High Maintenance Versus Low Maintenance Employees

In the movie, “When Harry Met Sally”, Harry tells Sally that there are two kinds of women: high maintenance women and low maintenance ones and that Sally is the worst because she is high maintenance but thinks she is low!

Through the years I have observed that the high maintenance/low maintenance designation is NOT gender specific. In the workplace there are employees that are high maintenance and low maintenance. Managers tend to like the low maintenance types who keep a low profile, do their jobs, and don’t necessarily ask questions – and don’t take up inordinate amounts of the manager’s time. In contrast, managers tend to view the high maintenance direct reports as demanding, hyper-sensitive, and time sinks, usually because they ask questions and demand more time from that supervisor. What a lot of managers miss is that sometimes, people who are inquisitive, want to learn more about why they are doing something, and want to develop will take more of the manager’s time and that’s part of the role of being a manager. The dirty little secret is that many of the twenty-somethings joining the work place now would be what Harry would call high maintenance people. If managers ignore the demands of this group, they may miss out on the talent that this youngest generation can bring. More about this later….

Back in Business

The subscribers to this site have probably noticed the infrequency of the blogs over the last couple of months. Awhile back I noticed that the program I was using to write posts on www.workingwithothers.com was behaving, shall we say, weirdly. My travel scheduled delayed my following up on it, and low and behold there were some major bugs. In the words of one my of my friends, it was busticated!

Well thanks to Karen Arnold at High Desert Web – my Albuquerque-based web-hosting company – I am back in business. I have been with High Desert Web for more than two years and they have been fantastic! More posts are on the way.

JD

Is an MBA Worth It?

Current statistics state that the average cost of an MBA degree is in excess of $40,000 per year with some programs costing as much as $60,000 a year for a typical two year program. And according to www.mbaprograms.org, “ [T]he tuition cost of an MBA is more often than not an indication of its quality and regard among employers.”  There clearly is a mythology in play that says that corporations highly covet MBA’s, particularly from the top schools.

Here are some observations that might cause everyone to at least re-evaluate the value of an MBA degree more objectively.  In the spirit of full disclosure, I hold an MBA degree.

  1. I have worked with MBA’s from the top programs in the country including Harvard, Wharton, and Kellogg.  I have also worked with those who earned their degrees from one of the many other MBA programs – usually in the evening while working.  There have been, what I would call, outstanding managers and leaders from both camps.  And there have been some whom I would consider dangerous to themselves and others – abject disasters as business managers.  My conclusion is that those high potential business people would have been high potential even without the MBA degree.
  2. I have also met a number of MBA’s – even from top schools – whose technical skills – being able to read financial statements, or create a business plan, etc. were first rate.  But whose reasoning ability – the capacity to understand the second, third, and fourth order consequences of a decision – and the ability to get work done through others was sorely lacking.
  3. Most MBA curricula focus on teaching business basics – the same basics that one would also get in an undergraduate business degree program- often taught by the same faculty using the same text books – except that the course numbers indicate a graduate school designation.  And because the courses are not cross-disciplinary, the curriculum reinforces the prevalent silo orientation of most corporations that organize around accounting, marketing, finance, and manufacturing functions.
  4. Most business school faculties have a strong academic orientation.  That fact has at least two implications.  First, what gets taught is taught from a very theoretical perspective. Second, faculty get promoted not for their teaching but for their research.  So corporations that hire MBA’s have to spend time teaching them “how things really work”.
  5. From having been an adjunct MBA professor for about 18 years,  many of the MBA students that I encountered lacked basic writing skills.

For what it is worth, I think corporations need to re-think their hiring practices and critically assess the value of an MBA.  At the same time, take a look at outstanding liberal arts graduates who have learned how to think, and write, and communicate. And who know how to learn. I can assure you that this pool could learn the basics of business (e.g., how to create and read financial statements, how to do a business plan, how a business makes its product or service and its money, and marketing principles) in less than six months – probably even in six weeks. By far one of the best MBA students that I taught was graduate of a liberal arts college whose whole curriculum is based on reading great books and writing about them – and she has been a quick learner in every position she has had.  So think about it.

Are You Reading Critically?

People in my seminars and workshops often ask me “what business books do you read?  I answer, “I don’t read business books. The group is usually stunned.  What I found through the years is that  many business books don’t really offer any new ideas and often lead readers to the conclusion that there are simple answers to complex problems. Here are a couple of examples to illustrate my point.

Patrick Lencioni is a writer and consultant that a number of people admire.  His books often have a number in the title: The Five Temptations of a CEO; The Five Dysfunctions of a Team; The Four Obsessions of an Extraordinary Executive; and The Three Signs of a Miserable Job. Let me be clear that Patrick Lencioni and I probably have a great deal of common ground in our shared passion for making workplaces better.  His books are very accessible and seem to have struck a chord because his book sales are off the charts.  And I do not disagree with the major themes in the books above.  What is a problem for me is how the work gets applied.  Most people in organizations who cite his works tend to have read them non-critically and believe that, “if we can only overcome these five dysfunctions we will be a better team.  What is missing is the question, “might there be a sixth or seventh dysfunction or temptation that is really tripping us up?  Patrick Lencioni provides an example of what philosophers refer to as reductionist thinking – the tendency to reduce problems and solutions to the simplest set of principles.  Another example would be Stephen Covey’s Seven Habits of Highly Effective People.  The finite number of principles that reductionist thinking yields are not necessary bad or incorrect principles.  I have worked with teams that, in fact, exhibit all five dysfunctions about which Lencioni writes – as well as others!.  However, reductionist thinking has a way of making people lazy.  Instead of asking “are these really the three, four, or five things in play or better yet, might there be other principles that would apply, there is a tendency to accept as true the results of this reductionist thinking.

Another book that I have seen get mis-used is Jim Collins’ Good to Great.  Collins talks about great organizations making sure that they have “the right people on the bus.  I have talked with a number of executive who extol the virtues of this book and especially cite the part about getting the right people on the bus.  The way this passage gets interpreted is to hire (that is get people on the bus) who look like, think like, and act like the people doing the hiring.  So without real diversity do we really have businesses that can be as great as they could be?
So what do I read?  I read biography, history, and poetry.  I am currently reading Doris Kearns Goodwin’s Team of Rivals.  This is the story of how Abraham Lincoln selected for his cabinet four of his rivals for the Presidential nomination in 1860 and forge them and others into a team that lead the United States through the Civil War. If you really want to learn about getting the right people on the bus and building an effective team read this book. But read it with a critical eye, ask questions, then decide how you want to move forward.