Using Sun Tzu's The Art of War

I was talking to a gentlemen at dinner last night. He was the CEO of a mulit national media company. We started to discuss some of the challenges that we all are faced with in modern business. Being management-centric, I voiced my opinions about how we are faced with a dilemma of performance malaise. Of course he wouldn't settle for such a broad statement so he asked for deeper clarity. Being the extrovert I am, I happily obliged.

I explained that we are being overwhelmed by a sense of status quo. Employees are looking to stay off the radar. They want to perform to standard but they don't want to take any risks for fear that failure may lead way to termination. He exclaimed, "what an awful outlook on the American Worker but... your right. I think I see it now that you put it that way." I was relieved that he agreed and didn't take his Martini to another table (I was enjoying a Johnny Walker, Black Label Neat if that matters) "So Terrence, how do I fix my company" he inquired.

I wanted to tell him, "You hire me" but I decided to take the higher road. I told him, you find the enemy. He looked at me confused and curious. How can you fight what you can't see? You have to know what's causing the malaise. My experience points me toward anxiety. In these tough economic and political times, employees don't see their future. They're anxious and that anxiety causes mass paralysis across an organization's payroll. Then I remembered reading Sun Tzu's, The Art of War and explained a strategy he could take.

Needless to say I had a captive audience. I explained Sun Tzu's approach to overpowering his enemy, in this case Anxiety. He called it Attack by Stratagem. One of the rules under this caption is "Strength Against Weakness". "We give Anxiety its legs", I revolted. I am adamant about trying to help manager's put a face on this performance killer. Our fear fuels and energizes Anxiety. The only way to defeat anxiety is to destroy it's fuel source. Attack it's replenishment lines and cut it off from its garrison. Okay, perhaps my military background gets the best of me. But that thinking has helped me reduce obstacles to nothing more than memories.

In layman terms, attack the weakness of Anxiety. Too often managers look on powerless by the thrusting blow of change only to decide, there's nothing I can do about it. B...ologna (you can insert the appropriate explicitive). Here is what Anxiety feeds off of:

1. a lack of information
2. a lack of respect for each other
3. a lack of courage
4. a lack of ownership
5. a lack of self worth
6. a lack of accountability
7. a lack of perspective
8. a lack of focus
9. a lack of leadership

I exalted to my captive audience of one, "CUT OFF THE SUPPLY LINE OF ANXIETY".

If you want employees to perform have your management step up and deal with the fuel supply. The previous list is a visual representation of the Enemy's (Anxiety's) weakness. Use your strength to attack it vigorously.

1. Provide constant information
2. Reward and encourage strategic risk
3. Hold everyone accountable
4. Celebrate success
5. Coach failure
6. Create opportunities for teamwork and leadership
7. Keep everyone focused on the prize (laser sharp focus)
8. Step up and encourage others to do the same
9. Collaborate on decisions

This list is one to empower management. Anxiety is not to be dealt with passively. It can be nuetralized. You can use "Strength Against Weakness". Chip away at the sharp edges of Anxiety and you'll discover a blunt fragile enemy who will retreat away from your aggressive front line.

You can follow me on Twitter @TerrenceWing and @LiquidLearn

Leadership Lessons "From Up In The Air"

This isn't a movie review of my recent screening of George Clooney's newest movie, "Up in the Air", but more of a surgical dissection of a few of the leadership lessons I took away from it. Fear not, there are no spoilers so you still can see the movie, which by the way I did thoroughly enjoy. George Clooneys character and the situations presented were fairly realistic reflections of the anxiety that plagues much of today's business world. Allow me to briefly set up the movie.

Clooney's character works for a company who is contracted to manage the termination process for downsizing organizations. His job takes him all over the world, helping him in his pursuit of elite status with Frequent Flyer programs. Of particular note is the brilliant product placements throughout the film which almost serve as characters. Clooney's character brilliantly spins a termination into an opportunity for the films "victims". As Clooney mentors a Generation Y protege, we are taken on a journey of the frailty and victories of human relationships. So what does this have to do with leadership.

