One of my nieces is visiting this week (love you, Kaitlyn!). She just turned 21. Ahhh to be young….. Actually, now that I think about it, not really. But it does bring back memories of discovering my limits when I was around that age.
Things like: How much autonomy do I really have from my parents? How much can I drink? How much studying do I really need to do for that test? How much can I work and still be able to go to school? At that age, there are all sorts of limits to be discovered.
As a new executive, you have a similar road to travel on discovering your limits. Of course, if you are an executive, you have already spent a fair amount of time defining and discovering the limits around your career. But as you transition to the executive payroll, there are new limits to discover.
For example, you will have to discover how much authority you actually have. Intuitively you know that you are granted additional authorities when you are promoted. The problem is…. How much? Unfortunately you will only discover the answer to this question by trial and error. Yes, you can define authority limits with your boss up front. But believe me, things change. You can make a decision one day that you believe is wholly within the limits of your authority…. Only to be chastised by your boss the next day for doing it. The limits probably didn’t shift overnight. Instead you and your boss didn’t clearly delineate all limits. Not surprising, as it would be impossible to do.
You will find many more instances of defining limits as you progress in your executive career. Fortunately, unlike the 21 year old discovering the limits of alcohol, you won’t likely face a life-threatening situation. However, you will face many career-threatening situations.
My advice? Be deliberate. Think your choices through. Don’t back away from the perceived limit. But don’t barge ahead with your head down and your senses shut off.
Cheers!
Showing posts with label Executive Behaviors. Show all posts
Showing posts with label Executive Behaviors. Show all posts
Tuesday, August 17, 2010
Monday, May 17, 2010
5-17-10 Personal Impact
For the new or aspiring executive, it is important that you never, and I mean never, underestimate the amount of influence or impact that an executive has.
In looking back at the comments made by my survey participants, I was led down memory lane. When I was first starting out in business as a finance analyst and even once I became a first-level manager, I remember how “in awe” I was of the Finance Director. And how terribly nervous I would be when I was in a meeting where he appeared. And if I was the one giving the presentation? Well, let’s just say that extra-strength antiperspirant was a requirement. I could remind myself that he was just a man…. That he didn’t have any special powers or abilities. But believe me, when he spoke, those of us around him listened. We analyzed his every comment and look. And then took what we believed were the appropriate actions -- or at least what we guessed that he expected.
As I grew into my responsibilities and became more comfortable with my abilities, that nervousness around the boss’ boss’ boss faded. But I will always remember what it felt like. And I swore that I would go out of my way to make sure, as I moved up the corporate ladder, that those around me didn’t feel the same nervousness that I grew up with. In fact, I would take care to remind those folks that I am the very same person that I was before I became an executive.
But I learned, much to my amazement, that no matter how much I believed that I was the same person…. The fact is, people reacted to and treated me differently. Whether we like it or not, there is a “power” that goes with having achieved (or been granted) executive status. You have to remember that, for example, slight “suggestions” that you offer are often seen as “commands”. Or that off-hand comments you make can generate significant consternation in your organization. People are often reluctant to come back to you to clarify your comments. And as a result, they will often take off working on projects or tasks that you never intended and didn’t even want.
The fact is you can create a significant amount of unintended consequence simply by virtue of the position power you wield as an executive. Consider the extra work that you can generate with just a flip remark. Measured comments are particularly important when you are around those that will take every statement you make to heart.,
Cheers!
In looking back at the comments made by my survey participants, I was led down memory lane. When I was first starting out in business as a finance analyst and even once I became a first-level manager, I remember how “in awe” I was of the Finance Director. And how terribly nervous I would be when I was in a meeting where he appeared. And if I was the one giving the presentation? Well, let’s just say that extra-strength antiperspirant was a requirement. I could remind myself that he was just a man…. That he didn’t have any special powers or abilities. But believe me, when he spoke, those of us around him listened. We analyzed his every comment and look. And then took what we believed were the appropriate actions -- or at least what we guessed that he expected.
As I grew into my responsibilities and became more comfortable with my abilities, that nervousness around the boss’ boss’ boss faded. But I will always remember what it felt like. And I swore that I would go out of my way to make sure, as I moved up the corporate ladder, that those around me didn’t feel the same nervousness that I grew up with. In fact, I would take care to remind those folks that I am the very same person that I was before I became an executive.
