Epic Living - Leadership Development Career Management Training Executive Life Coaching Author

Top Ten Reasons Managers Won't Lead From a Position of Responsibility

FIRST, HERE'S TO ALL THE MANAGERS WHO LEAD FROM RESPONSIBILITY AND THOSE WHO WANT TO LEARN THE ART.  THESE PEOPLE PROVIDE HOPE.

Now for problem in need of fixing.  In my post on What Management Doesn't Get: Leadership Implies Responsibility I made the argument that managers have a gaping hole relating to leading.

Here is a good list (a starting point) of why managers won't lead from a position of responsibility:

1. It's easier to command and throw your weight around.
2. Too many organizations teach (by their actions) that people are a means-to-an-end.
3. Most managers, if honest, would have to admit they're soft.  When I was escorted out of corporate America for the last time, I discovered this first-hand.
4. Managers and those who promote them don't teach and guide.  Therefore, many managers go by instinct.  It is not instinctual to take responsibility.  If it were, I'd be writing about something else.
5. Fear and Greed.
6. The tools for education focus too much attention on skills and the attainment of position.  Without a strong emphasis on character, responsibility will not be a priority.
7. Managers have bought the lie that everything begins with them.
8. It's hard to lead from responsibility.  It requires a creativity of the highest order.
9. Deep down many managers have given up.
10. Too many organizations have become instant everything.  No time for anything except for what's immediately in front.

What Management Doesn't Get: Leading People Implies Responsibility

I had a mind blowing thought today as I was driving.  We humans are a masterpiece.  I'm speaking specifically to the way we're made.  The sheer complexity of our DNA and how our body knows what to do without any outside assistance. 

The above thoughts sent me thinking about what an AWESOME responsibility it is to lead other human beings.  And at the end of the day, this is what most managers don't get.  It's like someone who throws diamonds into the garbage disposal right along with yesterday's leftovers.  You'd call that insane.

I learned the hard way about the responsibility in leading.  You get fame and fortune (relative to the stage you walk on) and almost inevitably you forget-forget about who is looking to you for direction.  Believe me it wasn't the mirror.  It wasn't until I observed the hunger and scars of the people in my last stint (about 10 years ago) in corporate America, that I began to see my AWESOME responsibility.  They hungered for someone to do the right thing and care.  The scars were from the deep wounds of managers who didn't care about anything except their agenda and or ladder.

I'll never forget a meeting I was participating in where a mission statement was being crafted.  Everyone agreed that serving our customers was an important part to have in the statement.  But there was a block. as 11 executives attempted to create something inspiring.  I then suggested that we add verbiage around serving our employees.  Silence.  More silence.  The idea was rejected and never adopted.  A few minutes later I leaned over to one of my colleagues and asked him how we could serve our customers, but not serve our employees?  Silence, with a shrug.

The issue comes back to management-senior and otherwise-not understanding their responsibility.  They don't get it.

In the coming days we'll unwrap how to overcome the confusion and how to move to leading from responsibility. Who knows, maybe we'll start a rehab clinic for managers. 

That 10% Part

In my last post I outlined the importance of embracing the 90/10 rule.  Today I have something to share from my own experience relating to the 10% part of the rule.  You can definitely apply this to your career and many other areas of life.

My wife and I moved our 8 year-old daughter to a new school back in December.  I won't elaborate on our reasons, but in the end we thought it better for her to be at a different school.  We prayed, we researched and we took action.

It was my thought that my daughter would transition well.  My main reason for thinking this way was her personality (social animal who has never met a stranger) wiring.  I felt she would make friends, rise to the occasion and the rest would be history.

Now here's what I didn't expect: a little girl that desperately wants everyone to like her.  I know those of you out there who are counselors would remind me that I didn't prepare her for the inevitable rejection she would encounter.  Fair enough. 

My main point here is that-smart or dumb-I really didn't expect this challenge.  And I am discovering things about my daughter that I didn't know before.  Fortunately, I have a wife who carries much wisdom and I am being sensitive to my daughter's movement through a big change.

So what if I denied that my daughter was experiencing this?  What if I ignored it?  You know what the results would be.

Here are some specific insights for dealing with the 10%:

• You don't have to like what happens, you just have to tackle it head on (delicately in the case of my daughter).
• Don't expect things to be easy (change is a process, not an event).
• You will make mistakes in your dealing with the 10%.  Just ask my daughter on this one:).
• Sometimes you're gonna be powerless to do anything.  That's OK, you don't have control over everything in life.
• There's a reason the 10% could be considered the land of the crucible.  Fire makes impurities rise to the surface.  We need to get rid of those, and that can be painful.

