Multiplier or diminisher?

That was the essence of a Franklin Covey webinar I attended.  The webinar featured Liz Wiseman, author of the business book Multipliers©.  I thought the discussion was fascinating.  You can find further information on Liz’ website (https://thewisemangroup.com/) 

Because Liz wrote a book, speaks professionally, and consults, she offered several examples of what managers do to multiply the intelligence, enthusiasm, and contribution of the people that report to them.  She also offered several examples of how managers can diminish said team contributions. 

As a collector of thought leadership from smart successful people like Liz, I would summarize my point of view on her presentation this way.  If you're a frontline manager or an "up line" leader, how fun are you to work for?  

I'm not asking if you're good at your role; I'm not asking if your team is exceeding expectations; I'm not even asking how meteoric your rise up your corporate ladder has been.  I’m simply asking if you are like Mary? 

That Mary is the Under-Vice President of Expectation Deflations for the western semi-region tells you nothing.  That Mary is wicked smart, totally frank, and a trip to work with tells you everything. 

Rick Levine 

Now I’m not an authority on what is and is not business fun.  I feel I know it when I see it because business fun is subjective.  I suppose business fun is generationally defined as well; perhaps it even varies by race, religion, gender, and other workplace diversity factors.  

Can you tell if your team is having "fun"? And if they (or you) are not having fun, do you think there is enough compensation in their (or your) compensation plan to keep them (or you) fully engaged?  To even retain them (or you) at their (or your) company in their (or your) current role? 

In my sales profession I have often professed that I'm in the profession to have some fun and make some money... in that order.  In my opinion companies can't pay top producers enough to expect them to stay in a job that sucks. 

What about you?  Do you just work for the money?  Or do you need... do you expect... do you demand to have some fun at work? 

If you demand to have some fun for all of the hours; effort; time away from family and friends you expend... how skilled is your manager at promoting a work environment that includes business fun?  I get it... for managers and leaders that’s a big ask – especially with today’s work-from-home realities.  (Actually, someone told me we don’t “work from home”; we now “live at work”.  But I digress LOL!) 

Yes, yes, we need to hit our number; exceed our goals; contribute to our company's success.  I know managers and leaders can be conscientious in sending emails and texts to their top performers.  MVPs and contest winners are continuously announced at our Zoom meetings.  But for the larger team, is that fun? 

Does your boss send you Starbucks gift cards with a handwritten Thank You note?  Does a Door Dash delivered lunch occasionally show up before your team meetings?  Does your boss simply say, “Take the rest of the day off with pay”?  Do you find such tokens of appreciation fun? 

I don't know what would be fun for other people at work.  But then again, other people don’t work for me.  What’s more important is whether their managers care about promoting business fun, true? 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective. 

It really is OK…

At the Tokyo Olympics we witnessed many never-before-moments in athletic competition.  One – totally unexpected – was the trials and tribulations of Simone Biles. 

Here Simone was, perhaps the most decorated and accomplished gymnast in women’s gymnastics history in a situation where she couldn’t, wouldn’t or no longer wanted to compete.  It wasn’t caused by an injury; it was her mindset.  We also witnessed her overcome said mindset and return for one last event, the balance beam, and triumph with an Olympic Bronze Medal. 

Michael Phelps, Olympic color commentator and as highly decorated and successful Olympian in his own right (also noted for mental health issues) offered this quote accredited to Mahatma Gandhi: 

            It’s OK not to be OK. 

It’s been my observation and personal experience that at work it is rare for our managers to even be aware when we are in a dark place. I’m in one now, but my managers are oblivious.  As a manager or a leader, it takes caring and building a trusting relationships with your people to spot when they are not OK. 

Being the father of a son with mental health disabilities, this topic is near and dear to my heart.   30 years ago I was going through a personal hell.  I had to tell my VP (Tom McSweeney) that my teenage son was placed in a psychiatric hospital.  I was Tom’s biggest quota carrier.  If I missed my number it was likely his sales region would too.  Thankfully we had a great relationship; he cared and was a compassionate man. 