But I learned, much to my amazement, that no matter how much I believed that I was the same person…. The fact is, people reacted to and treated me differently. Whether we like it or not, there is a “power” that goes with having achieved (or been granted) executive status. You have to remember that, for example, slight “suggestions” that you offer are often seen as “commands”. Or that off-hand comments you make can generate significant consternation in your organization. People are often reluctant to come back to you to clarify your comments. And as a result, they will often take off working on projects or tasks that you never intended and didn’t even want.
The fact is you can create a significant amount of unintended consequence simply by virtue of the position power you wield as an executive. Consider the extra work that you can generate with just a flip remark. Measured comments are particularly important when you are around those that will take every statement you make to heart.,
Cheers!
Wednesday, May 12, 2010
5-12-10 Shoulda Told Me #10
In the past, I’ve talked about how you should find a career that follows your passion (3-19-10 A Couple of Things to Consider and 3-15-10 Do Overs?). Here’s another reason why this is important. Work isn’t always fun. Big surprise, eh? We’ve all heard the cliché --- “that’s why it is called work”.
And as I’ve said before, your career is way too long to not have a passion for what you are doing.
The corollary to that is…. Life is way too short not to have fun along the way. That means your work life too. Yes, there are times when you have to be serious and studious at work. But there are also times when you should be enjoying yourself and having fun at work. Just don’t take it too far.
A few years back, the department I was in started up a “have fun at work” team. I mean, really, do we need a TEAM to help us have fun? In this case, apparently our bosses thought so --- thought that they could introduce a more enjoyable experience to our daily lives through this team. Interestingly, it was mildly successful. But just as interesting, it didn’t really last long.
Why? Because in my opinion, having fun at work cannot be forced. It doesn’t work so well when someone looks at you and says, “okay, for the next hour everyone have fun!”, right? Having fun at work is spontaneous. And it is unique to the individual or to the team.
So having said that you should have fun at work, I should also point out that there are limits. You should never have fun at someone else’s expense. You should never use “blue humor”. And you should never engage at inappropriate behavior on the way to having fun.
Still, I wish someone had told me early on in my career that is was okay, in fact encouraged, to have some fun at work. It makes the days fly by. And it creates an environment where people WANT to be in your organization. It gives you an edge in attracting and retaining the best (including yourself!). So look for those opportunities where you and those around you can have a good time.
Cheers!
And as I’ve said before, your career is way too long to not have a passion for what you are doing.
The corollary to that is…. Life is way too short not to have fun along the way. That means your work life too. Yes, there are times when you have to be serious and studious at work. But there are also times when you should be enjoying yourself and having fun at work. Just don’t take it too far.
A few years back, the department I was in started up a “have fun at work” team. I mean, really, do we need a TEAM to help us have fun? In this case, apparently our bosses thought so --- thought that they could introduce a more enjoyable experience to our daily lives through this team. Interestingly, it was mildly successful. But just as interesting, it didn’t really last long.
Why? Because in my opinion, having fun at work cannot be forced. It doesn’t work so well when someone looks at you and says, “okay, for the next hour everyone have fun!”, right? Having fun at work is spontaneous. And it is unique to the individual or to the team.
So having said that you should have fun at work, I should also point out that there are limits. You should never have fun at someone else’s expense. You should never use “blue humor”. And you should never engage at inappropriate behavior on the way to having fun.
Still, I wish someone had told me early on in my career that is was okay, in fact encouraged, to have some fun at work. It makes the days fly by. And it creates an environment where people WANT to be in your organization. It gives you an edge in attracting and retaining the best (including yourself!). So look for those opportunities where you and those around you can have a good time.
Cheers!
Wednesday, May 5, 2010
5-5-10 Injured Reserve
Okay, so now I’m on the injured reserve list. I managed to slice the end of one finger open yesterday. After two steri strips and one very bulky bandage, I’m trying to type. When you are a 10-finger typist, it is more than a little difficult to do when one finger won‘t cooperate. So this post will be a bit short……
While at the doctors office, I had a couple of observations.
First, I noticed that the entire office has gone electronic -- even the doctors. All the staff carry around a laptop computer and make all of their entries on it. No more bulky charts to update, transcribe, or maintain. So what does this have to do with the executive? I may not have been the most technology-savvy executive, but I DID actually use it. I’ve seen way too many executives over the years that, once they make it to the executive ranks, abdicate all responsibility for their electronic lives to their assistants. Yes, your assistant is supposed to take on a lot of those functions. But, is it really efficient to have him/her print off all of your emails? Then you read and write out the response long hand. And then your assistant has to type out all the responses. Not very efficient, eh?