How To Embrace the 90/10 Rule

So many principles, so little time:).  Seriously, I want to tackle the 90/10 principle (10% is the unexpected good or bad, 90% is what you choose) in relation to our life and career.

For many years I was told by mentors and colleagues that the 90/10 rule was important.  In the early years, I didn't want to have the responsibility for 90% of my life.  It seemed so permanent to face the consequences of my choices.  And I certainly didn't like the idea of the 10%.  Who wants to be at the mercy of the unexpected? 

It was about 10 years ago that I really became conscious of the principle.  So much so that it now is a part of my culture.  I use the term conscious because unconscious living leads to incongruent values (I say exercise is important, but I never do it) or plain old hypocrisy.  No judgment here, but you need to be awake.

Here's why you need to embrace the 90/10 rule:

• You must embrace, because the 90/10 rule embraces you.  Like it or not.
• When you embrace, your leadership quality goes way up.  All of sudden you think before you act.
• You must tame the beast inside.  Call it misplaced ambition, preoccupation with the opinions of others or greed.  When you realize that 90% of life is what you choose, you'll think twice about walking all over your co-workers.
• You'll begin to think about your foundation.  Is it sand or stone?  When the unexpected comes what will keep you anchored?
• Embracing the rule will simplify things.  It won't make life easy, but it will make you decide what's most important in career and life.
• You'll make the breakthrough to realizing that no one/organization can make you happy.  Happiness is a choice (there's that 90% again) and only you can make this one.
• You'll stop being afraid of your destiny and get on with the mission.
• The Oscar for best motion picture should be your life.

Don't awaken to an accidental career or life.

Epic Living Radio Show

We're close to launching an Internet radio show.  First show should be in the next couple of weeks.

Stay tuned:)

Pin Oaks in February

Took this shot yesterday of three pin oaks in the rear of my house.  I admire these trees sometimes because of their resilience (at least on my property).  Kind of symbolic, no?

Strength in the midst of winter.

The Future of the Corporation: Seven Dangers Ahead

Talked to my attorney this morning over breakfast (no problems, he's a friend too).  We got to talking about security inside of corporate America.  I, of course, said security in corporate America is pure fantasy.  No bitterness hear, just the facts ma'am.

As we talked, I went out of my way to mention that corporate America is pretty young from a historical point of view.  Why is that important?  The winds of change blow harder on youth.

The main point here is to alert you to what I believe are some dangers (keep in-mind danger is a relative term) ahead for corporate America:

1. The flight of talented men and women to entrepreneur ventures.  I personally see this as a good thing.  I like the idea of small and nimble organizations increasing.  Besides, anytime you increase the odds against bureaucracy, the world is a better place.
2. The harvest from the bad seeds of poor leadership.  Some organizations have failed in this area for so long that poor leadership is part of the culture.  And we know how powerful culture is.
3. Apathetic employees who spend extended (10+ years) inside of the same organization.  Apathy works well when things are going swimmingly, not so well when the tough times come.
4. Age demographics.
5. Prosperity.  It was once said that Rome was never conquered, because it committed suicide.
6. HR departments that have no true say in the corporation's future, but are asked to babysit/discipline employees (managers and staff) who are doing their own thing.
7. Workers that have no vision.  Without vision, an organization will crumble slowly over time.

Each of the seven dangers are solvable.  But the greater issue is do we have the courage to solve?

When Marketing Get's Murky

Wanted to point you to an article I read in the current issue of Fast Company.  You can view the article here.  The writer, Rob Walker, makes some compelling arguments around the land mines that can be found when marketing to those on social networks.  He focuses primarily on MySpace and Facebook, but I'm sure others apply as well.

He warns us that the information can be...well...inflated to say the least.  In other words, objects in the mirror are not always as they appear.  Savvy marketers know this, the not so savvy would be vexed at what Mr. Walker articulates.

I understand the desire to just throw it out there and hope many will fall in love.  That would be easy and fast.  Sad to say, life, it don't always live that way (thank you, Seal).

Here are some things I've been learning about marketing and the spreading of ideas:

• Remind yourself everyday of who your audience is.  Everyday.
• Don't panic or get euphoric over stats.
• Remember, a sale/conversion doesn't always translate into something viral.
• Check your motivations (why, why, why and why).
• Don't fall into the trap of group/herd think.

Be Authentic

Sorry I'm a little late in posting the last in my series on leadership.  Yesterday got away from me in a big way.

Be Authentic is the first chapter in my new book.  The subject of authenticity is spot on with where leaders are today.  Many have written about it, but I hope what I have will grow it further.

You can click here to read an excerpt from the book on being authentic.

New Video on Waking Up In Corporate America

See below for some comments from me on the book: