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Alicia Blain

Entries tagged with “Management”.


Quote:  “You can’t lead without imagination”  ~  Seth Godin in Tribes: We Need YOU to Lead Us

Imagination is seriously lacking in today’s corporate environment.  We are knee deep in a status quo that no longer serves us and that in many ways, makes us mediocre.  To change that, we need to spark imagination in all our employees.  But first, we must spark it in ourselves as team leaders. To create the spark you need to embrace experimentation.  I’m not talking about creating a department or a committee to look into experimentation.  I mean changing the way you lead your team so that experimentation is always encouraged and rewarded.  When an idea doesn’t work out, it isn’t perceived as failure but as a learning experience that enriches the team and the lesson learned can be utilized to fuel the next experiment.

Experimentation is the final but core concept in the C.A.R.E. System.  It is what ties it all together. In these posts, I have showcased Starbucks and its CIO to illustrate the key principles behind the C.A.R.E. System.  At the very core of Gillett’s success was his innate acceptance or need to experiment. None of the examples would have been possible if Gillett had not embraced experimentation. Let’s recap all the ways he experimented:

  • When he took on more responsibility in the face of daunting IT problems that needed resolution
  • When he went to work at a Starbucks retail store, not knowing what he’d find or how he would do,
  • When he showed the Executive team a live simulation highlighting the shortcomings of their existing POS system
  • When he proposed the new business unit called Digital Ventures,
  • When he chose an entrepreneur to run the new business unit,
  • When he made IT and Marketing equally responsible for the new business unit
  • When he asked employees for their ideas on making IT better,
  • When he let employees select their IT devices,
  • When he applied his knowledge of networks to help spark solutions in Starbuck’s retail business.

All of these examples illustrate that Gillett was open to experimentation. He may not have been comfortable with all of it but he chose not to play it safe.  At some level, he understood that taking risks was critical to Starbuck’s survival and he, as well as his CEO, faced the challenge and came out ahead.  I’m sure that there were ideas that didn’t work out.  In fact, the article highlights one. Apparently, Gillett is a big gamer or lover of video games. Actually,  he’s a guild master in the online video game called World of Warcraft.  That’s a pretty big deal in the gaming community. Instead of playing down that passion, he  set up a meeting between the executive teams of Starbucks and Blizzard, the owners of World of Warcraft so they could look into the possibility of doing business together.  After all, both companies had a huge fan base and Starbucks needed to find ways to engage customers online the way that Blizzard did. 

At the end, the experiment did not end up in a partnership.  But all was not lost.  The experiment sparked new ideas among the Starbucks executives that led to new offerings for their customers.  Embracing a spirit of experimentation almost always sparks the imagination and that leads to more possibilities for innovation.

For companies to be relevant in the future they must make experimentation a core objective for all departments.  It needs to be nurtured, rewarded and imbedded into the corporate culture.  More importantly, it is a pivotal component if we are to transform the way we lead.  Millennials will make up 50% of the global workforce in less than 5 years.  As leaders preparing to pass the baton to the next generation leaders, I believe it is our obligation to embrace change and find new ways to lead.

So you may be wondering what happened to Ben and his direct reports? As I dissected the Starbucks case study, Ben was able to see real world examples of C.A.R.E. in action.  It sparked their curiosity and an eagerness to try new approaches in their organization as Gillett tried to do in his.  Ben, as CIO, made a very important decision that day.  He chose not to play it safe.  He realized the future required new ways of seeing things and new ways of leading.  The Millennials were their new audience not just as employees but as customers. He realized that if transformation was going to happen, it needed to include the Millennials in the workplace.  And he was ready.

I’ll end this series by quoting Seth Godin one last time.  In Tribes: We Need YOU to Lead Us, Seth writes:

“The safer you play your plans for the future, the riskier it actually is.”

My questions to you are:  How safe are you playing your role as leader? What one thing can you do today to get you slightly uncomfortable? What one thing can you do to get to know a Millennial in your workplace? 

Like me, you’ll find that staying in your comfort zone as a leader is actually riskier than embracing a little discomfort to prepare for the future. Once you step out of your comfort zone and see all the possibilities that it offers, you’ll wonder why you didn’t do it sooner…

Quote: “What they needed was a leader to bring the organization to a new audience in a new way.”       ~ Seth Godin in Tribes: We Need YOU to Lead Us.