And the second thing that I noticed is that I didn’t have an inordinate wait at the doctor. Of course, I did go in towards the beginning of the doctor’s day. But still, the pause in the waiting room and in the exam room was very minimal. Again, what does this have to do with the executive? How many times have you had to wait to start a meeting until the CEO or COO shows up? Or even worse, how many times have you kept a room full of people waiting until you showed up for a meeting? It is a waste of time and it is disrespectful of the people around you. So be polite and manage your time.
Happy Cinco de Mayo!
While at the doctors office, I had a couple of observations.
First, I noticed that the entire office has gone electronic -- even the doctors. All the staff carry around a laptop computer and make all of their entries on it. No more bulky charts to update, transcribe, or maintain. So what does this have to do with the executive? I may not have been the most technology-savvy executive, but I DID actually use it. I’ve seen way too many executives over the years that, once they make it to the executive ranks, abdicate all responsibility for their electronic lives to their assistants. Yes, your assistant is supposed to take on a lot of those functions. But, is it really efficient to have him/her print off all of your emails? Then you read and write out the response long hand. And then your assistant has to type out all the responses. Not very efficient, eh?
And the second thing that I noticed is that I didn’t have an inordinate wait at the doctor. Of course, I did go in towards the beginning of the doctor’s day. But still, the pause in the waiting room and in the exam room was very minimal. Again, what does this have to do with the executive? How many times have you had to wait to start a meeting until the CEO or COO shows up? Or even worse, how many times have you kept a room full of people waiting until you showed up for a meeting? It is a waste of time and it is disrespectful of the people around you. So be polite and manage your time.
Happy Cinco de Mayo!
Friday, April 30, 2010
4-30-10 Fight or Flight
We had a good old fashioned Midwestern thunderstorm last night. And sometime between, oh, about 2:30am and 4am, my dogs demonstrated the fight or flight concept perfectly.
The oldest of our dogs gave a perfect example of flight. She has always been afraid of the thunder. And, in the best case, will hide in the pantry until the storm sounds pass by. However, she doesn’t have access to the pantry during the middle of the night, so it was more than a bit stressful for her.
The baby, on the other hand, gave us a perfect example of fight. With each clap of thunder, she was up on her feet and barking at the “intruder”. No shrinking flower there. Although having a dog barking in your ear at 2:30 in the morning isn’t the most pleasant of experiences.
So what? You ask. Well, perhaps it is caused by lack of sleep, but it got me to thinking about facing that fight or flight impulse in the work place. I’m sure that there are many scientific studies from over the years that determine the effects of triggering the fight or flight response in humans. So I’m not headed down that angle. Instead, I’m more interested in how an executive handles the impulse.
As an executive, you will walk a very fine line between fight and flight many times in your career. You will feel threatened and you will have to decide, often in a flash, whether you fight or flee. Now don’t get me wrong, I don’t advocate either. What I advocate is a measured response.
For example, you are pitching a new product for your company and you encounter some significant, and even derisive, resistance -- in public. And so your fight or flight instinct kicks in. You know the feeling. Your heart starts pounding, your face might get a little red, your mouth gets dry, or you start to sweat.
If you are like many executives (let’s face it, most of us are type A, aggressive personalities), your immediate impulse will be to fight the detractors. But is that wise? Maybe. And maybe not. Sometimes you have to stand up and fight for what you truly believe in. And sometimes you have to subside and walk away from the situation.
The point is, you need plan for this eventuality. It will happen, sooner or later. You should learn to recognize when the instinct kicks in. And once it kicks in, you have to take a breath or a step back and analyze the situation. And THEN pick the appropriate response.
So the next time you hear the music of a thunderstorm, it might be wise to ponder a few things. What triggers your fight or flight instinct? What are the symptoms that you feel when it kicks in? And how will you respond? And most importantly, how can you turn the instinct to your advantage as an executive?
Enjoy the thunder!
Cheers.
The oldest of our dogs gave a perfect example of flight. She has always been afraid of the thunder. And, in the best case, will hide in the pantry until the storm sounds pass by. However, she doesn’t have access to the pantry during the middle of the night, so it was more than a bit stressful for her.
The baby, on the other hand, gave us a perfect example of fight. With each clap of thunder, she was up on her feet and barking at the “intruder”. No shrinking flower there. Although having a dog barking in your ear at 2:30 in the morning isn’t the most pleasant of experiences.
