Wanted A Leader – The Leader’s Job Description

The best job descriptions address the standard questions, of Who, What, When, Where, and How.  The common question ‘Why’ is excluded because it remains self-evident, there is a “something” desired from the job, or the position would not be considered worthwhile.  Since value and rewards are the sole facets of the beholder, ‘Why’ has been excluded.  The sum of these points and positions is derived, deduced, and selected from the following resources, and this list is not all-inclusive, Avolio (2008), Boylan (2005), Brady (2005), Carpenter (1868), Chaleff (2003), Lundin (2000), Costa (2008), Hamlin (2008), Hinckley (2000), Oyinlade (2006), Morrow (1935), Sandburg (1926), Wren (1995), and Yukl (2006).

Wanted: a Leader

All Applicants will have the following characteristics:

  • Drive and Determination – This is required as the task is difficult, the work often arduous, and the pay is never sufficient.
  • Education and Experience – Knowledge is good, but a continued thirst for learning must supersede the past educational experiences. Experience in applying education is critical.  Without experience in application, the education is not enough to obtain this position.
  • Willingness to sacrifice – As a leader the followers’ need trained and supported, this requires a large measure of sacrifice in time, resource allocation, and demands innovation in thinking.
  • The power to delegate – Leaders do not have enough time to meet all their responsibilities, if a leader cannot delegate, oversee, and inspire others to action, that leader is not capable of achieving success.
  • Willing to follow without sacrificing the need to lead – Leaders can never sever the ties to the following, but the leader must act to lead. Above all else, leadership requires balancing between being a follower and leading well.
  • The ability to exude a ‘Quiet Confidence’ – Knowing you know what to do, have the ability to find the answers, and still meet achievement goals, is required to inspire confidence and determination in others.

Charismatic people need not apply, but those possessing ‘Chutzpah’ are always welcome.  Charisma is a potent drug and when combined with the power of leadership has a tendency to lend itself to abusing followers.  People possessing ‘Chutzpah,’ have the backbone to make a stand, and remain standing long after others would consider quitting.  Determined ‘Chutzpah’ will be the order of the day to make any change, lead change, and drive change in others, while putting followers at ease, delivering praise, and inspiring others to achieve.

The Ideal candidate possesses a working and living knowledge of history, politics, sales, marketing, customer service, and a devotion to seeing others succeed.  The Ideal Candidate must be willing to be an example and remain engaged mentally in the tasks of leadership.  Other qualities an Ideal Candidate would include:

  • Appetite
  • Passion
  • Motivation
  • Imagination
  • Understands the difference between monitoring and overbearing
  • Emotionally stable

To apply, please begin meeting these standards, and future leadership positions will be forthcoming.

References

Avolio, B. J., & Yammarino, F. J. (2008). Transformational and charismatic leadership: The road ahead. Vol 2. Bingley, United Kingdom: JAI Press – Emerald Group Publishing Limited.

Boylan, Bob (1995). Get Everyone in Your Boat Rowing in the Same Direction. New York, New York: Barnes & Noble.

Brady, C., & Woodward, O. (2005). Launching a leadership revolution: Mastering the five levels of influence. New York, NY: Business Plus – Hachette Book Group.

Carpenter, F. B. (1868). The inner life of Abraham Lincoln: Six months at the white house. New York, NY: Hurd and Houghton.

Chaleff, I. (2003). Leader follower dynamics. Innovative Leader, 12(8), Retrieved from http://www.winstonbrill.com/bril001/html/article_index/articles/551-600/article582_body.html

Costa, A. L., & Kallick, B. (2008). Learning and leading with habits of mind: 16 essential characteristics for success. Alexandria, VA: Association for Supervision and Curriculum Development. Retrieved from http://www.ascd.org/publications/books/108008/chapters/describing-the-habits-of-mind.aspx

Hamlin, R. G., & Sawyer, J. (2007). Developing effective leadership behaviors: The value of evidence-based management. Business Leadership Review, IV(IV), 1-16. Retrieved from www.mbaworld.com/blr-archive/scholarly/5/index.pdf

Hinckley, G. B. (2000). Standing for something: 10 neglected virtues that will heal our hearts and homes. New York, NY: Three Rivers Press.

Lamb, P. (2011). Social value and adult learning. Adults Learning, 23(2), 44.

Lundin, S. C., H. Paul, and J. Christensen. Fish!, a remarkable way to boost morale and improve results. Hyperion Books, 2000. Print.

Morrow, H. (1935). Great captain: The Lincoln trilogy. New York, NY: William Morrow and Company.

Oyinlade, A. (2006). A method of assessing leadership effectiveness: Introducing the essential behavioral leadership qualities approach. Performance Improvement Quarterly, 19(1), 25.

Sandburg, C. (1926). Abraham Lincoln: The prairie years. New York, NY: Blue Ribbon Books.

Wren, J. T. (1995). The leader’s companion: Insights on leadership through the ages. New York, NY: The Free Press.

Yukl, G. (2006). Leadership in Organizations. 6th Edition. Upper Saddle River, NJ: Pearson Prentice Hall.

© 2018 M. Dave Salisbury

All Rights Reserved

The images used herein were obtained in the public domain, this author holds no copyright to the images displayed.

Leadership Theory Analysis – Creating Hybrid Solutions in Leadership

No single leadership theory will work for the complex situations this world continues to develop (Chow, Salleh, & Ismail, 2017).  Hence, the discussion for a hybrid mix of leadership theories and models as applied to the needs of leaders in current business organizations.  The idea is to fashion a working leadership model, helpful in developing a CEO and as a guide for every corporate officer, regional manager, and employee to guide the company into profitability, as a risk management tool, and to develop followers to become leaders (Yukl, 2010).  “Hungry, Hone-able, and Honorable” (Brady & Woodward, 2012, p 26), provide foundational items to develop the working leadership model customizable for organizational design and hybridize the leadership approach as an integrative leadership process (Chow, et al., 2017).

Theories and Models

Contingency theory is surrounded by situational awareness or simply looking at the mission, looking at the tools available, and creating a solution to meet the problem (Nahavandi, 2006, p 41; Endsley, 2000; Yukl, 2006).  Contingencies always hamper and boost the situation, how the followers choose and apply their strengths during stressful periods will either eliminate additional contingencies or create additional contingencies.  Thus, contingency leadership needs additional input from other theories to assist in leading during change.

Participative theory is the firm belief that the best solutions do not come from the leader, but from the front-line workers who are doing the job every day.  Participative theory demands input from everyone working together and forms a symbiotic relationship with situational awareness and contingency theory (Yukl, 2006; Endsley, 2000).  Participative theory hinges upon styles or choices between autocratic action, delegation, consultation, or joint decision-making.  The leader has to choose which model of participative solution will work best given the tools and followers.  The leader also needs to know who the major stakeholders are, decide the value of inputs from major and minor stakeholders, and then pursue this input as a daily part of the decision processes.  When mixing participative theory into a hybrid mix with contingency theory the traits and behaviors of the leader play a more important role.  Thus, Chaleff (2003) continues to influence daily action.  The leader forms the role; this role influences the situational environment, and becomes both a behavior for the leader and a role model for followers, this then becomes the reputation of the leader and the advertisement of the entire organization to the public.  Careful attention is the rule of the day when mixing this leadership cocktail.

