For Your Improvement PDF

' Copyright 1996, 1998, 2000 ' ' Copyright
Copyright1996,
1996,1998,
1998,2000
2000
Michael M. Lombardo & Robert W. Eichinger Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.
W.Eichinger
Eichinger
ALL RIGHTS RESERVED. ALL
ALLRIGHTS
RIGHTSRESERVED.
RESERVED.
This work is derived from the FYI FOR YOUR IMPROVEMENT Coaching and Development This
Thiswork
workisisderived
derivedfrom
fromthe
theFYI
FYIFOR
FORYOUR
YOURIMPROVEMENT
IMPROVEMENT Coaching Coachingand andDevelopment
Development
Guide developed and copyrighted by Robert W. Eichinger and Michael M. Lombardo for Guide
Guidedeveloped
developedand andcopyrighted
copyrightedbybyRobert
RobertW.W.Eichinger
Eichingerand
andMichael
MichaelM.M.Lombardo
Lombardofor for
Lominger Limited, Inc. Without the prior written permission of Lominger Limited, Inc., no part of Lominger
LomingerLimited,
Limited,Inc.
Inc.Without
Withoutthe
theprior
priorwritten
writtenpermission
permissionofofLominger
LomingerLimited,
Limited,Inc.,
Inc.,nonopart
partofof
this work may be used, reproduced or transmitted in any form or by any means, by or to any this
thiswork
workmay
maybebeused,
used,reproduced
reproducedorortransmitted
transmittedininany
anyform
formororbybyany
anymeans,
means,bybyorortotoany
any
party outside of Mars, Incorporated. party
partyoutside
outsideofofMars,
Mars,Incorporated.
Incorporated.
Copyright 1996, 1998, 2000 Michael M. Lombardo & Robert W. Eichinger All Rights Reserved. Copyright
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAllAllRights
RightsReserved.
Reserved.
TABLE OF CONTENTS TABLE
TABLEOF
OFCONTENTS
CONTENTS
Page Page
Page
Introduction I Introduction
Introduction II
General Plan XI General
GeneralPlan
Plan XIXI
COMPETENCIES COMPETENCIES
COMPETENCIES
1 Action Oriented 1 11 Action
ActionOriented
Oriented 11
2 Dealing with* Ambiguity 7 22 Dealing
Dealingwith*
with*Ambiguity
Ambiguity 77
3 Approachability 13 33 Approachability
Approachability 13
13
4 Boss Relationships 19 44 Boss
BossRelationships
Relationships 19
19
5 Business Acumen 25 55 Business
BusinessAcumen
Acumen 25
25
6 Career Ambition 31 66 Career
CareerAmbition
Ambition 31
31
7 Caring About Direct Reports 37 77 Caring
CaringAbout
AboutDirect
DirectReports
Reports 37
37
8 Comfort Around Higher Management 43 88 Comfort
ComfortAround
AroundHigher
HigherManagement
Management 43
43
9 Command Skills 49 99 Command
CommandSkillsSkills 49
49
10 Compassion 55 10
10 Compassion
Compassion 55
55
11 Composure 61 11
11 Composure
Composure 61
61
12 Conflict Management 67 12
12 Conflict
ConflictManagement
Management 67
67
13 Confronting Direct Reports 73 13
13 Confronting
ConfrontingDirect
DirectReports
Reports 73
73
14 Creativity 81 14
14 Creativity
Creativity 81
81
15 Customer Focus 89 15
15 Customer
CustomerFocus
Focus 89
89
16 Timely Decision Making 95 16
16 Timely
TimelyDecision
DecisionMaking
Making 95
95
17 Decision Quality 103 17
17 Decision
DecisionQuality
Quality 103
103
18 Delegation 109 18
18 Delegation
Delegation 109
109
19 Developing Direct Reports 115 19
19 Developing
DevelopingDirect
DirectReports
Reports 115
115
20 Directing Others 121 20
20 Directing
DirectingOthers
Others 121
121
21 Managing Diversity 125 21
21 Managing
ManagingDiversity
Diversity 125
125
22 Ethics and Values 133 22
22 Ethics
Ethicsand
andValues
Values 133
133
23 Fairness to Direct Reports 135 23
23 Fairness
FairnesstotoDirect
DirectReports
Reports 135
135
24 Functional/Technical Skills 147 24
24 Functional/Technical
Functional/TechnicalSkills
Skills 147
147
25 Hiring and Staffing 151 25
25 Hiring
Hiringand
andStaffing
Staffing 151
151
26 Humor 155 26
26 Humor
Humor 155
155
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
TABLEOF
OFCONTENTS
CONTENTS
*Note: Italicized words are not alphabetized. *Note:

*Note:Italicized
Italicizedwords
wordsarearenot
notalphabetized.
alphabetized.
27 Informing 161 27
27 Informing
Informing 161
161
28 Innovation Management 167 28
28 Innovation
InnovationManagement
Management 167
167
29 Integrity and Trust 173 29
29 Integrity
IntegrityandandTrust
Trust 173
173
30 Intellectual Horsepower 181 30
30 Intellectual
IntellectualHorsepower
Horsepower 181
181
31 Interpersonal Savvy 187 31
31 Interpersonal
InterpersonalSavvySavvy 187
187
32 Learning on the Fly 195 32
32 Learning
Learningon onthe
theFly
Fly 195
195
33 Listening 201 33
33 Listening
Listening 201
201
34 Managerial Courage 207 34
34 Managerial
ManagerialCourage
Courage 207
207
35 Managing and Measuring Work 213 35
35 Managing
Managingand andMeasuring
MeasuringWorkWork 213
213
36 Motivating Others 219 36
36 Motivating
MotivatingOthers
Others 219
219
37 Negotiating 225 37
37 Negotiating
Negotiating 225
225
38 Organizational Agility 231 38
38 Organizational
OrganizationalAgility
Agility 231
231
39 Organizing 235 39
39 Organizing
Organizing 235
235
40 Dealing with Paradox 239 40 Dealing
40 DealingwithwithParadox
Paradox 239
239
41 Patience 245 41
41 Patience
Patience 245
245
42 Peer Relationships 251 42
42 Peer
PeerRelationships
Relationships 251
251
43 Perseverance 257 43
43 Perseverance
Perseverance 257
257
44 Personal Disclosure 263 44
44 Personal
PersonalDisclosure
Disclosure 263
263
45 Personal Learning 269 45
45 Personal
PersonalLearning
Learning 269
269
46 Perspective 275 46
46 Perspective
Perspective 275
275
47 Planning 281 47
47 Planning
Planning 281
281
48 Political Savvy 285 48
48 Political
PoliticalSavvy
Savvy 285
285
49 Presentation Skills 291 49
49 Presentation
PresentationSkills
Skills 291
291
50 Priority Setting 299 50
50 Priority
PrioritySetting
Setting 299
299
51 Problem Solving 303 51
51 Problem
ProblemSolving
Solving 303
303
52 Process Management 309 52
52 Process
ProcessManagement
Management 309
309
53 Drive for Results 315 53 Drive
53 DriveforforResults
Results 315
315
54 Self-Development 321 54
54 Self-Development
Self-Development 321
321
55 Self Knowledge 327 55
55 Self
SelfKnowledge
Knowledge 327
327
56 Sizing Up People 333 56
56 Sizing
SizingUp UpPeople
People 333
333
57 Standing Alone 339 57
57 Standing
StandingAloneAlone 339
339
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
TABLEOF
OFCONTENTS
CONTENTS
58 Strategic Agility 345 58

58 Strategic
StrategicAgility
Agility 345
345
59 Managing through Systems 353 59
59 Managing
Managingthrough
throughSystems
Systems 353
353
60 Building Effective Teams 359 60
60 Building
BuildingEffective
EffectiveTeams
Teams 359
359
61 Technical Learning 365 61
61 Technical
TechnicalLearning
Learning 365
365
62 Time Management 369 62
62 Time
TimeManagement
Management 369
369
63 TQM/Re-Engineering 375 63
63 TQM/Re-Engineering
TQM/Re-Engineering 375
375
64 Understanding Others 381 64
64 Understanding
UnderstandingOthers
Others 381
381
65 Managing Vision and Purpose 389 65
65 Managing
ManagingVision
VisionandandPurpose
Purpose 389
389
66 Work/Life Balance 395 66
66 Work/Life
Work/LifeBalance
Balance 395
395
67 Written Communications 401 67
67 Written
WrittenCommunications
Communications 401
401
There are no competencies 68-100. There
Thereare
areno
nocompetencies
competencies68-100.
68-100.
Those numbers are reserved for future additions. Those
Thosenumbers
numbersare arereserved
reservedfor
forfuture
futureadditions.
additions.
PERFORMANCE DIMENSIONS PERFORMANCE

PERFORMANCEDIMENSIONS
DIMENSIONS
81 Quantity of Output of Work 411 81
81 Quantity
QuantityofofOutput
OutputofofWork
Work 411
411
82 Timeliness of Delivery of Output 417 82
82 Timeliness
TimelinessofofDelivery
DeliveryofofOutput
Output 417
417
83 Quality of Work Output 423 83
83 Quality
QualityofofWork
WorkOutput
Output 423
423
84 Use of Resources 429 84
84 Use
UseofofResources
Resources 429
429
85 Customer Impact/Value Added 435 85
85 Customer
CustomerImpact/Value
Impact/ValueAdded
Added 435
435
86 Freedom from Unplanned Support 441 86
86 Freedom
FreedomfromfromUnplanned
UnplannedSupport
Support 441
441
87 Team/Unit Contribution 447 87
87 Team/Unit
Team/UnitContribution
Contribution 447
447
88 Productive Work Habits 453 88
88 Productive
ProductiveWork
WorkHabits
Habits 453
453
89 Adding Skills and Capabilities 459 89
89 Adding
AddingSkills
Skillsand
andCapabilities
Capabilities 459
459
There are no competencies 90-100. There
Thereare
arenonocompetencies
competencies90-100.
90-100.
Those numbers are reserved for future additions. Those
Thosenumbers
numbersare arereserved
reservedfor
forfuture
futureadditions.
additions.
CAREER STALLERS AND STOPPERS CAREER

CAREERSTALLERS
STALLERSAND
ANDSTOPPERS
STOPPERS
101 Unable to Adapt to Differences 469 101
101 Unable
UnabletotoAdapt
AdapttotoDifferences
Differences 469
469
102 Poor Administrator 475 102
102 Poor
PoorAdministrator
Administrator 475
475
103 Overly Ambitious 479 103
103 Overly
OverlyAmbitious
Ambitious 479
479
104 Arrogant 485 104
104 Arrogant
Arrogant 485
485
105 Betrayal of Trust 491 105
105 Betrayal
BetrayalofofTrust
Trust 491
491
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
TABLEOF
OFCONTENTS
CONTENTS
106 Blocked Personal Learner 497 106

106 Blocked
BlockedPersonal
PersonalLearner
Learner 497
497
107 Lack of Composure 503 107
107 Lack
LackofofComposure
Composure 503
503
108 Defensiveness 509 108
108 Defensiveness
Defensiveness 509
509
109 Lack of Ethics and Values 515 109
109 Lack
LackofofEthics
Ethicsand
andValues
Values 515
515
110 Failure to Build a Team 521 110
110 Failure
FailuretotoBuild
BuildaaTeam
Team 521
521
111 Failure to Staff Effectively 527 111
111 Failure
FailuretotoStaff
StaffEffectively
Effectively 527
527
112 Insensitive to Others 531 112
112 Insensitive
InsensitivetotoOthers
Others 531
531
113 Key Skill Deficiencies 537 113
113 Key
KeySkill
SkillDeficiencies
Deficiencies 537
537
114 Non-Strategic 541 114
114 Non-Strategic
Non-Strategic 541
541
115 Overdependence on an Advocate 547 115
115 Overdependence
Overdependenceon onan
anAdvocate
Advocate 547
547
116 Overdependence on a Single Skill 553 116
116 Overdependence
Overdependenceon onaaSingle
SingleSkill
Skill 553
553
117 Overmanaging 557 117
117 Overmanaging
Overmanaging 557
557
118 Performance Problems 563 118
118 Performance
PerformanceProblems
Problems 563
563
119 Political Missteps 569 119
119 Political
PoliticalMissteps
Missteps 569
569
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION INTRODUCTION
INTRODUCTION
WHO IS THIS BOOK FOR? WHO

WHOIS
ISTHIS
THISBOOK
BOOKFOR?
FOR?
This book of development tips was designed for any motivated person This
Thisbook
bookofofdevelopment
developmenttips
tipswas
wasdesigned
designedfor
forany
anymotivated
motivatedperson
person
with a need at any level (manager, executive, individual contributor with
withaaneed
needatatany
anylevel
level(manager,
(manager,executive,
executive,individual
individualcontributor
contributor
or citizen), for problems at work or in ones personal life. ororcitizen),
citizen),for
forproblems
problemsatatwork
workororininones
onespersonal
personallife.
life.
We know that anyone who has not yet accepted a need or limitation We
Weknow
knowthat
thatanyone
anyonewho whohashasnot
notyetyetaccepted
acceptedaaneed
needororlimitation
limitation
or weakness or developmental opportunity will not be helped by ororweakness
weaknessorordevelopmental
developmentalopportunity
opportunitywill willnot
notbe
behelped
helpedby by
whats in this book. If you are still in denial, rationalizing, confused or whats
whatsininthis
thisbook.
book.IfIfyou
youare
arestill
stillinindenial,
denial,rationalizing,
rationalizing,confused
confusedoror
being defensive about having any needs, seek additional feedback and being
beingdefensive
defensiveabout
abouthaving
havingany
anyneeds,
needs,seek
seekadditional
additionalfeedback
feedbackandand
counsel before using this book. counsel
counselbefore
beforeusing
usingthis
thisbook.
book.
We also find people who do take personal responsibility for a need but We
Wealso
alsofind
findpeople
peoplewhowhodo dotake
takepersonal
personalresponsibility
responsibilityforforaaneed
needbut
but
do not have the motivation or drive or urgency or energy to do do
donot
nothave
havethe
themotivation
motivationorordrive
driveororurgency
urgencyororenergy
energytotododo
anything about it. Similarly, they wont be helped by whats in this anything
anythingabout
aboutit.it.Similarly,
Similarly,they
theywont
wontbebehelped
helpedby bywhats
whatsininthis
this
book. If you dont think your need matters, talk to your mentor or book.
book.IfIfyou
youdont
dontthink
thinkyour
yourneed
needmatters,
matters,talk
talktotoyour
yourmentor
mentororor
someone higher up in the organization and ask him/her why this need someone
someonehigher
higherupupininthe
theorganization
organizationandandask
askhim/her
him/herwhy whythis
thisneed
need
may get in your way. Be able to see how the need plays out for you may
mayget
getininyour
yourway.
way.BeBeable
abletotosee
seehow
howthe
theneed
needplays
playsout
outfor
foryou
you
and what consequences it has that are unacceptable for you. and
andwhat
whatconsequences
consequencesitithas hasthat
thatare
areunacceptable
unacceptablefor foryou.
you.
The 5,000 plus tips in this book will help anyone who recognizes The
The5,000
5,000plus
plustips
tipsininthis
thisbook
bookwill
willhelp
helpanyone
anyonewho
whorecognizes
recognizes
specific needs and is motivated to do something about them. If thats specific
specificneeds
needsand
andisismotivated
motivatedtotodo
dosomething
somethingabout
aboutthem.
them.IfIfthats
thats
you, read on. you,
you,read
readon.
on.
WHERE DID THESE 67 COMPETENCIES, WHERE

WHEREDID
DIDTHESE
THESE67
67COMPETENCIES,
COMPETENCIES,
9 PERFORMANCE DIMENSIONS AND 99PERFORMANCE
DIMENSIONSAND
AND
19 CAREER STALLERS AND STOPPERS COME FROM? 19
19CAREER
CAREERSTALLERS
STALLERSAND
ANDSTOPPERS
STOPPERSCOME
COMEFROM?
FROM?
The LEADERSHIP ARCHITECT Competencies come from a content The
TheLEADERSHIP
LEADERSHIPARCHITECT
ARCHITECTCompetencies
Competenciescomecomefromfromaacontent
content
analysis of many sources: the major and continuing studies at the analysis
analysisofofmany
manysources:
sources:the
themajor
majorandandcontinuing
continuingstudies
studiesatatthe
the
Center for Creative Leadership, long-term studies at AT&T and Sears, Center
Centerfor
forCreative
CreativeLeadership,
Leadership,long-term
long-termstudies
studiesatatAT&T
AT&Tand
andSears,
Sears,
studies by Harry and Daniel Levinson, Kotter, Gabarro, Jaques, Kouzes studies
studiesby
byHarry
Harryand
andDaniel
DanielLevinson,
Levinson,Kotter,
Kotter,Gabarro,
Gabarro,Jaques,
Jaques,Kouzes
Kouzes
and Posner, Bennis, Tichy and Basss The Handbook of Leadership a and
andPosner,
Posner,Bennis,
Bennis,Tichy
Tichyand BasssThe
andBasss TheHandbook
HandbookofofLeadership
Leadershipaa
compendium of empirical studies. compendium
compendiumofofempirical
empiricalstudies.
studies.
The nine PERFORMANCE MANAGEMENT ARCHITECT dimensions The
Thenine
ninePERFORMANCE
PERFORMANCEMANAGEMENT
MANAGEMENTARCHITECT ARCHITECTdimensions
dimensions
come from a review of common performance evaluation measures. come
comefrom
fromaareview
reviewofofcommon
commonperformance
performanceevaluation
evaluationmeasures.
measures.
They apply in most, if not all jobs, from entry to the boardroom. We They
Theyapply
applyininmost,
most,ififnot
notall
alljobs,
jobs,from
fromentry
entrytotothe
theboardroom.
boardroom.WeWe
have numbered them from 81-89, fitting them in-between the 1-67 have
havenumbered
numberedthemthemfromfrom81-89,
81-89,fitting
fittingthem
themin-between
in-betweenthe
the1-67
1-67
I II
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION
Core Competencies (with space for more at some future time), and Core
CoreCompetencies
Competencies(with
(withspace
spacefor
formore
moreatatsome
somefuture
futuretime),
time),and
and
the 101-119 Career Stallers and Stoppers. the
the101-119
101-119Career
CareerStallers
Stallersand
andStoppers.
Stoppers.
The Career Stallers and Stoppers come primarily from three sources: The
TheCareer
CareerStallers
Stallersand
andStoppers
Stopperscome
comeprimarily
primarilyfrom
fromthree
threesources:
sources:
the continuing work of the Center for Creative Leadership, the work the
thecontinuing
continuingwork
workofofthe
theCenter
Centerfor
forCreative
CreativeLeadership,
Leadership,the
thework
work
of Jon Bentz while he was at Sears and from the executive ofofJon
JonBentz
Bentzwhile
whilehehewas
wasatatSears
Searsand
andfrom
fromthe
theexecutive
executive
development work and experiences of the authors. development
developmentworkworkandandexperiences
experiencesofofthe
theauthors.
authors.
Research with Lomingers VOICES, a 360 feedback instrument using Research
Researchwith
withLomingers
LomingersVOICES
VOICES, ,aa360
360feedback
feedbackinstrument
instrumentusing
using
these Competencies and Stallers and Stoppers, indicates they can be these
theseCompetencies
Competenciesand andStallers
Stallersand
andStoppers,
Stoppers,indicates
indicatesthey
theycan
canbe
be
measured reliably and are significantly related to current job measured
measuredreliably
reliablyand
andare
aresignificantly
significantlyrelated
relatedtotocurrent
currentjob
job
performance. Some are also related to potential for promotion as well. performance.
performance.Some
Someare
arealso
alsorelated
relatedtotopotential
potentialforforpromotion
promotionasaswell.
well.
WHERE DID THE REMEDIES IN FOR YOUR IMPROVEMENT WHERE

WHEREDID
DIDTHE
THEREMEDIES
REMEDIESIN
INFOR
FORYOUR
YOURIMPROVEMENT
IMPROVEMENT
COME FROM? COME
COMEFROM?
FROM?
FYI consists of 950 topics (10 for each of 67 Competencies, 9 FYI
FYIconsists
consistsofof950
950topics
topics(10
(10for
foreach
eachofof67
67Competencies,
Competencies,99
Performance Dimensions and 19 Stallers and Stoppers) and thousands Performance
PerformanceDimensions
Dimensionsand and19
19Stallers
Stallersand
andStoppers)
Stoppers)and
andthousands
thousands
of individual tips for your development. ofofindividual
individualtips
tipsfor
foryour
yourdevelopment.
development.
Where they existed, we used research findings on creativity or Where
Wherethey
theyexisted,
existed,we
weused
usedresearch
researchfindings
findingson oncreativity
creativityoror
composure, for example. There is a fairly rich array of research on composure,
composure,forforexample.
example.There
Thereisisaafairly
fairlyrich
richarray
arrayofofresearch
researchon on
competencies what experiences teach them, what they look like, competencies
competencieswhat
whatexperiences
experiencesteach
teachthem,
them,what
whatthey
theylook
looklike,
like,
what their elements are. Youll see references to the best books that what
whattheir
theirelements
elementsare.
are.Youll
Youllsee
seereferences
referencestotothe
thebest
bestbooks
booksthat that
weve seen on the various topics in the pages that follow. weve
weveseen
seenononthe
thevarious
varioustopics
topicsininthe
thepages
pagesthat
thatfollow.
follow.
Additionally, the authors have been in the development business for a Additionally,
Additionally,the
theauthors
authorshave
havebeen
beenininthe
thedevelopment
developmentbusiness
businessfor
foraa
combined 50 years, on both the research end and the practical end. combined
combined50 50years,
years,on
onboth
boththe
theresearch
researchend endand
andthe
thepractical
practicalend.
end.
Weve heard thousands of executives and managers describe their Weve
Weveheard
heardthousands
thousandsofofexecutives
executivesandandmanagers
managersdescribe
describetheir
their
difficulties during feedback sessions, figured out with them whats difficulties
difficultiesduring
duringfeedback
feedbacksessions,
sessions,figured
figuredoutoutwith
withthem
themwhats
whats
getting in their way, and have tested our ideas for fixing things with getting
gettinginintheir
theirway,
way,and
andhave
havetested
testedour
ourideas
ideasfor
forfixing
fixingthings
thingswith
with
them. We know from experience and research what tips are most them.
them.We Weknow
knowfromfromexperience
experienceand
andresearch
researchwhat
whattips
tipsare
aremost
most
likely to work. likely
likelytotowork.
work.
II IIII
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION
GUIDING PRINCIPLES BEHIND THE REMEDIES GUIDING

GUIDINGPRINCIPLES
PRINCIPLESBEHIND
BEHINDTHE
THEREMEDIES
REMEDIES
1. Brief. Most of the readers, being motivated people with 1.1.Brief.
Brief.Most
Mostofofthe
thereaders,
readers,being
beingmotivated
motivatedpeople
peoplewith
with
needs, want to get started right away. They want the low hanging needs,
needs,wantwanttotoget
getstarted
startedright
rightaway.
away.They
Theywant
wantthe
thelow
lowhanging
hanging
fruit. They want quick help. The tips were designed to help people fruit.
fruit.They
Theywant
wantquick
quickhelp.
help.The
Thetips
tipswere
weredesigned
designedtotohelp
helppeople
people
get started quickly and see results as soon as they begin executing get
getstarted
startedquickly
quicklyand
andsee
seeresults
resultsasassoon
soonasasthey
theybegin
beginexecuting
executing
the tips. the
thetips.
tips.
2. Things everyone could and would do. There are many 2.2.Things
Thingseveryone
everyonecouldcouldandandwould
woulddo. do.There
Thereare
aremany
many
more complex and involved problem solving methods, for more
morecomplex
complexand andinvolved
involvedproblem
problemsolving
solvingmethods,
methods,forfor
example, that are not included here. In FYI, we assume that youre example,
example,that
thatare
arenot
notincluded here.InInFYI,
includedhere. FYI,we
weassume
assumethat
thatyoure
youre
not very good at whatever youre reading about, and would not
notvery
verygood
goodatatwhatever
whateveryoure
yourereading
readingabout,
about,and
andwould
would
appreciate tips that dont assume you are practiced or proficient. appreciate
appreciatetips
tipsthat
thatdont
dontassume
assumeyouyouarearepracticed
practicedororproficient.
proficient.
You just want to get started and do something. You
Youjust
justwant
wanttotoget
getstarted
startedand
anddodosomething.
something.
3. Just the 10 key topics. Hard as it was to hold ourselves to 3.3.Just
Justthe
the10 10key
keytopics.
topics.HardHardasasititwas
wastotohold
holdourselves
ourselvestoto
10 topics per Competency, Dimension, or Staller and Stopper, we 10
10topics
topicsper
perCompetency,
Competency,Dimension,
Dimension,ororStaller
Stallerand
andStopper,
Stopper,wewe
believe the 10 most likely or 10 most common topics to deal with believe
believethe
the1010most
mostlikely
likelyoror10
10most
mostcommon
commontopicstopicstotodeal
dealwith
with
will do you the most good. Where the topic is quite complex, we will
willdo
doyou
youthe
themost
mostgood.
good.Where
Wherethe
thetopic
topicisisquite
quitecomplex,
complex,wewe
generally recommended a book as well. generally
generallyrecommended
recommendedaabook bookasaswell.
well.
4. Quick results. While some of our topics involve longer term 4.4.Quick
Quickresults.
results.While
Whilesome
someofofour
ourtopics
topicsinvolve
involvelonger
longerterm
term
effort, most are things you can do tomorrow and hopefully see effort,
effort,most
mostare
arethings
thingsyou
youcan
cando
dotomorrow
tomorrowandandhopefully
hopefullysee
see
some quick improvement. some
somequick
quickimprovement.
improvement.
BOOK RECOMMENDATIONS BOOK

BOOKRECOMMENDATIONS
RECOMMENDATIONS
In previous editions, we included some book references and were told InInprevious
previouseditions,
editions,we
weincluded
includedsome somebook
bookreferences
referencesand
and were
weretold
told
by users that they would like references for each Competency, bybyusers
usersthat
thatthey
theywould
wouldlike
likereferences
referencesforforeach
eachCompetency,
Competency,
Performance Dimension or Staller. Accordingly, we have added Performance
PerformanceDimension
DimensionororStaller.
Staller.Accordingly,
Accordingly,we
wehave
haveadded
added
hundreds of books and audiotapes to help you go beyond the tips we hundreds
hundredsofofbooks
booksand
andaudiotapes
audiotapestotohelp
helpyou
yougogobeyond
beyondthethetips
tipswe
we
present in these pages. Each of the 95 chapters in FYI has 4 to 15 present
presentininthese
thesepages.
pages.Each
Eachofofthethe95 chaptersininFYI
95chapters FYIhas
has44toto15
15
sources for further reading or listening. sources
sourcesfor
forfurther
furtherreading
readingororlistening.
listening.
We used these selection criteria: We
Weused
usedthese
theseselection
selectioncriteria:
criteria:
1. ROI Is there a significant and immediate payoff for reading 1.1.ROI
ROIIsIsthere
thereaasignificant
significantand
andimmediate
immediatepayoff
payofffor
forreading
reading
this book? Are there suggestions busy people can implement? this
thisbook?
book?Are Arethere
theresuggestions
suggestionsbusy
busypeople
peoplecan
canimplement?
implement?
2. Organization Is the book well laid out? Is this easy to find 2.2.Organization
OrganizationIsIsthe
thebook
bookwell
welllaid
laidout?
out?IsIsthis
thiseasy
easytotofind
find
what you are looking for? what
whatyou
youare
arelooking
lookingfor?
for?
III IIIIII
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION
3. Ease Is it well written? 3.3.Ease

EaseIsIsititwell
wellwritten?
written?
4. Solid Is the advice more than opinion? 4.4.Solid
SolidIsIsthe
theadvice
advicemore
morethan
thanopinion?
opinion?
5. Prolific Are there lots of tips and examples? 5.5.Prolific
ProlificAre
Arethere
therelots
lotsofoftips
tipsand
andexamples?
examples?
6. Available Can the book (or audio tape) be found without a 6.6.Available
AvailableCan
Canthe
thebook
book(or
(oraudio
audiotape)
tape)be
befound
foundwithout
withoutaa
search? search?
search?
To insure that the books were solid, we relied heavily on the Library To
Toinsure
insurethat
thatthethebooks
bookswere
weresolid,
solid,we
werelied
reliedheavily
heavilyon
onthe
theLibrary
Library
Journal, which reviews and recommends the best business books every Journal,
Journal,which
whichreviews
reviewsandandrecommends
recommendsthe thebest
bestbusiness
businessbooks
booksevery
every
year. So the books are substantive and mostly available through your year.
year.So
Sothe
thebooks
booksarearesubstantive
substantiveand
andmostly
mostlyavailable
availablethrough
throughyour
your
local public library. local
localpublic
publiclibrary.
library.
Second, we relied on Soundview so many of the books would be Second,
Second,we
werelied
reliedon
onSoundview
Soundviewso somany
manyofofthe
thebooks
bookswould
wouldbebe
conveniently available in eight page summaries. (Soundview Executive conveniently
convenientlyavailable
availableinineight
eightpage
pagesummaries.
summaries.(Soundview
(SoundviewExecutive
Executive
Book Summaries, 10 LaCrue Avenue, Concordville PA 19331. 1-800- Book
BookSummaries,
Summaries,10 10LaCrue
LaCrueAvenue,
Avenue,Concordville
ConcordvillePA
PA19331.
19331.1-800-
1-800-
521-1227. International calls outside the US and Canada 1-610-558- 521-1227.
521-1227.International
Internationalcalls
callsoutside
outsidethe
theUS
USand
andCanada
Canada1-610-558-
1-610-558-
9495. www.summary.com ). 9495.
9495.www.summary.com
www.summary.com).).
Third, we checked major booksellers (Barnes&Noble, B.Dalton, Third,
Third,we
wechecked
checkedmajor
majorbooksellers
booksellers(Barnes&Noble,
(Barnes&Noble,B.Dalton,
B.Dalton,
Borders) to see what they stock. In general, they are similar in Borders)
Borders)totosee
seewhat
whatthey
theystock.
stock.InIngeneral,
general,they
theyare
aresimilar
similarinin
coverage to Soundview. coverage
coveragetotoSoundview.
Soundview.
Finally, we checked MBA syllabi to see what universities regard as Finally,
Finally,we
wechecked
checkedMBA
MBAsyllabi
syllabitotosee
seewhat
whatuniversities
universitiesregard
regardasas
substantive for business people. substantive
substantivefor
forbusiness
businesspeople.
people.
The list is also partly eclectic and some sources are dated (The Prince The
Thelist
listisisalso
alsopartly
partlyeclectic
eclecticand
andsome
somesources
sourcesare
aredated (ThePrince
dated(The Prince
by Machiavelli is pretty fresh 500 years after publication so we by
byMachiavelli
Machiavelliisispretty
prettyfresh
fresh500
500years
yearsafter
afterpublication
publicationso
sowewe
included it). Some come from history, biography and foreign affairs, included
includedit). it).Some
Somecome
comefromfromhistory,
history,biography
biographyand
andforeign
foreignaffairs,
affairs,
particularly for competencies like Perspective (46) and Political Savvy particularly
particularlyfor forcompetencies
competencieslikelikePerspective
Perspective(46)
(46)and
andPolitical
PoliticalSavvy
Savvy
(48). There is even a novel or two. Plenty for you to choose from! (48).
(48).There
Thereisiseven
evenaanovel
novelorortwo.
two.Plenty
Plentyfor
foryou
youtotochoose
choosefrom!
from!
IV IVIV
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION
HOW TO USE THIS BOOK HOW

HOWTO
TOUSE
USETHIS
THISBOOK
BOOK
There are four conditions under which some development might be There
Thereare
arefour
fourconditions
conditionsunder
underwhich
whichsome
somedevelopment
developmentmight
mightbe
be
called for: called
calledfor:
for:
1. You are average in a skill that needs to be higher. 1.1.You
Youare
areaverage
averageininaaskill
skillthat
thatneeds
needstotobe
behigher.
higher.
2. You are weak (unskilled) in an important area. 2.2.You
Youare
areweak
weak(unskilled)
(unskilled)ininan
animportant
importantarea.
area.
3. You are untested (maybe unskilled) in an important area. 3.3.You
Youare
areuntested
untested(maybe
(maybeunskilled)
unskilled)ininan
animportant
importantarea.
area.
4. You overuse or overdo a strength to the point that it is 4.4.You
Youoveruse
overuseororoverdo
overdoaastrength
strengthtotothe
thepoint
pointthat
thatititisis
causing problems for you. causing
causingproblems
problemsforforyou.
you.
MAKE SURE YOU ARE WORKING ON THE RIGHT NEED MAKE

MAKESURE
SUREYOU
YOUARE
AREWORKING
WORKINGON
ONTHE
THERIGHT
RIGHTNEED
NEED
All needs for which we have remedy topics and tips are listed in the All
Allneeds
needsforforwhich
whichwe wehave
haveremedy
remedytopics
topicsand andtips
tipsare
arelisted
listedininthe
the
Table of Contents. Scan this to see if you can find the need that you Table
TableofofContents.
Contents.Scan Scanthisthistotosee
seeififyou
youcancanfind
findthe
theneed
needthatthatyou
you
are interested in working on. When you think you have found your are
areinterested
interestedininworking
workingon. on.When
Whenyou youthink
thinkyou youhave
havefound
foundyour your
need, go to that page and see if two or more of the things listed in need,
need,go gototothat
thatpage
pageand andsee seeififtwo
twoorormoremoreofofthe thethings
thingslisted
listedinin
the unskilled definition are true for you and you are not like more than the
theunskilled
unskilleddefinition
definitionare aretrue
trueforforyou
youandandyou youarearenot
notlikelikemore
morethan
than
one or two of the things listed in the skilled definition. In the case of one
oneorortwo
twoofofthe
thethings
thingslisted
listedininthe
theskilled
skilleddefinition.
definition.InInthe thecase
caseofof
an untested need (number 3 above), the unskilled statements ananuntested
untestedneed
need(number
(number33above), above),the theunskilled
unskilledstatements
statements
wouldnt really describe you because you have never had an occasion wouldnt
wouldntreally
reallydescribe
describeyou youbecause
becauseyou youhave
havenever
neverhadhadan anoccasion
occasion
to try or apply the skills. The way you could think about this is that if tototry
tryororapply
applythe
theskills.
skills.The
Theway wayyouyoucould
couldthink
thinkabout
aboutthis thisisisthat
thatifif
you had the opportunity to apply that skill, the descriptions most likely you
youhadhadthe
theopportunity
opportunitytotoapply applythat
thatskill,
skill,the
thedescriptions
descriptionsmost mostlikely
likely
would describe how you would do. You can think of the two would
woulddescribe
describehow
howyou youwould
woulddo. do.YouYoucancanthink
thinkofofthe
thetwotwo
definitions as this is more what I am today or would be if I had to do definitions
definitionsasasthis
thisisismore
morewhatwhatI Iam amtoday
todayororwould
wouldbe beififI Ihad
hadtotododo
this (the unskilled definition) and this is what I would like to be (the this
this(the
(theunskilled
unskilleddefinition)
definition)and andthis
thisisiswhat
whatI Iwould
wouldlikeliketotobebe(the
(the
skilled definition). Its a before and after snapshot. skilled
skilleddefinition).
definition).Its
Itsaabefore
beforeand andafter
aftersnapshot.
snapshot.
WATCH OUT FOR PHANTOM NEEDS WATCH

WATCHOUT
OUTFOR
FORPHANTOM
PHANTOMNEEDS
NEEDS
Sometimes even excellent feedback can identify the wrong need. Even Sometimes
Sometimeseven evenexcellent
excellentfeedback
feedbackcan canidentify
identifythe
thewrong
wrongneed.
need.Even
Even
if everyone agrees that you have problems getting Results (53), the ififeveryone
everyoneagrees
agreesthat
thatyou
youhave
haveproblems
problemsgetting
gettingResults
Results(53),
(53),the
the
question is why? Maybe the real problem is Composure (11) or question
questionisiswhy?
why?Maybe
Maybethethereal
realproblem
problemisisComposure
Composure(11) (11)oror
Standing Alone (57) or Delegation (18). Perhaps you only have trouble Standing
StandingAlone
Alone(57)
(57)ororDelegation
Delegation(18).
(18).Perhaps
Perhapsyou
youonly
onlyhave
havetrouble
trouble
with results when one of these is demanded. So if none or only a few with
withresults
resultswhen
whenone
oneofofthese
theseisisdemanded.
demanded.So Soififnone
noneororonly
onlyaafew
few
of the tips for your identified need seem to make sense to you, check ofofthe
thetips
tipsfor
foryour
youridentified
identifiedneed
needseemseemtotomake
makesense
sensetotoyou,
you,check
check
all the cross references to see if your need is more likely one of these. all
allthe
thecross
crossreferences
referencestotosee
seeififyour
yourneed
needisismore
morelikely
likelyone
oneofofthese.
these.
Then go back to your sources and see if you can discover the true Then
Thengo goback
backtotoyour
yoursources
sourcesandandseeseeififyou
youcan
candiscover
discoverthethetrue
true
underlying need. underlying
underlyingneed.
need.
V VV
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION
WATCH OUT FOR A WEAKNESS WATCH

WATCHOUT
OUTFOR
FORAAWEAKNESS
WEAKNESS
MASKING AN OVERUSED STRENGTH MASKING
MASKINGAN
ANOVERUSED
OVERUSEDSTRENGTH
STRENGTH
Sometimes a strength used to extreme turns into a weakness. If you Sometimes
Sometimesaastrength
strengthused
usedtotoextreme
extremeturns
turnsinto
intoaaweakness.
weakness.IfIfyou
you
are too Results Oriented (53), you might lack Caring (7) and stop are
aretoo
tooResults
ResultsOriented
Oriented(53),
(53),you
youmight
mightlack
lackCaring
Caring(7)
(7)and
andstop
stop
Listening (33) to others for advice and counsel. Each of the 67 Listening
Listening(33)
(33)totoothers
othersfor
foradvice
adviceand
andcounsel.
counsel.EachEachofofthe
the67
67
Competencies and 9 Performance Dimensions also has a definition of Competencies
Competenciesand and99Performance
Dimensionsalso alsohas
hasaadefinition
definitionofof
what the skill would look like if overused. One way to find your real what
whatthetheskill
skillwould
wouldlook
looklike
likeififoverused.
overused.OneOnewaywaytotofind
findyour
yourreal
real
weaknesses is to read the overused definitions of your top five weaknesses
weaknessesisistotoread
readthe
theoverused
overuseddefinitions
definitionsofofyour
yourtoptopfive
five
strengths. Sometimes you will be able to find your real needs that way. strengths.
strengths.Sometimes
Sometimesyou youwill
willbebeable
abletotofind
findyour
yourreal
realneeds
needsthat
thatway.
way.
If your problem is the overuse of a strength, there are competencies IfIfyour
yourproblem
problemisisthe
theoveruse
overuseofofaastrength,
strength,there
thereare
arecompetencies
competencies
under each definition that you should work on to balance the overuse. under
undereach
eachdefinition
definitionthat
thatyou
youshould
shouldwork
workon ontotobalance
balancethetheoveruse.
overuse.
THERE ARE THREE KINDS OF NEEDS IN FYI THERE

THEREARE
ARETHREE
THREEKINDS
KINDSOF
OFNEEDS
NEEDSIN
INFYI
FYI
COMPETENCIES, PERFORMANCE DIMENSIONS COMPETENCIES,
COMPETENCIES,PERFORMANCE
DIMENSIONS
AND CAREER STALLERS AND
ANDCAREER
CAREERSTALLERS
STALLERS
Competencies and Performance Dimensions are straightforward Competencies
Competenciesand andPerformance
Dimensionsare
arestraightforward
straightforward
youre not good (unskilled) in an area and would like to get better youre
yourenotnotgood
good(unskilled)
(unskilled)ininan
anarea
areaand
andwould
wouldlike
liketotoget
getbetter
better
(skilled). (skilled).
(skilled).
Stallers and Stoppers are a bit different. If you receive feedback that Stallers
StallersandandStoppers
Stoppersare areaabitbitdifferent.
different.IfIfyou
youreceive
receivefeedback
feedbackthatthat
you are Insensitive to Others (112) this is a serious problem where you
youare
areInsensitive
InsensitivetotoOthers
Others(112)
(112)this
thisisisaaserious
seriousproblem
problemwhere
where
your goal is to neutralize this potentially career stopping criticism. your
yourgoal
goalisistotoneutralize
neutralizethisthispotentially
potentiallycareer
careerstopping
stoppingcriticism.
criticism.
Working on a staller is not the same as building a competency. A Working
Workingon onaastaller
stallerisisnot
notthethesame
sameasasbuilding
buildingaacompetency.
competency.AA
staller is much more serious and likely results from many sources staller
stallerisismuch
muchmore
moreserious
seriousand andlikely
likelyresults
resultsfrom
frommanymanysources
sources
what you underdo such as Interpersonal Savvy (31) and what you what
whatyouyouunderdo
underdosuchsuchasasInterpersonal
InterpersonalSavvy Savvy(31)(31)and
andwhat
whatyou you
overdo such as Results (53) or Command Skills (9). For this reason, we overdo
overdosuch suchasasResults
Results(53)
(53)ororCommand
CommandSkills Skills(9).
(9).For
Forthis
thisreason,
reason,wewe
have written separate topics for the Stallers and Stoppers that cover have
havewritten
writtenseparate
separatetopics
topicsforforthe
theStallers
StallersandandStoppers
Stoppersthat
thatcover
cover
tips you wont find if you simply go to Interpersonal Savvy (31), for tips
tipsyou
youwontwontfind
findififyou
yousimply
simplygo gototoInterpersonal
InterpersonalSavvySavvy(31),
(31),for
for
example. example.
example.
THE SEVEN STEPS FOR MOTIVATED PEOPLE THE

THESEVEN
SEVENSTEPS
STEPSFOR
FORMOTIVATED
MOTIVATEDPEOPLE
PEOPLE
WITH A NEED TO DEVELOP WITH
WITHAANEED
NEEDTO
TODEVELOP
DEVELOP
1. Try to determine what your real need is. Many times 1.1.Try
Tryto
todetermine
determinewhat whatyour
yourreal
realneed
needis.
is.Many
Manytimes
times
you may have to select a few that together equal your real need. you
youmay
mayhave
havetotoselect
selectaafew
fewthat
thattogether
togetherequal
equalyour
yourreal
realneed.
need.
VI VIVI
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION
2. Read the unskilled definition. Which bullet points 2.2.Read

Readthe theunskilled
unskilleddefinition.
definition.Which Whichbullet
bulletpoints
points
describe you the best? Look to the skilled definition. What would describe
describeyou youthe
thebest?
best?Look
Looktotothe
theskilled
skilleddefinition.
definition.What
Whatwould
would
you like to be able to do when youre done working on this need? you
youlike
liketotobe
beable
abletotodo
dowhen
whenyoure
youredone
doneworking
workingon onthis
thisneed?
need?
This is your before and after picture. This
Thisisisyour
yourbefore
beforeand
andafter
afterpicture.
picture.
3. Check the causes that might apply to you. Many 3.3.Check
Checkthe thecauses
causesthat thatmight
mightapply
applyto toyou.
you.Many
Many
developmental efforts have floundered because the plan attacked developmental
developmentalefforts
effortshave
havefloundered
flounderedbecause
becausethe theplan
planattacked
attacked
the wrong problem. Write down your particular need what it the
thewrong
wrongproblem.
problem.Write
Writedown
downyour
yourparticular
particularneed
needwhat
whatitit
looks like, what causes it, who it plays out with in what situations. looks
lookslike,
like,what
whatcauses
causesit,it,who
whoititplays
playsout
outwith
withininwhat
whatsituations.
situations.
If your causes arent listed, add them to the list. IfIfyour
yourcauses
causesarent
arentlisted,
listed,add
addthem
themtotothe
thelist.
list.
4. Read the map. The map gives you the lay of the land. It 4.4.Read
Readthe themap.
map.TheThemap
mapgives
givesyou
youthe
thelay
layofofthe
theland.
land.ItIt
reviews the general case of the competency, how it operates and reviews
reviewsthethegeneral
generalcase
caseofofthe
thecompetency,
competency,how howititoperates
operatesand and
why its important. Especially important to remember are things why
whyits
itsimportant.
important.Especially
Especiallyimportant
importanttotoremember
rememberare arethings
things
about the competency you didnt understand before you read the about
aboutthethecompetency
competencyyouyoudidnt
didntunderstand
understandbefore
beforeyouyouread
readthethe
map. Those extra added learnings will make a difference in your map.
map.Those
Thoseextra
extraadded
addedlearnings
learningswill
willmake
makeaadifference
differenceininyour
your
development plan. development
developmentplan.plan.
5. Look at the general plan on page xi which lists 10 ways 5.5.Look
Lookat atthe
thegeneral
generalplan
planononpage
pagexixiwhich
whichlists
lists10
10ways
ways
to develop in any area and pick any of those that seem to fit. This totodevelop
developininany
anyarea
areaand
andpick
pickany
anyofofthose
thosethat
thatseem
seemtotofit.
fit.This
This
universal plan can be used as a basic core for any plan. universal
universalplan
plancan
canbe
beused
usedasasaabasic
basiccore
corefor
forany
anyplan.
plan.
6. Look at the specific topics and pick the ones that 6.6.Look
Lookat atthe
thespecific
specifictopics
topicsand andpick pickthetheones
onesthat that
apply. Each topic is written against a specific manifestation of apply.
apply.EachEachtopic
topicisiswritten
writtenagainst
againstaaspecific
specificmanifestation
manifestationofof
being unskilled at the competency. It is unlikely that all of the being
beingunskilled
unskilledatatthe
thecompetency.
competency.ItItisisunlikely
unlikelythat
thatall
allofofthe
the
topics or tips will apply to any one person. Think back to the topics
topicsorortips
tipswill
willapply
applytotoany
anyone
oneperson.
person.ThinkThinkback
backtotothethe
causes you checked and the why its important that you noted causes
causesyou
youchecked
checkedand andthe
thewhy
whyitsitsimportant
importantthatthatyou
younoted
noted
from the map. Most of the 95 chapters have cross references to from
fromthe
themap.
map.Most
Mostofofthethe95
95chapters
chaptershave havecross
crossreferences
referencestoto
other competencies; consult the ones that are referenced for the other
othercompetencies;
competencies;consult
consultthe
theones
onesthat thatare
arereferenced
referencedfor forthe
the
specific topics you choose. There is a form in Appendix A designed specific
specifictopics
topicsyou choose.There
youchoose. Thereisisaaform
formininAppendix
AppendixAAdesigned
designed
to capture your plan. totocapture
captureyour
yourplan.
plan.
7. Lay out a plan and a schedule. Your plan should include 7.7.Lay
Layout outaaplanplanandandaaschedule.
schedule.YourYourplan
planshould
shouldinclude
include
at least three items you will work on immediately. You should atatleast
leastthree
threeitems
itemsyou
youwill
willwork
workononimmediately.
immediately.You Youshould
should
measure the number of times you did this or didnt do that and measure
measurethe thenumber
numberofoftimes
timesyou
youdid
didthis
thisorordidnt
didntdo dothat
thatand
and
record these efforts so you can track your improvement. Set a record
recordthese
theseefforts
effortssosoyou
youcan
cantrack
trackyour
yourimprovement.
improvement.Set Setaa
specific timeframe of no more than a month to try these items specific
specifictimeframe
timeframeofofno nomore
morethan
thanaamonth
monthtototrytrythese
theseitems
items
repeatedly; if your timeframe is longer or indefinite, youll be less repeatedly;
repeatedly;ififyour
yourtimeframe
timeframeisislonger
longerororindefinite,
indefinite,youll
youllbebeless
less
likely to do anything. Start today. likely
likelytotododoanything.
anything.Start
Starttoday.
today.
VII VII
VII
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION IN
I NTTRROODDUUCCTTI O
I ONN
ABOUT THE AUTHORS ABOUT

ABOUTTHE
THEAUTHORS
AUTHORS
Mike Lombardo has over 20 years experience in executive and Mike
MikeLombardo
Lombardohas hasover
over20 20years
yearsexperience
experienceininexecutive
executiveand
and
management research and has conducted over 1,000 individual management
managementresearch
researchand andhashasconducted
conductedover over1,000
1,000individual
individual
feedback sessions. Some of the advice in this book results from his feedback
feedbacksessions.
sessions.Some
Someofofthe theadvice
adviceininthis
thisbook
bookresults
resultsfrom
fromhishis
research background. During his 15 years at the Center for Creative research
researchbackground.
background.During
Duringhis his15
15years
yearsatatthe
theCenter
Centerfor
forCreative
Creative
Leadership, Mike was a co-author of The Lessons of Experience, Leadership,
Leadership,Mike
Mikewas co-authorofofThe
wasaaco-author TheLessons
Lessonsof ofExperience,
Experience,
which detailed which learnings from experience can teach the which
whichdetailed
detailedwhich
whichlearnings
learningsfromfromexperience
experiencecancanteach
teachthethe
competencies needed to be successful. He also co-authored the competencies
competenciesneeded
neededtotobe besuccessful.
successful.He Healso
alsoco-authored
co-authoredthe the
research on executive derailment revealing how personal flaws and research
researchononexecutive
executivederailment
derailmentrevealing
revealinghowhowpersonal
personalflaws
flawsandand
overdone strengths caused otherwise effective executives to get into overdone
overdonestrengths
strengthscaused
causedotherwise
otherwiseeffective
effectiveexecutives
executivestotoget
getinto
into
career trouble. After leaving the Center in 1990, Mike has continued career
careertrouble.
trouble.After
Afterleaving
leavingthe theCenter
Centerinin1990,
1990,Mike
Mikehas
hascontinued
continued
his research efforts into issues of learning and competency his
hisresearch
researchefforts
effortsinto
intoissues
issuesofoflearning
learningand andcompetency
competency
improvement. During his career Mike has authored over 30 improvement.
improvement.During
Duringhishiscareer
careerMike
Mikehas hasauthored
authoredover
over3030
publications dealing with various issues of development. His feedback publications
publicationsdealing
dealingwith
withvarious
variousissues
issuesofofdevelopment.
development.HisHisfeedback
feedback
experience is both as an author of BENCHMARKS, VOICES (which experience
experienceisisboth
bothasasananauthor BENCHMARKS, ,VOICES
authorofofBENCHMARKS VOICES(which
(which
he and Bob Eichinger developed), and LOOKING GLASS and as a he
heand
andBob
BobEichinger
Eichingerdeveloped),
developed),and andLOOKING
LOOKINGGLASSGLASSandandasasaa
counselor. Mike has designed and conducted programs in the United counselor.
counselor.Mike
Mikehas
hasdesigned
designedand andconducted
conductedprograms
programsininthetheUnited
United
States and abroad (which included these data sources), and given States
Statesand
andabroad
abroad(which
(whichincluded
includedthesethesedata
datasources),
sources),and
andgiven
given
VIII VIII
VIII
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION IN
I ONN
feedback both as a part of these programs and in individual sessions. feedback

feedbackboth
bothasasaapart
partofofthese
theseprograms
programsand
andininindividual
individualsessions.
sessions.
Bob Eichinger has been working with managers and executives on Bob
BobEichinger
Eichingerhashasbeen
beenworking
workingwith
withmanagers
managersand andexecutives
executiveson on
personal development for over 30 years. He has been a one-on-one personal
personaldevelopment
developmentfor forover
over3030years.
years.He
Hehas
hasbeen
beenaaone-on-one
one-on-one
feedback giver from both inside (at PepsiCo and Pillsbury) and from feedback
feedbackgiver
giverfrom
fromboth
bothinside
inside(at
(atPepsiCo
PepsiCoandandPillsbury)
Pillsbury)and
andfrom
from
outside organizations using a number of publicly available 360 outside
outsideorganizations
organizationsusing
usingaanumber
numberofofpublicly
publiclyavailable
available360
360
instruments (like Benchmarks, MSP, Profiler and VOICES ) as well instruments
instruments(like Benchmarks,,MSP,
(likeBenchmarks MSP,Profiler
ProfilerandandVOICES
VOICES))asaswell
well
as customized and tailored feedback instruments. He has also served asascustomized
customizedand andtailored
tailoredfeedback
feedbackinstruments.
instruments.He Hehas
hasalso
alsoserved
served
on feedback teams within courses and off-site in various organizations on
onfeedback
feedbackteams
teamswithin
withincourses
coursesand
andoff-site
off-siteininvarious
variousorganizations
organizations
and public courses. He has lectured extensively on the topic of and
andpublic
publiccourses.
courses.He Hehashaslectured
lecturedextensively
extensivelyon onthe
thetopic
topicofof
executive and management development and has served on the Board executive
executiveandandmanagement
managementdevelopment
developmentand andhashasserved
servedononthetheBoard
Board
of the Human Resource Planning Society, a professional association of ofofthe
theHuman
HumanResource
ResourcePlanning
PlanningSociety,
Society,aaprofessional
professionalassociation
associationofof
people charged with the responsibility of management and executive people
peoplecharged
chargedwithwiththe
theresponsibility
responsibilityofofmanagement
managementand andexecutive
executive
development in their organizations. development
developmentinintheirtheirorganizations.
organizations.
IX IX
IX
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
INTRODUCTION IN
I ONN
X XX
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
well over 1,000 managers and executives over his career providing developmental well
wellover
over1,000
1,000managers
managersand
andexecutives
executivesover
overhis
hiscareer
careerproviding
providingdevelopmental
developmental
suggestions contained in this book. suggestions
suggestionscontained
containedininthis
thisbook.
book.
GENERAL-PLAN GENERAL-PLAN
GENERAL-PLAN
UNIVERSAL DEVELOPMENT PLAN FOR ANY COMPETENCY UNIVERSAL

