Be A Professional—Kaepernick’s New Aspiration?

By now even the casual football fan is aware of the travails of San Francisco 49ers quarterback Colin Kaepernick. His recent performance (the word abysmal comes to mine) on the football field is a head-scratcher for many of us. His success in earlier years belies the types of disappointing performances we’ve seen from him in 2014. It’s a fall from grace. (Note: the 49ers, in general, are having an extremely disappointing year as well. That said, it is widely acknowledged by football insiders that something is clearly ‘off’ in Kaepernick’s game.)

To add insult to injury, Kaepernick’s on-field performance has shined when compared to how he’s handled the media. In a nutshell it appears that Kaepernick views the media as the enemy (much like his boss—coach Jim Harbaugh—seemingly does).

During a recent press conference, Kaepernick responded to 32 questions with only 87 words. From his demeanor and body language you’d think Kaepernick would rather endure a root-canal than spend another second with the press. Defensive, petulant, aloof, are just a few of the adjectives that come to mind that characterize how Kaepernick comes across with the press. It’s painful to watch. Treat the press as your enemy and they’ll soon become such.

To me, Kaepernick’s act has gotten old (Harbaugh’s too). These two are the primary faces of the organization to the public. They need to positively represent their organization. At the moment, the impression they create leaves a lot to be desired. Sure the media can be a pain to deal with, but ‘media management’ (otherwise known as PR) is an important part of the job—especially for a NFL quarterback.

Hall of Famer Jerry Rice was asked by a Bay Area radio host what advice he’d give Kaepernick. Turns out, Jerry once had a problem with being defensive with the media early in his career as well. At the time he finally realized, “You know, I need to be a better professional.” (click here for more on Jerry’s comments) Simply put, Jerry realized that he wasn’t handling the media as a professional would.

‘Be a professional’…that was Jerry’s advice to Kaepernick. I don’t know if Jerry spoke to Kaepernick after the radio interview or if Kaepernick heard the interview. But what I do know is….

….the very next day after Jerry’s comments Kaepernick was downright charming with the media. He was vulnerable and even empathetic towards many of the ‘media types’ he presumably loathed. All of a sudden the guy ‘shows up’ in a more effective, more helpful way. He puts a more engaging, more upbeat face on the 49ers organization. No doubt, that’s something that the 49ers had long wished would emerge from one of the NFL’s most public personalities.

For everyone involved, undesired behavior in the workplace is maddening. Gazillions of dollars are spent every year in prevention, investigation, and remediation. Yet it’s amazing how effective the admonition—’be a professional’—can remedy undesired behavior in the workplace.

Whether this contributed to Kaepernick’s ‘about-face’ is unknown (at least by me). But I’ve personally seen dozens and dozens of such cases ‘fixed’ with just such an admonition.

Reinforcing One’s Identity As A Professional

Many of you know I teach in the business school of one of San Francisco Bay Area’s local universities.  The course work for one sixteen-week class involves an instructional tag-team approach.  In other words, there are four of us instructors involved. Thus, coordination is important in reinforcing key messages in the course work.  This particular class is comprised of sixteen CEO’s of mid-size companies from all over the United States. 

 Here’s a note I recently sent to my fellow instructors.  I trust you can ‘listen in’ and benefit too.  After all, it’s important for all of us to reinforce our colleagues identity of themselves as a professional.

 Here’s my note.

___________________

“Reinforcing one’s identity of themselves as a professional (one of the key points from my week three work with the students) takes many forms. In some instances, it’s a number of (seemingly) small things, repeated many times.”

 “I’m writing to encourage each of you in reinforcing our current XX students identity of themselves as a professional.  It’s important for us to model (for them, the students) what we’re encouraging them to do (for their people).”

 “Here’s one seemingly simple way to do this: when addressing the students or asking a question, preface your comments or question with  ‘As a professional, …’.”

 “For example, here’s a few samples. As you’ll see, each example is posed in two (slightly) different ways:

“What are you prepared to do to make your change plan come to life?”

“As a professional, what are you prepared to do to make your change plan come to life.”

 

“To what degree do you feel that this work product reflects your best thinking?”

“As a professional, to what degree do you feel this work product reflects your best thinking?”

 

 “What is it that is incumbent on you to make your experience with this course a terrific one for yourself and your fellow XX colleagues?”

 “As a professional, what is it that is incumbent on you to make your experience with this course a terrific one for yourself and your fellow XX colleagues?”

 “The ‘professional preface’, when properly executed, produces a better result.  Sometimes it takes awhile to kick in, but eventually ‘professional’ will become more top-of-mind for the student.  That’s what we want.”