Trait theory employs using the traits of leaders, traits are learned, trained, and these traits will carry the day when all else fails; traits depend upon behavior theory and vice versa, traits lead to behaviors, thoughts lead to traits; thus, as Yukl (2006) displays in Table 1 below, these two theories are interchangeable and inseparable.  Behavioral theory combines the behaviors, which emanate from trait theory into action.  No single behavior is prominent, but several behaviors can ruin relationships necessary to solid leadership.  Wren (1995) warns about charisma and the power of charisma to influence people bringing Chaleff’s (2003) discussion about leadership leading to the abuse of followers.  If abuse occurs, the leader is at fault regardless of the eventual justification or vindication of the leader.  Leadership is perception and relationship formed into action (Du, Erkens, & Xu, 2018).  The followers always judge the leader and the leader might never know the level of influence upon the followers.

Like pieces of a puzzle, a leader can never forget the foundational bedrock upon which all these theories sit, “Hungry, Hone-able, and Honorable” (Brady & Woodward, 2005, p 26).  Leaders and the followers require getting back to basics, when forming a hybrid leadership model, learning, growing, and being shaped in the hybrid mix of the stated theories into a new organization excited to innovate in their market and fuel the new consumer experience.

Application to Organizational Success

Chaleff (2003) leaves both a warning and a charge for the leader to not abuse the followers.  Some of the most destructive criticism of every organization come from the employees feeling abused “by the system” who then vent into social media, which in turn harms the corporate image and reputation.  Abused followers is a leadership failure per every leadership model in existence.  Corrective action should include empowering employees with participative inclusion, setting contingencies for constructing change, which requires the use of employee traits, behaviors, and action.  When employees are acting and seeing their actions rewarded, then those employees or followers attain the emotional connection to their work and then broadcast their new feelings into social media.

Participative leadership should include the customers and other major stakeholders in deciding what to sell, how to sell it, and when to sell it.  By employing Yukl (2006) model in Table 1, the participative leader will influence the environment they choose to change, include those who have the solution in rough draft, and work to both hone those with the solution and build those participating in the change.  First, though, the leader needs to know who they are as a person, then build these traits into behaviors personified by those being lead.  Once the leader sees stakeholders following the lead and being successful, the situational factors causing contingencies will begin to shift like sand under the feet of a person walking.  Yukl’s (2006) ability to visually portray this process through Table 1 is an image every employee needs to understand before participative leadership using contingencies grown from individual stores can begin to work.

Conclusion

Each business unit has different customers, stakeholders, and contingencies, the participative leaders can never forget this principle.  Blanket solutions and singular approaches will continue to produce problems until this principle is both endorsed and understood.  Customers in Phoenix have different needs and desires than customers in Scottsdale; both of these customer bases have different needs than a business unit in Seattle or New York; thus, it is time to stop the blanket model and innovate a business unit-based approaches to products, services, and employee empowerment.  The models discussed above, can only go so far in influencing the business leaders, until action occurs at the lowest business unit level or even a regional level, the dearth of leadership will continue to hamper business operations, sales, marketing, and employee relations (Deci & Ryan, 2008).  Regardless of how the hybrid solution is put together, there must be an assessment tool included to gather feedback for improvement from followers to leaders (Lovett & Robertson, 2017).  Without two-directional communication between followers and leaders, nothing changes, improves, or develops to build followers into leaders or keep struggling business units out of trouble.  The flexibility of a hybrid solution rides upon the assessment process of leaders from followers; plan well!

References

Brady, C., & Woodward, O. (2005).  Launching a leadership revolution: Mastering the five levels of influence.  New York, NY: Business plus – Hachette Book Group.

Chaleff, I. (2003).  Leader follower dynamics.  Innovative Leader, 12(8), Retrieved from http://www.winstonbrill.com/bril001/html/article_index/articles/551-600/article582_body.html

Chow, T. W., Salleh, L. M., & Ismail, I. A. (2017). Lessons from the Major Leadership Theories in Comparison to the Competency Theory for Leadership Practice. Journal of Business and Social Review in Emerging Economies, 3(2), 147-156. DOI:  https://doi.org/10.26710/jbsee.v3i2.86

Deci, E. L., & Ryan, R. M. (2008). “Facilitating optimal motivation and psychological well-being across life’s domains”: Correction to Deci and Ryan (2008). Canadian Psychology/Psychologie canadienne, 49(3), 262-262. doi:10.1037/0708-5591.49.3.262

Downes, L. (2012, January 02).  Why best buy is going out of business… gradually.  Forbes Magazine, Retrieved from http://www.forbes.com/sites/larrydownes/2012/01/02/why-best-buy-is-going-out-of-business-gradually/

Du, F., Erkens, D. H., & Xu, K. (2018). How trust in subordinates affects service quality: Evidence from a large property management firm. Business.Illinois.edu. Retrieved from https://business.illinois.edu/accountancy/wp-content/uploads/sites/12/2018/03/Managerial-Symposium-2018-Session-IV-Du-Erkens-and-Xu.pdf

Endsley, M. R., & Garland, D. J. (2000).  Situation awareness analysis and measurement.  Mahwah, NJ: Lawrence Erlbaum Associates.

Goldratt, E., & Cox, J. (2004). The goal: A process of ongoing improvement.  (3rd ed.).  Great Barrington, MA: North River Press.

Lovett, S., & Robertson, J. (2017). Coaching using a leadership self-assessment tool. Leading and Managing, 23(1), 42-53.

Navahandi, A. (2006).  The art and science of leadership.  (4 ed.).  New York, NY: Pearson Hall.

Wren, J. T. (1995).  The leader’s companion: Insights on leadership through the ages.  New York, NY: The Free Press.

Yukl, G. (2006).  Leadership in Organizations.  6th Edition.  Upper Saddle River, NJ: Pearson Prentice Hall.

© 2018 M. Dave Salisbury

All Rights Reserved

The images used herein were obtained in the public domain, this author holds no copyright to the images displayed.

 

Chapter 3 – Shifting the Department of Veteran Affairs Paradigm – A Letter to our Elected Officials

Admiral Jackson, I am sorry to see you go! I feel you would have been a good VA Secretary and can understand the reasons behind removing your name for consideration for this post. Thank you for trying.  I am sincerely sorry for how your nomination was hijacked, slandered, and the stress and frustration that came from being attacked. Mr. Wilkie, I am looking forward to your leadership at the VA and hope to see leadership improve the engrained intransigent culture into a flexible and growing organization, cognizant of the trust of the American voter and veteran alike. I wish you the best of luck.