UNIVERSALDEVELOPMENT
DEVELOPMENTPLAN
PLANFOR
FORANY
ANYCOMPETENCY
COMPETENCY
OR DIMENSIONS OR
ORDIMENSIONS
DIMENSIONS
1. Get specific. Get more detailed and behavioral feedback on 1.1.Get
Getspecific.
specific.Get Getmore
moredetailed
detailedand andbehavioral
behavioralfeedback
feedbackon on
the need. Most of the time, people are weak in some aspect of a the
theneed.
need.Most
Mostofofthe thetime,
time,people
peopleare areweak
weakininsome
someaspect aspectofofaa
competency. Its almost never all interpersonal skills. Its usually competency.
competency.Its Itsalmost
almostneverneverall
allinterpersonal
interpersonalskills.
skills.Its
Itsusually
usually
something specific for example, interpersonal skills with upper something
somethingspecific
specificfor forexample,
example,interpersonal
interpersonalskills
skillswith
withupper
upper
management under the pressure of tough questions from two of management
managementunder underthe thepressure
pressureofoftough
toughquestions
questionsfrom fromtwo twoofof
the seven on the management committee on topics you care the
theseven
sevenon onthe
themanagement
managementcommittee
committeeon ontopics
topicsyou youcarecare
deeply about. To find out more about what your need is deeply
deeplyabout.
about.To Tofind
findoutoutmore
moreabout
aboutwhatwhatyour
yourneed
needisis
specifically, go to a few people who know and who will tell you if specifically,
specifically,gogototoaafewfewpeople
peoplewhowhoknowknowandandwho
whowillwilltell
tellyou
youifif
you ask. Accept that you have a need. Dont be defensive or try to you
youask.
ask.Accept
Acceptthat thatyouyouhave
haveaaneed.
need.Dont
Dontbe
bedefensive
defensiveorortry trytoto
rationalize away the need. Say you are concerned about the need rationalize
rationalizeaway
awaythe theneed.
need.SaySayyou
youareareconcerned
concernedabout
aboutthe theneed
need
and request more detailed information so you can focus on an and
andrequest
requestmore
moredetailed
detailedinformation
informationso soyou
youcan
canfocus
focuson onanan
efficient plan for growth and development. Ask them for specific efficient
efficientplan
planforforgrowth
growthand anddevelopment.
development.Ask Askthem
themfor forspecific
specific
examples. When? Where? With whom? In what settings? Under examples.
examples.When?
When?Where? Where?With Withwhom?
whom?InInwhat
whatsettings?
settings?Under Under
what conditions? How many times? Might anyone they know be what
whatconditions?
conditions?How Howmany manytimes?
times?Might
Mightanyone
anyonethey theyknowknowbe be
of help? Get as specific as you can. Listen, dont rebut. Take notes. ofofhelp?
help?Get
Getasasspecific
specificasasyouyoucan.
can.Listen,
Listen,dont
dontrebut.
rebut.Take Takenotes.
notes.
Thank them for the input. Thank
Thankthem
themfor forthetheinput.
input.
2. Creating the plan. If you have accepted the need as true 2.2.Creating
Creatingthe theplan.
plan.IfIfyouyouhavehaveaccepted
acceptedthe theneed
needasastrue
true
and you are ready to do something about it, you need three kinds and
andyouyouare
areready
readytotododosomething
somethingabout aboutit,it,you
youneed
needthree
threekinds
kinds
of action plans. You need to know what to stop doing, start ofofaction
actionplans.
plans.You
Youneed
needtotoknow
knowwhat whattotostop
stopdoing,
doing,start
start
doing, and keep doing. Since you have a need in this area (you doing,
doing,andandkeep
keepdoing.
doing.Since
Sinceyou youhave
haveaaneed
needininthis
thisarea
area(you
(you
dont do this well), you need to stop some things you are doing dont
dontdo dothis
thiswell),
well),you
youneed
needtotostop stopsome
somethings
thingsyouyouare
aredoing
doing
that arent working. In their place, you need to start doing some that
thatarent
arentworking.
working.InIntheir
theirplace,
place,youyouneed
needtotostart
startdoing
doingsome
some
things you either dont like doing, havent ever done, or dont things
thingsyouyoueither
eitherdont
dontlike
likedoing,
doing,havent
haventever
everdone,
done,orordont
dont
even know about. Even if you are bad at something, there are even
evenknow
knowabout.
about.Even
Evenififyou
youarearebad
badatatsomething,
something,therethereareare
things you do in this area that you are probably good at. Send a things
thingsyouyoudo
doininthis
thisarea
areathatthatyouyouare
areprobably
probablygoodgoodat.at.Send
Sendaa
form or E-mail to a number of people who would be willing to form
formororE-mail
E-mailtotoaanumber
numberofofpeoplepeoplewho
whowouldwouldbe bewilling
willingtoto
help you work on this skill. Tell them you have discovered and help
helpyouyouwork
workon onthis
thisskill.
skill.Tell
Tellthem
themyou
youhave
havediscovered
discoveredand and
XI XI
XI
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
GENERAL PLAN GENERAL
GENERALPLAN
PLAN
taken ownership of this need, want to do something about it, list taken
takenownership
ownershipofofthis
thisneed,
need,want
wanttotododosomething
somethingabout
aboutit,it,list
list
the specific need you discovered in step one, and ask them for the the
thespecific
specificneed
needyou
youdiscovered
discoveredininstep
stepone,
one,and
andask
askthem
themfor
forthe the
things you should stop doing, start doing and keep doing. things
thingsyou
youshould
shouldstop
stopdoing,
doing,start
startdoing
doingand
andkeep
keepdoing.
doing.
3. Learning from others. Research shows that we learn best 3.3.Learning
Learningfrom
fromothers.
others.Research
Researchshows
showsthat
thatwe
welearn
learnbest
best
from others when we: from
fromothers
otherswhen
whenwe:
we:
a) Pick multiple models, each of whom excels at one thing rather a)a)Pick
Pickmultiple
multiplemodels,
models,each
eachofofwhom
whomexcels
excelsatatone
onething
thingrather
rather
than looking for the whole package in one person. Think more than
thanlooking
lookingfor
forthe
thewhole
wholepackage
packageininone
oneperson.
person.Think
Thinkmore
more
broadly than your current job for models; add some off work broadly
broadlythan
thanyour
yourcurrent
currentjob
jobfor
formodels;
models;add
addsome
someoff
offwork
work
models. models.
models.
b) Take both the student and the teacher role. As a student, study b)b)Take
Takeboth
boththethestudent
studentandandthetheteacher
teacherrole.
role.As
Asaastudent,
student,study
study
other people dont just admire or dislike what they do. One other
otherpeople
peopledont
dontjust
justadmire
admireorordislike
dislikewhat
whatthey
theydo.
do.OneOne
key to learning from others is to reduce what they do or dont key
keytotolearning
learningfrom
fromothers
othersisistotoreduce
reducewhatwhatthey
theydodoorordont
dont
do to a set of principles or rules of thumb to integrate into dodototoaaset
setofofprinciples
principlesororrules
rulesofofthumb
thumbtotointegrate
integrateinto
into
your behavior. As a teacher, its one of the best ways to learn your
yourbehavior.
behavior.AsAsaateacher,
teacher,its
itsone
oneofofthe
thebest
bestways
waystotolearn
learn
something as it forces you to think it through, and be concise something
somethingasasititforces
forcesyou
youtotothink
thinkititthrough,
through,andandbebeconcise
concise
in your explanation. ininyour
yourexplanation.
explanation.
c) Rely on multiple methods of learning interview people, ob- c)c)Rely
Relyononmultiple
multiplemethods
methodsofoflearning
learninginterview
interviewpeople,
people,ob-ob-
serve them without speaking with them, study remote models serve
servethem
themwithout
withoutspeaking
speakingwith
withthem,
them,studystudyremote
remotemodels
models
by reading books or watching films, get someone to tutor you, by
byreading
readingbooks
booksororwatching
watchingfilms,
films,get
getsomeone
someonetototutor
tutoryou,
you,
or use a contrast strategy. Sometimes its hard to see the ororuse
useaacontrast
contraststrategy.
strategy.Sometimes
Sometimesits itshard
hardtotosee
seethe
the
effects of your behavior because you are too close to the effects
effectsofofyour
yourbehavior
behaviorbecause
becauseyouyouare
aretootooclose
closetotothe
the
problem. Pick two people, one who is much better than you problem.
problem.PickPicktwo
twopeople,
people,one
onewhowhoisismuch
muchbetter
betterthan
thanyouyou
are at your need and one who is much worse. Copy what the are
areatatyour
yourneed
needand
andone
onewho
whoisismuch
muchworse.
worse.Copy
Copywhat
whatthe the
good model does that leads to good outcomes. Get rid of the good
goodmodel
modeldoes
doesthat
thatleads
leadstotogood
goodoutcomes.
outcomes.Get Getrid
ridofofthe
the
behaviors that match what the bad model does. behaviors
behaviorsthat
thatmatch
matchwhat
whatthe
thebad
badmodel
modeldoes.does.
4. Read the bible on this need. Every skill or competency 4.4.Read
Readthe thebible
bibleon onthis
thisneed.
need.Every
Everyskill
skillororcompetency
competency
has had one or more books written about it. How to negotiate to has
hashad
hadone
oneorormore
morebooks
bookswritten
writtenabout
aboutit.it.How
Howtotonegotiate
negotiatetoto
win. How to get along with bad bosses. How to win friends. How win.
win.How
Howtotogetgetalong
alongwithwithbad
badbosses.
bosses.How
Howtotowin
winfriends.
friends.How
How
to be more creative. Go to a large business book store and buy at totobe
bemore
morecreative.
creative.GoGototoaalarge
largebusiness
businessbook
bookstore
storeand andbuy
buyatat
least two books covering your need. Take one hour and scan each least
leasttwo
twobooks
bookscovering
coveringyour
yourneed.
need.Take
Takeoneonehour
hourand andscan
scaneach
each
book. Just read the first sentence of every paragraph. Dont read book.
book.Just
Justread
readthe
thefirst
firstsentence
sentenceofofevery
everyparagraph.
paragraph.Dont Dontread
read
to learn. Just read to see the structure of the book. Pick the one totolearn.
learn.Just
Justread
readtotosee
seethe
thestructure
structureofofthe
thebook.
book.PickPickthe
theone
one
that seems to be right for you and read it thoroughly. That book that
thatseems
seemstotobeberight
rightfor
foryou
youandandread
readititthoroughly.
thoroughly.That Thatbook
book
XII XII
XII
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
GENERALPLAN
PLAN
may reference or lead you to other books or articles on the skill. may
mayreference
referenceororlead
leadyou
youtotoother
otherbooks
booksororarticles
articlesononthe
theskill.
skill.
Use your reading to answer the following questions: Whats the Use
Useyour
yourreading
readingtotoanswer
answerthethefollowing
followingquestions:
questions:Whats
Whatsthe
the
research on the skill? What are the 10 how tos all the experts research
researchon
onthe
theskill?
skill?What
Whatarearethethe1010how
howtos
tosall
allthe
theexperts
experts
would agree to? How is this skill best learned? would
wouldagree
agreeto?
to?How
Howisisthis
thisskill
skillbest
bestlearned?
learned?
5. Learn from autobiographies and biographies. Try to 5.5.Learn
Learnfrom
fromautobiographies
autobiographiesand andbiographies.
biographies.Try Trytoto
find books by or on two famous people who have the skill you are find
findbooks
booksbybyororon
ontwotwofamous
famouspeople
peoplewho
whohave
havethetheskill
skillyou
youareare
trying to build. Mother Teresa on compassion. Harry Truman on trying
tryingtotobuild.
build.Mother
MotherTeresa
Teresaon oncompassion.
compassion.Harry
HarryTruman
Trumanon on
standing alone. Norman Schwarzkopf on leadership. Helen Keller standing
standingalone.
alone.Norman
NormanSchwarzkopf
Schwarzkopfon onleadership.
leadership.Helen
HelenKeller
Keller
on persistence. Try to see how they wove the skill you are working on
onpersistence.
persistence.Try
Trytotosee
seehow
howthey
theywove
wovethetheskill
skillyou
youareareworking
working
on into their fabric of skills. Was there a point in their lives when on
oninto
intotheir
theirfabric
fabricofofskills.
skills.Was
Wasthere
thereaapoint
pointinintheir
theirlives
liveswhen
when
they werent good at this skill? What was the turning point? they
theywerent
werentgood
goodatatthis
thisskill?
skill?What
Whatwas
wasthe
theturning
turningpoint?
point?
6. Learn from a course. Find the best course you have access 6.6.Learn
Learnfrom fromaacourse.
course.Find Findthe thebest
bestcourse
courseyou youhavehaveaccess
access
to. It might be offered in your organization or more likely it will be a to.
to.ItItmight
mightbe beoffered
offeredininyour yourorganization
organizationorormore morelikely
likelyititwill
willbe
beaa
public program. Find one that is taught by the author of a book or a public
publicprogram.
program.Find Findone onethat
thatisistaught
taughtby bythe
theauthor
authorofofaabook bookororaa
series of articles on this need. Be sure to give it enough time. It series
seriesofofarticles
articleson
onthisthisneed.
need.Be Besure
suretotogive
giveititenough
enoughtime.time.ItIt
usually takes three to five days to learn about any skill or usually
usuallytakes
takesthree
threetotofivefivedays
daystotolearn
learnabout
aboutany anyskill
skilloror
competency. One to two day courses are usually not long enough. competency.
competency.One Onetototwo twoday daycourses
coursesare areusually
usuallynot notlong
longenough.
enough.
Find one where you learn the theory and have a lot of practice with Find
Findone onewhere
whereyouyoulearn
learnthe thetheory
theoryand andhavehaveaalot lotofofpractice
practicewithwith
the skill. Find one that video tapes if the skill lends itself to the lens. the
theskill.
skill.Find
Findone
onethat
thatvideo
videotapes
tapesififthetheskill
skilllends
lendsitself
itselftotothe
thelens.
lens.
Take your detailed plan with you and take notes against your need. Take
Takeyouryourdetailed
detailedplan
planwith withyou
youand andtake
takenotes
notesagainst
againstyour yourneed.
need.
Dont just take notes following the course outline. For example, if Dont
Dontjustjusttake
takenotes
notesfollowing
followingthe thecourse
courseoutline.
outline.For Forexample,
example,ifif
youre attending a listening course and one of your need youre
youreattending
attendingaalistening
listeningcourse
courseand andone oneofofyouryourneed
need
statements is how to listen when people ramble, take notes against statements
statementsisishow howtotolisten
listenwhen
whenpeoplepeopleramble,
ramble,take takenotes
notesagainst
against
that specific statement; or if your need involves a task or project, that
thatspecific
specificstatement;
statement;ororififyour yourneedneedinvolves
involvesaatask taskororproject,
project,
write down action steps you can take immediately. Throw yourself write
writedowndownaction
actionsteps
stepsyou youcan
cantaketakeimmediately.
immediately.Throw Throwyourself
yourself
into the course. No phone calls. Dont take any work with you. No into
intothethecourse.
course.NoNophone
phonecalls.calls.Dont
Donttake takeanyanyworkworkwithwithyou.you.NoNo
sightseeing. Just do the course. Be the best student in the course sightseeing.
sightseeing.Just Justdo
dothe thecourse.
course.Be Bethethebest
beststudent
studentininthe thecourse
course
and learn the most. Seldom will a course alone be sufficient to and
andlearn
learnthethemost.
most.Seldom
Seldomwill willaacourse
coursealone
alonebe besufficient
sufficienttoto
address a need. A course always has to be combined with the other address
addressaaneed. need.AAcourse
coursealways
alwayshas hastotobe becombined
combinedwith withthe theother
other
remedies in this Universal Development Plan, especially stretching remedies
remediesininthis thisUniversal
UniversalDevelopment
DevelopmentPlan, Plan,especially
especiallystretching
stretching
tasks so you can perform against your need under pressure. tasks
taskssosoyou youcan
canperform
performagainstagainstyouryourneedneedunderunderpressure.
pressure.
7. Get a partner. Sometimes its easier to build a skill if you 7.7.Get
Getaapartner.
partner.Sometimes
Sometimesits itseasier
easiertotobuild
buildaaskill
skillififyou
you
have someone to work with. If you can find someone working on have
havesomeone
someonetotowork
workwith.
with.IfIfyou
youcancanfind
findsomeone
someoneworking
workingon on
the same need, you can share learnings and support each other. the
thesame
sameneed,
need,you
youcan
canshare
sharelearnings
learningsand andsupport
supporteach
eachother.
other.
Take turns teaching each other some to dos one of the best Take
Taketurns
turnsteaching
teachingeach
eachother
othersome
sometotodosdosone
oneofofthe
thebestbest
XIII XIII
XIII
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
GENERALPLAN
PLAN
ways to cement your learning. Share books youve found. Courses ways
waystotocement
cementyour
yourlearning.
learning.Share
Sharebooks
booksyouve
youvefound.
found.Courses
Courses
youve attended. Models youve observed. You can give each youve
youveattended.
attended.Models
Modelsyouve
youveobserved.
observed.You
Youcan
cangive
giveeach
each
other progress feedback. Or get a learning buddy, someone who other
otherprogress
progressfeedback.
feedback.Or Orget
getaalearning
learningbuddy,
buddy,someone
someonewho who
will help you grow. Have him/her agree to observe and give you will
willhelp
helpyou
yougrow.
grow.Have
Havehim/her
him/heragree
agreetotoobserve
observeand
andgive
giveyou
you
feedback against your learning objectives. feedback
feedbackagainst
againstyour
yourlearning
learningobjectives.
objectives.
8. Try some stretching tasks, but start small. Seventy per 8.8.Try
Trysome
somestretching
stretchingtasks, tasks,but butstart
startsmall.
small.Seventy
Seventyperper
cent of skills development happens on the job. As you talk with cent
centofofskills
skillsdevelopment
developmenthappenshappenson onthe
thejob.
job.As
Asyou
youtalk
talkwith
with
others while building this skill, get them to brainstorm tasks and others
otherswhile
whilebuilding
buildingthis thisskill,
skill,get
getthem
themtotobrainstorm
brainstormtasks
tasksand
and
activities you can try. Write down five tasks you will commit to activities
activitiesyou
youcan cantry.
try.Write
Writedown
downfive fivetasks
tasksyouyouwill
willcommit
committoto
doing, tasks like: initiate three conversations, make peace with doing,
doing,tasks
taskslike:
like:initiate
initiatethree
threeconversations,
conversations,make makepeace
peacewith
with
someone youve had problems with, write a business plan for your someone
someoneyouveyouvehad hadproblems
problemswith, with,write
writeaabusiness
businessplan
planfor
foryour
your
unit, negotiate a purchase, make a speech, find something to fix. unit,
unit,negotiate
negotiateaapurchase,
purchase,makemakeaaspeech,speech,findfindsomething
somethingtotofix.fix.
You can try tasks off the job as well: teach someone to read, be a You
Youcancantry
trytasks
tasksoffoffthe
thejob
jobasaswell:
well:teach
teachsomeone
someonetotoread,
read,bebeaa
volunteer, join a study group, take up a new hobby whatever volunteer,
volunteer,joinjoinaastudy
studygroup,
group,take takeup upaanewnewhobby
hobbywhatever
whatever
will help you practice your need in a fairly low risk way. After each will
willhelp
helpyou
youpractice
practiceyouryourneed
needininaafairlyfairlylow
lowrisk
riskway.
way.After
Aftereach
each
task, write down the +s and s of your performance and note task,
task,write
writedown
downthe the+s
+sand
ands sofofyour
yourperformance
performanceand andnote
note
things you will try to do better or differently next time. things
thingsyou
youwillwilltry
trytotodo
dobetter
betterorordifferently
differentlynext
nexttime.
time.
9. Track your own progress. You are going to need some 9.9.Track
Trackyour
yourown ownprogress.
progress.You Youare
aregoing
goingtotoneed
needsome
some
extra motivation to get through this. You need to be able to extra
extramotivation
motivationtotoget getthrough
throughthis.
this.You
Youneed
needtotobebeable
abletoto
reward yourself for progress youve made. Others may not notice reward
rewardyourself
yourselffor forprogress
progressyouve
youvemade.
made.Others
Othersmaymaynotnotnotice
notice
the subtle changes for awhile. Set progress goals and benchmarks the
thesubtle
subtlechanges
changesfor forawhile.
awhile.Set
Setprogress
progressgoals
goalsand
andbenchmarks
benchmarks
for yourself. If you were working on approachability for instance, for
foryourself.
yourself.IfIfyou
youwere
wereworking
workingononapproachability
approachabilityfor forinstance,
instance,
have a goal of initiating conversations with five new people a have
haveaagoal
goalofofinitiating
initiatingconversations
conversationswith
withfive
fivenew
newpeople
peopleaa
week. Keep a log. Make a chart. Celebrate incremental progress. week.
week.Keep
Keepaalog. log.Make
Makeaachart.
chart.Celebrate
Celebrateincremental
incrementalprogress.
progress.
Noting times you didnt interrupt others or made two strategy Noting
Notingtimes
timesyou youdidnt
didntinterrupt
interruptothers
othersorormade
madetwotwostrategy
strategy
suggestions that people grabbed and discussed will reinforce your suggestions
suggestionsthatthatpeople
peoplegrabbed
grabbedand
anddiscussed
discussedwill
willreinforce
reinforceyour
your
continued efforts. continued
continuedefforts.
efforts.
10. Get periodic feedback. Get a group of people who 10.
10.Get
Getperiodic
periodicfeedback.
feedback.Get Getaagroup
groupofofpeople
peoplewho who
havent known you for long. They dont have a history of seeing havent
haventknown
knownyou youfor
forlong.
long.They
Theydont
donthave
haveaahistory
historyofofseeing
seeing
you not do well in this skill over a long period of time. Get you
younot
notdo
dowell
wellininthis
thisskill
skillover
overaalong
longperiod
periodofoftime.
time.GetGet
feedback from them a third of the way into your skill building feedback
feedbackfrom
fromthem
themaathird
thirdofofthe
thewaywayinto
intoyour
yourskill
skillbuilding
building
plan. Also, go back to the original group who helped you see and plan.
plan.Also,
Also,gogoback
backtotothetheoriginal
originalgroup
groupwho
whohelped
helpedyou yousee
seeand
and
accept this need. Their ratings will lag behind the first group accept
acceptthis
thisneed.
need.Their
Theirratings
ratingswill
willlag
lagbehind
behindthe
thefirst
firstgroup
group
XIV XIV
XIV
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
RightsReserved.
Reserved.
1 1
ACTION ORIENTED ACTION
ACTIONORIENTED
ORIENTED
UNSKILLED UNSKILLED
UNSKILLED
Slow to act on an opportunity Slow
Slowtotoact
acton
onananopportunity
opportunity
May be overly methodical, a perfectionist, or risk averse May
Maybebeoverly
overlymethodical,
methodical,aaperfectionist,
perfectionist,ororrisk
riskaverse
averse
May procrastinate May
Mayprocrastinate
procrastinate
May not set very challenging goals May
Maynot
notset
setvery
verychallenging
challenginggoals
goals
May lack confidence to act May
Maylack
lackconfidence
confidencetotoact
act
May know what to do but hesitates to do it May
Mayknow
knowwhat
whattotodo
dobut
buthesitates
hesitatestotodo
doitit
A C TIO N O RIE N T E D
May not be motivated; may be bored with the work or burned out May
Maynot
notbebemotivated;
motivated;may
maybebebored
boredwith
withthe
thework
workororburned
burnedout
out
SKILLED SKILLED
SKILLED
Enjoys working hard Enjoys
Enjoysworking
workinghard
hard
Is action oriented and full of energy for the things he/she sees as IsIsaction
actionoriented
orientedandandfull
fullofofenergy
energyfor
forthe
thethings
thingshe/she
he/shesees
seesasas
challenging challenging
challenging
Not fearful of acting with a minimum of planning Not
Notfearful
fearfulofofacting
actingwith
withaaminimum
minimumofofplanning
planning
Seizes more opportunities than others Seizes
Seizesmore
moreopportunities
opportunitiesthan
thanothers
others
1
1
OVERUSED SKILL OVERUSED
OVERUSEDSKILL
SKILL
May be a workaholic May
Maybebeaaworkaholic
workaholic
May push solutions before adequate analysis May
Maypush
pushsolutions
solutionsbefore
beforeadequate
adequateanalysis
analysis
May be non-strategic May
Maybebenon-strategic
non-strategic
May overmanage to get things done too quickly May
Mayovermanage
overmanagetotogetgetthings
thingsdone
donetoo
tooquickly
quickly
May have personal and family problems due to disinterest and May
Mayhave
havepersonal
personalandandfamily
familyproblems
problemsdue
duetotodisinterest
disinterestand
and
neglect neglect
neglect
May not attend to important but non-challenging duties and tasks May
Maynot
notattend
attendtotoimportant
importantbutbutnon-challenging
non-challengingduties
dutiesand
andtasks
tasks
May ignore personal life, burn out May
Mayignore
ignorepersonal
personallife,
life,burn
burnout
out
Select one to three of the competencies listed below to work on to Select
Selectone
onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate for an overuse of this skill. compensate
compensatefor foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 11, 27, 33, 39, 41, 43, 47, 50, 51, 52, 60, 66 COMPENSATORS:
COMPENSATORS:11,
11,27,
27,33,
33,39,
39,41,
41,43,
43,47,
47,50,
50,51,
51,52,
52,60,
60,66
66
1 11
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
ACTIONORIENTED
ORIENTED
SOME CAUSES SOME

SOMECAUSES
CAUSES
Burned out Burned
Burnedoutout
Hang on to too much Hang
Hangon ontototoo
toomuch
much
Not motivated; bored Not
Notmotivated;
motivated;boredbored
Not passionate enough about your work Not
Notpassionate
passionateenough
enoughabout
aboutyour
yourwork
work
Not self confident Not
Notself
selfconfident
confident
Perfectionist Perfectionist
Perfectionist
Procrastinate Procrastinate
Procrastinate
Slow to grab an opportunity Slow
Slowtotograb
grabananopportunity
opportunity
Wont take a risk Wont
Wonttake
takeaarisk
risk
THE MAP THE

THEMAP
MAP
One mission critical competency for today and the future is action One
Onemission
missioncritical
criticalcompetency
competencyfor fortoday
todayand andthe
thefuture
futureisisaction
action
orientation. The need for speed and agility in the marketplace orientation.
orientation.The
Theneed
needfor
forspeed
speedand
andagility
agilityininthe
themarketplace
marketplace
means that those individuals and organizations who hesitate will be means
meansthat
thatthose
thoseindividuals
individualsand
andorganizations
organizationswho whohesitate
hesitatewill
willbe
be
overtaken by those who dont. Most successful senior managers overtaken
overtakenby bythose
thosewhowhodont.
dont.Most
Mostsuccessful
successfulsenior
seniormanagers
managers
count action orientation as one of their strengths. The hesitation count
countaction
actionorientation
orientationasasone
oneofoftheir
theirstrengths.
strengths.TheThehesitation
hesitation
mainly comes from perfectionism, procrastination or risk avoidance. mainly
mainlycomes
comesfromfromperfectionism,
perfectionism,procrastination
procrastinationororriskriskavoidance.
avoidance.
All cause people to delay taking quick and timely action. All
Allcause
causepeople
peopletotodelay
delaytaking
takingquick
quickandandtimely
timelyaction.
action.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Procrastinate? Are you a lifelong procrastinator? Do you 1.1.Procrastinate?
Procrastinate?Are Areyou
youaalifelong
lifelongprocrastinator?
procrastinator?Do Doyou you
perform best in crises and impossible deadlines? Do you wait until perform
performbestbestinincrises
crisesand
andimpossible
impossibledeadlines?
deadlines?Do Doyou
youwaitwaituntil
until
the last possible moment? If you do, you will miss some deadlines the
thelast
lastpossible
possiblemoment?
moment?IfIfyouyoudo,
do,you
youwill
willmiss
misssome
somedeadlines
deadlines
and performance targets. You may be late taking action. Start and
andperformance
performancetargets.
targets.You
Youmay
maybe belate
latetaking
takingaction.
action.Start
Start
earlier. Always do 10% of each task immediately after it is earlier.
earlier.Always
Alwaysdo do10%10%ofofeach
eachtask
taskimmediately
immediatelyafterafterititisis
assigned so you can better gauge what it is going to take to finish assigned
assignedso soyou
youcancanbetter
bettergauge
gaugewhat
whatititisisgoing
goingtototake
taketotofinish
finish
the rest. Break the task down into smaller pieces. Commit to the
therest.
rest.Break
Breakthethetask
taskdown
downinto
intosmaller
smallerpieces.
pieces.Commit
Committoto
doing a piece a day. Dont even think of the larger goal. Just do doing
doingaapiece
pieceaaday.
day.Dont
Donteven
eventhink
thinkofofthe
thelarger
largergoal.
goal.Just
Justdo
do
something on it each day. One small step for a procrastinator, one something
somethingon onititeach
eachday.
day.One
Onesmall
smallstep
stepfor
foraaprocrastinator,
procrastinator,one one
giant step forward to being more action oriented. More help? giant
giantstep
stepforward
forwardtotobeing
beingmore
moreaction oriented.More
actionoriented. Morehelp?help?
See #47 Planning and #16 Timely Decision Making. See
See#47
#47Planning
Planningand and#16#16Timely
TimelyDecision
DecisionMaking.
Making.
2. Perfectionist? Need to be 100% sure? Perfectionism is 2.2.Perfectionist?
Perfectionist?Need Needtotobe be100%
100%sure?
sure?Perfectionism
Perfectionismisis
tough to let go of because its a positive trait for most. Worried tough
toughtotolet
letgo
goofofbecause
becauseits
itsaapositive
positivetrait
traitfor
formost.
most.Worried
Worried
about what people will say when you mess up? When every t about
aboutwhat
whatpeople
peoplewill
willsay
saywhen
whenyou youmess
messup? up?When
Whenevery
everyt
t
isnt crossed? Recognize your perfectionism for what it might be isnt
isntcrossed?
crossed?Recognize
Recognizeyouryourperfectionism
perfectionismfor forwhat
whatititmight
mightbebe
collecting information to improve your confidence and avoid collecting
collectinginformation
informationtotoimprove
improveyour
yourconfidence
confidenceand andavoid
avoid
criticism, examining opportunities so long you miss them, or criticism,
criticism,examining
examiningopportunities
opportunitiesso solong
longyouyoumiss
missthem,
them,oror
2 22
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
ACTIONORIENTED
ORIENTED
waiting for the perfect solution. Try to decrease your need for all waiting
waitingfor forthe
theperfect
perfectsolution.
solution.TryTrytotodecrease
decreaseyour
yourneed
needfor
forall
all
of the data and your need to be right all the time slightly every ofofthe
thedata
dataand
andyour
yourneed
needtotobe beright
rightall
allthe
thetime
timeslightly
slightlyevery
every
week, until you reach a more reasonable balance between week,
week,untiluntilyou
youreach
reachaamore
morereasonable
reasonablebalance
balancebetween
between
thinking it through and taking action. Also, you may hold on to thinking
thinkingititthrough
throughandandtaking
takingaction.
action.Also,
Also,you
youmay
mayhold
holdon
ontoto
too much of the work, fail to delegate, and are becoming a too
toomuch
muchofofthe thework,
work,fail
failtotodelegate,
delegate,andandarearebecoming
becomingaa
bottleneck preventing action around you. One way to overcome bottleneck
bottleneckpreventing
preventingaction
actionaround
aroundyou.you.OneOneway
waytotoovercome
overcome
this is to begin to believe in others and let them do some of the this
thisisistotobegin
begintotobelieve
believeininothers
othersand
andletletthem
themdodosome
someofofthe
the
work for you. More help? See #18 Delegation and #19 work
workfor you.More
foryou. Morehelp?
help?SeeSee#18
#18Delegation
Delegationandand#19#19
Developing Direct Reports. Developing
DevelopingDirectDirectReports.
Reports.
3. Analysis paralysis? Break out of your examine-it-to-death 3.3.Analysis
Analysisparalysis?
paralysis?Break Breakoutoutofofyour
yourexamine-it-to-death
examine-it-to-death
mode and just do it. Sometimes you hold back acting because you mode
modeand
andjust
justdodoit.it.Sometimes
Sometimesyou youhold
holdback
backacting
actingbecause
becauseyou
you
dont have all the information. Some like to be close to 100% sure dont
donthave
haveall
allthe
theinformation.
information.Some Somelikeliketotobe
beclose
closetoto100%
100%sure
sure
before they act. Anyone with a brain and 100% of the data can before
beforethey
theyact.
act.Anyone
Anyonewith withaabrain
brainand
and100%
100%ofofthethedata
datacan
can
make good decisions. The real test is who can act the soonest with make
makegood
gooddecisions.
decisions.The Thereal
realtest
testisiswho
whocan canact
actthe
thesoonest
soonestwith
with
a reasonable amount but not all of the data. Some studies suggest aareasonable
reasonableamount
amountbut butnot
notall
allofofthe
thedata.
data.Some
Somestudies
studiessuggest
suggest
successful general managers are about 65% correct. If you learn successful
successfulgeneral
generalmanagers
managersare areabout
about65%65%correct.
correct.IfIfyou
youlearn
learn
to make smaller decisions more quickly, you can change course totomake
makesmaller
smallerdecisions
decisionsmoremorequickly,
quickly,youyoucan
canchange
changecourse
course
along the way to the correct decision. along
alongthe
theway
waytotothethecorrect
correctdecision.
decision.
1
1
4. Build up your confidence. Maybe youre slow to act 4.4.Build
Buildup upyouryourconfidence.
confidence.Maybe Maybeyoure
youreslowslowtotoactact
because you dont think youre up to the task. If you boldly act, because
becauseyou youdont
dontthink
thinkyoure
youreupuptotothe
thetask.
task.IfIfyou
youboldly
boldlyact,act,
others will shoot you down and find you out. Take a course or others
otherswill
willshoot
shootyou
youdown
downandandfind
findyou
youout.
out.TakeTakeaacourse
courseoror
work with a tutor to bolster your confidence in one skill or area at work
workwithwithaatutor
tutortotobolster
bolsteryour
yourconfidence
confidenceininone oneskill
skillororarea
areaatat
a time. Focus on the strengths you do have; think of ways you can aatime.
time.Focus
Focuson onthe
thestrengths
strengthsyouyoudo dohave;
have;think
thinkofofways
waysyou youcan
can
use these strengths when making nerve wracking actions. If you use
usethese
thesestrengths
strengthswhen
whenmaking
makingnerve
nervewracking
wrackingactions.
actions.IfIfyou
you
are interpersonally skilled, for example, see yourself smoothly are
areinterpersonally
interpersonallyskilled,
skilled,for
forexample,
example,see seeyourself
yourselfsmoothly
smoothly
dealing with questions and objections to your actions. The only dealing
dealingwith
withquestions
questionsandandobjections
objectionstotoyour
youractions.
actions.TheTheonlyonly
way you will ever know what you can do is to act and find out. way
wayyou youwill
willever
everknow
knowwhatwhatyouyoucancandodoisistotoact
actand
andfind
findout.
out.
5. Dont like risk? Sometimes taking action involves pushing 5.5.Dont
Dontlikelikerisk?
risk?Sometimes
Sometimestaking
takingaction
actioninvolves
involvespushing
pushing
the envelope, taking chances and trying bold new initiatives. the
theenvelope,
envelope,taking
takingchances
chancesand andtrying
tryingbold
boldnewnewinitiatives.
initiatives.
Doing those things leads to more misfires and mistakes. Research Doing
Doingthose
thosethings
thingsleads
leadstotomore
moremisfires
misfiresandandmistakes.
mistakes.Research
Research
says that successful executives have made more mistakes in their says
saysthat
thatsuccessful
successfulexecutives
executiveshave
havemade
mademoremoremistakes
mistakesinintheir
their
career than those who didnt make it. Treat any mistakes or career
careerthan
thanthose
thosewhowhodidnt
didntmake
makeit.it.Treat
Treatany
anymistakes
mistakesoror
failures as chances to learn. Nothing ventured, nothing gained. Up failures
failuresasaschances
chancestotolearn.
learn.Nothing
Nothingventured,
ventured,nothing
nothinggained.
gained.UpUp
your risk comfort. Start small so you can recover more quickly. Go your
yourrisk
riskcomfort.
comfort.Start
Startsmall
smallsosoyou
youcan
canrecover
recovermore
morequickly.
quickly.Go
Go
for small wins. Dont blast into a major task to prove your for
forsmall
smallwins.
wins.Dont
Dontblast
blastinto
intoaamajor
majortask
tasktotoprove
proveyour
your
boldness. Break it down into smaller tasks. Take the easiest one for boldness.
boldness.Break
Breakititdown
downintointosmaller
smallertasks.
tasks.Take
Takethe
theeasiest
easiestone
onefor
for
you first. Then build up to the tougher ones. Review each one to you
youfirst.
first.Then
Thenbuild
buildupuptotothe
thetougher
tougherones.
ones.Review
Revieweach
eachone
onetoto
3 33
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
ACTIONORIENTED
ORIENTED
see what you did well and not well, and set goals so youll do see
seewhat
whatyou
youdid
didwell
welland
andnotnotwell,
well,and
andset
setgoals
goalsso
soyoull
youlldo
do
something differently and better each time. End up accomplishing something
somethingdifferently
differentlyand
andbetter
bettereach
eachtime.
time.End
Endup
upaccomplishing
accomplishing
the big goal and taking the bold action. Challenge yourself. See the
thebig
biggoal
goaland
andtaking
takingthe
thebold
boldaction.
action.Challenge
Challengeyourself.
yourself.See
See
how creative you can be in taking action a number of different how
howcreative
creativeyou
youcancanbe
beinintaking
takingaction
actionaanumber
numberofofdifferent
different
ways. More help? See #14 Creativity, #28 Innovation ways.More
ways. Morehelp?
help?See
See#14#14Creativity,
Creativity,#28
#28Innovation
Innovation
Management, and #2 Dealing with Ambiguity. Management,
Management,and and#2#2Dealing
Dealingwith
withAmbiguity.
Ambiguity.
6. Lost your passion? Run out of gas? Hearts not in it 6.6.Lost
Lostyour
yourpassion?
passion?Run Runoutoutofofgas?
gas?Hearts
Heartsnot notininitit
anymore? Not 100% committed? Doing the same sort of work a anymore?
anymore?NotNot100%
100%committed?
committed?Doing Doingthethesame
samesort sortofofwork
workaa
long time and youre bored with it? Seen it all; done the same long
longtime
timeand
andyoure
yourebored
boredwith
withit?it?Seen
Seenititall;
all;done
donethethesame
same
tasks, made the same decisions, worked with the same people? To tasks,
tasks,made
madethe
thesame
samedecisions,
decisions,worked
workedwithwiththe thesame
samepeople?
people?ToTo
make the best of this, make a list of what you like and dont like make
makethethebest
bestofofthis,
this,make
makeaalist
listofofwhat
whatyouyoulikelikeand
anddont
dontlike like
to do. Concentrate on doing at least a couple of liked activities totodo.
do.Concentrate
Concentrateon ondoing
doingatatleast
leastaacouple
coupleofofliked
likedactivities
activities
each day. Work to delegate or task trade the things that are no each
eachday.
day.Work
Worktotodelegate
delegateorortasktasktrade
tradethe
thethings
thingsthat
thatareareno no
longer motivating to you. Do your least preferred activities first; longer
longermotivating
motivatingtotoyou.
you.DoDoyour
yourleast
leastpreferred
preferredactivities
activitiesfirst;
first;
focus not on the activity, but your sense of accomplishment. focus
focusnot
noton
onthe
theactivity,
activity,but
butyour
yoursense
senseofofaccomplishment.
accomplishment.
Change your work activity to mirror your interests as much as you Change
Changeyour
yourwork
workactivity
activitytotomirror
mirroryouryourinterests
interestsasasmuch
muchasasyou you
can. Volunteer for taskforces and projects that would be can.
can.Volunteer
Volunteerforfortaskforces
taskforcesandandprojects
projectsthat
thatwould
wouldbe be
motivating for you. motivating
motivatingfor
foryou.
you.
7. Set better priorities. You may not have the correct set of 7.7.Set
Setbetter
betterpriorities.
priorities.You Youmay
maynot
nothave
havethe
thecorrect
correctsetsetofof
priorities. Some people take action but on the wrong things. priorities.
priorities.Some
Somepeople
peopletake
takeaction
actionbut
buton
onthe
thewrong
wrongthings.
things.
Effective managers typically spend about half their time on two or Effective
Effectivemanagers
managerstypically
typicallyspend
spendabout
abouthalf
halftheir
theirtime
timeon ontwo
twooror
three key priorities. What should you spend half your time on? three
threekey
keypriorities.
priorities.What
Whatshould
shouldyou
youspend
spendhalf
halfyour
yourtime
timeon?on?
Can you name five things that you have to do that are less critical? Can
Canyouyouname
namefivefivethings
thingsthat
thatyou
youhave
havetotododothat
thatareareless
lesscritical?
critical?
If you cant, youre not differentiating well. People without IfIfyou
youcant,
cant,youre
yourenotnotdifferentiating
differentiatingwell.
well.People
Peoplewithout
without
priorities see their jobs as 97 things that need to be done right priorities
prioritiessee
seetheir
theirjobs
jobsasas97
97things
thingsthat
thatneed
needtotobebedone
doneright
right
now that will actually slow you down. Pick a few mission critical now
nowthat
thatwill
willactually
actuallyslow
slowyou
youdown.
down.Pick
Pickaafew
fewmission
missioncritical
critical
things and get them done. Dont get diverted by trivia. More help? things
thingsand
andgetgetthem
themdone.
done.Dont
Dontget
getdiverted
divertedby trivia.More
bytrivia. Morehelp?
help?
See #50 Priority Setting. SeeSee#50
#50Priority
PrioritySetting.
Setting.
8. Get organized. Some dont know the best way to get things 8.8.Get
Getorganized.
organized.Some Somedont
dontknow
knowthe thebest
bestway
waytotoget
getthings
things
done. There is a well established set of best practices for getting done.
done.There
Thereisisaawell
wellestablished
establishedset
setofofbest
bestpractices
practicesfor
forgetting
getting
work done efficiently and effectively. Formally they are known as work
workdone
doneefficiently
efficientlyand
andeffectively.
effectively.Formally
Formallythey
theyare
areknown
knownasas
Total Quality Management and Process Re-Engineering. If you are Total
TotalQuality
QualityManagement
Managementand andProcess
ProcessRe-Engineering.
Re-Engineering.IfIfyou
youare
are
not disciplined in how you design work for yourself and others, not
notdisciplined
disciplinedininhow
howyouyoudesign
designwork
workforforyourself
yourselfand
andothers,
others,
and are late taking action because of it, buy one book on each of and
andare
arelate
latetaking
takingaction
actionbecause
becauseofofit,it,buy
buyone
onebook
bookononeach
eachofof
these topics. Go to one workshop on efficient and effective work these
thesetopics.
topics.GoGototoone
oneworkshop
workshopon onefficient
efficientand
andeffective
effectivework
work
design. More help? See #52 Process Management and #63 Total design.More
design. Morehelp?
help?See
See#52
#52Process
ProcessManagement
Managementand and#63
#63Total
Total
Quality Management/Re-Engineering. Quality
QualityManagement/Re-Engineering.
Management/Re-Engineering.
4 44
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
ACTIONORIENTED
ORIENTED
9. Afraid to get others involved? Taking action requires that 9.9.Afraid

Afraidto toget
getothers
othersinvolved?
involved?TakingTakingaction
actionrequires
requiresthat
that
you get others on board. Work on your influence and selling skills. you
youget
getothers
othersononboard.
board.Work
Workon onyour
yourinfluence
influenceandandselling
sellingskills.
skills.
Lay out the business reason for the action. Think about how you Lay
Layout
outthe
thebusiness
businessreason
reasonfor
forthe
theaction.
action.Think
Thinkabout
abouthow
howyou you
can help everybody win with the action. Get others involved can
canhelp
helpeverybody
everybodywin winwith
withthe
theaction.
action.Get
Getothers
othersinvolved
involved
before you have to take action. Involved people are easier to before
beforeyou
youhave
havetototake
takeaction.
action.Involved
Involvedpeople
peopleare
areeasier
easiertoto
influence. Learn better negotiation skills. Learn to bargain and influence.
influence.Learn
Learnbetter
betternegotiation
negotiationskills.
skills.Learn
Learntotobargain
bargainandand
trade. More help? See #31 Interpersonal Savvy, #37 Negotiating, trade.More
trade. Morehelp?
help?See
See#31
#31Interpersonal
InterpersonalSavvy,
Savvy,#37
#37Negotiating,
Negotiating,
and #39 Organizing. and
and#39
#39Organizing.
Organizing.
10. Not committed? Maybe you are giving as much to work as 10.
10.NotNotcommitted?
committed?Maybe Maybeyou youare
aregiving
givingasasmuch
muchtotowork
workasas
you care to give. Maybe you have made a life/work balance you
youcare
caretotogive.
give.Maybe
Maybeyou youhave
havemade
madeaalife/work
life/workbalance
balance
decision that leads you to a fair days work for a fair days pay decision
decisionthat
thatleads
leadsyou
youtotoaafair
fairdays
dayswork
workfor foraafair
fairdays
dayspay
pay
mode of operating. No more. No less. That is an admirable mode
modeofofoperating.
operating.No Nomore.
more.No Noless.
less.That
Thatisisan
anadmirable
admirable
decision. Certainly one you can and should make. Problem is, you decision.
decision.Certainly
Certainlyoneoneyouyoucan
canand
andshould
shouldmake.
make.Problem
Problemis,is,you
you
may be in a job where thats not enough. Otherwise people would may
maybe beininaajob
jobwhere
wherethats
thatsnot
notenough.
enough.Otherwise
Otherwisepeople
peoplewould
would
not have given you this rating. You might want to talk to your not
nothave
havegiven
givenyouyouthis
thisrating.
rating.You
Youmight
mightwantwanttototalk
talktotoyour
your
boss to get transferred to a more comfortable job for you; one boss
bosstotoget
gettransferred
transferredtotoaamore
morecomfortable
comfortablejob jobfor
foryou;
you;one
one
that doesnt take as much effort and require as much action that
thatdoesnt
doesnttaketakeasasmuch
mucheffort
effortand
andrequire
requireasasmuch
muchaction
action
initiation on your part. You may even think about moving down to initiation
initiationononyour
yourpart.
part.You
Youmaymayeven
eventhink
thinkabout
aboutmoving
movingdowndowntoto
1
1
the job level where your balance between quality of life, and effort the
thejob
joblevel
levelwhere
whereyour
yourbalance
balancebetween
betweenquality
qualityofoflife,
life,and
andeffort
effort
and hours required of you at work are more balanced. and
andhours
hoursrequired
requiredofofyou
youatatwork
workarearemore
morebalanced.
balanced.
SUGGESTED READINGS SUGGESTED

SUGGESTEDREADINGS
READINGS
Bandrowski, James F. Corporate Imagination Plus Five steps to Bandrowski, JamesF.F.Corporate
Bandrowski,James CorporateImagination
ImaginationPlus
PlusFive
Fivesteps
stepstoto
translating innovative strategies into action. New York: Macmillan, translating
translatinginnovative
innovativestrategies
strategiesinto
intoaction.
action.New
NewYork:
York:Macmillan,
Macmillan,
Inc., 1990. Inc.,
Inc.,1990.
1990.
Belasco, James A. and Jerre Stead. Soaring with the Phoenix Belasco,
Belasco,James
JamesA.A.and
andJerre Stead.Soaring
JerreStead. Soaringwith
withthe
thePhoenix
Phoenix
Renewing the vision, reviving the spirit, and re-creating the success Renewing
Renewingthe thevision,
vision,reviving
revivingthe
thespirit,
spirit,and
andre-creating
re-creatingthe
thesuccess
success
of your company. New York: Warner Books, 1999. ofofyour
yourcompany.
company.NewNewYork:
York:Warner
WarnerBooks,
Books,1999.
1999.
Conger, Jay A., Gretchen M. Spreitzer and Edward E. Lawler III, Conger,
Conger,Jay
JayA.,
A.,Gretchen
GretchenM.M.Spreitzer
Spreitzerand
andEdward
EdwardE.E.Lawler
LawlerIII,
III,
editors. The leaders change handbook: an essential guide to setting editors.The
editors. Theleaders
leaderschange
changehandbook:
handbook:an anessential
essentialguide
guidetotosetting
setting
direction and taking action. San Francisco, CA: Jossey-Bass, 1999. direction
directionand
andtaking
takingaction.
action.San
SanFrancisco,
Francisco,CA:
CA:Jossey-Bass,
Jossey-Bass,1999.
1999.
Kaplan, Robert S. and David P. Norton. The Balanced Scorecard: Kaplan,
Kaplan,Robert
RobertS.S.and
andDavid Norton.The
DavidP.P.Norton. TheBalanced
BalancedScorecard:
Scorecard:
Translating strategy into action. Boston: Harvard Business School Translating
Translatingstrategy
strategyinto
intoaction.
action.Boston:
Boston:Harvard
HarvardBusiness
BusinessSchool
School
Press, 1996. Press,
Press,1996.
1996.
Powell, Colin L. with Joseph E. Persico. My American Journey. New Powell,
Powell,Colin
ColinL.L.with
withJoseph Persico.My
JosephE.E.Persico. MyAmerican
AmericanJourney.
Journey.New
New
York: Random House, 1995. York:
York:Random
RandomHouse,
House,1995.
1995.
continued continued
continued
5 55
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
ACTIONORIENTED
ORIENTED
Powell, Colin L. with Joseph E. Persico. My American Journey Powell,

Powell,Colin
ColinL.L.with
withJoseph Persico.My
JosephE.E.Persico. MyAmerican
AmericanJourney
Journey
[sound recording]. New York: Random House Audiobooks,1995. [sound
[soundrecording].
recording].NewNewYork:
York:Random
RandomHouse
HouseAudiobooks,1995.
Audiobooks,1995.
...or... ...or...
...or...
Roth, David. Sacred Honor: A biography of Colin Powell. San Roth, David.Sacred
Roth,David. SacredHonor:
Honor:AAbiography
biographyofofColin
ColinPowell.
Powell.San
San
Francisco: Harper, 1993. Francisco:
Francisco:Harper,
Harper,1993.
1993.
Roth, David. Sacred Honor: A biography of Colin Powell [sound Roth,
Roth,David.
David.Sacred Honor:AAbiography
SacredHonor: biographyofofColin
ColinPowell
Powell [sound
[sound
recording]. Grand Rapids, Mich.: Audio Pages, 1993. recording].
recording].Grand
GrandRapids,
Rapids,Mich.:
Mich.:Audio
AudioPages,
Pages,1993.
1993.
6 66
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
2 22
DEALING WITH AMBIGUITY DEALING
DEALING WITH
WITH AMBIGUITY
AMBIGUITY
UNSKILLED UNSKILLED
UNSKILLED
Not comfortable with change or uncertainty Not
Notcomfortable
comfortablewith withchange
changeororuncertainty
uncertainty
May not do well on fuzzy problems with no clear solution or May
Maynotnotdo dowell
wellononfuzzy
fuzzyproblems
problemswith
withno
noclear
clearsolution
solutionoror
outcome outcome
outcome
May prefer more data than others, and structure over uncertainty May
Mayprefer
prefermore
moredata
datathan
thanothers,
others,and
andstructure
structureover
overuncertainty
uncertainty
DEALING WITH AMBIGUITY

Prefers things tacked down and sure Prefers
Prefersthings
thingstacked
tackeddown
downandandsure
sure
Less efficient and productive under ambiguity Less
Lessefficient
efficientandandproductive
productiveunder
underambiguity
ambiguity
Too quick to close Too
Tooquick
quicktotoclose
close
May have a strong need to finish everything May
Mayhave
haveaastrong
strongneed
needtotofinish
finisheverything
everything
May like to do things the same way time after time May
Maylike
liketotodo
dothings
thingsthe
thesame
samewaywaytime
timeafter
aftertime
time
SKILLED SKILLED
SKILLED
Can effectively cope with change Can
Caneffectively
effectivelycope
copewith
withchange
change
Can shift gears comfortably Can
Canshift
shiftgears
gearscomfortably
comfortably
Can decide and act without having the total picture Can
Candecide
decideand
andact
actwithout
withouthaving
havingthe
thetotal
totalpicture
picture
2
2
Isnt upset when things are up in the air Isnt
Isntupset
upsetwhen
whenthings
thingsare
areupupininthe
theair
air
Doesnt have to finish things before moving on Doesnt
Doesnthave
havetotofinish
finishthings
thingsbefore
beforemoving
movingon on
Can comfortably handle risk and uncertainty Can
Cancomfortably
comfortablyhandle
handlerisk
riskand
anduncertainty
uncertainty

OVERUSEDSKILL
SKILL
May move to conclusions without enough data May
Maymove
movetotoconclusions
conclusionswithout
withoutenough
enoughdatadata
May fill in gaps by adding things that arent there May
Mayfill
filliningaps
gapsby
byadding
addingthings
thingsthat
thatarent
arentthere
there
May frustrate others by not getting specific enough May
Mayfrustrate
frustrateothers
othersby
bynot
notgetting
gettingspecific
specificenough
enough
May undervalue orderly problem solving May
Mayundervalue
undervalueorderly
orderlyproblem
problemsolving
solving
May reject precedent and history May
Mayreject
rejectprecedent
precedentand
andhistory
history
May err toward the new and risky at the expense of proven May
Mayerr
errtoward
towardthe
thenew
newandandrisky
riskyatatthe
theexpense
expenseofofproven
proven
solutions solutions
solutions
May over-complicate things May
Mayover-complicate
over-complicatethings
things
Selectone
onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensatefor foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 5, 17, 24, 30, 35, 39, 40, 47, 50, 51, 52, 59, 61, COMPENSATORS:
COMPENSATORS:5,5,17,
17,24,
24,30,
30,35,
35,39,
39,40,
40,47,
47,50,
50,51,
51,52,
52,59,
59,61,
61,
63 63
63
7 77
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEALINGWITH
WITHAMBIGUITY
AMBIGUITY
SOME CAUSES SOME

SOMECAUSES
CAUSES
Avoid criticism Avoid
Avoidcriticism
criticism
Avoid risk Avoid
Avoidrisk
risk
Disorganized Disorganized
Disorganized
Get overwhelmed Get
Getoverwhelmed
overwhelmed
Like structure and control Like
Likestructure
structureand
andcontrol
control
Perfectionist
THE MAP THE

THEMAP
MAP
According to studies, 90% of the problems of middle managers According
Accordingtotostudies,
studies,90%90%ofofthe theproblems
problemsofofmiddle
middlemanagers
managers
and above are ambiguous its neither clear what the problem is and
andabove
aboveareareambiguous
ambiguousits itsneither
neitherclear
clearwhatwhatthetheproblem
problemisis
nor what the solution is. The higher you go, the more ambiguous nor
norwhat
whatthethesolution
solutionis.is.The
Thehigher
higheryou
yougo,go,the themore
moreambiguous
ambiguous
things get. Most people with a brain, given unlimited time and things
thingsget.
get.Most
Mostpeople
peoplewith
withaabrain,
brain,given
givenunlimited
unlimitedtimetimeand
and
100% of the information, could make accurate and good decisions. 100%
100%ofofthe theinformation,
information,couldcouldmake
makeaccurate
accurateand andgood
gooddecisions.
decisions.
Most people, given access to how this specific problem has been Most
Mostpeople,
people,given
givenaccess
accesstotohowhowthis
thisspecific
specificproblem
problemhas hasbeen
been
solved hundreds of times before, could repeat the right decision. solved
solvedhundreds
hundredsofoftimes
timesbefore,
before,could
couldrepeat
repeatthe theright
rightdecision.
decision.
The real rewards go to those who can comfortably make more The
Thereal
realrewards
rewardsgo gototothose
thosewhowhocan cancomfortably
comfortablymake makemore
more
good decisions than bad with less than all of the information, in good
gooddecisions
decisionsthan
thanbad
badwith
withless
lessthan
thanallallofofthe
theinformation,
information,inin
less time, with few or no precedents on how it was solved before. less
lesstime,
time,with
withfew
feworornonoprecedents
precedentson onhowhowititwaswassolved
solvedbefore.
before.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Incrementalism. The essence of dealing comfortably with 1.1.Incrementalism.
Incrementalism.The Theessence
essenceofofdealing
dealingcomfortably
comfortablywith with
uncertainty is the tolerance of errors and mistakes, and absorbing uncertainty
uncertaintyisisthethetolerance
toleranceofoferrors
errorsand andmistakes,
mistakes,and andabsorbing
absorbing
the possible heat and criticism that follow. Acting on an ill-defined the
thepossible
possibleheat
heatand andcriticism
criticismthat
thatfollow.
follow.Acting
Actingon onan anill-defined
ill-defined
problem with no precedents to follow means shooting in the dark problem
problemwith withnonoprecedents
precedentstotofollow
followmeans
meansshooting
shootingininthe thedark
dark
with as informed a decision as you can make at the time. People with
withasasinformed
informedaadecision
decisionasasyouyoucancanmake
makeatatthe thetime.
time.People
People
who are good at this are incrementalists. They make a series of who
whoare aregood
goodatatthis thisare
areincrementalists.
incrementalists.They Theymake
makeaaseriesseriesofof
smaller decisions, get instant feedback, correct the course, get a smaller
smallerdecisions,
decisions,get getinstant
instantfeedback,
feedback,correct
correctthe thecourse,
course,get getaa
little more data, move forward a little more, until the bigger little
littlemore
moredata,
data,move
moveforward
forwardaalittle
littlemore,
more,until
untilthethebigger
bigger
problem is under control. They dont try to get it right the first problem
problemisisunder
undercontrol.
control.TheyTheydont
donttrytrytotoget
getititright
rightthethefirst
first
time. Many problem-solving studies show that the second or third time.
time.ManyManyproblem-solving
problem-solvingstudies studiesshowshowthatthatthe
thesecond
secondororthirdthird
try is when we really understand the underlying dynamics of try
tryisiswhen
whenwe wereally
reallyunderstand
understandthe theunderlying
underlyingdynamics
dynamicsofof
problems. They also know that the more uncertain the situation is, problems.
problems.They Theyalsoalsoknowknowthatthatthe
themore
moreuncertain
uncertainthe thesituation
situationis,is,
the more likely it is they will make mistakes in the beginning. So the
themore
morelikely
likelyititisisthey
theywill
willmake
makemistakes
mistakesininthethebeginning.
beginning.So So
you need to work on two practices. Start small so you can recover you
youneedneedtotowork
workon ontwo
twopractices.
practices.Start
Startsmall
smallso soyou
youcancanrecover
recover
more quickly. Do little somethings as soon as you can and get more
morequickly.
quickly.Do
Dolittle
littlesomethings
somethingsasassoon soonasasyou
youcan canandandget get
used to heat. used
usedtotoheat.
heat.
8 88
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEALINGWITH
WITHAMBIGUITY
AMBIGUITY
2. Perfectionist? Need or prefer or want to be 100% sure? Lots 2.2.Perfectionist?

