FYI: For Your Improvement: A Development and Coaching Guide (Lombardo & Eichinger, 2009). Both are coaching & development guides. However, beyond the fact that both books left in blank chapters as placeholders because “those numbers are reserved for future editions” (2017, p. vi), the similarities end there.

A major difference and one that I really appreciate is how CCL’s Compass titles and groups the various sections versus how Korn & Ferry’s FYI titles and groups theirs.

The major sections in FYI (5th ed.) include:

    • Unskilled – The “before picture” shows where you stand against the target.
    • Skilled – The “after picture” gives you a target of what success looks like when a competency or skill is done well.
    • Overused Skill – The possible negative consequences of using a skill too much or with too much force.
    • Some Causes – Common reasons why people struggle with this particular leadership competency
    • The Map – Why the competency is important.
    • Some Remedies – 10 tips/remedies for building the competency.
    • Some Develop-in-Place Assignments – Job tasks that require application of certain competencies. There’s almost always a develop-in-place assignment that you can select in your current job to address your development need.

The major sections in Compass are:

  • Overview – Provides context to why the competency is important, what effects its mastery can produce, and the consequences of not developing the competency.
  • Leadership in Action – Tells a story drawn from real-life accounts of leaders displaying their skill in the competency area.
  • What High Performance Looks Like – Lists descriptive words and phrases for how leaders appear to others when performing the competency well.
  • What’s in Your Way? – Presents common obstacles to development.
  • Coach Yourself – Poses reflective questions designed to spur thinking about the areas of focus in which the competency can be developed
  • Improve Now – Are quick changes” for developing skills.
  • Developmental Opportunities – Tactics and suggestions for developing skills.

In Compass, each competency starts off on a positive note with the “What High Performance Looks Like” section (leaders who are skilled in this competency will do these things). FYI, on the other hand, starts off negatively by drawing the reader’s attention to the top section in each competency called, “Unskilled” (leaders who are unskilled in this competency will do these things).

I find it much more helpful to know the positive skills & behaviors (in Compass) I should be striving for in order to improve myself rather than see a long list of undesired behaviors & skills (in FYI) that I should be avoiding.

Compass offers a lot of content (that’s well-organized and more interesting to read than FYI) for each competency chapter. I especially like the “What High Performance Looks Like” section, the “What’s in Your Way?” section, the “Coach Yourself” section, and the “Improve Now” section.

Compass is divided into four parts:

  1. The Fundamental Four: CCL believes that there are four competencies every leader needs to develop – communication, influence, learning agility, and self-awareness.
  2. Competencies for Impact and Achievement: These are 48 additional competencies derived from CCL research and practice.
  3. Career Derailers: Five career derailers that CCL research has identified as damaging to careers and what you can do to avoid derailing your career.
  4. What’s Next: Is a guide to setting development goals based on a CCL approach.

Whereas FYI is written and reads like a series of “lists,” Compass is written in a narrative style and reads more like a short blog post or article for each competency, making it much more interesting and easier to digest and recall. I gave a hard copy of the FYI book (a 3rd edition) to a good friend of mine, but never told him to “read” it, only to use it as a reference guide whenever he needs it (either for his own development or the development of his team). For CCL’s Compass book, I would highly recommend that you actually sit down and read through the competency chapters.

  • Korn & Ferry’s FYI (5th edition), features 67 Competencies*, 19 Career Stallers* and Stoppers, and 7 Global Focus Areas.
  • CCL’s Compass contains 52 Competencies and 5 Career Derailers.

Interesting factoid: Mike Lombardo worked at the Center for Creative Leadership for 15 years. Lombardo collaborated with Bob Eichinger and Morgan McCall on the book, Lessons of Experience: How Successful Executives Develop on the Job. Lombardo and Eichinger later started their own consulting firm, Lominger (which produced the FYI book). Lominger was later acquired by Korn & Ferry.

*Both the Competencies and the Career Stallers & Stoppers used in the FYI book came, in part, from studies at the Center for Creative Leadership (Lombardo & Eichinger, 2009).

For a comparison, I selected the decision making competency. Compass calls it “decision making” while FYI labels it “decision quality.” In the overview section of the competency on decision making, Compass offers a nice overview and links it to Captain “Sully” Sullenberger and the 208-second decision-making process he took to safely land the disabled US Airways Flight 1549 on the Hudson River. In the “Leadership in Action” section, Compass provides a more detailed account of what happened to Flight 1549 that led to Captain Sullenberger’s quick and decisive decision making on January 15, 2009.

In the “What High Performance Looks Like” section of Compass, descriptions for how a leader appear to others when performing the decision making competency well include:

Leaders who make their decisions using sound judgment:

  • grasp the crux of an issue despite having ambiguous information
  • accurately differentiate between important and unimportant issues
  • are quick learners
  • can quickly set priorities
  • have the courage to make decisions without full information

In the “What’s in Your Way?” section, Scisco, Biech, and Hallenbeck (2017) write:

“Leaders who don’t base their decisions on sound judgment put themselves, their teams, and possibly their organizations at risk. Those negative outcomes are even more likely when a leader’s judgement is compromised by a weak ethical stance or when a leader simply lacks the courage to decide to act–even without complete information” (p. 162).

Review the following list and note the items that you believe might be holding you back from becoming a better decision maker (Scisco, Biech, & Hallenbeck, 2017, p. 162):

  • You don’t like to ask for input from others but prefer to go it alone.
  • You fall prey to “analysis paralysis”–incessantly poring over information and approaches without making progress.
  • You value complicated solutions over simple, elegant ones.
  • You’re uncomfortable with ambiguity and anxious about making decisions without full information.
  • Once you’ve made a decision, you insist it’s the right one even in the face of contrary evidence.

In the “Coach Yourself” section of Compass, Scisco, Biech, and Hallenbeck (2017) advise asking yourself these questions:

  • “Do you make decisions quickly or do you delay for fear of getting it wrong?”
  • “How comfortable are you in ambiguous situations?”
  • “How do you react in a crisis?”

Another competency that both Compass and FYI share is Interpersonal Savvy.

In examining the Interpersonal Savvy competency chapter in FYI, I saw a laundry list of questions and advice that sounded more like a lecture. The exception is “The Map” section which offers a nice write-up of each competency. In my opinion, two of the biggest weaknesses of the FYI book are: (1) There’s a lack of a narrative writing style (like in “The Map” section) and often the writing is rather choppy, and (2) The recommendations (called “Remedies”) are overly repetitive. (e.g., “Be a better listener. Interpersonally skilled people are very good at listening. They listen to understand and take in information to select their response. They listen without interrupting.”).

Contrast this with the Compass book. In the Interpersonal Savvy competency chapter, listen is mentioned just twice (under What High Performance Looks Like – “listen well” and under What’s in Your Way – “you prefer to talk rather than listen”).

In the overview section of the Interpersonal Savvy competency in Compass, the authors write:

“You might have great ideas and be highly accomplished, but if you struggle to connect with other people you won’t be successful leading them. You need interpersonal skills to recognize and assess what others need. These skills involve not only listening to others, but also include noticing social cues that communicate how others are thinking and feeling, even if they don’t say so outright” (Scisco, Biech, & Hallenbeck, 2017, p. 261).

