upstart thoughts on talent and leadership

Posts Tagged ‘trust’

Working With A Boss You Don’t Trust

In ! Jen, Careers, Change, Employee Tips, General Work on Tuesday, March 2, 2010 at 3:33 am

A friend recently asked for advice on working with her manager whom she doesn’t trust. I immediately started sharing ways she could try to reestablish trust and she cut me off. Things were too far-gone, she said. She had been there, done that. Now she just needed survival advice: how could she work day-to-day with this manager she didn’t trust—someone who would never, ever, win her trust? Polling a few friends who specialize in this area, we came up with 16 ways:

  1. Start planning your exit strategy. If you feel the trust damage is irreparable, you cannot continue to work for this manager. You must start planning your graceful exit. This will: a) navigate routes for you to get out of there, and b) increase your confidence and spirits in no insignificant way. This one current job is not the alpha and omega. Most importantly, your confidence will improve when you start envisioning a better situation.
  2. Depersonalize this. To the extent that you have made a good faith effort to make this work, as you bide your time looking for another job, take your boss’s behavior less personally. It’s not you, it’s him. You’re likely not the first, and sadly, you’re likely not the last to have this experience with him.
  3. Don’t gossip. Don’t engage in any gossip about your boss. Don’t engage in any gossip with the boss. If the boss initiates—or if anyone initiates gossip about your boss, change the subject or walk away. Don’t acknowledge, agree, or disagree on whatever the deets are—just get away.
  4. Document expectations. After meetings and after key events, follow up with an email to your boss that recaps your conversation. “As we discussed earlier this afternoon, I’ll be providing you with the following deliverables by the end of the week.” This is a good practice in general, but when you’re concerned about not getting credit, or getting slammed for doing something wrong, you need to protect yourself by ensuring you understand what’s expected of you, and leaving a little paper trail to which you can refer back.
  5. Ask regularly: am I meeting your expectations? Ask this on a specific activity, project, and in general. Doing this has at least two significant advantages. First, it invites feedback that may be valuable—feedback that may or may not have been shared without your first soliciting it. Secondly, it pieces together a fuller picture of your performance. Presumably, you’ll address negative feedback straightaway, so you’ll be on a positive feedback path
  6. Focus on behaviors. Ask for examples. Get as specific as possible. Don’t focus on internal motivations or intentions. What you see and deliver is what counts right now.
  7. Get stakeholder feedback. Collect kudos from people you work with, internal customers and clients, and ensure your manager is aware of your good performance from others’ perspectives. Do this with understated elegance, however. If you slather it on, it’ll have the extreme opposite effect of being attractive information. You want to give your manager a well-informed, multiperspective picture of the value you bring to the organization.
  8. Underpromise, overdeliver. Turn it on to 11 and really shine in your performance. Don’t be a clockroach and don’t have your performance just “get by.”
  9. Don’t act like a victim. This situation is not your identity. God forbid your manager is one of those people who gets a sadistic thrill out of inflicting grief on others. But don’t hand over your power by showing your resentment or fear.
  10. Derive what you’re getting out of this. Get outside your head and try to be clinical about what you’re experiencing. It may not feel like it now, but think of your boss and working with him as being a good story you’ll tell in a future interview. The story of how you remained the consummate professional and did your best work while working with a challenging manager.
  11. Invest in your development. When your boss says “you need to work on XcompetencyX,” don’t argue the point. Find a powerful seminar that addresses that perceived deficiency, one that is known for parallel power networking. In my hometown of Chicago, we have the Executives Club and Economic Club among others, which have a solid reputation—and intimidating power player member and event attendee lists. Get there and…
  12. Network your heart out! It doesn’t matter what level or what position you are. Be prepared with at least five intelligent & relevant things to share and you can make yourself memorable. Always have business cards or personal networking cards on your person.
  13. Remember your priorities. Keep pics of your family and friends in your office/cube to remind you of what’s really important. Start a gratitude journal: simply writing what you are grateful for on a daily basis. Contribute in other ways by volunteering in your community and giving back. This job experience does not define you unless you let it.
  14. Disconnect trust and respect. You don’t have to trust your manager. You don’t have to respect your manager as a person. But you do have to respect his position, level and authority. At least until you’re out from under his management. Compartmentalize these two things and you’ll find it easier to deal with him.
  15. Report legitimate harassment. If your manager’s engaging in legitimate harassment, you must tell someone. Keep in mind, there is no legal protection from asshole behavior. However, if it is conduct of a sexually harassing nature, or legitimately harassing nature, consult with HR or the Policy Hotline, or someone internally in a position of power you trust. Approach your concern in as objective a manner as possible—your credibility is on the line, too. And keep in mind there were scads of people before you who have brought forward concerns of questionable merit. Stick to the observable facts, be prepared, and stay emotionally neutral. Hysterics, histrionic flailing and melodrama will erode your content credibility. (Sorry, just being honest.) Just give your employer a chance to correct the problem. At minimum, ask for suggestions on what you can do to help your situation. Everyone likes someone willing to take action himself.
  16. Don’t perpetuate the madness. Take from Shakespeare’s line in Romeo & Juliet: “he was as civil as an orange.” Strive to be always civil and professional. Take solace in knowing that everyone ultimately gets their comeuppance. In your next job, release the baggage of the former….get your wings stronger and fly!
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Netflix, talent density and trust

In ! Kristy, Culture, Leaders, Uncategorized on Sunday, October 11, 2009 at 12:25 pm

I’m late to the Netflix culture slideshow conversation, but it pushed my thinking about talent, culture and leadership so far forward that it deserves a minute, even now.

If you haven’t checked it out yet, take a gander. Don’t freak at the slide count;  it’ll take you less than 10 minutes to read but will fill up your brain for days. It’s chock-full of common-sense, simple-but-not-easy concepts (who doesn’t love their vacation or travel expense policies?), but what stuck with me the most was the concept of talent density.

Simply put, when organizations grow more quickly than their percentage of high-performing employees, the density of their talent decreases. Growth breeds complexity, and where there is complexity, chaos tends to lurk, and fear of chaos leads organizations to create processes and policy manuals. We started small and freewheeling with 10 of 10 rockstars, but once we hit 100 employees we might only have 50 rockstars, and we can’t just randomly TRUST these people (can we?) so we need to let them know that Crocs are unacceptable workplace attire.

What’s the tipping point for policy and process? I imagine it, simplistically, as such: Joe Manager notices that Ed Employee is consistently late for work. Instead of 1) asking himself whether it’s really important that Ed be in the office at a certain time (and it may be, but not as often as you’d think),  and depending on the outcome of step 1, 2) having a tough conversation with Ed about why he needs to be on time, what might be getting in the way of his punctuality, and what the consequences will be if he continues to be late, what does Joe do? He calls HR and demands that an attendance policy be written so he can throw it at Ed — or better yet, have HR throw it at Ed.  Voila, an easy out for the hard work of being a people manager is born. This example is simplistic, but apply it to expense reporting, project management, vendor management, and the principle still applies: fear of chaos and destruction is the mother of process.

Are processes and policies inherently a bad thing? Absolutely not. Protecting an organization from liability is a noble and necessary function. And the intent of most processes and policies is always to increase efficiencies and decrease risk; no one gets up in the morning intending to gum up the works (do they?).

Unfortunately, when implementing process we ignore the unintended consequences that may very well outweigh the benefits. Guess what?  The people who joined your entrepreneurial, egalitarian, work-hard play-hard, innovative company hate process. They hate policies. And when they see that the form for requesting IT resources for their kickass new marketing strategy is going to take them three weeks to complete, and that they get nickel-and-dimed on the tip they gave the only taxi driver who stopped during the blizzard, one of two things will happen: 1) they will leave. Nah, you say, the economy sucks and there’s nowhere to go.  In that case, 2) they will stay and disengage and become a waste of oxygen and a downer to everyone who comes into contact with them. Neither option is particularly attractive, and both lead to a decrease in the percentage of stellar employees in your company.

Do you see the downward spiral starting? The less kick-ass employees, the more process and policy are needed to govern and direct and control. And the increase in bureaucracy drives the remaining great talent underground or out the door. Etcetera.

Which is why Netflix’s policy on expensing, entertainment, gifts and travel for salaried employees reads: “Act in Netflix’s best interests.”

This is where the finance people get apoplectic. You mean we have to trust every single salaried employee to manage their own expenses and not take advantage of the company? But we can’t do that. We can’t trust everyone!  Bring on the chaos and destruction!

Folks, if you can’t trust everyone in your company, identify who has proven themselves untrustworthy through example, fire them, and examine your hiring practices to find out how you ended up with untrustworthy people in the first place. And don’t replace them until you find someone you’d trust with your own PIN. And that’s the crux of the Netflix talent density theory: Never increase the size and complexity of your business faster than the strength and quality of your talent. Growing, and then scrambling for talent — or worse, hiring in haste — will always get you on the wrong side of this equation.

If you’ve read the Netflix manifesto, do you agree with my take? What else resonated with you?

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