“Of course the ‘preface ahead’ of the salutation suggestion (or method) is not the only way to have ‘professional’ become more top of mind.  But it’s a good one for we educators to start with.”

“This seems like a small thing.  You may have doubts whether it will have impact.  From experience, I can tell you it does.”

 “Small things, repeated many times, can produce surprisingly remarkable results.”

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.

 

 

 

 

 

 

 

 

 

The Professional Mindset

Inspired by “The Power Of Professionalism” by Bill Wiersma

by Jennifer Fruin WCUI 2013

We as society don’t often seize the “dare to be great” moment. The moment that separates the “boys from the men”, the chance to challenge the norm, to go against the grain to prove there is more than one answer or path. We complain of this monotonous, uninventive routine where one person or group of people separate us into groups of white and blue collars. They decide who is a professional, and who is not. They decide who makes millions and who makes minimum wage. All the while, we are never stepping up and out of the box, not only to help ourselves, but others as well. At least that is what I used to think. Cecil Castle once said, “Professionalism is a frame of mind, not a paycheck.” This means that anyone could potentially be a professional. I never gave myself a chance at a self-label of “professional”. I figured some higher up in Regis (or even higher up than that) had already decided I was a guppy instead of a shark (or a whale, or some other big fish in the small pond I found myself swimming in). I was only doing the job I was hired to do; wash, cut, style, repeat. I was not a maintenance person, nor a janitor. I was neither a manager, nor a receptionist. I definitely was not a therapist, and I sure didn’t feel the fulfillment. I felt as though I was just clocking in and cutting hair and when the day was over, this complacent role dragged on. I let it seep into my personal life and I did not notice a problem until I read “The Power of Professionalism”. It made me realize that this “menial” job I attached to the word “stylist” meant more than just being a service provider. Cover to cover, the book spoke to me. Page after page, vital information was written on how to improve every aspect of life. I made myself a cheat sheet, to show me what I learned in each chapter, and how I would apply it to my own life. The rest of this paper is what I came up with.

Mindset 2: Professionals Realize (and Act Like) They’re Part of Something Bigger Than Themselves

Mindset Two really was great for me to see, and I figured this is where I needed to start my changes. This mindset explains that professionals “Commit to the success of the firm, organization, or client, realize that success transcends their own parochial interests and collaborate as an effective team member.” Although I could see the bigger picture, albeit sometimes different than the one actually painted, something was off. I was identifying areas where others were lacking, and I’d put my extra effort in. To me, it didn’t matter who did the work, as long as it was done. However, I was failing. I was so eager to pick up another task and make sure not only that it was done, but done right. I was being taken advantage of because other people around me knew I’d do the task they didn’t feel was important enough for them to do. In all reality, every task, every assignment, every decision is important. While I thought helping out was being an effective team member, the fact that others were not participating meant I was a team of one, unless I could get the others on board.

So there I was, back at square one, and I asked myself, “What can I do to get us all working together, and broadening the scope of our professionalism?” We were all there together for work, but we weren’t working together. At one point, another stylist actually posted a note that read: “I am not your mother, clean up your own damn mess.” Well wait a minute, what if that stylist was exceptionally busy and needed a hand to catch up? I took down the note.

The next shop meeting started out like any other, where no one vocalized their opinions. They were just anxiously staring at the clock waiting to be dismissed. I then took the opportunity to bring up the note and explained that while the mess was not the other stylist’s, I was sure that the mess maker would have appreciated the extra hand. I explained further that, “maybe the clients would be more appreciative of our team work as well.” Having kids at home, I understand after a long day, it’s exhausting to come home and clean up another mess, but as an adult and role model, I want to teach my children the right thing to do in that situation. The same applies to work. If one stylist would step up to help another stylist, or another customer, we would be part of something bigger. We would be enhancing someone else’s experience, by putting their needs and comfort above our own. Once the morale and support was lifted in the shop, other things started to change as well.

Mindset 4: Professionals Have Personal Standards That Often Transcend Organizational Ones

Mindset Four refers to the core values of the individual. A person who follows Mindset Four does what is right, over what is fast. They avoid the needless drama, leaving “high school” behavior behind, and they stay focused. This mindset was easy to read, but difficult to implement.

The hard part about being a stylist is typically the drama and gossip. Stylists tend to bash other stylist’s work and they share private information about their clients. They sometimes even spend the whole appointment talking about the woes of their own lives. I’ll admit I have been guilty of this in the past to some degree as well. The best solution I found to that problem is having a list of things to talk about and I repeat these “scripted” conversations to every client. I make notes on their client cards of what we discussed in the appointment, so when they return, we can pick up on a topic that they are comfortable with. In my personal life, I have simply eliminated the people who aren’t propelling me forward. The only way to become enlightened by this mindset is to diminish the back scatter, those who only bring bad news, and the general “ugly” of negativity. In turn, this brings the focus back to what is important.

