Leadership Fad Has Created A Culture Crisis

Too many people want to be perceived as being at the forefront of their niche so they will use the word leadership to describe just about anything that will help them make a few bucks. It's sad really, that the word leadership has been sold out. Authentic leadership, servant leadership, reflective leadership, thought leadership, absolute leadership and transitional leadership are nothing more than vacuous terminologies of self-importance in a desperate attempt to carve out a money-making identity that no one else has yet exploited.

Truthfully, this preoccupation with the leadership fad is so last year. It is time to get your head out of the clouds because it's about to rain - hard. Corporate North America is headed toward a corporate culture crisis in 2010 because, in spite of all of the leadership books and all of the courses available, no one has actually been leading.

The truth is, you don't become a leader in a few days or weeks in exchange for money. (If you need proof, go find out which leadership course Winston Churchill, JFK, The Dalai Llama and Ghandi enrolled in and also find out their passing grades.) So while marginal managers have been off trying to re-shape their personal brands from dolt-manager to leader-of-minions, they have been forgetting (or ignoring) their work: managing. And now because of it, workplace culture is crumbling.

Right Management's recent survey results show that 60% of North American workers will be actively seeking new jobs in 2010. Another 21% are actively networking to see what's out there before they decide to update the resume. That's a total of 81% of North American workers who are not happy with their workplaces. Why aren't they? Because while the economy was crumbling, managers weren't managing and weren't responding to the very real concerns of their people. They were too busy pretending to be visionaries who were above that icky business of managing.

That's what happens when no one pays attention to the very people who make the whole business of business work. When people feel let down, culture follows. And people will quickly exit a crumbling culture. And who was supposed to be looking after the culture? The same people who were trying to getting a passing grade in leadership courses.

North American organizations are about to suffer the largest workplace exodus in decades due largely to, you guessed it, a lack of real leadership.

Your need to be seen as a "leader" has been overshadowed by your inability to lead during tough times. You may have passed the course but you have failed the test. 
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Fire The CEO To Shift Culture

Fritz Henderson is gone as CEO of the "New And Improved" General Motors. He was on the job only nine months. Had he done anything wrong? Not really. His removal was due to one simple reason that far too many companies succumb to: complacent culture.

It's hard not to feel sorry for Mr. Henderson, who had little time to prove himself. But his removal was the right move. He is a GM lifer, and job one at the company is to change a management culture.

Once asked about the culture at GM, Henderson said, "It's fine. In reality, it's the only culture I know." Which was precisely the problem. If you're going to try to be different or going to try to shake things up, then you need someone at the helm who isn't a product of the culture that you're trying to change.

I believe it was Einstein who said that you'll never solve a problem with the same thinking that created the problem.

If you're going to to attempt to shift a culture dramatically, it will rarely happen with the same faces running the place. You can make culture shifts gently keeping the same senior management but to do so effectively requires a shift in the senior management's communication, involvement of lower levels of management and inclusion of front-line workers.

Sorry, but you can't sit in the ivory tower and hope things on the ground are going to shift by decree. If you want to institute a culture shift, you have to first shift the attitudes of the employee. Once you can get a buy-in from the employee, only then will you get lasting changes in your culture.

GM wasn't getting that so Fritz is gone. What about you? Are you near the top thinking everyone else's attitude needs to change except yours? The answer to that question might explain your culture.
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When Workers Hate Their Bosses

When workers hate their bosses, you can't always openly tell. Some have disliked their bosses from Day 1. Others learn to increasingly disrespect their bosses and begin to shut down over time - eventually arriving to that point where they actually, in their minds, resign from the job. They end up doing just enough to not get fired.

Now before you go thinking that as long as they continue to do their jobs all is OK, let me clue you in. The levels of employee motivation have tangible ramifications for your organization:

• Rates of theft will rise.
• Quality of work will drop creating more defective products.
• Work accident numbers rise.
• Turnover and absenteeism both increase.
• Customer service scores drop.
• Profitability of the department drops.