If you’re not quite sure why Millennials are an organization’s “new audience”, I invite you to read through some of my past blogs to get a thorough understanding of this unfamiliar group.  As leaders, we won’t be able to really reach that new audience unless we are willing to create a new way or at the very least question our existing way to see if it will work going forward.

That’s why it’s so important for us to ADAPT and find a new way so our next generation employees are engaged and productive in our teams.  ADAPT is the second module of the C.A.R.E. System for Next Generation Leadership and it’s an important one because it has to do with a leader’s state of mind. ADAPT is all about mindset and getting comfortable testing your boundaries.

So what specific things can we do to ADAPT our leadership style?  Let’s look at the Starbucks case study for ideas.  As the new CIO, Gillett embraced 3 things that got him out of his comfort zone and ready to ADAPT and find a new way to lead his IT team.

Again, Here’s the link to the Information Week article.

1.     He was curious and courageous. The article quotes Starbucks CEO Howard Schultz as saying that Gillett “had an insatiable curiosity and wasn’t afraid of pursing big, bold ideas.” Curiosity and courage are key components of the C.A.R.E. System.  To change and adapt to a new way of doing things and of leading is not easy.  You are fighting yourself and those in the organization that want to keep the status quo alive.  Without being inherently curious, asking lots of “why do we do it that way” questions and being willing to fight the good fight, it is very difficult to ADAPT and give your new audience – the Millennials – a new way.

 2.    He asked for even more responsibility.  In early 2009, Gillett has been in Starbucks for just one year and realizes he inherited what can only be termed an IT nightmare. At the same time, Starbuck’s new CEO, Howard Schultz,asks the company executives to give him ideas on how to turn the company around. He urges them to think outside their corporate functions. Does Gillett ignore his boss’ request because he legitimately reasons he already has too much on his plate? No. He goes ahead and pitches an idea for Starbucks to make a venture capital investment in a new business unit designed to push the company’s mobile and online strategy.  That was a gutsy move.  Instead of sticking to what he knew and focusing on just that, Gillett saw a rare opportunity to be part of a transformation at Starbucks.  It required him to take on more than he probably could chew at that time. He got out of his comfort zone and adapted his mindset to take on a strategic challenge and he succeeded. According to the article, since creating the new venture “Starbucks has become a retail leader in mobile payments”. By stretching yourself and getting uncomfortable you push yourself to try new things.  Like a muscle, the more you use it, the more comfortable you become letting go of your status quo.

 3.   He instilled an entrepreneurial spirit into IT.  That’s very rare to see.  IT departments in most large organizations these days are all about following the rules, often playing it safe, and saying a lot of NO in the interest of “security”.  In the next post, we will see examples of what Gillett did that went against these typical IT practices.  The examples were possible because he elected to run IT not so much as a corporate business unit but rather as an entrepreneurial venture. They opened themselves up to try new things.  The focus was to address the needs of its customers – both inside and outside the corporate walls. That ultimately showcased IT as an enabler instead of  a cop.

 In today’s super competitive, global marketplace,  organizations that don’t want to fall behind need to be run by leaders that are open to adapting their frame of mind and leadership frameworks to make way for the future. They need to ADAPT and find new ways for their new audience – the Millennials.

Recently, I was conducting a workshop with Ben, the CIO of a mid-size company and his direct reports. The CIO was having trouble holding on to his young workforce.  More than that, he really couldn’t figure them out. He brought me so I could help them understand, engage and retain Millennials, those pesky 20-somethings that are now coming into the workplace in droves. Ben’s situation wasn’t unusual. Millennials in the workplace  and what to do with them is a very hot topic these days and a real pain point for CIOs and other leaders.

In the meeting, shared my personal “Millennial” journey as a Senior VP of IT in a Fortune 500 company and how I went from total aggravation with Millennials to complete amazement at the contributions they could make in the workplace under the right conditions.

I explained to the group that I was able to make this transformation by creating a lab and putting Millennials in the workplace under the microscope to observe them intently and understand what made them tick.  In doing so, I quickly realized that the leadership style and approach I had taken with previous generations of employees were simply not effective with the new breed of 20-somethings.  After many experiments – many that worked and some that failed – a pattern began to emerge that clearly showed me that I needed a different framework to get through to these Millennials and capitalize on their unique perspective.  I ultimately called the new framework the C.A.R.E. System for Next Generation Leadership.  C.A.R.E. stands for Connect, Adapt, Reshape and Experiment.