In the “What’s in Your Way?” section of the Interpersonal Savvy competency, Scisco, Biech, and Hallenbeck (2017) write:

“If you struggle to develop interpersonal savvy, you might not pick up on cues to how others are thinking and feeling until small misunderstandings grow into problems and conflicts. Others may not feel personally connected to you and may avoid coming to you with issues or may hesitate to give you helpful feedback” (p. 263).

Here’s what a competency chapter looks like in Compass. Note: I took screenshots of the Learning Agility competency chapter in a Google Books preview since I couldn’t get a good photo without bending and/or breaking the spine of my hard copy.

Summary: I never thought I would say this, but I have just found a worthy successor to my FYI book! Backed by research and practice from the Center for Creative Leadership (CCL), a top-ranked, world-renowned provider of leadership development, Compass: Your Guide for Leadership Development and Coaching is an incredibly useful and instantly actionable book. If you are an individual contributor, a leader or manager, or a consultant or coach, you will find the “What High Performance Looks Like” section, the “What’s in Your Way?” section, the “Coach Yourself” section, and the “Improve Now” section to be especially relevant to helping you determine the skills you need to improve or the skills you want to develop in others. The layout and design, along with the decent font size and use of icons, make reading and locating information in the Compass book effortless. Finally, the real-life stories of leaders demonstrating their skills in one of the competency areas (in the “Leadership in Action” section) make Compass truly enjoyable to read!

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Lombardo, M. M., & Eichinger, R. W. (2009). FYI: For Your Improvement: A Guide for Development and Coaching (5th ed.). Minneapolis, MN: Lominger International.

Scisco, P., Biech, E., & Hallenbeck, G. (2017). Compass: Your Guide for Leadership Development and Coaching. Greensboro, NC: Center for Creative Leadership Press.

Disclosure: I purchased a hard copy of Compass: Your Guide for Leadership Development and Coaching on my own.

How to Manage Better by Matching Leadership Style to Development Level

“Oversupervising or undersupervising—that is, giving people
too much or too little direction—has a negative impact on people’s development. That’s why it’s so important to match leadership style to development level” (Blanchard, 2010, p. 76).

I was eating at a sandwich shop about a week ago. It was still too early for lunch but since I was hungry and they happened to be opened, I went inside. The staff was busy preparing for the busy day and, even though they weren’t officially opened yet, they allowed me to go ahead and placed my order since I was using a credit card.

I got my sandwich and decided to sit and eat inside the restaurant. While I was there, the manager was busy talking to a visitor (from what I could gather, it sounded like an interview). At one point, one of the staff informed the manager that they were expecting a huge order of sandwiches and that she would need his help in order to get all the orders prepped and ready for delivery.

The manager quickly told the employee to just do it by herself. This brought up feelings of anger and resentment from the employee, as evidenced by her yelling at the manager:

“You’re a f***king, a**hole! I’m just one person and you expect me to do everything by myself and it’s not fair!”

Noticing that there was one customer in the restaurant (me), the manager quietly shot back, “It’s your job so just do it.”

As I headed out the door, I looked at the young lady and wished her a nice day. Of course, that was too late at that point because her entire day had been ruined because of this very poor interaction with her supervisor.

Obviously, no direct report or employee should ever talk to a manager in that manner or vice versa. But their interactions reflected at least three things. First, it tells me that this is not the first time that the employee has been allowed to speak like that. Second, it demonstrates that the manager uses a command and control style of management, wherein he (the boss) barks orders and expects his staff to just do it. In this manager’s mind, he’s the boss, he tells his staff what to do, and they carry out his orders. Third, and finally, it shows that the manager only uses the one leadership style that he knows to lead and manage his staff.

In Leading at a Higher Level (2010), Blanchard and his co-authors wrote (p. 76), “To bring out the best in others, leadership must match the development level of the person being led.”

In the Situational Leadership II model, there are two dimensions to leadership style:

  1. Directive Behavior—setting goals; telling and showing people what to do, when, and how to do it; and providing frequent feedback on results
  2. Supportive Behavior—listening, facilitating self-reliant problem solving, encouraging, and asking for input

Blanchard’s Situational Leadership II (SLII®) teaches leaders to diagnose the needs of an individual or a team and then use the appropriate leadership style to respond to the development needs of the person and the situation. The model is based on the belief that if a leader can develop the talent to skillfully diagnose an employee’s development level on a specific goal or task, then he or she can decide, what directive or supportive behaviors are needed to develop that employee. Once the employee’s development level is diagnosed, the leader then matches his/her leadership style to that development level for that task. A matching leadership style helps individuals move through the development continuum from enthusiastic beginner to disillusioned learner, to capable but cautious performer to self-reliant achiever.

Effective leadership occurs when leaders match their style to the competence and commitment of the followers. Effective leaders are those who can recognize what followers need and then adapt their own style to meet those needs. For individuals at

  • D1 (low competence/high commitment)—use a Directing (S1) leadership style.
  • D2 (low to some competence/low commitment)—use a Coaching (S2) leadership style.
  • D3 (moderate to high competence/variable commitment)—use a Supporting (S3) leadership style.
  • D4 (high competence/high commitment)—use a Delegating (S4) leadership style.

There are four leadership styles: Directing, Coaching, Supporting, and Delegating. Each style is a different combination of directive and supportive behavior.

  • S1—Directing = high direction/low support
  • S2—Coaching = high direction/high support
  • S3—Supporting = high support/low direction
  • S4—Delegating = low direction/low support

The four leadership styles differ in three ways: the amount of direction the leader provides, the amount of support the leader provides, and the amount of associate involvement in decision making.

To determine what is needed in a particular situation, a leader must evaluate her or his followers and assess how competent and committed they are to perform a given goal. Based on the assumption that followers’ skills and motivation vary over time, situational leadership suggests that leaders should change the degree to which they are directive or supportive to meet the changing needs of followers.

Back to my story about the upset employee who was yelling at her boss. If we follow Blanchard’s Situational Leadership (2010, 2019), we will first diagnose the development level of the employee. Second, we will use a leadership style to match the development level of the employee. Third, we will partner with the employee for performance (or align with the employee and set goals)*. [*In the 3rd edition (2019), Blanchard and team moved the third step to the first step.]

Diagnose Development Level: The employee is most likely at the D2 or D3 level. She is fairly to moderately competent but struggles with her commitment.

  • D2 (low to some competence/low commitment)—use a Coaching (S2) leadership style.
  • D3 (moderate to high competence/variable commitment)—use a Supporting (S3) leadership style.

Match Leadership Style: We arrive at two recommended leadership styles that the manager could have used to interact with her:

  • S2—Coaching = high direction/high support
  • S3—Supporting = high support/low direction

The employee might be at the D2 level, wherein she is somewhat new and although she knows the basics, she still in unsure about her own abilities to master the other skills to be successful in her role. If this is the case, she would need a coaching leadership style, which is high on direction but also high on support. The manager will want to “provide a lot of praise and support at this stage because you want to build [her] confidence, restore [her] commitment, and encourage [her] initiative” (Blanchard, 2019, p. 59).

The employee could be at the D3 level, in which she knows her day-to-day responsibilities well but sometimes doubts herself and questions her own ability to perform on her own without needing the manager’s help or the support of others. For employees at the D3 level, the manager should use an S3 (Supporting) leadership style, wherein the manager will support her efforts, listen to her concerns and suggestions, while also being there to support her. The manager will encourage and praise but not direct, since this style is more collaborative (Blanchard, 2019).

Partnering for Performance: Blanchard’s Situational Leadership II (SLII®) emphasize the importance of the manager aligning with his/her direct report for performance. Blanchard calls these alignment conversations, “where you agree on goals, development level, and leadership style.” Be sure that your employees understand and know what you are doing when you try to match your leadership style to their development level and what agreement has been made between the manager and employee about what needs to be done and when (Blanchard, 2019).

In command and control, “the manager tells us what to think and do, while partnering for performance suggests that how we achieve the vision is left open for discussion and input by everyone involved” (Blanchard, 2019, p. 40).

In determining what style to use with what development level, just remember that, “Leaders need to do what the people they supervise currently can’t do for themselves” (Blanchard, 2019, p. 57).

Here are three important caveats.

Caveat #1: “In reality, development level applies not to the person, but to the person’s competence and commitment to do a specific goal or task. In other words, an individual is not at any one development level overall. Development level varies from goal to goal and task to task. An individual can be at one level of development on one goal or task and be at a different level of development on another goal or task.” (Blanchard, 2010, p. 81).

Caveat #2: The manager at this particular sandwich shop did not know how to use any other style of leadership other than directing. And even then, he was terrible at it. However, with the proper training, he can be taught the different development levels and leadership styles, and can learn (with practice) how to match his newly learned leadership style to the employee’s development level on a specific goal or task. Only after that can he then have alignment conversations, where both he and the employee will agree on the expected performance behaviors and goals.

Caveat #3: “Just as leaders must move from command and control to a partnering relationship with their people, so too must those who are being led move from ‘waiting to be told’ to taking the initiative to lead themselves” (Blanchard et al., 2019, p. 70).

“If the key role of situational leaders is to become partners with their people, the new role of people is to become partners with their leaders” (Blanchard, 2010, p. 92).

Let’s return to the employee and manager at the sandwich shop. Although we would want the manager to learn the skills to be adaptable in leading and managing the employee (i.e., diagnose development of employee, match leadership style, partnering for performance), the onus is also on the employee to become empowered, and learn to be more self-directed and self-lead so that she is not constantly looking to or asking the manager for directions.

“If empowerment is to be successful, organizations and leaders must develop self leaders in the workforce who have the skills to take initiative” (Blanchard, 2019, p. 70).

“All people have peak performance potential—you just need to know where they are coming from and meet them there” (Blanchard, 2019, p. 65).

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Blanchard, K. (2019). Leading at a higher level (3rd ed.). Hoboken, NJ: Pearson Education, Inc.

Blanchard, K. (2010). Leading at a higher level (Revised and Expanded ed.). Upper Saddle River, NJ: FT Press.

Overplanning Is No Substitute For Getting Sh*t Done

Overplanning is defined as planning excessively or in more detail than is necessary.

No Amount of Planning Can Ever Replace Just Getting Stuff Done

In an article on Medium.com, Lidich (a Serial Entrepreneur, Product Architect, and Co-Founder at Airdyme.io) recounted how, in his previous startup, he and his team spent so much time planning that they forgot the importance of execution!

Don’t Not Plan, But Don’t Overplan

In FYI: For Your Improvement (a guide for coaching and development), Lombardo and Eichinger talked about planning (Lombardo & Eichinger, 2000). When a person is skilled, he can (p. 281):

• Accurately scope out length and difficulty of tasks and projects
• Set objectives and goals
• Break down work into the process steps
• Develop schedules and task/people assignments
• Anticipate and adjust for problems and roadblocks
• Measure performance against goals
• Evaluate results

However, when planning is overused, it can result in (p. 281):

• Being overly dependent on rules, regulations, procedures, and structure
• Leaving out the human element of the work
• Being inflexible and having trouble with rapid change

Don’t Sacrifice Execution for Overplanning

In Lidich’s case, he allowed planning to trump execution. Lidich and his team excessively planned, analyzed, and overanalyzed without ever making sure that they actually had a product. They debated, analyzed, and even had mockups but, ultimately, they never managed to get a viable product to market. As he lamented, “We had mockups that never became products, and product ideas that never found a way into our product portfolio.”

Getting Sh*t Done On an Island

When I worked abroad on an island in the Pacific Ocean, I suggested to my colleagues that we should launch a crisis training workshop. Almost as soon as I uttered those words, several of them went into an analysis mindset to consider all the ways that the idea would not work.

So I decided to just do it. I reasoned that even if it failed, at least I tried something – anything, which is better than sitting around debating why something may or may not work!

It would be irresponsible to say that I did not plan at all. Of course, my partner and I planned. But I didn’t focus solely on the planning phase because I knew that the execution phase was much more important and valuable.

And while it was chaotic and disorganized, the end result was that we helped educate and train hundreds of teachers and school administrators on how to better manage crisis situations in their schools.

Ooh, The Colors Are So Pretty!

In one company, a young professional spent so much time on his project plan, even going so far as color-coding events and dates, that he failed to execute to get the job done. He had spent so much time designing and perfecting the plan that when it came time to actually deliver on that plan, he was exhausted and didn’t understand why his plan failed. Here’s the no-brainer answer: The plan didn’t fail. The execution of the plan failed.

Act Learn Build Repeat

Paul Brown (a former writer and editor at Business Week, Inc. and Financial World), writes, “In the face of the unknown, the Act Learn Build Repeat models works best.”

Brown makes a good point, which is that if we focus on planning, there’s an “assumption that you can forecast the future with a high level of certainty.” He argues that planning works “really well when things in the future are going to be similar to the immediate past.”

“Researching, planning and gathering resources doesn’t help you much when the world is changing as fast as it is these days. You can come up with a plan that is perfect—for a world that passed you by while you were spending all that time planning.” –Paul Brown

Takeaway: Failures are inevitable when you overly devote time, energy, and resources toward planning while ignoring or neglecting execution. I cannot emphasize this enough: stop excessively planning and just get things done! Too many organizations and too many leaders and workers are relying mainly on whiteboarding, project-tracking, and doing things that “look” like actual work. They forget that simply drawing a house doesn’t mean that the house gets “built.” No, that would require doing the actual work rather than just planning it out on paper. Remember, planning is good, but doing is better! I love this wisdom from Paul B. Brown: “You can come up with a plan that is perfect—for a world that passed you by while you were spending all that time planning.”

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Brown, P. B. (2013, May 19). If You Want To Be Successful, Don’t Spend Too Much Time Planning: A Case Study. Retrieved from https://www.forbes.com/sites/actiontrumpseverything/2013/05/19/if-you-want-to-be-successful-dont-spend-too-much-time-planning-a-case-study/#2d1242cc6618

Lidich, V. (2019, March 26). Why Execution Is More Important Than Planning. Retrieved from https://medium.com/swlh/why-execution-is-more-important-than-planning-31877e278c5d

Lombardo, M. M., & Eichinger, R. W. (2000). FYI: For Your Improvement: A Development and Coaching Guide (3rd ed.). Minneapolis, MN: Lominger Limited, Inc.

Fully Engaged – When Great Days at Work Feel Like MAGIC

According to DecisionWise (2018), “Employee engagement is an emotional state where we feel passionate, energetic, and committed to our work. In turn, we fully invest our best selves—our hearts, spirits, minds, and hands—in the work we do.”

“This translates into employees who give their hearts, spirits, minds, and hands to deliver a high level of performance to the organization.” -DecisionWise (2016)

Results of research involving over 32 million survey responses by DecisionWise (2018) revealed and validated that employee engagement is based on fulfilling five basic human needs in our work.

5 MAGIC keys of employee engagement (DecisionWise)—
Meaning, Autonomy, Growth, Impact, and Connection

  1. Meaning – Your work has purpose beyond the work itself.
  2. Autonomy – The power to shape your work environment in
    ways that allow you to perform at your best.
  3. Growth – Being stretched and challenged in ways that
    result in personal and professional progress.
  4. Impact – Seeing positive, effective, and worthwhile
    outcomes and results from your work.
  5. Connection – The sense of belonging to something
    beyond yourself.

Once these five needs are met, our overall level of happiness increases.

Another employee engagement model is the “X Model” by BlessingWhite. According to the X Model of Engagement, full engagement occurs when an individual is at a point of maximum satisfaction and is also providing maximum contribution. Employees who are truly engaged are at “the apex” where personal and organizational interests align.

“These employees are at “the apex” where personal and organizational interests align. They contribute fully to the success of the organization and find great satisfaction in their work. They are known for their discretionary effort and commitment.” -BlessingWhite (2011)

BlessingWhite says we should not think in terms of engagement, but rather about great days at work.

BlessingWhite describes it in this manner: “Great days at work happen when individuals are giving all they can to the organization and when their personal satisfaction is maximized. Great days are what full engagement looks like.” -BlessingWhite (2018)

In my current role as a Leadership Development Manager, I’m extremely privileged to have the chance to work with amazing leaders at my company. In fact, the President of our company remarked about how lucky I am to be able to meet and interact with all managers (who manage our 344 auto collision repair shops in 24 states in the U.S.), their directors, and VPs — all total, and if I also count our corporate leaders, approximately 550 leaders of the company! It’s an extraordinary honor to be able to work with and help so many leaders, to love what I do, and to be acknowledged and praised for it (by those I’m trying to help) in the process.

It’s so humbling and I am quick to share that I’m very lucky to be a part of this leadership development experience, to work with incredibly talented and dedicated people, and that it takes an entire village of fully engaged professionals (from almost every department in the company [e.g., C-level, Operations, Finance, Advertising, Human Resources, Training, etc.]) to make this work.

There’s no question in my heart or mind that what I’m doing right now is what I’ve been dreaming about doing. I feel extremely engaged and have many, many great days at work. I am fulfilled because the five basic human needs (M-A-G-I-C) in my work are met. There’s (M)eaning because my work has purpose beyond the work itself. I’m given (A)utonomy to shape my work environment in ways that allow me to perform at my best. I’m experiencing (G)rowth because I’m stretched and challenged in ways that result in personal and professional progress. I see the (I)mpact — the positive, effective, and worthwhile outcomes and results from my work — of my efforts. And, there’s a sense of (C)onnection, a sense that I belong to something beyond myself.

As a highly engaged employee, I’m enthusiastic about my job and I am committed to my work and my organization. For me, there’s no better or more accurate gauge of employee engagement than me feeling energetic and excited, being absorbed in the work that I do, and remaining devoted to the organization I work for. I am extremely blessed to work with outstanding professionals ― talented, dedicated, kind, and caring people who find meaning and magic in their work.

My hope is that people see in me a caring, talented, and devoted professional, one who takes great pride in his work. What’s more, my wish is that they also see that I’m someone who is more concerned with the success of the team than with getting credit for my contributions; that I work hard and do whatever is necessary to help my team succeed; and that I’m emotionally intelligent enough to know how my words and actions impact others (Lencioni, 2016).

I love this quote:

“Don’t ask what the world needs. Ask what makes you come alive, and go do it. Because what the world needs is people who have come alive.” ―Howard Thurman

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

BlessingWhite. (2018). Great Days at Work. https://blessingwhite.com/great-days-at-work/

BlessingWhite. (2011). BlessingWhite’s Employee Engagement Model.

BlessingWhite. The X-Model of Employee Engagement.
https://blessingwhite.com/the-x-model-of-employee-engagement/

DecisionWise. (2016, June 1). MAGIC – Five Keys to Unlock the Power of Employee Engagement. https://www.decision-wise.com/infographic-magic-five-keys-to-unlock-the-power-of-employee-engagement/

DecisionWise. (2018). Engagement MAGIC: Five Keys to Unlock the Power of Employee Engagement. https://www.decision-wise.com/engagement-magic

DecisionWise. (2018, October 16). The Five Keys of Employee Engagement. https://www.decision-wise.com/the-five-keys-of-employee-engagement/

DecisionWise. (2018, December 18). What We’ve Learned About Engagement. https://www.decision-wise.com/what-weve-learned-about-engagement/

Lencioni, P. (2016). The Ideal Team Player: How to Recognize and Cultivate the Three Essential Virtues. Hoboken, NJ: Jossey-Bass.

Book Review – Forging An Ironclad Brand: A Leader’s Guide

I’m going to start this book review with a confession: I know nothing about branding. In fact, I initially thought branding was just another word for marketing and that branding was mostly or all fluff and no substance. Boy, was I wrong!

This book (Forging An Ironclad Brand) gave me an unexpected and very much appreciated lesson about branding and helped me understand that having a brand strategy is a business advantage. Pedersen explains on her website: “I want to demystify brand strategy because I know that leaders are at once intimidated by and scornful of it, because they view it as soft, amorphous, unmeasurable. Yet it can be their unassailable competitive advantage.”

In her own words, Pedersen summarizes how the book is structured:

“The book divides in thirds. The first third of the book demystifies brand so you understand what it really is, how empowering it is as a leadership tool. I “de-squish” brand, taking it apart to show what it really means.

“And since the other barrier to harnessing brand is its seeming intimidation, the second third of the book unveils my Ironclad Method. This eight-step process shows you how to build a robust and hard-working brand strategy. By following each of the eight steps, you will articulate your brand strategy in an empowered, proactive way, rather than waiting for creative lightning to strike.

“Lastly, once you grasp a firm understanding of and articulate your brand’s value, you must bring your brand to life. So in the final third of the book, I reveal the three major levers for activating a brand that will build a beloved business.

“It’s the why, what, and how of brand strategy. You will come away knowing what brand is, why you should care, and how to build one. When you finish the book, you will be equipped with the ultimate tool for what you care most about – leading a business that ever increases in value and meaning.”

The publication of Forging An Ironclad Brand is especially timely given that, in my own organization, I am tasked with helping business leaders be more effective business owners. In our Leadership Academy (a week-long leadership development intensive which is part of a 14-week program), I have the privilege of interacting with and listening to managers, directors, and Vice Presidents talk about how important and how meaningful the company is to them. Time and time again this idea of what our company stands for has come up! Out of the five core values (integrity, family, service, quality, and growth), the two that have been mentioned over and over again in all the stories shared are family and integrity!

This part superbly captures what I did not know about branding:

“Articulating your brand is not about creating something out of thin air. It’s about discovering something latent. It’s identifying what customers want that you are uniquely able to satisfy, and then building your promise around that” (Pedersen, 2019, p. 153).