If you've got any of these issues, then you've got a group of workers who have become disillusioned with their immediate boss. People who shut down like this don't have it in for the company (in most instances), they have it in for their immediate manager. It's not the corporate culture that irritates people over time, it's usually an immediate supervisor. Once an employee loses respect for their boss, good luck getting them motivated and engaged again.

Stop buying the excuses of department managers who always have an excuse for why theft is up, safety incidents are up, reports are late, turnover is high or why so many people seem to be sick. They're sick alright - sick of their boss.

Act quickly when you see the signs.
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How to Break the Cycle of Complaining

Complainers are like smokers: most want to banish them to the back-forty and out of the public eye. Smokers know better than anyone what it feels like to be ostracized from polite society. They've been moved away from the public places and entryways and forced to even cross the road to fire up at the airport. And because of the inconvenience of being a smoker and the social implications that come with it, smokers' numbers have dwindled. Smokers also know the health hazards associated with it.

But this is about complainers, not smokers, serial complainers to be precise - not the people who occasionally find a problem that needs a solution.

Whiners and complainers have not been sent packing in the same way as smokers because people fail to see the connection between complaining and their own results in life. There are hazards to complaining just like there are hazards to smoking:

• Complainers are picked last for teams and activities.
• Complainers don't get invited to parties for fear of bringing the event down.
• Complainers are reported to management more than any other personality type.
• Complainers rarely have 'good" friends - mostly just sympathetic ears too afraid to say something.
• Complainers do not get promoted at work. Period.

How many of your bosses got their jobs by complaining their way to the top? Think about it.

Until complaining becomes as socially unacceptable as smoking, it will continue. People need to stand up and say, "If you're about to whine, moan or complain, I'm not interested in hearing it." But most won't do that because people want so desperately to be liked and to not offend. Yet, whining is offensive. People are so afraid to stop a complainer for seeming heartless. They don't want to offend but will endure offensive behavior. I don't get it.

Here's how you break the cycle of complaining: you say something. Until people stand up and say, "if you want to complain, take it outside," not much is going to change. I learned long ago that in order to change a human behavior requires a significant emotional event. Scolding a complainer in a public place (embarrassing them) would qualify as a significant emotional event. Being embarrassed is a huge fear for 90% of the population but no thought is given to how much they embarrass themselves when they complain incessantly. A single public humiliation would begin to change the behavior. If you want to stop a repeat of the same-old same-old, speak up and act immediately before you allow the complainer's complaining to become a habit (like smoking).

In the same way kids follow their parents' model (smoking), so too will they follow in how they look at and complain about the world. Someone has to break the cycle. Say something.
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How To Improve Company Morale

Why is it that I have never heard of a senior manager being dragged to work kicking and screaming and bemoaning their job? I'm not saying it doesn't happen but I've never actually seen it. But how many times do you witness an employee or middle manager moaning about their job? You know exactly who I'm talking about in your office don't you?

Why is the practice of whining about work only reserved for those not in senior management?

Also, while we're at it, why is it that two people working in side-by-side cubicles doing the exact same job can view their jobs so differently? One can choose to complain about the job and the other loves the job. Why the difference? It's obviously not the job or both would be either happy or whining. The key to job satisfaction and company morale is to understand and acknowledge the differing attitudes toward the work. Fix the attitude of the one who dislikes the job and you improve the workplace for two people - the complainer AND the person who has to endure the constant complaining in the next cubicle.

And that's how you change workplace morale; by affecting the prevailing attitudes regardless of position. I urge senior management to demonstrate these traits by example and most do when it comes to complaining about their job. But the truth is that those outside of senior management will always do as they please regardless of the example set, always. This leads me to believe that it's not the job that people dislike - it is the perceived lack of control over the job and their own destiny and/or contribution. And that is an attitude of feeling dominated/controlled by another which can be reversed by addressing the underlying attitudes and opinions.

My point is always, if you're not making your conscious choices about making your own life better, then you're going to get whatever is left over from everyone else. If you are not acting to create the results you want then you are, by default, allowing whatever happens to be your choice. If there are more "good-natured" people going to work, then we end up having more good places to work.

