Leadership Catalyst Blog
CEOs, like HIPPOs, at times need to avoid trampling others.
All Blog Posts, Vistage Peer Groups / 08.08.2010
Walking into my client’s building, I noticed a large crew of maintenance workers feverishly manicuring the company grounds. When I asked the new CEO what had prompted such frenzied activity, he shook his head and said that earlier that morning, he had commented to the receptionist that he was having a hard time keeping up with his lawn, with all of the rain they had been having. His comment had been misunderstood by a bystander as criticism of how the grounds were being maintained, and reinforcements had been dispatched to manage the “grounds keeping crisis”. This was my first introduction to the “HIPPO” effect, which is an acronym for how the Highest Paid Person’s Opinion can ripple through an organization.
The effect is even greater when a CEO has strong views about an issue. For example, Steve Jobs pushed through the introduction of the new iPhone, even though problems about the antenna design had been known for months.
Suzanne Lucas (a.k.a. Evil HR Lady) suggests 5 tips for how employees can avoid being trampled by a HIPPO. I think they are pretty good, and I recommend that CEO’s not only read them, but distribute them and discuss them at a team meeting to assure their opinions are being constructively challenged.
CEOs, like HIPPOs, at times need to avoid trampling others.
Read More >>A few weeks ago I was asked to speak to a group of executives in career transition about how to keep themselves engaged and on top of their game throughout their job searches. While transition is described by many as a “real growth experience” once they have landed, during the search the majority say that “looking for a job is the most miserable job they have ever had”. At some point, almost everyone finds themselves “miserable” and feeling stuck or unmotivated.
One of my favorite leadership books is by Patrick Lencioni and is entitled “Three Signs of a Miserable Job”. It is a parable about a CEO who retires earlier than expected after abruptly selling his company. Retirement is not an easy transition for him, and after moving to the mountains to pursue his passion for skiing, he goes back to work managing a local, rundown pizza parlor. Along the way, he learns a number of lessons about how to engage and motivate people to dramatically improve business results.
In his book, Lencioni summarizes the three signs of a miserable job on pages 221-222 as follows:
“Anonymity: People who see themselves as invisible, generic, or anonymous cannot love their jobs, no matter what they are doing.”
“Irrelevance: Everyone needs to know that their work matters to someone. Anyone. “
“Immeasurement: Without a tangible means of assessing success or failure, motivation eventually deteriorates as people see themselves unable to control their own fate.”
Lencioni’s lessons are equally valuable in preventing you from becoming miserable and disengaged during your career transition. This is the first of a three part series with tips on what to do when you see each of these signs during your job search, and how to avoid becoming the people in the above picture.
Avoiding Anonymity: There is an old saying that “If you are what you do, who are you when you don’t?” Most executives have put a disproportionate share of their eggs in the career basket, and it is easy to feel invisible when they no longer have a job. Networking and social situations in general can be uncomfortable for people feeling embarrassed about being unemployed. Also, executives are not used to people not immediately returning their calls or emails. Finally, many of their friends were work-related, and they have lost a primary source of community. A natural reaction is to focus on home improvement projects or individual hobbies, and further inadvertently make themselves more invisible, and ultimately more miserable.
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To avoid anonymity as a source of misery during your career transition, do the following:
- Develop a concise career brand or identity statement. When people ask you what you do, don’t lead with ”I am unemployed” or “I am in transition” or “I used to work for…”. Lead with your identity statement and then mention you are in transition and the specific type of opportunity you are seeking. For practical help on this, go to http://www.careerdistinction.com/
- Get involved in groups that will provide a sense of community (e.g. church groups, exercise classes, clubs, volunteer organizations, non-profit boards, transition support groups, your kids activities). The key is to find a group of people who value you for who you are (not for what you do) and miss you when you are not there.
- In social gatherings with friends, give a quick update of your status and move on. People want to know but are uncomfortable asking. On the other hand, they don’t want to feel that your primary purpose for coming is to “network”.
- Maintain a healthy balance between social and job search activities. Career transitions currently are averaging 13 months–They are a marathon and not a sprint. If you focus all of your energy on your job search, you may burn out. If you don’t spend enough time on it, you won’t make any progress.
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Read More >>Is your high potential leadership program on the “Fast Track to Failure”?
All Blog Posts, High Potential Programs, Leadership Development, Succession Planning, Talent Management / 14.03.20102 comments
Most corporations are worrying about how to accelerate the development of successors for the expected exodus of “baby boomer” executives. While the impact of the financial crisis on most 401k plans may have delayed this exodus, the demographics haven’t changed, and within 5 to 10 years, a huge number of senior leaders will need to be replaced.
In working with dozens of companies on succession management and leadership acceleration programs, I have found that most are focusing almost exclusively on the organizational side of the equation—How to identify leaders with high potential (HIPOs) and then accelerate their readiness to step into the next role. Seldom, however, is enough attention paid to the individual side of the equation. The underlying assumption is that being tapped as a high potential is a huge benefit to the individual, and the individual’s aspirations as well as the significant downsides of being labeled a “HIPO” often are ignored.
Bottger and Barsoux of INSEAD spell out some of these potential hazards to HIPOs in their brief article entitled “Fast Track to Failure” in last month’s Conference Board Review. It is an open letter to newly anointed HIPOs, warning them of 4 inherent traps that can derail the most promising of careers, and well worth a quick read.
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To make sure your high potential leadership program is on the fast track to success:
- Clearly define what is meant by “potential” vs. “performance” or “readiness”
- Accurately measure potential
- Make high performance a requisite for becoming and remaining a “HIPO”
- Avoid labeling people as “High Potential” too early
- Make sure you are having the right conversations with HIPOs so they know they are valued and to assure your expectations are in line with their aspirations.
- Accelerate their readiness through feedback, coaching, and action learning teams
I will expand on each of these in my future Monday morning blog posts.
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Read More >>The HBR IdeaCast on “What Motivates Us” will be very relevant to people struggling with how to motivate their employees, their kids, or themselves. In this 16 minute audio session, Daniel Pink (Author of the new book Drive) explains why much of what we know about motivation doesn’t work. Some of his key points include:
1) Strong emphasis on carrot and stick motivators are good for simple tasks, but not good for complex cognitive tasks or tasks that require creativity
2) More powerful motivators for complex or creative tasks include assuring people feel that they have a sense of purpose, are making a contribution, are seeing progress, and are growing and getting better at something.
3) De-motivators include doing the same thing over and over without a sense of purpose or progress.
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In several turnaround situations, I have found the key to motivating and engaging employees is to:
- Make them feel valued as people and that they belong
- Help them see how what they do makes a difference, and
- Find a way for them to monitor their own contributions on an ongoing basis.
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This is especially true now as companies try to re-engage their people after multiple rounds of layoffs, furloughs, and salary cuts. If they don’t, they risk losing their best people when the economy and job market improve.
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