Perfectionist?Need Needororprefer
preferororwant
wanttotobe be100%
100%sure? sure?Lots
Lots
might prefer that. Perfectionism is tough to let go of because most might
mightprefer
preferthat.
that.Perfectionism
Perfectionismisistough
toughtotoletletgogoofofbecause
becausemost
most
people see it as a positive trait for themselves. Recognize your people
peopleseeseeititasasaapositive
positivetrait
traitfor
forthemselves.
themselves.Recognize
Recognizeyour your
perfectionism for what it might be collecting more information perfectionism
perfectionismfor forwhat
whatititmight
mightbe becollecting
collectingmoremoreinformation
information
than others to improve your confidence in making a fault-free than
thanothers
otherstotoimprove
improveyour yourconfidence
confidenceininmaking
makingaafault-free
fault-free
decision and thereby avoiding risk and criticism. Try to decrease decision
decisionandandthereby
therebyavoiding
avoidingriskriskand
andcriticism.
criticism.Try Trytotodecrease
decrease
your need for data and your need to be right all the time slightly your
yourneed
needforfordata
dataand andyour
yourneed
needtotobe beright
rightall
allthe
thetime
timeslightly
slightly
every week until you reach a more reasonable balance between every
everyweek
weekuntil
untilyouyoureach
reachaamore
morereasonable
reasonablebalance
balancebetween
between
thinking it through and taking action. Try making some small thinking
thinkingititthrough
throughand andtaking
takingaction.
action.Try
Trymaking
makingsome somesmallsmall

decisions on little or no data. Anyone with a brain and 100% of decisions
decisionson onlittle
littleororno
nodata.
data.Anyone
Anyonewithwithaabrain
brainand and100%100%ofof
the data can make good decisions. The real test is who can act the the
thedata
datacan
canmake
makegood gooddecisions.
decisions.The Thereal
realtest
testisiswho
whocan canactactthe
the
soonest with a reasonable amount, but not all, of the data. Some soonest
soonestwith
withaareasonable
reasonableamount,
amount,but butnot
notall,
all,ofofthe
thedata.
data.Some
Some
studies suggest successful general managers are about 65% studies
studiessuggest
suggestsuccessful
successfulgeneral
generalmanagers
about65% 65%
correct. Trust your intuition. Let your brain do the calculations. correct.
correct.Trust
Trustyour
yourintuition.
intuition.Let
Letyour
yourbrain
braindodothethecalculations.
calculations.
3. Stuck with what you know? Do you feel best when you 3.3.Stuck
Stuckwithwithwhatwhatyou youknow?
know?Do Doyou
youfeel
feelbest
bestwhen
whenyou you
know everything thats going on around you and are in control? know
knoweverything
everythingthats
thatsgoing
goingononaround
aroundyou
youand
andareareinincontrol?
control?
Most do. Few are motivated by uncertainty and chaos. But many Most
Mostdo.do.Few
Feware aremotivated
motivatedby byuncertainty
uncertaintyand
andchaos.
chaos.But Butmany
many
are challenged by it. They enjoy solving problems no one has are
arechallenged
challengedby byit.it.They
Theyenjoy
enjoysolving
solvingproblems
problemsno noone
onehas has
2
2
solved before. They enjoy cutting paths where no one has been solved
solvedbefore.
before.They
Theyenjoyenjoycutting
cuttingpaths
pathswhere
whereno noone
onehas hasbeen
been
before. You need to become more comfortable being a pioneer. before.
before.YouYouneed
needtotobecome
becomemore
morecomfortable
comfortablebeing
beingaapioneer.
pioneer.
Explore new ground. Learn new things. Practice in your life. Go to Explore
Explorenewnewground.
ground.Learn Learnnew
newthings.
things.Practice
Practiceininyour
yourlife.
life.Go
Gototo
theme restaurants you know nothing about. Vacation at places theme
themerestaurants
restaurantsyou youknow
knownothing
nothingabout.
about.Vacation
Vacationatatplaces
places
without doing a lot of research. Go to ethnic festivals for groups without
withoutdoing
doingaalot lotofofresearch.
research.GoGototoethnic
ethnicfestivals
festivalsforforgroups
groups
you have little knowledge about. you
youhave
havelittle
littleknowledge
knowledgeabout. about.
4. Disorganized? Under uncertainty, you have to put the keel in 4.4.Disorganized?
Disorganized?Under Underuncertainty,
uncertainty,you youhave
havetotoput
putthethekeel
keelinin
the water yourself. You need to set tight priorities. Focus on the the
thewater
wateryourself.
yourself.You
Youneed
needtotoset
settight
tightpriorities.
priorities.Focus
Focuson onthethe
mission-critical few. Dont get diverted by trivia. Get better mission-critical
mission-criticalfew.
few.Dont
Dontget
getdiverted
divertedby bytrivia.
trivia.Get
Getbetter
better
organized and disciplined. There is a well-established set of best organized
organizedandanddisciplined.
disciplined.There
Thereisisaawell-established
well-establishedset setofofbest
best
practices for getting work done efficiently and effectively. If you practices
practicesfor
forgetting
gettingwork
workdone
doneefficiently
efficientlyandandeffectively.
effectively.IfIfyou
you
are not disciplined in how you design work for yourself and others are
arenot
notdisciplined
disciplinedininhow
howyouyoudesign
designworkworkforforyourself
yourselfand
andothers
others
and are late taking action because of it, buy books on both Total and
andare
arelate
latetaking
takingaction
actionbecause
buybooks
booksononboth
bothTotalTotal
Quality Management and Process Re-Engineering. Go to one Quality
QualityManagement
Re-Engineering.Go Gototoone
one
workshop on efficient and effective work design. More help? workshop
efficientand
andeffective
effectivework design.More
workdesign. Morehelp?
help?
See #50 Priority Setting, #52 Process Management, and #63 Total See
See#50
#50Priority
PrioritySetting,
Setting,#52
#52Process
ProcessManagement,
Management,and and#63#63Total
Total
Quality Management/Re-Engineering. Quality
QualityManagement/Re-Engineering.
5. Problem definition. Under uncertainty, it really helps to get 5.5.Problem
Problemdefinition.
definition.Under
Underuncertainty,
uncertainty,ititreally
reallyhelps
helpstotoget
get
as firm a handle as possible on the problem. Figure out what asasfirm
firmaahandle
handleasaspossible
possibleon
onthe
theproblem.
problem.Figure
Figureout outwhat
what
causes it. Keep asking why. See how many causes you can come causes
causesit.it.Keep
Keepasking
askingwhy.
why.See
Seehow
howmany
manycauses
causesyou youcan
cancome
come
9 99
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEALINGWITH
WITHAMBIGUITY
AMBIGUITY
up with and how many organizing buckets you can put them in. up
upwith
withand
andhow
howmanymanyorganizing
organizingbuckets
bucketsyou
youcan
canput
putthem
themin.
in.
This increases the chance of a better solution because you can see This
Thisincreases
increasesthe
thechance
chanceofofaabetter
bettersolution
solutionbecause
becauseyou
youcan
cansee
see
more connections. The evidence from decision-making research more
moreconnections.
connections.TheTheevidence
evidencefrom
fromdecision-making
decision-makingresearch
research
makes it clear that thorough problem definition with appropriate makes
makesititclear
clearthat
thatthorough
thoroughproblem
problemdefinition
definitionwith
withappropriate
appropriate
questions to answer lead to better decisions. Focusing on solutions questions
questionstotoanswer
answerleadleadtotobetter
betterdecisions.
decisions.Focusing
Focusingon
onsolutions
solutions
or information first often slows things down since we have no ororinformation
informationfirst
firstoften
oftenslows
slowsthings
thingsdown
downsince
sincewe
wehave
havenono
conceptual buckets in which to organize our thinking. Learn to ask conceptual
conceptualbuckets
bucketsininwhich
whichtotoorganize
organizeour
ourthinking.
thinking.Learn
Learntotoask
ask
more questions. In one study of problem solving, 7% of more
morequestions.
questions.InInone
onestudy
studyofofproblem
problemsolving,
solving,7%
7%ofof
comments were questions and about half were solutions. comments
commentswere werequestions
questionsand andabout
abouthalf
halfwere
weresolutions.
solutions.
6. Visualize the problem. Complex processes or problems 6.6.Visualize
Visualizethe theproblem.
problem.Complex Complexprocesses
processesororproblems
problems
with a lot of uncertainty are hard to understand. They tend to be a with
withaalot lotofofuncertainty
uncertaintyare arehard
hardtotounderstand.
understand.They Theytend
tendtotobebeaa
hopeless maze unless they are put in a visual format. One hopeless
hopelessmaze mazeunless
unlessthey
theyareareputputininaavisual
visualformat.
format.OneOne
technique is a pictorial chart called a storyboard where a process technique
techniqueisisaapictorial
pictorialchart
chartcalled
calledaastoryboard
storyboardwherewhereaaprocess
process
or vision or strategy is illustrated by its components being depicted ororvision
visionororstrategy
strategyisisillustrated
illustratedby byits
itscomponents
componentsbeing beingdepicted
depicted
as pictures. A variation of this is to do the old pro and con, +s and asaspictures.
pictures.AAvariation
variationofofthis
thisisistotododothetheoldoldpro
proand
andcon,
con,+s
+sand
and
-s of a problem and process, then flow chart those according to -s-sofofaaproblem
problemand andprocess,
process,thenthenflow flowchart
chartthose
thoseaccording
accordingtoto
whats working and not working. Another is the wishbone whats
whatsworking
workingand andnot
notworking.
working.Another
Anotherisisthe thewishbone
wishbone
diagram used in Total Quality Management. It is a method of diagram
diagramused usedininTotal
TotalQuality
QualityManagement.
Management.ItItisisaamethod methodofof
breaking down the causes of a problem into categories. Buy a breaking
breakingdown downthe thecauses
causesofofaaproblem
probleminto intocategories.
categories.Buy
Buyaa
flow charting software program like ABC FlowCharter 4.0 to help flow
flowcharting
chartingsoftware
softwareprogram
programlike likeABC FlowCharter4.0
ABCFlowCharter 4.0totohelp
help
you visualize problems quickly. you
youvisualize
visualizeproblems
problemsquickly.
quickly.
7. Develop a philosophical stance toward failure/ 7.7.Develop
Developaaphilosophical
philosophicalstance stancetoward
towardfailure/
failure/
criticism. After all, most innovations fail, most proposals fail, criticism.
criticism.AfterAfterall,
all,most
mostinnovations
innovationsfail,
fail,most
mostproposals
proposalsfail,fail,
most change efforts fail, anything worth doing takes repeated most
mostchange
changeefforts
effortsfail,
fail,anything
anythingworth
worthdoing
doingtakes
takesrepeated
repeated
effort. To increase learning from your mistakes, design feedback effort.
effort.To
Toincrease
increaselearning
learningfromfromyouryourmistakes,
mistakes,design
designfeedback
feedback
loops to be as immediate as possible. The faster and the more loops
loopstotobe
beasasimmediate
immediateasaspossible.
possible.The
Thefaster
fasterand
andthe
themoremore
frequent the cycles, the more opportunities to learn if we do one frequent
frequentthethecycles,
cycles,thethemore
moreopportunities
opportunitiestotolearn
learnififwewedodooneone
smaller thing a day for three days instead of one bigger thing in smaller
smallerthing
thingaaday dayforforthree
threedays
daysinstead
insteadofofone
onebigger
biggerthing
thinginin
three, we triple our learning opportunities. There will be many three,
three,wewetriple
tripleour
ourlearning
learningopportunities.
opportunities.There
Therewill
willbebemany
many
mistakes and failures; after all, since youre not sure, its very likely mistakes
mistakesandandfailures;
failures;after
afterall,
all,since
sinceyoure
yourenotnotsure,
sure,its
itsvery
verylikely
likely
no one else knows what to do either. They just have a right to no
noone
oneelse
elseknows
knowswhatwhattotodo doeither.
either.They
Theyjust
justhave
haveaaright
righttoto
comment on your errors. The best tack when confronted with a comment
commenton onyour
yourerrors.
errors.TheThebest
besttack
tackwhen
whenconfronted
confrontedwith withaa
mistake is to say What can we learn from this? More help? mistake
mistakeisistotosay
sayWhat
Whatcan canwewelearn
learnfrom this?More
fromthis? Morehelp?help?
See #45 Personal Learning. See
See#45
#45Personal
PersonalLearning.
Learning.
8. Stress. Some get stressed with increased ambiguity and 8.8.Stress.
Stress.Some
Someget getstressed
stressedwith
withincreased
increasedambiguity
ambiguityand
and
uncertainty. We lose our anchor. We are not at our best when we are uncertainty.
uncertainty.We
Welose
loseour
ouranchor.
anchor.We
Wearearenot
notatatour
ourbest
bestwhen
whenwe weare
are
anxious, frustrated, upset or when we lose our cool. What brings out anxious,
anxious,frustrated,
frustrated,upset
upsetororwhen
whenwewelose
loseour
ourcool.
cool.What
Whatbrings
bringsout
out
your emotional response? Write down why you get anxious when your
youremotional
emotionalresponse?
response?Write
Writedown
downwhy whyyou
yougetgetanxious
anxiouswhen
when
10 10
10
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEALINGWITH
WITHAMBIGUITY
AMBIGUITY
you dont know what to do; dont want to make a mistake; afraid of you
youdont
dontknow
knowwhatwhattotodo;
do;dont
dontwant
wanttotomake
makeaamistake;
mistake;afraid
afraidofof
the unknown consequences; dont have the confidence to act. When the
theunknown
unknownconsequences;
consequences;dontdonthave
havethe
theconfidence
confidencetotoact.
act.When
When
you get emotional, drop the problem for awhile. Go do something you
youget
getemotional,
emotional,drop
dropthe
theproblem
problemfor
forawhile.
awhile.Go
Godo
dosomething
something
else. Come back to it when you are under better control. Let your else.
else.Come
Comeback
backtotoititwhen
whenyou
youare
areunder
underbetter
bettercontrol.
control.Let
Letyour
your
brain work on it while you do something safer. More help? See #11 brain
brainwork
workononititwhile
whileyou
youdodosomething safer.More
somethingsafer. Morehelp?
help?See
See#11
#11
Composure and #107 Lack of Composure. Composure
Composureand and#107
#107Lack
LackofofComposure.
Composure.
9. Change is letting go of one trapeze in the air to 9.9.Change
Changeisisletting
lettinggo goofofone
onetrapeze
trapezein inthe
theairairto
to
catch the next one. For a small amount of time, you have hold catch
catchthe thenext
nextone.one.ForForaasmall
smallamount
amountofoftime,
time,you
youhave
haveholdhold

of nothing but thin air. The second gets you to a new platform ofofnothing
nothingbutbutthin
thinair.
air.The
Thesecond
secondgets getsyou
youtotoaanew
newplatform
platform
and a new place. If you hang on to the first one, afraid you will and
andaanewnewplace.
place.IfIfyou
youhang
hangon ontotothe
thefirst
firstone,
one,afraid
afraidyou
youwill
will
fall, you will always return to the same old platform; safe but not fall,
fall,you
youwill
willalways
alwaysreturn
returntotothe
thesame
sameoldoldplatform;
platform;safe
safebut
butnot not
new or different. Change is letting go. Stay informed about new
neworordifferent.
different.Change
Changeisisletting
lettinggo.
go.Stay
Stayinformed
informedabout
about
business/technological change and ask what it means for your business/technological
business/technologicalchange changeand andask
askwhat
whatititmeans
meansforforyour
your
work. Visualize a different and better outcome. Talk about it. Invite work.
work.Visualize
Visualizeaadifferent
differentand
andbetter
betteroutcome.
outcome.Talk Talkabout
aboutit.it.Invite
Invite
ideas. Interview those who have successfully pulled off changes. ideas.
ideas.Interview
Interviewthose
thosewho whohave
havesuccessfully
successfullypulled
pulledoff
offchanges.
changes.
Experiment. The more you do this, the more comfortable youll Experiment.
Experiment.The Themore
moreyou youdo
dothis,
this,the
themore
morecomfortable
comfortableyoull
youll
feel. To better understand dealing with change, read The Future of feel.
feel.ToTobetter
betterunderstand
understanddealing
dealingwithwithchange,
change,readreadThe
TheFuture
Futureofof
Leadership by White, Hodgson and Crainer. Leadership
Leadershipby byWhite,
White,Hodgson
Hodgsonand andCrainer.
Crainer.
2
2
10. Finishing. Do you prefer to finish what you have started? 10.
10.Finishing.
Finishing.Do Doyou
youprefer
prefertotofinish
finishwhat
whatyou
youhave
havestarted?
started?
Do you have a high need to complete tasks? Wrap them up in nice Do
Doyou
youhave
haveaahigh
highneed
needtotocomplete
completetasks?
tasks?Wrap
Wrapthemthemup upininnice
nice
clean packages? Working well with ambiguity and under clean
cleanpackages?
packages?Working
Workingwellwellwith
withambiguity
ambiguityandandunder
under
uncertainty means moving from incomplete task to incomplete uncertainty
uncertaintymeans
meansmoving
movingfromfromincomplete
incompletetasktasktotoincomplete
incomplete
task. Some may be abandoned, some may never be finished. task.
task.Some
Somemaymaybebeabandoned,
abandoned,some somemay maynever
neverbe befinished.
finished.
Theyll probably only ever get 80% done and youll constantly Theyll
Theyllprobably
probablyonly
onlyever
everget
get80%
80%done doneand
andyoull
youllconstantly
constantly
have to edit your actions and decisions. Change your internal have
havetotoedit
edityour
youractions
actionsand
anddecisions.
decisions.Change
Changeyouryourinternal
internal
reward process toward feeling good about fixing mistakes and reward
rewardprocess
processtoward
towardfeeling
feelinggood
goodaboutaboutfixing
fixingmistakes
mistakesand and
moving things forward incrementally, more than finishing any moving
movingthings
thingsforward
forwardincrementally,
incrementally,more morethan
thanfinishing
finishingany any
given project. given
givenproject.
project.

SUGGESTEDREADINGS
READINGS
Handy, Charles. The Gods of Management. London: Oxford Handy, Charles.The
Handy,Charles. TheGods
GodsofofManagement.
Management.London:
London:Oxford
Oxford
University Press, 1995. University
UniversityPress,
Press,1995.
1995.
Kotter, John P. Leading Change. Boston: Harvard Business School Kotter, JohnP.P.Leading
Kotter,John LeadingChange.
Change.Boston:
Boston:Harvard
HarvardBusiness
BusinessSchool
School
Press, 1996. Press,
Press,1996.
1996.
Macdonald, John. Calling a Halt to Mindless Change. New York: Macdonald, John.Calling
Macdonald,John. CallingaaHalt
HalttotoMindless
MindlessChange.
Change.New
NewYork:
York:
AMACOM, 1998. AMACOM,
AMACOM,1998.
1998.
continued continued
continued
11 11
11
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEALING WITH AMBIGUITY DEALINGWITH
DEALING WITHAMBIGUITY
AMBIGUITY
Olesen, Erik. 12 Steps to Mastering the Winds of Change. New Olesen, Erik.12
Olesen,Erik. 12Steps
StepstotoMastering
Masteringthe
theWinds
WindsofofChange.
Change.New
New
York: Macmillan, 1993. York:
York:Macmillan,
Macmillan,1993.
1993.
OToole, James. Leading Change. Boston: Harvard Business School OToole, LeadingChange.
James.Leading
OToole,James. Change.Boston:
Boston:Harvard
HarvardBusiness
BusinessSchool
School
Press, 1996. Press,
Press,1996.
1996.
Price Waterhouse Change Integration Team. Better Change. Burr Price
PriceWaterhouse
WaterhouseChange ChangeIntegration Team.Better
IntegrationTeam. BetterChange.
Change.Burr
Burr
Ridge, IL: Irwin Professional Publishing, 1995. Ridge,
Ridge,IL:IL:Irwin
IrwinProfessional
ProfessionalPublishing,
Publishing,1995.
1995.
Stone, Florence M. The Managers Balancing Act. New York: Stone,
Stone,Florence M.The
FlorenceM. TheManagers
ManagersBalancing
BalancingAct.
Act.New
NewYork:
York:
AMACOM,1997.1997.
White, Randall P., Philip Hodgson and Stuart Crainer. The future of White,
White,Randall
RandallP.,P.,Philip
PhilipHodgson
HodgsonandandStuart Crainer.The
StuartCrainer. Thefuture
futureofof
leadership: Riding the corporate rapids into the 21st century. leadership:
leadership:Riding
Ridingthe thecorporate
corporaterapids
rapidsinto
intothe
the21st
21stcentury.
century.
Washington, DC: Pitman Publishing, 1996. Washington,
Washington,DC:DC:Pitman
PitmanPublishing,
Publishing,1996.
1996.
12 12
12
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
3 33
APPROACHABILITY APPROACHABILITY
APPROACHABILITY
UNSKILLED UNSKILLED
UNSKILLED
Distant, not easy to be around Distant,
Distant,not
noteasy
easytotobe
bearound
around
Not comfortable with first contacts Not
Notcomfortable
comfortablewith withfirst
firstcontacts
contacts
May be shy, cool or a person of few words May
Maybebeshy,
shy,cool
coolororaaperson
personofoffew
fewwords
words
Doesnt reveal much, hard to know what he/she is really like Doesnt
Doesntreveal
revealmuch,
much,hardhardtotoknow
knowwhatwhathe/she
he/sheisisreally
reallylike
like
Doesnt build rapport, may be a lets get on with it type Doesnt
Doesntbuild
buildrapport,
rapport,maymaybe beaalets
letsget
geton
onwith
withitittype
type
May be a poor listener or appear uninterested May
Maybebeaapoor
poorlistener
listenerororappear
appearuninterested
uninterested
APPROACHABILITY
APPROACHABILITY
APPROACHABILITY
May not pick up on social cues that others would recognize May
Maynot
notpick
pickup
upon onsocial
socialcues
cuesthat
thatothers
otherswould
wouldrecognize
recognize
May be tense May
Maybebetense
tense
Transactions dont go smoothly Transactions
Transactionsdont
dontgo gosmoothly
smoothly
SKILLED SKILLED
SKILLED
Is easy to approach and talk to IsIseasy
easytotoapproach
approachand andtalk
talktoto
Spends the extra effort to put others at ease Spends
Spendsthe theextra
extraeffort
efforttotoput
putothers
othersatatease
ease
Can be warm, pleasant, and gracious Can
Canbe bewarm,
warm,pleasant,
pleasant,andandgracious
gracious
3
3
3
Is sensitive to and patient with the interpersonal anxieties of IsIssensitive
sensitivetotoand
andpatient
patientwith
withthetheinterpersonal
interpersonalanxieties
anxietiesofof
others others
others
Builds rapport well Builds
Buildsrapport
rapportwell
well
Is a good listener IsIsaagood
goodlistener
listener
Is an early knower, getting informal and incomplete information in IsIsan
anearly
earlyknower,
knower,getting
gettinginformal
informaland
andincomplete
incompleteinformation
informationinin
time to do something about it time
timetotododosomething
somethingabout
aboutitit

OVERUSEDSKILL
SKILL
May waste too much time rapport building in meetings May
Maywaste
wastetoo toomuch
muchtime
timerapport
rapportbuilding
buildingininmeetings
meetings
May be misinterpreted as easy-going or easy to influence May
Maybebemisinterpreted
misinterpretedasaseasy-going
easy-goingororeasy
easytotoinfluence
influence
May have too strong a desire to be liked May
Mayhave
havetootoostrong
strongaadesire
desiretotobe
beliked
liked
May avoid necessary negative or unpleasant transactions May
Mayavoid
avoidnecessary
necessarynegative
negativeororunpleasant
unpleasanttransactions
transactions
May try to smooth over real issues and problems May
Maytrtry
y totosmooth
smoothover
overreal
realissues
issuesand
andproblems
problems
Select one to three of the competencies listed below to work on to Selectone
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate for an overuse of this skill. compensatefor
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 1, 5, 9, 12, 13, 16, 17, 20, 30, 34, 35, 37, 43, COMPENSATORS:1,1,5,5,9,9,12,
COMPENSATORS: 12,13,
13,16,
16,17,
17,20,
20,30,
30,34,
34,35,
35,37,
37,43,
43,
50, 53, 57, 65 50,53,
50, 53,57,
57,65
65
13 13
13
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
APPROACHABILITY
SOME CAUSES SOME

SOMECAUSES
CAUSES
Arrogant Arrogant
Arrogant
Insensitive Insensitive
Insensitive
Judgmental Judgmental
Judgmental
Not interpersonally skilled Not
Notinterpersonally
interpersonallyskilled
skilled
Not self confident Not
Notself
selfconfident
confident
Shy Shy
Shy
Busy, busy, busy Busy,
Busy,busy,
busy,busy
busy
Too intense; cant relax Too
Toointense;
intense;cant
cantrelax
relax
THE MAP THE

THEMAP
MAP
Being approachable means putting others at ease so that they can Being
Beingapproachable
approachablemeans meansputting
puttingothers
othersatatease
easesosothat
thatthey
theycan
can
be at their best. It means initiating rapport, listening, sharing, be
beatattheir
theirbest.
best.ItItmeans
meansinitiating
initiatingrapport,
rapport,listening,
listening,sharing,
sharing,
understanding and comforting. Approachable people get more understanding
understandingand andcomforting.
comforting.Approachable
Approachablepeople
peoplegetgetmore
more
information, know things earlier, and can get others to do more information,
information,know
knowthingsthingsearlier,
earlier,and
andcan
canget
getothers
otherstotodo
domore
more
things. People just like to have them around. things.
things.People
Peoplejust
justlike
liketotohave
havethem
themaround.
around.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. You start. Being approachable means you have to initiate the 1.1.You
Youstart.
start.Being
Beingapproachable
approachablemeansmeansyou youhave
havetotoinitiate
initiatethe
the
transaction. You have to put out your hand first. Make first eye transaction.
transaction.You
Youhave
havetotoput
putout
outyour
yourhand
handfirst.
first.Make
Makefirst
firsteye
eye
contact. You have to ask the first question or share the first piece contact.
contact.You
Youhave
havetotoask
askthe
thefirst
firstquestion
questionororshare
sharethe
thefirst
firstpiece
piece
of information. You have to make the first three minutes ofofinformation.
information.You
Youhave
havetotomake
makethe thefirst
firstthree
threeminutes
minutes
comfortable for the other person or group so they can accomplish comfortable
comfortableforforthe
theother
otherperson
personororgroup
groupso sothey
theycan
canaccomplish
accomplish
what they came to you to do. what
whatthey
theycame
cametotoyou
youtotodo.
do.
2. Listen. Approachable people are very good at listening. They 2.2.Listen.
Listen.Approachable
Approachablepeople
peopleare arevery
verygood
goodatatlistening.
listening.They
They
listen without interrupting. They ask clarifying questions. They listen
listenwithout
withoutinterrupting.
interrupting.They
Theyask
askclarifying
clarifyingquestions.
questions.They
They
dont instantly judge. They listen to understand. Judgment may dont
dontinstantly
instantlyjudge.
judge.They
Theylisten
listentotounderstand.
understand.Judgment
Judgmentmay may
come later. They restate what the other person has said to signal come
comelater.
later.They
Theyrestate
restatewhat
whatthe theother
otherperson
personhas hassaid
saidtotosignal
signal
understanding. They nod. They may jot down notes. Listeners understanding.
understanding.They Theynod.
nod.They
Theymaymayjotjotdown
downnotes.
notes.Listeners
Listeners
dont always offer advice or solutions unless its obvious the dont
dontalways
alwaysoffer
offeradvice
adviceororsolutions
solutionsunless
unlessits
itsobvious
obviousthethe
person wants to know what they would do. More help? See #33 person
personwants
wantstotoknow
knowwhat
whattheytheywould
woulddo. do.More
Morehelp?
help?See See#33
#33
Listening. Listening.
Listening.
3. Sharing. Approachable people share more information and 3.3.Sharing.
Sharing.Approachable
Approachablepeople
peopleshare
sharemore
moreinformation
informationand and
get more in return. Confide your thinking on a business issue and get
getmore
moreininreturn.
return.Confide
Confideyour
yourthinking
thinkingon onaabusiness
businessissue
issueand
and
invite the response of others. Pass on tidbits of information you invite
invitethe
theresponse
responseofofothers.
others.Pass
Passonontidbits
tidbitsofofinformation
informationyou you
think will help people do their jobs better or broaden their think
thinkwill
willhelp
helppeople
peopledo dotheir
theirjobs
jobsbetter
betterororbroaden
broadentheirtheir
perspective. Disclose some things about yourself. Its hard for perspective.
perspective.Disclose
Disclosesome
somethings
thingsabout
aboutyourself.
yourself.Its
Itshard
hardfor
for
people to relate to an enigma. Reveal things that people dont people
peopletotorelate
relatetotoan
anenigma.
enigma.Reveal
Revealthings
thingsthat
thatpeople
peopledont
dont
14 14
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MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
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Reserved.
APPROACHABILITY
need to know to do their jobs, but which will be interesting to need

needtotoknow
knowtotodo
dotheir
theirjobs,
jobs,but
butwhich
whichwill
willbe
beinteresting
interestingtoto
them and help them feel valued. More help? See #44 them
themand
andhelp
helpthem
themfeel valued. More
feelvalued. Morehelp?
help?See
See#44
#44
Personal Disclosure. Personal
PersonalDisclosure.
Disclosure.
4. Personalizing. Approachable people work to know and 4.4.Personalizing.
Personalizing.Approachable
Approachablepeople peoplework
worktotoknow
knowand and
remember important things about the people they work around, remember
rememberimportant
importantthings
thingsabout
aboutthe thepeople
peoplethey
theywork
workaround,
around,
for, and with. Know three things about everybody their interests for,
for,and
andwith.
with.Know
Knowthree
threethings
thingsabout
abouteverybody
everybodytheir
theirinterests
interests
or their children or something you can chat about other than the orortheir
theirchildren
childrenororsomething
somethingyou youcancanchat
chatabout
aboutother
otherthan
thanthe
the
business agenda. Treat life as a small world. If you ask a few business
businessagenda.
agenda.Treat
Treatlife
lifeasasaasmall
smallworld.
world.IfIfyou
youaskaskaafew
few
questions, youll find you have something in common with questions,
questions,youll
youllfind
findyou
youhavehavesomething
somethinginincommon
commonwith with
virtually anyone. Establish things you can talk about with each virtually
virtuallyanyone.
anyone.Establish
Establishthings
thingsyouyoucancantalk
talkabout
aboutwith
witheach
each
APPROACHABILITY
APPROACHABILITY
APPROACHABILITY
person you work with that go beyond strictly work transactions. person
personyou youwork
workwith
withthat
thatgo gobeyond
beyondstrictly
strictlywork
worktransactions.
transactions.
These need not be social, they could be issues of strategy, global These
Theseneedneednot
notbebesocial,
social,they
theycould
couldbebeissues
issuesofofstrategy,
strategy,global
global
events, market shifts. The point is to forge common ground and events,
events,market
marketshifts.
shifts.The
Thepoint
pointisistotoforge
forgecommon
commonground
groundandand
connections. connections.
connections.
5. Watch your non-verbals. Approachable people appear and 5.5.Watch
Watchyouryournon-verbals.
non-verbals.Approachable
Approachablepeople
peopleappear
appearandand
sound open and relaxed. They smile. They are calm. They keep eye sound
soundopen
openand andrelaxed.
relaxed.They
Theysmile.
smile.They
Theyare
arecalm.
calm.They
Theykeep
keepeye
eye
contact. They nod while the other person is talking. They have an contact.
contact.They
Theynod
nodwhile
whilethe
theother
otherperson
personisistalking.
talking.They
Theyhave
haveanan
open body posture. They speak in a paced and pleasant tone. open
openbody
bodyposture.
posture.They
Theyspeak
speakininaapaced
pacedandandpleasant
pleasanttone.
tone.
3
3
Eliminate any disruptive habits such as speaking too rapidly or Eliminate
Eliminateanyanydisruptive
disruptivehabits
habitssuch
suchasasspeaking
speakingtootoorapidly
rapidlyoror
forcefully, using strongly worded or loaded language, or going forcefully,
forcefully,using
usingstrongly
stronglyworded
wordedororloaded
loadedlanguage,
language,ororgoing
going
into too much detail. Watch out for signaling disinterest with into
intotoo
toomuch
muchdetail.
detail.Watch
Watchout
outfor
forsignaling
signalingdisinterest
disinterestwith
with
actions like glancing at your watch, fiddling with paper work or actions
actionslike
likeglancing
glancingatatyour
yourwatch,
watch,fiddling
fiddlingwith
withpaper
paperwork
workoror
giving your impatient, Im busy look. giving
givingyour
yourimpatient,
impatient,Im
Imbusy
busylook.
look.
6. The magic of questions. Many people dont ask enough 6.6.The
Themagic
magicof ofquestions.
questions.Many Manypeople
peopledont
dontask
askenough
enough
curiosity questions when in their work mode. There are too many curiosity
curiosityquestions
questionswhenwheninintheir
theirwork
workmode.
mode.There
Thereare
aretoo
toomany
many
informational statements, conclusions, suggestions and solutions informational
informationalstatements,
statements,conclusions,
conclusions,suggestions
suggestionsandandsolutions
solutions
and not enough what if, what are you thinking, how do and
andnot
notenough
enoughwhatwhatif,
if,what
whatareareyou
youthinking,
thinking,how
howdo do
you see that. In studies, statements outweighed questions eight you
yousee
seethat.
that.InInstudies,
studies,statements
statementsoutweighed
outweighedquestions
questionseight
eight
to one. Ask more questions than others. Make fewer solution totoone.
one.Ask
Askmore
morequestions
questionsthan
thanothers.
others.Make
Makefewer
fewersolution
solution
statements early in a discussion. Keep probing until you statements
statementsearly
earlyininaadiscussion.
discussion.Keep
Keepprobing
probinguntil
untilyou
you
understand what they are trying to tell you. understand
understandwhat
whattheytheyare
aretrying
tryingtototell
tellyou.
you.
7. Selective approachability? Some people are approachable 7.7.Selective
Selectiveapproachability?
approachability?Some Somepeople
peopleareareapproachable
approachable
with some and not with others. Some might be approachable to with
withsome
someand
andnot
notwith
withothers.
others.Some
Somemight
mightbe
beapproachable
approachabletoto
direct reports and tense around senior management. List the direct
directreports
reportsand
andtense
tensearound
aroundsenior
seniormanagement.
management.ListListthe
the
people you can be approachable with and those you cant. What people
peopleyou
youcan
canbe
beapproachable
approachablewith withand
andthose
thoseyouyoucant.
cant.What
What
do the people you are comfortable around have in common? Not do
dothe
thepeople
peopleyou
youare
arecomfortable
comfortablearound
aroundhave
haveinincommon?
common?Not Not
comfortable with? Is it level? Style? Gender? Race? Background? comfortable
comfortablewith?
with?IsIsititlevel?
level?Style?
Style?Gender?
Gender?Race?
Race?Background?
Background?
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MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
APPROACHABILITY
Of course, the principles of being approachable are the same Of

Ofcourse,
course,the
theprinciples
principlesofofbeing
beingapproachable
approachableare
arethe
thesame
same
regardless of the audience. Do what you do with the comfortable regardless
regardlessofofthe
theaudience.
audience.Do Dowhat
whatyou
youdodowith
withthe
thecomfortable
comfortable
group with the uncomfortable groups. The results will be the group
groupwith
withthe
theuncomfortable
uncomfortablegroups.
groups.The
Theresults
resultswill
willbe
bethe
the
same. same.
same.
8. Shy? Trouble with appearing vulnerable? Afraid of how people 8.8.Shy?
Shy?Trouble
Troublewith
withappearing
appearingvulnerable?
vulnerable?AfraidAfraidofofhow
howpeople
people
will react? Not sure of your social skills? Want to appear while will
willreact?
react?NotNotsure
sureofofyour
yoursocial
socialskills?
skills?Want
Wanttotoappear
appearwhile
while
shaking inside not shy? Hand first. Consistent eye contact. Ask shaking
shakinginside
insidenot
notshy?
shy?Hand
Handfirst.
first.Consistent
Consistenteye eyecontact.
contact.Ask Ask
the first question. For low risk practice, talk to strangers off work. the
thefirst
firstquestion.
question.For
Forlow
lowrisk
riskpractice,
practice,talktalktotostrangers
strangersoff offwork.
work.
Set a goal of meeting 10 new people at a social gathering; find Set
Setaagoal
goalofofmeeting
meeting10 10new
newpeople
peopleatataasocial
socialgathering;
gathering;findfind
out what you have in common with them. Initiate contact at your out
outwhat
whatyou youhave
haveinincommon
commonwith withthem.
them.Initiate
Initiatecontact
contactatatyour
your
place of worship, at PTA meetings, in the neighborhood, at the place
placeofofworship,
worship,atatPTA
PTAmeetings,
meetings,ininthetheneighborhood,
neighborhood,atatthe the
supermarket, on the plane and on the bus. See if any of the bad supermarket,
supermarket,on onthe
theplane
planeandandononthe
thebus.
bus.See
Seeififany
anyofofthe
thebadbad
and scary things you think might happen to you if you initiate and
andscary
scarythings
thingsyou
youthink
thinkmight
mighthappen
happentotoyou youififyou
youinitiate
initiate
people contact actually happen. More help? See #31 people
peoplecontact
contactactually happen.More
actuallyhappen. Morehelp?help?SeeSee#31#31
Interpersonal Savvy. Interpersonal
InterpersonalSavvy.
Savvy.
9. Arrogant? Arrogant people are seen as distant and 9.9.Arrogant?
Arrogant?Arrogant
Arrogantpeople
peopleareareseen
seenasasdistant
distantandand
impersonal loners who prefer their own ideas to anyone elses. impersonal
impersonalloners
lonerswhowhoprefer
prefertheir
theirown
ownideasideastotoanyone
anyoneelses.
elses.
They purposefully, or not, devalue others and their contributions. They
Theypurposefully,
purposefully,orornot,
not,devalue
devalueothers
othersand andtheir
theircontributions.
contributions.
This usually results in people feeling diminished, rejected and This
Thisusually
usuallyresults
resultsininpeople
peoplefeeling
feelingdiminished,
diminished,rejected
rejectedandand
angry. Why? Answers. Solutions. Conclusions. Statements. angry.
angry.Why?
Why?Answers.
Answers.Solutions.
Solutions.Conclusions.
Conclusions.Statements.
Statements.
Dictates. Thats the staple of arrogant people. No listening. Instant Dictates.
Dictates.Thats
Thatsthe
thestaple
stapleofofarrogant
arrogantpeople.
people.No Nolistening.
listening.Instant
Instant
output. Sharp reactions. Dont want to be that way? Read your output.
output.Sharp
Sharpreactions.
reactions.Dont
Dontwant
wanttotobe bethat
thatway?
way?Read
Readyour
your
audience. Do you know what people look like when they are audience.
audience.Do Doyouyouknow
knowwhat
whatpeople
peoplelooklooklike
likewhen
whentheytheyare
are
uncomfortable with you? Do they back up? Stumble over words? uncomfortable
uncomfortablewith withyou?
you?DoDothey
theyback
backup? up?Stumble
Stumbleoveroverwords?
words?
Cringe? Stand at the door hoping not to get invited in? You Cringe?
Cringe?Stand
Standatatthethedoor
doorhoping
hopingnot nottotogetgetinvited
invitedin?
in?You
You
should work doubly hard at observing others. Especially during the should
shouldwork
workdoubly
doublyhardhardatatobserving
observingothers.
others.Especially
Especiallyduring
duringthe
the
first three minutes of an important transaction, work to make the first
firstthree
threeminutes
minutesofofan animportant
importanttransaction,
transaction,work worktotomake
makethethe
person or group comfortable with you before the real agenda person
personororgroup
groupcomfortable
comfortablewith withyou
youbefore
beforethe thereal
realagenda
agenda
starts. Ask a question unrelated to the topic. Offer them a drink. starts.
starts.Ask
Askaaquestion
questionunrelated
unrelatedtotothethetopic.
topic.Offer
Offerthem
themaadrink.
drink.
Share something personal. More help? See #104 Arrogant. Share
Sharesomething personal.More
somethingpersonal. Morehelp?
help?See See#104
#104Arrogant.
Arrogant.
10. As you become more approachable, you will invite 10.
10.AsAsyou
youbecome
becomemoremoreapproachable,
approachable,you youwill willinvite
invite
more conflict. If someone is angry, let him/her vent without more
moreconflict.
conflict.IfIfsomeone
someoneisisangry,
angry,let
lethim/her
him/hervent
ventwithout
without
saying anything other than you know he/she is upset. Its hard for saying
sayinganything
anythingother
otherthan
thanyou
youknow
knowhe/she
he/sheisisupset.
upset.Its
Itshard
hardfor
for
most people to continue for very long with no encouragement or most
mostpeople
peopletotocontinue
continuefor
forvery
verylong
longwith
withno
noencouragement
encouragementoror
resistance. If someone is a chronic complainer, ask him/her to resistance.
resistance.IfIfsomeone
someoneisisaachronic
chroniccomplainer,
complainer,ask
askhim/her
him/hertoto
write down problems and solutions and then discuss it. This turns write
writedown
downproblems
problemsand
andsolutions
solutionsand
andthen
thendiscuss
discussit.it.This
Thisturns
turns
down the volume while hopefully moving him/her off down
downthethevolume
volumewhile
whilehopefully
hopefullymoving
movinghim/her
him/heroff
off
16 16
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MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
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Reserved.
APPROACHABILITY
complaining. If someone wants to complain about someone else, complaining.

complaining.IfIfsomeone
someonewantswantstotocomplain
complainabout
aboutsomeone
someoneelse,
else,
ask if he/she has talked to the person. Encourage him/her to do ask
askififhe/she
he/shehas hastalked
talkedtotothe
theperson.
person.Encourage
Encouragehim/her
him/hertotododo
so. If that doesnt work, summarize what he/she has said without so.
so.IfIfthat
thatdoesnt
doesntwork,
work,summarize
summarizewhatwhathe/she
he/shehashassaid
saidwithout
without
agreeing or disagreeing. See #12 Conflict Management. Youll also agreeing
agreeingorordisagreeing.
disagreeing.SeeSee#12
#12Conflict
ConflictManagement.
Management.YoullYoullalso
also
invite more contact along with the conflict, and you dont want to invite
invitemoremorecontact
contactalong
alongwith
withthe
theconflict,
conflict,and
andyou
youdont
dontwant
wanttoto
become the local coffee shop. Manage your time by gently become
becomethe thelocal
localcoffee
coffeeshop.
shop.Manage
Manageyouryourtime
timebybygently
gently
interrupting to summarize or asking people to think about it more, interrupting
interruptingtotosummarize
summarizeororasking
askingpeople
peopletotothink
thinkabout
aboutititmore,
more,
then lets continue. Disclose things that can be said quickly. Defer then
thenlets
letscontinue.
continue.Disclose
Disclosethings
thingsthat
thatcan
canbebesaid
saidquickly.
quickly.Defer
Defer
extended conversations to other times. Approachability doesnt extended
extendedconversations
conversationstotoother
othertimes.
times.Approachability
Approachabilitydoesnt
doesnt
mean you have to give up control of your time. mean
meanyou youhave
havetotogive
giveup
upcontrol
controlofofyour
yourtime.
time.
APPROACHABILITY
APPROACHABILITY
APPROACHABILITY
SUGGESTEDREADINGS
READINGS
Bardwick, Judith M. In Praise of Good Business How optimizing Bardwick,
Bardwick,Judith M.InInPraise
JudithM. PraiseofofGood
GoodBusiness
BusinessHow
Howoptimizing
optimizing
risk rewards both your bottom line and your people. New York: risk
riskrewards
rewardsboth
bothyour
yourbottom
bottomlinelineand
andyour
yourpeople.
people.New
NewYork:
York:
John Wiley & Sons, Inc., 1998. John
JohnWiley
Wiley&&Sons,
Sons,Inc.,
Inc.,1998.
1998.
DuBrin, Andrew J. Personal Magnetism Developing the DuBrin, AndrewJ.J.Personal
DuBrin,Andrew PersonalMagnetism
MagnetismDeveloping
Developingthe
the
charismatic qualities to influence others. New York: AMACOM, charismatic
charismaticqualities
qualitiestotoinfluence
influenceothers.
others.New
NewYork:
York:AMACOM,
AMACOM,
1997. 1997.
1997.
3
3
Faust, Gerald W, Richard I. Lyles and Will Phillips. Responsible Faust,
Faust,Gerald
GeraldW,
W,Richard
RichardI.I.Lyles
Lylesand
andWill Phillips.Responsible
WillPhillips. Responsible
Managers Get Results. New York: AMACOM, 1998. Managers
ManagersGetGetResults.
Results.New
NewYork:
York:AMACOM,
AMACOM,1998. 1998.
Maslow, Abraham H. Maslow on Management. New York: John Maslow, AbrahamH.H.Maslow
Maslow,Abraham Maslowon
onManagement.
Management.New
NewYork:
York:John
John
Wiley & Sons, Inc., 1998. Wiley
Wiley&&Sons,
Sons,Inc.,
Inc.,1998.
1998.
17 17
17
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
APPROACHABILITY
18 18
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Reserved.
4 44
BOSS RELATIONSHIPS BOSS
BOSSRELATIONSHIPS
RELATIONSHIPS
UNSKILLED UNSKILLED
UNSKILLED
Not comfortable with bosses Not
Notcomfortable
comfortablewith
withbosses
bosses
May be tense in bosss presence May
Maybebetense
tenseininbosss
bossspresence
presence
May not be open to coaching or direction from bosses May
Maynot
notbe
beopen
opentotocoaching
coachingorordirection
directionfrom
frombosses
bosses
Problems dealing comfortably with authority Problems
Problemsdealing
dealingcomfortably
comfortablywithwithauthority
authority
BOSS RELATIONSHIPS
BOSS RELATIONSHIPS
BOSS RELATIONSHIPS
Poor boss relationships get in the way of working productively Poor
Poorboss
bossrelationships
relationshipsget
getininthe
theway
wayofofworking
workingproductively
productively
SKILLED SKILLED
SKILLED
Responds and relates well to bosses Responds
Respondsand andrelates
relateswell
welltotobosses
bosses
Would work harder for a good boss Would
Wouldworkworkharder
harderfor
foraagood
goodboss
boss
Is open to learning from bosses who are good coaches and who IsIsopen
opentotolearning
learningfrom
frombosses
bosseswho
whoarearegood
goodcoaches
coachesand
andwho
who
provide latitude provide
providelatitude
latitude
Likes to learn from those who have been there before Likes
Likestotolearn
learnfrom
fromthose
thosewhowhohave
havebeen
beenthere
therebefore
before
4
4
4
Easy to challenge and develop Easy
Easytotochallenge
challengeand anddevelop
develop
Is comfortably coachable IsIscomfortably
comfortablycoachable
coachable

OVERUSEDSKILL
SKILL
May be overdependent on bosses and high status figures for May
Maybebeoverdependent
overdependenton onbosses
bossesand
andhigh
highstatus
statusfigures
figuresfor
for
advice and counsel advice
adviceand
andcounsel
counsel
May shut out other sources of feedback and learning May
Mayshut
shutout
outother
othersources
sourcesofoffeedback
feedbackand
andlearning
learning
May pick the wrong boss to model May
Maypick
pickthe
thewrong
wrongboss
bosstotomodel
model
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 1, 17, 34, 38, 45, 51, 53, 54, 57 COMPENSATORS:1,1,17,
34,38,
38,45,
45,51,
51,53,
53,54,
54,57
57
19 19
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MichaelM.M.Lombardo
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RobertW.W.Eichinger
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RightsReserved.
Reserved.
BOSSRELATIONSHIPS
RELATIONSHIPS
SOME CAUSES SOME

SOMECAUSES
CAUSES
The boss doesnt think youre as good as you think you are The
Theboss
bossdoesnt
doesntthink
thinkyoure
youreasasgood
goodasasyou
youthink
thinkyou
youare
are
Jealousy about the boss getting a job you think you should have Jealousy
Jealousyabout
aboutthe theboss
bossgetting
gettingaajobjobyou
youthink
thinkyou
youshould
shouldhave
have
had had
had
Large gap in skills leading to one undervaluing/not respecting the Large
Largegap
gapininskills
skillsleading
leadingtotoone
oneundervaluing/not
undervaluing/notrespecting
respectingthe
the
other; can be in either direction other;
other;can
canbebeinineither
eitherdirection
direction
Mismatches in ethics, values and integrity Mismatches
Mismatchesininethics,
ethics,values
valuesand
andintegrity
integrity
Mismatches in management practices Mismatches
Mismatchesininmanagement
managementpractices
practices
Mismatches in style, philosophy, pace and motivation Mismatches
Mismatchesininstyle,
style,philosophy,
philosophy,pace
paceand
andmotivation
motivation
THE MAP THE

THEMAP
MAP
Most people have trouble with about 50% of their bosses, so you Most
Mostpeople
peoplehave
havetrouble
troublewith
withabout
about50%
50%ofoftheirtheirbosses,
bosses,sosoyouyou
have lots of company. Remember, you never stay with one boss that have
havelots
lotsofofcompany.
company.Remember,
Remember,you younever
neverstaystaywith
withoneoneboss
bossthat
that
long; either he/she will move on or you will. It may be best to try to long;
long;either
eitherhe/she
he/shewill
willmove
moveononororyou
youwill.
will.ItItmay
maybe bebest
besttototry
trytoto
wait it out; there will be a reorganization shortly. Try to learn from wait
waitititout;
out;there
therewill
willbe
beaareorganization
reorganizationshortly.
shortly.TryTrytotolearn
learnfrom
from
the experience. the
theexperience.
experience.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Drive down the rocky road. The key is to manage the 1.1.Drive
Drivedowndownthe therockyrockyroad.
road.The
Thekeykeyisistotomanage
managethe the
rocky relationship so it leaves behind the least amount of long- rocky
rockyrelationship
relationshipsosoititleaves
leavesbehind
behindthe
theleast
leastamount
amountofoflong- long-
term noise for you and the organization. Focus on the three key term
termnoise
noisefor
foryou
youand
andthe theorganization.
organization.Focus
Focuson onthe
thethree
threekey
key
problems you need to work on with him or her and do them. problems
problemsyouyouneed
needtotoworkworkon onwith
withhim
himororher
herand anddodothem.
them.
Keep your head down. Keep your conversations with the boss Keep
Keepyour
yourhead
headdown.
down.Keep Keepyour
yourconversations
conversationswith withthe
theboss
boss
directed at these core agenda. If you believe the boss is blocking directed
directedatatthese
thesecore
coreagenda.
agenda.IfIfyou
youbelieve
believethe
thebossbossisisblocking
blocking
you, access your network for performance help, think of five ways you,
you,access
accessyour
yournetwork
networkfor forperformance
performancehelp,
help,think
thinkofoffive
fiveways
ways
to accomplish anything and try them all. More help? See #43 totoaccomplish
accomplishanything
anythingand andtry
trythem all.More
themall. Morehelp?help?See See#43#43
Perseverance. Perseverance.
Perseverance.
2. Watch out for loose lips. Unless the cause is related to 2.2.Watch
Watchout outforforloose
looselips.
lips.Unless
Unlessthe thecause
causeisisrelated
relatedtoto
breaches of ethics or integrity, dont gossip about it with your breaches
breachesofofethics ethicsororintegrity,
integrity,dont
dontgossip
gossipaboutaboutititwithwithyour
your
coworkers. Your boss has a right to expect your loyalty and coworkers.
coworkers.Your Yourboss
bosshashasaaright
righttotoexpect
expectyour yourloyalty
loyaltyand and
support on issues of work and performance. If he/she gives you an support
supporton onissues
issuesofofwork
workand
andperformance.
performance.IfIfhe/shehe/shegivesgivesyou
youanan
assignment you view as unfair, how do you know it wasnt assignment
assignmentyou youview
viewasasunfair,
unfair,howhowdo doyouyouknow
knowititwasnt
wasnt
dumped on him/her? Even if it wasnt, this is hardly an unusual dumped
dumpedon onhim/her?
him/her?EvenEvenififititwasnt,
wasnt,this
thisisishardly
hardlyan anunusual
unusual
happening in organizations. Reset your priorities and get on with happening
happeningininorganizations.
organizations.ResetResetyour
yourpriorities
prioritiesand andgetgeton onwith
with
it. If you have to carry out an unpopular mission, this will hardly be it.it.IfIfyou
youhave
havetotocarry
carryoutoutan
anunpopular
unpopularmission,
mission,this thiswill
willhardly
hardlybebe
the last time. Keep your eyes on the goal. While its fine to discuss the
thelast lasttime.
time.Keep
Keepyour
youreyes
eyeson onthe
thegoal.
goal.While
Whileits itsfine
finetotodiscuss
discuss
difficulties youre having in performing with others, its not wise to difficulties
difficultiesyoure
yourehaving
havingininperforming
performingwith withothers,
others,itsitsnot
notwise
wisetoto
question why youre having to perform it at all. All things you say question
questionwhy whyyoure
yourehaving
havingtotoperform
performititatatall.
all.All
Allthings
thingsyouyousay
say
have a way of coming around again. If there is an integrity issue have
haveaaway wayofofcoming
comingaround
aroundagain.
again.IfIfthere
thereisisan anintegrity
integrityissue
issue
20 20
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Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BOSSRELATIONSHIPS
RELATIONSHIPS
involved, take it to the proper authorities. Remember that in a involved,

involved,take
takeitittotothe
theproper
properauthorities.
authorities.Remember
Rememberthat thatininaa
study of whistleblowers, 100% of those with grand and general study
studyofofwhistleblowers,
whistleblowers,100% 100%ofofthose
thosewith
withgrand
grandand andgeneral
general
causes failed. People who go in with huge issues like integrity, causes
causesfailed.
failed.People
Peoplewho whogo goininwith
withhuge
hugeissues
issueslike
likeintegrity,
integrity,
philosophical differences, or the utter incompetence of a person philosophical
philosophicaldifferences,
differences,ororthe
theutter
utterincompetence
incompetenceofofaapersonperson
usually fail to back up their charges. Go in with specifics and usually
usuallyfail
failtotoback
backup uptheir
theircharges.
charges.Go Goininwith
withspecifics
specificsandand
specific events. If they form a pattern, let others decide what that specific
specificevents.
events.IfIfthey
theyform
formaapattern,
pattern,let
letothers
othersdecide
decidewhat
whatthatthat
pattern is. pattern
patternis.is.
3. Learn to depersonalize and be neutral. Try to separate 3.3.Learn
Learnto todepersonalize
depersonalizeand andbe beneutral.
neutral.Try Trytotoseparate
separate
the person from the boss role he/she is in; try to objectify the the
theperson
personfrom
fromthetheboss
bossrole
rolehe/she
he/sheisisin;
in;try
trytotoobjectify
objectifythethe
situation. Someone made her/him boss for a reason and you are situation.
situation.Someone
Someonemade madeher/him
her/himboss
bossfor
foraareason
reasonand andyouyouareare
BOSS RELATIONSHIPS
BOSS RELATIONSHIPS
BOSS RELATIONSHIPS
never going to please everyone. Deal with him/her as your boss never
nevergoing
goingtotoplease
pleaseeveryone.
everyone.DealDealwith
withhim/her
him/herasasyour yourboss
boss
more than as a person. While you dont ever have to invite her/ more
morethan
thanasasaaperson.
person.While
Whileyouyoudont
dontever
everhave
havetotoinvite
inviteher/
her/
him to your home, you do have to deal with this person as a boss. him
himtotoyour
yourhome,
home,you youdo dohave
havetotodeal
dealwith
withthis
thisperson
personasasaaboss.
boss.
Ask yourself why you dislike your boss so much or dont like to Ask
Askyourself
yourselfwhy
whyyouyoudislike
dislikeyour
yourboss
bosssosomuch
muchorordontdontlike
liketoto
work with him/her. What do people think who have a favorable work
workwith
withhim/her.
him/her.WhatWhatdo dopeople
peoplethink
thinkwhowhohavehaveaafavorable
favorable
impression of your boss? Do you share any common interests? impression
impressionofofyour
yourboss?
boss?Do Doyouyoushare
shareany
anycommon
commoninterests?
interests?
Write down everything youve heard him/her say that was Write
Writedown
downeverything
everythingyouve
youveheard
heardhim/her
him/hersay saythat
thatwas
was
favorable. Play to the bosss good points. Whatever you do, dont favorable.
favorable.Play
Playtotothe
thebosss
bosssgood
goodpoints.
points.Whatever
Whateveryou youdo,do,dont
dont
4
4
signal what you think. Put your judgments on hold, nod, ask signal
signalwhat
whatyou
youthink.
think.Put
Putyour
yourjudgments
judgmentson onhold,
hold,nod,
nod,ask ask
questions, summarize as you would with anyone else. A fly on the questions,
questions,summarize
summarizeasasyou youwould
wouldwith
withanyone
anyoneelse. else.AAfly
flyon
onthethe
wall should not be able to tell whether youre talking to friend or wall
wallshould
shouldnot
notbebeable
abletototell
tellwhether
whetheryoure
youretalking
talkingtotofriend
friendoror
foe. You can always talk less and ask more questions. foe.
foe.You
Youcan
canalways
alwaystalk
talkless
lessand
andaskaskmore
morequestions.
questions.
4. Try to learn from the situation. Honestly, what part did 4.4.Try
Trytotolearn
learnfromfromthe thesituation.
situation.Honestly,
Honestly,what
whatpart
partdid
did
you play in contributing to the rough relationship? What could you
youplay
playinincontributing
contributingtotothetherough
roughrelationship?
relationship?WhatWhatcould
could
you have done differently to make the situation more livable? you
youhave
havedone
donedifferently
differentlytotomake
makethethesituation
situationmore
morelivable?
livable?
What will you do next time when you see the first signs of trouble What
Whatwillwillyou
youdodonext
nexttime
timewhen
whenyouyousee
seethe
thefirst
firstsigns
signsofoftrouble
trouble
like this? Even if your boss would be condemned by many, you are like
likethis?
this?Even
Evenififyour
yourboss
bosswould
wouldbe becondemned
condemnedby bymany,
many,youyouare
are
responsible for your reactions. If you respond with anger and responsible
responsiblefor foryour
yourreactions.
reactions.IfIfyou
yourespond
respondwithwithanger
angerand
and
blame, youre not learning to do anything different. In fact, you blame,
blame,youre
yourenotnotlearning
learningtotodo
doanything
anythingdifferent.
different.InInfact,
fact,you
you
may end up mirroring your boss! may
mayendendup upmirroring
mirroringyour
yourboss!
boss!
5. It could be you, too. Get some feedback from those you 5.5.ItItcould
couldbe beyou,
you,too.
too.Get
Getsome
somefeedback
feedbackfrom fromthose
thoseyouyou
trust about who you are. What are your real strengths and trust
trustabout
aboutwho
whoyouyouare.
are.What
Whatare
areyour
yourreal
realstrengths
strengthsand and
weaknesses? You need to have the clearest possible view of the weaknesses?
weaknesses?You Youneed
needtotohave
havethe
theclearest
clearestpossible
possibleview
viewofofthe
the
situation. Get advice about managing and improving on the situation.
situation.Get Getadvice
adviceabout
aboutmanaging
managingand andimproving
improvingon onthe
the
relationship from a trusted mentor, colleague or someone in the relationship
relationshipfromfromaatrusted
trustedmentor,
mentor,colleague
colleagueororsomeone
someoneininthe the
Human Resources function. After all, maybe its you as well. How Human
HumanResources
Resourcesfunction.
function.After
Afterall,
all,maybe
maybeits
itsyou
youasaswell.
well.How
How
are you at interpersonal reads? Do you know what drives your are
areyouyouatatinterpersonal
interpersonalreads?
reads?Do
Doyou
youknow
knowwhatwhatdrives
drivesyour
your
boss? Do you talk detail and hes a big picture person? Do you boss?
boss?Do Doyou
youtalk
talkdetail
detailand
andhes
hesaabig
bigpicture
pictureperson?
person?Do Doyou
you
21 21
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BOSSRELATIONSHIPS
RELATIONSHIPS
fight her style which is more action oriented than yours? Do you fight
fighther
herstyle
stylewhich
whichisismore
moreaction
actionoriented
orientedthan
thanyours?
yours?Do
Doyou
you
get in unproductive values debates? Do you use words that set the get
getininunproductive
unproductivevalues
valuesdebates?
debates?Do Doyou
youuse
usewords
wordsthat
thatset
setthe
the
boss off? More help? See #31 Interpersonal Savvy. boss off?More
bossoff? Morehelp?
help?See
See#31
#31Interpersonal
InterpersonalSavvy.
Savvy.
6. Find your triggers. Keep a journal on what the boss does to 6.6.Find
Findyouryourtriggers.
triggers.Keep Keepaajournal
journalon onwhat
whatthe theboss
bossdoes
doestoto
irritate or bother you to make sure that when you get promoted, irritate
irritateororbother
botheryou youtotomake
makesuresurethat
thatwhen
whenyou yougetgetpromoted,
promoted,
you wont be guilty of the same behaviors. Once you know what you
youwont
wontbe beguilty
guiltyofofthe
thesame
samebehaviors.
behaviors.Once
Onceyou youknow
knowwhatwhat
triggers you, learn to manage these tense transactions better. If triggers
triggersyou,
you,learn
learntotomanage
managethesethesetense
tensetransactions
transactionsbetter.
better.IfIf
your boss blows up, for example, listen to the venting, but dont your
yourboss
bossblows
blowsup, up,for
forexample,
example,listen
listentotothe
theventing,
venting,but butdont
dont
react directly. Remember that its the person who hits back who react
reactdirectly.
directly.Remember
Rememberthat thatits
itsthe
theperson
personwhowhohitshitsback
backwho
who
usually gets in the most trouble. Listen. Nod. Ask What could I usually
usuallygets
getsininthe
themost
mosttrouble.
trouble.Listen.
Listen.Nod.
Nod.AskAskWhat
Whatcould
couldI I
do to help? or So you think I need to... Restate his/her position dodototohelp?
help?ororSoSoyou
youthink
thinkI Ineed
needto...
to...Restate
Restatehis/her
his/herposition
position
periodically to signal you have understood. Even if the boss periodically
periodicallytotosignal
signalyou
youhave
haveunderstood.
understood.Even Evenififthe
theboss
boss
attacks, separate the person from the problem. Count to 10, then attacks,
attacks,separate
separatethe theperson
personfromfromthe theproblem.
problem.Count
Counttoto10,10,then
then
return to the problem, not you. More help? See #12 Conflict return
returntotothe
theproblem,
problem,not you.More
notyou. Morehelp?
help?See
See#12 #12Conflict
Conflict
Management and #11 Composure. Management
Managementand and#11
#11Composure.
Composure.
7. Know the boss. Try to objectively describe the boss in terms 7.7.Know
Knowthe theboss.
boss.TryTrytotoobjectively
objectivelydescribe
describethe
theboss
bossininterms
terms
of strengths and weaknesses. Even bad people have strengths. In ofofstrengths
strengthsandandweaknesses.
weaknesses.Even Evenbadbadpeople
peoplehave
havestrengths.
strengths.InIn
confidence, get someone else to help you. Try to determine why confidence,
confidence,get getsomeone
someoneelse elsetotohelp
helpyou.
you.Try
Trytotodetermine
determinewhywhy
the boss does what he/she does, even though you may not agree the
theboss
bossdoes
doeswhat
whathe/she
he/shedoes,
does,even
eventhough
thoughyouyoumay
maynotnotagree
agree
with the logic or wouldnt do it that way yourself. How would you with
withthethelogic
logicororwouldnt
wouldntdo doititthat
thatway
wayyourself.
yourself.How
Howwould
wouldyouyou
act in the same circumstance? act
actininthe
thesame
samecircumstance?
circumstance?
8. Careers are made or broken in adversity. Even if your 8.8.Careers
Careersare aremade
madeor orbroken
brokenin inadversity.
adversity.Even Evenififyour
your
boss is a bad one, research strongly indicates that confronting the boss
bossisisaabad
badone,
one,research
researchstrongly
stronglyindicates
indicatesthat
thatconfronting
confrontingthe the
situation directly usually fails. The best tactics are to view it as a situation
situationdirectly
directlyusually
usuallyfails.
fails.The
Thebest
besttactics
tacticsare
aretotoview
viewititasasaa
conflict situation (see #12 Conflict Management), see what you conflict
conflictsituation (see#12
situation(see #12Conflict
ConflictManagement),
Management),see seewhat
whatyou you
can learn from it and try to develop some common ground. If you can
canlearn
learnfrom
fromititand
andtry
trytotodevelop
developsome
somecommon
commonground.
ground.IfIfyouyou
cant, show some patience. Precipitous actions will probably reflect cant,
cant,show
showsomesomepatience.
patience.Precipitous
Precipitousactions
actionswill
willprobably
probablyreflect
reflect
negatively on you more than on your boss. The book may have negatively
negativelyon onyou
youmore
morethan
thanon onyour
yourboss.
boss.The
Thebook
bookmaymayhavehave
already been written on your boss; make sure it doesnt get already
alreadybeen
beenwritten
writtenon onyour
yourboss;
boss;make
makesuresureititdoesnt
doesntget
get
written on you as well. For more help read Coping with Difficult written
writtenon onyouyouasaswell.
well.For
Formore
morehelp readCoping
helpread Copingwith withDifficult
Difficult
Bosses by Robert Bramson or How to Manage Your Boss by Bosses
Bossesby byRobert BramsonororHow
RobertBramson HowtotoManage
ManageYour YourBoss
Bossbyby
Christopher Hegarty. Christopher
ChristopherHegarty.
Hegarty.
9. Facing the boss. If appropriate or possible, equipped with 9.9.Facing
Facingthe theboss.
boss.IfIfappropriate
appropriateororpossible,
possible,equipped
equippedwith with
the insights you have come to in the previous steps, try to have a the
theinsights
insightsyou
youhave
havecome
cometotoininthe
theprevious
previoussteps,
steps,trytrytotohave
haveaa
series of informal relaxed discussions with your boss about what series
seriesofofinformal
informalrelaxed
relaxeddiscussions
discussionswith
withyour
yourboss
bossabout
aboutwhatwhat
the problem might be, leading with your contributions we are the
theproblem
problemmight
mightbe,
be,leading
leadingwith
withyour
yourcontributions
contributionswe weare
are
seldom completely in the right to the problem first; then give seldom
seldomcompletely
completelyininthe
theright
righttotothe
theproblem
problemfirst;
first;then
thengive
give
22 22
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BOSSRELATIONSHIPS
RELATIONSHIPS
him/her an opportunity to add to the discussion. Some rules to him/her

him/herananopportunity
opportunitytotoadd addtotothe
thediscussion.
discussion.Some
Somerulesrulestoto
follow. Describe. Say I not you, focus on how to accomplish follow.
follow.Describe.
Describe.Say SayI
Inot
notyou,
you,focus
focusononhow
howtotoaccomplish
accomplish
work better. (If you think the boss is blocking you, instead of work
workbetter.
better.(If(Ifyou
youthink
thinkthe
theboss
bossisisblocking
blockingyou,
you,instead
insteadofof
saying this, say, I need help in getting this done. Ive tried the saying
sayingthis,
this,say,
say,IIneed
needhelp
helpiningetting
gettingthis
thisdone.
done.Ive
Ivetried
triedthe
the
following things, but...) following
followingthings,
things,but...)
but...)
10. Strike a bargain with yourself. Dedicate yourself to 10.
10.Strike
Strikeaabargain
bargainwith withyourself.
yourself.Dedicate
Dedicateyourself
yourselftoto
trying to please the boss in his/her role as boss in all legitimate trying
tryingtotoplease
pleasethe
theboss
bossininhis/her
his/herrole
roleasasboss
bossininall
alllegitimate
legitimate
requests by doing your best and not getting distracted by the requests
requestsby bydoing
doingyour
yourbest
bestandandnot
notgetting
gettingdistracted
distractedby bythe
the
noise of the relationship. Ask yourself, What are the performance noise
noiseofofthe
therelationship.
relationship.Ask
Askyourself,
yourself,What
Whatare arethe
theperformance
performance
imperatives of this job? Make the best of a bad situation. Your imperatives
imperativesofofthis
thisjob?
job?Make
Makethe thebest
bestofofaabad
badsituation.
situation.Your
Your
BOSS RELATIONSHIPS
BOSS RELATIONSHIPS
BOSS RELATIONSHIPS
career will continue past this boss. career
careerwill
willcontinue
continuepast
pastthis
thisboss.
boss.