Everything starts with the individual. Take the people out of a building and you don't have a business anymore: you have a building with a lot of stuff. There is no business without people. My mission is to improve the people and let the business improve itself. And I mean everyone - regardless of position.
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When Middle Managers Blame Upper Management

Upper management isn't perfect. They are humans just like their middle-management counterparts. Just because upper management doesn't seem do the job as well as they could doesn't mean that middle managers can just give up, throw up their hands and blame upper management for their own sub-par performance. Where is accountability? In spite of what your organization does, if you have personal values and ethics, you're supposed to plow through the difficulties and model to your staff what resilience looks like.

C'mon folks, sure it's never perfect no matter where you work. And if it's so painful being in middle management, then get out of it and go do something else. This blame game does nothing but hurt corporate culture.

Contrary to public opinion, upper management does not create the culture, the workers do. Culture is nothing more than a collection of attitudes. If everyone thinks the job sucks, the culture will suck. Add to that middle-managers who encourage blaming upper management - not by their words but by their actions - only makes the culture worse.

It's so easy to complain about how bad it is in middle management. And it is tiresome that people simply accept the attitude of blaming someone or something else for their own shortcomings. To blame is to choose to be a victim of your circumstances. You know for a fact that you're better than that. So be better. Take a stand. Set a standard. Ask for a heart-to-heart with a decision-maker but stop the blame. It's counter-productive and it is actually disengaging your employees.

Middle-managers are measured by their department's engagement and productivity. Productivity and engagement go up when blame goes down. You have no control over what upper management does so get over it and get on with the work you're here to do. 
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Bad Management Creates Disengaged Employees

Employee engagement is already a big enough challenge. And as many solutions as there may be to fixing the employee (since it is widely believed that it is the employee who needs to be engaged - after all it is called "employee engagement"), I believe that an employee will focus and engage when the external forces are right. That means, if there is poor engagement in one department over another, you likely have a management problem. Your managers are disengaging the very people you want to be engaged.

Here's what I mean. A well-meaning and engaged employee shows up to work each day and is constantly pestered by:

• Unnecessary meetings,
• "can you come into my office?"
• "what are you doing for lunch?"
• too many surveys,
• talking loudly outside the office or cubicle doorway,
• random verbal announcements (can I have your attention for a minute),
• Christmas party planning,
• managers who really take the MBWA (Management By Walking Around) far too literally,
• and more.

Add to that the chatter of co-workers, gossip and useless social planning meetings and you have a recipe for, at best, a four-hour workday of productivity. Each interruption requires an employee to have to collect his or her thoughts and re-focus on the original task.

Look, I'm a man. I understand that we're not the greatest multi-taskers so why are you interrupting? (Yes, I know the ladies are snickering here.)

Interruptive and ego-driven managers cause attrition to rise. Want to find your own company's worst offenders? Check your own company's attrition numbers by department. The highest attrition usually means the worst managers.

People don't abandon a good manager; a great boss. People leave lousy, awful, terrible and inept managers.

So if you want to engage your employees, give them a manager that encourages engagement. If you've got high turnover in one department, stop listening to the excuses from that manager and do your own due diligence, before you lose more good people. Change your attitude and engage yourself in solving a recurring problem.
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Separating Greatness From Mediocrity

There is always some Tipping Point (as Malcolm Gladwell would have explained) that separates a mediocre performance from a great performance. That tipping point is usually found in the amount of effort one person makes to be head-and-shoulders better than his or her competitors.

Having an attitude of greatness means that you are willing to practice, learn and be better than anyone else in your field. If you're in sales, it's in how you shut the TV off at night and apply yourself to be better than your competitor by reading a chapter in a book or spending some time doing research on your prospects in preparation for tomorrow's meeting. In management, it's in researching new communication or management strategies that make you better than the other managers. In customer service, it's in spending a little time online learning how your competitors are serving differently than you and doing something about it.

But greatness isn't just for the corporate world. No, greatness can be found anywhere. What separates great from mediocre is going one step beyond what others are willing to do.