President Trump, you are doing a GREAT job, and I thank you, your family, and your staff, for doing hard and difficult work in an atmosphere of negativity thicker and more detestable than London Fog, Haggis, or Blood Pudding. I remain absolutely astounded at the pressures unnecessarily applied to you and your family and am grateful for your efforts, successes, and failures!

Senator McCain, I am utterly ashamed of your conduct, your staff, and your record. Every time I see you speak, it repents me for ever having voted for you. After dealing with your staff, it repented me, after your failed bid for the Presidency, it repented me, but the latest small-minded, bitter, diatribes, I have repented again. What an abysmal disgrace you have turned into, and I regret, with my entire soul, for having once voted for you.

I cannot understand, except through seeing daily the likes of Senator McCain, how the Department of Veteran Affairs could slide so far into the depths of bureaucracy. Since my last open letter to our Elected Federal Officials, the following examples have crossed my desk through email from Inspector General reports of investigations and through news feeds. Please note, this list is not conclusive as too many cross my desk daily to list here, even briefly.

13 May 2018 – News reports of a double-amputee being turned away from the VA Medical Facility in Atlanta without receiving assistance with a prescription. From personal experience and having spoken to hundreds of veterans traveling and needing medications, I know exactly what the veteran went through, and the VA should be ashamed of their behavior. “Joey” Jones is correct, veterans are told by their Primary Care Providers and the “Ask a Nurse” phone line if you need help go to the ER. What is not told is the time required to wait in the ER, the doctors being able to not risk anything and tell a veteran they will not receive help or the fact that while waiting for help in the ER you run the risk of getting worse. To be perfectly clear, the problem uncovered by “Joey” is nationwide and is not an abnormality but an established practice in place at every VA Medical Center I have visited for treatment.

07 May 2018 – An OIG report covers the results of an audit of a program specifically designed to aid in helping cover the cost of transportation to a VA Medical Facility. The results of the audit showed grand malfeasance and extreme misfeasance with the projected loss to the American Taxpayer of $173.8 Million through December 31, 2020. With all the technology we have, why can’t the veteran needing services, arrive at their local hospital and have the treatment completed instead of having to travel to receive treatment at a VA Medical Center or VA Clinic? I understand needing to use various supportive modes of transportation for some patients, and a contract for those fees should be handled carefully, succinctly, and at the local level, not at the national level. Using the numbers from the OIG Report, for the one-year period 11,900 beneficiaries received 5.034 payments each, where the total payments amounted to $23 million inappropriately made or problematic payments making each payment average merely $383, 973 each. Of the $23 million spent, $11 million could have been saved, per the IG’s reckoning. After reading the variables the OIG reported, I firmly believe more than $11 million could have been saved by putting local VA Medical Centers in charge of transportation costs, contracts, and reimbursements.

As a side question, why is the use of contracted services so disconnected from reality? Having used the external services, records do not get logged properly (received and connected to the veteran’s medical records), contracts seem to always lag beyond 120-days before remittance, and veterans and those contracted are left in perpetual confusion at the mercy of VA bureaucrats. I personally spent three days tracking down records from contract services, walked the records to the receiving center, and still, the records were missing when my Primary Care Provider (PCP) went looking for them to discuss moving forward in a treatment plan. Why have you, the Federal Elected Officials, allowed these diseases of bureaucracy to exist?

03 May 2018 – We find an OIG report “Appropriation Irregularities” to the tune of $11.7 million dollars of unauthorized services obtained and paid for from wrong accounts. In my home, an appropriation irregularity is when I spend money on a candy bar or soda without telling my wife who budgets our money. How are 11.7 million dollars an “irregularity?” More importantly, where are the consequences? I get it, the funds were then taken out of the proper accounts, training was held, and the received OIG promises to never do it again. This accounting irregularity was discovered only because of a hotline tip; how many more offices in the VA and across the Federal Government are creating “appropriation irregularities” and no one is saying or seeing anything wrong?

What is the solution to the continued failures in the VA?  I propose the following:

1.     Sunlight! It is said that sunlight is the best disinfectant, and I propose OIG reports begin containing names, so these workers creating problems receive public embarrassment as an encouragement to improve performance. It is past time for those causing problems to be brought into the light of day and public scrutiny. I also propose civil penalties for the malfeasance and misfeasance done in government employment; you have the public’s trust, and when that trust is violated, the public should be able to know all the details.

2.    Let’s call things what they are. In the case of the “appropriation irregularities,” it should have been called a failure to know and follow established regulations either with or without intent to defraud. If a citizen cannot use ignorance of the law before a judge, the government employee cannot use ignorance of regulations and policies in the administration of their duties. What happened to the veteran in Atlanta is malpractice and nothing less; if the VAMC in Atlanta cannot police their own in this issue, it is past time for the OIG to step in, bring appropriate charges, and civil penalties on behalf of the veteran harmed and the nationwide policy reviewed post-haste to halt further abuse of veterans.

3.    In business, to protect the bottom-line and to affect customer service decision making, power is placed on the lowest level of the hierarchy to do the most good. This principle of business needs to be the cornerstone of every VA policy, procedure, and process to conduct work. Stop the madness of central command in DC and put the decisions for local veteran care on the local level. While even this might not fix all the problems, having decisions made locally means that the community knows who is making decisions and who to hold responsible for malfeasance and misfeasance occurring in government.

4.    Common knowledge in America is the following:

“Red tape – the complex procedures and rules that bureaucrats follow in completing their tasks.

Conflict – when the goals of various bureaucratic agencies just do not match up, and they end up working at cross purposes.

Duplication – when agencies seem to be doing the very same thing.”

The VA is infected with all the diseases of bureaucracy and you, the Federal Elected Officials, are charged with using the tools at your disposal to enact change, support the new VA Secretary, and honor the commitment to veterans in improving the tools the veterans have been provided by you the Federal Elected Officials. Get technology useful, use technology at every level of improving veteran care, and demand more technology tools to push the power to make decisions as low as effectively possible to aid the most veterans.

5.    The VA has a LEAN program, and has had the program since at least 2015, when will the leaders employ the LEAN program to improve the VA processes and procedures? Through the total quality management (TQM) philosophies provided through LEAN programs, there should have been tangible and visible change to the VA by now.

I cannot describe how incredibly futile the customer service surveys being demanded after every encounter in the VA truly represents. The disease of bureaucrats is too expensive to veterans, to American Taxpayers, and to American Communities who need the wasted funds at the VA to be employed in infrastructure improvements, housing, utility protection, and so many other areas. You, the Federal Elected Officials, are in charge, will you please stand up, exert your power, and fix the government?

© 2018 M. Dave Salisbury

All Rights Reserved

Any images used herein were obtained in the public domain, this author holds no copyright to any images displayed.

What “Going the Extra Mile” means in Customer Service: A Call Center Labyrinth

cropped-snow-leopard.jpgI met a unique call center representative, who when asked by management to “go the extra mile for the customer,” remarked, “I go the extra mile for the customer by simply answering the phone.”  Recently, “going the extra mile” has resurfaced as a customer service topic, and I think we need some parameters for understanding the term to really appreciate what it means to “go the extra mile.”

The saying, “go the extra mile,” has origins in the beatitudes as discussed in the New Testament, which includes a discourse on when asked to walk a mile with a person, go with them two.  Obviously, the customer service representative, especially in a call center, cannot walk with the customer two miles.  Thus, what exactly and specifically is intended when management wants the representative to “go the extra mile?”  Think about this for a moment.  In a metrics measured call center, does the representative have the time to engage the customer in idle chit-chat and remain productive per the parameters?  Is the representative expected to perform an account analysis for the customer while answering the customer’s questions and extend the call to ensure each customer is taking the fullest advantage of the available products and services offered?

In a related question, what organizational policies are prohibiting, interfering, or downright anathema to the agent “going the extra mile?”  As an agent, I worked in a call center with this exact problem; the company instructed agents “go the extra mile” for every customer, but then discouraged agents with policies, procedures, and back office personnel whose sole purpose, it seemed to the front-line agents, was to always say no before yes.  When these issues were brought to the attention of the business leaders, the solution was to add more bureaucracy and another person to the back office, which further complicated delivering upon the customer service commitment.

Raising the first point for “going the extra mile” organizational support for delivering a higher level of customer service.  If the front-line agents are being asked to “go the extra mile,” the entire organization already needs to be delivering a higher level of support to the front-line agents.  Business leaders, “going the extra mile,” begins with you exemplifying the “go the extra mile” attitude.  Then, get into the “how” of work performance including the logic of processes and procedures, the reasons “why” business is done in the manner and style of your organization, and smooth the transitions between the front and back office.  The best approach for this is to take each business process from origination in customer service and walk it through every whistle stop in your business to completion, and at every stop asking “why.”  I guarantee you will find ways and means to improve the process every single time.Kindness Quote

Second, when someone is asked to “go the extra mile,” it is human nature for that person to ask or think, “What is in it for me?”  If there is no discernable value in “going the extra mile,” the person asked to put forth more effort could become hostile, depressed, and/or simply put less quality into the action wasting potential and defeating the purpose of “going the extra mile.”  There will always be a psychological value aspect to this discussion.  As a business leader looking to deliver a higher level of quality service, are you prepared to reward agents for “going the extra mile?”

Third, be specific, detailed, and precise in communicating what is meant by “going the extra mile.”  My unique colleague has a point.  If the agent considers answering the phone “going the extra mile,” how will you as the business leader address the need to act differently?  Some might think my colleague was flippant in answering as he did, but the callers at this time were more hostile than normal, technology was changing and customers were experiencing more problems than normal with the services provided, and due to employee churn, all the agents were being asked to work longer hours.  It takes real courage in these difficult circumstances just to answer the phone, let alone resolve customer problems; forget “going the extra mile!”  As a business leader, are you fully cognizant of the issues in the front office?  When asking for an agent to “go the extra mile,” have you specifically defined what this means, detailing actions that fit the description, and do you know it is possible for others to accomplish?

Speaking of accomplishing an action, on the day I was hired as a call center agent, the call center had a six-month backlog of work in the back office, meaning six months prior to my date of hire a customer had requested a bill credit or some other change, and the issue remained open on my date of hire.  After 60+ hour weeks, for three months, the backlog had been reduced to 45-days, and this was considered acceptable by the business leaders.  Thus, the front-line agents had to be prepared to explain why it would take a minimum of one and a half billing cycles for the change to become visible to the customer and encourage the customer to continue to make the payments as shown on the bill to keep from suffering any adverse consequences.  Being possible to accomplish requires business leaders to know what is happening in the front-office and the back-office simultaneously and understand from the customer’s point of view the “why” behind business processes.

Fourth, training as an ongoing, regular, and value-added action is necessary.  Too often training is considered “one and done,” and then annual compliance training is required that everyone suffers through.  If this is the attitude of training in your call center and the training is not value-added, as in “is the training useful immediately” and the value apparent, there is a failure in training, a failure in leadership, and the failure is visible to customers.

The Extra Mile Just Ahead Green Road Sign Over Dramatic Clouds and Sky.I worked as an agent for a great call center that believed in ongoing training at the team level where front-line managers held daily training and the trainers held monthly refresher and targeted performance training.  The problem was that no one measured the training for value, and the agents began to see the time off the phone for training as an exercise in futility.  Value-added is a critical component of ongoing training and begins with asking where are you, as an agent, struggling?  Value-added training ends with an agent overcoming that specific struggle and growing to find another struggle and knowing that training is there to aid them in finding a solution to the new struggle.  Build value-added training as an ongoing conversation, which will be visible to the customer, and the agent is prepared to make the opportunity to “go the extra mile.”

Is the difference clear?  Be specific, clear, and concise when directing “going the extra mile,” and agents will begin testing the waters for organizational support based upon their current levels of knowledge.  Agents will want to make opportunities to “go the extra mile” when they are properly trained and are confident in the training to help them meet the customer’s request and desires.  Agents will make opportunities to “go the extra mile” for customers when they are confident that the business stands behind them in processing, in a timely manner, the agent’s requests made on behalf of that customer.  Agents will make opportunities to “go the extra mile” when their leaders are exemplifying “going the extra mile” for internal customers.Extra Mile  Agents will create opportunities to “go the extra mile” when there is value to them personally for the extra effort and when “going the extra mile” does not harm their scores in a metric based call center.  Finally, agents will create opportunities to “go the extra mile” when they know specifically what “go the extra mile” entails; remember, amorphous feel-good lines do not clear instructions make.

© 2018 M. Dave Salisbury

All Rights Reserved

The images used herein were obtained in the public domain, this author holds no copyright to the images displayed.

 

Leading the Call Center: Flavor of the Month Philosophies

Chinese CrisisHaving just completed a project that saw me leading a team in a call center, I want to make something clear; quick fixes and flavor of the month philosophies do not work.  I cannot stress this enough; yet, the practice continues to the detriment of call center employees and the organizations served by call centers.  Flavor of the month philosophies is the latest bestseller to fix the problems in business.  We have all seen these programs including, FISH, WAIT, Strengths Quest, and so much more.  These ideas are good ideas, and they possess value, but when changed monthly, these programs, never do more than briefly mark the surface intellect of the call center.  I am not disparaging these ideas in the least; let me elaborate as to why the flavor of the month idea fails.

The project previously mentioned when concluded saw the call center director very much converted to a program of definite value in and using one’s strengths entitled Strengths Quest as presented by Clifton, Anderson, and Schreiner (2006).  The culture of strength promotes unity, and by extension, organizational power, when combined intellectually, becomes the corporate culture.  Integration in business, especially in call center operations, remains crucial to bottom-line health.  The call center director invested a lot of organizational resources to capture everyone’s strengths, publish these advantages, and use this information to measure the call center.  The problem was the staff has no idea why they are investing company time in completing the “Clifton Strength’s FinderÒ (CSF),” and many completed this assignment while taking calls and distracted.  How verifiable is the data if the attention of the person completing the task is diverted?

My assignment, as a call center supervisor, included gauging the employees in the call center about their strengths.  Of the 10-employees in the call center, two had forgotten and blatantly said they do not care.  Three expressed a desire to retake the CSF to more fully focus on the task instead of completing it between calls.  Four employees asked why and what is the purpose of taking the CSF.  Finally, all the employees, when asked how they use the CSF data in their daily actions, expressed the same answer, I do not know.

Let’s be clear; there is nothing wrong with the latest flavor of the month programs to improve an organization, provided the leaders understand change, embrace change, train and teach “the what” and “the why,” and then remain committed long after the excitement over the bright new object fades.  I had the misfortune of working in a call center where the entire corporate culture was expected to change with every fresh flavor of leadership, and the organization is a mental mess.  What is a leader to do when each new flavor-of-the-month is presented as a potential fix for organizational dilemmas?  I suggest the following as a launching point for corporate discovery and leadership support.

  • If the organization is going to invest resources in a particular program, do not change for a set period, which includes pre- and post- measurement and evaluation. If the organization does not know where they start, they can never know what happened or where to go in the future.blue-money-burning
  • Organizational change must be more than surface polish or potential money (Blue Money) is lost, never to be recovered. Organizational change needs to fundamentally affect the organization and be allowed to produce measured results.  Does this mean that if something is not working, we keep at it?  No!  It means to provide sufficient time and measurement to gauge the application and the organizational change.  Many times beta-testing the proposed change can identify the processes, procedures, and other trouble points to be mindful of, or correct in beta-testing, to ensure full organizational change may occur with a higher chance for success.
  • Get everyone involved, enthused, and a willing advocate for the change. Getting everyone involved is not producing marketing materials and desk references.  Getting everyone involved requires explaining why and detailing what in the organizational change.  Getting everyone involved means there will be feedback, pushback, and rebellion.  Expect pushback, but never allow pushback to derail reform.  Pushback is a healthy activity that provides essential opportunities for the leader to explore solutions, answer questions, and evaluate the results.
  • Teach and train; train and teach. Learning should be a constant and desirable outcome of organizational change.  Teaching is not training, training is not teaching; but, both are critical skills needed for leaders and learners.  Teaching is helping someone else acquire knowledge.  Training is teaching a behavior or ability.  Teaching is usually one-way communication using measurement tools, e.g., tests to gauge knowledge learned and retained.  Training should be two-directional communication, is completed through experience in closely monitored environments, and includes 360-degree feedback to improve the training environment.  Never allow teaching and training to become the same confused term; while the words are closely related, they are not the same action.
  • When was the last time you discussed what you are reading with front-line employees? When was the last time you engaged a front-line worker about what they are reading, thinking, and ask for suggestions to improve?  When was the last time you asked to be trained on a process, procedure, or organizational action by those who do it all day?  If recently, did you ask why, a lot?  I promise you will be surprised when you have these conversations, especially since they open up opportunities to explain and expound, learn, change, adapt, and engage with those you lead.
  • Organizational change requires enthusiasm from all parties to begin to engage and deepen the shift from surface polish to fundamental culture adaptation. Enthusiasm takes many shapes, sizes, and colors, including the loyal opposition of followers, opinions, and feedback.  The leader must exemplify and honor, or support, the enthusiasm around them as a tool for succeeding in changing the organization.
  • Clarify intentions. Clarify processes.  Clarify procedures.  Clarify by asking follow-up questions and reflectively listen to obtain mutual understanding.  Clarification remains one of the most critical tasks in organizational change.  When confusion rears its ugly head, respond with explanation and follow-up, as detailed in two-directional communication.  When the comprehension is doubted, ask for feedback as an opportunity to increase clarification.  Clarification is both a tool and an opportunity; do not waste this opportunity and tool by neglecting those needing clarification.
  • Organizational change needs a mechanism for gathering data from many sources, including the employees affected, the vendors, the suppliers, and the customers. Open the valve for data to flow back.  One of the most horrific organizational changes it has been my displeasure to witness was increased because the leaders operated in a vacuum and never allowed data flow that was contradictory to the previously agreed upon results.  The leaders in this organization worked hard to refuse hard data, which contradicted their bias, and this ruined the business, the employees, and the customers.

I cannot guarantee following all these points will make organizational change succeed, roses bloom, bottom lines inflate, rainbows dance, and all of life fall into organized lines leading ever upward.  I can guarantee that without these points, organizational change that promotes an environment of learning will never be more than polish.  Consider the axiom, “Lipstick on a pig.”  The lipstick is not bad, the pig is not bad, but placing lipstick on a pig is out of place and does nothing to improve the pig.  Flavor-of-the-month changes are lipstick on a pig, not bad, but out of place until the entire organization is on board and enthusiastically supporting the move, and proper measurements are in place to gauge, measure, and report the change.

Business theorist Chris Argyris put forth a model, later discussed by Senge (1994) explaining our thinking process as we interact with the world.  This seven-step method is called the Ladder of Inference; according to this model, as we move up the ladder our beliefs affect what we infer about what we observe and therefore become part of how we experience our interaction with other people.  Organizational change can be plotted along the same model or ladder of inference.

Leadership LadderOrganizational change begins with information output; then collect data, preferably through listening and observation while doing the work; interpreting the data includes obtaining data, evaluating meaning, deciphering intent, and understanding value.  Please note, the assumptions should not be made in a vacuum and could be wrong; thus, always return to the data producers and ask questions to ensure mutual understanding.  Once conclusions are mutually understood, they become beliefs; but, don’t stop until beliefs become actions.

If a model is needed, please benchmark Quicken Loans and Southwest Airlines, both organizations are doing a tremendous job with the ladder steps, especially moving organizational beliefs into motivated organizational action.  Remember, one does not climb a ladder to view the horizon and scenery, they climb a ladder to begin working, carrying the tools needed to perform the work, and possessing certain knowledge that the work can be accomplished.  Climb the ladder of success with the intent to work, achieve, and move forward.

References

Clifton, D. O., Anderson “Chip,” E., & Schreiner, L. A. (2016). Strengths quest: Discover and develop your strengths in academics, career, and beyond (2nd ed.).

Senge. P. M. (1994). The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Currency Doubleday.

© 2017 M. Dave Salisbury

All Rights Reserved

The images used herein were obtained in the public domain, this author holds no copyright to the images displayed.