So what? You ask. Well, perhaps it is caused by lack of sleep, but it got me to thinking about facing that fight or flight impulse in the work place. I’m sure that there are many scientific studies from over the years that determine the effects of triggering the fight or flight response in humans. So I’m not headed down that angle. Instead, I’m more interested in how an executive handles the impulse.
As an executive, you will walk a very fine line between fight and flight many times in your career. You will feel threatened and you will have to decide, often in a flash, whether you fight or flee. Now don’t get me wrong, I don’t advocate either. What I advocate is a measured response.
For example, you are pitching a new product for your company and you encounter some significant, and even derisive, resistance -- in public. And so your fight or flight instinct kicks in. You know the feeling. Your heart starts pounding, your face might get a little red, your mouth gets dry, or you start to sweat.
If you are like many executives (let’s face it, most of us are type A, aggressive personalities), your immediate impulse will be to fight the detractors. But is that wise? Maybe. And maybe not. Sometimes you have to stand up and fight for what you truly believe in. And sometimes you have to subside and walk away from the situation.
The point is, you need plan for this eventuality. It will happen, sooner or later. You should learn to recognize when the instinct kicks in. And once it kicks in, you have to take a breath or a step back and analyze the situation. And THEN pick the appropriate response.
So the next time you hear the music of a thunderstorm, it might be wise to ponder a few things. What triggers your fight or flight instinct? What are the symptoms that you feel when it kicks in? And how will you respond? And most importantly, how can you turn the instinct to your advantage as an executive?
Enjoy the thunder!
Cheers.
Wednesday, April 14, 2010
4-14-10 What's Your Tolerance Level?
I seem to be on a roll with examining survey participant comments. So, continuing that theme…….
One of my survey participants made a comment that utterly surprised me…. At least at first. When asked what other advice he/she had for the new or aspiring executive, this respondent said, “I wish that I had realized early on that there was little or no tolerance for mistakes or for someone who doesn’t think like the majority”.
Good grief. Yep, that was my initial reaction when I read the comment. In this day and age, is there really a work environment where mistakes aren’t tolerated? Or where conformance is the expectation?
Then, of course, I had a “duh” moment. Of course there is that type of work environment. Unfortunately, we all see it most every day.
So what does this mean for the new/aspiring executive? A couple of things come to mind.
For you, the executive, and your career, it means that you have to be aware of the phenomenon. And it means there will be times that you are ready and willing to take a risk, be it on a project, product, person, etc. But you won’t be able to. You have to assess the probable damage that you will do to your career and then, sometimes, decide that taking the risk isn’t worth the potential damage. And there are times when, against your better judgment, you will have to conform with what your boss or your peers require. Not so different from “saluting smartly”, when you think about it (2-1-10 Salute Smartly).
You should know this, for you and your career, you will have to walk a fine line between risk and reward…. Between conformance and the appearance of almost insubordination. Difficult, but doable.
The second thing that comes to mind….. this type of environment affects your staff. As an executive, you can accede to the pressure around you and manage the same way. You can have little tolerance for the risks your people take and you can expect blind conformance. But I don’t recommend it. Instead, work with your people to assess the risks. And when things blow up (they occasionally will!), you have to be the one to run interference between your staff and the people who would want to punish them for taking the risk. And instead of conformity, have the attitude that you welcome disparate attitudes. But be ready to help your people understand that sometimes, conformity to a company view is required. Your job is to help your folks walk that fine line --- and then to protect them when they cross it.
Cheers!
One of my survey participants made a comment that utterly surprised me…. At least at first. When asked what other advice he/she had for the new or aspiring executive, this respondent said, “I wish that I had realized early on that there was little or no tolerance for mistakes or for someone who doesn’t think like the majority”.
Good grief. Yep, that was my initial reaction when I read the comment. In this day and age, is there really a work environment where mistakes aren’t tolerated? Or where conformance is the expectation?
Then, of course, I had a “duh” moment. Of course there is that type of work environment. Unfortunately, we all see it most every day.
So what does this mean for the new/aspiring executive? A couple of things come to mind.
For you, the executive, and your career, it means that you have to be aware of the phenomenon. And it means there will be times that you are ready and willing to take a risk, be it on a project, product, person, etc. But you won’t be able to. You have to assess the probable damage that you will do to your career and then, sometimes, decide that taking the risk isn’t worth the potential damage. And there are times when, against your better judgment, you will have to conform with what your boss or your peers require. Not so different from “saluting smartly”, when you think about it (2-1-10 Salute Smartly).