SUGGESTEDREADINGS
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Bern, Paula. How to work for a woman boss even if youd rather Bern, Paula.How
Bern,Paula. Howtotowork
workfor
foraawoman
womanboss
bosseven
evenififyoud
youdrather
rather
not. New York: Dodd, Mead, 1987. not.
not.New
NewYork:
York:Dodd,
Dodd,Mead,
Mead,1987.
1987.
Bing, Stanley. Crazy Bosses Spotting them, serving them, surviving Bing, Stanley.Crazy
Bing,Stanley. CrazyBosses
BossesSpotting
Spottingthem,
them,serving
servingthem,
them,surviving
surviving
them. New York: William Morrow and Company, Inc., 1992. them.
them.New
NewYork:
York:William
WilliamMorrow
Morrowand
andCompany,
Company,Inc.,
Inc.,1992.
1992.
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4
Boccialetti, Gene. It takes two: managing yourself when working Boccialetti, Gene.ItIttakes
Boccialetti,Gene. takestwo:
two:managing
managingyourself
yourselfwhen
whenworking
working
with bosses and authority figures. San Francisco: Jossey-Bass, 1995. with
withbosses
bossesand
andauthority
authorityfigures.
figures.San
SanFrancisco:
Francisco:Jossey-Bass,
Jossey-Bass,1995.
1995.
Bramson, Robert Ph.D. Coping with Difficult Bosses. New York: Bramson,
Bramson,Robert Ph.D.Coping
RobertPh.D. Copingwith
withDifficult
DifficultBosses.
Bosses.New
NewYork:
York:
Carol Publishing Group, 1992. Carol
CarolPublishing
PublishingGroup,
Group,1992.
1992.
Bramson, Robert Ph.D. Coping with Difficult Bosses [sound Bramson,
Bramson,Robert Ph.D.Coping
RobertPh.D. Copingwith
withDifficult
DifficultBosses
Bosses[sound
[sound
recording]. New York: Simon & Schuster Audio, 1993. recording].
recording].New
NewYork:
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Simon&&Schuster
SchusterAudio,
Audio,1993.
1993.
Carson, Kerry, Ph.D. and Paula Phillips Carson, Ph.D. Defective Carson,
Carson,Kerry,
Kerry,Ph.D.
Ph.D.and
andPaula
PaulaPhillips
PhillipsCarson,
Carson,Ph.D.
Ph.D.Defective
Defective
Bosses Working for the Dysfunctional Dozen. New York: The Bosses
BossesWorking
Workingforforthe
theDysfunctional
DysfunctionalDozen.
Dozen.New
NewYork:
York:The
The
Haworth Press Haworth
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Press
DesRoches, Brian Ph.D.Your Boss Is Not Your Mother Creating DesRoches,
DesRoches,Brian Ph.D.YourBoss
BrianPh.D.Your BossIsIsNot
NotYour
YourMother
MotherCreating
Creating
autonomy, respect, and success at work. New York: William autonomy,
autonomy,respect,
respect,and
andsuccess
successatatwork.
work.New
NewYork:
York:William
William
Morrow and Company, 1995. Morrow
Morrowand
andCompany,
Company,1995.
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Eigen, Barry. How to Think Like a Boss. New York: Carol Publishing Eigen, Barry.How
Eigen,Barry. HowtotoThink
ThinkLike
LikeaaBoss.
Boss.New
NewYork:
York:Carol
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Group, 1990. Group,
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Fritz, Roger and Kristie Kennard. How to Manage Your Boss. Fritz,
Fritz,Roger
Rogerand
andKristie Kennard.How
KristieKennard. HowtotoManage
ManageYour
YourBoss.
Boss.
Hawthorne, NJ: Career Press, 1994. Hawthorne,
Hawthorne,NJ: NJ:Career
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Hornstein, Harvey Ph.D. Brutal Bosses. New York: Riverhead Books, Hornstein,
Hornstein,Harvey Ph.D.Brutal
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RiverheadBooks,
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continued continued
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23 23
23
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
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RELATIONSHIPS
Hughes, Marylou. Keeping your job while your bosses are losing Hughes, Marylou.Keeping
Hughes,Marylou. Keepingyour
yourjob
jobwhile
whileyour
yourbosses
bossesare
arelosing
losing
theirs. Binghamton, New York: William Neil Publishing, 1998. theirs.
theirs.Binghamton,
Binghamton,New
NewYork:
York:William
WilliamNeil
NeilPublishing,
Publishing,1998.
1998.
24 24
24
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
5 55
BUSINESS ACUMEN BUSINESS
BUSINESSACUMEN
ACUMEN
UNSKILLED UNSKILLED
UNSKILLED
Doesnt understand the broader world of business Doesnt
Doesntunderstand
understandthethebroader
broaderworld
worldofofbusiness
business
May be a very dedicated functional or professional expert May
Maybebeaavery
verydedicated
dedicatedfunctional
functionalororprofessional
professionalexpert
expert
Doesnt understand the business the organization is in Doesnt
Doesntunderstand
understandthethebusiness
businessthe
theorganization
organizationisisinin
May be narrowly tactical May
Maybebenarrowly
narrowlytactical
tactical
Lacks interest or experience in general business Lacks
Lacksinterest
interestororexperience
experienceiningeneral
generalbusiness
business
BUSINESS ACUMEN
BUSINESS ACUMEN
BUSINESS ACUMEN
SKILLED SKILLED
SKILLED
Knows how businesses work Knows
Knowshowhowbusinesses
businesseswork
work
Knowledgeable in current and possible future policies, practices, Knowledgeable
Knowledgeableinincurrent
currentand
andpossible
possiblefuture
futurepolicies,
policies,practices,
practices,
trends, and information affecting his/her business and trends,
trends,and
andinformation
informationaffecting
affectinghis/her
his/herbusiness
businessand
and
organization organization
organization
Knows the competition Knows
Knowsthethecompetition
competition
Is aware of how strategies and tactics work in the marketplace IsIsaware
awareofofhow
howstrategies
strategiesand
andtactics
tacticswork
workininthe
themarketplace
marketplace
5
5
5
OVERUSEDSKILL
SKILL
May overdevelop or depend upon industry and business May
Mayoverdevelop
overdeveloporordepend
dependuponuponindustr
industry andbusiness
y and business
knowledge and skills at the expense of personal, interpersonal, knowledgeand
knowledge andskills
skillsatatthe
theexpense
expenseofofpersonal,
personal,interpersonal,
interpersonal,
managerial, and leadership skills managerial,and
managerial, andleadership
leadershipskills
skills
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 14, 24, 30, 32, 45, 46, 54, 57, 58, 61 COMPENSATORS:14,
24,30,
30,32,
32,45,
45,46,
46,54,
54,57,
57,58,
58,61
61
25 25
25
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BUSINESSACUMEN
ACUMEN
SOME CAUSES SOME

SOMECAUSES
CAUSES
Inexperience; new to the organization Inexperience;
Inexperience;newnewtotothetheorganization
organization
Lack of interest in general business Lack
Lackofofinterest
interestiningeneral
generalbusiness
business
Narrow perspective Narrow
Narrowperspective
perspective
No exposure outside the function No
Noexposure
exposureoutside
outsidethethefunction
function
Overly dedicated to a profession, not the organization Overly
Overlydedicated
dedicatedtotoaaprofession,
profession,not
notthe
theorganization
organization
Very tactical and here and now oriented Very
Verytactical
tacticaland
andherehereand
andnow
noworiented
oriented
THE MAP THE

THEMAP
MAP
You gotta know the territory! Nothing beats knowing whats going You
Yougotta
gottaknow
knowthe theterritory!
territory!Nothing
Nothingbeats beatsknowing
knowingwhatswhatsgoing
going
on. When people get business savvy indicated as one of their needs, on.
on.When
Whenpeople
peopleget getbusiness
businesssavvy
savvyindicated
indicatedasasoneoneofoftheir
theirneeds,
needs,
it usually comes in two flavors. The first is that you dont seem to ititusually
usuallycomes
comesinintwo twoflavors.
flavors.The
Thefirst
firstisisthat
thatyou
youdont
dontseem
seemtoto
know enough about business in general. This means some of the know
knowenough
enoughabout aboutbusiness
businessiningeneral.
general.This Thismeans
meanssomesomeofofthethe
statements and suggestions you make dont pass the business statements
statementsand andsuggestions
suggestionsyou youmake
makedontdontpass
passthethebusiness
business
practicality test. It may also mean what youre suggesting is known practicality
practicalitytest.
test.ItItmay
mayalso
alsomean
meanwhat whatyoure
youresuggesting
suggestingisisknown
known
not to work and you are unaware of that. The second is that you not
nottotowork
workand andyouyouareareunaware
unawareofofthat. that.The
Thesecond
secondisisthat
thatyou
you
dont know enough about this specific business and industry. That dont
dontknow
knowenough
enoughaboutaboutthis
thisspecific
specificbusiness
businessand andindustry.
industry.That
That
usually means you dont understand the agenda, issues and usually
usuallymeans
meansyou youdont
dontunderstand
understandthe theagenda,
agenda,issues
issuesand
and
concerns of the people you serve inside your organization and you concerns
concernsofofthe thepeople
peopleyou youserve
serveinside
insideyour
yourorganization
organizationand andyouyou
make comments and have suggestions that dont match their make
makecomments
commentsand andhave
havesuggestions
suggestionsthat thatdont
dontmatch
matchtheir
their
priorities. Your contributions are limited because you dont see priorities.
priorities.Your
Yourcontributions
contributionsare arelimited
limitedbecause
becauseyou youdont
dontsee
see
priorities as they do. You dont think in terms of the bigger picture. priorities
prioritiesasasthey
theydo.do.You
Youdont
dontthink
thinkininterms
termsofofthe
thebigger
biggerpicture.
picture.
Unless you walk a mile in their shoes, theyre not going to pay Unless
Unlessyou
youwalkwalkaamilemileinintheir
theirshoes,
shoes,theyre
theyrenotnotgoing
goingtotopay pay
attention to you. attention
attentiontotoyou.you.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Read the right periodicals. There are five publications that 1.1.Read
Readthetheright
rightperiodicals.
periodicals.There Therearearefive
fivepublications
publicationsthat
that
probably will teach you most of what you need to know about probably
probablywill
willteach
teachyouyoumost
mostofofwhat
whatyouyouneed
needtotoknow
knowabout
about
business in general on a continuous basis. They are the Wall Street business
businessiningeneral
generalon onaacontinuous
continuousbasis.
basis.They
Theyarearethe
theWall
WallStreet
Street
Journal, Business Week, Fortune, Barrons, and the Harvard Journal,
Journal,Business
BusinessWeek,
Week,Fortune,
Fortune,Barrons,
Barrons,andandthetheHarvard
Harvard
Business Review. Subscribe and begin to scan those publications Business
BusinessReview.
Review.Subscribe
Subscribeand andbegin
begintotoscan
scanthose
thosepublications
publications
regularly. Try to see three items per issue that relate to your regularly.
regularly.Try
Trytotosee
seethree
threeitems
itemsper
perissue
issuethat
thatrelate
relatetotoyour
your
business. These will be parallels, trends that affect business now, business.
business.These
Thesewillwillbe
beparallels,
parallels,trends
trendsthat
thataffect
affectbusiness
businessnow,
now,
emerging trends that may have a future impact, and general emerging
emergingtrends
trendsthat
thatmay
mayhavehaveaafuture
futureimpact,
impact,and andgeneral
general
business savvy about how business works. business
businesssavvy
savvyabout
abouthowhowbusiness
businessworks.
works.
2. Watch the right sources. There are now three or more 2.2.Watch
Watchthetheright
rightsources.
sources.There
Thereare
arenow
nowthree
threeorormore
more
business channels on cable that carry business news and business
businesschannels
channelsononcable
cablethat
thatcarry
carrybusiness
businessnews
newsand
and
information full time. They have interviews with business leaders, information
informationfull
fulltime.
time.They
Theyhave
haveinterviews
interviewswith
withbusiness
businessleaders,
leaders,
26 26
26
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BUSINESSACUMEN
ACUMEN
reviews of industries by Wall Street experts, as well as general reviews

reviewsofofindustries
industriesby
byWall
WallStreet
Streetexperts,
experts,asaswell
wellasasgeneral
general
reviews of companies. Begin to watch one or two programs a reviews
reviewsofofcompanies.
companies.Begin
Begintotowatch
watchone
oneorortwo
twoprograms
programsaa
week until you can zero in on what you specifically need to know. week
weekuntil
untilyou
youcan
canzero
zeroininon
onwhat
whatyou
youspecifically
specificallyneed
needtotoknow.
know.
3. Join the Conference Board. They are dedicated to creating 3.3.Join
Jointhe
theConference
ConferenceBoard.
Board.TheyTheyare
arededicated
dedicatedtotocreating
creating
and distributing information about business to its members. They and
anddistributing
distributinginformation
informationabout
aboutbusiness
businesstotoits
itsmembers.
members.They
They
have wonderful conferences where many top leaders of business have
havewonderful
wonderfulconferences
conferenceswhere
wheremany
manytoptopleaders
leadersofofbusiness
business
come and share their thoughts about business in general and their come
comeandandshare
sharetheir
theirthoughts
thoughtsabout
aboutbusiness
businessiningeneral
generaland
andtheir
their
business specifically. Attend one of the national Conference Board business
businessspecifically.
specifically.Attend
Attendone
oneofofthe
thenational
nationalConference
ConferenceBoard
Board
meetings. meetings.
meetings.
4. Quick study some business books. Go to any business 4.4.Quick
Quickstudy
studysome
somebusiness
businessbooks.
books.Go Gototoany anybusiness
business
BUSINESS ACUMEN
BUSINESS ACUMEN
BUSINESS ACUMEN
book store and pick three books on general business principles, one book
bookstore
storeand
andpick
pickthree
threebooks
booksonongeneral
generalbusiness
businessprinciples,
principles,one
one
with a financial slant, one with a marketing slant and one about with
withaafinancial
financialslant,
slant,one
onewith
withaamarketing
marketingslant
slantandandoneoneabout
about
customer service. When you have scanned those, go back and get customer
customerservice.
service.When
Whenyou youhave
havescanned
scannedthose,
those,go goback
backand
andget get
three more until you have the business knowledge you need. three
threemore
moreuntil
untilyou
youhave
havethe
thebusiness
businessknowledge
knowledgeyou youneed.
need.
Attend a nighttime advanced business program or get an MBA at a Attend
Attendaanighttime
nighttimeadvanced
advancedbusiness
businessprogram
programororget getananMBA
MBAatataa
local college or university. Subscribe to Soundview Executive Book local
localcollege
collegeororuniversity.
university.Subscribe
SubscribetotoSoundview
SoundviewExecutive
ExecutiveBook
Book
Summaries (800-521-1227). They summarize in a few pages all the Summaries
Summaries(800-521-1227).
(800-521-1227).They Theysummarize
summarizeininaafew fewpages
pagesallallthe
the
major business books that are on the best-seller lists. major
majorbusiness
businessbooks
booksthat
thatare
areon
onthe
thebest-seller
best-sellerlists.
lists.
5
5
5. Figure out the rules of the game. Reduce your 5.5.Figure
Figureoutoutthetherules
rulesof ofthe
thegame.
game.Reduce
Reduceyouryour
understanding of how business operates to personal rules of understanding
understandingofofhow howbusiness
businessoperates
operatestotopersonal
personalrules
rulesofof
thumb or insights. Write them down in your own words. An thumb
thumbororinsights.
insights.Write
Writethem
themdown
downininyour
yourown
ownwords.
words.An An
example would be, What are the drivers in marketing anything? example
examplewould
wouldbe, be,What
Whatarearethe
thedrivers
driversininmarketing
marketinganything?
anything?
One executive had 25 such drivers that he continually edited, One
Oneexecutive
executivehad
had25 25such
suchdrivers
driversthat
thathe
hecontinually
continuallyedited,
edited,
scratched through and replaced with more up to date thinking. scratched
scratchedthrough
throughand andreplaced
replacedwith
withmore
moreup uptotodate
datethinking.
thinking.
Use these rules of thumb to analyze a business that you know Use
Usethese
theserules
rulesofofthumb
thumbtotoanalyze
analyzeaabusiness
businessthat
thatyou
youknow
know
something about, possibly one of your hobbies or a sport you are something
somethingabout,
about,possibly
possiblyone
oneofofyour
yourhobbies
hobbiesororaasport
sportyou
youare
are
enthusiastic about. Pick what you know. enthusiastic
enthusiasticabout.
about.PickPickwhat
whatyou
youknow.
know.
6. Dont know enough about your business? Talk to the 6.6.Dont
Dontknow
knowenoughenoughaboutaboutyour
yourbusiness?
business?Talk Talktotothe
the
person who knows. Ask for lunch or just a meeting with the person
personwhowhoknows.
knows.AskAskfor
forlunch
lunchororjust
justaameeting
meetingwith
withthe
the
person who is in charge of the strategic planning process in your person
personwhowhoisisinincharge
chargeofofthe
thestrategic
strategicplanning
planningprocess
processininyour
your
company. Have him/her explain the strategic plan for the company.
company.HaveHavehim/her
him/herexplain
explainthe
thestrategic
strategicplan
planfor
forthe
the
organization. Particularly have him or her point out the mission- organization.
organization.Particularly
Particularlyhave
havehim
himororher
herpoint
pointout
outthe
themission-
mission-
critical functions and capabilities the organization needs to be critical
criticalfunctions
functionsandandcapabilities
capabilitiesthe
theorganization
organizationneeds
needstotobe be
leading edge in to win. leading
leadingedge
edgeinintotowin.
win.
7. Try some broader tasks. Volunteer for task forces that 7.7.Try
Trysome
somebroader
broadertasks.
tasks.Volunteer
Volunteerforfortask
taskforces
forcesthat
that
include people outside your area of expertise. Work on some Total include
includepeople
peopleoutside
outsideyour
yourarea
areaofofexpertise.
expertise.Work
Workononsome
someTotal
Total
Quality Management or Process Re-Engineering projects that cross Quality
QualityManagement
ManagementororProcess
ProcessRe-Engineering
Re-Engineeringprojects
projectsthat
thatcross
cross
27 27
27
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BUSINESSACUMEN
ACUMEN
functional or business unit boundaries to learn more about the functional

functionalororbusiness
businessunit
unitboundaries
boundariestotolearn
learnmore
moreabout
aboutthe
the
business. business.
business.
8. Get close to customers. Customer service is the best place 8.8.Get
Getclose
closeto tocustomers.
customers.Customer
Customerservice
serviceisisthe
thebest
bestplace
place
to learn about the business. Arrange a meeting with a counterpart totolearn
learnabout
aboutthe thebusiness.
business.Arrange
Arrangeaameeting
meetingwithwithaacounterpart
counterpart
in customer service. Have him or her explain the function to you. If inincustomer
customerservice.
service.Have
Havehim
himororher
herexplain
explainthethefunction
functiontotoyou.
you.IfIf
you can, listen in to customer service calls or even better handle a you
youcan,
can,listen
listeninintotocustomer
customerservice
servicecalls
callsororeven
evenbetter
betterhandle
handleaa
couple yourself. couple
coupleyourself.
yourself.
9. Join your national association. Your industry has a 9.9.Join
Joinyour
yournational
nationalassociation.
association.Your Yourindustry
industryhas
hasaa
national association. Join it and purchase a number of their national
nationalassociation.
association.Join
Joinititand
andpurchase
purchaseaanumber
numberofoftheir
their
publications about business in your specific industry. Attend the publications
publicationsabout
aboutbusiness
businessininyour
yourspecific
specificindustry.
industry.Attend
Attendthe
the
national conference. national
nationalconference.
conference.
10. Learn to think as an expert in your business does. 10.
10.Learn
Learnto tothink
thinkas asananexpert
expertin inyour
yourbusiness
businessdoes. does.
Take problems to inside experts or external consultants and ask Take
Takeproblems
problemstotoinside
insideexperts
expertsororexternal
externalconsultants
consultantsand andaskask
them what are the keys they look for; observe what they consider them
themwhat
whatarearethe
thekeys
keysthey
theylook
lookfor;
for;observe
observewhat
whatthey
theyconsider
consider
significant and not significant. Chunk up data into categories so significant
significantand
andnot
notsignificant.
significant.Chunk
Chunkup updata
datainto
intocategories
categoriesso so
you can remember it. Devise five key areas or questions you can you
youcan
canremember
rememberit.it.Devise
Devisefive
fivekey
keyareas
areasororquestions
questionsyou youcan
can
consider each time a business issue comes up. Dont waste your consider
considereach
eachtime
timeaabusiness
businessissue
issuecomes
comesup.up.Dont
Dontwaste
wasteyouryour
time just learning facts; they wont be useful unless you have time
timejust
justlearning
learningfacts;
facts;they
theywont
wontbe beuseful
usefulunless
unlessyou
youhavehave
conceptual buckets to put them in. Then present your thinking to conceptual
conceptualbuckets
bucketstotoput
putthem
themin.in.Then
Thenpresent
presentyour
yourthinking
thinkingtoto
experts or write a strategic business plan for your unit and invite experts
expertsororwrite
writeaastrategic
strategicbusiness
businessplan
planfor
foryour
yourunit
unitand
andinvite
invite
their review. There is no need to restrict your choices to just your their
theirreview.
review.There
Thereisisnononeed
needtotorestrict
restrictyour
yourchoices
choicestotojust
justyour
your
organization; any astute business person should have some organization;
organization;anyanyastute
astutebusiness
businessperson
personshould
shouldhave
havesome
some
interesting insights. interesting
interestinginsights.
insights.
28 28
28
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BUSINESSACUMEN
ACUMEN

SUGGESTEDREADINGS
READINGS
Barrons. http://www.barrons.com Barrons.
Barrons.http://www.barrons.com
http://www.barrons.com
Business Week. http://www.businessweek.com Business
BusinessWeek.
Week.http://www.businessweek.com
http://www.businessweek.com
Fortune. http://cgi.pathfinder.com/fortune Fortune.
Fortune.http://cgi.pathfinder.com/fortune
http://cgi.pathfinder.com/fortune
Harvard Business Review. Phone: 800-988-0886 (U.S. and Canada). Harvard
HarvardBusiness
BusinessReview.
Review.Phone:
Phone:800-988-0886
800-988-0886(U.S.
(U.S.and
andCanada).
Canada).
Fax: 617-496-1029. Mail: Harvard Business Review. Subscriber Fax:
Fax:617-496-1029.
617-496-1029.Mail:
Mail:Harvard
HarvardBusiness
BusinessReview.
Review.Subscriber
Subscriber
Services, P.O. Box 52623. Boulder, CO 80322-2623 USA. http:// Services,
Services,P.O.
P.O.Box
Box52623.
52623.Boulder,
Boulder,CO
CO80322-2623
80322-2623USA.
USA.http://
http://
www.hbsp.harvard.edu/products/hbr www.hbsp.harvard.edu/products/hbr
www.hbsp.harvard.edu/products/hbr
Soundview Executive Book Summaries. 10 LaCrue Avenue, Soundview
SoundviewExecutive
ExecutiveBook
BookSummaries.
Summaries.1010LaCrue
LaCrueAvenue,
Avenue,
Concordville, PA 19331. 1-800-521-1227 (US and Canada). 610- Concordville,
Concordville,PA
PA19331.
19331.1-800-521-1227
1-800-521-1227(US(USand
andCanada).
Canada).610-
610-
BUSINESS ACUMEN
BUSINESS ACUMEN
BUSINESS ACUMEN
558-9495 (outside US and Canada). http://www.summary.com 558-9495
558-9495(outside
(outsideUS
USand
andCanada).
Canada).http://www.summary.com
http://www.summary.com
Wall Street Journal. http://www.wsj.com Wall
WallStreet
StreetJournal.
Journal.http://www.wsj.com
http://www.wsj.com
Jager, Rama Dev and Rafael Ortiz. In the Company of Giants. New Jager,
Jager,Rama
RamaDev
Devand
andRafael Ortiz.InInthe
RafaelOrtiz. theCompany
CompanyofofGiants.
Giants.New
New
York: McGraw-Hill, Inc., 1997. York:
York:McGraw-Hill,
McGraw-Hill,Inc.,
Inc.,1997.
1997.
Kanter, Rosabeth Moss. On the Frontiers of Management. Boston: Kanter,
Kanter,Rosabeth Moss.On
RosabethMoss. Onthe
theFrontiers
FrontiersofofManagement.
Management.Boston:
Boston:
Harvard Business School Press, 1992. Harvard
HarvardBusiness
BusinessSchool
SchoolPress,
Press,1992.
1992.
5
5
Macdonald, John. Calling a Halt to Mindless Change. New York: Macdonald, John.Calling
Macdonald,John. CallingaaHalt
HalttotoMindless
MindlessChange.
Change.New
NewYork:
York:
AMACOM,1998.
1998.
Olesen, Erik. 12 Steps to Mastering the Winds of Change. New Olesen, Erik.12
Olesen,Erik. 12Steps
StepstotoMastering
Masteringthe
theWinds
WindsofofChange.
Change.New
New
York: Macmillan, 1993. York:
York:Macmillan,
Macmillan,1993.
1993.
29 29
29
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
BUSINESSACUMEN
ACUMEN
30 30
30
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
6 66
CAREER AMBITION CAREER
CAREER AMBITION
AMBITION
UNSKILLED UNSKILLED
UNSKILLED
Unsure what he/she wants out of a career Unsure
Unsurewhat
whathe/she
he/shewants
wantsoutoutofofaacareer
career
May be bored or in the wrong career or the wrong organization May
Maybebebored
boredororininthe
thewrong
wrongcareer
careerororthe
thewrong
wrongorganization
organization
May not want to make sacrifices to get ahead May
Maynot
notwant
wanttotomake
makesacrifices
sacrificestotoget
getahead
ahead
May not understand how careers really work and how people get May
Maynot
notunderstand
understandhow howcareers
careersreally
reallywork
workand
andhow
howpeople
peopleget
get
ahead ahead
ahead
A poor marketer of self; doesnt know how to get noticed AApoor
poormarketer
marketerofofself;
self;doesnt
doesntknow
knowhow howtotoget
getnoticed
noticed
CAREER AMBITION
CAREER AMBITION
CAREER AMBITION
Hesitant to speak up on career wants and needs Hesitant
Hesitanttotospeak
speakup upon
oncareer
careerwants
wantsand andneeds
needs
Stuck in his/her career comfort zone; wont take a career risk Stuck
Stuckininhis/her
his/hercareer
careercomfort
comfortzone;
zone;wont
wonttake
takeaacareer
careerrisk
risk
SKILLED SKILLED
SKILLED
Knows what he/she wants from a career and actively works on it Knows
Knowswhatwhathe/she
he/shewants
wantsfrom
fromaacareer
careerand
andactively
activelyworks
workson
onitit
Is career knowledgeable IsIscareer
careerknowledgeable
knowledgeable
Makes things happen for self Makes
Makesthings
thingshappen
happenforforself
self
Markets self for opportunities Markets
Marketsself
selffor
foropportunities
opportunities
6
6
6
Doesnt wait for others to open doors Doesnt
Doesntwait
waitfor
forothers
otherstotoopen
opendoors
doors

OVERUSEDSKILL
SKILL
May make unwise career choices May
Maymake
makeunwise
unwisecareer
careerchoices
choices
May only select jobs in the can-do comfort zone May
Mayonly
onlyselect
selectjobs
jobsininthe
thecan-do
can-docomfort
comfortzone
zone
May be seen as excessively ambitious May
Maybe
beseen
seenasasexcessively
excessivelyambitious
ambitious
May not pay enough attention to the job at hand May
Maynot
notpay
payenough
enoughattention
attentiontotothe
thejob
jobatathand
hand
May not take career advice comfortably May
Maynot
nottake
takecareer
careeradvice
advicecomfortably
comfortably
May not trust the career decisions others make for him/her Maynot
May nottrust
trustthe
thecareer
careerdecisions
decisionsothers
othersmake
makeforforhim/her
him/her
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 16, 17, 30, 32, 33, 42, 46, 48, 50, 51, 53, 55, COMPENSATORS:16,
17,30,
30,32,
32,33,
33,42,
42,46,
46,48,
48,50,
50,51,
51,53,
53,55,
55,
58, 63, 66 58,63,
58, 63,66
66
31 31
31
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CAREERAMBITION
AMBITION
SOME CAUSES SOME

SOMECAUSES
CAUSES
Bored Bored
Bored
Dont trust organization Dont
Donttrust
trustorganization
organization
Dont want to make sacrifices Dont
Dontwant
wanttotomake
makesacrifices
sacrifices
Dont know how to market self Dont
Dontknow
knowhow howtotomarket
marketself
self
Dont like to blow own horn Dont
Dontlike
liketotoblow
blowown
ownhorn
horn
Examine things to death Examine
Examinethings
thingstotodeath
death
Not career knowledgeable Not
Notcareer
careerknowledgeable
knowledgeable
Too deep in your comfort zone Too
Toodeep
deepininyour
yourcomfort
comfortzone
zone
Wait for things to happen Wait
Waitfor
forthings
thingstotohappen
happen
Will only take a promotion Will
Willonly
onlytake
takeaapromotion
promotion
Wont take a chance Wont
Wonttake
takeaachance
chance
THE MAP THE

THEMAP
MAP
Being here on this page means someone or a number of people Being
Beinghere
hereon onthis
thispage
pagemeans
meanssomeone
someoneororaanumber
numberofofpeople
people
have told you that you are not ambitious enough. That means they have
havetold
toldyou
youthat
thatyouyouare
arenot
notambitious
ambitiousenough.
enough.That
Thatmeans
meansthey
they
think you have more going for you than you are aware of or want think
thinkyou
youhave
havemore
moregoing
goingfor foryou
youthan
thanyou
youare
areaware
awareofofororwant
want
to sacrifice to get. They think you are undermanaging your career. totosacrifice
sacrificetotoget.
get.They
Theythink
thinkyou
youare
areundermanaging
undermanagingyouryourcareer.
career.
The keys to career management are finding out how successful The
Thekeys
keystotocareer
careermanagement
managementare arefinding
findingout
outhow
howsuccessful
successful
careers are built, figuring out how far you can and want to go, careers
careersare
arebuilt,
built,figuring
figuringout
outhow
howfarfaryou
youcan
canand
andwant
wanttotogo,
go,
analyzing whats getting in your way, exposing yourself to new analyzing
analyzingwhats
whatsgetting
gettingininyour
yourway,
way,exposing
exposingyourself
yourselftotonew
new
tasks that build your skills, and getting noticed by decision makers. tasks
tasksthat
thatbuild
buildyour
yourskills,
skills,and
andgetting
gettingnoticed
noticedby
bydecision
decisionmakers.
makers.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. How good are you? How good could you be? Are you 1.1.How
Howgood
goodare areyou?
you?HowHowgoodgoodcould
couldyouyoube?be?Are
Areyouyou
underselling yourself? You may be too critical of yourself. Get a underselling
undersellingyourself?
yourself?You
Youmay
maybe betoo
toocritical
criticalofofyourself.
yourself.GetGetaa
good, confidential 360. Are your ratings lower than those of good,
good,confidential
confidential360.
360.Are
Areyour
yourratings
ratingslower
lowerthan
thanthose
thoseofof
others? Sit down with an experienced facilitator. The process others?
others?Sit
Sitdown
downwith
withan
anexperienced
experiencedfacilitator.
facilitator.The
Theprocess
process
should be, How good could I be with this foundation of should
shouldbe,
be,How
Howgood
goodcould
couldI Ibe
bewith
withthis
thisfoundation
foundationofof
strengths? What do others think are my strengths that I dont see? strengths?
strengths?What
Whatdodoothers
othersthink
thinkare
aremymystrengths
strengthsthatthatI Idont
dontsee?
see?
What should I work on next to progress? Build up your What
Whatshould
shouldI Iwork
workononnext
nexttotoprogress?
progress?BuildBuildup upyour
your
confidence. Take a course or work with a tutor to bolster your confidence.
confidence.Take
Takeaacourse
courseororwork
workwith
withaatutor
tutortotobolster
bolsteryour
your
confidence in an area. Remember you dont have to be good at confidence
confidenceininananarea.
area.Remember
Rememberyou youdont
donthave
havetotobebegood
goodatat
everything to succeed. More help? See #55 Self Knowledge. everything succeed.More
everythingtotosucceed. Morehelp?
help?See
See#55#55Self
SelfKnowledge.
Knowledge.
2. Get and use a career Board of Directors. Since youre 2.2.Get
Getandanduseuseaacareer
careerBoard
Boardof ofDirectors.
Directors.Since
Sinceyoure
youre
not at this time your best career advisor, seek out one or more not
notatatthis
thistime
timeyour
yourbest
bestcareer
careeradvisor,
advisor,seek
seekout
outone
oneorormore
more
people who could be. A mentor. Boss you respect. Friend down people
peoplewhowhocould
couldbe.
be.AAmentor.
mentor.Boss
Bossyou
yourespect.
respect.Friend
Frienddown
down
the street. Spouse. Parent. Clergy. Consultant. Professional the
thestreet.
street.Spouse.
Spouse.Parent.
Parent.Clergy.
Clergy.Consultant.
Consultant.Professional
Professional
32 32
32
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CAREERAMBITION
AMBITION
colleague. Periodically, pass your career thoughts, assumptions, colleague.

colleague.Periodically,
Periodically,pass
passyour
yourcareer
careerthoughts,
thoughts,assumptions,
assumptions,
concerns and opportunities by them for an objective opinion. concerns
concernsand andopportunities
opportunitiesby bythem
themfor
foran
anobjective
objectiveopinion.
opinion.
Listen to them. Listen
Listentotothem.
them.
3. Many people dont know how careers are built. 3.3.Many
Manypeoplepeopledont dontknow knowhow howcareers
careersare arebuilt.
built.
Most are put off by the popular myth of getting ahead. All of us Most
Mostareareput
putoff
offby bythe thepopular
popularmyth
mythofofgetting
gettingahead.
ahead.All
Allofofusus
have seen How to Succeed in Business Without Really Trying or have seenHow
haveseen HowtotoSucceedSucceedininBusiness
BusinessWithout
WithoutReally
ReallyTrying
Tryingoror
something like it. Its easy to get cynical and believe that something
somethinglike likeit.it.Its
Itseasy
easytotoget
getcynical
cynicaland
andbelieve
believethat
that
successful people are political or sell out, suck up, knife people in successful
successfulpeople
peopleare arepolitical
politicalororsell
sellout,
out,suck
suckup,
up,knife
knifepeople
peopleinin
the back, its who you know, and so on. The facts are the
theback,
back,its
itswho
whoyou youknow,
know,andandso soon.
on.The
Thefacts
factsare
are
dramatically different from this. Those behaviors get people in dramatically
dramaticallydifferent
differentfrom fromthis.
this.Those
Thosebehaviors
behaviorsget getpeople
peopleinin
CAREER AMBITION
CAREER AMBITION
CAREER AMBITION
trouble eventually. What has staying power is performing and trouble
troubleeventually.
eventually.What Whathas hasstaying
stayingpower
powerisisperforming
performingand and
problem solving on the current job, having a few notable problem
problemsolving
solvingon onthe thecurrent
currentjob,
job,having
havingaafewfewnotable
notable
strengths, and seeking new tasks you dont know how to do. Its strengths,
strengths,andandseeking
seekingnew newtasks
tasksyou
youdont
dontknow
knowhow howtotodo.do.Its
Its
solving every problem with tenacity while looking for what you solving
solvingevery
everyproblem
problemwith withtenacity
tenacitywhile
whilelooking
lookingforforwhat
whatyou you
havent yet done and getting yourself in a position to do it. Read havent
haventyetyetdone
doneand andgetting
gettingyourself
yourselfininaaposition
positiontotodo
doit.it.Read
Read
The Lessons of Experience by McCall, Lombardo and Morrison The
TheLessons
LessonsofofExperience
Experienceby byMcCall,
McCall,Lombardo
Lombardoand andMorrison
Morrison
for the careers of men and Breaking the Glass Ceiling by for
forthe
thecareers
careersofofmen menand andBreaking
Breakingthe theGlass
GlassCeiling
Ceilingbyby
Morrison, White and Van Velsor for the careers of women to see Morrison,
Morrison,White
Whiteand andVan VanVelsor
Velsorforforthe
thecareers
careersofofwomen
womentotosee see
6
6
how successful careers really happen. how
howsuccessful
successfulcareers
careersreally
reallyhappen.
happen.
4. Break out of your career comfort zone. Maybe you 4.4.Break
Breakout
outof ofyour
yourcareer
careercomfort
comfortzone. zone.Maybe
Maybeyou you
havent seen enough. Pick some activities you havent done before havent
haventseen
seenenough.
enough.Pick
Picksome
someactivities
activitiesyou
youhavent
haventdone
donebefore
before
but might find exciting. Take a course in a new area. Task trade but
butmight
mightfind
findexciting.
exciting.Take
Takeaacourse
courseininaanew
newarea.
area.Task
Tasktrade
trade
switch tasks with a peer. Volunteer for task forces and projects switch
switchtasks
taskswith
withaapeer.
peer.Volunteer
Volunteerfor
fortask
taskforces
forcesand
andprojects
projects
that are multi-functional or multi-business in nature. Read more that
thatare
aremulti-functional
multi-functionalorormulti-business
multi-businessininnature.
nature.Read
Readmore
more
broadly. More help? See #46 Perspective. broadly.More
broadly. Morehelp?
help?See
See#46
#46Perspective.
Perspective.
5. Dont know what it takes? Think of five successful people 5.5.Dont
Dontknow
knowwhat whatitittakes?
takes?Think
Thinkofoffive
fivesuccessful
successfulpeople
people
in your organization/field who you know well and ask what drives ininyour
yourorganization/field
organization/fieldwho whoyouyouknow
knowwellwelland
andaskaskwhat
whatdrives
drives
them? What sorts of jobs have they held? What are their technical them?
them?What
Whatsorts
sortsofofjobs
jobshave
havethey
theyheld?
held?What
Whatare aretheir
theirtechnical
technical
skills? Behavioral skills? Use the CAREER ARCHITECT Portfolio skills?
skills?Behavioral
Behavioralskills?
skills?Use
Usethe
theCAREER ARCHITECTPortfolio
CAREERARCHITECT Portfolio
Sort Cards to determine what the 10 key skills of each person Sort
SortCards
Cardstotodetermine
determinewhat whatthethe10
10key
keyskills
skillsofofeach
eachperson
person
are; compare this list with your own self assessment and feedback. are;
are;compare
comparethis
thislist
listwith
withyour
yourown
ownself
selfassessment
assessmentand andfeedback.
feedback.
Ask Human Resources if they have a success profile for some of Ask
AskHuman
HumanResources
Resourcesififthey theyhave
haveaasuccess
successprofile
profilefor
forsome
someofof
the jobs you may be interested in. Make a list of what you need to the
thejobs
jobsyou
youmay
maybe beinterested
interestedin.in.Make
Makeaalist
listofofwhat
whatyouyouneed
needtoto
work on next. work
workon onnext.
next.
6. Not comfortable marketing yourself? You dont know 6.6.Not
Notcomfortable
comfortablemarketing
marketingyourself?
yourself?YouYoudont
dontknow
know
how to get promoted. You dislike people who blow their own how
howtotoget
getpromoted.
promoted.You
Youdislike
dislikepeople
peoplewho
whoblow
blowtheir
theirown
own
horns. Heres how to do it. Build a performance track record of horns.
horns.Heres
Hereshow
howtotodo
doit.it.Build
Buildaaperformance
performancetrack
trackrecord
recordofof
33 33
33
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CAREERAMBITION
AMBITION
variety start up things, fix things, innovate, make plans, come variety
varietystart
startup
upthings,
things,fix
fixthings,
things,innovate,
innovate,make
makeplans,
plans,come
come
under budget. This is what will get you promoted. All under
underbudget.
budget.This
Thisisiswhat
whatwill
willget
getyou
youpromoted.
promoted.All All
organizations are looking for broad thinkers to give fresh organizations
organizationsarearelooking
lookingforforbroad
broadthinkers
thinkerstotogive
givefresh
fresh
opportunities to. Start by thinking more broadly. opportunities
opportunitiesto.to.Start
Startbybythinking
thinkingmore
morebroadly.
broadly.
7. Getting noticed by top decision makers. Top managers 7.7.Getting
Gettingnoticed
noticedby bytoptopdecision
decisionmakers.
makers.Top Topmanagers
managers
arent as interested in glitz as many would have you believe. arent
arentasasinterested
interestedininglitz
glitzasasmany
manywould
wouldhave
haveyou
youbelieve.
believe.
Theyre interested in people who take care of problems, spot Theyre
Theyreinterested
interestedininpeople
peoplewho whotake
takecare
careofofproblems,
problems,spot spot
opportunities, ward off disaster, and have a broad repertoire of opportunities,
opportunities,ward wardoffoffdisaster,
disaster,and
andhave
haveaabroad
broadrepertoire
repertoireofof
skills. They are looking for bold performers. But a better skills.
skills.They
Theyarearelooking
lookingfor forbold
boldperformers.
performers.But Butaabetter
better
mousetrap alone is not enough. Volunteer for projects that will mousetrap
mousetrapalone aloneisisnot
notenough.
enough.Volunteer
Volunteerfor forprojects
projectsthatthatwill
will
require interacting/presenting with higher management. Focus on require
requireinteracting/presenting
interacting/presentingwith withhigher
highermanagement.
management.Focus Focuson on
activities that are the core of what your organization does. Find a activities
activitiesthat
thatare
arethe
thecore
coreofofwhat
whatyouryourorganization
organizationdoes.does.Find
Findaa
business opportunity and make a reasoned case for it. Pick a big business
businessopportunity
opportunityand andmakemakeaareasoned
reasonedcasecasefor
forit.it.Pick
Pickaabig
big
problem and work maniacally to solve it. You need to be seen and problem
problemand andwork
workmaniacally
maniacallytotosolve
solveit.it.You
Youneed
needtotobe beseen
seenand
and
heard but on substance not fluff. heard
heardbut butononsubstance
substancenot notfluff.
fluff.
8. Not willing to make sacrifices? Many people turn down 8.8.Not
Notwilling
willingto tomake
makesacrifices?
sacrifices?Many Manypeople
peopleturnturndown
down
career opportunities based upon current life comforts only to career
careeropportunities
opportunitiesbased basedupon
uponcurrent
currentlife
lifecomforts
comfortsonly onlytoto
regret it later when they have been passed by. Studies indicate regret
regretititlater
laterwhen
whentheytheyhave
havebeen
beenpassed
passedby. by.Studies
Studiesindicate
indicate
that the vast majority of moves successful general managers had that
thatthe
thevast
vastmajority
majorityofofmoves
movessuccessful
successfulgeneral
generalmanagers
managershad had
to make during their careers were not seen as right for them at totomake
makeduring
duringtheir
theircareers
careerswere
werenotnotseen
seenasasright
rightfor
forthem
thematat
the time. They tried to turn them down. We all have the problems. the
thetime.
time.TheyTheytried
triedtototurn
turnthem
themdown.
down.We Weallallhave
havethetheproblems.
problems.
Children in school. A house we like. A parent to take care of. A Children
Childrenininschool.
school.AAhouse
housewe welike.
like.AAparent
parenttototaketakecare
careof.
of.AA
working spouse. A medical issue to manage. A good working
workingspouse.
spouse.AAmedical
medicalissue
issuetotomanage.
manage.AAgood good
neighborhood. Most successful careers require moving around neighborhood.
neighborhood.Most Mostsuccessful
successfulcareers
careersrequire
requiremoving
movingaround
around
during the years that are the most inconvenient and painful during
duringthetheyears
yearsthat
thatare
arethe
themost
mostinconvenient
inconvenientand andpainful
painful
when we have kids in school, not much extra money, and aging when
whenwe wehavehavekids
kidsininschool,
school,notnotmuch
muchextra
extramoney,
money,and andaging
aging
parents to manage. Read The Lessons of Experience by McCall, parents
parentstotomanage.
manage.Read ReadTheTheLessons
LessonsofofExperience
Experienceby byMcCall,
McCall,
Lombardo and Morrison for the careers of men and Breaking the Lombardo
Lombardoand andMorrison
Morrisonfor forthe
thecareers
careersofofmen
menand andBreaking
Breakingthe the
Glass Ceiling by Morrison, White and Van Velsor for the careers of Glass
GlassCeiling
Ceilingby byMorrison,
Morrison,White
WhiteandandVan
VanVelsor
Velsorfor
forthe
thecareers
careersofof
women to see how successful careers are really built. Set your women
womentotosee seehow
howsuccessful
successfulcareers
careersarearereally
reallybuilt.
built.Set
Setyour
your
mind to it. You must move to grow. mind
mindtotoit.it.You
Youmust
mustmovemovetotogrow.
grow.
9. Waiting for your boss to retire and get the big 9.9.Waiting
Waitingfor foryouryourbossbosstotoretire
retireand
andget getthethebig
big
promotion? Its hard to understand, but a promotion to your promotion?
promotion?Its Itshard
hardtotounderstand,
understand,but
butaapromotion
promotiontotoyour
your
bosss job is about the least career building it gets. Same issues. bosss
bosssjob
jobisisabout
aboutthe theleast
leastcareer
careerbuilding
buildingititgets.
gets.Same
Sameissues.
issues.
Same people. Same customers. Same products and services. Same
Samepeople.
people.Same Samecustomers.
customers.Same
Sameproducts
productsand andservices.
services.
Variety is the key to career building. Take laterals. Bury the ego. Variety
Varietyisisthe
thekeykeytotocareer
careerbuilding.
building.Take
Takelaterals.
laterals.Bury
Burythe
theego.
ego.
Work for the long term. Turn down a straight line promotion and Work
Workforforthethelong
longterm.
term.Turn
Turndown
downaastraight
straightline
linepromotion
promotionand and
ask for a like level job elsewhere. ask
askfor
foraalike
likelevel
leveljobjobelsewhere.
elsewhere.
34 34
34
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CAREERAMBITION
AMBITION
10. Following your passion? Most of us make a very human 10.

10.Following
Followingyour yourpassion?
passion?Most Mostofofus usmake
makeaavery
veryhumanhuman
error in career management. We pursue what we most like to do. error
errorinincareer
careermanagement.
management.We Wepursue
pursuewhatwhatwe wemost
mostlikeliketotodo.
do.
Our parents and counselors told us to find something you like and Our
Ourparents
parentsandandcounselors
counselorstoldtoldusustotofind
findsomething
somethingyou youlike likeand
and
that makes you happy, get really good at it, join a big company that
thatmakes
makesyouyouhappy,
happy,getgetreally
reallygood
goodatatit,it,join
joinaabig
bigcompany
company
who will take care of you and provide you a nice pension. While who
whowill
willtake
takecare
careofofyou
youand
andprovide
provideyou youaanice
nicepension.
pension.WhileWhile
that may have been good advice in the past, it doesnt fit today that
thatmay
mayhave
havebeen
beengood
goodadvice
adviceininthe
thepast,
past,ititdoesnt
doesntfitfittoday
today
very well. Lifelong employment is dead. Layoffs. Virtual very
verywell.
well.Lifelong
Lifelongemployment
employmentisisdead.dead.Layoffs.
Layoffs.Virtual
Virtual
corporations. Chaos. Employability is the new term and concept. corporations.
corporations.Chaos.
Chaos.Employability
Employabilityisisthethenew
newtermtermand
andconcept.
concept.
You have to be good at a lot of things. You will change You
Youhave
havetotobebegood
goodatataalot
lotofofthings.
things.YouYouwill
willchange
change
organizations several times. You will have to move around to organizations
organizationsseveral
severaltimes.
times.You
Youwill
willhave
havetotomove
movearound
aroundtoto
where the opportunities are. where
wherethe theopportunities
opportunitiesare.
are.
CAREER AMBITION
CAREER AMBITION
CAREER AMBITION
SUGGESTEDREADINGS
READINGS
Barner, Robert. Lifeboat strategies: how to keep your career above Barner, Robert.Lifeboat
Barner,Robert. Lifeboatstrategies:
strategies:how
howtotokeep
keepyour
yourcareer
careerabove
above
water during tough times or any time. New York: American water
waterduring
duringtough
toughtimes
timesororany
anytime.
time.New
NewYork:
York:American
American
Management Association, 1994. Management
ManagementAssociation,
Association,1994.
1994.
Bolles, Richard N. What color is your parachute? 2000. Berkeley, Bolles, RichardN.N.What
Bolles,Richard Whatcolor
colorisisyour
yourparachute?
parachute?2000.
2000.Berkeley,
Berkeley,
CA: Ten Speed Press, 1999. CA:
CA:Ten
TenSpeed
SpeedPress,
Press,1999.
1999.
6
6
Bridges, William. Creating You & Co. Finding work in the Bridges, William.Creating
Bridges,William. CreatingYou
You&&Co.
Co.Finding
Findingwork
workininthe
the
dejobbed workplace. Reading, MA: Addison-Wesley Longman, dejobbed
dejobbedworkplace.
workplace.Reading,
Reading,MA:
MA:Addison-Wesley
Addison-WesleyLongman,
Longman,
1995. 1995.
1995.
Brim, Gilbert. Ambition: How we manage success and failure Brim,
Brim,Gilbert. Ambition:How
Gilbert.Ambition: Howwewemanage
managesuccess
successand
andfailure
failure
throughout our lives. New York: Harper Collins, 1992. throughout
throughoutourourlives.
lives.New
NewYork:
York:Harper
HarperCollins,
Collins,1992.
1992.
DuBrin, Andrew J. Your own worst enemy: how to overcome career DuBrin, AndrewJ.J.Your
DuBrin,Andrew Yourown
ownworst
worstenemy:
enemy:how
howtotoovercome
overcomecareer
career
self-sabotage. New York: American Management Association, self-sabotage.
self-sabotage.New
NewYork:
York:American
AmericanManagement
ManagementAssociation,
Association,
1992. 1992.
1992.
Holton, Bill and Cher. The Managers Short Course: Thirty-three Holton,
Holton,Bill
Billand Cher.The
andCher. TheManagers
ManagersShort
ShortCourse:
Course:Thirty-three
Thirty-three
tactics to upgrade your career. New York: John Wiley & Sons, 1992. tactics
tacticstotoupgrade
upgradeyour
yourcareer.
career.New
NewYork:
York:John
JohnWiley
Wiley&&Sons,
Sons,1992.
1992.
Hunt, Christopher W. and Scott A. Scanlon. Navigating your Career. Hunt,
Hunt,Christopher
ChristopherW.
W.and
andScott Scanlon.Navigating
ScottA.A.Scanlon. Navigatingyour
yourCareer.
Career.
New York: John Wiley & Sons, 1999. New
NewYork:
York:John
JohnWiley
Wiley&&Sons,
Sons,1999.
1999.
Johnson, Mike. Getting a Grip on Tomorrow Your Guide to Johnson, Mike.Getting
Johnson,Mike. GettingaaGrip
Gripon
onTomorrow
TomorrowYour
YourGuide
Guidetoto
Survival and Success in the Changed World of Work. Newton, MA: Survival
Survivaland
andSuccess
Successininthe
theChanged
ChangedWorld
WorldofofWork.
Work.Newton,
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MA:
Butterworth-Heinemann, 1997. Butterworth-Heinemann,
Butterworth-Heinemann,1997. 1997.
Kaplan, Robert E. with Wilfred H. Drath and Joan Kofodimos. Kaplan,
Kaplan,Robert
RobertE.E.with
withWilfred
WilfredH.H.Drath
Drathand
andJoan
JoanKofodimos.
Kofodimos.
Beyond Ambition. San Francisco: Jossey-Bass Publishers, 1991. Beyond
BeyondAmbition.
Ambition.San
SanFrancisco:
Francisco:Jossey-Bass
Jossey-BassPublishers,
Publishers,1991.
1991.
continued continued
continued
35 35
35
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CAREERAMBITION
AMBITION
Kelley, Robert E. How to be a Star at Work. New York: Times Kelley, RobertE.E.How
Kelley,Robert Howtotobe
beaaStar
StaratatWork.
Work.New
NewYork:
York:Times
Times
Business, 1998. Business,
Business,1998.
1998.
Kushel, Gerald and Peter Land. Reaching the Peak: how to motivate Kushel,
Kushel,Gerald
Geraldand
andPeter Land.Reaching
PeterLand. Reachingthe
thePeak:
Peak:how
howtotomotivate
motivate
yourself and others to excel. New York: AMACOM, 1994. yourself
yourselfand
andothers
otherstotoexcel.
excel.New
NewYork:
York:AMACOM,
AMACOM,1994.
1994.
Levinson, Harry. Career Mastery. San Francisco: Berrett-Koehler Levinson, Harry.Career
Levinson,Harry. CareerMastery.
Mastery.San
SanFrancisco:
Francisco:Berrett-Koehler
Berrett-Koehler
Publishers, 1992. Publishers,
Publishers,1992.
1992.
McCall, Morgan W., Michael M. Lombardo and Ann M. Morrison. McCall,
McCall,Morgan
MorganW.,W.,Michael
MichaelM.M.Lombardo
Lombardoand
andAnn
AnnM.
M.Morrison.
Morrison.
The Lessons of Experience. Lexington, MA: Lexington Books, 1988. The
TheLessons
LessonsofofExperience.
Experience.Lexington,
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MA:Lexington
LexingtonBooks,
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Morrison, Ann M., Randall P. White, Ellen Van Velsor, and the Morrison,
Morrison,Ann
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M.,Randall
RandallP.P.White,
White,Ellen
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Velsor,and
andthe
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Center for Creative Leadership. Breaking the glass ceiling: Can Center
Centerfor
forCreative Leadership.Breaking
CreativeLeadership. Breakingthe theglass
glassceiling:
ceiling:Can
Can
women reach the top of Americas largest corporations?. Reading, women
womenreach
reachthe
thetop
topofofAmericas
Americaslargest
largestcorporations?.
corporations?.Reading,
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Addison-WesleyPub.Pub.Co.,
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Searing, Jill A. and Anne B. Lovett. The career prescription: how to Searing,
Searing,Jill
JillA.A.and
andAnne Lovett.The
AnneB.B.Lovett. Thecareer
careerprescription:
prescription:how
howtoto
stop sabotaging your career and put it on a winning track. stop
stopsabotaging
sabotagingyour yourcareer
careerand
andput
putititon
onaawinning
winningtrack.
track.
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Cliffs,N.J.:
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Prentice-Hall,1995.
1995.
Stern, Paul G. and Tom Schactman. Straight to the top: beyond Stern,
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TomSchactman. Straighttotothe
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top:beyond
beyond
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loyalty,gamesmanship,
gamesmanship,mentors,
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New
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York:Warner
WarnerBooks,
Books,1990.
1990.
36 36
36
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
7 77
CARING ABOUT DIRECT REPORTS CARING
CARING ABOUT
ABOUT DIRECT
DIRECT REPORTS
REPORTS
UNSKILLED UNSKILLED
UNSKILLED
May not care much about the personal needs of direct reports May
Maynot
notcare
caremuch
muchabout
aboutthethepersonal
personalneeds
needsofofdirect
directreports
reports
May be too busy to know much about direct reports May
Maybebetoo
toobusy
busytotoknow
knowmuchmuchabout
aboutdirect
directreports
reports
May believe work and personal life should be separate May
Maybelieve
believework
workand andpersonal
personallifelifeshould
shouldbebeseparate
separate
CARING ABOUT DIRECT REPORTS