A Leadership Statement – Shifting the Political Paradigm for a Better America

As a leader, three basic principles drive leadership:  freedom, agency, and learning (Robinson, 1999; Rao, 2013; Tucker, 2001; and Ulrich, 2008).  Three inviolate laws are also present, these inviolate laws are: respect, engagement, and preparation; these laws are guided by the principles of freedom, agency, and learning.  Hand-in-hand, these three principles of leadership and the three inviolate laws govern society.  Image - MSM HandledWe are learning by sad experience that many, especially on college campuses and in professional sports arenas, consider respect to be a one-direction demand, where accountability is not enforced and where the hooligans and terrorists of thought, demand and punctuate their demands with violence. A person, who tries to curtail the thoughts of others with physical, verbal, or emotional abuse, has crossed the line into thought terrorism, and their voice is reduced to nothing, even though mainstream media (MSM) outlets provide these people a soapbox to reach a larger audience.  A person, who demands respect to flow to them and refuses to give respect to others, is abusing verbally and emotionally those they refuse to respect.

Leaders, who embrace the freedoms of their followers, allow them full possession of their individual freedoms, encourage them to employ individual agency, and allow them to be guided by a thirst for learning (Broskowski, 1984; Ekanayake, 2004; and Hoppe, 2006).  Image - John Wayne QuoteThe engaged learner prepares fully in a constant cycle of learn and teach and needs to be supported in this cycle in order to remain a learner preparing to teach and a teacher preparing to learn.  The leader has responsibility for teaching correct principles and embracing the need for the learner to govern himself or herself.  Thoughts and beliefs, opinions, and personal preferences cannot and should not be litigated, forced, or coerced.  Those, who choose to act in a manner not conducive to a quiet and orderly discussion, diminish themselves, harm themselves, and place themselves outside civilization, like the rabid dogs of the west.  The proper response by civilization for those placing themselves in this category, rabid dogs or wolves, remains the same:  permanent separation and removal.

The successful leader is morally obligated to embrace loyal opposition found in those being led and to take and give counsel and guidance to improve plans, implement ideas, and garner the individual buy-in from free agents ensuring integrity, responsibility, and accountability are not lost or forgotten.  The leader is a teacher and a teacher is a leader.  The cycle for learning and teaching does not become lost or less significant as rank is increased.  The inverse occurs. The greater the rank the higher the responsibility to remain engaged in the learning/teaching cycle (Kumle and Kelly, 2006; Maehr and Braskamp, 1986; Nibley, 1987).

Imperative to those with greater authority are the requirements to oversee those to whom authority has been delegated.  Image - Quote Poltics is DirtyWhen those possessing delegated authority use that authority to denigrate, deride, and destroy, that authority needs to be publically stripped, and the individual forced to make amends concurrent with the laws of the land and the expectations of society.  We have come to a point in the laws of America where those with money and powerful political connections (Anthony Weiner) can receive pitiful punishments for dangerous crimes, and those without powerful political friends and money receive far harsher sentences for crimes committed, where standard sentence guidelines include some portion of all of the following: 5-10 years in prison, registering as a sex offender, and fines starting at $50,000 (Lorang, McNiel, & Binder, 2016).

Consider the IRS Scandal, the VA Scandals, and the continuing news cycles where politicians make promises and renege on those promises before the ink is dry on the election result forms.  The staffs to whom authority has been delegated are being allowed to run rampant, and those selected to be leaders are doing nothing to curtail the abuse of power being inflicted upon the population (Perez, 2015).

America, President Trump is a leader, whereas many of the House and Senate are less than the poorest managers ever vested with delegated authority.  Consider Senators McCain, Feingold, and Collins, where Obamacare is concerned, they campaigned on repealing Obamacare, and they continue to actively thwart the legislative process for personal gain (Prokop, 2015).  Leaders, regardless of their field of endeavor and political environment, act, work, and their actions are logically tied to their work.  While one might disagree with the actions based upon personal opinion, the actions taken signify their leadership.  Managers, do not act, are not tied to their actions, and never are held accountable; whereas, the leader and their actions are inseparable.  Hence, while McCain, Feingold, and Collins, among others, will thwart the needs of America for personal gain, Trump will be held accountable for their inaction.  Image - Terrorism DefinedThe same is true for the inaction and legal quandary Obama created at the IRS and the VA, managers performed tasks that were incongruent with the law, were not held accountable, thus the president remains culpable.

Consider how many times “deals” have to be made just to get common sense, helpful, and proper legislation out of committee and in front of the current sitting president.  In real life, “deals” would be considered bribery, collusion, inducements, kickbacks, and blackmail; yet, the citizens accept these legislative maneuvers in the hopes of improving America through legislation.  We are told as children that politics is a dirty business; it has become a dirty business, because those in power and those with delegated power have refused to honor, sustain, and support the laws of the land, the expectations of the citizens they purport to represent, and the illegal use of tax money to conduct these bribes is reprehensible at best.

Currently, the solution remains in the hands of the voters re: stop electing the same old names over and over again.  Why have Senators McCain and Collins become so powerful; tenure in the Senate, McCain since 1981 to present and Murkowski since 2002, and Collins since 1996, they have been living off the public taxpayer for too long!  I am not advocating term limits.  I am advocating an informed and motivated electorate willing to be the leaders they wish to see in office, and holding those in power accountable for the power that has been delegated from “We the People” to those who temporarily hold elected office.  I am advocating for voters to make the election box more important than the TV box, the cubicle box, or the social media box.

I am advocating for the return of a highly charged and logically powered electorate to take back the reins of power from those currently in office, especially those who have continually proven they cannot handle our authority.  For example, Senator Collins has continually proven a weak link by taking positions anathema to her voters, but lacking a viable alternative, her voters return her to power every six-years.  In fact, having lived in her district, I know for a fact there are many of her voters who despise Senator Collins, and hold their nose and vote for her anyway.  Having lived in Senator McCain’s district, the same is said of him when voting every six years, no viable alternative, send the same old name back to power.

Much noise has been made about professional sports players and the refusal to stand for the Anthem and the American Flag.  Under the three principles of leadership and the three inviolate laws, these players do not deserve the jobs they hold, let alone a position of respect.  The reason is simple.  The flag covers all.  Standing for the flag means respect for all, honor for all, and will, regardless of the other person, stand for America as the last bastion of liberty, freedom, and a republican form of government.  The liberties demanded to allow you to sit are the same liberties you are rejecting every time you sit for the anthem and flag ceremony.  All kneeling sports players and flag burners should answer this question: “When you are in trouble, do you want American police, firefighters, EMT’s, and or the American Military personnel to help you?”  If so, why would you contemplate sitting when standing for the flag symbolizes you will help others and sitting proclaims you will not help others.  Since you will not help others, as signified by burning the flag and kneeling or sitting out the national anthem, where should help come from?

I cannot stress enough leadership is needed. Image - Eagle & Flag Leadership begins with those who selected their leaders demanding an accounting for the authority delegated to them.  Use the principles of leadership mentioned and the inviolate laws to correct yourself, your family, and then demand from society the same.  When we do this as a nation standing for liberty, we will succeed, and those naysayers and whiffle-whafflers will be held in eternal contempt because of their actions against us, the citizens of this Republic, the United States of America!