He told me to focus on my family and give whatever I could give to my sales role.  He steadfastly maintained that supportive posture while my wife and I drained every dollar we had, earned and saved, plus took on the maximum debt lenders would permit before finally giving up.  We had to make our son a ward of the state when we could no longer bear the crushing, financial burden.  Not much mental health insurance benefits offered by companies back then; not much offered today either; empathy not compassion. 

While we slowly went broke I gave what I could to my sales role.  It wasn’t my best; it wasn’t a gold medal.  But it was good enough to cover my quota (a bronze medal in the eyes on my company). I wasn’t OK, but Tom was OK with me not being OK even in the face of his own job risk.  He wasn’t empathetic; he was compassionate: 

Picture yourself walking along a mountainous trail.  You come across a person being crushed by a boulder on their chest.  The empathetic response would be to feel the same sense of crushing suffocation, thus rendering you helpless.  The compassionate response would be to recognize that that person in is pain and to do everything within your power to remove the boulder and alleviate their suffering.  Put another way, compassion is empathy plus action. 

The Dalai Lama 

Thankfully, we worked out of our crushing financial suffocation.  More importantly, we reunited with our son; regained custody; and maintain an active, loving relationship with him to this day.  Thankfully, I worked for a man back then who was compassionate. 

For those of you going through your own personal hell today, I pray you’re working for a manager who knows the difference between empathy and compassion.  More importantly, I hope your managers and leaders are not oblivious if you are not OK. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.

Interesting…

I suppose you would categorize me as a “knowledge worker”: 

A knowledge worker is someone whose job entails having really interesting conversations at work. 

     Rick Levine 

Interesting is an interesting choice of words. 

I had an interesting conversation with a colleague about a few of our young sellers in a role play situation.  I was observing them but I didn’t actually see how they prepared or were coached.  I just assumed their inexperience would be glaringly obvious. 

Interestingly, each of them stepped up and performed in the role play without hesitation… and … interestingly… THEY WERE AWESOME!  They executed better than I could have with all my decades of experience - and I told them so.  I explained that even without experience, their preparation, articulation, and willingness to be coached shined! 

Interestingly, we often observe the difference between knowledge and someone trying to B.S. their way, true?  At work I’m reminded of Grabel frequently: 

Grabel's Law: 

Two is not equal to three - not even for very large values of two. 

Russell Kay 

When I was a young and inexperienced salesman, I used to B.S. my way through.  You know, the old, “fake it until you make it” approach?  That was until I felt the pain of  “show me” and “prove it”.   Inflicted not by my managers or peers, though.  I was punished by impatient and unforgiving clients and prospects who easily recognized B.S. when they saw it. 

Interestingly today, just when I start believing that as a “senior” I now know it all.  Just when I think of our young sellers who, from a quota standpoint remind me of the gladiator phrase, “those who are about to die”.  Just when my B.S. meter starts to go off, I get to enjoy being surprised. 

Yes, knowledge workers are those who have interesting conversations at work.  Truth be told, most of my conversations at work are with a very small, select set of colleagues.  Although at this stage of my career my job is intellectually interesting, I feel I have to be careful sharing my opinions because of my sensitive B.S. meter.

I suspect my younger, less experienced colleagues have B.S. meters also.  One of those said young colleagues who performed so impressively in that role play actually left the company shortly thereafter.  I was disappointed and a bit surprised. 

My company proclaims the value of our culture in emails and texts almost daily.  Career ascension and diversity is a constant theme offered by leaders to followers.  But now my B.S. meter has me wondering: 

Culture was not something you do by writing memos.  You've got to appeal to people's emotions.  They've got to buy in with their hearts and their bellies, not just their minds. 

Richard C. Huseman 

Maybe it’s more important to knowledge workers seeking to move up in the company than I understand.  In her book, Love 'Em or Lose 'Em © Beverly Kaye offers this interesting perspective: 

Ponder this:  Is "up" the only career path they see?  And is "up" in short supply? 

“Up” is in short supply at my company.  I suspect that’s true at many companies.  Not everyone can be promoted to management or leadership positions.  And yes, that means younger, highly capable people often choose the old “grass is greener…” option.  Been there; done that; myself. 

Interestingly, knowing whether those pastures are actually greener - or browner - isn’t discovered until after one moves.  Been there; done that; too. 

GAP 

When life gets tough we could get a helmet… or… we could leverage the peace and share the power of a positive perspective.