Open Letter to Boomers – Number 1

OK, Boomers, this letter is for you.

Think back to your first job. Come on, you are not having a senior moment – you can do it.  When we (yes, I am a boomer) were first starting out, we had to do a lot of “grunt work.  You know the boring or sometimes unpleasant tasks that no one else wanted to do.  When we complained, we were told, “You have to pay your dues.

Now fast forward a few decades.  You are now the boss and one of the twenty-somethings who reports to you comes into your office and tells you that he/she is ready for a promotion and more responsibility.  You are shocked by the directness of the person and respond, “You have to pay your dues first. The millennial is now really annoyed by your dismissive response and you have no idea what you’ve done to get that person upset except to introduce the concept of dues paying before one is ready for a promotion.

Here is the reality.  To a millennial, paying dues is something you do to stay in the good graces of a membership organization; it is not about putting in time until it is “your turn for the promotion.  Millennials love to learn and when they have accomplished a task or completed a key project, they want to move up.  They do not understand the concept of having to wait a specified period of time for their turn.  When they think they are ready , they’re ready , and they will leave an organization that does not help them move up.

So here is a possibility for handling the situation differently.  When a twenty-something shows up asking for a promotion , and they will , try this approach.  Start by telling them all of the things that they are doing well.  Then share with them what competencies they will need to take on a higher role in the organization. In other words, what needs to be present for them to take on a new role? Finally , and this is the absolute most important part – tell them that YOU will help them get the experience to learn and practice those competencies so that they will be in a position to be promoted.  Then start right away helping them to learn and grow.  See how that approach works.

Open Letter to “Millennials” – Number 1

Last week a staffing company asked me to speak at their annual offsite retreat about generational issues in the workplace. My colleague Wendy Shannon and I have been co-presenting on the four generations in the workforce for about a year now and in that time have learned quite a bit to share with those interested in this topic. The majority of the audience were members of the “boomer generation (i.e., those born between 1946 and 1964) and they had lots of questions about the millennials – aka Gen Y- (i.e., those born from 1980 on). These two generations have their challenges when it comes to getting along with each other, so I thought I would post a series of open letters to members of both these generations to suggest possibilities for how to improve the working relationships between each one.

I’ve addressed the first letter to the millennials. So for all you twenty-somethings out there , this letter is for you.

First of all, challenges that people from different generations have in understanding each other are not new. When I was your age, my parents called it the “generation gap. They didn’t understand our music, our long hair, and the way we talked. Some of the boomers that you work for tell me that they don’t understand your music, your tattoos and body piercings, and the way you talk. I try to remind the boomers that our parents said almost the same thing. It’s really about self-expression.

Expressing one’s individuality is great. We just need to keep in mind how that self-expression may effect other people. I had an internship at a bank in Philadelphia during the summer before my senior year in college. Long hair was a no-no and a suit and tie was the required uniform of the day , this was long before “business casual hit the fashion radar screen. One day I showed up wearing a blue dress shirt thinking nothing of it. One of the senior vice-presidents noticed how I was dressed and informed me that only WHITE dress shirts were acceptable and was actually quite dismayed by the way I dressed. I hadn’t thought that I’d cause such a stir about such a thing as a blue dress shirt. Yet, I learned from the experience. As infrequently as I wear a necktie today , I found I think a lot better when I’m not being strangled , I also know that sometimes I need to adapt how I look to fit the circumstances.

In social psychology there is a long history of study on something called attribution theory that says that we tend to attribute certain beliefs, attitudes, and values to others based on how they look and sometimes speak. Let me be clear. I am not suggesting that you get laser treatments to erase your body ink or that you remove the piercings that everyone can see. What I do encourage you to do is to just take the “other’s point of view and try to understand the impact of how you look, how you speak, and how you generally present yourself can have on how others see you.

When Life Happens…

Back when I was an adjunct professor in an Executive MBA program, I recall the time one of my students, the CEO of a small interior design business, called me to renegotiate the deadline for an assignment. As it happened, she was the victim of a “perfect storm where unexpected work and personal life events converged to disrupt her otherwise well-planned schedule. As she put it, “Life happened and it wasn’t on my planner!