 

© 2017 M. Dave Salisbury

All Rights Reserved

The images used herein were obtained in the public domain, this author holds no copyright to the images displayed.

 

 

 

References

Broskowski, A. (1984). Organizational controls and leadership. Professional Psychology: Research and Practice, 15(5), 645-663. doi: http://dx.doi.org/10.1037/0735-7028.15.5.645

Dandira, M. (2012). Dysfunctional leadership: Organizational cancer. Business Strategy Series, 13(4), 187-192. doi: http://dx.doi.org/10.1108/17515631211246267

Ekanayake, S. (2004). Agency theory, national culture and management control systems. Journal of American Academy of Business, Cambridge, 4(1), 49-54. Retrieved from http://search.proquest.com/docview/222857814?accountid=35812

Hoppe, M. (2006). Active listening improves your ability to listen and lead. Greensboro, N.C.: Center for Creative Leadership.

Kumle, J., & Kelly, N. J. (2006). Leadership vs. management. SuperVision, 67(8), 11-13. Retrieved from http://search.proquest.com/docview/195598300?accountid=458

Lorang, M. R., McNiel, D. E., & Binder, R. L. (2016). Minors and sexting: Legal implications. Journal of the American Academy of Psychiatry and the Law, 44(1), 73-81.

Maehr, M. L. and Braskamp, L. A. (1986) The motivation factor: A theory of personal investment. Lexington Press, Lexington, MA.

Nibley, H. (1987). Management vs. leadership. Executive Excellence, 4(12), 9. Retrieved from http://search.proquest.com/docview/204630361?accountid=458

Perez, E. (2015, October 23). First on CNN: DOJ closes IRS investigation with no charges. CNN – Politics. Retrieved from http://www.cnn.com/2015/10/23/politics/lois-lerner-no-charges-doj-tea-party/index.html

Prokop, A. (2015, September 25). The GOP can’t quit Obamacare repeal because of their donors. VOX. Retrieved from https://www.vox.com/policy-and-politics/2017/9/25/16339336/graham-cassidy-republican-donors

Rao, M. S. (2013). Soft leadership: a new direction to leadership. Industrial and Commercial Training, 45(3), 143-149. doi: 10.1108/00197851311320559

Robinson, G. (1999). Leadership vs management. The British Journal of Administrative Management, 20-21. Retrieved from http://search.proquest.com/docview/224620071?accountid=458

Tucker, R. (2001). Innovation: The new core competency. Strategy & Leadership, 29(1), 11-14.

Ulrich, D., Smallwood, N., & Sweetman, K. (2008). The leadership code: Five rules to lead by. Boston, MA: Harvard Business Review Press.

 

14 Rules on Leadership – Gen. George Washington: Shifting the Leadership Paradigm

General George Washington wrote “Rules on Civility” (1887) and helped to mold and model a growing social environment in America.  These 110 rules for civility also encapsulate good advice to leaders applicable still today and fourteen of them are discussed below as they bear direct application to the current societal ills.  The hope remains that in pointing out these rules leaders may become more of an example, business improves, and American Society as a whole begins to lift itself up to a higher level of performance.

Rule 19:

Let your countenance be pleasant but in serious matters somewhat grave.

I worked with a manager who made the following statement about the director we both answered to, “I never know whether he is joking, jesting, or simply being serious.”  This is a failure of leadership and can cause disharmony, chaos, and no end to trouble.  Model and exemplify pleasant emotions.  Never try to confuse your audience, never adopt an emotion without a purpose, and never make your audience to think or wonder about your emotional state or demeanor.  More importantly, looking pleasant builds confidence in those around you to act with pleasantness and harmony; so smile, speak softly, and generate pleasantness.

Rule 25:

Superfluous compliments and all affectation[s] of ceremonies are to be avoided, yet where due they are not to be neglected.

This speaks to offering sincere praise, showing gratitude, and returning credit to the source for things that are progressing well and accepting failure when poorly.  I had the displeasure of working with an officer who gave insincere praise making a great ceremony out of giving that insincere praise and then laughing at the person being singled out for the praise for not knowing how to proceed correctly.  The morale of the unit was disastrous and deadly.  Several members of that group held a deep desire for a “friendly fire incident” involving this officer as the victim.  The same problems arise in business and if left to fester potential is wasted, and money follows lost potential.

Don’t forget to limit ceremony, pomp, and procession to the level needed to honor the awardee without allowing the ceremony, pomp, or procession to exceed the degree of the award or the awardee’s comfort level.  Know the audience and limit the service to the comfort of the audience.  Thus allowing those being awarded and those in attendance to celebrate in a manner conducive to the award and their individual comfort level.

Rule 35:

Let your discourse with men of business be short and comprehensive.

We have all heard, and many live by the axiom, “Time is money.”  This rule from Gen. Washington speaks to the need for comprehension, timeliness, and specificity.  Limit the words, tone down the tone, restrict the emotional content, and get to the point; thus saving the audience’s attention and exemplifying respect for the other person in the communication.

Rule 39:

In writing or speaking, give to every person his due title according to his degree and the customs of the place.

Did you work hard for your title, yes; thus, reflect the respect for your title to others.  I met two different people in authority, 180-degrees apart from each other that saw this principle from opposing extremes.  One manager refused to use titles calling the whole thing meaningless while demanding respect for their personal rank and title.  20-year employees who had obtained great honor and respect amongst their peers received no respect from the leader who demanded respect.  The other leader cared a great deal for their title because of those who had held that title before them and respected others who had earned titles for the same reason.  The second leader had higher morale, less behavioral problems, and loyal people who achieved greatness.  The first leader had nothing but trouble, never could reach goals and objectives, and passed the failures to produce onto others.

In our global working environment, knowing the culture where titles and showing respect is critical to creating success.  More importantly, if you as a leader have not already cultivated respect for titles, the ability to show genuine respect for those of titles will place you at a disadvantage and harm the businesses you represent.  Make time to learn and practice showing proper respect for those with titles.

Rule 44:

When a man does all he can, though it succeed[s] not well, blame not him that did it.

How many times has success been snatched from the hands of those trying and the leader then berates, castigates, and derides those who tried?  Since measuring individual effort is not possible, first presume everyone did their best, then promote a spirit of learning from failure and build people.  Even if the actions were thought to be malicious and vengeful, praise and support people, you never know and in not knowing, do not assume!  I would also interject the following thought, Juran’s Rule details that when problems arise, 90% of the time the process is failing and only 10% of the time are people failing.  Thus, look to the processes, the procedures, the methods of work for answers, employ training, and only blame people as the ultimate last resort; this includes blaming yourself.

Rule 45:

Being to advise or reprehend anyone, consider whether it ought to be done in public or in private, and presently or at some other time; in what terms to do it; and in reproving show no signs of cholar but do it with all sweetness and mildness.