This video illustrates greatness in juggling. Now before you poo-poo the whole juggling thing, watch the video. After watching you'll agree, every other juggler seems mediocre next to this German construction worker.

(Note: the guy in the video should have worn a hard hat during this. Safety is an attitude too - one that greatness can also apply to.)



http://www.youtube.com/watch?v=NyYRfNoZKcA

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One Way To Stop Being Mediocre

Most training delivers only temporary motivational highs, so what should training companies do differently?

It's not the training companies that are the problem although sometimes the problem IS a bad trainer/speaker. Most times though, the problem is the people who hire the trainers and speakers.

Companies keep hiring the wrong trainers/speakers because they are trying to fix what they THINK is the problem. Most training addresses usually only the symptom and not the root-cause. Example: poor time-management is a symptom of poor self-discipline and an attitude of mediocrity (good enough). A time-management course will not solve the underlying issue and so, for a few days, there will me a motivational high which will dissipate over time and you will be right back to having the same issue in a few weeks or months.

The same can be said of communication skills, change, leadership, motivation, productivity, stress and team building: all useless training until you address the underlying values and attitudes. Besides, if these really were the problems, you would have solved the problem years ago. They already have been given the skills so why isn't it working?

If sales are down and you have a well-trained sales department, throwing more sales training seems wasteful. They have already been trained and were doing well up to now. Something else is going on. Sales managers, look past the numbers and see what's really going on. Maybe this recession has your sales team scared. Scared sales people do NOT perform well. Address the root-cause, not the symptom.

You can't expect brain-based training (courses and trainers who only know how to appeal to the brain), you have to get past the brain to that place where all of the reasons, excuses and justifiers for not wanting to be better are: attitude. "How to" is great if you have addressed the "why" people do the the things they do. Without the "why" (the underlying attitudes), your training will fall flat and end up in a pile of mediocrity - just like every other organization before you.

When you read the testimonials from trainers and speakers, read them. If they have a lot of "You were great" testimonials, then they will deliver a temporary motivational high. What you want to look for in testimonials is how an organization is different/better after training. Or better yet, an evaluation NOT filled out in the session - but filled out 3 months after.

Speakers/trainers take the stage for one of three reasons:
1) for the applause (ego stroke)
2) catharsis (working out their own problems using your group as therapy)
3) to make a difference regardless of applause or evaluation scores

Most trainers/speakers (80%) could fit easily into the first two choices. Only 20% actually do what they do to make a difference and without need to manipulate your people into getting high evaluation scores and standing ovations. (Any speaker/trainer who quotes evaluation scores needs to be liked. Attendees rarely score a trainer low who they like.)

If you want lasting results, you want training that makes your people a bit uncomfortable, makes them squirm and makes them voluntarily want to have better than mediocre results. Address the root-cause, not the symptom. But, if your people just want to have fun, hire a clown but don't call it training.

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Attitude Is A Specialty

People are always free to offer their opinions and most have opinions on things they didn't realize they had opinions on. People who don't work in the area of organizational effectiveness or corporate culture still may have their opinions on how organizations can better their collective attitudes but that doesn't mean we have to take their advice.

I have opinions on a lot of things that are clearly not within my realm of expertise: who should stay and who should go with the NHL's Calgary Flames, which models of car should GM discontinue or which brand of maxi-pads do the best job. Clearly, these are not my areas of expertise. But it doesn't mean I don't have an opinion. I just wouldn't offer it as gospel.

So, when I stumbled onto a question on the LinkedIn bulletin board this morning that was right up my alley, I had an expert opinion. The question being asked was, "does attitude drive behavior or does behavior drive attitude?"

I was the eleventh person to answer the question and, strangely enough, the only person who works in the area of Attitude. Several motivational speakers before me had offered their simple platitudes: attitude is everything, it pays to be positive, a team with a focused attitude can accomplish anything, yadda, yadda, yadda and other motivational drivel that we've heard for years. In virtually every answer though, people equated the word attitude with positive attitude. This is a big mistake and a poor assumption.