You should know this, for you and your career, you will have to walk a fine line between risk and reward…. Between conformance and the appearance of almost insubordination. Difficult, but doable.
The second thing that comes to mind….. this type of environment affects your staff. As an executive, you can accede to the pressure around you and manage the same way. You can have little tolerance for the risks your people take and you can expect blind conformance. But I don’t recommend it. Instead, work with your people to assess the risks. And when things blow up (they occasionally will!), you have to be the one to run interference between your staff and the people who would want to punish them for taking the risk. And instead of conformity, have the attitude that you welcome disparate attitudes. But be ready to help your people understand that sometimes, conformity to a company view is required. Your job is to help your folks walk that fine line --- and then to protect them when they cross it.
Cheers!
Wednesday, February 10, 2010
2-10-10 A Fine Line
As much as many (most?) executives would like to separate their personal and professional lives, it just doesn’t work that way. What you do or say in your personal life can have a direct impact on your professional or work life. Think I’m crazy about that? Well, consider this.
Let’s say you go out after work with some peers. And there is that one person that always drinks just a little (or a lot!) too much. Talks a little too loud. Laughs a little too hard. Tells off-color jokes. You know who I’m talking about --- we’ve all seen that person. Is that so bad? Yea, probably. Why? Because in all likelihood, it doesn’t happen just once. It happens time and time again. And because it is likely that, even though the evening out is between peers, the behavior will get back to the bosses and decision-makers in the company. Do you think this behavior crosses their minds when they work on promotions. I guarantee you that it does. If you are that person, it is likely that you have or will be passed over for promotion or opportunities because of this.
Here’s another example. Let’s say you are out to dinner with a spouse. And for whatever reason, you end up being rude to the server. Think people don’t notice? You are wrong. And while it may not happen that particular time, there will be times that your behavior is seen be someone you work with. You probably won’t even notice they are there. But it is a small world, and sooner or later, your behavior will be observed by someone that can make an impact on your professional life. If you are that observer, wouldn’t you think twice about promoting a person that can’t work well with others?
And finally a more benign example. It really used to irritate me when I was at the gym, working hard on the stairmaster, and one of my employees would corner me to talk about work. I mean, really, I was there to work out and forget work! But I finally realized that my job didn’t stop when I walked out of the factory door. That there would be many times in my life when the line was blurred. That there would be employees/peers/bosses/customers that were more comfortable talking to me in a setting away from work. What they had to say was important to them and for me, I often learned very valuable information if I would just stop and listen. And most important, I finally realized that was part of my job!
So yes, it is a very fine line between your professional life and your personal life. And as an executive, your personal life reflects on your public or professional life. What does your personal life say about your executive capabilities and tendencies?
Cheers!
Let’s say you go out after work with some peers. And there is that one person that always drinks just a little (or a lot!) too much. Talks a little too loud. Laughs a little too hard. Tells off-color jokes. You know who I’m talking about --- we’ve all seen that person. Is that so bad? Yea, probably. Why? Because in all likelihood, it doesn’t happen just once. It happens time and time again. And because it is likely that, even though the evening out is between peers, the behavior will get back to the bosses and decision-makers in the company. Do you think this behavior crosses their minds when they work on promotions. I guarantee you that it does. If you are that person, it is likely that you have or will be passed over for promotion or opportunities because of this.
Here’s another example. Let’s say you are out to dinner with a spouse. And for whatever reason, you end up being rude to the server. Think people don’t notice? You are wrong. And while it may not happen that particular time, there will be times that your behavior is seen be someone you work with. You probably won’t even notice they are there. But it is a small world, and sooner or later, your behavior will be observed by someone that can make an impact on your professional life. If you are that observer, wouldn’t you think twice about promoting a person that can’t work well with others?
And finally a more benign example. It really used to irritate me when I was at the gym, working hard on the stairmaster, and one of my employees would corner me to talk about work. I mean, really, I was there to work out and forget work! But I finally realized that my job didn’t stop when I walked out of the factory door. That there would be many times in my life when the line was blurred. That there would be employees/peers/bosses/customers that were more comfortable talking to me in a setting away from work. What they had to say was important to them and for me, I often learned very valuable information if I would just stop and listen. And most important, I finally realized that was part of my job!
So yes, it is a very fine line between your professional life and your personal life. And as an executive, your personal life reflects on your public or professional life. What does your personal life say about your executive capabilities and tendencies?
Cheers!
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