Pedersen writes (2019, p. 92): “[A]ll companies are product companies, at least loosely described (a service is an intangible product). That product is the mechanism through which customers experience your brand promise. So, all companies have a product and all companies have a brand. The leaders who recognizes the role of both the product and the brand set the conditions to prosper.”

“An ironclad brand differentiates your business in an enduring way. Product can be copied. Patents expire. Features obsolesce. What cannot be copied is a relationship. What does not expire is the trust you earn by particularly and consistently solving a customer need. What never gets old is delight. Loyal customers will not only stay with you—they will follow you as you evolve. They will love you—and encourage others to engage with you, too” (Pedersen, 2019, p. 93).

“Great brands garner enormous value to a business. They help a customer to see your business, like it, and be loyal to it. What’s more, great brands help leaders to know what to prioritize and what to deprioritize as they develop content, innovate their offering, and scale their businesses. While it may seem that great brands emerged into culture fully realized, truly great brands come from an intentional defining of the brand strategy.” -Description of Lindsay Pedersen’s “Create a Brand Strategy” Lynda.com course

What’s the difference between brand and marketing?

Pedersen says:

“Brand is the meaning that you stand for in the mind of your audience, your customer. Marketing is the set of activities of messaging and delivering that meaning. So, brand is the meaning you stand for, and marketing is the activation of that meaning.”

In Forging An Ironclad Brand: A Leader’s Guide, Pedersen shares her eight-step process for crafting a brand strategy.

The Ironclad Method:

  • Step 1: Orient – set the starting point: who do you serve, and what are their current alternatives for the problem you solve?
  • Step 2: Listen – glean insights about the real human beings behind the concept of “target customer” by listening directly to your customers
  • Step 3: Examine – inventory the insights you have about your customers, your competitors, and your company, so you can spot the overlap that’s already there and start to passionately cultivate it.
  • Step 4: Ladder – distill your business’s value proposition into an argument that’s aspirational and grounded. The ladder represents the levels that your business benefits your customer, from functional and grounded to the emotional and transcendent. Your brand’s benefit ladder serves as the core of your brand strategy.
  • Step 5: Characterize – People connect better with other human beings than with abstract entities. Define the character of your brand and inject it with personality and tonality. Articulate the qualities of the business as though it were a person.
  • Step 6: Stage – define each stage of your customer’s journey with your brand. Sequence the customer journey; Grasp each distinctive mindset; Tailor the message by stage and mindset.
  • Step 7: Activate Creative – put to use your ironclad brand strategy. The creative and messaging you create–company name, logo, About Us page, packaging, photos for your website, ads on social media, and everything you do to communicate your brand to your audience–occur in this step.
  • Step 8: Zoom Out – once everything is in place, zoom out and look at your business as a first of trees in which your brand lives.

Pedersen writes based on her years of experience working to help “businesses of all shapes and sizes, from solo-owned to publicly traded; from B2B to B2C; from stodgy, old-economy categories to disruptive, new-to-the-world innovations” (p. 118). For instance, she has advised companies such as Zulily, Starbucks, T-Mobile, Coinstar and IMDb. Prior to this from 2001 to 2007, she worked for over 5 years as a Brand Manager at Clorox, where she led billion-dollar businesses and newly-launched categories, from Clorox Bleach to Armor All to Brita.

Here’s a great example. In Chapter 8 (Step 2: Listen), Pedersen painstakingly walks the readers through preparing your own listening mindset, and staying open as you conduct one-on-one phone interviews with your customers. Pedersen details how to compose your discussion guide (preparing your questions in three parts) and how to conduct your research (don’t jump too soon to the “low altitude” set of questions; using silence; not correcting/informing/teaching; and not being shallow). She illustrates this with sample questions she might prepare if she were doing the brand strategy for United Airlines First-Class Lounge (for those who often travel for work and who flies business class). Interestingly, the customer interview (pp. 150-151) sounds almost like a coaching session because of the open questions that Pedersen asks and her advice (p. 149) about using silence, listening between the lines, and not chiming in to correct or offer suggestions or advice.

Takeaway:

Forging An Ironclad Brand: A Leader’s Guide isn’t fluff. It’s not written by someone who came up with a catchy method and then jazzed it up. Pedersen is a seasoned professional and reading her book and learning from her is incredibly illuminating. It’s like having a branding expert in the palm of your hand, doling out spot on, sage advice!

“A brand is a promise delivered. It is not merely what you say you do – it is what you actually do. It is the set of functional and emotional benefits and attributes that you bring to your customer. It is what you do, how you do it, and why you do it. Once you realize that your brand is not the colors, words or graphics you use to promote your business, but instead the content of your promise to your customer, you quickly understand how inappropriate it is to think of brand as a superficial gloss. Instead you see that your brand should be built into your product or service from beginning to end.” -Lindsay Pedersen (2016)

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Pedersen, L. (2019). Forging An Ironclad Brand: A Leader’s Guide. Austin, TX: Lioncrest Publishing.

Pedersen, L. (2016, March). Unleash Your Brand as a Force Multiplier. https://ironcladbrandstrategy.com/pdfs/whitepapers/IroncladBrandStrategy_WhitePaper_UnleashYourBrand.pdf

Pedersen, L. (2019, Feb 25). What is the difference between brand and marketing? https://ironcladbrandstrategy.com/ask-lindsay/can-i-have-a-brand-without-marketing-or-marketing-without-brand

Pedersen, L. (2019, Feb 25). Why I Wrote a Book About Brand. https://ironcladbrandstrategy.com/ask-lindsay/why-i-wrote-a-book-about-brand

Disclosure: I received a print copy of Forging An Ironclad Brand: A Leader’s Guide as a complimentary gift, but my book review was written as though I had purchased it.

Being Inconsistent Can Cost You Your Credibility

Being inconsistent is not just about words versus actions, but also in what you say consistently (across time) and how you act consistently (across time). In other words, at any given moment and especially depending on the person or group you are interacting with, an observer might find that you are a completely different person. You cater to certain individuals while dismissing others. You value one person solely based on his/her title and position in the organization above another person.

In the past decade, regardless of the type of organization (nonprofit, educational institution, or for-profit company), I have consistently observed this type of inconsistency rear its ugly head (i.e., emerge).

I’ve written before about people with a “situational value system” on the WorkPlacePsychology.Net site. Indeed, that post is, by far, the most visited and shared of any other post on this site. I think it resonates so strongly with many people because they know of or have been treated by someone who acts in that manner (i.e., inconsistently).

Leaders, never forget that others, especially those who report to you, are watching your every word and deed. When you are inconsistent, you lose your credibility. “Being wishy-washy or inconsistent in your viewpoints inhibits credibility” (Whetten & Cameron, 2016, p. 441). In fact, voters in many countries rank their politicians very low in credibility because politicians are often inconsistent with what they say and will change what they say based on the audience they are addressing.

John Maxwell wrote this: “For years I have taught leaders that in their interactions with others they create ‘accounts’ of trustworthiness. Every interaction with another person either makes deposits in that person’s account or makes withdrawals from it. The best way to make regular ongoing deposits is by modeling good character consistently. Why? Because people are convinced more by what a leader does than by what a leader says. . . .People see what you do. Leadership confusion occurs when your words and your walk do not match. If that incongruity continues, not only will you confuse your people—you will lose your people” (Maxwell, 2018, p. 54-55).

“It has been said that you don’t really know people until you have observed them when they interact with a child, when the car has a flat tire, when the boss is away, and when they think no one will ever know. But people with integrity never have to worry about that. No matter where they are, who they are with, or what kind of situation they find themselves in, they are consistent and live by their principles” (Maxwell, 2007, p. 343).

Takeaway: The book, Harvard Business Review Manager’s Handbook: The 17 Skills Leaders Need To Stand Out, says it this way: “Being consistent means that your actions align with the values you profess. . . .Keep your promises and model ethical behavior from day one, even if it means making an unpopular decision . . . .By behaving consistently, you teach people that they can interpret your actions in a straightforward way, without worrying about your intentions” (p. 25).

Written By: Steve Nguyen, Ph.D.
Leadership Development Advisor

References

Maxwell, J. C. (2007). The Maxwell Daily Reader: 365 Days of Insight to Develop the Leader Within You and Influence Those Around You. Nashville, TN: Thomas Nelson.

Maxwell, J. C. (2018). Developing the Leader Within You 2.0. Nashville, TN: HarpersCollins.

The Harvard Business Review Manager’s Handbook: The 17 Skills Leaders Need To Stand Out. (2017). Boston, MA: Harvard Business Review Press.

Whetten, D. A., & Cameron, K. S. (2016). Developing management skills (9th ed.). Essex, UK: Pearson Education Limited.

Layoffs (Usually) Don’t Work and Why They Harm More Than Help

“Layoffs are mostly bad for companies, harmful for the economy, and devastating for employees.” -Newsweek (2010)

In December 2017, I (along with many of my colleagues) got laid off by the parent company that had acquired our smaller company in 2014.

I think what struck many of us was that this larger company was (and still is) very wealthy and extremely profitable (constantly emphasizing this point in their town hall meetings) and they repeatedly reassured us that our jobs would be safe and that we were now part of this much better, larger, wealthier, more powerful enterprise.

Thus, when they began implementing mass layoffs, and eventually laying off almost everyone in the company, it came as quite a shock.

Although I am very fortunate to have landed an incredible new role, at an amazing company nine months later, some of my former colleagues are still looking.

Having gone through this layoff experience, I want to share this article in hopes of bringing attention to the harmful effects of layoffs to not only the employees who are let go, but also the companies that implemented the layoffs.

Downsizing Defined

Downsizing is the planned elimination of jobs or positions (Cascio, 2016).

“Whether we call it ‘rightsizing,’ ‘downsizing,’ ‘layoffs,’ or ‘reductions in force,’ there’s no denying that U.S. corporations have been reducing the size of their workforces at alarming rates since the late 1980s” (Levy, 2017, p. 384).

The Consequences of Losing Your Job

This passage from Aamodt’s Industrial/Organizational textbook is a powerful reminder of the dramatic and devastating effect of losing one’s job:

“From a health perspective, victims of downsizing report increases in headaches, stomach upsets, sleeping problems, cholesterol levels, physical illness, hospitalization rates, heart trouble, hypertension, ulcers, vision problems, and shortness of breath. Emotionally, victims report high levels of stress, increased drug and alcohol abuse, more marital problems, and feelings of depression, unhappiness, anger, frustration, and dissatisfaction with life. Socially, victims are reluctant to share their feelings with friends, avoid family and friends due to feelings of embarrassment and shame, and avoid social situations and entertainment requiring money” (Aamodt, 2010, p. 540).

Coping with job loss or the danger of losing one’s job is a major source of stress (Riggio, 2013). Landy & Conte (2013) explained that because a worker may continue to have strong affective, continuance, or normative commitments to the organization, a job loss can be devastating. “[R]esearch has consistently found job loss to be among the 10 most stressful events in a person’s life” (Levy, 2017, p. 383).

Mental, Physical, & Psychological Costs of Job Loss

The effects of job loss include (Landy & Conte, 2013, citing Warr):

  • Poor psychological health
  • Depression, insomnia, irritability, lack of confidence, inability to concentrate, and general anxiety

The reasons for these effects on one’s psyche are (Landy & Conte, 2013, citing Warr):

  • loss of job reduces income and daily variety
  • loss of job suspends the typical goal setting guiding day-to-day activities
  • loss of job results in fewer decisions to be made because there’s little to decide about
  • decisions that are made tend to be trivial (when to get up, when to look for work, etc.)
  • because of loss of job, new skills are not developed and current skills begin to atrophy
  • as a result of loss of job, social relations are radically changed

Emotional and Financial Cost of Job Loss

In a New York Times article about the emotional and financial toll of being unemployed, Luo and Thee-Brenan (2009), shared a New York Times/CBS News poll of unemployed adults (708 unemployed adults between Dec. 5 to Dec. 10, 2009). Here’s what they found about unemployed Americans:

EMOTIONALLY

  • 69% are more stressed.
  • 55% have had trouble sleeping.
  • 48% have experienced emotional or mental health issues (e.g., anxiety or depression).
  • 46% have felt ashamed or embarrassed about being unemployed.

FINANCIALLY

  • 53% have borrowed money from family members or friends since losing their jobs.
  • 54% have reduced visits to doctor or medical treatments.
  • 47% is without health care coverage.

The Psychological Effects of Unemployment

“[U]nemployment is psychologically devastating based upon a loss of discretionary control. . . The act of choosing is severely restricted by unemployment. Attempting to solve problems with limited resources frequently means that the quality of the solution is poorer, which can engender a sense of failure and lowered self-esteem. Thus the loss of financial resources limits choices, thereby enhancing feelings of limited control over one’s life. In turn, lowered psychological health follows from this condition” (Muchinsky, 2006, p. 373).

Hidden Costs of Downsizing

Many organizations believe that cutting costs via downsizing/workforce reduction (eliminating or combining related or redundant positions in order to improve cost & efficiency) is a viable option.

“Corporate downsizing has become a conventional response by contemporary organizations that find themselves burdened with economic inefficiencies. For most organizations the single biggest expense is the salaries and benefits paid to their employees. By eliminating jobs, they reduce payroll costs. By eliminating many jobs (4,000 – 10,000 jobs in some very large companies), they can save vast sums of money. But then comes the problem of getting all the work accomplished by the people who remain. Consequences of restructuring the organization may include greater use of computerization or automation of work, less oversight by supervisory/managerial personnel, greater use of overtime among hourly paid workers, and longer workweeks among salaried employees. . . Although downsizing has forced organizations to operate with greater efficiency, some organizations are discovering they cannot reclaim the productive output they had achieved with a larger workforce. In short, the loss of jobs did not strengthen their economic position but instead weakened it.” (Muchinsky, 2006, p. 271).

“[D]ownsizing has negative impacts on employee morale and health, workgroup creativity and communication, and workforce quality” (Heneman & Judge, 2005, pp. 703-704).

Some hidden costs of downsizing include (Snell & Bohlander, 2013, p. 17):

  • Severance and rehiring costs
  • Accrued vacation and sick day payouts
  • Pension and benefit payouts
  • Potential lawsuits from aggrieved workers
  • The loss of institutional memory and trust in management
  • A lack of staffers when the economy rebounds
  • Survivors who are risk averse, paranoid, and focused on corporate politics

Costs of Layoffs to Companies

Layoffs are more costly than many organizations realize (Cascio & Boudreau, 2011). In tracking the performance of organizations that downsized versus those that did not downsize, Cascio (2009) discovered that, “As a group, the downsizers never outperform the nondownsizers. Companies that simply reduce headcounts, without making other changes, rarely achieve the long-term success they desire” (p. 1).

In fact, direct costs of laying off highly paid tech employees in Europe, Japan, and the U.S., were about $100,000 per layoff (Cascio, 2009, p. 12).

Companies lay off employees expecting that they would reap the economic benefits as a result of cutting costs (of not having to pay employee salaries & benefits). However, “many of the anticipated benefits of employment downsizing do not materialize” (Cascio, 2009, p. 2).

While it’s true that, with downsizing, companies have a smaller payroll, Cascio contends (2009) that downsized organizations might also lose business (from a reduced salesforce), develop fewer new products (because they are less research & development staff), and experienced reduced productivity (when high-performing employees leave due to lost of or low morale).

“[L]arge layoffs tend to result in a substantial decline in employee morale and commitment and a significant increase in stress. And for the bottom line, research indicates that companies with very deep layoffs underperform the market by as much as eight percent over the ensuing three years” (Cascio, 2009, p. 2).

When Downsizing is The Answer

Cascio notes that downsizing “can be an appropriate tool in some cases” (2009, p. 2) and that it makes sense when it’s “part of a broader workforce strategy designed to align closely with the overall strategy of the business” (2009, p. 2).

“For example, a new business strategy that pursues different products or services and new types of customers may motivate firms to lay off employees with obsolete skill sets and hire new employees with the skills to implement the revised business strategy. In this case and some others, downsizing does make sense” (Cascio, 2009, p. 2).

Alternatives to Downsizing

When senior leaders in the organization believe the downturn in business is permanent, instead of downsizing, Cascio (2009) suggests retraining employees to develop new lines of business. If the leaders believe the downturn in business is temporary, there are many options to cut costs (see the graphic, “Alternatives to Employment Downsizing for Temporary Downturns”). For example, popular cost-saving strategies include: Freezing or reducing hiring; Cutting travel and entertainment; Reducing pay or raises; Scaling back employee events; Conducting targeted layoffs, and so on (Cascio, 2009).

Takeaway: As professor Paul M. Muchinsky wrote (2006, p. 374), “Work provides a sense of meaning and purpose to life, and the removal of that purpose lowers the quality of life.” Downsizing is not a cost-cutting cure-all and it does not guarantee that short-term savings will surpass long-term costs. Downsizing is sometimes necessary, but it is important that organizational leaders understand and consider the short- and long-term costs, as well as the many alternatives to downsizing that are available (Cascio, 2009).

Written By: Steve Nguyen, Ph.D.
Leadership + Talent Development Advisor

References

Aamodt, M. G. (2010). Industrial/organizational psychology: An applied approach (6th ed.). Belmont, CA: Wadsworth.

Cascio, W. F. (2009). Employment Downsizing and Its Alternatives: Strategies for Long-Term Success. Alexandria, VA: SHRM Foundation.

Cascio, W. F. (2016). Managing Human Resources: Productivity, quality of Work Life, Profits (10th ed.). New York: McGraw-Hill Education.

Cascio, W. F., & Boudreau, J. (2011). Investing in People: Financial Impact of Human Resource Initiatives (2nd ed.). Upper Saddle River, NJ: Pearson.

Heneman, H. G., III, & Judge, T. A. (2005). Staffing organizations (5th ed.). New York: McGraw-Hill/Irwin.

Landy, F. J. & Conte, J. M. (2013). Work in the 21st century: An introduction to industrial and organizational psychology (4th ed.). Hoboken, NJ: Wiley.

Levy, P. E. (2017). Industrial/organizational psychology: Understanding the workplace (5th ed.). New York, NY: Worth Publishers.

Luo, M. & Thee-Brenan, M. (2009, December 14). Poll reveals trauma of joblessness in U.S. Retrieved from http://www.nytimes.com/2009/12/15/us/15poll.html

Muchinsky, P. M. (2006). Psychology applied to work (8th ed.). Belmont, CA: Thomson Wadsworth.

Newsweek. (2010, February 4). The Case Against Layoffs: They Often Backfire. http://www.newsweek.com/case-against-layoffs-they-often-backfire-75039

Riggio, R. E. (2013). Introduction to industrial/organizational psychology (6th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.

Snell, S., & Bohlander, G. (2013). Managing Human Resources (16th ed.). Mason, OH: South-Western, Cengage Learning.

An “Action Bias” Can Be Counterproductive

In a Wall Street Journal article, Staats (2018) writes, “we have an action bias: We would rather be seen doing something than doing nothing.”

In a 2007 study, researchers analyzed 286 professional soccer penalty kicks. They discovered that goalkeepers almost always jump right or left because the norm is to jump — a preference for action (”action bias”). The goalkeepers jumped to the left 49.3% of the time, to the right 44.4% of the time, but stayed in the center only 6.3% of the time. Analysis revealed that the kicks went to the left 32.2%, to the right 39.2% and to the center 28.7% of the time. This means that the goalkeepers were much more likely to stop a kick if they had just stayed put.

In 93.7% of the kicks, the goalkeepers elected to jump to the right or left. When goalkeepers stayed in the center, they had a 33.3% chance of stopping a penalty kick, whereas they had 14.2% chance if they jumped to the left or 12.6% chance if they jumped to the right. Even though it would have been better (based on the current distribution of kicks in the study) for the goalkeepers to stay in the center, they almost always jumped to one of the sides (Bar-Eli, Azar, Ritov, Keidar-Levin, & Schein, 2007).

When the researchers asked why, the goalkeepers responded that they would regret allowing a goal more if they remained in the center than if they dived to the right or left. Put it another way, the goalkeepers wanted to be seen to be doing something, even if that something was wrong (Staats, 2018).

“[G]oalkeepers feel worse about a goal being scored following inaction (staying in the center) than following action (jumping), which can lead them to jump to the sides more often than is optimal” (Bar-Eli, Azar, Ritov, Keidar-Levin, & Schein, 2007).

There are two important lessons to learn from this that can be applied to the workplace. The first lesson is from FYI: For Your Improvement, a guide for coaching and development. In it, Lombardo and Eichinger (2009) remind us about being overly action-oriented, and that one consequence of overusing or over relying on an action-oriented mentality is that we tend to push for solutions without doing an adequate analysis.

The second lesson is about exercising good impulse control. The ability to think before you act, being deliberate, and surveying a situation is part of impulse control (the ability to resist or delay the impulse to act), an important factor in the Bar-On Model of Emotional-Social Intelligence (Bar-On, 2006; Multi-Health Systems, 2011). Individuals who lack or are low in impulse control will often act now and think later. They tend to be overactive, impatient, and leap before they look.

Impulse control is one of the more difficult emotional intelligence skills to develop as a teenager or adult if you don’t develop it earlier on in life. This is because surrendering to our impulses is often reinforced in the short term by getting something we want, feeling a release of tension, or some other benefit (Kanoy, 2013).