May be more work and task oriented than most May
Maybebemore
morework workandandtask
taskoriented
orientedthan
thanmost
most
May be very tense and impersonal with direct reports May
Maybebevery
verytense
tenseandandimpersonal
impersonalwith withdirect
directreports
reports
May lack the listening skills or interest to know peoples hopes and May
Maylack
lackthe
thelistening
listeningskills
skillsororinterest
interesttotoknow
knowpeoples
peopleshopes
hopesand
and
problems problems
problems
SKILLED SKILLED
SKILLED
Is interested in the work and non-work lives of direct reports IsIsinterested
interestedininthe
thework
workandandnon-work
non-worklives
livesofofdirect
directreports
reports
Asks about their plans, problems, and desires Asks
Asksabout
abouttheir
theirplans,
plans,problems,
problems,and
anddesires
desires
Knows about their concerns and questions Knows
Knowsabout
abouttheir
theirconcerns
concernsandandquestions
questions
Is available for listening to personal problems IsIsavailable
availablefor
forlistening
listeningtotopersonal
personalproblems
problems
Monitors workloads and appreciates extra effort Monitors
Monitorsworkloads
workloadsand andappreciates
appreciatesextra
extraeffort
effort
7
7
7
OVERUSEDSKILL
SKILL
May have trouble being firm with direct reports May
Mayhave
havetrouble
troublebeing
beingfirm
firmwithwithdirect
directreports
reports
May give them too much room for excuses May
Maygive
givethem
themtoo
toomuch
muchroom
roomfor forexcuses
excuses
May not challenge them to perform beyond their comfort zone May
Maynot
notchallenge
challengethemthemtotoperform
performbeyond
beyondtheir
theircomfort
comfortzone
zone
May get too deep into their lives May
Mayget
gettoo
toodeep
deepinto
intotheir
theirlives
lives
May not be able to make objective calls on performance and May
Maynot
notbebeable
abletotomake
makeobjective
objectivecalls
callson
onperformance
performanceand and
potential potential
potential
May not know when to stop showing care when efforts are May
Maynot
notknow
knowwhen
whentotostop
stopshowing
showingcare
carewhen
whenefforts
effortsare
are
rejected rejected
rejected
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 9, 12, 13, 17, 18, 20, 23, 27, 34, 35, 56, 57, 64 COMPENSATORS:9,9,12,
13,17,
17,18,
18,20,
20,23,
23,27,
27,34,
34,35,
35,56,
56,57,
57,64
64
37 37
37
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CARINGABOUT
ABOUTDIRECT
DIRECTREPORTS
REPORTS
SOME CAUSES SOME

SOMECAUSES
CAUSES
Belief that work and personal life should be kept separate Belief
Beliefthat
thatwork
workandandpersonal
personallife
lifeshould
shouldbe
bekept
keptseparate
separate
Care more for other things than people Care
Caremore
moreforforother
otherthings
thingsthan
thanpeople
people
Fear being taken advantage of Fear
Fearbeing
beingtaken
takenadvantage
advantageofof
Fear of being placed in counselor role Fear
Fearofofbeing
beingplaced
placedinincounselor
counselorrole
role
Low priority activity Low
Lowpriority
priorityactivity
activity
Poor listener Poor
Poorlistener
listener
Too busy Too
Toobusy
busy
THE MAP THE

THEMAP
MAP
Caring for others is important on a number of levels. At the most Caring
Caringfor forothers
othersisisimportant
importanton onaanumber
numberofoflevels.
levels.AtAtthe
themost
most
basic is that people who are cared about return that care to others. basic
basicisisthat
thatpeople
peoplewhowhoare arecared
caredabout
aboutreturn
returnthat
thatcare
caretotoothers.
others.
People who are shown care work more effectively with and for the People
Peoplewho whoareareshown
showncarecarework
workmore moreeffectively
effectivelywith
withand andforforthe
the
people who show that care. Cared for people feel better and are people
peoplewho whoshow
showthat
thatcare.
care.Cared
Caredfor forpeople
peoplefeelfeelbetter
betterandandareare
more positive to be around and work with than people who are more
morepositive
positivetotobebearound
aroundand andwork workwith
withthan
thanpeople
peoplewho whoare are
ignored. Caring about others doesnt have to be a soft or counselor ignored.
ignored.Caring
Caringabout
aboutothers
othersdoesnt
doesnthave
havetotobe beaasoft
softororcounselor
counselor
activity it simply means trying to show reasonable concern for activity
activityititsimply
simplymeans
meanstrying
tryingtotoshow
showreasonable
reasonableconcern
concernfor for
direct reports in every way possible to help them perform and grow. direct
directreports
reportsininevery
everyway
waypossible
possibletotohelphelpthem
themperform
performand andgrow.
grow.
People who care dont just smile and act friendly. At the mechanical People
Peoplewho whocare
caredont
dontjust
justsmile
smileand andact
actfriendly.
friendly.AtAtthe
themechanical
mechanical
level, good managers know more about their people than just the level,
level,good
goodmanagers
managersknow knowmoremoreaboutabouttheir
theirpeople
peoplethanthanjust
justthe
the
work they do. They know a little about their history, a little about work
worktheytheydo.
do.They
Theyknow
knowaalittle
littleabout
abouttheir
theirhistory,
history,aalittle
littleabout
about
their current situation, and a little about their dreams, preferences their
theircurrent
currentsituation,
situation,andandaalittle
littleabout
abouttheir
theirdreams,
dreams,preferences
preferences
and wishes. They foster two-way information. They pick up the and
andwishes.
wishes.They
Theyfoster
fostertwo-way
two-wayinformation.
information.They Theypick
pickup upthe
the
early warning signs for problems before they become serious, and early
earlywarning
warningsigns
signsfor
forproblems
problemsbefore beforethey
theybecome
becomeserious,
serious,andand
are quick to help others perform better by removing obstacles. Long are
arequick
quicktotohelp
helpothers
othersperform
performbetterbetterby
byremoving
removingobstacles.
obstacles.LongLong
term they help by developing their direct reports and giving them term
termtheytheyhelp
helpbybydeveloping
developingtheir theirdirect
directreports
reportsandandgiving
givingthem
them
critical feedback to help them grow. At the deeper level, good critical
criticalfeedback
feedbacktotohelphelpthem
themgrow.grow.At Atthe
thedeeper
deeperlevel,
level,good
good
managers show care because they care. Either way, managing the managers
managersshow showcarecarebecause
becausethey theycare.
care.Either
Eitherway,
way,managing
managingthe the
whole person will always be rewarded with better performance and whole
wholeperson
personwill
willalways
alwaysbe berewarded
rewardedwith withbetter
betterperformance
performanceand and
a better feeling for you, the manager. aabetter
betterfeeling
feelingfor
foryou,
you,the
themanager.
manager.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Caring is listening. Many bosses are marginal listeners. 1.1.Caring
Caringisislistening.
listening.Many Manybosses
bossesarearemarginal
marginallisteners.
listeners.
They are action oriented and more apt to cut off people mid- They
Theyare
areaction
actionoriented
orientedandandmore
moreaptapttotocut
cutoffoffpeople
peoplemid-mid-
sentence than listen. They also are impatient and finish peoples sentence
sentencethan thanlisten.
listen.They
Theyalso
alsoare
areimpatient
impatientand andfinish
finishpeoples
peoples
sentences for them when they hesitate. All of these impatient sentences
sentencesfor forthem
themwhenwhentheytheyhesitate.
hesitate.All
Allofofthese
theseimpatient
impatient
behaviors come across to others as a lack of caring. Its being behaviors
behaviorscome comeacrossacrosstotoothers
othersasasaalack
lackofofcaring.
caring.Its
Itsbeing
being
insensitive to the needs and feelings of others. So step one in insensitive
insensitivetotothe theneeds
needsandandfeelings
feelingsofofothers.
others.SoSostep
steponeoneinin
caring is listening longer. More help? See #33 Listening. caring
caringisislistening longer.More
listeninglonger. Morehelp?
help?SeeSee#33
#33Listening.
Listening.
38 38
38
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CARINGABOUT
ABOUTDIRECT
DIRECTREPORTS
REPORTS
2. Caring is sharing and disclosing. Share your thinking on 2.2.Caring

Caringisissharing
sharingand anddisclosing.
disclosing.ShareShareyour
yourthinking
thinkingon on
a business issue and invite the advice of direct reports. Pass on aabusiness
businessissue
issueand
andinvite
invitethetheadvice
adviceofofdirect
directreports.
reports.Pass
Passon on
tidbits of information you think will help people do their jobs tidbits
tidbitsofofinformation
informationyou youthink
thinkwill
willhelp
helppeople
peopledo dotheir
theirjobs
jobs
better or broaden their perspective. Reveal things people dont better
betterororbroaden
broadentheir theirperspective.
perspective.Reveal
Revealthings
thingspeople
peopledont
dont
need to know to do their jobs, but which will be interesting to need
needtotoknow
knowtotodo dotheir
theirjobs,
jobs,but
butwhich
whichwill
willbe
beinteresting
interestingtoto
them and help them feel valued. Disclose some things about them
themandandhelp
helpthem
themfeel feelvalued.
valued.Disclose
Disclosesome
somethings
thingsabout
about
yourself as well. Its hard for people to relate to a stone. Tell them yourself
yourselfasaswell.
well.Its
Itshard
hardforforpeople
peopletotorelate
relatetotoaastone.
stone.Tell
Tellthem
them
how you arrive at decisions. Explain your intentions, your reasons, how
howyouyouarrive
arriveatatdecisions.
decisions.Explain
Explainyour
yourintentions,
intentions,youryourreasons,
reasons,

and your thinking when announcing decisions. If you offer and
andyour
yourthinking
thinkingwhen whenannouncing
announcingdecisions.
decisions.IfIfyou
youoffer
offer
solutions first, you invite resistance and feelings of not being cared solutions
solutionsfirst,
first,you
youinvite
inviteresistance
resistanceandandfeelings
feelingsofofnotnotbeing
beingcared
cared
about He/she just dumps things on us. about
aboutHe/she
He/shejust justdumps
dumpsthings
thingsononus.
us.
3. Caring is knowing. Know three non-work things about 3.3.Caring
Caringisisknowing.
knowing.Know Knowthree
threenon-work
non-workthings
thingsabout
about
everybody their interests and hobbies or their children or everybody
everybodytheir
theirinterests
interestsand
andhobbies
hobbiesorortheir
theirchildren
childrenoror
something you can chat about. Life is a small world. If you ask something
somethingyou
youcan
canchat
chatabout.
about.Life
Lifeisisaasmall
smallworld.
world.IfIfyou
youask
ask
your people a few personal questions, youll find you have your
yourpeople
peopleaafew
fewpersonal
personalquestions,
questions,youll
youllfind
findyou
youhave
have
something in common with virtually anyone. Having something in something
somethinginincommon
commonwith withvirtually
virtuallyanyone.
anyone.Having
Havingsomething
somethinginin
common will help bond the relationship. common
commonwill
willhelp
helpbond
bondthe
therelationship.
relationship.
4. Caring is accepting. Try to listen without judging initially. 4.4.Caring
Caringisisaccepting.
accepting.Try Trytotolisten
listenwithout
withoutjudging
judginginitially.
initially.
7
7
Turn off your I agree; I dont agree filter. You dont have to Turn
Turnoffoffyour
yourIIagree;
agree;I Idont
dontagree
agreefilter.
filter.You
Youdont
donthavehavetoto
agree with it; just listen to understand. Assume when people tell agree
agreewith
withit;it;just
justlisten
listentotounderstand.
understand.Assume Assumewhen whenpeople
peopletell
tell
you something they are looking for understanding; indicate that you
yousomething
somethingthey theyarearelooking
lookingfor forunderstanding;
understanding;indicateindicatethat
that
by being able to summarize what they said. Dont offer advice or by
bybeing
beingable
abletotosummarize
summarizewhat whatthey theysaid.
said.Dont
Dontoffer
offeradvice
adviceoror
solutions unless its obvious the person wants to know what you solutions
solutionsunless
unlessitsitsobvious
obviousthe theperson
personwantswantstotoknow
knowwhat whatyouyou
would do. While offering instant solutions is a good thing to do in would
woulddo. do.While
Whileoffering
offeringinstant
instantsolutions
solutionsisisaagood
goodthing thingtotodo
doinin
many circumstances, its chilling where the goal is to get people to many
manycircumstances,
circumstances,its itschilling
chillingwhere
wherethe thegoal
goalisistotoget
getpeople
peopletoto
talk to you more freely. talk
talktotoyou
youmore
morefreely.
freely.
5. Caring is understanding. Study the people you work with. 5.5.Caring
Caringisisunderstanding.
understanding.Study Studythe
thepeople
peopleyouyouwork
workwith.
with.
Without judging them, collect evidence on how they think and Without
Withoutjudging
judgingthem,
them,collect
collectevidence
evidenceon onhow
howthey
theythink
thinkandand
what they do. What drives them to do what they do? Try to what
whatthey
theydo.
do.What
Whatdrives
drivesthem
themtotododowhat
whatthey
theydo?
do?TryTrytoto
predict what they will do in given situations. Use this to predict
predictwhat
whatthey
theywill
willdodoiningiven
givensituations.
situations.Use
Usethis
thistoto
understand how to relate to them. What are their hot buttons? understand
understandhowhowtotorelate
relatetotothem.
them.What
Whatare
aretheir
theirhot
hotbuttons?
buttons?
What would they like for you to care about? What
Whatwould
wouldthey
theylike
likefor
foryou
youtotocare
careabout?
about?
6. Caring is wondering. Show you care what they think. Many 6.6.Caring
Caringisiswondering.
wondering.Show Showyou youcare
carewhat
whatthey
theythink.
think.Many
Many
people dont ask enough curiosity questions when they are in their people
peopledont
dontask
askenough
enoughcuriosity
curiosityquestions
questionswhen
whenthey
theyare
areinintheir
their
work mode. There are too many probing or informational work
workmode.
mode.There
Thereare
aretoo
toomany
manyprobing
probingororinformational
informational
questions and not enough what if, what are you learning, questions
questionsand
andnotnotenough
enoughwhat
whatif,
if,what
whatare
areyou
youlearning,
learning,
what would you change, questions. In studies, statements what
whatwould
wouldyouyouchange,
change,questions.
questions.InInstudies,
studies,statements
statements
39 39
39
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CARINGABOUT
ABOUTDIRECT
DIRECTREPORTS
REPORTS
outweighed questions eight to one and few questions invited outweighed

outweighedquestions
questionseight
eighttotoone
oneand
andfew
fewquestions
questionsinvited
invited
others to really think things through. others
otherstotoreally
reallythink
thinkthings
thingsthrough.
through.
7. Caring is treating people differently. Caring is not 7.7.Caring
Caringisistreating
treatingpeople
peopledifferently.
differently.Caring
Caringisisnot
not
treating people equally, its treating people equitably. People are treating
treatingpeople
peopleequally,
equally,its
itstreating
treatingpeople
peopleequitably.
equitably.People
Peopleare
are
different. They have different needs. They respond differently to different.
different.They
Theyhave
havedifferent
differentneeds.
needs.They
Theyrespond
responddifferently
differentlytoto
you. They have different dreams and concerns. Each person is you.
you.They
Theyhave
havedifferent
differentdreams
dreamsand andconcerns.
concerns.Each
Eachperson
personisis
unique and feels best when treated uniquely. More help? See unique
uniqueand
andfeels
feelsbest
bestwhen
whentreated uniquely.More
treateduniquely. Morehelp?
help?See
See
#21 Managing Diversity. #21
#21Managing
ManagingDiversity.
Diversity.
8. Caring is being concerned without becoming a 8.8.Caring
Caringisisbeing
beingconcerned
concernedwithout
withoutbecoming
becomingaa
therapist: therapist:
therapist:
If someone brings you all his/her problems on a regular basis, IfIfsomeone
someonebrings
bringsyou
youall
allhis/her
his/herproblems
problemson onaaregular
regularbasis,
basis,
pick one you think you can help with and ask him/her to seek pick
pickone
oneyou
youthink
thinkyou
youcan
canhelp
helpwith
withand
andask
askhim/her
him/hertotoseek
seek
counseling or employee assistance for the others. counseling
counselingororemployee
employeeassistance
assistancefor
forthe
theothers.
others.
If someone is a rambler and repeats things, interrupt but IfIfsomeone
someoneisisaarambler
ramblerand
andrepeats
repeatsthings,
things,interrupt
interruptbut
but
summarize. This signals you heard him/her, but keeps him/her summarize.
summarize.This
Thissignals
signalsyou
youheard
heardhim/her,
him/her,but
butkeeps
keepshim/her
him/her
from consuming time. from
fromconsuming
consumingtime.
time.
If someone is angry, let him/her vent without saying anything IfIfsomeone
someoneisisangry,
angry,let
lethim/her
him/hervent
ventwithout
withoutsaying
sayinganything
anything
other than you know he/she is upset. Its hard for most people other
otherthan
thanyou
youknow
knowhe/she
he/sheisisupset.
upset.Its
Itshard
hardfor
formost
mostpeople
people
to continue very long with no encouragement or resistance. If totocontinue
continuevery
verylong
longwith
withno
noencouragement
encouragementororresistance.
resistance.IfIf
he/she keeps on, invite him/her to talk with you outside of he/she
he/shekeeps
keepson,
on,invite
invitehim/her
him/hertototalk
talkwith
withyou
yououtside
outsideofof
work hours. work
workhours.
hours.
If someone is a chronic complainer, ask him/her to write down IfIfsomeone
someoneisisaachronic
chroniccomplainer,
complainer,ask
askhim/her
him/hertotowrite
writedown
down
problems and solutions, and then discuss it. This turns down problems
problemsand
andsolutions,
solutions,and
andthen
thendiscuss
discussit.it.This
Thisturns
turnsdown
down
the volume while hopefully moving him/her off complaining. the
thevolume
volumewhile
whilehopefully
hopefullymoving
movinghim/her
him/heroff offcomplaining.
complaining.
If someone wants to complain about someone else, ask if he/ IfIfsomeone
someonewants
wantstotocomplain
complainabout
aboutsomeone
someoneelse,else,ask
askififhe/
he/
she has talked to the person. Encourage him/her to do so. If she
shehas
hastalked
talkedtotothe
theperson.
person.Encourage
Encouragehim/her
him/hertotodo doso.
so.IfIf
that doesnt work, summarize what he/she said without that
thatdoesnt
doesntwork,
work,summarize
summarizewhat
whathe/she
he/shesaid
saidwithout
without
agreeing or disagreeing, which will add still more time to the agreeing
agreeingorordisagreeing,
disagreeing,which
whichwill
willadd
addstill
stillmore
moretime
timetotothe
the
discussion. discussion.
discussion.
If someone is demotivated, focus on challenging job tasks and IfIfsomeone
someoneisisdemotivated,
demotivated,focus
focuson
onchallenging
challengingjob
jobtasks
tasksand
and
variety in his/her work. Ask what excitement on the job looks variety
varietyininhis/her
his/herwork.
work.Ask
Askwhat
whatexcitement
excitementon
onthe
thejob
joblooks
looks
like to him/her. More help? See #19 Developing Direct like him/her.More
liketotohim/her. Morehelp?
help?See
See#19
#19Developing
DevelopingDirect
Direct
Reports and #36 Motivating Others. Reports
Reportsand and#36
#36Motivating
MotivatingOthers.
Others.
40 40
40
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CARINGABOUT
ABOUTDIRECT
DIRECTREPORTS
REPORTS
9. Caring is signaling that you care. Watch out for 9.9.Caring

Caringisissignaling
signalingthat thatyou
youcare.
care.Watch
Watchout outforfor
unintentionally signaling to people that you dont care. A I unintentionally
unintentionallysignaling
signalingtotopeople
peoplethat
thatyou
youdont
dontcare.
care.AAII
leave the details to others; B Im not very organized; C Ive leave
leavethe
thedetails
detailstotoothers;
others;BBIm
Imnot
notvery
veryorganized;
organized;CCIve
Ive
always believed in taking action then sorting it out later; might always
alwaysbelieved
believedinintaking
takingaction
actionthen
thensorting
sortingititout
outlater;
later;might
might
mean A What I do isnt important; B Im left to pick up the mean
meanAAWhat
WhatI Idodoisnt
isntimportant;
important;BBIm
Imleft
lefttotopick
pickupupthe
the
pieces; and C I have to deal with the havoc, to your direct pieces;
pieces;and
andCCIIhave
havetotodeal
dealwith
withthe
thehavoc,
havoc,totoyouryourdirect
direct
reports. Think about impact on them when you speak. reports.
reports.Think
Thinkabout
aboutimpact
impacton onthem
themwhen
whenyouyouspeak.
speak.

10. List your last 10 bosses on a piece of paper. Put five 10.
10.List
Listyour
yourlastlast1010bosses
bosseson onaapiece
pieceof ofpaper.
paper.Put Putfive
five
in the he/she cared the least about me and other members of the ininthe
thehe/she
he/shecared
caredthe
theleast
leastabout
aboutmemeand
andother
othermembers
membersofofthe the
team and the other five in the he/she cared the most about me team
teamandandthe
theother
otherfive
fiveininthe
thehe/she
he/shecared
caredthe
themost
mostabout
aboutme me
and other members of the team. How did the low care group and
andother
othermembers
membersofofthe theteam.
team.HowHowdid
didthe
thelow
lowcare
caregroup
group
act? What did they do that showed they didnt care? What didnt act?
act?What
Whatdid
didthey
theydo
dothat
thatshowed
showedthey
theydidnt
didntcare?
care?What
Whatdidnt
didnt
they do that showed they didnt care? What did the other group they
theydodothat
thatshowed
showedtheytheydidnt
didntcare?
care?What
Whatdid
didthe
theother
othergroup
group
do and not do that showed they cared? Compare your analysis to dodoand
andnot
notdo
dothat
thatshowed
showedthey theycared?
cared?Compare
Compareyouryouranalysis
analysistoto
how you behave as a manager. how
howyouyoubehave
behaveasasaamanager.
manager.

SUGGESTEDREADINGS
READINGS
Autry, James A. The Art of Caring Leadership. New York: William Autry, JamesA.A.The
Autry,James TheArt
ArtofofCaring
CaringLeadership.
Leadership.New
NewYork:
York:William
William
7
7
Morrow and Company, Inc., 1991. Morrow
MorrowandandCompany,
Company,Inc.,
Inc.,1991.
1991.
Daniels, Aubrey C. Bringing out the Best in People. New York: Daniels, AubreyC.C.Bringing
Daniels,Aubrey Bringingout
outthe
theBest
BestininPeople.
People.New
NewYork:
York:
McGraw-Hill, Inc., 1994. McGraw-Hill,
McGraw-Hill,Inc.,
Inc.,1994.
1994.
Garfield, Charles A. Second to none: how our smartest companies Garfield, CharlesA.A.Second
Garfield,Charles Secondtotonone:
none:how
howour
oursmartest
smartestcompanies
companies
put people first. Homewood, IL: Business One Irwin, 1992. put
putpeople
peoplefirst.
first.Homewood,
Homewood,IL:IL:Business
BusinessOne
OneIrwin,
Irwin,1992.
1992.
Handy, Charles. The Hungry Spirit. New York: Doubleday, 1998. Handy, Charles.The
Handy,Charles. TheHungry
HungrySpirit.
Spirit.New
NewYork:
York:Doubleday,
Doubleday,1998.
1998.
Keneally, Thomas. Schindlers List. New York: Simon & Schuster, Keneally, Thomas.Schindlers
Keneally,Thomas. SchindlersList.
List.New
NewYork:
York:Simon
Simon&&Schuster,
Schuster,
1982. 1982.
1982.
Keneally, Thomas. Schindlers List [sound recording]. New York: Keneally, Thomas.Schindlers
Keneally,Thomas. SchindlersList
List[sound
[soundrecording].
recording].New
NewYork:
York:
Simon & Schuster Audio, 1993. Simon
Simon&&Schuster
SchusterAudio,
Audio,1993.
1993.
Maslach, Christina and Michael P. Leiter. The Truth About Burnout. Maslach,
Maslach,Christina
Christinaand
andMichael Leiter.The
MichaelP.P.Leiter. TheTruth
TruthAbout
AboutBurnout.
Burnout.
San Francisco: Jossey-Bass, Inc., 1997. San
SanFrancisco:
Jossey-Bass,Inc.,
Inc.,1997.
1997.
Mason, Marilyn Ph.D. Seven Mountains The inner climb to Mason,
Mason,Marilyn Ph.D.Seven
MarilynPh.D. SevenMountains
MountainsThe
Theinner
innerclimb
climbtoto
commitment and caring. New York: The Penguin Group, 1997. commitment
commitmentandandcaring.
caring.New
NewYork:
York:The
ThePenguin
PenguinGroup,
Group,1997.
1997.
Pfeffer, Jeffrey. The Human Equation. Boston: Harvard Business Pfeffer, Jeffrey.The
Pfeffer,Jeffrey. TheHuman
HumanEquation.
Equation.Boston:
Boston:Harvard
HarvardBusiness
Business
School Press, 1998. School
SchoolPress,
Press,1998.
1998.
41 41
41
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CARINGABOUT
ABOUTDIRECT
DIRECTREPORTS
REPORTS
42 42
42
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
8 88
COMFORT AROUND HIGHER MANAGEMENT COMFORT
COMFORT AROUND
AROUND HIGHER
HIGHER MANAGEMENT
MANAGEMENT
UNSKILLED UNSKILLED
UNSKILLED
COMFORT AROUND HIGHER MANAGEMENT


Lacks self confidence in front of more senior people Lacks
Lacksself
selfconfidence
confidenceininfront
frontofofmore
moresenior
seniorpeople
people
May appear nervous and tense, not at his/her best May
Mayappear
appearnervous
nervousand
andtense,
tense,not
notatathis/her
his/herbest
best
May lose composure or get rattled when questioned by executives May
Maylose
losecomposure
composureororgetgetrattled
rattledwhenwhenquestioned
questionedbybyexecutives
executives
Doesnt know how to influence or impress more senior managers Doesnt
Doesntknow
knowhow
howtotoinfluence
influenceororimpress
impressmore
moresenior
seniormanagers
managers
May not understand what top executives are looking for May
Maynot
notunderstand
understandwhat
whattoptopexecutives
executivesare arelooking
lookingfor
for
Says and does things that dont fit the situation Says
Saysand
anddoes
doesthings
thingsthat
thatdont
dontfitfitthe
thesituation
situation
SKILLED SKILLED
SKILLED
Can deal comfortably with more senior managers Can
Candeal
dealcomfortably
comfortablywith
withmore
moresenior
seniormanagers
managers
Can present to more senior managers without undue tension and Can
Canpresent
presenttotomore
moresenior
seniormanagers
managerswithout
withoutundue
unduetension
tensionand
and
nervousness nervousness
nervousness
Understands how senior managers think and work Understands
Understandshow howsenior
seniormanagers
managersthink
thinkand
andwork
work
Can determine the best way to get things done with them by Can
Candetermine
determinethethebest
bestway
waytotoget
getthings
thingsdone
donewith
withthem
thembyby
talking their language and responding to their needs talking
talkingtheir
theirlanguage
languageandandresponding
respondingtototheir
theirneeds
needs
8
8
8
Can craft approaches likely to be seen as appropriate and positive Can
Cancraft
craftapproaches
approacheslikely
likelytotobe
beseen
seenasasappropriate
appropriateand
andpositive
positive

OVERUSEDSKILL
SKILL
May manage up too much May
Maymanage
manageup uptoo
toomuch
much
May be seen as too political and ambitious May
Maybe beseen
seenasastoo
toopolitical
politicaland
andambitious
ambitious
May spend too much time with more senior managers, parrot May
Mayspend
spendtoo
toomuch
muchtime
timewith
withmore
moresenior
seniormanagers,
managers,parrot
parrot
their positions, overestimate the meaning and usefulness of the their
theirpositions,
positions,overestimate
overestimatethethemeaning
meaningand
andusefulness
usefulnessofofthe
the
relationships relationships
relationships
Career may be too dependent on champions Career
Careermay
maybe betoo
toodependent
dependenton onchampions
champions
May be too free with confidential information May
Maybe betoo
toofree
freewith
withconfidential
confidentialinformation
information
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 5, 9, 12, 17, 22, 24, 29, 30, 45, 51, 53, 57 COMPENSATORS:5,5,9,9,12,
17,22,
22,24,
24,29,
29,30,
30,45,
45,51,
51,53,
53,57
57
43 43
43
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMFORTAROUND
AROUNDHIGHER
HIGHERMANAGEMENT
MANAGEMENT
SOME CAUSES SOME

SOMECAUSES
CAUSES
Lack of self confidence in front of more powerful people Lack
Lackofofself
selfconfidence
confidenceininfront
frontofofmore
morepowerful
powerfulpeople
people
Fear of making a mistake; slipping up and doing something dumb Fear
Fearofofmaking
makingaamistake;
mistake;slipping
slippingupupand
anddoing
doingsomething
somethingdumbdumb
Perfectionism; the fear of not being perfect in the eyes of senior Perfectionism;
Perfectionism;thethefear
fearofofnot
notbeing
beingperfect
perfectininthe
theeyes
eyesofofsenior
senior
management management
management
Lack of proper preparation due to lack of knowledge or skills or a Lack
Lackofofproper
properpreparation
preparationdue duetotolack
lackofofknowledge
knowledgeororskills
skillsororaa
work style deficit work
workstyle
styledeficit
deficit
Tendency to become more emotional under pressure and stress Tendency
Tendencytotobecome
becomemoremoreemotional
emotionalunder
underpressure
pressureand
andstress
stress
THE MAP THE

THEMAP
MAP
Performing in front of one or a number of higher level managers is Performing
Performingininfrontfrontofofoneoneororaanumber
numberofofhigher higherlevel
levelmanagers
managersisis
usually tough; they are all highly skilled in something to get there; usually
usuallytough;
tough;they theyareareallallhighly
highlyskilled
skilledininsomething
somethingtotoget getthere;
there;
dont have much time; ask tough questions and expect answers; dont
donthave
havemuch
muchtime; time;askasktough
toughquestions
questions and andexpect
expectanswers;
answers;
sometimes dont care how they make you feel. Many in your sometimes
sometimesdontdontcarecarehowhowthey theymake
makeyou youfeel.
feel.Many
Manyininyour
your
situation dont get through unscathed. Many higher level managers situation
situationdont
dontget getthrough
throughunscathed.
unscathed.Many Manyhigher
higherlevel
levelmanagers
managers
will test you to see what you are made of; some may ask tough will
willtest
testyou
youtotosee seewhat
whatyou youarearemade
madeof; of;some
somemaymayask asktough
tough
questions just to see if you can handle them; some may questions
questionsjustjusttotosee
seeififyou
youcan canhandle
handlethem;them;somesomemay may
intentionally want to push you to see what you are made of; they intentionally
intentionallywant
wanttotopush pushyou youtotosee
seewhat
whatyou youare
aremade
madeof;of;they
they
are not always going to be nice to you. It seems the higher up they are
arenot
notalways
alwaysgoinggoingtotobe benice
nicetotoyou.
you.ItItseems
seemsthe thehigher
higherupupthey
they
get the less time they spend thinking about or making any effort to get
getthe
theless
lesstime
timetheytheyspend
spendthinking
thinkingabout
aboutorormaking
makingany anyeffort
efforttoto
make others feel comfortable around them. They all made their make
makeothers
othersfeel
feelcomfortable
comfortablearound aroundthem.them.They Theyallallmade
madetheir
their
share of mistakes when they were in your position. They learned share
shareofofmistakes
mistakeswhen whenthey theywere
wereininyour
yourposition.
position.TheyTheylearned
learned
through tough times. They stumbled once in a while. In fact, the through
throughtough
toughtimes.
times.They
Theystumbled
stumbledonce onceininaawhile.
while.InInfact,
fact,the
the
research says successful higher level managers made more mistakes research
researchsays
sayssuccessful
successfulhigher higherlevel
levelmanagers
managersmade mademore moremistakes
mistakes
on the way up than the people who didnt get there. on
onthe
theway
wayup upthan
thanthe thepeople
peoplewho whodidnt
didntget getthere.
there.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Keep your cool. Being nervous, anxious and uncomfortable 1.1.Keep
Keepyour yourcool.
cool.Being
Beingnervous,
nervous,anxious
anxiousand
anduncomfortable
uncomfortable
around one or more higher ups is fairly normal; the key is not around
aroundone oneorormore
morehigher
higherups
upsisisfairly
fairlynormal;
normal;the
thekey
keyisisnot
not
allowing that to prevent you from doing your best. Being allowing
allowingthatthattotoprevent
preventyouyoufrom
fromdoing
doingyour
yourbest.
best.Being
Being
uncomfortable can sometimes lead to physical reactions like uncomfortable
uncomfortablecan cansometimes
sometimeslead
leadtotophysical
physicalreactions
reactionslike
like
sweating, hesitating or stuttering speech, mispronounced words, sweating,
sweating,hesitating
hesitatingororstuttering
stutteringspeech,
speech,mispronounced
mispronouncedwords,
words,
flushing of the face, grumbling in the stomach, running out of flushing
flushingofofthetheface,
face,grumbling
grumblingininthethestomach,
stomach,running
runningoutoutofof
breath while talking, etc. When that happens, stop a second or breath
breathwhile
whiletalking,
talking,etc.
etc.When
Whenthat
thathappens,
happens,stop
stopaasecond
secondoror
two, take a deep breath, compose yourself and continue what you two,
two,take
takeaadeepdeepbreath,
breath,compose
composeyourself
yourselfandandcontinue
continuewhat
whatyou
you
were doing; they all have been there before. Remember, all you were
weredoing;
doing;theytheyallallhave
havebeen
beenthere
therebefore.
before.Remember,
Remember,all allyou
you
can do is the best you can do. You probably know more about this can
candodoisisthe
thebest
bestyouyoucan
cando.
do.You
Youprobably
probablyknowknowmore
moreabout
aboutthis
this
topic than they do. Youre well prepared being anxious can topic
topicthan
thanthey
theydo.do.Youre
Yourewell
wellprepared
preparedbeingbeinganxious
anxiouscan
can
prevent you from demonstrating your expertise. More help? See prevent
preventyouyoufrom
fromdemonstrating
demonstratingyour expertise.More
yourexpertise. Morehelp?
help?SeeSee
#11 Composure. #11
#11Composure.
Composure.
44 44
44
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMFORTAROUND
AROUNDHIGHER
HIGHERMANAGEMENT
MANAGEMENT
2. Worst case it. List all of your worst fears; what bad things do 2.2.Worst
Worstcase caseit.it.List
Listall
allofofyour
yourworst
worstfears;
fears;what
whatbadbadthings
thingsdodo
you think might happen; envision yourself in each of those you
youthink
thinkmight
mighthappen;
happen;envision
envisionyourself
yourselfinineach
eachofofthose
those
situations; mentally practice how you would recover. Cant think situations;
situations;mentally
mentallypractice
practicehow howyouyouwould
wouldrecover.
recover.Cant
Cantthink
think
of the right words? Pause, dont fill the void with uhs. Refer to ofofthe
theright
rightwords?
words?Pause,
Pause,dont
dontfill
fillthe
thevoid
voidwith
withuhs.
uhs.Refer
Refertoto
your notes. Feeling defensive? Ask a question. Running overtime? your
yournotes.
notes.Feeling
Feelingdefensive?
defensive?Ask Askaaquestion.
question.Running
Runningovertime?
overtime?

Go straight to the conclusion. Practice the more realistic recoveries GoGostraight
straighttotothe
theconclusion.
conclusion.Practice
Practicethethemore
morerealistic
realisticrecoveries
recoveries
live in front of a mirror or with a colleague playing the audience. live
liveininfront
frontofofaamirror
mirrorororwith
withaacolleague
colleagueplaying
playingthe
theaudience.
audience.
3. Practice, practice, practice. Rehearse what you are going 3.3.Practice,
Practice,practice,
practice,practice.
practice.Rehearse
Rehearsewhatwhatyouyouare
aregoing
going
to do several times so you can do it as naturally as possible; this totodo
doseveral
severaltimes
timesso soyou
youcan
candodoititasasnaturally
naturallyasaspossible;
possible;this
this
gives you time to deal with questions and unexpected reactions gives
givesyou
youtime
timetotodeal
dealwith
withquestions
questionsand andunexpected
unexpectedreactions
reactions
more comfortably. Record yourself on video tape. Did you speak more
morecomfortably.
comfortably.Record
Recordyourself
yourselfon onvideo
videotape.
tape.DidDidyou
youspeak
speak
no longer than five to 10 minutes per major point? Anything you nonolonger
longerthan
thanfive
fivetoto10
10minutes
minutesperpermajor
majorpoint?
point?Anything
Anythingyouyou
went into with so much detail that you sounded like an almanac? went
wentinto
intowith
withsosomuch
muchdetail
detailthat
thatyou
yousounded
soundedlikelikean
analmanac?
almanac?
Did you vary tone and volume or was it monotone? Will they Did
Didyou
youvary
varytone
toneandandvolume
volumeororwas
wasititmonotone?
monotone?Will Willthey
they
remember your key points 15 minutes after the meeting ends? remember
rememberyouryourkeykeypoints
points15
15minutes
minutesafter
afterthe
themeeting
meetingends?ends?
More help? See #49 Presentation Skills. More
Morehelp?
help?SeeSee#49
#49Presentation
PresentationSkills.
Skills.
4. Visit the setting. If its a presentation to a number of higher 4.4.Visit
Visitthethesetting.
setting.IfIfits
itsaapresentation
presentationtotoaanumber
numberofofhigher
higher
ups, visit the setting of the event beforehand to get more ups,
ups,visit
visitthe
thesetting
settingofofthe
theevent
eventbeforehand
beforehandtotoget getmore
more
8
8
comfortable in the actual setting; if you can, practice the event comfortable
comfortableininthe theactual
actualsetting;
setting;ififyou
youcan,
can,practice
practicethe
theevent
event
there. When you visit, consider the seating. Will people be able to there.
there.When
Whenyou youvisit,
visit,consider
considerthetheseating.
seating.Will
Willpeople
peoplebebeable
abletoto
hear you easily or should you speak up? Any spots where line of hear
hearyou
youeasily
easilyororshould
shouldyouyouspeak
speakup?up?Any
Anyspots
spotswhere
whereline
lineofof
sight is restricted? Be sure not to stand there. Will your overheads sight
sightisisrestricted?
restricted?Be Besure
surenot
nottotostand
standthere.
there.Will
Willyour
youroverheads
overheads
be easy to read from the back? If not, go to fewer points and be
beeasy
easytotoread
readfrom
fromthetheback?
back?IfIfnot,
not,gogototofewer
fewerpoints
pointsand
and
larger type. larger
largertype.
type.
5. Be time efficient. Plan what you need to do and say 5.5.Be
Betime
timeefficient.
efficient.Plan Planwhat
whatyouyouneed
needtotodo
doand
andsay
say
carefully. Take as little time as necessary. Maybe bring more carefully.
carefully.Take
Takeasaslittle
littletime
timeasasnecessary.
necessary.Maybe
Maybebring
bringmore
more
material than you need and will use. Since no one has ever run material
materialthan
thanyou
youneedneedandandwill
willuse.
use.Since
Sinceno
noone
onehashasever
everrun
run
out of material, take 60 overheads but show 40 and be prepared out
outofofmaterial,
material,take
take60 60overheads
overheadsbutbutshow
show4040and
andbebeprepared
prepared
to show 30. Summary overheads can help with this. Top managers totoshow
show30. 30.Summary
Summaryoverheads
overheadscancanhelp
helpwith
withthis.
this.Top
Topmanagers
managers
are very busy; everyone loves someone who takes up less time are
arevery
verybusy;
busy;everyone
everyoneloves lovessomeone
someonewho whotakes
takesupupless
lesstime
time
than is planned or on the agenda. Let them ask for more detail; than
thanisisplanned
plannedororon onthe
theagenda.
agenda.LetLetthem
themask
askforformore
moredetail;
detail;
dont drown them. dont
dontdrown
drownthem.
them.
6. Be ready for Q&A. Many people get in trouble during 6.6.Be
Beready
readyfor forQ&A.
Q&A.Many
Manypeople
peopleget
getinintrouble
troubleduring
during
questions and answers. Dont fake answers; most high level questions
questionsand
andanswers.
answers.Dont
Dontfake
fakeanswers;
answers;mostmosthigh
highlevel
level
managers will tolerate a Dont know but Ill get back to you on managers
managerswillwilltolerate
tolerateaaDont
Dontknow
knowbut
butIll
Illget
getback
backtotoyou
youon
on
that. Think of all the questions ahead of time; ask someone else that.
that.Think
Thinkofofall
allthe
thequestions
questionsahead
aheadofoftime;
time;ask asksomeone
someoneelseelse
to look at what you are going to say and do, and think of totolook
lookatatwhat
whatyouyouare
aregoing
goingtotosay
sayand
anddo,
do,andandthink
thinkofof
45 45
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1996,1998,
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Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMFORTAROUND
AROUNDHIGHER
HIGHERMANAGEMENT
MANAGEMENT
questions they would ask. Rehearse the answers to the questions. questions
questionstheytheywould
wouldask.
ask.Rehearse
Rehearsethe theanswers
answerstotothe thequestions.
questions.
Another place people get in trouble when challenged is by Another
Anotherplace
placepeople
peopleget
getinintrouble
troublewhen
whenchallenged
challengedisisby by
retreating to a safe recitation of facts; executives are usually asking retreating
retreatingtotoaasafe
saferecitation
recitationofoffacts;facts;executives
executivesare areusually
usuallyasking
asking
for logic and problem analysis, not a repackaging of what youve for
forlogic
logicand
andproblem
problemanalysis,
analysis,not notaarepackaging
repackagingofofwhat whatyouve
youve
already said. The worst case of course is when an executive rejects already
alreadysaid.
said.The
Theworst
worstcase
caseofofcourse
courseisiswhen whenan anexecutive
executiverejects
rejects
your argument. If this happens, draw the person out to see if your
yourargument.
argument.IfIfthis
thishappens,
happens,draw drawthe theperson
personoutouttotosee
seeifif
youve been misunderstood and clarify. If thats not the case, let youve
youvebeen
beenmisunderstood
misunderstoodand andclarify.
clarify.IfIfthats
thatsnot
notthethecase,
case,letlet
the disagreement be as it is. Few executives respect someone who the
thedisagreement
disagreementbe beasasititis.is.Few
Fewexecutives
executivesrespect
respectsomeone
someonewho who
drops an argument as soon as challenged. You should listen drops
dropsan anargument
argumentasassoon
soonasaschallenged.
challenged.You Youshould
shouldlisten
listen
carefully, and respond with logic in 30 seconds or less per point. carefully,
carefully,and
andrespond
respondwith
withlogic logicinin30
30seconds
secondsororless lessper
perpoint.
point.
Dont repeat the entire argument; long answers often backfire Dont
Dontrepeat
repeatthe
theentire
entireargument;
argument;long longanswers
answersoften
oftenbackfire
backfire
since people have already heard it and few may agree with the since
sincepeople
peoplehave
havealready
alreadyheardheardititandandfew fewmaymayagree
agreewith
withthe
the
questioner. In haste to be thorough, you may just look defensive. questioner.
questioner.InInhaste
hastetotobe
bethorough,
thorough,you youmay mayjust
justlook
lookdefensive.
defensive.
7. Find a confidant. Ask a member of top management you 7.7.Find
Findaaconfidant.
confidant.Ask Askaamember
memberofoftop topmanagement
managementyou you
know well and trust for advice on how you could feel better and know
knowwellwelland
andtrust
trustfor
foradvice
adviceon
onhow
howyouyoucould
couldfeel
feelbetter
betterand
and
perform more effectively when you transact with him/her and the perform
performmoremoreeffectively
effectivelywhen
whenyou
youtransact
transactwith
withhim/her
him/herandandthe
the
rest of the team. Share your anxieties with a trusted colleague and rest
restofofthe
theteam.
team.Share
Shareyour
youranxieties
anxietieswith
withaatrusted
trustedcolleague
colleagueand
and
ask for suggestions and observations. Find someone who appears ask
askfor
forsuggestions
suggestionsandandobservations.
observations.Find
Findsomeone
someonewho whoappears
appears
comfortable in the settings you find difficult and ask how to do it. comfortable
comfortableininthe
thesettings
settingsyou
youfind
finddifficult
difficultand
andask
askhow
howtotododoit.it.
8. Consider who bothers you. If only certain higher ups 8.8.Consider
Considerwho whobothers
bothersyou. you.IfIfonly
onlycertain
certainhigher
higherupsups
bother you and others dont, take a piece of paper and list the bother
botheryouyouand
andothers
othersdont,
dont,take
takeaapiece
pieceofofpaper
paperand
andlist
listthe
the
styles of the two groups/individuals. What are the similarities? styles
stylesofofthe
thetwo
twogroups/individuals.
groups/individuals.What
Whatare arethe
thesimilarities?
similarities?
Why does one style bother you and the other doesnt? With the Why
Whydoes
doesoneonestyle
stylebother
botheryou
youand
andthe
theother
otherdoesnt?
doesnt?With
Withthethe
groups/individuals that bother you, how could you respond more groups/individuals
groups/individualsthatthatbother
botheryou,
you,how
howcould
couldyouyourespond
respondmoremore
comfortably and effectively? Perhaps you could use some of the comfortably
comfortablyand andeffectively?
effectively?Perhaps
Perhapsyouyoucould
coulduse
usesome
someofofthethe
techniques you use with the more comfortable groups. Probably techniques
techniquesyou youuse
usewith
withthe
themore
morecomfortable
comfortablegroups.
groups.Probably
Probably
you should prime yourself to take nothing in personal terms and you
youshould
shouldprime
primeyourself
yourselftototake
takenothing
nothingininpersonal
personalterms
termsandand
no matter what happens, return to a discussion of the problem. no
nomatter
matterwhat
whathappens,
happens,return
returntotoaadiscussion
discussionofofthe
theproblem.
problem.
More help? See #12 Conflict Management. More
Morehelp?
help?See
See#12
#12Conflict
ConflictManagement.
Management.
9. Get to know more top managers. Try to meet and 9.9.Get
Getto toknow
knowmoremoretop topmanagers.
managers.Try Trytotomeet
meetandand
interact with higher ups in informal settings like receptions, social interact
interactwith
withhigher
higherups
upsinininformal
informalsettings
settingslike
likereceptions,
receptions,social
social
or athletic events, charity events, off-sites, etc.; you will probably ororathletic
athleticevents,
events,charity
charityevents,
events,off-sites,
off-sites,etc.;
etc.;you
youwill
willprobably
probably
learn that higher ups are just regular people who are older and learn
learnthat
thathigher
higherups
upsare
arejust
justregular
regularpeople
peoplewhowhoareareolder
olderand
and
therefore higher than you in the hierarchy. You may then feel therefore
thereforehigher
higherthan
thanyou
youininthethehierarchy.
hierarchy.You
Youmaymaythen
thenfeel
feel
more comfortable with them when back in the work setting. more
morecomfortable
comfortablewithwiththem
themwhenwhenback
backininthe
thework
worksetting.
setting.
46 46
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1996,1998,
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2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
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Reserved.
COMFORTAROUND
AROUNDHIGHER
HIGHERMANAGEMENT
MANAGEMENT
10. Find out how top managers think. Read the 10.
10.Find
Findoutouthow
howtop topmanagers
managersthink.think.Read
Readthe
the
biographies of five great people; see what is said about them biographies
biographiesofoffive
fivegreat
greatpeople;
people;seeseewhat
whatisissaid
saidabout
aboutthem
them
and their view of people like you; read five autobiographies and and
andtheir
theirview
viewofofpeople
peoplelike
likeyou;
you;read
readfive
fiveautobiographies
autobiographiesand and
see what they say about themselves and how they viewed people see
seewhat
whatthey
theysay
sayabout
aboutthemselves
themselvesand andhow
howthey
theyviewed
viewedpeople
people
in your position. Write down five things you can do differently or ininyour
yourposition.
position.Write
Writedown
downfivefivethings
thingsyou
youcan
candododifferently
differentlyoror

better. better.
better.

SUGGESTEDREADINGS
READINGS
Bolton, Robert and Dorothy Grover Bolton. People Styles at Work Bolton,
Bolton,Robert
Robertand
andDorothy
DorothyGrover Bolton.People
GroverBolton. PeopleStyles
StylesatatWork
Work
Making bad relationships good and good relationships better. New Making
Makingbad
badrelationships
relationshipsgood
goodand
andgood
goodrelationships
relationshipsbetter.
better.New
New
York: AMACOM, 1996. York:
York:AMACOM,
AMACOM,1996.1996.
Fritz, Roger and Kristie Kennard. How to Manage Your Boss. Fritz,
Fritz,Roger
Rogerand
andKristie Kennard.How
KristieKennard. HowtotoManage
ManageYour
YourBoss.
Boss.
Hawthorne, NJ: Career Press, 1994. Hawthorne,
Hawthorne,NJ: NJ:Career
CareerPress,
Press,1994.
1994.
Hegarty, Christopher with Philip Goldberg. How to manage your Hegarty,
Hegarty,Christopher
Christopherwith
withPhilip Goldberg.How
PhilipGoldberg. Howtotomanage
manageyour
your
boss. New York: Rawson, Wade Publishers, 1981, 1980. boss.
boss.New
NewYork:
York:Rawson,
Rawson,Wade
WadePublishers,
Publishers,1981,
1981,1980.
1980.
Kummerow, Jean M., Nancy J. Barger and Linda K. Kirby. Work Kummerow,
Kummerow,Jean
JeanM.,
M.,Nancy
NancyJ.J.Barger
Bargerand
andLinda Kirby.Work
LindaK.K.Kirby. Work
Types. New York: Warner Books, 1997. Types.
Types.New
NewYork:
York:Warner
WarnerBooks,
Books,1997.
1997.
8
8
47 47
47
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMFORTAROUND
AROUNDHIGHER
HIGHERMANAGEMENT
MANAGEMENT
48 48
48
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
9 99
COMMAND SKILLS COMMAND
COMMAND SKILLS
SKILLS
UNSKILLED UNSKILLED
UNSKILLED
More comfortable following More
Morecomfortable
comfortablefollowing
following
May avoid conflict and crises, be unwilling to take the heat, have May
Mayavoid
avoidconflict
conflictand
andcrises,
crises,be
beunwilling
unwillingtototake
takethe
theheat,
heat,have
have
problems with taking a tough stand problems
problemswith
withtaking
takingaatough
toughstand
stand
Might be laid back and quiet Might
Mightbebelaid
laidback
backandandquiet
quiet
Too concerned about what others may say or think Too
Tooconcerned
concernedabout
aboutwhat
whatothers
othersmay
maysaysayororthink
think
May worry too much about being liked, correct or above criticism May
Mayworry
worrytoo
toomuch
muchabout
aboutbeing
beingliked,
liked,correct
correctororabove
abovecriticism
criticism
COMMAND SKILLS
COMMAND SKILLS
COMMAND SKILLS
May be conflict shy or lack perseverance May
Maybebeconflict
conflictshy
shyororlack
lackperseverance
perseverance
May not be cool under pressure May
Maynot
notbe
becool
coolunder
underpressure
pressure
May not display a sense of urgency May
Maynot
notdisplay
displayaasense
senseofofurgency
urgency
SKILLED SKILLED
SKILLED
Relishes leading Relishes
Relishesleading
leading
Takes unpopular stands if necessary Takes
Takesunpopular
unpopularstands
standsififnecessary
necessary
Encourages direct and tough debate but isnt afraid to end it and Encourages
Encouragesdirect
directand
andtough
toughdebate
debatebut
butisnt
isntafraid
afraidtotoend
endititand
and
9
9
9
move on move
moveon on
Is looked to for direction in a crisis IsIslooked
lookedtotofor
fordirection
directionininaacrisis
crisis
Faces adversity head on Faces
Facesadversity
adversityhead
headonon
Energized by tough challenges Energized
Energizedby bytough
toughchallenges
challenges

OVERUSEDSKILL
SKILL
May not be a team player May
Maynot
notbe
beaateam
teamplayer
player
May not be tolerant of other peoples ways of doing things May
Maynot
notbe
betolerant
tolerantofofother
otherpeoples
peoplesways
waysofofdoing
doingthings
things
May choose to strongly lead when other more team-based tactics May
Maychoose
choosetotostrongly
stronglylead
leadwhen
whenother
othermore
moreteam-based
team-basedtactics
tactics
would do as well or better would
woulddo
doasaswell
wellororbetter
better
May not develop other leaders May
Maynot
notdevelop
developother
otherleaders
leaders
May become controversial and be rejected by others May
Maybecome
becomecontroversial
controversialandandbe
berejected
rejectedby
byothers
others
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 3, 7, 10, 19, 31, 33, 36, 38, 41, 47, 52, 59, 60 COMPENSATORS:3,3,7,7,10,
19,31,
31,33,
33,36,
36,38,
38,41,
41,47,
47,52,
52,59,
59,60
60
49 49
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Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMMANDSKILLS
SKILLS
SOME CAUSES SOME

SOMECAUSES
CAUSES
Avoid crises Avoid
Avoidcrises
crises
Cant set common cause Cant
Cantset
setcommon
commoncausecause
Cant take a tough stand Cant
Canttake
takeaatough
toughstand
stand
Cant take the heat of leading Cant
Canttake
takethetheheat
heatofofleading
leading
Fear of criticism/failure Fear
Fearofofcriticism/failure
criticism/failure
Getting others to believe Getting
Gettingothers
otherstotobelieve
believe
Not cool under pressure Not
Notcool
coolunder
underpressure
pressure
Not credible leader Not
Notcredible
credibleleader
leader
Shy Shy
Shy
THE MAP THE

THEMAP
MAP
Leading makes you more visible and more open to criticism. The Leading
Leadingmakes
makesyou youmore
morevisible
visibleand
andmore
moreopen
opentotocriticism.
criticism.The
The
heat is the hottest on the nose cone of the rocket. Leading is heat
heatisisthe
thehottest
hotteston onthe
thenose
nosecone
coneofofthe
therocket.
rocket.Leading
Leadingisis
exciting and puts you in control. Leading in tough or crisis exciting
excitingand
andputs
putsyou youinincontrol.
control.Leading
Leadinginintough
toughororcrisis
crisis
conditions is all about creating aligned and sustained motion. It conditions
conditionsisisallallabout
aboutcreating
creatingaligned
alignedand
andsustained
sustainedmotion.
motion.ItIt
involves keeping your eye on the goal, setting common causes, involves
involveskeeping
keepingyour youreye
eyeononthe
thegoal,
goal,setting
settingcommon
commoncauses,
causes,
dealing with the inevitable heat, managing your emotions, being a dealing
dealingwith
withthe
theinevitable
inevitableheat,
heat,managing
managingyouryouremotions,
emotions,beingbeingaa
role model, taking tough stands and getting others to believe in role
rolemodel,
model,taking
takingtough
toughstands
standsand
andgetting
gettingothers
otherstotobelieve
believeinin
where youre headed. where
whereyoure
youreheaded.
headed.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Leading is riskier than following. While there are a lot 1.1.Leading
Leadingisisriskier riskierthanthanfollowing.
following.While Whiletherethereare areaalot
lot
of personal rewards for leading, leading puts you in the limelight. ofofpersonal
personalrewards
rewardsfor forleading,
leading,leading
leadingputsputsyouyouininthe thelimelight.
limelight.
Think about what happens to political leaders and the scrutiny Think
Thinkabout
aboutwhat whathappens
happenstotopolitical
politicalleaders
leadersand andthe thescrutiny
scrutiny
they face. Leaders have to be internally secure. Do you feel good they
theyface.
face.Leaders
Leadershave havetotobe
beinternally
internallysecure.
secure.Do Doyou youfeelfeelgood
good
about yourself? They have to please themselves first that they are about
aboutyourself?
yourself?They Theyhave
havetotoplease
pleasethemselves
themselvesfirst firstthat
thatthey
theyare
are
on the right track. Can you defend to a critical and impartial ononthe
theright
righttrack.
track.CanCanyouyoudefend
defendtotoaacritical
criticaland
andimpartial
impartial
audience the wisdom of what youre doing? They have to accept audience
audiencethe thewisdom
wisdomofofwhatwhatyoure
youredoing?
doing?They Theyhavehavetotoaccept
accept
lightning bolts from detractors. Can you take the heat? People will lightning
lightningbolts
boltsfromfromdetractors.
detractors.Can
Canyou youtake
takethetheheat?
heat?People
Peoplewill
will
always say it should have been done differently. Listen to them, always
alwayssaysayititshould
shouldhavehavebeen
beendone
donedifferently.
differently.Listen
Listentotothem,them,
but be skeptical. Even great leaders are wrong sometimes. They but
butbebeskeptical.
skeptical.Even Evengreat
greatleaders
leadersarearewrong
wrongsometimes.
sometimes.They They
accept personal responsibility for errors and move on to lead some accept
acceptpersonal
personalresponsibility
responsibilityfor
forerrors
errorsandandmove
moveon ontotolead
leadsome
some
more. Dont let criticism prevent you from taking the lead. Build more.
more.Dont
Dontlet letcriticism
criticismprevent
preventyou
youfromfromtaking
takingthe thelead.
lead.Build
Build
up your heat shield. Conduct a postmortem immediately after upupyour
yourheat
heatshield.
shield.Conduct
Conductaapostmortem
postmortemimmediately
immediatelyafter after
finishing milestone efforts. This will indicate to all that youre open finishing
finishingmilestone
milestoneefforts.
efforts.This
Thiswill
willindicate
indicatetotoall allthat
thatyoure
youreopen
open
to continuous improvement whether the result was stellar or not. totocontinuous
continuousimprovement
improvementwhether
whetherthe theresult
resultwas
wasstellar
stellarorornot.
not.
50 50
50
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMMANDSKILLS
SKILLS
2. Against the grain tough stands. Taking a tough stand 2.2.Against