(Please note, the term “cholar” has had a spelling update and is now spelled “choler” and is defined as showing irascibility, anger, wrath, or irritability.  From Latin is the origin cholera.)

There is great truth hidden here; this rule mimics another axiom, “Praise in public and reprimand in private.”  While speaking to timeliness, this rule allows the leader to select when and where praise and reprimand occurs.  Do not forget Rule 19 emotion is a leadership tool, not a weapon; tools guide and instruct, weapons destroy and demoralize.  Use emotion wisely or choose to not use emotion at all per the rule above, but make emotion a conscious choice!

Rule 48:

Wherein you reprove another be unblameable yourself, — for example is more prevalent than precepts.

During my military service, I had a mid-level officer that hated and punished severely those who slept on watch, for a good reason.  The problem, the officer regularly slept on watch.  The example was more prevalent than the precepts taught and destroyed morale.  Rules 19, 45, and 48, all discuss powerful leadership principles along with a general theme and should be considered both individually and collectively to make the lessons more powerful.  First, know yourself, then know those you aspire to lead, and finally lead well.

Rule 49:

Use no reproachful language against anyone; neither curse nor revile.

In the world today, many confuse reprimand (rebuke or admonition) with reproach (finding fault, upbraiding, blaming, censure, disgrace or discredit) and this has led to a lot of confusion in communication.  More to the point, the language of leaders has coarsened, hardened, and plasticized or transitioned into bluster and buffoonery instead of calm and controlled.  I know a brilliant person, photographic memory, incredible mental ability, no people skills, no technical expertise, and there is great pride in not having these skills.  This person was promoted to the level of senior officer in the US military.  Who, during an inspection, wept uncontrollably when the plan went to pieces, machinery broke down, and the inspection failed.  This brilliant person could not speak to inferiors without an attitude of superiority cursing and reproach everyone and anyone.  Leaders, especially those placed in command through rank, must understand this communication principle and the power of this principle for good and ill.  Failure to communicate remains the sole variable upon which organizational cancer metastasizes into a full-blown case of organizational chaos leading to destruction (Dandira, 2012).

Rule 58:

Let your conversation be without malice or envy, for ‘tis a sign of tractable and commendable nature, and in all causes of passion permit reason to govern.

The above “rule” is a choice, rather two options.  The first choice is choosing to speak without malice and envy as a sign of your personal nature.  The second choice is to restrict passion.  Leaders only show emotion as a tool, not a weapon.  Conversation requires restricted passion to convey to the audience logic and confidence in the leader.

Rule 59:

Never express anything unbecoming, nor act against the rules before your inferiors.

I used to think this was common sense, and then I met two Chief Petty Officers (CPO’s) in the US Navy and discovered that common sense is not very common.  These two CPO’s remarked upon everything they saw, verbally spewing whatever occurred between their two ears, and were always examples of what not to do and how not to act.  Feeling their rank and position secure, these CPO’s then punished those who did not act in their manner severely and those who replicated their actions were rewarded and protected from the consequences.  With the result being that the followers exceeded the examples displayed by the CPO’s with noticeable results for morale, good order, and discipline.

Rule 65:

Speak not injurious words neither in jest nor in earnest; scoff at none although they give occasion.

I worked with a brilliant and incredible person who took a little time to learn and was very clumsy.  Once the topic being taught was then known, this individual knew that task and performed it in an exemplary manner.  Because of the clumsiness and time, it took to learn, this person was always the butt of his command’s jokes, jibes, insults, and was on every single petty detail possible, and performed those tasks poorly.  When respected, honest and sincerely praised, this person performed incredible feats.  The difference amazed and shocked his command and division, but did not silence these voices of derision to the detriment of the quality of work performed.  Did my friend give occasion to be laughed at, certainly!  Did he deserve to be laughed at, certainly not!  Leaders need to be doing better at controlling themselves and exemplifying the behaviors they desire to see in others.

Rule 67:

Detract not from others, neither be excessive in commanding.

While much of this rule can be considered to be part of Rule 65, detracting from others goes beyond verbal haranguing of Rule 65.  Detract is to reduce in value usually with the intent of making yourself larger.  Managers detract from their workers by taking credit for all the good and passing off all the blame.  Leaders attract the blame and detract the praise to the source.

The final aspect of this rule is necessary to understand, excessive commanding.  Commanding with excessive commands is nothing more than dominating in an authoritarian manner to the destruction of others.  Even commanding without excessive commands but with an attitude of domination can destroy.  Commanding well is an attitude of servitude coupled with a desire to build, grow, and develop people to meet their individual potential and doesn’t generally need commands, but always needs guidance or if you prefer, coaching.  Consider the life of a tree planted in good level ground.  The tree spends the first 10-15 years of life with a guide wire to help the tree grow straight.  Not a command and forced growth, but a guided growth into growing straight and true.  People are like the tree; the leader is like the guide wire, build people through guidance or coaching, not commands.

Rule 73:

Think before you speak; pronounce not imperfectly, nor bring out your words too hastily, but orderly and distinctly.

I was raised in a home where pronunciation and annunciation were as critical to speaking as spelling, grammar is to writing well, and the rules included proper and logical thinking, before speaking.  The process of communication is aided and abetted by properly pronouncing and announcing your words when speaking, after carefully thinking and crafting your desires into coherent thoughts.  In the US Army, I did not have trouble with my upbringing interfering with communication.  In the US Navy, I had nothing but problems with how I was raised interfering with communications.  One day, I spent 45-minutes being verbally upbraided by a second-class petty officer that choose to speak with no regard for the rules of the English Language, no understanding of grammar, and no logic, where Ebonics were displayed as a symbol of pride intended to confuse the receiver.  I was then referred to the CPO for not listening and being disrespectful.  I explained I could not understand what was being said and was told that my understanding of language is not his understanding of language and that I am in the wrong for not working harder to show empathy to a higher-ranking person.  Remember, the second-class petty officer chose, while on duty, to speak in a manner that intentionally could not be understood and always spoke in an understandable style when off duty.  If placed into a position of authority, managerial or leadership, that role comes the expectation of communication using logic, common rules of English pronunciation and annunciation, and proper grammar to ensure mutual understanding has the potential to be achieved.  When confusion in language occurs, it is the leaders, or managers, job to then rephrase and change language to meet the understanding of the listener.

These rules as mentioned form the bedrock upon which long and fruitful careers of leadership are built upon.  If weak in a particular rule, choose to obtain training and counsel in how to improve.  Find people exemplifying these rules and support them in their good works.  Train and develop those not employing these rules into better people, and our entire society improves.

References

Dandira, M. (2012). Dysfunctional leadership: Organizational cancer. Business Strategy Series, 13(4), 187-192. doi: http://dx.doi.org/10.1108/17515631211246267

Washington, G. (2009). George Washington’s Rules of Civility (and decent behavior in company and conversation). Retrieved December 30, 2016, from http://www.digireads.com

© 2017 M. Dave Salisbury

All Rights Reserved