“Individuals with effective impulse control, by contrast, have the capacity to think first rather than responding reflexively. It allows them mental space for weighing alternatives and assessing options so that their actions and expressions are reasoned and well considered. This leads to wise decision-making and responsible behavior” (Stein & Book, 2006, p. 206-207).

In her LinkedIn Learning video titled, “Transitioning from Manager to Leader,” Sara Canaday (a leadership speaker and executive coach), said:

“Leaders think carefully about the impact of their decisions on the company, the bottom line, the customers, the employees, even the competitors. What’s the immediate impact? What are the long-term implications and consequences? Leaders are decisive and courageous in their decision-making but they also know when to strategically pause if a delay provides an advantage. Sometimes, there’s genius in waiting [emphasis added]. For new information, for a competitor’s announcement, for a technological advance, that pause could prove to be priceless.”

Takeaway: There are times when it is absolutely critical to slow down—even stop—and understand the situation. When you do that, you’ll learn sometimes the smartest move is to actually not move at all.

Written By: Steve Nguyen, Ph.D.
Leadership + Talent Development Advisor

References

Bar-Eli, M., Azar, O. H., Ritov, I., Keidar-Levin, Y., & Schein, G. (2007). Action Bias Among Elite Soccer Goalkeepers: The Case of Penalty Kicks. Journal of Economic Psychology, 28(5), 606-621.

Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI). Psicothema, 18, supl., 13-25.

Kanoy, K. (2013). The Everything Parent’s Guide to Emotional Intelligence in Children. Avon, MA: Adams Media.

Lombardo, M. M., & Eichinger, R. W. (2009). FYI: For Your Improvement: A Guide for Development and Coaching (5th ed.). Minneapolis, MN: Lominger International.

Multi-Health Systems. (2011). EQ-i 2.0 Emotional Quotient Inventory 2.0 User’s Handbook. North Tonawanda, NY: Multi-Health Systems.

Staats, B. R. (2018, July 6). Don’t Just Dive Into Action: Stop to Think First. Wall Street Journal. https://www.wsj.com/articles/dont-just-dive-into-action-stop-to-think-first-1530888843

Stein, S. J., & Book, H. E. (2006). The EQ Edge: Emotional intelligence and your success. Mississauga, ON: Jossey-Bass.

Self-Regard: Warts & All

I’ve been thinking a lot about emotional intelligence and the Bar-On Model of Emotional-Social Intelligence. According to the Bar-On model, “emotional-social intelligence is a cross-section of interrelated emotional and social competencies, skills and facilitators that determine how effectively we understand and express ourselves, understand others and relate with them, and cope with daily demands” (Bar-On, 2006, p. 14).

One particular factor of the Bar-On model, self-regard, has piqued my interest as I observe and reflect on human behaviors and interact with working professionals and other adults.

Self-regard is respecting oneself while understanding and accepting one’s strengths and weaknesses. Self-regard is often associated with feelings of inner strength and self-confidence (Multi-Health Systems, 2011).

“Self-regard is the ability to respect and accept yourself—essentially liking the way you are. To have healthy self-regard is to appreciate your perceived positive aspects and possibilities, as well as to accept your negative aspects and limitations and still feel good about yourself . . . This conceptual component of emotional intelligence is associated with general feelings of security, inner strength, self-assuredness, self-confidence, and self-adequacy” (Stein & Book, 2011, p. 68).

In The EQ Difference, Lynn (2005) describes different voices that are part of our internal dialogue. The ones that I believe apply to today’s post are the victim voice (you’re a victim, it’s never your fault), the failure voice (you’re a failure), the self-doubt voice (“a future-focused pessimist waiting to kill your tomorrow” [p. 64]), the famine voice (there never is & never will be enough), the comparison voice (compares everything with what others have), the envy voice (being jealous you don’t have what others have), and the bad luck voice (everyone else gets good luck, except you).

If you struggle with self-regard (i.e., feelings of inner strength and self-confidence), you may notice that a number of these internal “voices,” not only appear but, dominate your mind.

We all, to some extent and on some level, have one or more of these internal dialogues going on in our mind. The difference is that individuals with well-developed self-regard know their strengths and weaknesses, and still like themselves, warts and all [an expression meaning including qualities or features that aren’t attractive or appealing] (Stein & Book, 2011). And, by doing so, they’ve learned to quiet the sometimes noisy voices in their heads.

“Because individuals with healthy self-regard know their strengths and weaknesses and feel good about themselves, they have no trouble openly and appropriately acknowledging when they have made mistakes, are wrong, or don’t know all the answers. Feeling sure of oneself is dependent upon self-respect and self-esteem, which are based on a fairly well-developed sense of identity. People with good self-regard feel fulfilled and satisfied with themselves” (Stein & Book, 2011, p. 68).

What about self-regard and leadership? Individuals with low self-regard tend to doubt their own abilities and second guess their decisions, and this doubt holds them back from effectively and confidently leading a team (Multi-Health Systems, 2014).

In FYI: For Your Improvement (a guide for coaching and development), Lombardo and Eichinger talked about the importance of self-knowledge and why knowing yourself is vital to success in work and in life:

“Deploying yourself against life and work is greatly helped by really knowing what you’re good, average and bad at, what you’re untested in, and what you overdo or overuse. Known weaknesses don’t get you in as much trouble as blind spots. You can loop around and compensate for a known weakness. A blind spot is the worst thing you can have. You can really get into performance or career trouble with a blind spot, because you don’t know or are unwilling to admit you’re not good at it” (Lombardo & Eichinger, 2000, p. 328).

When you like yourself—warts and all—and hold yourself in high self-regard, you know your strengths, weaknesses, and limits. You seek feedback and are able to learn from mistakes. You’re open to criticisms, receptive to discussing your shortcomings, and are not defensive (Lombardo & Eichinger, 2000).

People with high self-regard, those with inner strength and self-confidence, don’t (1) blame others for their own mistakes, (2) go out of their way to hurt or discredit people, (3) feel the need to put others down to feel better about themself, or (4) inflate themselves or act like a know-it-all in order to prove their worth.

“The real champions in life are so humble and gracious. They just continue doing what they do without all the posturing. If you’ve got the real thing, you don’t have to flaunt a loud imitation.” -Denis Waitley

Written By: Steve Nguyen, Ph.D.
Leadership + Talent Development Advisor

References

Bar-On, R. (2006). The Bar-On model of emotional-social intelligence (ESI). Psicothema, 18, supl., 13-25.

Lombardo, M. M., & Eichinger, R. W. (2000). FYI: For Your Improvement: A Development and Coaching Guide (3rd ed.). Minneapolis, MN: Lominger Limited, Inc.

Lynn, A. B. (2005). The EQ Difference: A Powerful Plan for Putting Emotional Intelligence to Work. New York, NY: AMACOM.

Multi-Health Systems (MHS). (2011). EQ-i 2.0 User’s Handbook. Toronto, Canada: Multi-Health Systems.

Multi-Health Systems (MHS). (2014). EQ 360 Leadership Report. Toronto, Canada: Multi-Health Systems.

Stein, S. J., & Book, H. E. (2011). The EQ Edge: Emotional Intelligence and Your Success (3rd ed.). Mississauga, ON: Jossey-Bass.