As I was sharing specific examples of how I began to incorporate C.A.R.E. into my leadership style, Ben, the CIO, raised his hand and asked a great question. 

“Alicia, would it be possible for you to highlight examples of specific steps I can take as a CIO to begin to put your C.A.R.E. System into action. Are there any examples out there of CIOs or organizations that you can point to that can help illustrate the key elements of your C.A.R.E. System.

I couldn’t have asked for a better segue way.  Ben’s question highlights a need we all have to see and drill down on examples that can help us make necessary and oftentimes uncomfortable changes.  The examples help us understand new concepts, demonstrate how the concept was implemented and give us food for thought on how we can incorporate them into our particular work environment.

Ben’s question was refreshing for 2 reasons. The first is that it was a good indicator that he acknowledged that change was necessary.  Unlike many leaders, he didn’t think that holding on to the status quo and old patterns was going to solve the problem.  He was open to trying new things. Secondly, he accepted responsibility for initiating the change and wanted guidance on how to start.

Over the next four posts, I will share with you the real world case study that I used to show Ben and his direct reports how to exemplify how the core concepts of the C.A.R.E. System can be used to effectively lead Millennials in the workplace .

The organization that will be highlighted in the case study is Starbucks and the person spotlighted is Stephen Gillett, its new CIO.

I welcome you to click here to read a recent article in Information Week written by Chris Murphy that spotlights the Starbucks CIO as the Chief of the Year.

 Full disclosure:  I don’t know Stephen Gillett personally other than what I read in the Information Week article and he has never heard about the C.A.R.E. System.  I am using him in the case study because of specific examples of techniques or approaches that were highlighted in the article.  The techniques help me illustrate real world examples of each of the 4 modules in the C.A.R.E. model that I know to be effective when leading next generation workers.

In my next post:  we begin look at the Starbucks case study for techniques on how to Connect – the first module in the C.A.R.E. System

Recently I finished reading Seth Godin’s book, TRIBES: We Need You to Lead Us.  It’s a quick read and I have been recommending it as a must read for corporate leaders as a starting place to challenge our thinking. In each of my posts, I will be quoting from the book to set the tone for us to be open to change.

In Tribes, Seth writes: “And if you insist on playing today’s games by yesterday’s rules, you’re stuck.  Stuck with a stupid strategy.  Because the world has changed.”

Change is a constant and our next generation leaders, the Millennials in the workplace, are counting on us to change and leverage their potential.

If my boss tells me, ‘not now’ one more time, I’m going to scream”.  That was Katie, one of the many Gen Yers in my professional circle.  She was frustrated once again by her boss and his inflexibility in trying something new. “He keeps making excuses about our team’s workload, our time constraints, the budget to shut down any ideas we bring to him”. 

I explained to Katie that “not now” was the leadership code word for “that makes me uncomfortable”.   After observing Millennials for so long, I realize that they come to the workplace with a different microchip imbedded in their DNA.  When that microchip gets activated by such things as: presenting a new idea, recommending a new but untried process, collaborating with people outside your team, the seasoned leader or manager gets another sampling of the unfamiliar and they don’t like the feeling. 

The savvy and astute leaders use that sampling either as a way to test the tried and true or to experiment with something new.  They see the opportunity to do things differently that the Gen Yers are bringing to the workplace and they go with it.  Most leaders just say “Not now. We’re too busy, too understaffed, too [fill in the excuse du jour].”  “Not now” lets them hold on to the past. It lets them ensure continuity of the way they’ve always done things, it provides a safe haven from the unfamiliar. 

To a sharp and eager Gen Yer looking for motivation and a way to stand out, “not now” is like taking a dip in freezing cold ocean water in January.  It takes your breath away but not in a good way.  For 20-somethings like Katie, getting told “not now” repeatedly is a let-down and a HUGE motivation killer.  Why should she continue to bring up ideas when all she’ll get is a lame reason designed to uphold the tried and true.  What ultimately happens with that inflexibility in leadership style is that talented people like Katie either leave or stop caring. They stop trying to bring their unique and much needed perspective into the workplace.  Either way, the organization loses out on capitalizing on her talent. It also loses out on getting comfortable with change.  Can any organization today afford that?  Yet, time and time again you can see many bosses across countless organizations emulating Katie’s boss’ behavior. 