Againstthe thegrain
graintough
toughstands.
stands.Taking
Takingaatoughtoughstand
stand
demands utter confidence in what youre saying along with the demands
demandsutterutterconfidence
confidenceininwhatwhatyoure
youresaying
sayingalong
alongwithwiththethe
humility that you might be wrong one of lifes paradoxes. To humility
humilitythat
thatyouyoumight
mightbe bewrong
wrongone oneofoflifes
lifesparadoxes.
paradoxes.ToTo
prepare to take the lead on a tough issue, work on your stand prepare
preparetototake
takethethelead
leadon onaatough
toughissue,
issue,work
workon onyour
yourstand
stand
through mental interrogation until you can clearly state in a few through
throughmental
mentalinterrogation
interrogationuntil
untilyou
youcancanclearly
clearlystate
stateininaafew
few
sentences what your stand is and why you hold it. Build the sentences
sentenceswhatwhatyour
yourstand
standisisand
andwhy
whyyou youhold
holdit.it.Build
Buildthethe
business case. How do others win? People dont line up behind business
businesscase.
case.How
Howdo doothers
otherswin?win?People
Peopledont
dontline
lineup upbehind
behind
laundry lists or ambiguous objectives. Ask others for advice laundry
laundrylists
listsororambiguous
ambiguousobjectives.
objectives.AskAskothers
othersfor foradvice
advice
scope the problem, consider options, pick one, develop a scope
scopethe
theproblem,
problem,consider
consideroptions,
options,pick
pickone,
one,develop
developaa
rationale, then go with it until proven wrong. Then redo the rationale,
rationale,then
thengo gowith
withitituntil
untilproven
provenwrong.
wrong.Then Thenredoredothethe
process. process.
process.
COMMAND SKILLS
COMMAND SKILLS
COMMAND SKILLS
3. Selling your leadership. While some people may welcome 3.3.Selling
Sellingyouryourleadership.
leadership.While Whilesome
somepeople
peoplemaymaywelcome
welcome
what you say and want to do, others will go after you or even try what
whatyou yousay
sayand
andwant
wanttotodo,
do,others
otherswill
willgo
goafter
afteryou
youororeven
eventry try
to minimize the situation. Some will sabotage. To sell your totominimize
minimizethe thesituation.
situation.Some
Somewill
willsabotage.
sabotage.To Tosell
sellyour
your
leadership, keep your eyes on the prize but dont specify how to leadership,
leadership,keepkeepyour
youreyes
eyesononthe
theprize
prizebut
butdont
dontspecify
specifyhow howtoto
get there. Present the outcomes, targets and goals without the get
getthere.
there.Present
Presentthe
theoutcomes,
outcomes,targets
targetsandandgoals
goalswithout
withoutthe the
how tos. Welcome their ideas, good and bad. Any negative how
howtos.
tos.Welcome
Welcometheirtheirideas,
ideas,good
goodandandbad.
bad.Any
Anynegative
negative
response is a positive if you learn from it. Allow them to fill in the response
responseisisaapositive
positiveififyou
youlearn
learnfrom
fromit.it.Allow
Allowthem
themtotofillfillininthe
the
9
9
blanks, ask questions, and disagree without appearing impatient blanks,
blanks,askaskquestions,
questions,and anddisagree
disagreewithout
withoutappearing
appearingimpatient
impatient
with them. Allow others to save face; concede small points, invite with
withthem.
them.Allow
Allowothers
otherstotosave
saveface;
face;concede
concedesmall
smallpoints,
points,invite
invite
criticism of your own. Help them figure out how to win. Keep to criticism
criticismofofyour
yourown.
own.Help
Helpthem
themfigure
figureout
outhowhowtotowin.
win.Keep
Keeptoto
the facts and the problem before the group; stay away from the
thefacts
factsand
andthe
theproblem
problembefore
beforethethegroup;
group;stay
stayaway
awayfromfrom
personal clashes. More help? See #12 Conflict Management. personal clashes.More
personalclashes. Morehelp?
help?See
See#12
#12Conflict
ConflictManagement.
Management.
4. Keep your cool. Manage your emotional reactions. 4.4.Keep
Keepyour
yourcool.cool.Manage
Manageyouryouremotional
emotionalreactions.
reactions.
Sometimes your emotional reactions lead others to think you have Sometimes
Sometimesyour youremotional
emotionalreactions
reactionslead
leadothers
otherstotothink
thinkyou
youhavehave
problems with tough leadership situations. In the situations where problems
problemswithwithtough
toughleadership
leadershipsituations.
situations.InInthe thesituations
situationswhere
where
this happens, what emotional reactions do you have? Do you this
thishappens,
happens,what
whatemotional
emotionalreactions
reactionsdo doyou youhave?
have?Do Doyou
you
show impatience or non-verbals like increasing voice volume or show
showimpatience
impatienceorornon-verbals
non-verbalslike
likeincreasing
increasingvoice voicevolume
volumeoror
drumming your fingers? Learn to recognize those as soon as they drumming
drummingyour yourfingers?
fingers?Learn
Learntotorecognize
recognizethose thoseasassoon
soonasasthey
they
start. Substitute something more neutral. If, when uncomfortable start.
start.Substitute
Substitutesomething
somethingmoremoreneutral.
neutral.If,If,when
whenuncomfortable
uncomfortable
with something you tend to disagree, ask a question instead to with
withsomething
somethingyou youtend
tendtotodisagree,
disagree,ask askaaquestion
questioninstead
insteadtoto
buy time. Or, tell the person to tell you more about his/her point buy
buytime.
time.Or,
Or,tell
tellthe
theperson
persontototell
tellyou
youmore
moreaboutabouthis/her
his/herpoint
point
of view. More help? See #11 Composure and #107 Lack of view.More
ofofview. Morehelp?
help?SeeSee#11
#11Composure
#107LackLackofof
Composure. Composure.
Composure.
5. Develop a philosophical stance toward failure/ 5.5.Develop
Developaaphilosophical
philosophicalstancestancetoward
towardfailure/
failure/
criticism. After all, most innovations fail, most proposals fail, criticism.
criticism.After
Afterall,
all,most
mostinnovations
innovationsfail,
fail,most
mostproposals
proposalsfail,
fail,
most efforts to lead change fail. Anything worth doing takes most
mostefforts
effortstotolead
leadchange
changefail.
fail.Anything
Anythingworth
worthdoing
doingtakes
takes
repeated effort. Anything could always have been done better. repeated
repeatedeffort.
effort.Anything
Anythingcould
couldalways
alwayshave
havebeen
beendone
donebetter.
better.
51 51
51
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMMANDSKILLS
SKILLS
Research says that successful general managers have made more Research
Researchsays
saysthat
thatsuccessful
successfulgeneral
generalmanagers
managershave
havemade
mademoremore
mistakes in their careers than the people they were promoted mistakes
mistakesinintheir
theircareers
careersthan
thanthe
thepeople
peoplethey
theywere
werepromoted
promoted
over. They got promoted because they had the guts to lead, not over.
over.They
Theygot
gotpromoted
promotedbecause
becausethey
theyhad
hadthe
theguts
gutstotolead,
lead,not
not
because they were always right. Other studies suggest really good because
becausethey
theywere
werealways
alwaysright.
right.Other
Otherstudies
studiessuggest
suggestreally
reallygood
good
general managers are right about 65% of the time. Put errors, general
generalmanagers
managersare areright
rightabout
about65%
65%ofofthe
thetime.
time.PutPuterrors,
errors,
mistakes and failures on your menu. Everyone has to have some mistakes
mistakesand
andfailures
failureson
onyour
yourmenu.
menu.Everyone
Everyonehashastotohave
havesome
some
spinach for a balanced diet. spinach
spinachfor
foraabalanced
balanceddiet.
diet.
6. One-on-one combat. Leading always involves dealing with 6.6.One-on-one
One-on-onecombat. combat.LeadingLeadingalways
alwaysinvolves
involvesdealing
dealingwith
with
pure one-on-one confrontation. You want one thing, he/she wants pure
pureone-on-one
one-on-oneconfrontation.
confrontation.You Youwant
wantoneonething,
thing,he/she
he/shewants
wants
something else. When that happens, keep it to the facts. You something
somethingelse. else.When
Whenthatthathappens,
happens,keepkeepitittotothe
thefacts.
facts.You
You
wont always win. Stay objective. Listen as long as he/she will talk. wont
wontalways
alwayswin.win.Stay
Stayobjective.
objective.Listen
Listenasaslong
longasashe/she
he/shewill
willtalk.
talk.
Ask a lot of questions. Sometimes he/she will talk him/herself to Ask
Askaalot lotofofquestions.
questions.Sometimes
Sometimeshe/she
he/shewill
willtalk
talkhim/herself
him/herselftoto
your point of view if you let him/her talk long enough. Always your
yourpoint
pointofofview
viewififyou
youlet lethim/her
him/hertalk
talklong
longenough.
enough.Always
Always
listen to understand first, not judge. Then restate his/her points listen
listentotounderstand
understandfirst, first,not
notjudge.
judge.Then
Thenrestate
restatehis/her
his/herpoints
points
until he/she says thats right. Then find something to agree with, until
untilhe/she
he/shesays
saysthats
thatsright.
right.Then
Thenfind
findsomething
somethingtotoagreeagreewith,
with,
however small that may be. Refute his/her points starting with the however
howeversmall smallthatthatmay
maybe. be.Refute
Refutehis/her
his/herpoints
pointsstarting
startingwith
withthe
the
one you have the most objective information on. Then move down one
oneyou youhave
havethe themost
mostobjective
objectiveinformation
informationon. on.Then
Thenmove
movedowndown
the line. You will always have points left that didnt get resolved. the
theline.
line.You
Youwillwillalways
alwayshavehavepoints
pointsleft
leftthat
thatdidnt
didntget
getresolved.
resolved.
Document those and give a copy to your opponent. The objective Document
Documentthose thoseand andgive
giveaacopycopytotoyour
youropponent.
opponent.The Theobjective
objective
is to get the list as small as possible. Then decide whether you are isistotoget
getthe
thelist
listasassmall
smallasaspossible.
possible.Then
Thendecide
decidewhether
whetheryou youareare
going to pull rank and go ahead. Delay and get more data. Go to going
goingtotopullpullrank
rankand andgogoahead.
ahead.Delay
Delayandandgetgetmore
moredata.
data.Go
Gototo
a higher source for arbitration. More help? See #12 Conflict aahigher
highersource
sourcefor arbitration.More
forarbitration. Morehelp?
help?See See#12
#12Conflict
Conflict
Management. Management.
Management.
7. Cutting line. When all else fails, you may have to pull 7.7.Cutting
Cuttingline.line.When
Whenall allelse
elsefails,
fails,you
youmaymayhavehavetotopull
pull
someone aside and say, I have listened to all of your objections someone
someoneasideasideandandsay,
say,IIhave
havelistened
listenedtotoallallofofyour
yourobjections
objections
and have tried to understand them, but the train is moving on. and
andhave
havetried
triedtotounderstand
understandthem, them,but butthe
thetrain
trainisismoving
movingon.
on.
Are you on or off? Always follow the rules of dealing with Are
Areyou
youononororoff?
off?Always
Alwaysfollow
followthetherules
rulesofofdealing
dealingwith
with
conflict: depersonalize; keep it on the problem not the person; try conflict:
conflict:depersonalize;
depersonalize;keepkeepititon onthe
theproblem
problemnot notthe
theperson;
person;trytry
one last time to make your case; note the persons objections but one
onelast
lasttime
timetotomake
makeyour
yourcase;
case;note
notethethepersons
personsobjections
objectionsbutbut
dont concede anything; be clear; now is not the time for dont
dontconcede
concedeanything;
anything;be beclear;
clear;now
nowisisnotnotthe
thetime
timefor
for
negotiation; give the person a day to think it over. Worst case, if negotiation;
negotiation;givegivethe
theperson
personaaday daytotothink
thinkititover.
over.Worst
Worstcase,
case,ifif
the person is a direct report, you may have to ask him/her to leave the
theperson
personisisaadirect
directreport,
report,youyoumaymayhavehavetotoaskaskhim/her
him/hertotoleave
leave
the unit. See #13 Confronting Direct Reports. If the person is a the unit.See
theunit. See#13#13Confronting
ConfrontingDirectDirectReports.
Reports.IfIfthetheperson
personisisaa
peer or colleague, inform your boss of the impasse and your peer
peerororcolleague,
colleague,inform
informyouryourboss
bossofofthetheimpasse
impasseand andyour
your
intention to proceed without his/her support. intention
intentiontotoproceed
proceedwithout
withouthis/her
his/hersupport.
support.
8. Crisis leadership. Studies say followers really appreciate 8.8.Crisis
Crisisleadership.
leadership.Studies
Studiessaysayfollowers
followersreally
reallyappreciate
appreciate
sound leadership during a crisis. They want to know there is a firm sound
soundleadership
leadershipduring
duringaacrisis.
crisis.They
Theywant
wanttotoknow
knowthere
thereisisaafirm
firm
hand on the tiller. During a crisis, time is the enemy. Collect all the hand
handononthe
thetiller.
tiller.During
Duringaacrisis,
crisis,time
timeisisthe
theenemy.
enemy.Collect
Collectall
allthe
the
52 52
52
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMMANDSKILLS
SKILLS
data that exists. Make a list of data that could be gathered in a data
datathat
thatexists.
exists.Make
Makeaalistlistofofdata
datathat
thatcould
couldbebegathered
gatheredininaa
short time. Get it. With the assembled incomplete data, ask others short
shorttime.
time.Get
Getit.it.With
Withthe
theassembled
assembledincomplete
incompletedata,
data,ask
askothers
others
for suggestions and thoughts. Then decide on an action. Think for
forsuggestions
suggestionsand andthoughts.
thoughts.Then Thendecide
decideononananaction.
action.Think
Think
through all of the worst case consequences and assign a person or through
throughallallofofthe
theworst
worstcase
caseconsequences
consequencesand andassign
assignaaperson
personoror
a team to prepare for them. Then execute the decision with an aateam
teamtotoprepare
preparefor forthem.
them.Then Thenexecute
executethe
thedecision
decisionwith
withan
an
instant feedback loop. Make adjustments as you go. And instant
instantfeedback
feedbackloop.loop.Make
Makeadjustments
adjustmentsasasyou
yougo.
go.And
And
communicate, communicate, communicate. communicate,
communicate,communicate,
communicate,communicate.
communicate.
9. Havent found your passion to lead? Try small things. 9.9.Havent
Haventfound
foundyour yourpassion
passionto tolead?
lead?Try Trysmall
smallthings.
things.
Try some leadership roles and tasks off work. Volunteer for a Try
Trysome
someleadership
leadershiprolesrolesand
andtasks
tasksoff
offwork.
work.Volunteer
Volunteerfor foraa
leadership role in your place of worship, school, or the leadership
leadershiprole
roleininyour
yourplace
placeofofworship,
worship,school,
school,ororthe
the
COMMAND SKILLS
COMMAND SKILLS
COMMAND SKILLS
neighborhood. Volunteer to head a task force. Start up a credit neighborhood.
neighborhood.Volunteer
Volunteertotohead
headaatask
taskforce.
force.Start
Startup
upaacredit
credit
union. Volunteer for the United Way drive. Start a softball league. union.
union.Volunteer
Volunteerfor forthe
theUnited
UnitedWay
Waydrive.
drive.Start
Startaasoftball
softballleague.
league.
10. Leadership presence. Leading takes presence. You have to 10.
10.Leadership
Leadershippresence.
presence.LeadingLeadingtakestakespresence.
presence.You Youhavehavetoto
look and sound like a leader. Voice is strong. Eye contact. Intensity. look
lookand
andsound
soundlikelikeaaleader.
leader.Voice
Voiceisisstrong.
strong.Eye
Eyecontact.
contact.Intensity.
Intensity.
Confidence. A lot of leadership presence has to do with forceful Confidence.
Confidence.AAlot lotofofleadership
leadershippresence
presencehas hastotododowith
withforceful
forceful
presentation skills. Giving good presentations is a known presentation
presentationskills.
skills.Giving
Givinggood
goodpresentations
presentationsisisaaknownknown
technology. There are several books and workshops you can take. technology.
technology.There
Thereare areseveral
severalbooks
booksand andworkshops
workshopsyou youcan
cantake.
take.
Look to workshops that use video taping. Join your local Look
Looktotoworkshops
workshopsthat thatuse usevideo
videotaping.
taping.JoinJoinyour
yourlocal
local
9
9
Toastmasters club for some low risk training and practice. Look to Toastmasters
Toastmastersclubclubforforsome
somelowlowrisk
risktraining
trainingandandpractice.
practice.Look
Looktoto
small things such as do you look like a leader? What colors do you small
smallthings
thingssuch
suchasasdo doyouyoulook
looklike
likeaaleader?
leader?What
Whatcolors
colorsdo doyou
you
wear? Do you dress the part? Are your glasses right? Is your office wear?
wear?Do Doyou
youdress
dressthethepart?
part?AreAreyour
yourglasses
glassesright?
right?IsIsyour
youroffice
office
configured right? Do you sound confident? Do you whine and configured
configuredright?
right?Do Doyouyousound
soundconfident?
confident?Do Doyouyouwhine
whineand and
complain or do you solve problems? If I met you for the first time complain
complainorordo doyou
yousolve
solveproblems?
problems?IfIfI Imetmetyou
youforforthe
thefirst
firsttime
time
in a group of 10 would I pick you as the leader? ininaagroup
groupofof10 10would
wouldI Ipick
pickyou
youasasthetheleader?
leader?

SUGGESTEDREADINGS
READINGS
Albrecht, Steven. Crisis management for corporate self-defense: Albrecht, Steven.Crisis
Albrecht,Steven. Crisismanagement
managementfor forcorporate
corporateself-defense:
self-defense:
how to protect your organization in a crisis how to stop a crisis how
howtotoprotect
protectyour
yourorganization
organizationininaacrisis
crisishow
howtotostop
stopaacrisis
crisis
before it starts. New York: AMACOM, 1996. before
beforeititstarts.
starts.New
NewYork:
York:AMACOM,
AMACOM,1996. 1996.
Beck, John D.W. and Neil M. Yaeger. The Leaders Window. New Beck,
Beck,John
JohnD.W.
D.W.and
andNeil
NeilM. Yaeger.The
M.Yaeger. TheLeaders
LeadersWindow.
Window.New
New
York: John Wiley & Sons, 1994. York:
York:John
JohnWiley
Wiley&&Sons,
Sons,1994.
1994.
Caponigro, Jeffrey R. The crisis counselor: the executives guide to Caponigro, JeffreyR.R.The
Caponigro,Jeffrey Thecrisis
crisiscounselor:
counselor:the
theexecutives
executivesguide
guidetoto
avoiding, managing, and thriving on crises that occur in all avoiding,
avoiding,managing,
managing,and andthriving
thrivingon
oncrises
crisesthat
thatoccur
occurininallall
businesses. Southfield, Mich.: Barker Business Books, Inc., 1998. businesses.
businesses.Southfield,
Southfield,Mich.:
Mich.:Barker
BarkerBusiness
BusinessBooks,
Books,Inc.,
Inc.,1998.
1998.
Green, Peter. Alexander of Macedon, 356323 B.C. A historical Green, Peter.Alexander
Green,Peter. AlexanderofofMacedon,
Macedon,356323
356323B.C.B.C.AAhistorical
historical
biography. Los Angeles: University of California Press, 1991. biography.
biography.Los
LosAngeles:
Angeles:University
UniversityofofCalifornia
CaliforniaPress,
Press,1991.
1991.
continued continued
continued
53 53
53
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMMANDSKILLS
SKILLS
Horton, Thomas R. The CEO Paradox The privilege and Horton,

Horton,Thomas
ThomasR.R.TheTheCEO ParadoxThe
CEOParadox Theprivilege
privilegeand
and
accountability of leadership. New York: AMACOM, 1992. accountability
accountabilityofofleadership.
leadership.New
NewYork:
York:AMACOM,
AMACOM,1992.1992.
Hurst, David K. Crisis & renewal: meeting the challenge of Hurst, DavidK.K.Crisis
Hurst,David Crisis&&renewal:
renewal:meeting
meetingthe
thechallenge
challengeofof
organizational change. Boston, Mass.: Harvard Business School organizational
organizationalchange.
change.Boston,
Boston,Mass.:
Mass.:Harvard
HarvardBusiness
BusinessSchool
School
Press, 1995. Press,
Press,1995.
1995.
Kraus, Peter (Ed.). The Book of Leadership Wisdom. New York: John Kraus,
Kraus,Peter (Ed.).The
Peter(Ed.). TheBook
BookofofLeadership
LeadershipWisdom.
Wisdom.New
NewYork:
York:John
John
Wiley&&Sons,
Sons,Inc.,
Inc.,1998.
1998.
Marconi, Joe. Crisis marketing: when bad things happen to good Marconi, Joe.Crisis
Marconi,Joe. Crisismarketing:
marketing:when
whenbad
badthings
thingshappen
happentotogood
good
companies. Chicago: NTC Business Books, 1997. companies.
companies.Chicago:
Chicago:NTC
NTCBusiness
BusinessBooks,
Books,1997.
1997.
Meyers, Gerald C. with John Holusha. When it hits the fan: Meyers,
Meyers,Gerald
GeraldC.C.with
withJohn Holusha.When
JohnHolusha. Whenitithits
hitsthe
thefan:
fan:
Managing the nine crises of business. Boston: Houghton Mifflin, Managing
Managingthe
thenine
ninecrises
crisesofofbusiness.
business.Boston:
Boston:Houghton
HoughtonMifflin,
Mifflin,
1986. 1986.
1986.
Schwarzkopf, H. Norman with Peter Petre. It doesnt take a hero: Schwarzkopf,
Schwarzkopf,H.H.Norman
Normanwith
withPeter Petre.ItItdoesnt
PeterPetre. doesnttake
takeaahero:
hero:
General H. Norman Schwarzkopf, the autobiography. New York: General
GeneralH.H.Norman
NormanSchwarzkopf,
Schwarzkopf,the
theautobiography.
autobiography.New NewYork:
York:
Bantam Books, 1992. Bantam
BantamBooks,
Books,1992.
1992.
Schwarzkopf, H. Norman with Peter Petre. It doesnt take a hero: Schwarzkopf,
Schwarzkopf,H.H.Norman
Normanwith
withPeter Petre.ItItdoesnt
PeterPetre. doesnttake
takeaahero:
hero:
General H. Norman Schwarzkopf, the autobiography [sound General
GeneralH.H.Norman
NormanSchwarzkopf,
Schwarzkopf,the
theautobiography
autobiography[sound[sound
recording]. New York: Bantam Audio, 1992. recording].
recording].New
NewYork:
York:Bantam
BantamAudio,
Audio,1992.
1992.
54 54
54
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
10 10
10
COMPASSION COMPASSION
COMPASSION
UNSKILLED UNSKILLED
UNSKILLED
May be less caring or empathic than most May
Maybebeless
lesscaring
caringororempathic
empathicthan
thanmostmost
Doesnt ask personal questions; doesnt respond much when Doesnt
Doesntaskaskpersonal
personalquestions;
questions;doesnt
doesntrespond
respondmuch muchwhen
when
offered offered
offered
Results are all that matters; everything else gets in the way Results
Resultsare
areall allthat
thatmatters;
matters;everything
everythingelseelsegets
getsininthe
theway
way
Believes in separation of personal life and business Believes
Believesininseparation
separationofofpersonal
personallife
lifeand
andbusiness
business
May find the plight of others an inappropriate topic at work May
Mayfind
findthetheplight
plightofofothers
othersananinappropriate
inappropriatetopictopicatatwork
work
Uncomfortable with people in stress and pain Uncomfortable
Uncomfortablewith withpeople
peopleininstress
stressand
andpain
pain
COMPASSION
COMPASSION
COMPASSION
May not know how to show compassion or how to deal with May
Maynot
notknow
knowhow howtotoshow
showcompassion
compassionororhow howtotodeal
dealwith
with
people in trouble people
peopleinintrouble
trouble
May have less sympathy than most for the imperfections and May
Mayhave
havelesslesssympathy
sympathythanthanmost
mostfor forthe
theimperfections
imperfectionsandand
problems of others problems
problemsofofothers
others
SKILLED SKILLED
SKILLED
10
10
10
Genuinely cares about people Genuinely
Genuinelycares
caresabout
aboutpeople
people
Is concerned about their work and non-work problems IsIsconcerned
concernedabout
abouttheir
theirwork
workandandnon-work
non-workproblems
problems
Is available and ready to help IsIsavailable
availableand
andready
readytotohelp
help
Is sympathetic to the plight of others not as fortunate IsIssympathetic
sympathetictotothe
theplight
plightofofothers
othersnot
notasasfortunate
fortunate
Demonstrates real empathy with the joys and pains of others Demonstrates
Demonstratesrealrealempathy
empathywithwiththe
thejoys
joysand
andpains
painsofofothers
others

OVERUSEDSKILL
SKILL
May smooth over conflict in the interest of harmony May
Maysmooth
smoothover overconflict
conflictininthe
theinterest
interestofofharmony
harmony
May not be tough enough in the face of malingerers and may May
Maynotnotbebetough
toughenough
enoughininthetheface
faceofofmalingerers
malingerersand
andmay
may
make too many concessions make
maketoo toomany
manyconcessions
concessions
May get so close to people that objectivity is affected and they are May
Maygetgetsosoclose
closetotopeople
peoplethatthatobjectivity
objectivityisisaffected
affectedand
andthey
theyare
are
able to get away with too much able
abletotoget
getaway
awaywith
withtoo
toomuchmuch
May have trouble with close calls on people May
Mayhave
havetrouble
troublewith
withclose
closecalls
callson
onpeople
people
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 12, 13, 16, 18, 20, 34, 35, 37, 50, 53, 57, 59, 62 COMPENSATORS:12,
13,16,
16,18,
18,20,
20,34,
34,35,
35,37,
37,50,
50,53,
53,57,
57,59,
59,62
62
55 55
55
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPASSION
SOME CAUSES SOME

SOMECAUSES
CAUSES
Fear of being consumed by non-work matters Fear
Fearofofbeing
beingconsumed
consumedby bynon-work
non-workmatters
matters
Fear of not being able to handle disagreements Fear
Fearofofnot
notbeing
beingable
abletotohandle
handledisagreements
disagreements
Hard to see the value at work Hard
Hardtotosee
seethe
thevalue
valueatatwork
work
Have trouble dealing with emotionally or politically charged issues Have
Havetrouble
troubledealing
dealingwith
withemotionally
emotionallyororpolitically
politicallycharged
chargedissues
issues
See compassion as a weakness See
Seecompassion
compassionasasaaweakness
weakness
Trouble dealing with people/groups who are different Trouble
Troubledealing
dealingwith
withpeople/groups
people/groupswhowhoarearedifferent
different
Uncomfortable with feelings Uncomfortable
Uncomfortablewith withfeelings
feelings
THE MAP THE

THEMAP
MAP
Genuinely cares. Empathizes and sympathizes. Hurts for others. Genuinely
Genuinelycares.cares.Empathizes
Empathizesand andsympathizes.
sympathizes.Hurts Hurtsfor forothers.
others.
Lends an open ear. Work and personal life flowing together. Sounds Lends
Lendsan anopen
openear. ear.Work
Workand andpersonal
personallife
lifeflowing
flowingtogether.
together.Sounds
Sounds
alien, painful and out of place to many managers. For most alien,
alien,painful
painfulandandoutoutofofplace
placetotomany
manymanagers.
managers.For Formostmost
managers, compassion and work dont go together comfortably. managers,
managers,compassion
compassionand andwork
workdont
dontgo gotogether
togethercomfortably.
comfortably.
Work can be a cold and bleak place. The road of life is bumpy and Work
Workcan canbe beaacold
coldand
andbleak
bleakplace.
place.The
Theroadroadofoflife
lifeisisbumpy
bumpyandand
uneven. There is always rough water. There is probably more uneven.
uneven.There
Thereisisalways
alwaysrough
roughwater.
water.There
Thereisisprobably
probablymore more
opportunity for pain and disappointment than pleasure and opportunity
opportunityfor forpain
painand
anddisappointment
disappointmentthan thanpleasure
pleasureand and
fulfillment. People need support and help to make it through. They fulfillment.
fulfillment.People
Peopleneed
needsupport
supportandandhelp
helptotomake
makeititthrough.
through.They
They
look to family, religion, social friends and mentors for support but look
looktotofamily,
family,religion,
religion,social
socialfriends
friendsand
andmentors
mentorsfor forsupport
supportbut
but
they also expect some compassion from bosses and coworkers. But they
theyalso
alsoexpect
expectsomesomecompassion
compassionfrom frombosses
bossesand andcoworkers.
coworkers.But But
if you dont show some compassion, you are quite likely to be seen ififyou
youdont
dontshowshowsome
somecompassion,
compassion,you youarearequite
quitelikely
likelytotobe
beseen
seen
as cold or impersonal. People who dont seem to care eventually asascold
coldororimpersonal.
impersonal.People
Peoplewhowhodont
dontseem
seemtotocare careeventually
eventually
run out of people to work with. Even when this isnt the case you run
runout
outofofpeople
peopletotowork
workwith.
with.Even
Evenwhen
whenthis thisisnt
isntthe
thecase
caseyou
you
do show compassion some people get into trouble because they dodoshow
showcompassion
compassionsome somepeople
peoplegetgetinto
intotrouble
troublebecause
becausethey
they
dont handle situations involving compassion well. dont
donthandle
handlesituations
situationsinvolving
involvingcompassion
compassionwell. well.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Compassion is understanding. A primary reason for 1.1.Compassion
Compassionisisunderstanding.
understanding.AAprimary primaryreason
reasonfor for
problems with compassion is that you dont know how to deal problems
problemswith
withcompassion
compassionisisthat
thatyou
youdont
dontknow
knowhowhowtotodealdeal
with strong feelings and appear distant or uninterested. Youre with
withstrong
strongfeelings
feelingsand
andappear
appeardistant
distantororuninterested.
uninterested.Youre
Youre
uncomfortable with strong displays of emotion and calls for uncomfortable
uncomfortablewithwithstrong
strongdisplays
displaysofofemotion
emotionand
andcalls
callsfor
for
personal help. Simply imagine how you would feel in this situation personal
personalhelp.
help.Simply
Simplyimagine
imaginehowhowyou youwould
wouldfeel
feelininthis
thissituation
situation
and respond with that. Tell him/her how sorry you are this has and
andrespond
respondwith
withthat.
that.Tell
Tellhim/her
him/herhowhowsorry
sorryyou
youare
arethis
thishas
has
happened or has to be dealt with. Offer whatever help is happened
happenedororhas
hastotobe
bedealt
dealtwith.
with.Offer
Offerwhatever
whateverhelp
helpisis
reasonable. A day off. A loan. A resource. reasonable.
reasonable.AAdaydayoff.
off.AAloan.
loan.AAresource.
resource.
2. Compassion is sometimes just listening. Sometimes 2.2.Compassion
Compassionisissometimes
sometimesjust justlistening.
listening.Sometimes
Sometimes
people just need to talk it out. Compassion is quiet listening. Nod people
peoplejust
justneed
needtototalk
talkititout.
out.Compassion
Compassionisisquiet
quietlistening.
listening.Nod
Nod
and maintain eye contact to indicate listening. When he/she and
andmaintain
maintaineye
eyecontact
contacttotoindicate
indicatelistening.
listening.When
Whenhe/she
he/she
pauses, respond with how he/she must feel, and suggest pauses,
pauses,respond
respondwith
withhow
howhe/she
he/shemust
mustfeel,
feel,and
andsuggest
suggest
56 56
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1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPASSION
something you could do to help (e.g. if he/she needs to be gone something

somethingyouyoucould
coulddo
dototohelp
help(e.g.
(e.g.ififhe/she
he/sheneeds
needstotobe
begone
gone
for awhile, youll see that his/her work is covered). for
forawhile,
awhile,youll
youllsee
seethat
thathis/her
his/herwork
workisiscovered).
covered).
3. Compassion is not always advice. Dont offer advice 3.3.Compassion
Compassionisisnot notalways
alwaysadvice.
advice.Dont
Dontoffer
offeradvice
advice
unless asked. Indicate support through listening and a helpful unless
unlessasked.
asked.Indicate
Indicatesupport
supportthrough
throughlistening
listeningand
andaahelpful
helpful
gesture. There will be time for advice when the situation isnt so gesture.
gesture.There
Therewill
willbe
betime
timefor
foradvice
advicewhen
whenthethesituation
situationisnt
isntso
so
emotionally charged. Many times managers are too quick with emotionally
emotionallycharged.
charged.Many
Manytimes
timesmanagers
managersare aretoo
tooquick
quickwith
with
advice before they really understand the problem. More help? advice
advicebefore
beforethey
theyreally
reallyunderstand
understandthe problem.More
theproblem. Morehelp?
help?
See #7 Caring About Direct Reports. See
See#7#7Caring
CaringAbout
AboutDirect
DirectReports.
Reports.
4. Study the three most compassionate people you 4.4.Study
Studythethethree
threemost
mostcompassionate
compassionatepeople peopleyou you
know or know of: pick one at work, one off work, and one know
knowor orknow
knowof: of:pick
pickone
oneatatwork,
work,one
oneoff
offwork,
work,andandone
one
notable figure (such as Mother Teresa). What do they do that you notable
notablefigure
figure(such
(suchasasMother
MotherTeresa).
Teresa).What
Whatdodothey
theydodothat
thatyou
you
COMPASSION
COMPASSION
COMPASSION
dont? How do they show compassion? What words do they use; dont?
dont?How
Howdo dothey
theyshow
showcompassion?
compassion?WhatWhatwords
wordsdo dothey
theyuse;
use;
what gestures do they make? Do any of them, such as clergy, have what
whatgestures
gesturesdo
dothey
theymake?
make?Do Doany
anyofofthem,
them,such
suchasasclergy,
clergy,have
have
to deal with compassion quickly? What does this person do? Can totodeal
dealwith
withcompassion
compassionquickly?
quickly?What
Whatdoes
doesthis
thisperson
persondo?do?Can
Can
you translate any of these learnings into compassion for yourself? you
youtranslate
translateany
anyofofthese
theselearnings
learningsinto
intocompassion
compassionfor foryourself?
yourself?
5. Compassion is not therapy or counseling. Another 5.5.Compassion
Compassionisisnot nottherapy
therapyor orcounseling.
counseling.Another
Another
10
10
10
reason people have trouble with compassion is thinking that a reason
reasonpeople
peoplehave
havetrouble
troublewith
withcompassion
compassionisisthinking
thinkingthat
thataa
counselor role isnt appropriate at work. You can be brief and counselor
counselorrole
roleisnt
isntappropriate
appropriateatatwork.
work.You
Youcan
canbe
bebrief
briefand
and
compassionate by following three rules: compassionate
compassionateby byfollowing
followingthree
threerules:
rules:
Let people say whats on their mind without saying anything Let
Letpeople
peoplesay
saywhats
whatson
ontheir
theirmind
mindwithout
withoutsaying
sayinganything
anything
other than you know theyre upset. Dont judge. Dont advise. other
otherthan
thanyou
youknow
knowtheyre
theyreupset.
upset.Dont
Dontjudge.
judge.Dont
Dontadvise.
advise.
Summarize when they start repeating. This signals that you Summarize
Summarizewhen
whenthey theystart
startrepeating.
repeating.This
Thissignals
signalsthat
thatyou
you
heard them, but keeps them from consuming so much time heard
heardthem,
them,butbutkeeps
keepsthemthemfrom
fromconsuming
consumingso somuch
muchtime
time
you begin to feel like a counselor. you
youbegin
begintotofeel
feellike
likeaacounselor.
counselor.
If someone overdoes it, invite him/her to talk with you outside IfIfsomeone
someoneoverdoes
overdoesit,it,invite
invitehim/her
him/hertototalk
talkwith
withyou
yououtside
outside
of work hours or refer him/her to another resource like ofofwork
workhours
hoursororrefer
referhim/her
him/hertotoanother
anotherresource
resourcelike
like
employee assistance. employee
employeeassistance.
assistance.
This shows others that you cared, you listened and are willing to This
Thisshows
showsothers
othersthat
thatyou
youcared,
cared,you
youlistened
listenedand
andare
arewilling
willingtoto
help if possible while not putting you in the counselor role that is help
helpififpossible
possiblewhile
whilenot
notputting
puttingyou
youininthe
thecounselor
counselorrole
rolethat
thatisis
making you uncomfortable. making
makingyou youuncomfortable.
uncomfortable.
6. Compassion isnt judgment or agreement. Be candid 6.6.Compassion
Compassionisnt isntjudgment
judgmentor oragreement.
agreement.Be Becandid
candid
with yourself. Is there a group or groups you dont like or are with
withyourself.
yourself.IsIsthere
thereaagroup
groupororgroups
groupsyouyoudont
dontlike
likeororare
are
uncomfortable with? Do you judge individual members of that uncomfortable
uncomfortablewith? with?Do Doyou
youjudge
judgeindividual
individualmembers
membersofofthat that
group without really knowing if your stereotype is true? Most of group
groupwithout
withoutreally
reallyknowing
knowingififyour
yourstereotype
stereotypeisistrue?
true?Most
Mostofof
us do. Do you show compassion for one groups problems but not us
usdo.
do.Do
Doyou
youshowshowcompassion
compassionforforone
onegroups
groupsproblems
problemsbut butnot
not
anothers? To deal with this: anothers?
anothers?ToTodeal
dealwith
withthis:
this:
57 57
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Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPASSION
Put yourself in their case. Why would you act that way? What Put Putyourself
yourselfinintheir
theircase.
case.WhyWhywould
wouldyou youact
actthat
thatway?
way?What What
do you think theyre trying to achieve? Assume that however dodoyou
youthink
thinktheyre
theyretrying
tryingtotoachieve?
achieve?Assume
Assumethat thathowever
however
they act is rational to them; it must have paid off or they they
theyactactisisrational
rationaltotothem;
them;ititmust
musthavehavepaid
paidoffoffororthey
they
wouldnt be doing it. Dont use your internal standards. wouldnt
wouldntbe bedoing
doingit.it.Dont
Dontuseuseyour
yourinternal
internalstandards.
standards.
Avoid putting groups in buckets. Many of us bucket groups as Avoid
Avoidputting
puttinggroups
groupsininbuckets.
buckets.ManyManyofofus usbucket
bucketgroups
groupsasas
friendly or unfriendly; good or bad; like me or not like me. friendly
friendlyororunfriendly;
unfriendly;goodgoodororbad;
bad;like
likememeorornot
notlike
likeme.me.
Once we do, we generally dont show as much compassion Once
Oncewe wedo, do,wewegenerally
generallydont
dontshow
showasasmuchmuchcompassion
compassion
towards them and may question their motives. Apply the logic towards
towardsthem themand andmaymayquestion
questiontheir
theirmotives.
motives.Apply
Applythe thelogic
logic
of why people belong to the group in the first place. See if ofofwhy
whypeople
peoplebelong
belongtotothe thegroup
groupininthe thefirst
firstplace.
place.See Seeifif
you can predict accurately what the group will say or do you
youcancanpredict
predictaccurately
accuratelywhatwhatthethegroup
groupwill
willsay
sayorordo do
across situations to test your understanding of the group. across
acrosssituations
situationstototesttestyour
yourunderstanding
understandingofofthe thegroup.
group.
Dont use your agreement program. Dont
Dontuseuseyouryouragreement
agreementprogram.
program.
Listen. Even though this tip may seem obvious, many of us Listen.
Listen.Even
Eventhough
thoughthisthistip
tipmay
mayseem
seemobvious,
obvious,manymanyofofus us
tune out when dealing with difficult or not well understood tune
tuneout outwhen
whendealing
dealingwith
withdifficult
difficultorornot
notwell
wellunderstood
understood
groups, or reject what theyre saying before they say it. Just groups,
groups,ororrejectrejectwhat
whattheyre
theyresaying
sayingbefore
beforethey
theysaysayit.it.Just
Just
listen. Mentally summarize their views, and see if you can listen.
listen.Mentally
Mentallysummarize
summarizetheir theirviews,
views,and andsee
seeififyou
youcan can
figure out what they want from what they say and mean. The figure
figureout outwhat
whattheytheywant
wantfromfromwhat
whattheytheysay
sayandandmean.
mean.The The
true test is whether you can clearly figure it out even though true
truetest
testisiswhether
whetheryou youcancanclearly
clearlyfigure
figureititout
outeven
eventhough
though
you dont think that way. you
youdont
dontthink
thinkthat
thatway.
way.
7. Being sensitive. You need to know what peoples 7.7.Being
Beingsensitive.
sensitive.You Youneed
needtotoknow
knowwhat
whatpeoples
peoples
compassion hot buttons are because one mistake can get you compassion
compassionhot hotbuttons
buttonsarearebecause
becauseone onemistake
mistakecan canget
getyou
you
labeled as insensitive with some people. The only cure here is to labeled
labeledasasinsensitive
insensitivewith
withsome
somepeople.
people.The
Theonly
onlycure
curehere
hereisistoto
see what turns up the volume for them either literally or what see
seewhat
whatturns
turnsupupthe
thevolume
volumefor forthem
themeither
eitherliterally
literallyororwhat
what
theyre concerned about. Be careful of downplaying or demeaning theyre
theyreconcerned
concernedabout.
about.Be Becareful
carefulofofdownplaying
downplayingorordemeaning
demeaning
someone elses cause (like the Native American community trying someone
someoneelses
elsescause
cause(like
(likethe
theNative
NativeAmerican
Americancommunity
communitytrying trying
to remove Indian nicknames from athletic teams). totoremove
removeIndian
Indiannicknames
nicknamesfrom fromathletic
athleticteams).
teams).
8. Follow the rules of good listening. If someone is clearly 8.8.Follow
Followthe therules
rulesofofgood
goodlistening.
listening.IfIfsomeone
someoneisisclearly
clearly
concerned about a lack of compassion related to something such concerned
concernedabout
aboutaalack
lackofofcompassion
compassionrelated
relatedtotosomething
somethingsuch
such
as ethnic, gender concerns, level or status in the organization: asasethnic,
ethnic,gender
genderconcerns,
concerns,level
levelororstatus
statusininthe
theorganization:
organization:
Understanding and listening isnt the same thing as agreement. Understanding
Understandingand
andlistening
listeningisnt
isntthe
thesame
samething
thingasasagreement.
agreement.
Dont argue if theyre emotional about it. Youll lose no matter Dont
Dontargue
argueififtheyre
theyreemotional
emotionalabout
aboutit.it.Youll
Youlllose
loseno
nomatter
matter
what you say. Discuss only that youve heard them, they what
whatyou
yousay.say.Discuss
Discussonly
onlythat
thatyouve
youveheardheardthem,
them,they
they
acknowledge youve heard them, and indicate you want to acknowledge
acknowledgeyouve youveheard
heardthem,
them,and andindicate
indicateyou
youwant
wanttoto
discuss the problem from a rational point of view what discuss
discussthetheproblem
problemfromfromaarational
rationalpoint
pointofofview
viewwhat
what
causes it, what it looks and feels like, and what can be done causes
causesit,it,what
whatititlooks
looksand
andfeels
feelslike,
like,and
andwhat
whatcancanbebedone
done
about it. about
aboutit.it.
9. When the other side of a compassion dispute takes a rigid 9.9.When
Whenthetheother
otherside
sideofofaacompassion
compassiondispute
disputetakes
takesaarigid
rigid
position, dont reject it. Ask why what are the principles behind position,
position,dont
dontreject
rejectit.it.Ask
Askwhy
whywhat
whatare
arethe
theprinciples
principlesbehind
behind
58 58
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Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPASSION
the position, how do we know its fair, whats the theory of the the
theposition,
position,how
howdodowe
weknow
knowits
itsfair,
fair,whats
whatsthe
thetheory
theoryofofthe
the
case. Play out what would happen if their position was accepted. case.
case.Play
Playout
outwhat
whatwould
wouldhappen
happenififtheir
theirposition
positionwas
wasaccepted.
accepted.
Ask what they would do if they were in your shoes. Ask lots of Ask
Askwhat
whatthey
theywould
woulddo
doififthey
theywere
wereininyour
yourshoes.
shoes.Ask
Asklots
lotsofof
questions, but make few statements. questions,
questions,butbutmake
makefew
fewstatements.
statements.
10. If someone attacks you for not being 10.
10.IfIfsomeone
someoneattacks
attacksyouyoufor fornotnotbeing
being
compassionate, rephrase it as an attack on the problem/issue. compassionate,
compassionate,rephraserephraseititasasan
anattack
attackon onthe
theproblem/issue.
problem/issue.
In response to unreasonable proposals, attacks, or a non-answer InInresponse
responsetotounreasonable
unreasonableproposals,
proposals,attacks,
attacks,ororaanon-answer
non-answer
to a question, you can always say nothing but acknowledge that totoaaquestion,
question,you
youcan
canalways
alwayssay
saynothing
nothingbut butacknowledge
acknowledgethatthat
you heard what they said. People will usually respond by saying you
youheard
heardwhat
whatthey
theysaid.
said.People
Peoplewillwillusually
usuallyrespond
respondby bysaying
saying
more, coming off their position a bit, or at least revealing their more,
more,coming
comingoff
offtheir
theirposition
positionaabit,
bit,ororatatleast
leastrevealing
revealingtheir
their
interests. More help? See #12 Conflict Management. interests.
interests.More
Morehelp?
help?SeeSee#12
#12Conflict
ConflictManagement.
Management.
COMPASSION
COMPASSION
COMPASSION
SUGGESTEDREADINGS
READINGS
Autry, James A. The Art of Caring Leadership. New York: William Autry, JamesA.A.The
Autry,James TheArt
ArtofofCaring
CaringLeadership.
Leadership.New
NewYork:
York:William
William
Morrow and Company, Inc., 1991. Morrow
MorrowandandCompany,
Company,Inc.,
Inc.,1991.
1991.
Brehony, Kathleen A. Ordinary Grace An examination of the roots Brehony, KathleenA.A.Ordinary
Brehony,Kathleen OrdinaryGrace
GraceAn
Anexamination
examinationofofthe
theroots
roots
10
10
10
of compassion, altruism, and empathy. New York: Riverhead Books, ofofcompassion,
compassion,altruism,
altruism,and
andempathy.
empathy.New
NewYork:
York:Riverhead
RiverheadBooks,
Books,
1999. 1999.
1999.
Noer, David M. Healing the Wounds. San Francisco: Jossey-Bass, Noer,
Noer,David M.Healing
DavidM. Healingthe
theWounds.
Wounds.San
SanFrancisco:
Jossey-Bass,
Inc., 1993. Inc.,
Inc.,1993.
1993.
Roosevelt, Franklin D., Russell D. Buhite and David W. Levy, Editors. Roosevelt,
Roosevelt,Franklin
FranklinD.,
D.,Russell
RussellD.D.Buhite
Buhiteand
andDavid
DavidW.W.Levy,
Levy,Editors.
Editors.
FDRs Fireside Chats. Norman, Oklahoma: University of Oklahoma FDRs
FDRsFireside
FiresideChats.
Chats.Norman,
Norman,Oklahoma:
Oklahoma:University
UniversityofofOklahoma
Oklahoma
Press, 1992. Press,
Press,1992.
1992.
Sebba, Anne. Mother Teresa, 19101997, Beyond the Image. New Sebba, Anne.Mother
Sebba,Anne. MotherTeresa,
Teresa,19101997,
19101997,Beyond
Beyondthe
theImage.
Image.New
New
York: Doubleday, 1997. York:
York:Doubleday,
Doubleday,1997.
1997.
Wuthnow, Robert. Acts of Compassion Caring for others and Wuthnow, Robert.Acts
Wuthnow,Robert. ActsofofCompassion
CompassionCaring
Caringfor
forothers
othersand
and
helping ourselves. Princeton, NJ: Princeton University Press, 1991. helping
helpingourselves.
ourselves.Princeton,
Princeton,NJ:
NJ:Princeton
PrincetonUniversity
UniversityPress,
Press,1991.
1991.
59 59
59
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPASSION
60 60
60
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
11 11
11
COMPOSURE COMPOSURE
COMPOSURE
UNSKILLED UNSKILLED
UNSKILLED
Gets rattled and loses cool under pressure and stress Gets
Getsrattled
rattledand
andloses
losescool
coolunder
underpressure
pressureand
andstress
stress
May blow up, say things he/she shouldnt May
Mayblow
blowup,up,say
saythings
thingshe/she
he/sheshouldnt
shouldnt
Gets easily overwhelmed and becomes emotional, defensive or Gets
Getseasily
easilyoverwhelmed
overwhelmedand andbecomes
becomesemotional,
emotional,defensive
defensiveoror
withdrawn withdrawn
withdrawn
May be defensive and sensitive to criticism May
Maybebedefensive
defensiveandandsensitive
sensitivetotocriticism
criticism
May be cynical or moody May
Maybebecynical
cynicalorormoody
moody
May be knocked off balance by surprises and get easily rattled May
Maybebeknocked
knockedoff offbalance
balancebybysurprises
surprisesand
andget
geteasily
easilyrattled
rattled
COMPOSURE
COMPOSURE
COMPOSURE
May contribute to others losing composure or being unsettled May
Maycontribute
contributetotoothers
otherslosing
losingcomposure
composureororbeing
beingunsettled
unsettled
May let anger, frustration and anxiety show May
Maylet
letanger,
anger,frustration
frustrationand
andanxiety
anxietyshow
show
SKILLED SKILLED
SKILLED
Is cool under pressure IsIscool
coolunder
underpressure
pressure
Does not become defensive or irritated when times are tough Does
Doesnotnotbecome
becomedefensive
defensiveororirritated
irritatedwhen
whentimes
timesare
aretough
tough
11
11
11
Is considered mature IsIsconsidered
consideredmature
mature
Can be counted on to hold things together during tough times Can
Canbe becounted
countedon ontotohold
holdthings
thingstogether
togetherduring
duringtough
toughtimes
times
Can handle stress Can
Canhandle
handlestress
stress
Is not knocked off balance by the unexpected IsIsnot
notknocked
knockedoff offbalance
balancebybythe
theunexpected
unexpected
Doesnt show frustration when resisted or blocked Doesnt
Doesntshowshowfrustration
frustrationwhen
whenresisted
resistedororblocked
blocked
Is a settling influence in a crisis IsIsaasettling
settlinginfluence
influenceininaacrisis
crisis

OVERUSEDSKILL
SKILL
May not show appropriate emotion May
Maynot
notshow
showappropriate
appropriateemotion
emotion
May be seen as cold and uncaring May
Maybebeseen
seenasascold
coldand
anduncaring
uncaring
May seem flat in situations where others show feelings May
Mayseem
seemflat
flatininsituations
situationswher
where othersshow
e others showfeelings
feelings
May be easily misinterpreted Maybe
May beeasily
easilymisinterpreted
misinterpreted
May not be able to relate well to those whose actions and Maynot
May notbebeable
abletotorelate
relatewell
welltotothose
thosewhose
whoseactions
actionsand
and
decisions are based more on feelings than on thinking decisionsare
decisions arebased
basedmoremoreon onfeelings
feelingsthan
thanon
onthinking
thinking
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 3, 10, 14, 26, 27, 31, 44, 60, 66 COMPENSATORS:3,3,10,
14,26,
26,27,
27,31,
31,44,
44,60,
60,66
66
61 61
61
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPOSURE COMPOSURE
COMPOSURE
SOME CAUSES SOME

SOMECAUSES
CAUSES
Defensive Defensive
Defensive
Easily overwhelmed; very emotional Easily
Easilyoverwhelmed;
overwhelmed;very
veryemotional
emotional
Lack self confidence Lack
Lackself
selfconfidence
confidence
Perfectionist
Sensitive Sensitive
Sensitive
Too much going on Too
Toomuch
muchgoing
goingon
on
Very control oriented Very
Verycontrol
controloriented
oriented
Weak impulse control Weak
Weakimpulse
impulsecontrol
control
THE MAP THE

THEMAP
MAP
First about emotions. Emotions are electricity and chemistry. First
Firstabout
aboutemotions.
emotions.Emotions
Emotionsare areelectricity
electricityand andchemistry.
chemistry.
Emotions are designed to help you cope with emergencies and Emotions
Emotionsare aredesigned
designedtotohelp helpyou youcope
copewith withemergencies
emergenciesand and
threats. Emotions trigger predictable body changes. Heart pumps threats.
threats.Emotions
Emotionstriggertriggerpredictable
predictablebody bodychanges.
changes.Heart Heartpumps
pumps
faster and with greater pressure. Blood flows faster. Glucose is faster
fasterand andwith
withgreater
greaterpressure.
pressure.BloodBloodflows flowsfaster.
faster.Glucose
Glucoseisis
released into the bloodstream for increased energy and strength. released
releasedinto intothe
thebloodstream
bloodstreamfor forincreased
increasedenergyenergyand andstrength.
strength.
Eyes dilate to take in more light. Breathing rate increases to get Eyes
Eyesdilate
dilatetototake
takeininmore
morelight.
light.Breathing
Breathingrate rateincreases
increasestotoget get
more oxygen. Why is that? To either fight or flee from Saber more
moreoxygen.
oxygen.Why Whyisisthat?
that?To Toeither
eitherfight
fightororflee
fleefrom
fromSaber
Saber
Toothed Tigers, of course. Emotions are designed to help us with Toothed
ToothedTigers,
Tigers,ofofcourse.
course.Emotions
Emotionsare aredesigned
designedtotohelp helpususwith
with
the so-called fight or flight response. It makes the body faster and the
theso-called
so-calledfight
fightororflight
flightresponse.
response.ItItmakes makesthe thebody
bodyfaster
fasterand
and
stronger temporarily. The price? In order to increase energy to the stronger
strongertemporarily.
temporarily.The Theprice?
price?InInorderordertotoincrease
increaseenergy
energytotothe the
muscles, the emotional response decreases resources for the muscles,
muscles,the theemotional
emotionalresponse
responsedecreases
decreasesresources
resourcesfor forthethe
stomach (thats why we get upset stomachs under stress) and the stomach
stomach(thats(thatswhywhywe weget getupset
upsetstomachs
stomachsunder understress)
stress)and andthe
the
thinking brain (thats why we say and do dumb things under stress). thinking
thinkingbrainbrain(thats
(thatswhywhywe wesay sayand
anddo dodumb
dumbthings
thingsunder
understress).
stress).
Even though we might be able to lift a heavy object off a trapped Even
Eventhough
thoughwe wemight
mightbe beable
abletotolift
liftaaheavy
heavyobject
objectoff offaatrapped
trapped
person, we cant think of the right thing to say in a tense meeting. person,
person,we wecant
cantthink
thinkofofthe theright
rightthing
thingtotosaysayininaatense
tensemeeting.
meeting.
Once the emotional response is triggered, it has to run its course. If Once
Oncethe theemotional
emotionalresponse
responseisistriggered,
triggered,itithas hastotorun
runitsitscourse.
course.IfIf
no threat follows the initial trigger, it lasts from 45-60 seconds in no
nothreat
threatfollows
followsthe theinitial
initialtrigger,
trigger,ititlasts
lastsfrom
from45-60
45-60seconds
secondsinin
most people. Thats why your grandmother told you to count to 10. most
mostpeople.
people.Thats
Thatswhy whyyouryourgrandmother
grandmothertold toldyou
youtotocount
counttoto10. 10.
Trouble is, people have Saber Toothed Tigers in their heads. In Trouble
Troubleis,is,people
peoplehave haveSaber
SaberToothed
ToothedTigers Tigersinintheir
theirheads.
heads.InIn
modern times, thoughts can trigger this emotional response. Events modern
moderntimes,times,thoughts
thoughtscan cantrigger
triggerthisthisemotional
emotionalresponse.
response.Events
Events
which are certainly not physically threatening, like being criticized, which
whichare arecertainly
certainlynot notphysically
physicallythreatening,
threatening,like likebeing
beingcriticized,
criticized,
can trigger the response. Even worse, today people have added a can
cantrigger
triggerthe theresponse.
response.Even Evenworse,
worse,todaytodaypeople
peoplehavehaveadded
addedaa
third f to the fight or flight response freeze. Emotions can shut third
thirdfftotothethefight
fightororflight
flightresponse
responsefreeze.freeze.Emotions
Emotionscan canshut
shut
you down and leave you speechless, neither choosing to fight you
youdown
downand andleave
leaveyou youspeechless,
speechless,neither neitherchoosing
choosingtotofight fight
(argue, respond) or flee (calmly shut down the transaction and exit). (argue,
(argue,respond)
respond)ororflee flee(calmly
(calmlyshut shutdowndownthe thetransaction
transactionand andexit).
exit).
Youll have to fight these reactions to learn to be cool under Youll
Youllhave
havetotofight
fightthese
thesereactions
reactionstotolearn learntotobebecool
coolunder
under
pressure. pressure.
pressure.
62 62
62
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPOSURE COMPOSURE
COMPOSURE
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Decreasing triggers. Write down the last 25 times you lost 1.1.Decreasing
Decreasingtriggers.
triggers.Write
Writedown
downthethelast
last25
25times
timesyou
youlost
lost
your composure. Most people who have composure problems your
yourcomposure.
composure.Most Mostpeople
peoplewho whohave
havecomposure
composureproblems
problems
have three to five repeating triggers. Criticism. Loss of control. A have
havethree
threetotofive
fiverepeating
repeatingtriggers.
triggers.Criticism.
Criticism.Loss
Lossofofcontrol.
control.AA
certain kind of a person. An enemy. Being surprised. Spouse. certain
certainkind
kindofofaaperson.
person.An
Anenemy.
enemy.Being
Beingsurprised.
surprised.Spouse.
Spouse.
Children. Money. Authority. Try to group 90% of the events into Children.
Children.Money.
Money.Authority.
Authority.Try
Trytotogroup
group90% 90%ofofthetheevents
eventsinto
into
three to five categories. Once you have the groupings, ask yourself three
threetotofive
fivecategories.
categories.Once
Onceyou youhave
havethe
thegroupings,
groupings,askaskyourself
yourself
why these are a problem. Is it ego? Losing face? Being caught why
whythese
theseareareaaproblem.
problem.IsIsititego?
ego?Losing
Losingface?
face?Being
Beingcaught
caught
short? Being found out? Causing you more work? In each short?
short?Being
Beingfound
foundout?
out?Causing
Causingyou youmore
morework?
work?InIneach
each
grouping, what would be a more mature response? Mentally and grouping,
grouping,what
whatwould
wouldbebeaamore
moremature
matureresponse?
response?Mentally
Mentallyandand
physically rehearse a better response. Try to decrease by 10% a physically
physicallyrehearse
rehearseaabetter
betterresponse.
response.Try Trytotodecrease
decreaseby by10%
10%aa
month the number of times you lose your composure. month
monththe thenumber
numberofoftimes
timesyou youlose
loseyour
yourcomposure.
composure.
COMPOSURE
COMPOSURE
COMPOSURE
2. Increasing impulse control. People say and do 2.2.Increasing
Increasingimpulse
impulsecontrol.
control.PeoplePeoplesay
sayand
anddodo
inappropriate things when they lose their composure. The problem inappropriate
inappropriatethings
thingswhen
whenthey
theylose
losetheir
theircomposure.
composure.The Theproblem
problem
is that they say or do the first thing that occurs to them. Research isisthat
thatthey
theysay
sayorordo
dothe
thefirst
firstthing
thingthat
thatoccurs
occurstotothem.
them.Research
Research
shows that generally somewhere between the second and third shows
showsthatthatgenerally
generallysomewhere
somewherebetweenbetweenthe thesecond
secondandandthird
third
thing you think of to say or do is the best option. Practice holding thing
thingyouyouthink
thinkofoftotosay
sayorordo
doisisthe
thebest
bestoption.
option.Practice
Practiceholding
holding
11
11
11
back your first response long enough to think of a second. When back
backyour
yourfirst
firstresponse
responselong
longenough
enoughtotothink
thinkofofaasecond.
second.When
When
you can do that, wait long enough to think of a third before you you
youcan
cando dothat,
that,wait
waitlong
longenough
enoughtotothinkthinkofofaathird
thirdbefore
beforeyou
you
choose. By that time 50% of your composure problems should go choose.
choose.By Bythat
thattime
time50%50%ofofyouryourcomposure
composureproblems
problemsshould
shouldgogo
away. away.
away.
3. Count to 10. Our thinking and judgment are not at their best 3.3.Count
Countto to10.
10.Our
Ourthinking
thinkingandandjudgment
judgmentare arenot
notatattheir
theirbest
best
during the emotional response. Create and practice delaying during
duringthetheemotional
emotionalresponse.
response.Create
Createand
andpractice
practicedelaying
delaying
tactics. Go get a pencil out of your briefcase. Go get a cup of tactics.
tactics.GoGoget
getaapencil
pencilout
outofofyour
yourbriefcase.
briefcase.Go Gogetgetaacup
cupofof
coffee. Ask a question and listen. Go up to the flip chart and write coffee.
coffee.Ask
Askaaquestion
questionand
andlisten.
listen.Go
Goup uptotothe
theflip
flipchart
chartand
andwrite
write
something. Take notes. See yourself in a setting you find calming. something.
something.TakeTakenotes.
notes.See
Seeyourself
yourselfininaasetting
settingyou
youfind
findcalming.
calming.
Go to the bathroom. You need about a minute to regain your Go
Gototothe
thebathroom.
bathroom.YouYouneed
needabout
aboutaaminute
minutetotoregain
regainyour
your
composure after the emotional response is triggered. Dont do or composure
composureafterafterthe
theemotional
emotionalresponse
responseisistriggered.
triggered.Dont
Dontdodooror
say anything until the minute has passed. say
sayanything
anythinguntil
untilthe
theminute
minutehashaspassed.
passed.
4. Delay of gratification. Are you impatient? Do you get 4.4.Delay
Delayof ofgratification.
gratification.Are Areyou
youimpatient?
impatient?Do Doyou
yougetget
upset when the plane is delayed? The food is late? The car isnt upset
upsetwhen
whenthetheplane
planeisisdelayed?
delayed?The
Thefood
foodisislate?
late?TheThecar
carisnt
isnt
ready? Your spouse is behind schedule? For most of us, life is one ready?
ready?Your
Yourspouse
spouseisisbehind
behindschedule?
schedule?For Formost
mostofofus,us,life
lifeisisone
one
big delay. We always seem to be waiting for someone else to do big
bigdelay.
delay.We
Wealways
alwaysseem
seemtotobebewaiting
waitingforforsomeone
someoneelse elsetotodo do
something so we can do our something. People with composure something
somethingso sowewecan
candodoour
oursomething.
something.People
Peoplewith
withcomposure
composure
problems often cant accept delay of what they want, and think problems
problemsoften
oftencant
cantaccept
acceptdelay
delayofofwhat
whatthey
theywant,
want,andandthink
think
they deserve and have coming. When what they want is delayed, they
theydeserve
deserveandandhave
havecoming.
coming.When
Whenwhatwhatthey
theywant
wantisisdelayed,
delayed,
they get belligerent and demanding. Write down the last 25 they
theyget
getbelligerent
belligerentand
anddemanding.
demanding.WriteWritedown
downthe thelast
last25 25
delays that set you off. Group them into three to five categories. delays
delaysthat
thatset
setyou
youoff.
off.Group
Groupthem
theminto
intothree
threetotofive
fivecategories.
categories.
63 63
63
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPOSURE COMPOSURE
COMPOSURE
Create and rehearse a more mature response. Relax. Reward Create

