Each week I read leadership articles from various online resources and share them across social media. Here are the five leadership articles readers found most valuable last week. Click on the title of the article to read the full text. I have added my comment about each article and would like to hear what you think, too.
I was part of an organization that loved conducting employee surveys. As an economist and leadership author, I love data that yields results. However, surveys need to be properly conducted, or the intention can backfire.
The leaders dutifully distributed survey after survey about work conditions, corporate culture, and ways to improve the workplace.
The problem was that the senior leadership didn’t share the information collected, nor what they planned to do with it. It was simply busy work for the sake of appearing to do something that looked like leadership, but clearly was not.
As employees realized that they were spending time on surveys that didn’t matter, their attitudes shifted. Employees felt that their time, their inputs, and their jobs didn’t matter. Worse, it was rumored that the survey was actually intended to pinpoint unhappy employees to get rid of them.
My Comment: I can’t tell you how many times I’ve seen scenarios like this play out with employee morale taking a nose dive, leaders frustrated, and at a huge waste of time, money, and energy.
If you’re going to gather information of any kind, whether through a survey or just asking for feedback, it is critical that you plan and commit to responding before you get the information. Don’t ask questions you’re not prepared to address. Asking a question and then ignoring the answers makes you look craven or manipulative. In contrast, when you Channel Challengers and productively respond to feedback, your credibility soars.
If an organization has just one or two people whose power has gone to their head, it can demoralize subordinates, cause valuable talent to flee, disempower teams, and lead to foolhardy strategies. Whether you are a board member, a CEO, a senior executive, a high-potential employee on the rise, or an HR leader concerned about culture, you need to understand how such hubris works so you can head off its destructive effects on careers and on your company.
My Comment: This is an excellent article to help you address excessive confidence in both executives and to prevent it from happening to you. As the authors point out, this hubris is often acquired over time as leaders encounter fewer peers and people who will tell them the truth. You can counter these influences with intentional strategies to leverage doubt in decision-making, Own the UGLY, and Channel Challengers.
Most leaders (the less than great ones) can become afraid of learning their employees’ true feelings towards the company and its overall structure. In turn, they shy away from even initiating such conversations and asking the important questions.
Strong leaders, on the other hand, happily ask these questions with an eye on making things better for their team. When everyone is heard and acknowledged, only then can a leader make the right decisions and give each employee what he or she needs. If you don’t ask, who will?
My Comment: WOW – there is definitely a theme this week – three articles in a row focused on getting feedback from your employees. McKinney’s questions will help you assess your team’s health and how the individual employee is doing. In order to make questions like these to work, you’ll need to have built relationships with your people (so it feels like a conversation, not an interrogation). In addition, be sure not to react or punish people for the feedback they share.
Micromanager. It’s one of the least flattering labels one can be tagged with in business today. It connotes an unproductive level of involvement in the work and work products, excessive need for control, nit-pickiness, attention to unnecessary details and a generally unpleasant overall workplace experience. Nobody wants to be a called a micromanager.
Question: But, what’s the alternative?
Answer: Become a macromanager!
My Comment: There are some great suggestions in this one to help you get out of the weeds, stop micromanaging, and focus on what matters most. One of the things I appreciate here is Julie’s acknowledgement that many managers micromanage because it’s all that they know. They know how to do the work. They know the individual contributor role very well. It’s uncomfortable to learn a new set of skills and to view the world differently – from the view of a macromanager. One additional way to avoid micromanaging is to focus on how you delegate. Focus on the outcome. Don’t delegate the “how”; delegate the “what”, be clear about the finish line, and schedule a mutual appointment to receive the project back from your team member.
I’ve interviewed a lot of people in my career for all kinds of positions and from many backgrounds. Most people have favorite interview questions to ask and some believe certain questions can quickly reveal what they need to know about a candidate’s cultural and positional fit.
The leaders with the greatest success in hiring the right talent often like to point to the exact questions that made it clear that a candidate would or wouldn’t work. I’ve made it a hobby to consider the questions that really made me think and to experiment with the ones that make it hard for interviewees to prep for, as those are the ones that reveal the most.
I often ask people from different walks of life about their “go to” interview questions and why are they so important. Here’s what I’ve collected.
My Comment: I’m a fan of behavior-based interviewing. If you only have 20 minutes with a candidate, start there. This is an interesting list of interview questions for the times when you want to go deeper. Most of them provoke thinking and may give you insights into a candidate. They may be most useful when you’re looking at a deeper partnership with someone. Some of these questions, however, I’d have to see in practice before I would recommend them. In particular, #3 is absolutely not mutually exclusive and I’m curious what is behind this one.
What thoughts do these articles bring to mind? Do you see something differently than the author? Did you have a favorite leadership article this week? Leave us a comment and let’s hear from you.