My question is:  how long can we allow “not now” to continue? How long until it hurts the team and the organization?  Holding on to what has worked in the past is a recipe for failure if it’s not constantly being tested or reassessed for its value going forward.  Gen Yers have some great ideas to share in the workplace that test the tried and true.  That should be embraced by leaders of forward looking organizations. Some of the ideas may not work but I can guarantee that everyone will learn and be better off by trying them out. 

By leading the Millennials, I learned that “not now” couldn’t hold a candle to “let’s give it a try”. I just had to get comfortable saying it. I realized that “Not now” fed my fear of the unknown while “let’s give it a try” gave me possibilities.  It was also music to the ears of the Millennials in my team.  It gave them hope that things could change and that their input could make a positive difference at work.

So what about you?  Do you catch yourself saying “not now” a lot at work?  Replace it one time with “Ok. Let’s give it a try” and you’ll see that the world does not fall apart.  Maybe you’ll see your Gen Yers light up with hope instead of mope with disappointment.

“Alicia, I’m up to my eyeballs in work and more keeps getting piled on. The last thing I need is to deal with a bunch of kids that have no clue how things get done at work but want to show me a better way of doing things. If it’s been good enough for us, it’ll be good enough for them, too.” 

Bob was the CIO of a mid-size company and his tirade didn’t end there. It went on for another few minutes as he let out his frustration with managing the Millennials in his team.  As a leadership expert who specializes in the Millennial generation and Next Generation leadership issues, I get to hear similar tirades from clients and in networking events.  This happened to be a networking event and the minute Bob found out what I did, he started spewing.

It’s called F.U.D.  Many years ago, I had a finance professor that used this acronym as he tried to explain market volatility. It stands for Fear, Uncertainty and Doubt.  Since then I’ve heard the term used in a variety of contexts and as Bob was talking, it kept flashing through my mind. Bob was locked in the status quo.  Just the mere thought of having to deal with something unfamiliar during such tumultuous times made his head hurt. 

Millennials represent the unfamiliar to Bob and many of today’s leaders and it puts them in FUD mode.  Instead of trying to understand and embrace the Millennials and use the experience as an opportunity to change their thinking [Oh, Nooooo!], these leaders go into what I call the hunker mentality:  they firmly grasp the old, conventional way of leading and seeing things and refuse to open their minds to the possibility of a new way. The more Millennials try to infuse a different perspective into the team or the workplace, the more hunkered down these leaders get in the old ways.

Here’s the problem with the hunker mentality: the more leaders in a company that prescribe to that mentality, the more at risk that company is to being left behind. Instead of seeing the Millennial FUD factor as a bad thing, smart leaders are using it as a wake-up call to find new ways of leading that begin to incorporate the unique perspectives the Millennials bring so they can attract, motivate and engage them going forward.  Let’s not forget that the Millennials are the next generation leaders and the world they will lead is starkly different than the world that created the old, conventional ways. Let’s also not forget that as Baby Boomers, many of us won’t be retiring as planned. So if your strategy was to “get out of dodge” before the massive influx of Millennials hit your workplace,  you may want to re-think that strategy, huh?

So are you in FUD-land?  Go ahead. Take a chance. Acknowledge the FUD factor, get uncomfortable and try new things.  It will ultimately better prepare you  to lead our next generation leaders. Years ago, I was knee deep in FUD as I started hiring Millennials at work. I was determined to figure out why.  I had to learn to get uncomfortable. I had to un-learn some leadership techniques that didn’t work anymore and upgrade some others to work in the 21st Century.  Millennials need us to get uncomfortable so we can help them become the leaders they need to be in the new normal that is just beginning to unfold. They are counting on you to work through your particular FUDs and come out on the other side. The other side is not so bad.  Really…

I think we do and we need to do it fast. In my last blog post I talked about how so many people have been approaching me lately about how unhappy they are in their corporate jobs.  I think the economic woes we’re facing are making people cautious about leaving a steady paycheck but at the same time, it’s highlighting just how pervasive poor leadership is within the corporate ranks.  When times were better, people had more career options and would leave a company when they got tired of its poor leadership. Today, they can’t and it’s putting a spotlight on just how de-moralizing poor leadership can be to a team.

Although leaders know they have the upper hand in this economy, they have to always remember that it won’t be like that forever. If they are lousy bosses, their employees know it and so does everyone else.