I personally know how disruptive and disconcerting these unexpected life events can be. Five years ago today my wife Maureen died of metastatic breast cancer. During the fourteen months of her illness, I made a commitment to her that I would be there for every doctor appointment, every chemotherapy session, and any other event where she needed my support. Given that I have had my own business since 1991, I had some flexibility in my own schedule, and so I was able to do what I promised , almost. I did miss one doctor’s appointment.

When we found out she was terminally ill, I contacted my clients to let them know that at that point my priority was to serve as Maureen’s primary caregiver and that I’d need to postpone some of the work we had going. Fortunately, I was blessed with very understanding clients , all of whom said, “The work will be here when you’re ready again.

The reason I tell this story is that the challenges that we face in our personal lives, whether it is a serious illness, a death of a loved one, or some other tragedy do happen , and they happen with some regularity. I would bet that most of the readers have either had their own personal issues to deal with or have known a co-worker who has gone through some tough times. The question that I think managers and leaders in organizations need to ask is when these events do occur how do you handle them.

My experience is that many managers dance around these issues because they simply do not know what to do. The first call needs to be to the senior human resources person in the organization to get clear on what are possible ways to provide support to the individual in times of crisis. Things like the Family Medical Leave Act can provide some guidance.

What employees may often find helpful is simply the friendly support from someone who has had their “hardship card punched , someone who is going through what they are experiencing , and often times that someone can be a person who is outside of your organization.

The key here is that we all need to be sensitive to those times when “life happens and it’s not on our planner.

Scenario Planning is a Key Leadership Competency

Once again allegations of mismanagement hit the papers , this time it’s the Small Business Administration in Washington, DC. As the article states, “Longtime critics of the agency said the current problem [a budget shortfall] highlighted a continuing pattern of mismanagement and poor planning at the S.B.A.

I think the gist of the article really highlights the critical leadership competency of scenario planning , the act of being able to anticipate possible futures and have in place a specific plan to handle situations that could actually occur.

I am reminded of Thanksgiving Night in 1981 when the old Northwestern National Bank Building in Minneapolis burned. What was remarkable was that the Bank was able to be open for most banking business in another location , that means having computer systems up and running and the space needed to do business, the very next morning , the Friday after Thanksgiving. This achievement did not happen by accident.

One of my neighbors at the time was the Secretary to the Board of Directors of Banco, the parent company of the bank. We usually sat together on our bus ride into downtown Minneapolis. He told me that the bank had just completed its disaster plan about a month before. The senior leadership of the bank went through the discipline of trying to anticipate what natural and man-made disasters could shut down the bank and what could the various departments do to plan for those scenarios. One of the key events that they anticipated was a catastrophic fire.

The moral of the story is that all leaders need to pay attention to learn from the past, pay attention to the present, and plan for the future.

The Hiring of a CEO – That is Head Coach

One of the alumni affiliations I claim is The University of Minnesota. And after living in the Twin Cities for 32 years and now traveling back frequently to Minneapolis on business, I still keep up with the local news. Today the University of Minnesota hired a new football coach , a guy named Tim Brewster.

In the spirit of full disclosure, I was sports editor for my high school newspaper and I covered high school sports for the local media in southern New Jersey before I moved to Minnesota to attend graduate school. Today, I fancy myself as somewhat of a sports historian even though I have become disenchanted with men’s major college athletics (do we really need 30 plus football bowl games?) as well as professional sports (I’ve grown weary of overpaid men behaving badly). So I now tend to view sports teams and coaches through a management and leadership lens rather than that of a fan.

What is curious to me about the appointment of Tim Brewster as the Gophers’ head coach is that he is the first University of Minnesota head coach that I can remember , and my memory goes back to the Murray Warmath era at Minnesota in the ˜60′s , who shows up with apparently ZERO head coaching experience. His most recent post was tight ends’ coach for the Denver Broncos , a position coach. News reports tout his major asset as being a good recruiter because he recruited quarterback Vince Young to the University of Texas when he was an assistant to head coach Mack Brown.