People are anxious today. Even those in the most stable of industries are seeing the dark veil of uncertainty as tomorrow's accessibility becomes more a question than an expectation. I had a recent coaching session with a young professional woman who was almost finding this state of anxiety paralyzing. She stated she was afraid to make decisions she would normally make without hesitation in the past. She feared the repercussion of failure in a time when companies are "looking for an opportunity to let you go". Her goals were starting to morph away from ambition and towards compliance. "Stay off the radar", was becoming her mantra. What a shame to see one of this company's most talented individuals do herself and her company this incredible disservice.

So what should the company do. Leadership is most visible during times of adversity. If it's not evident in your organization during these times, chances are your ranks don't contain many leaders. Here are some tips

LISTEN. Simply stated but often a complex execution. Clooney's character was cleaning up a termination meeting gone south (due to the naivety of his mentee). He read between the lines on the employees resume only to unveil that this job was a prison to the employee's aspirations. He restated this as an opportunity to follow that dream for the benefit of his children. The employee took pause to this. What are your employees aspirations and needs? Do you create opportunities to listen?

ENGAGE IN RELATIONSHIP BUILDING. Your employees are feeling more and more isolated these days. Every time they don't see their managers, they started drawing their own conclusions. This fosters that "stay off the radar" mentality my mentee stated. It's destructive and a sure fire way to slow the progression of success.

COMMUNICATE. Information is gold in this day and age. As "Knowledge Workers" your employees need it. As a leaders, it should be a driving passion to provide it. Let them know what you know and what you don't know. They need a leader they can trust. Don't hide behind the curtain of uncertainty. Instead bast in the warmth of focus and direction.

CELEBRATE THOSE THAT TAKE RISKS. You need to grow today. This isn't the time to join your cowardly competitors who are hiding under rocks and regressing from the life force of business, growth. Growth is not waste. Help your employees see their potential by "Getting on the Radar".

Sure this list is simple, short and not a guarantee for longevity. It is a starting point though. Don't leave your future and that of your employees up to chance. Today is a time for Leadership. If you hear the calling, don your cape or magic lasso and step up to be the hero your employees need but more importantly deserve. To "Stay off the Radar" in the mist of this calling is a horrible tragedy. The calling is loud. Can you hear it?

You can follow me on Twitter @TerrenceWing and @LiquidLearn

MULTI-TASKING: MANAGERS BEWARE

Recently I read an article on a Stanford University Research Study that showed Media Multi-Taskers pay a mental price. I felt it was a worthwhile blog entry as so much emphasis and pride is placed on one's ability to multi-task. I personally have always been wary of those that feel they can do it all when, personally, I have trouble focusing (and no I don't have ADHD) on more than one or two main priorities. Ahh, but that is the difference. I am managing multiple priorities. Multi-Taskers aren't managing priorities they are trying to do several things at once.





The blog header read, "Think you can talk on the phone, send an instant message and read your e-mail all at once? Stanford researchers say even trying may impair your cognitive control." Following are a few of the researchers points:

1. They didn't find any talent or gift that came from those that claimed Multi-Tasking proficiency.


2. Low MTs (Multi-Taskers) had better memory than high MTs.


3. High MTs have difficulty filtering out the irrelevant.

If I may be so bold to extrapolate this in my own words, High MTs may be problematic in many situations. The perception of skill with this activity in and of itself may handicap competence. I remember working with a former employee who always seemed busy. Every time I saw her at her desk, she was clearly occuppied doing work related tasks. Somehow she still struggled with her performance. After our investigation, we discovered she was trying to do too many different things at once. The quality of everything she was doing.... how should I say it, SUCKED. What a great case study against Multi-Tasking. We solved the problem by providing her with guidance on priorities and instructed her to only work on the priority at that moment. After a few months, she was doing more and performing better than she had when she thought her performance evaluation was based on her ability to Multi-Task.





So, here's the problem. As employers and managers, do we encourage and even reward multi-tasking? Do we even see its potential hazard? If were paying someone $15 per hour, do we want that investment focused on everything or the most important things? Should we deploy that $15 /hour on trivial distractions or on vital business growing ventures.





I am reminded of Stephen Coveys, 7 Habit of Highly Effective People. Habit 3 is, Put First Things First. Covey's Time Management Matrix (pg 151) helps to put the MT issue into perspective. "... Leadership decides what first things are, it is management that puts them first, day-by-day, moment -by-moment", Covey writes. High MTs may be missing leadership that helps them identify where their time should be spent. Are you (your employees) managing the approprite Quadrant?