It’s not hard to re-imagine leadership so that you have happy employees. Any good leader will tell you that employees don’t want much – they want work that is fulfilling and they want to be respected and acknowledged for their contributions.  That’s it.  The problem is that many of us who have led for a number of years are sticking to some pretty outdated ways of leading that prevent our employees from getting those 2 simple things they want most.

So here are 3 things today’s hip and savvy leaders are doing to re-imagine how they lead in the 21st Century.

  1. They ask for advice.  Savvy leaders know that the days when they had all the answers are long gone.  Today, the employees in the trenches know more about what’s going on than they do.  After all, how current can you be when you’re stuck in meetings all day and most of your job requires you to ensure your team’s compliance with those countless regulations and policies required under HIPAA, SOX, MOUSE (just kidding).  Getting your team involved and listening to their ideas is instrumental for successful leaders in the future.
  2. They are willing to bend the rules. Let’s face it, the only way we are going to shed our old leadership comfort zones are to experiment with new ones. The only way to do that is if we bend the rules of how the game is played.  Now I’m certainly not advocating we go and break corporate rules and get ourselves into trouble.  I’m talking about breaking the rules we’ve used from the past to lead in the future. So for example, just because something hasn’t been done before doesn’t mean it shouldn’t be done. Just because our best practices don’t align with the new idea being considered doesn’t mean we shouldn’t test the “best” practice to see if                 something better should replace it.  Bend the rules and test the “what-ifs”.  Those  “what-ifs” are the secret to staying viable in the future.
  3. They learn. If you aren’t open to learning new things every day you will not make it as a leader in the 21st Century.  The pace of change is grueling and it’s constantly challenging what we know on any given day.  If you want to sit on your laurels and reap the benefits of the expertise you’ve developed in the past, you will become the poster child for poor leadership.  You need to be in constant learning mode to hold the privilege of leading a team going forward.  By your example, your team will know that they need to stay sharp and keep their skills up to date. And here’s a secret:  you know those pesky 20-somethings that drive you crazy?  They are a GREAT resource for you to keep you learning and to stay relevant with what is happening in the world today.

So how about it? Do you want to just take up space until you reach retirement or do you want to make a difference to the generations of up and coming leaders that are watching you for clues on how to be the best of the best? It’s your choice.  If we are to re-imagine what leadership is going to be in the 21st Century, it starts with us – the leaders that have the courage to be different, be bold and willing to shed the past to make room for the future.

Yesterday I was reading an article that referenced a survey conducted by Mercer  indicating that over 30% of employees are disillusioned and disengaged at work . For Gen Yers on the job, the number increases to over 40%.

The interviews I held with Gen Yers this past year validates the results of the Mercer survey.  In fact, I found that over 80% of the Gen Yers I interviewed had already left an unsatisfying job or were aggressively looking to leave.

But here’s what I find most baffling.  As I work with business leaders who want to get the most out of their Millennial staff, I find there is no desire on their part to change their way of leading or try something different.  A surprisingly large group of business leaders still believe that the Millennials are the ones who are going to have to adapt to the way organizations work.   I find that so many leaders are disillusioned themselves and are just plain tired of the corporate grind.  They have no desire or incentive to try something different, to capture the minds & talent of their Gen Y staff. Many of them have gone as far as to tell me that they are absolutely NOT going to “rock the boat”.  They are desperately holding on, keeping things the same until they can retire.

I find that to be sad and troubling.  By 2014, it is estimated that 50% of the workforce will be made up of Gen Yers yet they will be reporting to bosses who are holding on to the status quo and are not that motivated to engage & retain their young staff.  Many of them turn a deaf ear when it comes to understanding why Gen Yers are unfamiliar to them as new employees.  And even more interesting than that is that many leaders show a disconnect between how they raised their own Gen Y children and what they expect from them as employees.

Here’s an example. Recently, I was working with a manager who talked constantly about how involved she was in her college children’s lives.  She explained how she researched the universities they attended, talked with the dean and other assorted faculty & staff at the various colleges they were considering and countless other details that showed how involved she was in their selection and in their lives.  She didn’t think anything of her deep involvement in her children’s decisions and the ramifications that would later have.  After all, if someone is THAT involved in making decisions on behalf of her children, how can her children be expected to do things on their own.