From a task relevant competency standpoint, there is a big difference between the competencies needed to be a position coach and those required of a head coach. The analogy would be the difference between the requirements of a first line manager of a Fortune 500 company and those of a CEO! I’m not kidding. In most cases, organizations fill the chief leadership position by hiring someone who (a) has performed the role successfully before at a similar organization , in this case, was previously a Division IA head coach; (b) held the chief leadership position in a smaller organization , that is, was a head coach at a Division IAA school; or (c) held a “second-in-command position at a similar organization and is ready for a promotion , in other words was the offensive or defensive coordinator at another Division I school. This appointment deviates from customary hiring practices and there could be a variety of reasons.

Perhaps Joel Maturi, Athletic Director at the University Minnesota, sees this guy as a diamond in the rough whom he believes deserves a chance at this level; or worse case scenario, Brewster was not the first choice , other more qualified candidates might have turned down the opportunity. And the list , based solely on conjecture at this point , could go on.

One observation that I’m certain others will make is that Brewster was hired by the same athletic director that decided to sign previous head coach Glen Mason to a four year contract just one year ago only to fire him after Minnesota’s bowl loss to Texas Tech a couple of weeks ago costing the university $2.2 million in a buyout of the contract as well as $1.3 million in deferred compensation.

So Tim Brewster is the new guy and here is what he will face from a management/leadership perspective:

  • He will need to hire an entirely new coaching staff. The key in filling these vacancies is to surround yourself with the best possible people. The question is will talented people come to Minnesota to be on this guy’s staff when he has never been a head coach before?
  • He will need to establish a vision or identity to aid recruiting. Others recognize his recruiting ability, but if does what he knows , namely recruiting , it takes time away from other big picture activities.
  • He will have to deal with the media.
  • He will need to get results quickly , in the Big Ten, that means win.
  • He needs to establish credibility with returning players based not just on his position power of “I’m the head coach.

Tim Brewster seems like a nice guy. However, he will need to demonstrate critical task relevant competencies that he has never had to demonstrate before. I wish him success, but he has a steep learning curve ahead.

Leadership vs. Management

As part of the coaching process that I follow, I try to assemble as much data as I can about my coaching client. That information includes 360 degree feedback data, style information such as the MBTI, as well as insights from interviews with bosses, board members, direct reports, and peers. Often I will also “shadow the person I am coaching to observe them in action. In the process of preparing for a new client, I had a conversation with one of the board members for the organization who shared with me his perspective on the difference between a manager and leader. According to this CEO, “the role of a manager is to get the most effective use out of the organization’s resources, and the role of a leader is to create a shared vision to help people do their best.

Now, the debate about the differences between what is a manager and what is a leader has been going on a long time and there are far too many references in this discussion to cite here. However, one of the things I have noticed is that there is an organizational belief that as one progresses up the corporate ladder through the ranks of manager, senior manager, director, and so on, there is an expectation , sometimes explicitly stated, sometimes not , that at some point a person will shift from being a manager to being a leader and do “the vision thing. Certainly, senior leaders , or more specifically, THE senior leader of an organization , need to be less involved in the minutia of running the organization and more concerned with it’s strategic direction. However, I offer several observations.

First, we mix up the terms “management and “leadership regularly in the way we talk about the people who run organizations. We typically refer to the people at the top of an organization as senior management , not senior leadership , although I am hearing the term “senior leadership team more often. Yet, when we reference them individually we often say they are the leaders of the organization , not the managers.

Second, we promote someone into management because he or she got great results as an individual contributor and we HOPE that they will be successful getting work done through others. We promote someone into a senior management position based on his/her ability to get work done through others by delivering results in a number of different assignments and then we HOPE they can think strategically and do the “vision thing.

Finally, regardless of the level of management one is in there are elements of management in that position as well as elements of leadership. Skillful and self-aware managers know the difference.

Silo Mentality

When I’ve taught courses in Organization Design and Behavior I often say that it is best to organize around a purpose and that all organizations are perfectly organized to get the results that they get.

