Identity As A Predictor of Behavior

We humans incessantly want to know ‘why’.  Children especially.

Why did so-and-so do such-and-such is an especially popular ‘why’ question centered around human behavior.  Given all the seemingly unexplainable things we humans do, it’s certainly a natural.

In The Power of Professionalism I suggested that an especially helpful way to better understand a person’s behavior is to understand how they view themselves. Said another way, understand the identity the individual has assigned to themselves.

It wasn’t until the mega-talented All-Star outfielder Jose Canseco revealed to baseball manager Tony LaRussa that he saw himself as an entertainer (think: identity) that LaRussa finally understood his flamboyant, and often maddening, outfielder (source: full story page 56, The Power of Professionalism). It wasn’t until that acknowledgement on Canseco’s part that LaRussa truly understand why Jose did what he did.

Fast-forward to last Saturday March 8th. A San Francisco Giants beat writer was being interviewed by Marty Lurie.  Marty hosts the Giants pre and post game radio program show on the weekends in the Bay Area.  The subject shifted to steroids and, naturally, Barry Bonds.

Did he or didn’t he?  And if he did use steroids, why? To be clear, Bonds has never  acknowledged he used steroids, although most believe he likely did.  The ‘did he use’ question was also focus of a protracted federal court case.

The beat writer goes on to share an experience he had with Barry (and his entourage) very late in his playing career.  Barry was ‘holding court’ with this tight-knit group out of ear shot of others. It was Barry ‘unplugged’.  He was authentic and unabashedly forthright as he spoke about his career, his reputation, and his station in baseball history.

During the session Barry never acknowledged that he had used steroids but spoke ‘as if’ he had. After all, he reflected, wouldn’t a player get contact lenses if it enhanced their  performance?, wouldn’t a player doctor the ball if it enhanced their performance?  wouldn’t a player use steroids if it enhanced their performance?

Bonds went on to say that he considered himself an entertainer (think: identity)…just as Canseco did!

What’s the principal thing entertainers are expected to do?  Perform!

Did Barry Bonds use steroids?  I don’t know.  But if he (the entertainer) did, now you know why.

 

 

 

 

 

 

 

 

 

Keeping Focus When Things Go Sideways—-Mind-Set Three In Action

Mind-set #3 basically says ‘things get better when I do’.  My extended team holds this mind-set in spades. It allows us to really focus on the work—even when things go side-ways.  Allow me to illustrate.

Many of you know that we’ve been developing artwork in conjunction with the mind-sets that, once framed, clients can hang in their conference room, offices and the like. Without getting into the weeds, the customized images are developed in Vermont, printed in California, and framed in the mid-west.   (Yes, we know there are more efficient production methods than the one we’re currently using.  We do it this way to ensure quality control.)

Ron, my printing guy, calls me on Monday evening indicating that our latest print run looked odd—the artwork had a prominent red tinge throughout it. I went to see for myself and, sure enough, something was clearly wrong.

After about thirty minutes of diagnosing the problem, we eliminated every possible mechanical source associated with the printing mechanism.  From that, I concluded the problem was likely the files we were given.  I told Ron I’d contact the Vermont ‘file’ guys the next morning.  Ron, who was already perturbed by the situation, reluctantly agreed.

As I was departing, Ron says, ‘wait a minute’.  He continued, ‘you know maybe changing the paper option would make a difference’.  Ron went into the software, tinkered with some settings (none of which I understood)…and, viola, ultimately produced some stellar prints.  Problem solved.

Ron is a perfectionist.  His focus the entire time was on things that he might have done improperly that contributed to the problem.  Never once did he do the easy thing—namely point an accusing finger to the Vermont guys who produced the files.  In other words, he believed that he must look inward first to see what his contribution to the problem might be.  Ron epitomizes mind-set three.

Turns out, Ron had done nothing wrong.  Rather, a quirk in the programming software proved to be the culprit.  Yet, Ron’s approach saved all of us a lot of time and unnecessary aggravation.  Boy, isn’t it great  working with people like that?

Character: An Important Lesson From Peyton Manning

Yesterday’s Super Bowl was, arguably, anti-climatic—given all the pre-game hype.  Yet there’s a wonderful post-script to the game—the post-game reaction of Peyton Manning.

No doubt Manning was crushed (emotionally) after he and his team failed to match the skill and intensity of the Seahawks on football’s biggest stage.  Yet, he took the high road.