Createand
andrehearse
rehearseaamore moremature
matureresponse.
response.Relax.
Relax.Reward
Reward
yourself with something enjoyable. Adopt a philosophical stance yourself
yourselfwith
withsomething
somethingenjoyable.
enjoyable.Adopt
Adoptaaphilosophical
philosophicalstance
stance
since theres little or nothing you can do about it. Think great since
sincetheres
thereslittle
littleorornothing
nothingyou
youcan
cando
doabout
aboutit.it.Think
Thinkgreat
great
thoughts while youre waiting. More help? See #41 Patience. thoughts
thoughtswhile
whileyoure waiting.More
yourewaiting. Morehelp?
help?See
See#41#41Patience.
Patience.
5. Defensive? A lot of loss of composure starts with an 5.5.Defensive?
Defensive?AAlot lotofofloss
lossofofcomposure
composurestartsstartswith
withan
an
intended or even an unintended criticism. There are a lot of intended
intendedororeven
evenan
anunintended
unintendedcriticism.
criticism.There
Thereare areaalot
lotofof
perfect people in this world who cannot deal with a piece of perfect
perfectpeople
peopleininthis
thisworld
worldwhowhocannot
cannotdeal
dealwith
withaapiece
pieceofof
negative information about themselves or about something they negative
negativeinformation
informationabout
aboutthemselves
themselvesororabout
aboutsomething
somethingthey they
have or have not done. The rest of us have flaws that most around have
haveororhave
havenotnotdone.
done.TheTherest
restofofus
ushave
haveflaws
flawsthat
thatmost
mostaround
around
us know about and once in awhile tell us about. We even know us
usknow
knowabout
aboutandandonce
onceininawhile
awhiletell
tellus
usabout.
about.We Weeven
evenknow
know
that once in awhile unjust criticism is sent our way. Dealing that
thatonce
onceininawhile
awhileunjust
unjustcriticism
criticismisissent
sentour
ourway.
way.Dealing
Dealing
constructively with criticism is a learnable skill. More help? See constructively
constructivelywith
withcriticism
criticismisisaalearnable skill.More
learnableskill. Morehelp?
help?SeeSee
#108 Defensiveness. #108
#108Defensiveness.
Defensiveness.
6. Controlling? Are you somewhat of a perfectionist? Need to 6.6.Controlling?
Controlling?Are Areyou
yousomewhat
somewhatofofaaperfectionist?
perfectionist?Need
Needtoto
have everything just so? Create plans and expect them to be have
haveeverything
everythingjust
justso?
so?Create
Createplans
plansand
andexpect
expectthem
themtotobe be
followed? Very jealous of your time? Another source of loss of followed?
followed?Very
Veryjealous
jealousofofyour
yourtime?
time?Another
Anothersource
sourceofofloss
lossofof
composure is when things do not go exactly as planned. Put slack in composure
composureisiswhen
whenthings
thingsdo
donot
notgogoexactly
exactlyasasplanned.
planned.Put Putslack
slackinin
your plans. Expect the unexpected. Lengthen the time line. Plan for your
yourplans.
plans.Expect
Expectthe
theunexpected.
unexpected.Lengthen
Lengthenthe thetime
timeline.
line.Plan
Planforfor
delays. List worst case scenarios. Most of the time you will be delays.
delays.List
Listworst
worstcase
casescenarios.
scenarios.Most
Mostofofthethetime
timeyou
youwill
willbe
be
pleasantly surprised and the rest of the time you wont get so upset. pleasantly
pleasantlysurprised
surprisedand
andthe
therest
restofofthe
thetime
timeyou
youwont
wontget getsosoupset.
upset.
7. Blame and vengeance? Do you feel a need to punish the 7.7.Blame
Blameand andvengeance?
vengeance?Do Doyou
youfeel
feelaaneed
needtotopunish
punishthethe
people and groups that set you off? Do you become hostile, angry, people
peopleandandgroups
groupsthat thatsetsetyou
youoff?
off?Do
Doyouyoubecome
becomehostile,
hostile,angry,
angry,
sarcastic or vengeful? While all that may be temporarily satisfying sarcastic
sarcasticororvengeful?
vengeful?While Whileallallthat
thatmay
maybe betemporarily
temporarilysatisfying
satisfying
to you, they will all backfire and you will lose in the long term. totoyou,
you,they
theywillwillall
allbackfire
backfireand andyouyouwill
willlose
loseininthe
thelong
longterm.
term.
When someone attacks you, rephrase it as an attack on a When
Whensomeone
someoneattacksattacksyou, you,rephrase
rephraseititasasananattack
attackononaa
problem. Reverse the argument ask what they would do if they problem.
problem.Reverse
Reversethe theargument
argumentask askwhat
whattheytheywould
woulddo doififthey
they
were in your shoes. When the other side takes a rigid position, were
wereininyour
yourshoes.
shoes.WhenWhenthe theother
otherside
sidetakes
takesaarigid
rigidposition,
position,
dont reject it. Ask why what are the principles behind the offer, dont
dontreject
rejectit.it.Ask
Askwhywhywhat whatarearethe
theprinciples
principlesbehind
behindthetheoffer,
offer,
how do we know its fair, whats the theory of the case. Play out how
howdodowe weknow
knowits itsfair,
fair,whats
whatsthethetheory
theoryofofthe thecase.
case.Play
Playout
out
what would happen if their position was accepted. Let the other what
whatwould
wouldhappenhappenififtheirtheirposition
positionwaswasaccepted.
accepted.LetLetthe
theother
other
side vent frustration, blow off steam, but dont react. side
sidevent
ventfrustration,
frustration,blow blowoffoffsteam,
steam,but
butdont
dontreact.
react.
8. When you do reply to an attack, keep it to the facts 8.8.When
Whenyou youdo doreply
replyto
toananattack,
attack,keep keepitittotothethefacts
facts
and their impact on you. Its fine for you to draw conclusions and
andtheir theirimpact
impacton onyou.
you.ItsItsfine
fineforforyou
youtotodraw
drawconclusions
conclusions
about the impact on yourself (I felt blindsided.). Its not fine for about
aboutthe theimpact
impacton onyourself
yourself(I
(Ifelt
feltblindsided.).
blindsided.).Its
Itsnot
notfine
finefor
for
you to tell others their motives (You blindsided me means you you
youtototelltellothers
otherstheir
theirmotives
motives(You
(Youblindsided
blindsidedmememeans
meansyouyou
did it, probably meant to, and I know the meaning of your did
didit,it,probably
probablymeant
meantto,
to,and
andI Iknow
knowthe themeaning
meaningofofyouryour
behavior). So state the meaning for yourself; ask others what their behavior).
behavior).So Sostate
statethe
themeaning
meaningfor foryourself;
yourself;ask
askothers
otherswhat
whattheir
their
actions meant. actions
actionsmeant.
meant.
64 64
64
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
COMPOSURE COMPOSURE
COMPOSURE
9. Get anxious and jump to conclusions? Take quick 9.9.Get

Getanxious
anxiousand andjump
jumpto toconclusions?
conclusions?Take Takequick
quick
action? Dont like ambiguity and uncertainty and act to wipe it action?
action?Dont
Dontlike
likeambiguity
ambiguityandanduncertainty
uncertaintyand
andact
acttotowipe
wipeitit
out? Solutions first, understanding second? Take the time to really out?
out?Solutions
Solutionsfirst,
first,understanding
understandingsecond?
second?Take
Takethe
thetime
timetotoreally
really
define the problem. Let people finish. Try not to interrupt. Dont define
definethe
theproblem.
problem.Let Letpeople
peoplefinish.
finish.Try
Trynot
nottotointerrupt.
interrupt.Dont
Dont
finish others sentences. Ask clarifying questions. Restate the finish
finishothers
otherssentences.
sentences.Ask Askclarifying
questions.Restate
Restatethe
the
problem in your own words to everyones satisfaction. Ask them problem
problemininyour
yourownownwords
wordstotoeveryones
everyonessatisfaction.
satisfaction.AskAskthem
them
what they think. Throw out trial solutions for debate. Then decide. what
whatthey
theythink.
think.Throw
Throwoutouttrial
trialsolutions
solutionsfor
fordebate.
debate.Then
Thendecide.
decide.
10. Too much invested at work? Find a release for your 10.
10.Too
Toomuch muchinvested
investedat atwork?
work?Find
Findaarelease
releasefor
foryour
your
pent-up emotions. Get a physical hobby. Start an exercise routine. pent-up
pent-upemotions.
emotions.Get
Getaaphysical
physicalhobby.
hobby.Start
Startan
anexercise
exerciseroutine.
routine.
Jog. Walk. Chop wood. Sometimes people who have flair tempers Jog.
Jog.Walk.
Walk.Chop Chopwood.
wood.Sometimes
Sometimespeople
peoplewho
whohave
haveflair
flairtempers
tempers
hold it in too much, the pressure builds, and the teakettle blows. hold
holdititinintoo
toomuch,
much,the
thepressure
pressurebuilds,
builds,and
andthe
theteakettle
teakettleblows.
blows.
The body stores energy. It has to go somewhere. Work on The
Thebody
bodystores
storesenergy.
energy.ItIthas
hastotogo
gosomewhere.
somewhere.Work Workon on
COMPOSURE
COMPOSURE
COMPOSURE
releasing your work frustration off work. releasing
releasingyouryourwork
workfrustration
frustrationoff offwork.
work.

SUGGESTEDREADINGS
READINGS
DuBrin, Andrew J. Your Own Worst Enemy. New York: AMACOM, DuBrin, AndrewJ.J.Your
DuBrin,Andrew YourOwn
OwnWorst
WorstEnemy.
Enemy.New
NewYork:
York:AMACOM,
AMACOM,
1992. 1992.
1992.
11
11
11
Elliot, Robert S., M.D. From Stress to Strength. New Elliot,
Elliot,Robert
RobertS., M.D.From
S.,M.D. FromStress
StresstotoStrength.
Strength.New
New
York:-Doubleday, 1994. York:-Doubleday,
York:-Doubleday,1994.
1994.
Lee, John H. with Bill Stott. Facing the fire: experiencing and Lee,
Lee,John
JohnH.H.with
withBill Stott.Facing
BillStott. Facingthe
thefire:
fire:experiencing
experiencingand
and
expressing anger appropriately. New York: Bantam Books, 1993. expressing
expressinganger
angerappropriately.
appropriately.NewNewYork:
York:Bantam
BantamBooks,
Books,1993.
1993.
Loehr, James E. Stress for Success. New York: Times Business, 1997. Loehr, JamesE.E.Stress
Loehr,James Stressfor
forSuccess.
Success.New
NewYork:
York:Times
TimesBusiness,
Business,1997.
1997.
Peck, M. Scott, M.D. A World Waiting to be Born: Civility Peck,
Peck,M.
M.Scott, M.D.AAWorld
Scott,M.D. WorldWaiting
Waitingtotobe
beBorn:
Born:Civility
Civility
Rediscovered. New York: Bantam Books, 1993. Rediscovered.
Rediscovered.New
NewYork:
York:Bantam
BantamBooks,
Books,1993.
1993.
Peck, M. Scott, M.D. A World Waiting to be Born: Civility Peck,
Peck,M.
M.Scott, M.D.AAWorld
Scott,M.D. WorldWaiting
Waitingtotobe
beBorn:
Born:Civility
Civility
Rediscovered [sound recording]. New York: Bantam Doubleday Dell Rediscovered
Rediscovered[sound
[soundrecording].
recording].New
NewYork:
York:Bantam
BantamDoubleday
DoubledayDell
Dell
Audio Pub., 1993. Audio
AudioPub.,
Pub.,1993.
1993.
Potter-Efron, Ronald T. Working anger: preventing and resolving Potter-Efron, RonaldT.T.Working
Potter-Efron,Ronald Workinganger:
anger:preventing
preventingand
andresolving
resolving
conflict on the job. Oakland, CA: New Harbinger Publications, conflict
conflicton
onthe
thejob.
job.Oakland,
Oakland,CA:
CA:New
NewHarbinger
HarbingerPublications,
Publications,
1998. 1998.
1998.
Tavris, Carol. Anger: the misunderstood emotion. New York: Simon Tavris, Carol.Anger:
Tavris,Carol. Anger:the
themisunderstood
misunderstoodemotion.
emotion.New
NewYork:
York:Simon
Simon
& Schuster, 1989. &&Schuster,
Schuster,1989.
1989.
65 65
65
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MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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Reserved.
COMPOSURE COMPOSURE
COMPOSURE
66 66
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Reserved.
12 12
12
CONFLICT MANAGEMENT CONFLICT
CONFLICT MANAGEMENT
MANAGEMENT
UNSKILLED UNSKILLED
UNSKILLED
Avoids conflict in situations and with people Avoids
Avoidsconflict
conflictininsituations
situationsand
andwith
withpeople
people
May accommodate, want everyone to get along May
Mayaccommodate,
accommodate,want wanteveryone
everyonetotoget getalong
along
May get upset as a reaction to conflict, takes it personally May
Maygetgetupset
upsetasasaareaction
reactiontotoconflict,
conflict,takes
takesititpersonally
personally
Cant operate under conflict long enough to get a good deal Cant
Cantoperate
operateunder
underconflict
conflictlong
longenough
enoughtotoget getaagood
gooddeal
deal
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
Gives in and says yes too soon Gives
Givesininand
andsays
saysyesyestoo
toosoon
soon
Gets into conflict by accident; doesnt see it coming Gets
Getsinto
intoconflict
conflictbybyaccident;
accident;doesnt
doesntsee seeititcoming
coming
Will let things fester rather than dealing with them directly Will
Willlet
letthings
thingsfester
festerrather
ratherthan
thandealing
dealingwith
withthem
themdirectly
directly
Will try to wait long enough for it to go away Will
Willtry
trytotowait
waitlong
longenough
enoughfor foritittotogo
goaway
away
May be excessively competitive and have to win every dispute May
Maybe beexcessively
excessivelycompetitive
competitiveandandhave havetotowin
winevery
everydispute
dispute
SKILLED SKILLED
SKILLED
Steps up to conflicts, seeing them as opportunities Steps
Stepsupuptotoconflicts,
conflicts,seeing
seeingthem
themasasopportunities
opportunities
Reads situations quickly Reads
Readssituations
situationsquickly
quickly
12
12
12
Good at focused listening Good
Goodatatfocused
focusedlistening
listening
Can hammer out tough agreements and settle disputes equitably Can
Canhammer
hammerout outtough
toughagreements
agreementsand
andsettle
settledisputes
disputesequitably
equitably
Can find common ground and get cooperation with minimum Can
Canfind
findcommon
commonground
groundand
andget
getcooperation
cooperationwith
withminimum
minimum
noise noise
noise

OVERUSEDSKILL
SKILL
May be seen as overly aggressive and assertive May
Maybebeseen
seenasasoverly
overlyaggressive
aggressiveand
andassertive
assertive
May get in the middle of everyone elses problems May
Mayget
getininthe
themiddle
middleofofeveryone
everyoneelses
elsesproblems
problems
May drive for a solution before others are ready May
Maydrive
drivefor
foraasolution
solutionbefore
beforeothers
othersare
areready
ready
May have a chilling effect on open debate Mayhave
May haveaachilling
chillingeffect
effectononopen
opendebate
debate
May spend too much time with obstinate people and unsolvable Mayspend
May spendtootoomuch
muchtimetimewith
withobstinate
obstinatepeople
peopleand
andunsolvable
unsolvable
problems problems
problems
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 2, 3, 31, 33, 34, 36, 37, 40, 41, 51, 52, 56, 60, COMPENSATORS:2,2,3,3,31,
33,34,
34,36,
36,37,
37,40,
40,41,
41,51,
51,52,
52,56,
56,60,
60,
64 64
64
67 67
67
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFLICTMANAGEMENT
MANAGEMENT
SOME CAUSES SOME

SOMECAUSES
CAUSES
Avoid conflict Avoid
Avoidconflict
conflict
Cant negotiate Cant
Cantnegotiate
negotiate
Get too emotional Get
Gettoo
tooemotional
emotional
Slow to catch on Slow
Slowtotocatch
catchonon
Take things personally Take
Takethings
thingspersonally
personally
Too sensitive Too
Toosensitive
sensitive
THE MAP THE

THEMAP
MAP
A 1996 survey found that managers were spending 18% of their AA1996
1996survey
surveyfound
foundthatthatmanagers
managerswere werespending
spending18% 18%ofoftheir
their
time dealing with direct face to face conflict. It has doubled since time
timedealing
dealingwith
withdirect
directface
facetotoface
faceconflict.
conflict.ItIthas
hasdoubled
doubledsincesince
1986. Most organizations are decentralized and compartmentalized 1986.
1986.Most
Mostorganizations
organizationsare aredecentralized
decentralizedand andcompartmentalized
compartmentalized
which sets up natural conflict, group to group. Whenever you form which
whichsets
setsupupnatural
naturalconflict,
conflict,group
grouptotogroup.
group.Whenever
Wheneveryou youform
form
two groups, conflict follows. Gender and race inroads have two
twogroups,
groups,conflict
conflictfollows.
follows.Gender
Genderand andrace
raceinroads
inroadshavehave
probably brought with them increased conflict. Competition has probably
probablybrought
broughtwith
withthemthemincreased
increasedconflict.
conflict.Competition
Competitionhas has
heated up, making speed and agility more important but also heated
heatedup,up,making
makingspeedspeedand andagility
agilitymore
moreimportant
importantbut butalso
also
created more conflict and less relaxed reflection. There is data based created
createdmore
moreconflict
conflictand andless
lessrelaxed
relaxedreflection.
reflection.There
Thereisisdata
databased
based
conflict my numbers are better than your numbers. There is conflict
conflictmymynumbers
numbersare arebetter
betterthan
thanyour
yournumbers.
numbers.ThereThereisis
opinion conflict my opinion has greater value than yours. There is opinion
opinionconflict
conflictmy
myopinion
opinionhas hasgreater
greatervalue
valuethan
thanyours.
yours.There
Thereisis
power conflict this is mine. And there is unnecessary conflict due power
powerconflict
conflictthis
thisisismine.
mine.AndAndthere
thereisisunnecessary
unnecessaryconflict
conflictdue
due
to how people position themselves and protect their turf. Dealing totohow
howpeople
peopleposition
positionthemselves
themselvesand andprotect
protecttheir
theirturf.
turf.Dealing
Dealing
with and resolving all these kinds of conflict is more important and with
withand
andresolving
resolvingallallthese
thesekinds
kindsofofconflict
conflictisismore
moreimportant
importantand and
frequent than it used to be. frequent
frequentthan
thanititused
usedtotobe.be.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Cooperative relations. The opposite of conflict is 1.1.Cooperative
Cooperativerelations.
relations.The Theopposite
oppositeofofconflict
conflictisis
cooperation. Developing cooperative relationships involves cooperation.
cooperation.Developing
Developingcooperative
cooperativerelationships
relationshipsinvolves
involves
demonstrating real and perceived equity, the other side feeling demonstrating
demonstratingrealrealand
andperceived
perceivedequity,
equity,the theother
othersidesidefeeling
feeling
understood and respected, and taking a problem oriented point understood
understoodand andrespected,
respected,and
andtaking
takingaaproblem
problemoriented
orientedpoint
point
of view. To do this more: increase the realities and perceptions of ofofview.
view.To
Todo
dothis
thismore:
more:increase
increasethetherealities
realitiesand
andperceptions
perceptionsofof
fairness dont try to win every battle and take all the spoils; fairness
fairnessdont
donttry
trytotowin
winevery
everybattle
battleandandtake
takeallallthe
thespoils;
spoils;
focus on the common ground issues and interests of both sides focus
focuson onthe
thecommon
commonground
groundissues
issuesandandinterests
interestsofofbothbothsides
sides
find wins on both sides, give in on little points; avoid starting find
findwins
winsononboth
bothsides,
sides,give
giveininononlittle
littlepoints;
points;avoid
avoidstarting
starting
with entrenched positions show respect for them and their with
withentrenched
entrenchedpositions
positionsshow
showrespect
respectfor forthem
themand andtheir
their
positions; and reduce any remaining conflicts to the smallest size positions;
positions;and
andreduce
reduceanyanyremaining
remainingconflicts
conflictstotothe
thesmallest
smallestsize
size
possible. possible.
possible.
2. Causing unnecessary conflict. Language, words and 2.2.Causing
Causingunnecessary
unnecessaryconflict.
conflict.Language,
Language,words
wordsandand
timing set the tone and can cause unnecessary conflict that has to timing
timingset
setthe
thetone
toneand
andcan
cancause
causeunnecessary
unnecessaryconflict
conflictthat
thathas
hastoto
be managed before you can get anything done. Do you use be
bemanaged
managedbefore
beforeyou
youcan
canget
getanything
anythingdone.
done.Do
Doyou
youuse
use
68 68
68
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFLICTMANAGEMENT
MANAGEMENT
insensitive language? Do you raise your voice often? Do you use insensitive
insensitivelanguage?
language?Do Doyou
youraise
raiseyour
yourvoice
voiceoften?
often?Do Doyou
youuseuse
terms and phrases that challenge others? Do you use demeaning terms
termsand
andphrases
phrasesthatthatchallenge
challengeothers?
others?DoDoyouyouuseusedemeaning
demeaning
terms? Do you use negative humor? Do you offer conclusions, terms?
terms?DoDoyouyouuseusenegative
negativehumor?
humor?Do Doyou
youoffer
offerconclusions,
conclusions,
solutions, statements, dictates or answers early in the transaction? solutions,
solutions,statements,
statements,dictates
dictatesororanswers
answersearly
earlyininthe
thetransaction?
transaction?
Give reasons first, solutions last. When you give solutions first, Give
Givereasons
reasonsfirst,
first,solutions
solutionslast.
last.When
Whenyou yougive
givesolutions
solutionsfirst,
first,
people often directly challenge the solutions instead of defining people
peopleoften
oftendirectly
directlychallenge
challengethethesolutions
solutionsinstead
insteadofofdefining
defining
the problem. Pick words that are other person neutral. Pick words the
theproblem.
problem.Pick
Pickwords
wordsthat
thatare
areother
otherperson
personneutral.
neutral.Pick
Pickwords
words
that dont challenge or sound one-sided. Pick tentative and that
thatdont
dontchallenge
challengeororsound
soundone-sided.
one-sided.Pick
Picktentative
tentativeand
and
probabilistic words that give others a chance to maneuver and probabilistic
probabilisticwords
wordsthat thatgive
giveothers
othersaachance
chancetotomaneuver
maneuverand and
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
save face. Pick words that are about the problem and not the save
saveface.
face.Pick
Pickwords
wordsthat
thatare
areabout
aboutthe
theproblem
problemand andnot
notthe
the
person. Avoid direct blaming remarks; describe the problem and person.
person.Avoid
Avoiddirect
directblaming
blamingremarks;
remarks;describe
describethe theproblem
problemand and
its impact. its
itsimpact.
impact.
3. Practice Aikido, the ancient art of absorbing the energy of 3.3.Practice
PracticeAikido,
Aikido,the theancient
ancientart artofofabsorbing
absorbingthe theenergy
energyofof
your opponent and using it to manage him/her. Let the other side your
youropponent
opponentand andusing
usingitittotomanage
managehim/her.
him/her.Let Letthe
theother
otherside side
vent frustration, blow off steam, but dont react. Listen. Nod. Ask vent
ventfrustration,
frustration,blowblowoffoffsteam,
steam,but butdont
dontreact.
react.Listen.
Listen.Nod.
Nod.Ask Ask
clarifying questions. Ask open-ended questions like, What one clarifying
questions.Ask Askopen-ended
open-endedquestions
questionslike, like,What
Whatone one
change could you make so we could achieve our objectives change
changecould
couldyouyoumake
makeso sowewecould
couldachieve
achieveour ourobjectives
objectives
12
12
12
better? What could I do that would help the most? Restate better?
better?What
Whatcould
couldI Ido dothat
thatwould
wouldhelphelpthe
themost?
most?Restate
Restate
their position periodically to signal you have understood. But dont their
theirposition
positionperiodically
periodicallytotosignal
signalyou
youhavehaveunderstood.
understood.But Butdont
dont
react. Keep them talking until they run out of venom. When the react.
react.Keep
Keepthem
themtalking
talkinguntil
untilthey
theyrun
runoutoutofofvenom.
venom.When Whenthe the
other side takes a rigid position, dont reject it. Ask why what other
otherside
sidetakes
takesaarigid
rigidposition,
position,dontdontreject
rejectit.it.Ask
Askwhy whywhat what
are the principles behind the position, how do we know its fair, are
arethe
theprinciples
principlesbehind
behindthe theposition,
position,how howdo dowe weknow
knowits itsfair,
fair,
whats the theory of the case. Play out what would happen if their whats
whatsthethetheory
theoryofofthethecase.
case.PlayPlayout
outwhat
whatwould
wouldhappen happenififtheirtheir
position was accepted. Then explore the concern underlying the position
positionwaswasaccepted.
accepted.Then Thenexplore
explorethetheconcern
concernunderlying
underlyingthe the
answer. Separate the people from the problem. When someone answer.
answer.Separate
Separatethe thepeople
peoplefrom fromthetheproblem.
problem.When Whensomeone
someone
attacks you, rephrase it as an attack on the problem. In response attacks
attacksyou,
you,rephrase
rephraseititasasan anattack
attackon onthetheproblem.
problem.InInresponse
response
to threats, say youll only negotiate on merit and fairness. If the totothreats,
threats,saysayyoull
youllonly
onlynegotiate
negotiateon onmerit
meritandandfairness.
fairness.IfIfthethe
other side wont play fair, surface their game It looks like youre other
otherside
sidewont
wontplayplayfair,
fair,surface
surfacetheir
theirgame
gameIt Itlooks
lookslike
likeyoure
youre
playing good cop, bad cop. Why dont you settle your differences playing
playinggood
goodcop,
cop,badbadcop.cop.WhyWhydont
dontyou yousettle
settleyour yourdifferences
differences
and tell me one thing? In response to unreasonable proposals, and
andtell
tellme
meoneonething?
thing?InInresponse
responsetotounreasonable
unreasonableproposals,
proposals,
attacks, or a non-answer to a question, you can always say attacks,
attacks,ororaanon-answer
non-answertotoaaquestion,question,you youcan
canalways
alwayssay say
nothing. People will usually respond by saying more, coming off nothing.
nothing.People
Peoplewill
willusually
usuallyrespond
respondby bysaying
sayingmore,more,coming
comingoff off
their position a bit, or at least revealing their true interests. Many their
theirposition
positionaabit,bit,ororatatleast
leastrevealing
revealingtheirtheirtrue
trueinterests.
interests.ManyMany
times, with unlimited venting and your understanding, the actual times,
times,with
withunlimited
unlimitedventing
ventingand andyour
yourunderstanding,
understanding,the theactual
actual
conflict shrinks. conflict
conflictshrinks.
shrinks.
4. Downsizing the conflict. Almost all conflicts have common 4.4.Downsizing
Downsizingthe theconflict.
conflict.Almost
Almostallallconflicts
conflictshave
havecommon
common
points that get lost in the heat of the battle. After a conflict has points
pointsthat
thatget
getlost
lostininthe
theheat
heatofofthe
thebattle.
battle.After
Afteraaconflict
conflicthas
has
been presented and understood, start by saying that it might be been
beenpresented
presentedand
andunderstood,
understood,start
startby
bysaying
sayingthat
thatititmight
mightbe
be
69 69
69
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFLICTMANAGEMENT
MANAGEMENT
helpful to see if we agree on anything. Write them on the flip helpful

helpfultotosee
seeififwe
weagree
agreeon onanything.
anything.Write
Writethem
themon onthe
theflip
flip
chart. Then write down the areas left open. Focus on common chart.
chart.Then
Thenwrite
writedown
downthe theareas
areasleft
leftopen.
open.Focus
Focuson oncommon
common
goals, priorities and problems. Keep the open conflicts as small as goals,
goals,priorities
prioritiesand
andproblems.
problems.Keep Keepthetheopen
openconflicts
conflictsasassmall
smallasas
possible and concrete. The more abstract it gets, we dont trust possible
possibleand
andconcrete.
concrete.TheThemore
moreabstract
abstractititgets,
gets,we
wedont
donttrust
trust
your unit, the more unmanageable it gets. To this respond, Tell your
yourunit,
unit,the
themore
moreunmanageable
unmanageableititgets. gets.ToTothis
thisrespond,
respond,Tell
Tell
me your specific concern why exactly dont you trust us, can you memeyour
yourspecific
specificconcern
concernwhy whyexactly
exactlydont
dontyou
youtrust
trustus,
us,can
canyouyou
give me an example? Usually after calm discussion, they dont give
givememeananexample?
example?Usually
Usuallyafter
aftercalm
calmdiscussion,
discussion,theytheydont
dont
trust your unit on this specific issue under these specific trust
trustyour
yourunit
unitononthis
thisspecific
specificissue
issueunder
underthese
thesespecific
specific
conditions. Thats easier to deal with. Allow others to save face by conditions.
conditions.Thats
Thatseasier
easiertotodeal
dealwith.
with.Allow
Allowothers
otherstotosave
saveface
faceby by
conceding small points that are not central to the issue, dont try conceding
concedingsmall
smallpoints
pointsthat
thatarearenot
notcentral
centraltotothe
theissue,
issue,dont
donttrytry
to hit a home run every time. If you cant agree on a solution, totohit
hitaahome
homerun runevery
everytime.
time.IfIfyou
youcant
cantagree
agreeon onaasolution,
solution,
agree on a procedure to move forward. Collect more data. Appeal agree
agreeon onaaprocedure
proceduretotomove moveforward.
forward.Collect
Collectmore
moredata.
data.Appeal
Appeal
to a higher power. Get a third party arbitrator. Something. This totoaahigher
higherpower.
power.GetGetaathird
thirdparty
partyarbitrator.
arbitrator.Something.
Something.This This
creates some positive motion and breaks stalemates. creates
createssome
somepositive
positivemotion
motionand andbreaks
breaksstalemates.
stalemates.
5. Too emotional? Sometimes our emotional reactions lead 5.5.Too
Tooemotional?
emotional?SometimesSometimesour ouremotional
emotionalreactions
reactionslead
lead
others to think we have problems with conflict. In conflict others
otherstotothink
thinkwe wehave
haveproblems
problemswithwithconflict.
conflict.InInconflict
conflict
situations, what emotional reactions do you have (such as situations,
situations,what
whatemotional
emotionalreactions
reactionsdo doyou
youhave
have(such
(suchasas
impatience or non-verbals like flushing or drumming your pen or impatience
impatienceorornon-verbals
non-verbalslike
likeflushing
flushingorordrumming
drummingyour yourpen
penoror
fingers)? Learn to recognize those as soon as they start and fingers)?
fingers)?Learn
Learntotorecognize
recognizethose
thoseasassoon
soonasasthey
theystart
startand
and
substitute something more neutral. Most emotional responses to substitute
substitutesomething
somethingmore moreneutral.
neutral.Most
Mostemotional
emotionalresponses
responsestoto
conflict come from personalizing the issue. Separate people issues conflict
conflictcome
comefrom frompersonalizing
personalizingthetheissue.
issue.Separate
Separatepeople
peopleissues
issues
from the problem at hand and deal with people issues separately from
fromthetheproblem
problematathandhandand
anddeal
dealwith
withpeople
peopleissues
issuesseparately
separately
and later if they persist. Always return to facts and the problem and
andlater
laterififthey
theypersist.
persist.Always
Alwaysreturn
returntotofacts
factsand
andthetheproblem
problem
before the group; stay away from personal clashes. Attack the before
beforethethegroup;
group;stay
stayaway
awayfrom
frompersonal
personalclashes.
clashes.Attack
Attackthe
the
problem by looking at common interests and underlying concerns, problem
problemby bylooking
lookingatatcommon
commoninterests
interestsand andunderlying
underlyingconcerns,
concerns,
not people and their positions. Try on their views for size, the not
notpeople
peopleand andtheir
theirpositions.
positions.Try
Tryonontheir
theirviews
viewsfor forsize,
size,the
the
emotion as well as the content. Ask yourself if you understand emotion
emotionasaswell wellasasthe
thecontent.
content.Ask
Askyourself
yourselfififyou
youunderstand
understand
their feelings. Ask what they would do if they were in your shoes. their
theirfeelings.
feelings.AskAskwhat
whatthey
theywould
woulddo doififthey
theywere
wereininyour
yourshoes.
shoes.
See if you can restate each others position and advocate it for a See
Seeififyou
youcancanrestate
restateeach
eachothers
othersposition
positionandandadvocate
advocateititforforaa
minute to get inside each others place. If you get emotional, minute
minutetotoget getinside
insideeach
eachothers
othersplace.
place.IfIfyou
youget
getemotional,
emotional,
pause and collect yourself. You are not your best when you get pause
pauseandandcollect
collectyourself.
yourself.You
Youarearenot
notyour
yourbest
bestwhen
whenyou youget
get
emotional. Then return to the problem. More help? See #11 emotional.
emotional.Then Thenreturn
returntotothe problem.More
theproblem. Morehelp?
help?See See#11
#11
Composure and #107 Lack of Composure. Composure
#107Lack
LackofofComposure.
Composure.
6. Bargaining and trading. Since you cant absolutely win all 6.6.Bargaining
Bargainingand andtrading.
trading.Since
Sinceyou
youcant
cantabsolutely
absolutelywin winall
all
conflicts unless you keep pulling rank, you have to learn to conflicts
conflictsunless
unlessyou
youkeep
keeppulling
pullingrank,
rank,you
youhave
havetotolearn
learntoto
horsetrade and bargain. What do they need that I have? What horsetrade
horsetradeandandbargain.
bargain.What
Whatdo dothey
theyneed
needthat
thatI Ihave?
have?What
What
could I do for them outside this conflict that could allow them to could
couldI Ido
dofor
forthem
themoutside
outsidethis
thisconflict
conflictthat
thatcould
couldallow
allowthem
themtoto
give up something I need now in return? How can we turn this give
giveup
upsomething
somethingI Ineed
neednow
nowininreturn?
return?How
Howcancanwe weturn
turnthis
this
into a win for both of us? More help? See #37 Negotiating. into
intoaawin
winfor
forboth us?More
bothofofus? Morehelp?
help?See
See#37
#37Negotiating.
Negotiating.
70 70
70
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFLICTMANAGEMENT
MANAGEMENT
7. Clear problem-focused communication. Follow the rule 7.7.Clear

Clearproblem-focused
problem-focusedcommunication.
communication.Follow Followthetherule
rule
of equity: explain your thinking and ask them to explain theirs. Be ofofequity:
equity:explain
explainyouryourthinking
thinkingandandaskaskthem
themtotoexplain
explaintheirs.
theirs.Be
Be
able to state their position as clearly as they do whether you agree able
abletotostate
statetheir
theirposition
positionasasclearly
clearlyasasthey
theydo dowhether
whetheryou youagree
agree
or not; give it legitimacy. Separate facts from opinions and orornot;
not;give
giveititlegitimacy.
legitimacy.Separate
Separatefacts
factsfrom
fromopinions
opinionsand and
assumptions. Generate a variety of possibilities first rather than assumptions.
assumptions.Generate
Generateaavariety
varietyofofpossibilities
possibilitiesfirst
firstrather
ratherthan
than
stake out positions. Keep your speaking to 3060 seconds bursts. stake
stakeoutoutpositions.
positions.KeepKeepyour
yourspeaking
speakingtoto30603060seconds
secondsbursts.
bursts.
Try to get them to do the same. Dont give the other side the Try
Trytotoget
getthem
themtotodo dothe
thesame.
same.Dont
Dontgive
givethetheother
othersidesidethe
the
impression youre lecturing or criticizing them. Explain objectively impression
impressionyoure
yourelecturing
lecturingororcriticizing
criticizingthem.
them.Explain
Explainobjectively
objectively
why you hold a view; make the other side do the same. Asks lots why
whyyou youhold
holdaaview;
view;make
makethetheother
otherside
sidedo dothe
thesame.
same.Asks
Askslots
lots
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
CONFLICT MANAGEMENT
of questions, make fewer statements. To identify interests behind ofofquestions,
questions,makemakefewer
fewerstatements.
statements.To Toidentify
identifyinterests
interestsbehind
behind
positions, ask why they hold them or why they wouldnt want to positions,
positions,ask
askwhywhythey
theyhold
holdthem
themororwhywhythey theywouldnt
wouldntwant wanttoto
do something. Always restate their position to their satisfaction do
dosomething.
something.Always
Alwaysrestate
restatetheir
theirposition
positiontototheir
theirsatisfaction
satisfaction
before offering a response. More help? See #27 Informing. before
beforeoffering response.More
offeringaaresponse. Morehelp?
help?See See#27
#27Informing.
Informing.
8. Arbitration. When there is a true impasse, suggest a third 8.8.Arbitration.
Arbitration.When Whenthere
thereisisaatrue
trueimpasse,
impasse,suggest
suggestaathird
third
equal-power party to resolve the remaining conflicts. Use a third equal-power
equal-powerpartypartytotoresolve
resolvethe
theremaining
remainingconflicts.
conflicts.Use
Useaathird
third
party to write up each sides interests and keep suggesting party
partytotowrite
writeupupeach
eachsides
sidesinterests
interestsandandkeep
keepsuggesting
suggesting
solutions until you can agree. Or if time is an issue, pass it on to a solutions
solutionsuntil
untilyou
youcan
canagree.
agree.Or Orififtime
timeisisan
anissue,
issue,pass
passititon
ontotoaa
12
12
12
higher authority. Present both sides calmly and objectively, and let higher
higherauthority.
authority.Present
Presentboth
bothsides
sidescalmly
calmlyandandobjectively,
objectively,and
andletlet
the chips fall where they may. the
thechips
chipsfall
fallwhere
wherethey
theymay.
may.
9. Selective conflict. Do specific people, issues, styles, or 9.9.Selective
Selectiveconflict.
conflict.Do Dospecific
specificpeople,
people,issues,
issues,styles,
styles,oror
groups set you off and make you handle the conflict poorly? Write groups
groupsset
setyou
youoff
offand
andmake
makeyou youhandle
handlethe
theconflict
conflictpoorly?
poorly?Write
Write
down the last 20 times when you handled conflict poorly. Whats down
downthethelast
last20
20times
timeswhen
whenyou youhandled
handledconflict
conflictpoorly.
poorly.Whats
Whats
common in the situations? Are there three to five common common
commonininthethesituations?
situations?Are
Arethere
therethree
threetotofive
fivecommon
common
themes? Are the same people involved? Different people but the themes?
themes?AreArethe
thesame
samepeople
peopleinvolved?
involved?Different
Differentpeople
peoplebutbutthe
the
same style? Certain kinds of issues? Once you have isolated the same
samestyle?
style?Certain
Certainkinds
kindsofofissues?
issues?Once
Onceyou
youhavehaveisolated
isolatedthethe
cause, mentally rehearse a better way of handling it when it cause,
cause,mentally
mentallyrehearse
rehearseaabetter
betterwaywayofofhandling
handlingititwhen
whenitit
comes up next time. comes
comesup upnext
nexttime.
time.
10. Larger scale organizational conflict. Organizations are 10.
10.Larger
Largerscale
scaleorganizational
organizationalconflict.conflict.Organizations
Organizationsare are
a complex maze of constituencies, issues and rivalries peopled by aacomplex
complexmaze
mazeofofconstituencies,
constituencies,issues
issuesand
andrivalries
rivalriespeopled
peopledby by
strong egos, sensitives, and empire protectors. Political mistakes strong
strongegos,
egos,sensitives,
sensitives,andandempire
empireprotectors.
protectors.Political
Politicalmistakes
mistakes
come in a variety of shapes and sizes. The most common is saying come
comeininaavariety
varietyofofshapes
shapesand andsizes.
sizes.The
Themost
mostcommon
commonisissaying
saying
things you shouldnt. Next are actions that are politically out of things
thingsyou
youshouldnt.
shouldnt.NextNextareareactions
actionsthat
thatare
arepolitically
politicallyout
outofof
line and not right for the context. Worst are politically line
lineand
andnot
notright
rightfor
forthe
thecontext.
context.Worst
Worstare
arepolitically
politically
unacceptable moves, initiatives, tactics and strategies. Last are unacceptable
unacceptablemoves,
moves,initiatives,
initiatives,tactics
tacticsand
andstrategies.
strategies.Last
Lastare
are
unnecessary conflicts, tensions, misunderstandings and rivalries unnecessary
unnecessaryconflicts,
conflicts,tensions,
tensions,misunderstandings
misunderstandingsand andrivalries
rivalries
created because you took after a specific person or group. Work created
createdbecause
becauseyouyoutook
tookafter
afteraaspecific
specificperson
personororgroup.
group.Work
Work
to understand the politics of the organization. Who are the totounderstand
understandthethepolitics
politicsofofthe
theorganization.
organization.WhoWhoare arethe
the
movers and shakers in the organization? Who are the major movers
moversandandshakers
shakersininthetheorganization?
organization?Who Whoarearethe
themajor
major
71 71
71
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFLICTMANAGEMENT
MANAGEMENT
gatekeepers who control the flow of resources, information and gatekeepers

gatekeeperswho whocontrol
controlthetheflow
flowofofresources,
resources,information
informationand and
decisions? Who are the guides and the helpers? Get to know decisions?
decisions?WhoWhoare arethe
theguides
guidesandandthe
thehelpers?
helpers?GetGettotoknow
know
them better. Do lunch. Who are the major resisters and stoppers? them
thembetter.
better.Do
Dolunch.
lunch.Who Whoarearethe
themajor
majorresisters
resistersand
andstoppers?
stoppers?
Try to avoid or go around them or make peace with them. In the Try
Trytotoavoid
avoidororgo
goaround
aroundthemthemorormake
makepeace
peacewith
withthem.
them.InInthe
the
special case of dealing with top management, sensitivities are special
specialcase
caseofofdealing
dealingwithwithtop
topmanagement,
management,sensitivities
sensitivitiesare
are
high, egos are big, sensitivity traps are set and tensions can be high,
high,egos
egosare
arebig,
big,sensitivity
sensitivitytraps
trapsare
areset
setand
andtensions
tensionscancanbebe
severe. There is a lot of room for making statements or acting in severe.
severe.There
Thereisisaalot
lotofofroom
roomforformaking
makingstatements
statementsororacting
actinginin
ways that would be seen as exhibiting your poor political ways
waysthat
thatwould
wouldbe beseen
seenasasexhibiting
exhibitingyour
yourpoor
poorpolitical
political
judgment and causing conflict. More help? See #38 judgment
judgmentand andcausing conflict.More
causingconflict. Morehelp?
help?See
See#38
#38
Organizational Agility, #48 Political Savvy and #119 Political Organizational
OrganizationalAgility,
Agility,#48
#48Political
PoliticalSavvy
Savvyandand#119
#119Political
Political
Missteps. Missteps.
Missteps.

SUGGESTEDREADINGS
READINGS
Crowley, Thomas E. Settle it out of court: how to resolve business Crowley, ThomasE.E.Settle
Crowley,Thomas Settleititout
outofofcourt:
court:how
howtotoresolve
resolvebusiness
business
and personal disputes using mediation, arbitration, and negotiation. and
andpersonal
personaldisputes
disputesusing
usingmediation,
mediation,arbitration,
arbitration,and
andnegotiation.
negotiation.
New York: John Wiley & Sons, Inc., 1994. New
NewYork:
York:John
JohnWiley
Wiley&&Sons,
Sons,Inc.,
Inc.,1994.
1994.
Kheel, Theodore W. The Keys to Conflict Resolution Proven Kheel,
Kheel,Theodore
TheodoreW.W.The
TheKeys
KeystotoConflict
ConflictResolution
ResolutionProven
Proven
methods of resolving disputes voluntarily. New York: Four Walls methods
methodsofofresolving
resolvingdisputes
disputesvoluntarily.
voluntarily.New
NewYork:
York:Four
FourWalls
Walls
Eight Windows, 1999. Eight
EightWindows,
Windows,1999.
1999.
Levine, Stewart. Getting to Resolution. San Francisco: Berrett- Levine, Stewart.Getting
Levine,Stewart. GettingtotoResolution.
Resolution.San
SanFrancisco:
Francisco:Berrett-
Berrett-
Koehler Publishers, 1998. Koehler
KoehlerPublishers,
Publishers,1998.
1998.
Neuhauser, Peg. Tribal Warfare in Organizations. New York: Harper Neuhauser, Peg.Tribal
Neuhauser,Peg. TribalWarfare
WarfareininOrganizations.
Organizations.New
NewYork:
York:Harper
Harper
& Row, 1988. &&Row,
Row,1988.
1988.
Van Slyke, Erik J. Listening to conflict. New York: AMACOM, 1999. Van
VanSlyke, ErikJ.J.Listening
Slyke,Erik Listeningtotoconflict.
conflict.New
NewYork:
York:AMACOM,
AMACOM,1999.
1999.
72 72
72
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
13 13
13
CONFRONTING DIRECT REPORTS CONFRONTING
CONFRONTING DIRECT
DIRECT REPORTS
REPORTS
UNSKILLED UNSKILLED
UNSKILLED
Not comfortable delivering negative messages to direct reports Not
Notcomfortable
comfortabledelivering
deliveringnegative
negativemessages
messagestotodirect
directreports
reports
Procrastinates and avoids problems until forced to act Procrastinates
Procrastinatesand andavoids
avoidsproblems
problemsuntil
untilforced
forcedtotoact
act
May not communicate clear standards or provide much feedback May
Maynotnotcommunicate
communicateclear clearstandards
standardsororprovide
providemuch
muchfeedback
feedback
CONFRONTING DIRECT REPORTS


Lets problems fester hoping they will go away Lets
Letsproblems
problemsfester
festerhoping
hopingthey
theywill
willgogoaway
away
May give in too soon to excuses May
Maygive
giveinintoo
toosoon
soontotoexcuses
excuses
May give people too many chances May
Maygive
givepeople
peopletootoomany
manychances
chances
Cant pull the trigger even when all else has failed Cant
Cantpull
pullthe
thetrigger
triggereven
evenwhen
whenallallelse
elsehas
hasfailed
failed
Has low standards or plays favorites Has
Haslow
lowstandards
standardsororplays
playsfavorites
favorites
SKILLED SKILLED
SKILLED
Deals with problem direct reports firmly and in a timely manner Deals
Dealswith
withproblem
problemdirect
directreports
reportsfirmly
firmlyand
andininaatimely
timelymanner
manner
Doesnt allow problems to fester Doesnt
Doesntallow
allowproblems
problemstotofester
fester
Regularly reviews performance and holds timely discussions Regularly
Regularlyreviews
reviewsperformance
performanceand andholds
holdstimely
timelydiscussions
discussions
13
13
13
Can make negative decisions when all other efforts fail Can
Canmake
makenegative
negativedecisions
decisionswhen
whenallallother
otherefforts
effortsfail
fail
Deals effectively with troublemakers Deals
Dealseffectively
effectivelywith
withtroublemakers
troublemakers

OVERUSEDSKILL
SKILL
May be too quick to act on problem direct reports May
Maybe
betoo
tooquick
quicktotoact
acton
onproblem
problemdirect
directreports
reports
May not put enough developmental effort toward the problem May
Maynot
notput
putenough
enoughdevelopmental
developmentaleffort
efforttoward
towardthe
theproblem
problem
May expect turnarounds in too short a time May
Mayexpect
expectturnarounds
turnaroundsinintoo
tooshort
shortaatime
time
May expect miracles Mayexpect
May expectmiracles
miracles
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
19,20,
20,21,
21,23,
23,31,
31,33,
33,36,
36,41,
41,56,
56,60,
60,
64 64
64
73 73
73
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFRONTINGDIRECT
DIRECTREPORTS
REPORTS
SOME CAUSES SOME

SOMECAUSES
CAUSES
Cant deal with face to face conflict Cant
Cantdeal
dealwith
withface
facetotoface
faceconflict
conflict
Cant turn around resistant people Cant
Cantturn
turnaround
aroundresistant
resistantpeople
people
Dont give enough feedback Dont
Dontgive
giveenough
enoughfeedback
feedback
Dont know how to draw the line Dont
Dontknow
knowhow howtotodraw
drawthe
theline
line
Dont want the paper work hassle of acting Dont
Dontwant
wantthethepaper
paperworkworkhassle
hassleofofacting
acting
Dont follow up well Dont
Dontfollow
followup upwell
well
Have unrealistic expectations Have
Haveunrealistic
unrealisticexpectations
expectations
Let problems fester Let
Letproblems
problemsfester
fester
Procrastinate or play favorites Procrastinate
Procrastinateororplay
playfavorites
favorites
Wont make the ultimate call Wont
Wontmake
makethetheultimate
ultimatecall
call
Wont take negative actions Wont
Wonttake
takenegative
negativeactions
actions
THE MAP THE