It's time for all of us to focus on the critical and important and realize that if we miss the other stuff, we'll probably be better off anyway. Also, I didn't perform any other tasks while writing this blog entry.

Honorable mention goes to @ErickTaft who tweeted "Ignoring the details is the problem w multi-tasking. Leads to sloppy work & poor relationships."

You can follow me on twitter @TerrenceWing but only if its a priority : >

TIPS FOR MANAGING GEN Y

This isn’t an article or even a blog site where someone else is complaining about Gen Y or any generation for that matter. I refuse to be that unproductive. I look for the solutions to channeling the talent of all generations into productive and profitable workplaces. We all are a piece of a puzzle whose image is only seen when we are all placed together in the right way. That being said, how do we welcome Generation Y into the workforce with eagerness to incorporate their talent and potential?

Like every generation, there is a distinct yet common dynamic to Generation Y. They are not lazy but simply don’t like wasting time. They are not disloyal but loyal to the right cause. They aren’t addicted to technology but believe in its power to make life more enriched. They aren’t selfish but are simply looking for their place in the world. They aren’t oblivious but are looking for the answers. Essentially, they really aren’t that different but they are misunderstood. Their place in the world and workplace is yet to be determined but make no mistake they are here to stay. So let’s address how to channel their talent.

The following are 10 ways to manage Generation Y.

1. Be Sincere – They can spot a fake a mile away, whether it is within their ranks or outside. You are not one of them and they will never see you as such. What they will see is your value if you prove it.
   


2. Be Part of their Network – They hate to fail and will lose trust in you if you put them in a “sink or swim” situation. They don’t think they know it all. What they feel is that they can get the answers to it all through their networks. Be present in that network.
   


3. Provide Technology – Pen and paper is as antiquated as the horse and buggy to them. They express themselves through technology. This isn’t an addiction to the technology. What it is, a strong drive to find the most efficient way of doing a task.
   


4. Allow them to Explore – Tell them what you want, provide recommendations and let them explore their options. They may find a better way of doing something that was hidden by the malaise of routine that perhaps blinds the rest of us.
   


5. Communicate Standards – Sure they want to explore and innovate. More importantly, they want to succeed. You hold the key to that. Coach them so they understand what is needed to succeed. Don’t take their questions as insubordinate or arrogant but as their methodology for discovering truth and meaning. Which is what they are looking for.
   


6. Provide them with Feedback – They are accustomed to hearing this and frequently. There is a need to depart from the type of feedback they are use to hearing. They are not perfect and capable of anything they put their minds to, which is what they have heard from their Helicopter Parents. The truth is they aren’t perfect and there are many things they are not capable of doing (just like all of us). When the feedback is negative it needs to contain a message of hope. They don’t want to feel the discussion is going to change their career trajectory but instead helps them to achieve it.
   


7. Listen to them – They have innovative and even curious ways of seeing the world. Sure sometimes curiosity kills the cat but at other times it cures a disease or changes a life. The next great idea could come from the mouths of Babes.
   


8. Trust Them – Give them exciting projects and assignments that clearly demonstrate you see their value. Provide them the needed support through the process. The exposure and meaning you help them discover in their work will create an advocate in them.
   


9. Take the Time to Explain – “Do it because I said so” is a management strategy that is as useful as a square wheel. Even if you were victimized by this strategy when you were trenching your way through the labor force to management, realize today that it is extremely ineffective with Generation Y.
   


10. Don’t Contribute to the Gap – Everyone is out there talking about how lazy this generation is. Opinions are a dime a dozen. One’s like that are only going to create adversaries and not allies. How successful have you been in the past working with a group of adversaries?
    Generation Y is misunderstood by many managers. The evidence of this is in the turnover numbers. Millennials have the ability to instantly reshift their loyalties and change employers instantly. Be careful not to blink. You may discover as your eyes open that you have another vacancy to fill. You don’t have to fear this because solutions are available.
    

This is not a conclusive list in any way, shape, or form. We haven’t even discussed encouraging their desire to change the world and the use of social networks (as well as so many more). With the exception of a few tweeks specific to Generation Y, my recommendations are a strong management strategy despite its application to Generation Y. Managers should adopt these tactics to encourage all four generations too reach their potential.

Follow me on Twitter @TerrenceWing