Manning has a well- deserved reputation of being a class act—win or lose. Yesterday was no exception.

Said another way, Manning is a real ‘pro’—defined primarily by how he conducts himself, not because of his skill on the football field. He’s a professional worth emulating.

Here’s an article that gives an insightful first-hand account of Peyton’s post-game activities.

How many mind-sets do you see in action?

Aspirin or Vitamin?

As Seth Godin reminds us, “we’re far more aware of our problems than our opportunities”.  In my work with leaders of organizations, that almost always holds true.

Intrigue turns to enthusiasm as leaders learn about the potential in applying professional values within their organization.  Invariably they initially see the approach as an aspirin to be dispensed in attempting to correct undesired behavior (think: alleviating pain) within their organization.

That’s completely understandable as so many of the headaches these leaders face stem from so-called adults within their organization behaving badly. These same leaders often find themselves exacerbated by the need to invest (what often turns out to be) endless numbers of hours mitigating problems that never should have occurred in the first place.  In the vernacular: it’s a ‘time suck’—one that siphons valuable energy away from weightier matters.

I get it….and I’m sure you do too!

Yet, correcting undesired behavior is the most basic, most fundamental application of professional values within organizations.  It’s a good application. And as helpful and powerful professional values can be in correcting undesired behavior, there’s ‘more to get’.

In other words, professional values can proactively serve as a vitamin to help grow and sustain a healthy (internal) culture as well as a vibrant (external) brand.  This is the best application. Properly implemented, the vitamin approach supports and sustains opportunities.  It materially aids everything from sales to supply-chain management; improves functions as disparate as marketing to recruitment.

Trouble is—because of the pain they’re experiencing— too many leaders use professional values as an aspirin and stop.  Regretfully, these leaders fail to realize the powerful benefit that comes from the vitamin side of the equation.  Guess that’s why our mothers were so insistent on all of us taking our vitamins!

 

Don’t Let A New Organizational Structure Become the Grist For Employee’s Cynicism Mill

Here’s an interesting question, “Of all the organizational structures out there (i.e. matrix, self-management, traditional hierarchy, etc) is there one you recommend that will best leverage a culture centered around professional values?”

I get this question occasionally. The short answer is ‘no’…’no’ I don’t advocate one organizational structure over another.

People get pretty enamored with organizational structure. Some see it as a silver bullet.  Some unknowingly (and sometimes unconsciously) view it as a substitute for good management.

Long story short: an organization with an unhealthy culture that adopts a new organizational structure will likely remain an unhealthy organization.  Structure is not a substitute for good management.

People make the difference, structure is merely a tool. There are many examples of organizations with admirable cultures that happen to have unique organizational structures. Yet, look deeper…what typically makes these organizations ‘tick’ is the way their people think. Their people think like professionals.

Note: let’s acknowledge that structure can indeed influence thinking. The difference between the winners and the losers is the depth of thinking (and commitment). Organizational structure should never be a substitute for things like organizational purpose, jointly-held values, engagement, etc.

I’ve seen organizations with the most convoluted organizational structures (one that seemingly wouldn’t work) that shine.  The reason it works is because of their people.     In other words, the professionals overcame the arcane structure.

Bottom line: professional values can add value to virtually any organizational structure.  The most important part is the professionals, not the structure.

What prompted this post was an article about Zappos eliminating their managers—adopting a vastly different organizational structure. I suspect it will help Zappos…as their culture is admirable, their management committed. Yet, too often a new organizational structure (which can, to a lessor degree, also include shifting the boxes on the org chart) ultimately becomes grist for employee’s cynicism mill. 

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Football’s Skill Players—Lessons For Today’s Professionals

A colleague friend of mine was updating me on her prize-recruit son who is destined to be playing football next year at a Pac 12 school.  He plays on the offensive line.  He goes something like 6’ 5”, 280 pounds and bench presses half-a-gazillion pounds.

She was explaining to me how the recruiting process worked and how her son (ultimately) would be spending more time with his O-Line coach than that same coach would spend with his own family.  It was fascinating.  Each group (linebackers, running backs, lineman, etc), she explained, had the own specialty coaches.   “You know, the skill players have their coaches and each of the other groups have theirs.”   In football parlance skill players are running backs, quarterbacks, wide receivers, etc.

I smiled mischievously.  “What?” she asked.  “What’s wrong?”

I couldn’t help myself, so I asked her “does that mean that your son and his fellow linemen are unskilled?”