My caution to you is to make sure that if you are soliciting advice, that you are asking people in the know. If you needed a wedding catered, you wouldn't ask the hot dog vendor on the corner. Sure, he may have some experience with food but it may not be the experience you require. In the same way, if you're looking for counsel or advice in one particular area of either your life or your business, ask an expert. Get good advice one time so that you don't compound your problem by having to go back and fix it again based on the poor advice of a non-expert.

There is much corporate discussion on "specialists versus generalists." Personally, I don't think there's much room left for generalists anymore. You only have to look to the retail sector to see evidence. Those who were once the behemoth players are slowly having their market share chipped away by specialists -- niche marketers. Even Wal-Mart is a niche marketer -- their niche is price and nothing else.

The speaking industry is no different. There are specialists and generalists. Motivational speakers are the generalists (they say stuff that makes people feel good for a while but nothing really specific) and there are specialists who address problems and issues with surgical precision.

The challenge for generalists in this economy is their inability to address specific problems and challenges with any degree of authority. For example, if your organization was facing growth issues -- either upwards or downwards -- then I would recommend my friend Marty Park. If your organization was facing performance issues than I would recommend my friend, Ken Larson. In the same way, I would hope that if your organization wanted to tweak its corporate culture, which is the corporate attitude, I would hope that you would choose me. After all, Attitude affects culture and the way your organization handles change, communication, customer service, health and safety, leadership, work life balance, management, productivity, problem solving, sales, corporate social responsibility and virtually every department within the organization. Each one of these areas has an effect on bottom-line financials. Improve the attitude and you improve the financials. The proof is that organizations with strong attitudes outperform their competitors financially by four times.


The motivational speaking industry is hurting right now because, in an economy of counting pennies, organizations want something more than platitudes that pump their people up for a few hours. They want real-world solutions that leave an organization different. Experts do just that. Experts know that low motivation in their employees is a symptom of something within the culture. That's why motivational speeches rarely change an organization's culture - because the speech addresses only the symptom and not the root cause.

So, what was my answer to the question that started this discussion? Attitude drives behavior in every single circumstance. Every event in our lives presents a choice. We make our decisions and then we act. Then, the results of our actions go back to either add to or take away from our ingrained attitudes. But every time, it's Attitude first.

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Your Mediocre Attitude Sucks

It all started innocently enough as I was looking for casters. I had this idea for a piece of exercise equipment and decided to build a prototype but I needed casters - those swivel wheels that go under office chairs, carts, etc. I had to ask three sales clerks where to find them in the big box hardware store before the third clerk actually looked in the computer to figure out where they stocked them. Reluctantly, I purchased four casters from them. It turns out that it wasn't just the service that was lousy. The casters were too noisy, not smooth enough and they marked the floor.

Next day was a visit to Casterland - a store that deals only in casters. They had exactly what I was looking for. I brought them home, installed them with great success. I should have gone to the specialists in the first place. The service was better and the product was top notch. The shopping experience was outstanding. Lesson learned. Oh, and the casters weren't more expensive. They were less expensive than the big box hardware store.

Then that night, while watching an episode of Hell's Kitchen on television, it struck me that out of all of the burned scallops, raw lamb, overcooked steaks, forgotten garnish, raw halibut, contestants sweating in the food and a general willingness to attempt to sneak substandard food past Chef Gordon Ramsay that it dawned on me: one of these very mediocre finalists is going to be head chef at Araxi in Whistler, BC. Are you kidding me? (Araxi should be concerned about this kind of marketing on their behalf.)


You don't even have to be good. You just have to be lucky enough to qualify for the show in the first place. No one on the show seems outstanding in any sort of way. All of them seem to buckle under pressure. All of them have their good nights and their bad nights. The only thing that seems to be consistent is their collective inconsistency. And yet, despite their overwhelming mediocrity, one of them is going to win the big prize. All that's required is to be best of mediocre. There is no contestant who is a clear front runner. They are all equally mediocre.

