Tag Archives: Management

How to Inspire Your Team to Put In More Hours (Though I Don’t Think You Should)

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In startup culture, it’s an unspoken sin to leave the office before 6PM. When a few people start doing it, the trend spreads. Before you know it, you can hear a pin drop beyond the nine-to-five. Where did everyone go? Do they not care anymore?

Every boss I’ve ever had addressed clocking out early in only one way: complaining. Sometimes passive aggressively (ugh), sometimes by email (cowardly), sometimes at full company meetings (awkward). When these announcements spread, everyone takes the punishment, returns to their work with heads down and obliges like spiteful children – at least for a while.

Every time, individuals punished most by this approach are almost never the guilty ones. The goody two-shoes who always work hard hear the message and work harder. Those at fault for bailing early in the first place continue to rebel against Mom and Dad, never taking the message to heart. Complaining about early clock-out culture always results in the opposite desired effect: infractors keep infracting and you burn out your best.

As a leader, how can you keep people invested enough to stick around?

Lead by example. If, as a manager, you’re not the hardest worker pulling longer hours than anyone else, no one will hear you.

Reward visible hard work. Develop relationships with those who stick around late, engage yourself in their contributions, talk them up to their supervisor, privilege their projects over everyone else’s and move their career forward. Play favorites. When others ask why he or she deserves special treatment, make it clear. Time is scarce as a leader and the goody two-shoes stuck around after hours when you had the most available time. Everyone will start getting the idea.

Inspire with grand vision. No human will genuinely give their life away for quotas. When it comes to a greater sense of self purpose, who truly cares about percentage market share, impressions or sales? You think our soldiers risk their lives for America’s GDP? No, they fight to make America the greatest country in the world. If you lean on numbers for your company mission, you suffer from vision deficiency. Colonize other planets. Teach everyone to grow food. Cure cancer. Make everyone laugh. Raise the bar so high that you can’t possibly measure it. Keep your people looking up at the sky and they might stop looking down at their watches.

Set an example, reward good behavior and reach for the moon. Don’t punish the children.

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Solve Problems & Save Money

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It is a lot more fun, fulfilling and cost-effective to think your way out of a problem than throw money at it. Try to solve problems first before buying solutions. Take a really thorough, genuine crack at it before giving up and tossing cash away. Moreover, the effort behind solving a problem educates you around the situation and helps you appreciate a purchased solution more when you fail.

Writing As A Form Of Clarity

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While writing will always be open to interpretation, it’s far less open to interpretation than body language, reactions, passing comments, whispers on the wind, moral values, historical precedent or anything else equally abstract under the communication umbrella. Laws are not common unspoken understandings between citizens and the courts; laws live on paper in writing. Life at home, operations at your organization or cooperation in your community often improve when words grace the page.

If you hope to bring clarity to a situation, put it on paper. Outline it on paper. Announce it on paper. Rules, feedback, expectations, values and goals all work better when written and preserved. They become real. Sure, words can be misunderstood or interpreted in many ways. The best writers learn to use this to their advantage. When it comes to clarity in writing, less is more – with fewer words (specifically adjectives), there’s less room for wandering interpretations. Memos are good. Assumptions are bad. Dialogue without recording serves no concrete or lasting purpose. It disappears and distorts. The written word by itself does not distort.

The Feedback Boomarang

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People criticize or applaud others regularly and seem to forget that human beings are defensive creatures. They will criticize or applaud you back. If they cannot return the favor directly, they’ll find another way – often behind backs. It’s only human.

If you feel entitled to give feedback, you should be willing to receive it. Take that notion a step further: dish out feedback expecting to get some back. Managers do themselves a disservice by sitting high and mighty over direct reports that have no forum to return the feedback favor. I mean to call it a “favor” because employees have great insight into their boss’s management style that could seriously help the manager grow and improve. When feedback is a one way street that only cascades downhill, the genuine reciprocation of ideas and flow of information that helps a machine accelerate forward collapses. Honesty, inspiration and purpose all suffer when the feedback loop breaks (or never existed in the first place).