She hesitated, then smiled knowingly.  We both agreed that each and every player on the team was exceptionally skilled—each in their own way.  And we further agreed that today’s distinctions between so-called skill players and the rest of the football team was unfortunate.

The same thing happens in the workplace.  There’s the professionals and then everybody else.  For those of you who have read The Power of Professionalism, you know we’re trying hard to change these unfortunate distinctions.

Always remember, you’re the one that determines whether you’re a professional or not –no one can ever take that away from you.

Next year I’m looking forward to seeing this young man play at the next level.  Any football fan who appreciates athletes with amazing skill-sets will too.

Your Organization—Is Your Experience There Helping You Become A Better Person?

As part of a recent consulting engagement, I had the privilege to interview a number of employees from one of the world’s best managed companies.  The company—both what they did and how they did it—was really impressive.  They pushed their people—but not in a manipulative or punitive way.  Employees had near-complete autonomy.  The level of responsibility within the employee ranks was off-the-charts.

The intent of the interviews was to find out what the ‘employee experience’ was like.  Virtually every employee said they ‘couldn’t go back’ to the types of jobs they once held before coming to their current employer.  Despite the high expectations, morale was especially high.  The way the company managed was not only admirable; it was a model to emulate.

For context, the company wasn’t solving world hunger.  In fact, the company’s agriculturally-based products were arguably commodity-like.  Nonetheless, employees found their work especially meaningful.  Almost to a person (and regardless of where they served in the organization) each employee’s level of engagement was high—really high.

At the close of our session one of the more seasoned (yet reserved) employees quietly approached me on his way out of the conference room.  He looked me straight in the eye, and said, “you know, I’m a better person for having worked here”.  This gentleman had privately put a bow on the gift (think: feedback) that had been revealed through our ‘public’ employee meeting.  With that, he went back to work.  I was struck, not only by what he said, but by how he said it.

I thought to myself, ‘isn’t that the ultimate for employees…to feel that their work experience has made (or is making) them a better person?’  What a powerful indicator in assessing (among other things) organizational health.  And if the company needed further validation that it was on the right track this gentleman gave it to them in spades.

Fast forward to last week…I received an email from a client; a tell-it-like-it-is, seasoned company president who has been integrating professional values into his organization for some time. (BTW: he was unaware of the experience I just shared.)  After sharing some company updates and some personal niceties, he closed his note with, “…since reading your book and trying to live what it says has made me a much better person as well as an [much better] employer. Thank you.”

This president knows all-too-well that living up to professional ideals isn’t always a bed of roses. Yet he does what needs doing.  Because of it he grows and becomes a better person as a result.

Personally, this is especially rewarding.  Organizationally, it helps validate our approach.  We’re on the right track. Onward!

A Professional Joins the Competition—and Feeling Good About It.

A colleague friend of mine just recently jumped ships–having left one major accounting firm for another. He was very loyal to his former employer, having made significant sacrifices over many years. During his time with his former firm, he clearly had the firm’s best interests at heart—just as a professional would. Think: mind-set two.

Yet, he never made partner—the holy grail for most in these types of firms.

He’s one now! As integral to the offer, his new firm offered him a partnership. He followed his own self-interests, he took the job. Good for him.

As we pointed out in The Power of Professionalism, being a professional doesn’t mean being a door-mat. It doesn’t mean adopting blind, mindless, loyalty.  And it doesn’t mean abandoning your own self-interests.

Keeping balance between your own interests and your organization’s is sometimes tricky—it requires judgment and discipline.  It’s been said that “professionals create more value than they extract”. My colleague friend did just that while at his former firm. I hope he feels good about his decision. As professional, he should.

Honoring An Amazing Men’s Room Attendant

I love hearing of stories about people in non-tradition jobs or situations that really put an  exclamation point on what it means to be a professional.  Lorenzo Robinson, a men’s room attendant at the posh 21 restaurant in Manhattan, is one such person.

To most, his work wasn’t glamorous.  In fact, some might consider his work demeaning. Not Lorenzo.  He glorified his work. Those he served loved him.

Lorenzo’s story reinforces that it isn’t what we do but how we do it that determines whether we are a professional or not. There should be no doubt, Lorenzo was a professional.

Lorenzo Robinson passed away prematurely in late October.  Even though we never met, I’m honored to share his inspiring story.  Here’s a nice article from the New York Times about him.