Growing up, my mother (and grandmother) did a few things that were annoying at the time, but are appreciated now. She instilled some knowledge-based core values, like an extensive vocabulary and the desire for as much education as I am privy to. She also told me at the “end of the day”; my word is all I have. My honesty, integrity and commitment to improve my quality of life, are the things that will take me places. They will help me to earn the trust of my clients.

The next step was to uphold the letter of the law. I wanted to show that I was dependable to my clients, my staff, and my family. If that meant staying a few minutes late to help a coworker finish cleaning up the shop, or taking a few extra minutes to help with the kids’ homework, that’s what I did. Not only did that keep the morning chaos at work to a minimum, it also showed my kids that whatever they were doing was important to me.

Mindset 7: Professionals Aspire to Reveal Value in Others

The true professional has a bias for results, is part of something bigger, is always prepared, has core values, delivers on their commitments, and doesn’t seek immediate gratification. All of these things are encompassed by the most important mindset. This mindset aspires to lift others up, appreciate what other professionals contribute, and places trust with those who need it.

I have always been a person who needs control. I used to get anxious if I was watching someone complete a task I assigned. I wasn’t open enough to trust them to do the task the right way (my way). I was only concerned about my opinion and my needs. Some people in my circle have said I deserve to be selfish after the things I have been through. Being selfish however, is not only exhausting, it is not me. Some people might think because I like things done my way, I’m being selfish. In all reality, I have been tad “tight-leashed” when I find successful routes. I am becoming a person who puts people first, while showing them (not expecting) how I understand, retain, or complete things. This has made me a little more relaxed when I see people struggling “their way” because I feel comfortable enough to demonstrate other options. “Peter pays for Paul”, in that we only succeed as a team if we are truly all succeeding.

This mindset went in and diminished my secret stash of anxiety, distrust, and negativity. It gave me the comfort I so desperately sought out, and helped me to lend my trust to the other employees (trusting they would perform salon duties to the best of their abilities) and helped me to place trust in my family. While in my head, no one was a better professional than I, and no one was a more suited mother than I, I learned to trust those around me. I felt the weight of a thousand commitments fall off my shoulders.

Today my world is different. I’m listening to my clients like they require me to. I am spending quality time with my kids. I’ve released the anger I was holding on to when I moved to Phoenix. I have completely changed my idea of how things are supposed to be.

What makes me a professional? I’ll do the bottom work, I make sure my coworkers are set and I will make sure my clients are comfortable. If they need anything, I’ll take care of it (within normal limits, allowing others to shine as well). My demeanor has become more successful, thus I am more successful. My clients are happier, my family is happier I am happier. While following Mindset Seven to bring out the value of others, when it is combined with Mindsets Two and Four, a group succession is more than possible, it is guaranteed.

The Power of Professionalism to me, was more than a book teaching me how to act professional. This book showed me how to be a better me. It showed me how to succeed in any given area. It proved to me that I am not professional because of my clothes, or my job title. According to the book, I’m a professional because I’m caring and understanding, I’m a problem solver not a problem maker. I can ease my clients and will go the extra mile to make them happy and my kids as well. Bill Wiersma really broke the mold, when he wrote this book and I plan to continue to implement it in every aspect of life. Julius Irving said it best, “Being a professional is doing the things you love to do, on the days you don’t feel like doing them.”

Helps on the ‘How-To’s In Developing Mind-Set Three

There was a ton of research that went into The Power of Professionalism.  Yet sometimes you miss or overlook a reference that you later wish you would have been able to incorporate into your book.  Carol Dweck’s Mindset is one such reference.

The premise of her book is that mindset has an enormous influence on achievement and success.  Mindset, she believes, trumps talent when it comes to achievement and success.  I couldn’t agree more and have made that very point in The Power of Professionalism.

Dweck believes that there are two primary mindsets—either growth oriented or fixed.   Those with a growth oriented mind-set, she explains, actually expand their intelligence and, of course, their capacity to take on ever-increasing challenges.  Those with a fixed mindset tend to believe that their intelligence is pre-determined –which thwarts them on any number of levels.

Praising children’s intelligence and ability, she argues, doesn’t foster self esteem and can be completely counter-productive in terms of buoying children up over the long term.  She writes that ‘praising effort has a far greater impact’.

To me, Dweck’s book Mindset compliments The Power of Professionalism (and vice versa).

What’s common between the teaching within the two books?