Find the Root of the Problem

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You cannot cure a disease by suppressing its symptoms. A quick fix will not make things better down the road. Do your research, break down the constituent parts and interview everyone involved. Understand why something is happening. Find the when, where, why, who and how. Do not be afraid of the answer. Accept the possibility that the cause of the problem may be yourself or someone close to you. When you find out, solve it. Make big changes. Whatever it takes.

Do Not Build A Product You Don’t Use

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What’s the point? How could you possibly believe in what you’re doing? How could you understand what you are doing? Or why you’re doing it? Or who you are doing it for? If you don’t use the product you’re building, how can you really understand the value it provides? The way it works and the way it doesn’t? How and where it fits in the marketplace? If you do not use the product you are building, how can you truly inspire your team to believe? Inspiration, relevance, and quality comes from the top. If you don’t do it, how can you expect anyone else to? How can you genuinely market to customers and ask them to? How can you build a successful business you’re not invested in?

Give Everyone A Piece of Leadership

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Dan Pink makes a big deal about autonomy, mastery and purpose as the three key motivators for success. I agree with each one. As a manager, you should do everything in your power to give each member of your team a little piece of leadership. Whether that be a process to oversee, a special project to helm or oversight to a group of people, give each person ownership of something they like to do (autonomy). Best if you give them something they have room to improve in and master (mastery). Bonus points if they come up with idea for what they own themselves (purpose). If you can be a trusting person and want to help people succeed, let go and give people the power to direct their own lives as often as possible. When you give your team widespread authority, it becomes your job to keep all the chips on the table. Make sure everyone is on the same page when and where possible. Different leadership means different directions – do not let your leaders completely run away on their own, or you will have fragmentation and anarchy. If only as an experiment, surrender control over every little thing and award responsibility. You’ll be surprised with the results.

The Collateral Damage of Making A Difference

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The people who make a difference in this world aim to break rules. At whatever cost, they have something to prove. Sometimes true disruption means breaking hearts and losing friends. It’s a tough game to play and takes a thick skin. That said, you cannot change the world alone. It’s imperative to treat people well – be polite, caring and respectful. Never set out to hurt people. Make as many friends as you can. Earn as much respect as you can. Love everyone. Do not intend to break people. But you should intend to break systems. And people get attached to systems. So be prepared for collateral casualties.

The single worst thing you could do? Nothing. If you’re afraid to change the world because it means some people may not like you, you fail to understand what “changing the world” really means. I meet a lot of people who claim they want to make a difference. Very few of them have the balls to lose friends in the process. Do you?

Feedback Waterfalls Should Defy Gravity

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In most organizations, feedback, performance reviews and criticism flows in only one direction: from top to the bottom. As a manager, the taboo of upwards feedback frustrates me. I am not perfect, nor can anyone else be. We all have a lot to learn from others, especially those who suffer our leadership every day. As often as possible, I ask for feedback from my team and peers. Those not afraid to be honest with me or answer my candid questions can help me identify noteworthy, correctable faults. A win-win for everyone.

Invite punishment-free feedback from your team on a regular basis. If you’re worried people won’t be honest with you (or if you do not trust yourself from taking criticism personally), create an anonymous feedback pipeline. After a while, your team will come out of their shells and be straight with you colloquially. As important as it is for you to make decisions quickly as a leader, it’s equally or more important for your team to call you out on your bullshit as quickly as possible before things go astray.

Hours Cannot Define Success

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The public cares little about how long Olympians train or how many practices football teams suffer before playing a game; the public cares about gold medals and victories. Big wins define success. Many successful companies grew by the hand of all-nighters and sweat, others by beer and four-day work weeks. What matters at the end of the day is attitude, strategy and inspiration. With a team on the same page and in good mental health, the engine can plow forward full steam ahead. Through calculated innovation and disruption, an organization can leapfrog the competition overnight. If everyone believes in what they are doing and work hard to make a difference, anything is possible. Long work days are symptomatic of success and passion – hardly ever the source. Man hours do not scale an organization – that’s industrial era nonsense. Asking your people to work longer days will not shovel fresh coal into the fire. The message should be: care more. If your team does not inherently care a lot, then find different ways to get them charged. Set the vision. Plaster a mission statement to the wall. Whatever it takes to remind everyone why they wake up everyday and come together.