While I worked with her, she was constantly receiving texts from her children & responding to them.  She called them often & researched things for them.  So you’d think that someone like that would have a lot of understanding and tolerance for Gen Yers that reported to her.  Not at all.  She constantly complained about how lazy & unmotivated her young staff was.  She was frustrated at how much time she had to “waste” holding their hand through every minor detail of their work.  She was appalled at their work habits but fully expected them to “get with the program” and figure things out themselves.  After all, no one ever showed her how to get things done.  She had to figure it out on her own and so do they.

See the disconnect?  Like my client, many Gen Y parents were and are heavily involved in their children’s lives. But when these parents put on their “leader/manager”  hats at work, they expect Gen Yers to miraculously figure things out on their own.  But how can they when all their lives Gen Yers have had hands-on advisors helping them every step of the way?

Unlike other generations of young workers, Gen Yers have many more employment options than existed in the past.  Many leaders mistakenly believe that with the recession Gen Yers are going to have to conform & “get with the program”.  They may do that temporarily but here’s something you probably don’t know about your Gen Yers that you would if you spent any time trying to get to know them.  Many Gen Yers have side gigs.   I believe Pamela Slim, author of  “Escape from Cubicle Nation” calls them side hustles.  In their spare time, Gen Yers are following their passion, volunteering in non-profits, working part-time at a home-based business.  The more disengaged they are at work, the more effort they’ll put into their side hustles.

They also have options around the companies they work for.  There are many successful companies that have been started by Gen Yers that are attuned to the needs to Gen Yers & are extremely attractive to them. Think Google, Facebook and many in the non-profit world such as Invisible Children.  And we haven’t even talked about the unprecedented access to angel funding & venture capital that is available to someone with an idea, a lot to offer and working for a boss who doesn’t care.

So my advice to leaders out there is this: If you want to attract and keep the best of  Gen Y talent and prepare them to lead effectively in the 21st Century instead of the 20th Century, let go of the status quo and stop holding on until you retire.   We owe it to our children, your young staff to give them the tools they need to be the great leaders of the future.

Drumroll, please…  The last & what I consider the worst of the 5 batty bosses at work is Mr. Snarly.

This is the angry, moody, obnoxious boss who spends his day screaming at everyone, regardless of whether it’s his team members, his assistant, his kids or the barista at Starbucks. He loves belittling people in meetings and has absolutely no manners or delicacy. He thrives on intimidation. Reporting to him keeps you constantly wondering when his tirade will fall on you.

Certainly not a fun person to work for.  It will amaze you how many Mr. Snarly’s still exist in the workplace today.  You would think with all the leadership advice out there & the money companies spend on mentoring their leaders & managers that a Mr. Snarly could never be allowed to exist & wreak havoc at work.  But they do.  And chances are, you will run into one if you are not already reporting to one.

That’s why it’s so important to ask probing questions during an interview especially for those first entering the workplace. Working for a Mr. Snarly right out of school is almost harmful to someone new to the grim realities of work. A young employee is not savvy enough or experienced enough to deal with Snarly’s tirades & unprofessional behavior. There are many seasoned professionals that can’t deal with that type either. But the point is to try & flush that out before you take the job.

If you don’t want to get caught working for Mr. Snarly, you need to ask probing questions when interviewing with your prosepective boss.  The person the position reports to has the ultimate decision in who gets hired. Here’s a insider tip. Most prospective bosses have interviewed hundreds of candidates over the years. They know that young people are  more focused on impressing them. They know that young candidates don’t know the corporate realities of being an insider.  After years of interviewing young people, they already know by heart the types of questions you will ask them – questions that are meant to impress them with your knowledge. 

What they don’t expect is for you to be a savvy interviewee & ask them questions like experienced candidates do. On the rare occasion a young person asks probing questions, the prospective boss immediately takes notice. I know I did when I interviewed.  Here is a person that is making the boss think about the answer instead of asking a question everyone else asks. This person will automatically stand out from the throngs of other interviewees they will see.  And that’s what you want.  You want to stand out & ultimately get the job.

So here are some questions you can ask your potential boss to make him think & take notice of you.

  • Can you describe your leadership style?
  • Give me an example of a famous leader you admire.
  • What are your top 3 pet peeves?
  • Do you enjoy mentoring your staff?
  • Give me an example of someone you’ve mentored in your team and what you liked and didn’t like about it.
  • How would your employees describe you?
  • What are 3 things you enjoy about leading your team and 3 things you don’t enjoy?