***the emphasis on mindset (especially over talent) as a driver of trust and success.

***the emphasis of one’s view of themselves as a driving determinant in their life.  (Note: In TPOP this is greatly emphasized, although less so in Dweck’s Mindset.)  

*** the commonality (especially) between mind-set three (e.g. professionals know things get better when they get better) and Dweck’s growth mindset.

Are there differences?

***Maybe.  I’m not sure if Dweck believes there are only two core mindsets or there are more than that.  Of course, in TPOP we identify seven.

***In TPOP we identified mindsets (plural) that produced trust. In Dweck’s book her growth-oriented mindset (singular) was focused almost exclusively on ‘success’.  That’s an important distinction…and thus a difference.

***In TPOP we strongly emphasize being something.  Doing something was more the emphasis in Dweck’s Mindset book.

What’s unique about Dweck’s book when contrasted with The Power of Professionalism?   

***the researched based arguments she gives to the ability to grow intelligence.

***the advice she gives to those wishing to instill a growth mindset (or for that matter mindset three) within others.  Especially important–praise effort, not innate ability.

Beefs worth mentioning:

***Just one.  For those that have a ‘success or achievement orientation’, Dweck’s book will be especially pertinent. A great many examples in the book were from people who certainly appear to have had that orientation. Yet there are many who don’t value ‘success’ as the be-all-end-all. For them I’m not convinced that all of what Dweck advances in this book holds true. For instance, Dweck advances the premise that those holding a fixed mind-set begrudge the success of others (page 245 in the paperback version). That’s not my experience at all.

For many ‘personal growth’ is simply not one of their top values. Many of these same people also hold what Dweck refers to as a fixed mind-set. I’ve met many such people in my lifetime. Yet the vast majority don’t begrudge the success of others.

I bring this up as an illustration that, to me, Dweck tends to generalize a bit in this book—the begrudging the success of others being one example.

Bottom line:

Despite some (manageable) differences, the two books complement one another nicely.  Given different circumstances, I would have referenced Dweck’s Mindset book in my first edition. Chapter seven alone (how parents can instill a growth mindset in their kids) is worth the price of the book.  For those achievement-oriented fans of TPOP that want complimentary ideas on how to develop a deeper, stronger mind-set three, this book will help you do that.

Identity–The Secret Sauce For Families

As I wrote about in The Power of Professionalism there is great power in this ‘thing’ we call identity.   Identity answers the question ‘who am I?’ or, in the case of the collective, ‘who are we?’  Knowing who we are (or wanting to become) is a powerful north arrow—especially when things get rocky.

The Power of Professionalism dealt with one’s identity as a professional; although identity is obviously just as powerful in other aspects of one’s life as well.

In a March 2013 New York Times article– The Stories That Bind Us—journalist Bruce Feiler shares how identity becomes the secret sauce for families.  Feiler refers extensively in the article about the importance of family narrative—which formed the basis for the article’s title.  As Feiler points out, family narrative is really important. I wholeheartedly concur.

Yet to me the family narrative is the outward manifestation of family’s all-important identity of themselves.  And that’s the key: when you know who you are a lot of things naturally take care of themselves–whether it’s in the workplace or within a family. Enjoy the article…it’s especially good.

When Identities Compete

Some of our toughest (and often best) decisions are by-products of competing identities we hold.  For example, a politician courageously acts in the best interests of the nation—rather than acting in the best interests of their political party.

What competing identities, you ask, were in ‘play’ for the politician?  Namely, being an American versus being a Republican.  (NOTE: The example of being a Republican is for illustrative purposes only.  The politician could have just as well have been a Democrat).  In this particular instance, the politician felt the ‘tug’ of being an American outweighed being a Republican (their revered political party).  Thus, the politician was willing to take an unpopular stand—unpopular, at least, from members of their own party.

Recall Stanford Professor James March’s research on decision-making wherein he theorized that our choices are strongly influenced by one of two factors: 1) the consequences one is subject to–what one gets versus what it costs OR 2) an especially important aspect of one’s identity.  The former is quite calculated, the latter is quite intuitive.

Yet, decisions aren’t always rendered exclusively by a comparison between March’s two factors. Sometimes the decision is rendered as a result of a comparison within only one of March’s factors. In the politician’s case, the defining struggle became one of identity.  Which identity (being an American versus being a Republican) was more important?  In the end, the politician made a value judgment in putting the country first, their political party second.

It’s not unusual for one’s most difficult and consequential decisions to be influenced by an especially important identity they hold. That shouldn’t be surprising—given the inseparable correlation between identity and one’s personal values.  And it also shouldn’t be surprising that an identity-based decision is one that, while difficult, is often one that the individual is especially proud of.  After all, it frequently reveals their very ‘best-self’.