One common way that businesses organize is by function. In other words, in functionally organized businesses you will find departments for each of the basic business functions of marketing, finance, operations, human resources, sales, and so on. However, most of these businesses realize that no one function alone adds value to the customer. So one approach is to form cross-functional business teams (i.e., teams with members from each relevant functional area) to manage a customer group, a brand, or a product line. A lot of my team development work focuses on helping these cross-functional teams at all levels of an organization.

The reality is that our business schools do not help people work cross-functionally by the very way that the schools themselves are organized. Most business schools have departments of marketing, finance, accounting, operations, human resources, management, etc., that mirror the silo structure of the functionally organized business. Unlike businesses that try to work cross-functionally, faculties tend to stay in their department silos and so students progress through these business programs without any practical experience in learning how to work across functional boundaries. Remember what I said about organizations being perfectly organized to get the results that they get. Well, business schools are simply organized to turn out functional experts who have little or no practical training in understanding how to get work done through and with others across organizational boundaries.

New Ideas on Developing Leaders

One of the simple pleasures that we transplanted easterners look forward to is the Sunday New York Times. Usually it takes me most of the week to get through the entire paper, but it seems I’m doing a bit better , it’s Tuesday and I’m almost through it.

In the EducationLife section, there is a quote that caught my eye from the “Yale Book of Quotations edited by Fred R. Shapiro that will be published this fall by Yale University Press. The science fiction writer Robert Heinlein once said, “Never attempt to teach a pig to sing; it wastes your time and annoys the pig.

It makes me think of the conventional wisdom regarding the 360ˆž feedback process. For those of you who are unfamiliar with this method, a manager receives feedback from a survey instrument on how that manager is performing in critical competency areas. The feedback compares the manager’s responses to those of direct reports, peers, and that person’s boss and highlights key strengths and areas of development. Traditional approaches in using these data focus on how that individual can shore up the areas that need improvement and address the identified strengths simply by saying, ” keep doing what you are doing.

John Zenger and Joe Folkman take a different approach. In The Extraordinary Leader: Turning Good Managers into Great Leaders, the authors acknowledge that you need to fix the areas of development that qualify as fatal flaws , those competency areas that are so mission critical that if you do not address them the lack of that competency can derail a career. However, they maintain that you can get more mileage by having the manager focus on what they call “profound strengths and continue to develop those areas.

For example, supposed we have a manager whose ratings in the area of strategic thinking are in the 95th percentile. Performance at that level is clearly a profound strength. That same manager also received ratings for being detail-oriented at a level that qualifies as an area of development. Lacking attention to detail is not a fatal flaw in this organization and trying to teach this manager to be detail-oriented might be like teaching the pig to sing. So Zenger and Folkman suggest that this manager should continue to develop the profound strength of strategic thinking and simply have the manager surround herself with detail-oriented staff. What do you think?

Team Building

As I prepare to facilitate a team building session later this week, I’m amused when I think of some of the inquiries I have received through the years to help with team issues. Often someone will call me and say that they have a team that requires some team building and ask if I would put together a few fun exercises for them. My usual question of the caller is “and I will do these exercises with the team so that what will result? And most often the answer is, “Oh, I don’t know.

Two of the most important questions any team can ask at the beginning of its work are “what results are we trying to accomplish as a team and how will we define success? Answers to these questions help the team determine if it has the right membership and what its focus will be. More importantly, it gives the members of the team the opportunity to make a commitment to achieving those results. In the absence of asking the “results question as well as defining what success will look like, a team will be missing the direction that all high-performing teams require.

My First Job

I began The Drozdal Company 15 years ago. In reflecting on the many things that have happened since then, for some reason, I also recalled my very first job out of high school.

I was within days of my high school graduation. I had a college admissions letter in hand along with a tuition scholarship. And I needed a summer job to help defray those extra expenses that I knew would be there. At the end of this school day, I happened to run into the principal. He told me that one of the members of his Rotary Club who worked for the water utility in town expressed a need for a graduating senior to help them with a “filing project. He asked me if I were interested, I said yes, went to the job interview and got hired on the spot for the princely sum of $2.85 per hour for forty hours a week for the duration of the summer.