You need to listen carefully to the responses given since that will give you clues as to the type of person you will be reporting to.  Now that you know the list of batty bosses you can be better prepared.  You may hit the jackpot & find that you will work for a great boss.  If so, it is even more critical for you to do everything you can to stand out & get the job.  Great bosses are rare to find & when you find one, you want to work for them as long as you can.

If you currently work for a Mr. Snarly & can’t stomach his outbursts, now you have the questions you need to ask in your new job search.  Don’t get caught by surprise again.  For those college graduates interviewing for their first jobs, stay out of Mr. Snarly’s clutches.  Ask probing questions & know what you’re getting into.  The more you know, the less job shock you will experience when you start working. That means the quicker you can focus on making an impact on the inside & moving your career forward.  Instead of a deer in the headlights, you will walk into the spotlight with confidence & knowledge.

Have you worked for Mr. or Ms. Stupe?  Stupe is another Gen Y addition & it’s pronounced Stupee.  Short for Stupid. 

Yes, believe it or not,  you may work for a boss that’s not the sharpest tool in the shed.

When I started my career, there was a saying, “Screw up to move up.”  Do any fellow Boomers remember that saying? We’d use it every time an incompetent person got promoted. Back then, like today, it is often easiest for a company to get the stupid person out of the day-to-day and out of the way by promoting him. Not a smart move, but it happens. Mr. Stupee is ineffective running the team. Somebody else, usually a direct report(s), is the brains of the operation and allows Mr. Stupee to get away with his incompetence.

Discovering that you work for Mr. Stupe was shocking back in the day & it’s even more shocking today.  This is the type of thing most young people don’t realize when they are interviewing for a job.   Because they don’t know what awaits them as insiders, they don’t know what to ask  to try & find out.  It’s so important to ask the questions.  Not only is it eye opening & valuable to know what you’re getting into but did you know it gives interviewees a leg up in the interview process?

More  about that in our next & last post in the series.  Batty boss #5: Mr. Snarly – the worst of the bunch.

Mr. Sleepless in the office.  That’s batty boss # 3.

This is the workaholic boss. You will get an email from him at 2:00 a.m. and he calls you from the office at 7:30 a.m., wondering why you aren’t in the office. His standards are pretty high and he’s not very forgiving with anything less than your best. If he’s putting in all those long hours, you should be too. If you aren’t, you will quickly get on his radar. These types are usually over-stressed, burnt out and impatient. They are tough to work for and are not very understanding of the personal demands or issues their employees may be facing.

So here’s a confession.  In my early years as a manager,  I was a Ms. Sleepless.  I’m one of those people that loves to work & can work non-stop if I’m not careful.  Early on in my career I expected my team to be working alongside me.  I had the attitude that “if I did it, you could do it, too”. With time, I realized I was burning out my team and myself.  Just because I liked to work non-stop did not mean I should & it certainly didn’t mean my team should either.  In fact, it wasn’t productive to do that.  It was a painful lesson to learn because I lost a lot of great people who got tired of working for such a work horse. 

In fact, the lesson was delivered by Nick, someone who worked for me a long time ago.  A brave soul who decided to speak up & share what everyone in the team was feeling.  Why did he do it?  Because he took the time to observe me and to see what made me tick.  For weeks before he approached me, he watched how I reacted to information and the best way to deliver that information in a way that was well received by me. He noticed that even though I was a workaholic, I was open to feedback from the team.  I was tough but I listened.

Nick could see that I had the potential to be a good boss if I just lost the Ms. Sleepless tendencies. So he spoke up.  He delivered the difficult message in an objective, non-judgmental way that I could relate to & digest.  And I did. Nick’s plan worked.

When I asked him how he knew his risky move wouldn’t backfire on him, his response was priceless.  He said he wasn’t sure it would work or not but he knew that by not saying anything, things would not change.  I’ve never forgotten what he said to me.

He said, “You are the gatekeeper of my career.  Good or bad, that is the reality. If I want to advance I have to make the relationship work.  To do that I had to figure you out.  Once I did, everything else fell into place”.  It’s a win-win for both of us.

And it was a win-win.  Because your boss – batty or not – is the gatekeeper of your career, it behooves you to figure him out instead of expecting it to be the other way around.  When you take the initiative to do so, the options of how to handle his battiness will surface.  You’re in control, not the other way around.

Next up, Batty # 4: Mr. Stupe (pronounced Stupee).