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Posts Tagged ‘Being promoted’

The boss…

I have written about bosses and their/our quirks periodically.  Today, I often run into people who say their career aspiration is to, “move into management.”  My response?   “Be careful what you ask for!”

Recently I listened to radio commercials sponsored by the Denver Women’s Chamber of Commerce celebrating the “25 Most Powerful Women in Denver” (see http://www.cwcc.org/media-release/colorado-womens-chamber-commerce-announces-colorados-2018-top-25-powerful-women/ ).  Is that what being the boss is all about; power?

When I perused their list I saw big companies, big titles, and statements about overcoming big, bad, male-dominance.  Is that what being the boss is all about?

When I interact with “the boss”, that’s not what I’m usually thinking about.  However, truth be told I may have had those traits back in the day when I was the boss.  Only my direct reports would know.  (Maybe they’ll share their opinion?)

Permit me to share a few excerpts from my list on the topic of “being the boss”.

First, am I grounded?  Do I emulate Gandhi; or Attila the Hun?  I mean, if the boss is a whacko, how effective can he or she be managing/leading people?

There is both peace and power in knowing and understanding who you are, where you’re from and where you’re going. 

Doug Burgum

Second on my list:  How fun as the boss am I to work for?  Many people have jobs today with a degree of tedium.  Many people struggle getting everything done that every day demands both personally and professionally.  If we cringe when caller ID shows it’s the boss, how likely are we truly doing our best and contributing at our highest level?

Hey boss, how about this one:  Describe how you empower your people…  Do you readily and continuously share information with your team?  Or do you believe information is power, and withhold all/many/some of the key details?  Getting the job done through your people is your responsibility, isn’t it?  Here’s what Peter F. Drucker said:

Finally – and perhaps the most important lesson – the professional manager is a servant.  Rank does not confer privilege.  It does not give power.  It imposes responsibility.

Next up – as the boss, how well do you adapt to your people?  Or, are you of the mindset that your people must adapt to you?  Which approach do your people think works the best?  I learned this management principle the hard way.

The first day of my first time being “the boss”, was the beginning of our fiscal year.  Our annual ritual was to inform each sales rep of their new quota (which was higher); their new territory (which was smaller); and their new compensation plan (take a guess).

My team was comprised of three women; and one man.  The man complained; the women cried!  I wasn’t prepared for the latter – I hadn’t yet learned that as the boss.  My people helped me adapt – if I was going to be their boss, I better have a box of tissue in my office LoL!  And believe me, this event wasn’t about male-dominance; it was about behavior.  My job was to adapt my behavior to that of my people if I expected them to excel vs. exit.

So I repeat; if you’re committed to becoming “the boss”, beware!

Listening is the most potent talent of a leader, especially to what may be unsaid. 

Cal Turner, Jr.

Did I already list listening as a key attribute on my list?  Go ahead; double check; you probably weren’t listening.  No worries – I’m not the boss.

GAP

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It’s a duck…

Managing people can be a challenging; rewarding; and sometimes messy business, true?  For all the talk about employee engagement, front line “supervision” seems to remain a consistent phenomenon in our business world.  Are employees just incorrigible?

As one IT Professional put it; “We’ve been reorganized, restructured, re-engineered, right-sized, down-sized, up-sized, TQM’ed, and MBO’ed, and if I hear the word empowered once more, I swear I’m gonna scream!” 

Geoffrey James

What happens to us when we get promoted to a manager?

Man-a-ger (man-i-gir) n 1. Coach, Teacher, instructor, Leader 2. Mr. Know-It-All, Ego with Legs 3. One who has or will have an ulcer 4. One who apologizes to subordinates for the stupid actions of superiors 5. One who apologizes to superiors for the actions of subordinates.

What’s the key to being a successful manager?  Hall of Fame baseball manager Casey Stengel had this philosophy:

The secret of managing is to keep the guys who hate you away from the guys who are undecided.

With all the animosity and bad jokes about management, many of us still seek that big promotion, don’t we?  In some companies (mine included) a sort of artificial environment is created where employees adopt the feeling:

If I’m not moving up; I must be moving down.

My friend and former colleague, Adam, had this affliction.  Truth be told, I’ve suffered from it myself.

Experienced; skilled; articulate; professional; I can’t say enough about Adam’s talents.  And I think I know the cause of his “moving down” affliction.  We were observing other, less talented colleagues at our company get promoted into front line sales manager roles.

We see it all the time, don’t we?  Those that can do; while those that can’t perfect the internal politic of wooing their boss to promote them.  I was so afflicted early in my career that when two of my best friends were promoted, I could not share the joy of their success.  Nope, in my mind I was “moving down”.  I needlessly quit a great job because of it.

So when Adam caught that bug, I knew the early warning signs.  I tried to offer a little “elderly wisdom” to no avail.  He was going to take a promotion into a bad job come hell or high water.  Which would it be you ask?  Hell or high water?  Well, if it walks like a duck and quacks like a duck…

Sure enough, within 10 months of total emersion into his managerial assignment; facing  innumerable obstacles; receiving little support from his superiors; the man who promoted him to begin with called one day.  When needing to deliver bad news, managers often “tip their hand”, hoping to soften the blow I suspect.

Ten months into his role, the discussion was about returning to a front line sales rep role (aka a demotion).  That’s not exactly how his superior said it.  The conversation was less direct; more vague.  Adam called me to relate the exchange and ask for a little “elderly wisdom”.  “Were they really demoting me?”  he asked.  I suggested it might be a good move; a better fit for him.

A new area manager was flying in to meet with him the following week.  To me, all of the signs indicated he was being demoted.  I said to Adam, “If it walks like a duck and quacks like a duck…”  I asked him to let me know how the meeting went.

Adam called me that following week – he left a voice mail, “It’s a duck”.

GAP

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