While reading a blog post from Seth Godin recently, he made mention of a Washington Post columnist recently laid off because his blog posts didn't get enough web traffic. In the old days, when people read newspapers, there was no way to tell which columns readers were reading. But in today's digital age, a simple hit counter tells the tale. In today's digital age, you can't skate by by just being mediocre. Are newspapers about change? You bet they are. Reporters and columnists are going to have to start writing what we, the customer, want to read - giving us, the customer, what we want instead of just spouting their opinions and not being concerned whether or not we are reading it.

A recent trip to Best Buy illustrates how mediocre service has become. I was looking for a simple desktop microphone for a computer that plugs in through a USB terminal. I asked one of the associates. His reply, "I don't think we sell those."

I asked him if there was someone he could ask to which he turned and did exactly that. He returned several moments later claiming, "No we don't sell those."

His department supervisor happened to be walking past at that moment and I turned to her and asked if she could point me in the direction of desktop microphones that plug-in through a USB terminal. She reached past me down to the bottom shelf and pulled up the very microphone I had been looking for.

I turned to the first sales associate and simply said, "I guess you do sell these."

His reply, "well I asked someone and they said we didn't."

This would have been a great opportunity for the sales associate to simply make the customer happy. All he had to do was smile, apologize for his error and move on. But he didn't. It was more important for him to be right than it was for the customer to be happy. That is so incredibly mediocre. Any organization is capable of doing that and sadly, most do. Best Buy finished below mediocre in that instance.

Then, this morning on the LinkedIn bulletin board came this answer to a question: "There is what is called the 20-80-20 rule of management. 20% of people will hate you no matter what. 80% will have no opinion either way. 20% will love you no matter what."

Is it just me or can you do the math as well? It adds up to 120% doesn't it? The question was answered in this way by a self-professed MBA. He used the letters right after his name in his profile. He seemed proud of his MBA. Sure, we can cut the guy a little slack for making an honest mistake but here's the problem: he didn't check his work before he submitted it. That's a mediocre effort. How many other times does he submit his work without checking it? Putting that answer out in front of millions of people without checking his work made him look sloppy - sloppy with an MBA. That's mediocre.

Had someone without an MBA made the same mistake we would have simply passed it off as though they had no idea what they were talking about. But this guy was an MBA. He should know what he's talking about. He should have checked his work. But he didn't because he gave a very mediocre effort. If you're going to live by the title you had better be meticulous. People are watching. But even with an MBA, "good enough" seems to be good enough.

And that's the problem in corporate North America today. Mediocrity is rampant. "Good enough" has become good enough. But there is good news: to be outstanding, all that is required is to be one step above mediocre. Anyone can win in that market. That should be encouraging news to any organization looking to be the best in their field.

But you have to want to be the best in your field in order to be one step better than mediocre. Sadly, most don't. And so they wallow in mediocrity just like everyone else. They accept mediocre performance from their people. They accept mediocre ideas. They accept mediocre management. They accept wallowing somewhere in the middle of the pack as okay. They train their people to be simply competent -- not outstanding -- just competent - and more often than not miss that mark too.

If your people are good but not great, if your management is good but not great, if your sales numbers are good but not great, if your attrition numbers are good but not great, if your safety numbers are good but not great, if your innovations are good but not great, if your service is good but not great, if your results are good but not great then you have a corporate culture of "good enough." Don't deny it. It's right there for everyone else to see. Your results prove it.

To go from mediocre to greatness requires the adoption of seven attitudes:

• the Attitude of Money, Security and Safety,
• the Attitude of Resilience,
• the Attitude of Connectedness,
• the Attitude of Gratitude,
• the Attitude of Service,
• the Attitude of Leadership,
• the Instigational® Attitude.

The difference between greatness and mediocrity is one step. Sadly, you probably won't make that step because where you are seems to be good enough.

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The 7 Attitudes to Greatness

There are 7 distinct Attitudes that can bring either an individual or an organization to Greatness. I have built a presentation around the 7 Attitudes and they can be seen in the video below.



If you can't see the video here, click the link to view it on YouTube. http://www.youtube.com/watch?v=sHCTDRADnL0


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