The Monday after graduation I showed up at the “Water Works as it was known around town, clean shaven and wearing a coat and tie. (My Mother and Father believed there was a right way to show up for your first day of work.) I was told to report to Mr. S. He was in his sixties and looked remarkably like an emaciated Boris Karloff. His gray hair was slicked straight back with the aid of a little dab of Brylcream and his eyes were sunken into his skull. He wore a white shirt, the collar of which was way too large for his thin neck. He smoked Pall Malls , Kurt Vonnegut’s cigarette of choice , all the time. He would inhale by wrapping his lips around the cigarette and sucking as hard as he could the way others would use a straw to get every last bit of that chocolate malt at Zwicker’s soda fountain.

He said, “Come with me, young man to the Kasbah in an affected way that sounded like Tallulah Bankhead with a bad Russian accent , and he laughed nervously in a way that sounded like a sputtering machine gun.

He took me downstairs to a place called the “vault which was to become my hangout for the next eight weeks. It turned out to be a large windowless room in the basement of the Water Works building where all the files were to be stored. What seemed like hundreds of five-drawer file cabinets lined the walls and about six rows of floor to ceiling steel shelves stretched from one end of the room to the other.

My new boss explained my mission. “We just moved into this building six months ago. When we moved in we told the guys to just dump the files in the vault and that we’d organize everything later. Well, now is later. Your job is to go through all these files and organize things so we can find what we need when we need it. The hours are 8:30 to 5. You get 45 minutes for lunch and two 15 minute breaks , one in the morning and one in the afternoon. And by the way, you might want to wear old clothes because it’s really dusty down here. Then he left.

There I stood in the middle of the vault. It was at that moment when I had a realization: I hate clutter and I hate messes, and here I stood in the middle of the mother of all messes! Somebody had stuffed the file cabinets to overflowing so that you could hardly shut the drawers. The rows of shelves were mostly empty except for a few randomly scattered file boxes. However, in the open spaces of the vault, the movers had just stacked the boxes without rhyme or reason and in some cases just dumped individual files in heaps. I felt like the walls were closing in. Then I had a blinding glimpse of the obvious. I had absolutely no clue about what I was asked to organize. I pulled up a chair and started to wonder if maybe painting fire hydrants for the Public Works Department might have been a better option for the summer.

Then Ray showed up. He was looking for a file he knew he would never find. His main motivation was to escape the boring accounting work and his ledger sheets. Mostly he wanted to escape his boss Mr. S.. Ray was a writer. He wrote children’s books and as soon as his first one was published he was history. Of course, he had been telling everyone of this plan for most of the twenty-five years he was with the company.

“Hi, said Ray. “You must be the kid Mr. S. was talking about. I just came down to find a work order. You look like you just lost your best friend.

I explained to Ray that Mr. S. had just brought me down here, ordered me to organize the files, but never really told me what he expected.

“You need to know that when he is rushed he’s not good at directions! Besides that he’s a moron! Maybe I can help.

Ray then explained that the files consisted of four types of documents: purchase orders, work orders, invoices for the work orders, and correspondence related to each job. Each job required a work order for the labor, a purchase order for the parts, and an invoice for billing the parts and labor. What linked everything together was the job number. I then learned that the company I worked for, was the parent company of about thirty smaller utilities. So the key was to organize the files by company and then by work order. In just fifteen short minutes Ray had taught me what I needed to know – most managers forget this step because they think it is micro-managing – and he had given me hope.

He was also my link to the rest of the employees in the accounting department. There was a lunch room on the top floor of the building and he made sure I was always invited to eat with the guys.

Over the next eight weeks, I managed to organize those files. I also learned some things that have stayed with me ever since that hot summer of 1968: First, I can work alone when needed , that knowledge certainly helped me when I had to write my doctoral dissertation. Second, for what ever reason, people tell me their stories. During that summer I learned more about the frailties of the human condition than I had up to that point in my life simply by listening to the stories of Ray, his co-workers, and even Mr. S. Finally, I learned that no matter how big of mess you are in, there will always be a way out. The way out often requires patience and the ability to measure progress only from the perspective of months, years, or even decades later and that sometimes one’s boss is not very helpful but others are.

So what was your first job and what learnings have stuck with you?