THEMAP
MAP
Most organizations are running leaner today. With more rapid Most
Mostorganizations
organizationsare arerunning
runningleaner
leanertoday.
today.With
Withmore
morerapid
rapid
change and team-based efforts increasing, problem performers change
changeandandteam-based
team-basedefforts
effortsincreasing,
increasing,problem
problemperformers
performers
cant be hidden as they often were in the past. Overcoming your cant
cantbe
behidden
hiddenasasthey
theyoften
oftenwere
wereininthethepast.
past.Overcoming
Overcomingyour your
reluctance to deal with them is a key to your units performance reluctance
reluctancetotodeal
dealwith
withthem
themisisaakey keytotoyour
yourunits
unitsperformance
performance
and probably your career as well. Managers who excel at and
andprobably
probablyyour
yourcareer
careerasaswell.
well.Managers
Managerswho whoexcel
excelatat
confronting direct reports are timely, consistent, focus on confronting
confrontingdirect
directreports
reportsare aretimely,
timely,consistent,
consistent,focus
focuson on
performance gaps, pitch in and help the person succeed, and are performance
performancegaps,gaps,pitch
pitchininand
andhelp
helpthe
theperson
personsucceed,
succeed,and andare
are
sensitive to how the person feels. But if the effort fails, taking sensitive
sensitivetotohow
howthetheperson
personfeels.
feels.But
Butififthe
theeffort
effortfails,
fails,taking
taking
timely but compassionate action to separate the person from the timely
timelybut
butcompassionate
compassionateaction actiontotoseparate
separatethe theperson
personfrom
fromthe
the
organization is the true test of management courage. organization
organizationisisthe
thetrue
truetest
testofofmanagement
managementcourage.
courage.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Most problem performers dont know it! Delivering 1.1.Most
Mostproblem
problemperformers
performersdont dontknowknowit! it!Delivering
Delivering
bad news to people face to face came in number one in a survey bad
badnews
newstotopeople
peoplefacefacetotoface
facecame
cameininnumber
numberone oneininaasurvey
survey
of what managers hate to do. Survey after survey says employees ofofwhat
whatmanagers
managershate hatetotodo.do.Survey
Surveyafter
aftersurvey
surveysays
saysemployees
employees
do not get the feedback they need to correct performance do
donotnotget
getthethefeedback
feedbacktheytheyneedneedtotocorrect
correctperformance
performance
problems. Women, minorities and older people get the least. Most problems.
problems.Women,
Women,minorities
minoritiesand andolder
olderpeople
peoplegetgetthe
theleast.
least.Most
Most
people who are fired or take an honorary resignation have had people
peoplewhowhoare arefired
firedorortake
takean anhonorary
honoraryresignation
resignationhavehavehad
had
satisfactory or high performance appraisals up to the point of satisfactory
satisfactoryororhigh
highperformance
performanceappraisals
appraisalsup uptotothe
thepoint
pointofof
leaving. Its tough to be the bearer of bad news. Emotions and leaving.
leaving.Its
Itstough
toughtotobe bethe
thebearer
bearerofofbad
badnews.
news.Emotions
Emotionsand and
defensiveness may flare. The consequences could be severe. You defensiveness
defensivenessmay mayflare.
flare.The
Theconsequences
consequencescouldcouldbebesevere.
severe.You
You
may have to defend your actions inside and outside the may
mayhave
havetotodefend
defendyouryouractions
actionsinside
insideand
andoutside
outsidethe the
organization. Long term, its cruel and unusual punishment not to organization.
organization.Long Longterm,
term,its
itscruel
crueland
andunusual
unusualpunishment
punishmentnot nottoto
deliver fair but direct feedback to someone who is struggling or deliver
deliverfair
fairbut
butdirect
directfeedback
feedbacktotosomeone
someonewho whoisisstruggling
strugglingoror
failing. Otherwise he/she cant work on the problems and plan his/ failing.
failing.Otherwise
Otherwisehe/shehe/shecant
cantwork
workon onthe
theproblems
problemsand andplan
planhis/
his/
74 74
74
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFRONTINGDIRECT
DIRECTREPORTS
REPORTS
her career. The key to overcoming your reluctance is to focus on her

hercareer.
career.The
Thekey
keytotoovercoming
overcomingyouryourreluctance
reluctanceisistotofocus
focuson
on
fairly applied and communicated standards and on gaps between fairly
fairlyapplied
appliedandandcommunicated
communicatedstandards
standardsand
andon ongaps
gapsbetween
between
expected and actual performance. Read Becoming a Manager by expected
expectedand andactual
actualperformance.
performance.Read
ReadBecoming
BecomingaaManager
Managerby by
Linda A. Hill for case studies of managers applying standards to Linda
LindaA. A.Hill
Hillfor
forcase
casestudies
studiesofofmanagers
managersapplying
applyingstandards
standardstoto
others for the first time. Make sure everyone under you knows others
othersforforthe
thefirst
firsttime.
time.Make
Makesure
sureeveryone
everyoneunder
underyouyouknows
knows
what you expect of him/her and where he/she stands. what
whatyou youexpect
expectofofhim/her
him/herand
andwhere
wherehe/she
he/shestands.
stands.
2. Creating and communicating standards. Are your 2.2.Creating
Creatingand andcommunicating
communicatingstandards. standards.Are Areyour
your

problem performers confused? Do they know whats expected of problem
problemperformers
performersconfused?
confused?Do Dothey
theyknowknowwhats
whatsexpected
expectedofof
them? You may not set clear enough performance standards, them?
them?YouYoumay maynotnotset
setclear
clearenough
enoughperformance
performancestandards,
standards,
goals and objectives. You may be a seat of the pants manager, and goals
goalsand
andobjectives.
objectives.You Youmay
maybe beaaseat
seatofofthe
thepants
pantsmanager,
manager,and and
some people are struggling because they dont know what is some
somepeople
peopleare arestruggling
strugglingbecause
becausethey
theydont
dontknow
knowwhatwhatisis
expected or it changes. You may be a cryptic communicator. You expected
expectedororititchanges.
changes.You Youmay
maybe beaacryptic
crypticcommunicator.
communicator.You You
may be too busy to communicate. You may communicate to some may
maybe betoo
toobusy
busytotocommunicate.
communicate.You Youmay maycommunicate
communicatetotosome some
and not to others. You may have given up on some and stopped and
andnotnottotoothers.
others.You
Youmaymayhave
havegiven
givenup upononsome
someand andstopped
stopped
communicating. Or you may think they would know what to do if communicating.
communicating.Or Oryouyoumay
maythink
thinkthey
theywould
wouldknowknowwhatwhattotodo doifif
theyre any good, but thats not really true because you have not theyre
theyreany
anygood,
good,butbutthats
thatsnot
notreally
reallytrue
truebecause
becauseyou youhave
havenot
not
properly communicated what you want. The first task is to outline properly
properlycommunicated
communicatedwhat whatyouyouwant.
want.The Thefirst
firsttask
taskisistotooutline
outline
13
13
13
the 5 to 10 key results areas and what indicators of success would the
the55toto1010keykeyresults
resultsareas
areasand
andwhat
whatindicators
indicatorsofofsuccess
successwould
would
be. Involve your problem direct reports on both ends, the be.
be.Involve
Involveyour
yourproblem
problemdirect
directreports
reportson onboth
bothends,
ends,thethe
standards and the indicators. Provide them with a fair way to standards
standardsand andthetheindicators.
indicators.Provide
Providethem
themwith withaafair
fairway
waytoto
measure their own progress. Employees with goals and standards measure
measuretheirtheirown
ownprogress.
progress.Employees
Employeeswith withgoals
goalsandandstandards
standards
are usually harder on themselves than youll ever be. Often they are
areusually
usuallyharder
harderononthemselves
themselvesthanthanyoull
youllever
everbe.be.Often
Oftenthey
they
set higher standards than you would. More help? See #35 set
sethigher
higherstandards
standardsthanthanyou would.More
youwould. Morehelp?
help?See See#35#35
Managing and Measuring Work. Managing
MeasuringWork.Work.
3. Realism. They are not performing up to standard? Its 3.3.Realism.
Realism.They Theyarearenot
notperforming
performingup uptotostandard?
standard?Its Its
common to see 90 day improve-or-else plans that no one can common
commontotosee see9090day
dayimprove-or-else
improve-or-elseplans plansthat
thatnonoone
onecan can
accomplish. Be more strategic, improve your interpersonal skills, accomplish.
accomplish.Be Bemore
morestrategic,
strategic,improve
improveyour yourinterpersonal
interpersonalskills,
skills,
learn about the business, be less arrogant. Ask yourself how long learn
learnabout
aboutthe thebusiness,
business,be beless
lessarrogant.
arrogant.Ask Askyourself
yourselfhow howlonglong
did it take you to become proficient at what you are criticizing this did
diditittake
takeyou
youtotobecome
becomeproficient
proficientatatwhat
whatyouyouarearecriticizing
criticizingthis
this
person for? Because managers hesitate delivering negative person
personfor? for?Because
Becausemanagers
managershesitate
hesitatedelivering
deliveringnegative
negative
messages, we get to people late. Sometimes the last five messages,
messages,we wegetgettotopeople
peoplelate.
late.Sometimes
Sometimesthe thelast
lastfive
five
managers this person reported to saw the same difficulty, but managers
managersthis thisperson
personreported
reportedtotosawsawthe thesame
samedifficulty,
difficulty,butbut
none of them confronted the person. Get to people as soon as none
noneofofthemthemconfronted
confrontedthe theperson.
person.Get Gettotopeople
peopleasassoonsoonasas
they do not meet agreed upon standards of performance. Dont they
theydo donotnotmeet
meetagreed
agreeduponuponstandards
standardsofofperformance.
performance.Dont Dont
wait. Early is the easiest time to do it with the highest return on wait.
wait.Early
Earlyisisthe
theeasiest
easiesttime
timetotododoititwith
withthethehighest
highestreturn
returnon on
investment for you, them and the organization. Most people who investment
investmentfor foryou,
you,them
themandandthetheorganization.
organization.Most Mostpeople
peoplewho who
have reached the problem performer status will take one to two have
havereached
reachedthe theproblem
problemperformer
performerstatus
statuswill
willtake
takeoneonetototwotwo
years to turn around under the best of circumstances. Its cruel years
yearstototurn
turnaround
aroundunder
underthethebest
bestofofcircumstances.
circumstances.Its Itscruel
cruel
75 75
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Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFRONTINGDIRECT
DIRECTREPORTS
REPORTS
and unusual punishment to require a fixed time turn around or and

andunusual
unusualpunishment
punishmenttotorequire
requireaafixed
fixedtime
timeturn
turnaround
aroundoror
improvement plan. If your organization demands a 90 day wonder, improvement
improvementplan. plan.IfIfyour
yourorganization
organizationdemands
demandsaa90 90day
daywonder,
wonder,
fight it. Tell them that while a bit of improvement can be seen in fight
fightit.it.Tell
Tellthem
themthat
thatwhile
whileaabit
bitofofimprovement
improvementcan canbebeseen
seeninin
that period, substantive change is not like producing a quarterly that
thatperiod,
period,substantive
substantivechange
changeisisnotnotlike
likeproducing
producingaaquarterly
quarterly
earnings statement. earnings
earningsstatement.
statement.
4. Starting the improve or youre gone process. The first 4.4.Starting
Startingthe theimprove
improveor oryoure
youregone goneprocess.
process.The Thefirst
first
meeting. After you have made the assessment that a direct report meeting.
meeting.After
Afteryouyouhave havemademadethe theassessment
assessmentthat thataadirect
directreport
report
just isnt making it, document your observations against the just
justisnt
isntmaking
makingit,it,document
documentyour yourobservations
observationsagainst
againstthe the
standards and arrange the first tough meeting. Experience directs standards
standardsand andarrange
arrangethe thefirst
firsttough
toughmeeting.
meeting.Experience
Experiencedirectsdirects
that these first tough meetings should always to be in the that
thatthese
thesefirst
firsttough
toughmeetings
meetingsshould shouldalways
alwaystotobe beininthe
the
beginning of the week and in the mornings. They should not beginning
beginningofofthe theweek
weekand andininthe themornings.
mornings.They Theyshould
shouldnot not
occur on Fridays or the day before holidays when most managers occur
occuron onFridays
Fridaysororthe thedaydaybefore
beforeholidays
holidayswhenwhenmostmostmanagers
managers
deliver them. They should not be at a time when the unit is on a deliver
deliverthem.
them.They
Theyshould
shouldnot notbe beatataatime
timewhen
whenthe theunitunitisison
onaa
bomb run getting ready for a big presentation. Start the meeting bomb
bombrun rungetting
gettingreadyreadyfor foraabigbigpresentation.
presentation.Start Startthethemeeting
meeting
by saying we have a performance issue to talk about and fix. Be by
bysaying
sayingwe
wehave haveaaperformance
performanceissue issuetototalk
talkabout
aboutand andfix.fix.Be
Be
succinct. You have limited attention span in tough feedback succinct.
succinct.YouYouhave
havelimited
limitedattention
attentionspan spaninintough
toughfeedback
feedback
situations. Dont waste time with a long preamble, just get to it. situations.
situations.Dont
Dontwaste
wastetime timewithwithaalong
longpreamble,
preamble,just justget
gettotoit.it.
The recipient is likely to know the feedback is negative anyway so The
Therecipient
recipientisislikely
likelytotoknowknowthe thefeedback
feedbackisisnegative
negativeanyway
anywayso so
go ahead and say it first. They wont hear or remember anything go
goahead
aheadand andsaysayititfirst.
first.They
Theywont
wonthearhearororremember
rememberanything
anything
positive you have to say anyway. Dont overwhelm the person, positive
positiveyouyouhave
havetotosay sayanyway.
anyway.DontDontoverwhelm
overwhelmthe theperson,
person,
even if you have a lot to say. Pick the key areas and stick to them. even
evenififyou
youhave
haveaalot lottotosay.
say.Pick
Pickthe
thekeykeyareas
areasand
andstick
sticktotothem.
them.
Keep it to the facts and their impact on you, them and your unit. Keep
Keepitittotothe
thefacts
factsand andtheir
theirimpact
impacton onyou,
you,them
themand andyour
yourunit.
unit.
Talk about specific events and situations. Plan for enough time. Talk
Talkabout
aboutspecific
specificevents
eventsand andsituations.
situations.PlanPlanfor
forenough
enoughtime. time.
This is not a process to rush. This
Thisisisnot
notaaprocess
processtotorush.rush.
5. Go in with an improvement plan. Dont criticize without 5.5.Go
Goin inwith
withan animprovement
improvementplan. plan.Dont
Dontcriticize
criticizewithout
without
a solution and a plan. Tell the person what you want paint a aasolution
solutionand
andaaplan.
plan.Tell
Tellthe
theperson
personwhat
whatyouyouwant
wantpaint
paintaa
different outcome. Dont expect him/her to guess, and dont different
differentoutcome.
outcome.DontDontexpect
expecthim/her
him/hertotoguess,
guess,and
anddont
dont
spend a lot of time rehashing the past. Suggest steps both of you spend
spendaalot lotofoftime
timerehashing
rehashingthe thepast.
past.Suggest
Suggeststeps
stepsboth
bothofofyou
you
can take to remedy the problem. Be positive but firm. Be can
cantake
taketotoremedy
remedythe theproblem.
problem.Be Bepositive
positivebut
butfirm.
firm.Be Be
constructive. Be optimistic in the beginning. Help him/her see the constructive.
constructive.Be Beoptimistic
optimisticininthe
thebeginning.
beginning.HelpHelphim/her
him/herseeseethe
the
negative consequences and the potential timing you can ask negative
negativeconsequences
consequencesand andthe thepotential
potentialtiming
timingyou youcan
canask
ask
what he/she thinks and you can tell him/her what the what
whathe/she
he/shethinks
thinksandandyou
youcancantell
tellhim/her
him/herwhat
whatthe
the
consequences are from your side. Change starts with seeing an consequences
consequencesare arefrom
fromyour
yourside.
side.Change
Changestarts
startswith
withseeing
seeinganan
unacceptable consequence and a way out. Improve or else threats unacceptable
unacceptableconsequence
consequenceand andaawaywayout.
out.Improve
Improveororelse
elsethreats
threats
dont work. More help? See #19 Developing Direct Reports. dont work.More
dontwork. Morehelp?
help?See See#19
#19Developing
DevelopingDirect
DirectReports.
Reports.
6. Managing the pushback. Keep control of the discussion. 6.6.Managing
Managingthe thepushback.
pushback.Keep Keepcontrol
controlofofthe
thediscussion.
discussion.
Dont do fake listening the obligatory Now lets hear your side Dont
Dontdodofake
fakelistening
listeningthetheobligatory
obligatoryNow
Nowlets
letshear
hearyour
yourside
side
if you dont think there is another side. Discussions like this will ififyou
youdont
dontthink
thinkthere
thereisisanother
anotherside.
side.Discussions
Discussionslike
likethis
thiswill
will
76 76
76
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFRONTINGDIRECT
DIRECTREPORTS
REPORTS
trigger most peoples natural defense routines. Expect that. Thats trigger
triggermost
mostpeoples
peoplesnatural
naturaldefense
defenseroutines.
routines.Expect
Expectthat.
that.Thats
Thats
not necessarily a sign of true disagreement or denial; its just a not
notnecessarily
necessarilyaasignsignofoftrue
truedisagreement
disagreementorordenial; denial;its
itsjust
justaa
natural thing to do. Say something like, I understand you have a natural
naturalthing
thingtotodo.
do.Say
Saysomething
somethinglike, like,IIunderstand
understandyou youhave
haveaa
different view, but the performance just isnt there in this area. different
differentview,
view,butbutthe
theperformance
performancejust justisnt
isntthere
thereininthis
thisarea.
area.
Weve got to deal with this. The person may have 10 reasons Weve
Wevegot gottotodeal
dealwith
withthis.
this.TheTheperson
personmay mayhavehave10 10reasons
reasons
why your appraisal isnt fair or accurate. Listen. Acknowledge that why
whyyour
yourappraisal
appraisalisnt
isntfair
fairororaccurate.
accurate.Listen.
Listen.Acknowledge
Acknowledgethat that
you understand what he/she has said. If the person persists, say you
youunderstand
understandwhat whathe/she
he/shehas hassaid.
said.IfIfthe
theperson
personpersists,
persists,saysay
Lets talk about your view tomorrow after weve both had a Lets
Letstalk
talkabout
aboutyour
yourview
viewtomorrow
tomorrowafter afterweve
weveboth bothhadhadaa

chance to reflect on this discussion. Then, return to your agenda. chance
chancetotoreflect
reflectononthis
thisdiscussion.
discussion.Then,Then,return
returntotoyour
youragenda.
agenda.
Say, Im going to help you perform in this area. The best tack is Say,
Say,Im
Imgoing
goingtotohelp
helpyouyouperform
performininthis thisarea.
area.The Thebest
besttack
tackisis
to immediately schedule new work, trusting that the person will totoimmediately
immediatelyschedule
schedulenew newwork,
work,trusting
trustingthat thatthe
theperson
personwillwill
come through this time. You should discuss this as you would any come
comethrough
throughthisthistime.
time.You Youshould
shoulddiscuss
discussthis thisasasyou
youwould
wouldany any
other work assignment and not bring up the past. She/he has other
otherwork
workassignment
assignmentand andnotnotbring
bringup upthethepast.
past.She/he
She/hehas has
already heard what you said. (With a person who, in your opinion, already
alreadyheard
heardwhat
whatyou yousaid.
said.(With
(Withaaperson
personwho, who,ininyour
youropinion,
opinion,
lacks motivation not skill, raise the stakes. Sometimes a person lacks
lacksmotivation
motivationnot notskill,
skill,raise
raisethe
thestakes.
stakes.Sometimes
Sometimesaaperson person
who performs poorly at a C difficulty task performs well at an A who
whoperforms
performspoorly
poorlyatataaCCdifficulty
difficultytask
taskperforms
performswell wellatatananAA
difficulty task in exactly the same area.) difficulty
difficultytask
taskininexactly
exactlythethesame
samearea.)
area.)
13
13
13
7. Defense condition four. Emotions can run high. This may 7.7.Defense
Defensecondition
conditionfour. four.Emotions
Emotionscan canrun runhigh.
high.This
Thismaymay
truly be a surprise to the person. Even though this problem has truly
trulybebeaasurprise
surprisetotothe theperson.
person.Even
Eventhough
thoughthis thisproblem
problemhas has
been going on for years, this may be the first time a manager has been
beengoing
goingon onfor foryears,
years,this
thismay
maybebethethefirst
firsttime
timeaamanager
managerhas has
dealt with it directly. Dont take too seriously what people say in dealt
dealtwith
withititdirectly.
directly.Dont
Donttaketaketoo
tooseriously
seriouslywhatwhatpeople
peoplesaysayinin
that first meeting. He/she is running on emotion. Mentally that
thatfirst
firstmeeting.
meeting.He/she
He/sheisisrunning
runningon onemotion.
emotion.Mentally
Mentally
rehearse for worst case scenarios. Anticipate what the person rehearse
rehearsefor forworst
worstcasecasescenarios.
scenarios.Anticipate
Anticipatewhat whatthe theperson
person
might say and have responses prepared so as not to be caught off might
mightsay sayand
andhavehaveresponses
responsesprepared
preparedso soasasnotnottotobebecaught
caughtoff off
guard. Work on your stands through mental interrogation until guard.
guard.WorkWorkon onyouryourstands
standsthrough
throughmental
mentalinterrogation
interrogationuntiluntil
you can clearly state in a few sentences what your stand is and you
youcan
canclearly
clearlystate
stateininaafew
fewsentences
sentenceswhat whatyour yourstand
standisisand
and
why you hold it. Remain composed and dont use words youll why
whyyouyouhold
holdit.it.Remain
Remaincomposed
composedand anddont
dontuse usewords
wordsyoull
youll
regret. If he/she is not composed, dont respond. Just let him/her regret.
regret.IfIfhe/she
he/sheisisnotnotcomposed,
composed,dontdontrespond.
respond.Just Justlet
lethim/her
him/her
vent or even cry, then return to the problem at hand. Dont forget vent
ventororeven
evencry,
cry,then
thenreturn
returntotothe
theproblem
problematathand. hand.Dont
Dontforget
forget
the pathos of the situation even if youre totally right, feelings the
thepathos
pathosofofthethesituation
situationeven evenififyoure
youretotally
totallyright,
right,feelings
feelings
will run high. If you have to knock someone down, you can still will
willrun
runhigh.
high.IfIfyou
youhave
havetotoknock
knocksomeone
someonedown, down,you youcan
canstill
still
empathize with how he/she feels or you can help pick him/her up empathize
empathizewith withhow howhe/she
he/shefeels
feelsororyou
youcancanhelp
helppick
pickhim/her
him/herup up
later when the discussion turns more positive. Allow him/her to later
laterwhen
whenthethediscussion
discussionturnsturnsmore
morepositive.
positive.Allow
Allowhim/her
him/hertoto
save face; concede some small points; dont rush the human save
saveface;
face;concede
concedesome somesmallsmallpoints;
points;dont
dont rushrushthethehuman
human
process of grieving. More help? See #12 Conflict Management. process grieving.More
processofofgrieving. Morehelp?help?See
See#12#12Conflict
ConflictManagement.
Management.
8. The next day. Go by and see the person the next day; dont 8.8.The
Thenext
nextday.
day.GoGobybyand
andsee
seethe
theperson
personthe
thenext
nextday;
day;dont
dont
have him/her come to your office. Ask him/her how he/she feels. have
havehim/her
him/hercome
cometotoyour
youroffice.
office.Ask
Askhim/her
him/herhow
howhe/she
he/shefeels.
feels.
Dont back off your points, just allow him/her to talk. Indicate you Dont
Dontback
backoff
offyour
yourpoints,
points,just
justallow
allowhim/her
him/hertototalk.
talk.Indicate
Indicateyou
you
77 77
77
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFRONTINGDIRECT
DIRECTREPORTS
REPORTS
will pitch in and help, that you consider it your job to remove will
willpitch
pitchininand
andhelp,
help,that
thatyou
youconsider
consideritityour
yourjob
jobtotoremove
remove
obstacles to performance, provide information and support, obstacles
obstaclestotoperformance,
performance,provide
provideinformation
informationandandsupport,
support,
provide structure and advice on how, but not tell the person how provide
providestructure
structureand
andadvice
adviceon onhow,
how,but butnot
nottell
tellthe
theperson
personhow how
to do it, and be available for trouble shooting. Consciously try to totodo
doit,it,and
andbebeavailable
availableforfortrouble
troubleshooting.
shooting.Consciously
Consciouslytry trytoto
maintain the same or a closer relationship after the event. If the maintain
maintainthe thesame
sameororaacloser
closerrelationship
relationshipafter
afterthe
theevent.
event.IfIfthe
the
person feels written off, the situation can turn hopeless. Schedule person
personfeels
feelswritten
writtenoff,
off,the
thesituation
situationcancanturn
turnhopeless.
hopeless.Schedule
Schedule
regular checkpoints. Use a ruler you can both relate to. Track regular
regularcheckpoints.
checkpoints.UseUseaaruler
ruleryou
youcancanboth
bothrelate
relateto.to.Track
Track
progress. If appropriate at some later time, ask the person for progress.
progress.IfIfappropriate
appropriateatatsome
somelater
latertime,
time,ask
askthe
theperson
personforfor
feedback on you as a manager. More help? See #7 Caring About feedback
feedbackon onyou manager.More
youasasaamanager. Morehelp?
help?See
See#7 #7Caring
CaringAbout
About
Direct Reports. Direct
DirectReports.
Reports.
9. The two-minute warning. The last chance for the person 9.9.The
Thetwo-minute
two-minutewarning. warning.The Thelast
lastchance
chancefor forthe
theperson
person
who isnt really trying. You may have to pull someone aside after a who
whoisnt
isntreally
reallytrying.
trying.You
Youmaymayhavehavetotopull
pullsomeone
someoneaside asideafter
afteraa
couple of months and say, I understand all your issues and have couple
coupleofofmonths
monthsand andsay,
say,IIunderstand
understandall allyour
yourissues
issuesandandhave
have
tried to help you, but you arent doing what we agreed. Are you tried
triedtotohelp
helpyou,
you,but
butyou
youarent
arentdoing
doingwhatwhatwe weagreed.
agreed.Are Areyouyou
committed or not? If you have to do something like the above, committed
committedorornot? not?IfIfyou
youhave
havetotodo dosomething
somethinglike likethe
theabove,
above,
follow the rules of dealing with conflict: depersonalize; keep it on follow
followthetherules
rulesofofdealing
dealingwith
withconflict:
conflict:depersonalize;
depersonalize;keep keepititonon
the problem, not the person. Try one last time to help. Note the the
theproblem,
problem,not notthe
theperson.
person.Try Tryone
onelast
lasttime
timetotohelp.
help.Note
Notethethe
persons concerns or objections or description of whats getting in persons
personsconcerns
concernsororobjections
objectionsorordescription
descriptionofofwhats
whatsgetting
gettinginin
the way but dont concede anything. Be clear; now is not the time the
theway
waybutbutdont
dontconcede
concedeanything.
anything.Be Beclear;
clear;now
nowisisnot notthe
thetime
time
for negotiation. Give the person a day to think it over and come in for
fornegotiation.
negotiation.GiveGivethe
theperson
personaaday daytotothink
thinkititover
overandandcome
comeinin
with a believable performance improvement plan. At this point its with
withaabelievable
believableperformance
performanceimprovement
improvementplan. plan.At Atthis
thispoint
pointits
its
his/her problem. Be prepared to act immediately if the plan is his/her
his/herproblem.
problem.Be Beprepared
preparedtotoact actimmediately
immediatelyififthe theplan
planisis
insufficient. Obviously, you will have gotten any necessary insufficient.
insufficient.Obviously,
Obviously,you youwill
willhave
havegotten
gottenany anynecessary
necessary
clearances in advance and sought the help of Human Resources clearances
clearancesininadvance
advanceand andsought
soughtthe thehelp
helpofofHuman
HumanResources
Resources
and Legal. and
andLegal.
Legal.
10. Saying good-bye. Just because the person cant do this job 10.
10.Saying
Sayinggood-bye.
good-bye.Just Justbecause
becausethe theperson
personcant
cantdo
dothis
thisjob
job
doesnt mean he/she is incompetent as a person or that he/she doesnt
doesntmean
meanhe/she
he/sheisisincompetent
incompetentasasaapersonpersonororthatthathe/she
he/she
cant do 50 other things better than you can do them. Do nothing cant
cantdo
do50 50other
otherthings
thingsbetter
betterthan
thanyou youcan
candodothem.
them.Do Donothing
nothing
to generalize one performance failure to other situations, and totogeneralize
generalizeone oneperformance
performancefailure
failuretotoother
othersituations,
situations,andand
point to the persons strengths in any way you can. Suggest what point
pointtotothe
thepersons
personsstrengths
strengthsininanyanywaywayyouyoucan.
can.Suggest
Suggestwhatwhat
would be a better job match. Indicate what you can do to help; if would
wouldbe beaabetter
betterjobjobmatch.
match.Indicate
Indicatewhat
whatyou youcancandodototohelp;
help;ifif
youre willing to be a reference for certain types of work, say so. youre
yourewilling
willingtotobe beaareference
referencefor forcertain
certaintypes
typesofofwork,
work,say
sayso.
so.
Make the meeting short. Go back to see the person later and talk Make
Makethethemeeting
meetingshort.
short.Go
Goback
backtotoseeseethe
theperson
personlater
laterand
andtalk
talk
about his/her feelings if he/she is willing. You dont have to about
abouthis/her
his/herfeelings
feelingsififhe/she
he/sheisiswilling.
willing.You
Youdont
donthave
havetoto
respond, just listen. Come up with some sort of parting gesture respond,
respond,justjustlisten.
listen.Come
Comeup upwith
withsome
somesort
sortofofparting
partinggesture
gesture
that indicates to the person that you are not rejecting him or her; that
thatindicates
indicatestotothe theperson
personthat
thatyou
youarearenot
notrejecting
rejectinghimhimororher;
her;
it was simply a matter of one job that wasnt a fit. A party, a note, ititwas
wassimply
simplyaamatter
matterofofone
onejobjobthat
thatwasnt
wasntaafit.fit.AAparty,
party,aanote,
note,
a phone call whatever you can do thats genuine. Even if he/she aaphone
phonecallcallwhatever
whateveryouyoucancandodothats
thatsgenuine.
genuine.Even Evenififhe/she
he/she
rejects you, if you meant it, thats all you can do. rejects
rejectsyou,
you,ififyou
youmeant
meantit,it,thats
thatsall
allyou
youcan
cando.
do.
78 78
78
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CONFRONTINGDIRECT
DIRECTREPORTS
REPORTS

SUGGESTEDREADINGS
READINGS
Baron, S. Anthony. Violence in the workplace: a prevention and Baron, Anthony.Violence
Baron,S.S.Anthony. Violenceininthe
theworkplace:
workplace:aaprevention
preventionand
and
management guide for businesses. Ventura, CA: Pathfinder management
managementguideguidefor
forbusinesses.
businesses.Ventura,
Ventura,CA:
CA:Pathfinder
Pathfinder
Publishing of California, 1993. Publishing
PublishingofofCalifornia,
California,1993.
1993.
Chambers, Harry E. The Bad Attitude Survival Guide. Reading, MA: Chambers, HarryE.E.The
Chambers,Harry TheBad
BadAttitude
AttitudeSurvival
SurvivalGuide.
Guide.Reading,
Reading,MA:
MA:
Addison-Wesley Publishing Co. Inc., 1998. Addison-Wesley
Addison-WesleyPublishing
PublishingCo.
Co.Inc.,
Inc.,1998.
1998.
Grote, Dick. Discipline without Punishment. New York: AMACOM, Grote, Dick.Discipline
Grote,Dick. Disciplinewithout
withoutPunishment.
Punishment.New
NewYork:
York:AMACOM,
AMACOM,

1995. 1995.
1995.
Jellison, Jerald M. Overcoming Resistance. New York: Simon & Jellison,
Jellison,Jerald M.Overcoming
JeraldM. OvercomingResistance.
Resistance.New
NewYork:
York:Simon
Simon&&
Schuster, 1993. Schuster,
Schuster,1993.
1993.
Lacey, Walt. How to discipline employees & correct performance Lacey, Walt.How
Lacey,Walt. Howtotodiscipline
disciplineemployees
employees&&correct
correctperformance
performance
problems [sound recording]. Boulder, CO: CareerTrack Publications, problems
problems[sound
[soundrecording].
recording].Boulder,
Boulder,CO:
CO:CareerTrack
CareerTrackPublications,
Publications,
1994. 1994.
1994.
Solomon, Muriel. Working with Difficult People. Paramus, NJ: Solomon, Muriel.Working
Solomon,Muriel. Workingwith
withDifficult
DifficultPeople.
People.Paramus,
Paramus,NJ:
NJ:
Prentice-Hall, 1990. Prentice-Hall,
Prentice-Hall,1990.
1990.
Stone, Florence M. Coaching, Counseling and Mentoring. New Stone,
Stone,Florence M.Coaching,
FlorenceM. Coaching,Counseling
Counselingand
andMentoring.
Mentoring.New
New
13
13
13
York:AMACOM,
AMACOM,1999.
1999.
Wylie, Dr. Peter and Dr. Mardy Grothe. Problem Employees How Wylie,
Wylie,Dr.
Dr.Peter
Peterand
andDr.
Dr.Mardy Grothe.Problem
MardyGrothe. ProblemEmployees
EmployeesHowHow
to Improve their Performance. Dover, N.H.: Upstart Publishing totoImprove
Improvetheir
theirPerformance.
Performance.Dover,
Dover,N.H.:
N.H.:Upstart
UpstartPublishing
Publishing
Company, Inc., 1991. Company,
Company,Inc.,
Inc.,1991.
1991.
79 79
79
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MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
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Reserved.
CONFRONTINGDIRECT
DIRECTREPORTS
REPORTS
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Reserved.
14 14
14
CREATIVITY CREATIVITY
CREATIVITY
UNSKILLED UNSKILLED
UNSKILLED
Narrow, tactical, cautious and conservative Narrow,
Narrow,tactical,
tactical,cautious
cautiousand andconservative
conservative
May be more comfortable with the past, prefer the tried and true May
Maybebemore
morecomfortable
comfortablewith withthe
thepast,
past,prefer
preferthe
thetried
triedand
andtrue
true
Limited background Limited
Limitedbackground
background
Avoids risk and doesnt seek to be bold or different Avoids
Avoidsrisk
riskandanddoesnt
doesntseek
seektotobebebold
boldorordifferent
different
Doesnt connect with ideas from outside own area Doesnt
Doesntconnect
connectwithwithideas
ideasfrom
fromoutside
outsideown
ownarea
area
May have no idea how creativity works May
Mayhave
haveno noidea
ideahow
howcreativity
creativityworks
works
Uses old solutions for new problems Uses
Usesold
oldsolutions
solutionsfor
fornew
newproblems
problems
May chill the creative initiatives of others May
Maychill
chillthe
thecreative
creativeinitiatives
initiativesofofothers
others
CREATIVITY
CREATIVITY
CREATIVITY
SKILLED SKILLED
SKILLED
Comes up with a lot of new and unique ideas Comes
Comesup upwith
withaalot
lotofofnew
newand
andunique
uniqueideas
ideas
Easily makes connections among previously unrelated notions Easily
Easilymakes
makesconnections
connectionsamong
amongpreviously
previouslyunrelated
unrelatednotions
notions
Tends to be seen as original and value-added in brainstorming Tends
Tendstotobe
beseen
seenasasoriginal
originaland
andvalue-added
value-addedininbrainstorming
brainstorming
14
14
14
settings settings
settings

OVERUSEDSKILL
SKILL
May get so infatuated with marginally productive ideas that he/she May
Mayget
getsosoinfatuated
infatuatedwith
withmarginally
marginallyproductive
productiveideas
ideasthat
thathe/she
he/she
wastes time wastes
wastestime
time
May get involved in too many things at once May
Mayget
getinvolved
involvedinintoo
toomany
manythings
thingsatatonce
once
May not follow through after the idea May
Maynot
notfollow
followthrough
throughafter
afterthe
theidea
idea
May be disorganized or poor at detail May
Maybe
bedisorganized
disorganizedororpoor
pooratatdetail
detail
May be a loner and not a good team player May
Maybe
beaaloner
lonerand
andnotnotaagood
goodteamteamplayer
player
May not relate well to those less creative May
Maynot
notrelate
relatewell
welltotothose
thoseless
lesscrcreative
eative
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
17,24,
24,28,
28,30,
30,38,
38,39,
39,45,
45,46,
46,47,
47,48,
48,
50, 51, 52, 53, 58, 59, 61, 64 50,51,
50, 51,52,
52,53,
53,58,
58,59,
59,61,
61,64
64
81 81
81
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M.Lombardo
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RightsReserved.
Reserved.
CREATIVITY
SOME CAUSES SOME

SOMECAUSES
CAUSES
Caught in the past Caught
Caughtininthe
thepast
past
Cautious Cautious
Cautious
Dont know what it is Dont
Dontknow
knowwhat
whatititisis
Limited ways to think Limited
Limitedways
waystotothink
think
Narrow Narrow
Narrow
Practical Practical
Practical
Reject creativity as fanciful Reject
Rejectcreativity
creativityasasfanciful
fanciful
Restrained Restrained
Restrained
Too focused Too
Toofocused
focused
Too good of a problem solver Too
Toogood
goodofofaaproblem
problemsolver
solver
THE MAP THE

THEMAP
MAP
Being creative involves: 1) Immersing yourself in a problem; 2) Being
Beingcreative
creativeinvolves:
involves:1)1)Immersing
Immersingyourself
yourselfininaaproblem;
problem;2)2)
Looking broadly for connections in the past, what other Looking
Lookingbroadly
broadlyfor
forconnections
connectionsininthe thepast,
past,what
whatotherother
organizations do, brainstorming with others; 3) Letting your ideas organizations
organizationsdo, do,brainstorming
brainstormingwith withothers;
others;3)3)Letting
Lettingyour
yourideas
ideas
incubate; 4) The breakthrough which usually occurs when you are incubate;
incubate;4)4)The Thebreakthrough
breakthroughwhichwhichusually
usuallyoccurs
occurswhenwhenyou youareare
distracted or in a relaxed state; 5) Picking one or more to pilot. Most distracted
distractedororininaarelaxed
relaxedstate;
state;5)5)Picking
Pickingoneoneorormoremoretotopilot.
pilot.Most
Most
of us are capable of being more creative than we demonstrate. ofofususare
arecapable
capableofofbeing
beingmore
morecreative
creativethan
thanwe wedemonstrate.
demonstrate.
Upbringing, schooling and the narrowness of many jobs can have a Upbringing,
Upbringing,schooling
schoolingand
andthethenarrowness
narrownessofofmany manyjobs jobscan
canhave
haveaa
chilling effect on creativity. Many of us are or have been taught to be chilling
chillingeffect
effectononcreativity.
creativity.Many
Manyofofususare areororhave
havebeenbeentaught
taughttotobe be
restrained, narrow, focused, hesitant, cautious, conservative, afraid to restrained,
restrained,narrow,
narrow,focused,
focused,hesitant,
hesitant,cautious,
cautious,conservative,
conservative,afraid
afraidtoto
err, and unwilling to make a fool of ourselves. All of that chills the err,
err,and
andunwilling
unwillingtotomake
makeaafoolfoolofofourselves.
ourselves.All Allofofthat
thatchills
chillsthe
the
creativity already inside us. One process is to lift those restraints. The creativity
creativityalready
alreadyinside
insideus.
us.One
Oneprocess
processisistotolift
liftthose
thoserestraints.
restraints.The
The
other involves adding creative skills. There are research-based and other
otherinvolves
involvesadding
addingcreative
creativeskills.
skills.There
Thereareareresearch-based
research-basedand and
experience-tested techniques that, if followed, will produce a more experience-tested
experience-testedtechniques
techniquesthat,
that,ififfollowed,
followed,will willproduce
produceaamore more
creative process from a person or a group. Creativity is a valued skill creative
creativeprocess
processfrom
fromaaperson
personororaagroup.
group.Creativity
Creativityisisaavalued
valuedskill
skill
because most organizations need innovation in their products and because
becausemost mostorganizations
organizationsneedneedinnovation
innovationinintheirtheirproducts
productsand and
services to succeed. services
servicestotosucceed.
succeed.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Remove the restraints. Whats preventing you from being 1.1.Remove
Removethe therestraints.
restraints.Whats
Whatspreventing
preventingyou youfrom
frombeing
being
more creative? Perfectionist? Being creative operates at well below more
morecreative?
creative?Perfectionist?
Perfectionist?Being
Beingcreative
creativeoperates
operatesatatwell
wellbelow
below
having everything right. Cautious and reluctant to speculate? having
havingeverything
everythingright.
right.Cautious
Cautiousandandreluctant
reluctanttotospeculate?
speculate?
Being creative is the opposite. Worried about what people may Being
Beingcreative
creativeisisthe
theopposite.
opposite.Worried
Worriedabout
aboutwhat
whatpeople
peoplemaymay
think? Afraid you wont be able to defend your idea? By its very think?
think?Afraid
Afraidyou
youwont
wontbe beable
abletotodefend
defendyour
youridea?
idea?By Byits
itsvery
very
nature, being creative means throwing uncertain things up for nature,
nature,being
beingcreative
creativemeans
meansthrowing
throwinguncertain
uncertainthings
thingsup
upforfor
review and critique. Narrow perspective; most comfortable with review
reviewand
andcritique.
critique.Narrow
Narrowperspective;
perspective;most
mostcomfortable
comfortablewith with
your technology and profession? Being creative is looking your
yourtechnology
technologyand andprofession?
profession?Being
Beingcreative
creativeisislooking
looking
everywhere. More comfortable with what is very practical? Being everywhere.
everywhere.More
Morecomfortable
comfortablewith
withwhat
whatisisvery
verypractical?
practical?Being
Being
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Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CREATIVITY
creative begins as being impractical. Too busy to reflect and creative

creativebegins
beginsasasbeing
beingimpractical.
impractical.Too Toobusy
busytotoreflect
reflectand
and
ruminate? Being creative takes time. Get out of your comfort ruminate?
ruminate?BeingBeingcreative
creativetakes
takestime.
time.Get Getout
outofofyour
yourcomfort
comfort
zone. Many busy people rely too much on solutions from their zone.
zone.Many
Manybusy
busypeople
peoplerely relytoo
toomuch
muchon onsolutions
solutionsfrom
fromtheir
their
own history. They rely on what has happened to them in the past. own
ownhistory.
history.They
Theyrely
relyon
onwhatwhathas hashappened
happenedtotothem themininthethepast.
past.
They see sameness in problems that isnt there. Beware of I They
Theyseeseesameness
samenessininproblems
problemsthat thatisnt
isntthere.
there.Beware
BewareofofII
have always...or Usually, I... Always pause and look under have
havealways...or
always...orUsually,
Usually,I...
I...Always
Alwayspausepauseandandlook
lookunder
under
rocks and ask yourself is this really like the problems you have rocks
rocksandandask
askyourself
yourselfisisthis
thisreally
reallylike
likethe
theproblems
problemsyou youhave
have
solved in the past? You dont have to change who you are and solved
solvedininthe
thepast?
past?You
Youdont
donthavehavetotochange
changewhowhoyou youare
areand
and
what youre comfortable with other than when you need to be what
whatyoure
yourecomfortable
comfortablewith withother
otherthanthanwhen
whenyouyouneed
needtotobe be
more creative. Then think and act differently; try new things; break more
morecreative.
creative.Then
Thenthink
thinkand andactactdifferently;
differently;trytrynew
newthings;
things;break
break
free of your restraints. free
freeofofyour
yourrestraints.
restraints.
2. Value added approaches. To be more personally creative, 2.2.Value
Valueadded
addedapproaches.
approaches.To Tobe
bemore
morepersonally
personallycreative,
creative,
CREATIVITY
CREATIVITY
CREATIVITY
immerse yourself in the problem. Getting fresh ideas is not a immerse
immerseyourself
yourselfininthe
theproblem.
problem.Getting
Gettingfresh
freshideas
ideasisisnot
notaa
speedboating process; it requires looking deeply. speedboating
speedboatingprocess;
process;ititrequires
requireslooking
lookingdeeply.
deeply.
Carve out dedicated time study it deeply, talk with others, Carve
Carveout
outdedicated
dedicatedtimetimestudy
studyititdeeply,
deeply,talk
talkwith
withothers,
others,
look for parallels in other organizations and in remote areas look
lookfor
forparallels
parallelsininother
otherorganizations
organizationsand andininremote
remoteareasareas
totally outside your field. If your response to this is that you totally
totallyoutside
outsideyour
yourfield.
field.IfIfyour
yourresponse
responsetotothis
thisisisthat
thatyou
you
14
14
14
dont have the time, that also usually explains why youre not dont
donthave
havethe
thetime,
time,that
thatalso
alsousually
usuallyexplains
explainswhy
whyyoure
yourenot
not
having any fresh ideas. having
havinganyanyfresh
freshideas.
ideas.
Think out loud. Many people dont know what they know until Think
Thinkoutoutloud.
loud.Many
Manypeople
peopledont
dontknow
knowwhat whatthey
theyknow
knowuntil
until
they talk it out. Find a good sounding board and talk to him/ they
theytalk
talkititout.
out.Find
Findaagood
goodsounding
soundingboardboardand andtalk
talktotohim/
him/
her to increase your understanding of a problem or a technical her
hertotoincrease
increaseyouryourunderstanding
understandingofofaaproblem
problemororaatechnical
technical
area. Talk to an expert in an unrelated field. Talk to the most area.
area.Talk
Talktotoananexpert
expertininan
anunrelated
unrelatedfield.
field.Talk
Talktotothe
themost
most
irreverent person you know. Your goal is not to get his/her irreverent
irreverentperson
personyouyouknow.
know.Your
Yourgoal
goalisisnot
nottotoget
gethis/her
his/her
input, but rather his/her help in figuring out what you know input,
input,but
butrather
ratherhis/her
his/herhelp
helpininfiguring
figuringoutoutwhat
whatyouyouknow
know
what your principles and rules of thumb are. what
whatyour
yourprinciples
principlesand
andrules
rulesofofthumb
thumbare. are.
Practice picking out anomalies unusual facts that dont quite Practice
Practicepicking
pickingout
outanomalies
anomaliesunusual
unusualfacts
factsthat
thatdont
dontquite
quite
fit, like sales going down when they should have gone up. fit,
fit,like
likesales
salesgoing
goingdowndownwhenwhentheytheyshould
shouldhave
havegone
goneup.
up.
What do these odd things imply for strategy? Naturally creative What
Whatdo dothese
theseodd
oddthings
thingsimply
implyfor
forstrategy?
strategy?Naturally
Naturallycreative
creative
people are much more likely to think in opposite cases when people
peopleare aremuch
muchmoremorelikely
likelytotothink
thinkininopposite
oppositecases
caseswhen
when
confronted with a problem. Turn the problem upside down: ask confronted
confrontedwith withaaproblem.
problem.TurnTurnthetheproblem
problemupside
upsidedown:
down:ask ask
what is the least likely thing it could be, what the problem is what
whatisisthetheleast
leastlikely
likelything
thingititcould
couldbe,
be,what
whatthetheproblem
problemisis
not, whats missing from the problem, or what the mirror not,
not,whats
whatsmissing
missingfromfromthetheproblem,
problem,ororwhat
whatthe themirror
mirror
image of the problem is. image
imageofofthe theproblem
problemis.is.
Look for distant parallels. Dont fall into the mental trap of Look
Lookfor
fordistant
distantparallels.
parallels.Dont
Dontfall
fallinto
intothe
themental
mentaltrap
trapofof
searching only in parallel organizations because Only they searching
searchingonly
onlyininparallel
parallelorganizations
organizationsbecause
becauseOnly
Onlythey
they
would know. Back up and ask a broader question to aid in the would
wouldknow.
know.BackBackupupandandask
askaabroader
broaderquestion
questiontotoaid
aidininthe
the
search for solutions. When Motorola wanted to find out how search
searchfor
forsolutions.
solutions.When
WhenMotorola
Motorolawanted
wantedtotofind
findout
outhow
how
83 83
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Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
CREATIVITY
to process orders more quickly they went not to other totoprocess

processorders
ordersmore
morequickly
quicklythey
theywent
wentnot
nottotoother
other
electronics firms, but to Dominos Pizza and Federal Express. electronics
electronicsfirms,
firms,but
buttotoDominos
DominosPizza
Pizzaand
andFederal
FederalExpress.
Express.
For more ideas, an interesting and fun book on the topic is For
Formore
moreideas,
ideas,ananinteresting
interestingand
andfun
funbook
bookon onthe
thetopic
topicisis
Take The Road To Creativity and Get Off Your Dead End by Take
TakeThe
TheRoad
RoadToToCreativity
Creativityand
andGet
GetOff
OffYour
YourDead
DeadEnd
Endbyby
David Campbell. David
DavidCampbell.
Campbell.
3. Unearthing creative ideas. Creative thought processes do 3.3.Unearthing
Unearthingcreative
creativeideas.
ideas.Creative
Creativethought
thoughtprocesses
processesdo
do
not follow the formal rules of logic, where one uses cause and not
notfollow
followthe
theformal
formalrules
rulesofoflogic,
logic,where
whereone
oneuses
usescause
causeand
and
effect to prove or solve something. Some rules of creative thought effect
effecttotoprove
proveororsolve
solvesomething.
something.SomeSomerules
rulesofofcreative
creativethought
thought
are: are:
are:
Not using concepts but changing them; imagining this were Not
Notusing
usingconcepts
conceptsbut
butchanging
changingthem;
them;imagining
imaginingthis
thiswere
were
something else something
somethingelse
else
Move from one concept or way of looking at things to another, Move
Movefrom
fromone
oneconcept
conceptororway
wayofoflooking
lookingatatthings
thingstotoanother,
another,
such as from economic to political such
suchasasfrom
fromeconomic
economictotopolitical
political
Generate ideas without judging them initially Generate
Generateideas
ideaswithout
withoutjudging
judgingthem
theminitially
initially
Use information to restructure and come up with new patterns Use
Useinformation
informationtotorestructure
restructureand
andcome
comeup
upwith
withnew
newpatterns
patterns
Jump from one idea to another without justifying the jump Jump
Jumpfrom
fromone
oneidea
ideatotoanother
anotherwithout
withoutjustifying
justifyingthe
thejump
jump
Look for the least likely and odd Look
Lookfor
forthe
theleast
leastlikely
likelyand
andodd
odd
Looking for parallels far from the problem, such as, how is an Looking
Lookingfor
forparallels
parallelsfar
farfrom
fromthe
theproblem,
problem,such
suchas,
as,how
howisisan
an
organization like a big oak tree? organization
organizationlike
likeaabig
bigoak
oaktree?
tree?
Ask whats missing or whats not here Ask
Askwhats
whatsmissing
missingororwhats
whatsnot
nothere
here
Fascination with mistakes and failure as learning devices Fascination
Fascinationwith
withmistakes
mistakesand
andfailure
failureasaslearning
learningdevices
devices
4. Apply some standard problem-solving skills. There are 4.4.Apply
Applysome
somestandard
standardproblem-solving
problem-solvingskills.
skills.There
Thereare
are
many different ways to think through and solve a problem more many
manydifferent
differentways
waystotothink
thinkthrough
throughand
andsolve
solveaaproblem
problemmore
more
creatively. creatively.
creatively.
Ask more questions. In one study of problem solving, 7% of Ask
Askmore
morequestions.
questions.InInone
onestudy
studyofofproblem
problemsolving,
solving,7%
7%ofof
comments were questions and about half were answers. We comments
commentswerewerequestions
questionsand
andabout
abouthalf
halfwere
wereanswers.
answers.WeWe
jump to solutions based on what has worked in the past. jump
jumptotosolutions
solutionsbased
basedon onwhat
whathas
hasworked
workedininthe
thepast.
past.
Complex problems are hard to visualize. They tend to be either Complex
Complexproblems
problemsare arehard
hardtotovisualize.
visualize.They
Theytend
tendtotobe
beeither
either
oversimplified or too complex to solve unless they are put in a oversimplified
oversimplifiedorortootoocomplex
complextotosolve
solveunless
unlessthey
theyare
areput
putininaa
visual format. Cut it up into its component pieces. Examine the visual
visualformat.
format.Cut Cutititup
upinto
intoits
itscomponent
componentpieces.
pieces.Examine
Examinethe the
pieces to see if a different order would help, or how you could pieces
piecestotosee
seeififaadifferent
differentorder
orderwould
wouldhelp,
help,ororhow
howyouyoucould
could
combine three pieces into one. combine
combinethree
threepieces
piecesinto
intoone.
one.
Another technique is a pictorial chart called a storyboard where Another
Anothertechnique
techniqueisisaapictorial
pictorialchart
chartcalled
calledaastoryboard
storyboardwhere
where
a problem is illustrated by its components being depicted as aaproblem
problemisisillustrated
illustratedby
byits
itscomponents
componentsbeing
beingdepicted
depictedasas
pictures. pictures.
pictures.
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MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
CREATIVITY
A variation of this is to tell stories that illustrate the +s and -s AAvariation

variationofofthis
thisisistototell
tellstories
storiesthat
thatillustrate
illustratethe
the+s
+sand
and-s-s
of a problem, then flow chart those according to whats ofofaaproblem,
problem,thenthenflowflowchart
chartthose
thoseaccording
accordingtotowhats
whats
working and not working. Another is a fishbone diagram used working
workingandandnotnotworking.
working.Another
Anotherisisaafishbone
fishbonediagram
diagramused
used
in Total Quality Management. ininTotal
TotalQuality
QualityManagement.
Management.
Sometimes going to extremes helps. Adding every condition, Sometimes
Sometimesgoing
goingtotoextremes
extremeshelps.
helps.Adding
Addingevery
everycondition,
condition,
every worse case you can think of sometimes will suggest a every
everyworse
worsecase
caseyou
youcan
canthink
thinkofofsometimes
sometimeswill
willsuggest
suggestaa
different solution. Taking the present state of affairs and different
differentsolution.
solution.Taking
Takingthe
thepresent
presentstate
stateofofaffairs
affairsand
and
projecting into the future may indicate how and where the projecting
projectinginto
intothe
thefuture
futuremay
mayindicate
indicatehow
howandandwhere
wherethethe
system will break down. system
systemwill
willbreak
breakdown.
down.
Sleep on it. Take periodic breaks, whether stuck or not. This Sleep
Sleepon onit.it.Take
Takeperiodic
periodicbreaks,
breaks,whether
whetherstuckstuckorornot.
not.This
This
allows the brain to continue to work on the issue. Most allows
allowsthethebrain
braintotocontinue
continuetotowork
workon onthe
theissue.
issue.Most
Most
breakthroughs come when were not thinking about it. Put breakthroughs
breakthroughscome comewhenwhenwere
werenot
notthinking
thinkingabout
aboutit.
it.Put
Put
CREATIVITY
CREATIVITY
CREATIVITY
it away; give it to someone else; sleep on it. Once youve come ititaway;
away;give
giveitittotosomeone
someoneelse;
else;sleep
sleepononit.it.Once
Onceyouve
youvecomecome
up with every idea you can think of, throw them all out and upupwith
withevery
everyideaideayouyoucan
canthink
thinkof,
of,throw
throwthem themall
allout
outand
and
wait for more to occur to you. Force yourself to forget about wait
waitforformore
moretotooccuroccurtotoyou.
you.Force
Forceyourself
yourselftotoforget
forgetabout
about
the issue. For more techniques, read The Art of Problem the
theissue.
issue.ForFormore
moretechniques, readThe
techniques,read TheArt
ArtofofProblem
Problem
Solving by Russell Ackoff and Lateral Thinking or Serious Solving
Solvingby byRussell
RussellAckoff andLateral
Ackoffand LateralThinking
ThinkingororSerious
Serious
14
14
14
Creativity by Edward de Bono. Creativity
Creativityby byEdward
Edwardde deBono.
Bono.
5. Defining the problem. Instant and early conclusions, 5.5.Defining
Definingthe theproblem.
problem.Instant Instantandandearlyearlyconclusions,
conclusions,
solutions and how we solved it in the past are the enemies of solutions
solutionsand andhowhowwe wesolved
solvedititininthe
thepast
pastare arethe
theenemies
enemiesofof
creativity. Studies show that defining the problem and taking action creativity.
creativity.Studies
Studiesshowshowthatthatdefining
definingthe theproblem
problemand andtaking
takingaction
action
occur almost simultaneously for most people, so the more effort occur
occuralmost
almostsimultaneously
simultaneouslyfor formost
mostpeople,
people,sosothe themore
moreeffort
effort
you put on the front end, the easier it is to come up with a you
youput putononthe
thefront
frontend,
end,thetheeasier
easierititisistotocome
comeup upwith
withaa
breakthrough solution. Stop and first define what the problem is breakthrough
breakthroughsolution.
solution.StopStopand andfirst
firstdefine
definewhat whatthetheproblem
problemisis
and isnt. Since providing answers and solutions is so easy for and
andisnt.
isnt.Since
Sinceproviding
providinganswers
answersand andsolutions
solutionsisissosoeasyeasyfor
for
everyone, it would be nice if they were offering solutions to the everyone,
everyone,ititwould
wouldbe benice
niceififthey
theywere
wereoffering
offeringsolutions
solutionstotothethe
right problem. Figure out what causes it. Keep asking why, see how right
rightproblem.
problem.Figure
Figureoutoutwhat
whatcauses
causesit.it.Keep
Keepasking
askingwhy,why,see
seehow
how
many causes you can come up with and how many organizing many
manycauses
causesyou youcancancome
comeup upwith
withandandhow howmanymanyorganizing
organizing
buckets you can put them in. This increases the chance of a more buckets
bucketsyou youcan
canput putthem
themin. in.This
Thisincreases
increasesthe thechance
chanceofofaamoremore
creative solution because you can see more connections. Be a chess creative
creativesolution
solutionbecause
becauseyou youcan canseeseemore
moreconnections.
connections.Be Beaachess
chess
master. Chess masters recognize thousands of patterns of chess master.
master.Chess
Chessmasters
mastersrecognize
recognizethousands
thousandsofofpatterns
patternsofofchess
chess
pieces. Look for patterns in data, dont just collect information. Put pieces.
pieces.LookLookforforpatterns
patternsinindata,data,dont
dontjustjustcollect
collectinformation.
information.Put Put
it in categories that make sense to you. Ask lots of questions. Allot ititinincategories
categoriesthatthatmake
makesense
sensetotoyou. you.Ask Asklots
lotsofofquestions.
questions.Allot
Allot
at least 50% of the time to defining the problem. Once youve atatleast
least50%
50%ofofthe thetime
timetotodefining
definingthe theproblem.
problem.Once Onceyouve
youve
defined the problem, studies have shown that on average, the most defined
definedthe theproblem,
problem,studies
studieshavehaveshown
shownthat thatononaverage,
average,the themost
most
creative solution is somewhere between the second and third one creative
creativesolution
solutionisissomewhere
somewherebetween betweenthe thesecond
secondand andthird
thirdone
one
generated. So if you tend to grab the first one, slow down. generated.
generated.So Soififyou
youtend
tendtotograbgrabthethefirst
firstone,
one,slow
slowdown.
down.
Discipline yourself to pause for enough time to define the problem Discipline
Disciplineyourself
yourselftotopause
pausefor forenough
enoughtime timetotodefine
definethe theproblem
problem
better and always think of three solutions before you pick one. better
betterand andalways
alwaysthinkthinkofofthree
threesolutions
solutionsbeforebeforeyou youpick
pickone.
one.
85 85
85
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CREATIVITY
6. Increasing group creativity: Selecting a group. During 6.6.Increasing

Increasinggroup groupcreativity:
creativity:Selecting
Selectingaagroup.
group.During
During
World War II it was discovered that teams of people with the World
WorldWarWarIIIIititwas
wasdiscovered
discoveredthat thatteams
teamsofofpeople
peoplewith
withthe
the
widest diversity of backgrounds produced the most creative widest
widestdiversity
diversityofofbackgrounds
backgroundsproduced
producedthe themost
mostcreative
creative
solutions to problems. The teams included people who knew solutions
solutionstotoproblems.
problems.The Theteams
teamsincluded
includedpeople
peoplewho
whoknewknew
absolutely nothing about the area (i.e., an English major working absolutely
absolutelynothing
nothingaboutaboutthethearea
area(i.e.,
(i.e.,an
anEnglish
Englishmajor
majorworking
working
on a costing problem). When attacking a tough problem which on
onaacosting
costingproblem).
problem).WhenWhenattacking
attackingaatoughtoughproblem
problemwhichwhich
has eluded attempts to solve it, get the broadest group you can. has
haseluded
eludedattempts
attemptstotosolve
solveit,it,get
getthe
thebroadest
broadestgroup
groupyou youcan.can.
Involve different functions, levels, and disciplines. Pull in customers Involve
Involvedifferent
differentfunctions,
functions,levels,
levels,and
anddisciplines.
disciplines.Pull
Pullinincustomers
customers
and colleagues from other organizations. Remember that youre and
andcolleagues
colleaguesfrom fromother
otherorganizations.
organizations.Remember
Rememberthat thatyoure
youre
looking for fresh approaches; youre not convening a work looking
lookingforforfresh
freshapproaches;
approaches;youre
yourenot notconvening
conveningaaworkwork
taskforce expected to implement or judge the practicality of the taskforce
taskforceexpected
expectedtotoimplement
implementororjudge judgethethepracticality
practicalityofofthe the
notions. Believe it or not, it doesnt matter if they know anything notions.
notions.Believe
Believeititorornot,
not,ititdoesnt
doesntmatter
matterififthey
theyknow
knowanything
anything
about the problem or the technology required to deal with it. about
aboutthetheproblem
problemororthe thetechnology
technologyrequired
requiredtotodeal
dealwith
withit.it.
Thats your job. Thats
Thatsyour
yourjob.
job.
7. Increasing group creativity: Define the problem 7.7.Increasing
Increasinggroup groupcreativity:
creativity:Define
Definethe theproblem
problem
first. A straightforward technique to enable creativity is first.
first.AAstraightforward
straightforwardtechnique
techniquetotoenable
enablecreativity
creativityisis
brainstorming. Anything goes for an agreed upon time. Throw out brainstorming.
brainstorming.Anything
Anythinggoes goesfor
foran
anagreed
agreeduponupontime.
time.Throw
Throwoutout
ideas, record them all, no evaluation allowed. Many people have ideas,
ideas,record
recordthemthemall,
all,no
noevaluation
evaluationallowed.
allowed.Many Manypeople
peoplehavehave
had bad experiences with brainstorming. Silly ideas. Nothing had
hadbad
badexperiences
experienceswithwithbrainstorming.
brainstorming.Silly
Sillyideas.
ideas.Nothing
Nothing
practical. A waste of time. This usually happens because the practical.
practical.AAwaste
wasteofoftime.
time.This
Thisusually
usuallyhappens
happensbecause
becausethe the
problem gets defined in the same old way. So define the problem problem
problemgets getsdefined
definedininthe
thesame
sameoldoldway.
way.SoSodefine
definethe
theproblem
problem
well first (see tip 5). Allot hours to this, not two minutes to sketch well
wellfirst
first(see
(seetip
tip5).
5).Allot
Allothours
hourstotothis,
this,not
nottwo
twominutes
minutestotosketch
sketch
the problem. Challenge your thinking are you generalizing from the
theproblem.
problem.Challenge
Challengeyouryourthinking
thinkingareareyou
yougeneralizing
generalizingfromfrom
one or two cases? How do you know the causes are really causes? one
oneorortwo
twocases?
cases?HowHowdo doyou
youknow
knowthe thecauses
causesarearereally
reallycauses?
causes?
They may simply be related. What is fact and what is assumption? They
Theymaymaysimply
simplybeberelated.
related.What
Whatisisfact
factand
andwhatwhatisisassumption?
assumption?
8. Increasing group creativity: Facilitating the process. 8.8.Increasing
Increasinggroup
groupcreativity:
creativity:Facilitating
Facilitatingthe
theprocess.
process.
Here are three methods commonly used: Here
Hereare
arethree
threemethods
methodscommonly
commonlyused:
used:
Brainstorming. Outline the problem for the group, tell them Brainstorming.
Brainstorming.Outline
Outlinethe
theproblem
problemfor forthe
thegroup,
group,tell tellthem
them
what youve tried and learned from the tries. Include things what
whatyouve
youvetried
triedand
andlearned
learnedfromfromthethetries.
tries.Include
Includethings
things
that may have happened only once. Invite the group to free that
thatmay
mayhave
havehappened
happenedonlyonlyonce.
once.Invite
Invitethe
thegroup
grouptotofreefree
form respond, any idea is OK, no criticism allowed. Record all form
formrespond,
respond,anyanyidea
ideaisisOK,
OK,nonocriticism
criticismallowed.
allowed.Record
Recordall all
ideas on a flip chart. When the group has exhausted the ideas
ideason onaaflip
flipchart.
chart.When
Whenthe thegroup
grouphas hasexhausted
exhaustedthe the
possibilities, take the most interesting ones and ask the group possibilities,
possibilities,take
takethe
themost
mostinteresting
interestingones onesand
andaskaskthethegroup
group
to first name positive features of the ideas, then negative totofirst
firstname
namepositive
positivefeatures
featuresofofthetheideas,
ideas,then
thennegative
negative
features, and finally whats interesting about the ideas. Follow features,
features,and
andfinally
finallywhats
whatsinteresting
interestingabout
aboutthe theideas.
ideas.Follow
Follow
this process until youve covered all the ideas that interest this
thisprocess
processuntil
untilyouve
youvecovered
coveredall allthe
theideas
ideasthatthatinterest
interest
you. Then ask the group what else they would select as you.
you.Then
Thenaskaskthe
thegroup
groupwhat
whatelse
elsethey
theywould
wouldselect
selectasas
86 86
86
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CREATIVITY
interesting ideas to do a plus, minus, interesting analysis. This interesting

interestingideas
ideastotodo
doaaplus,
plus,minus,
minus,interesting
interestinganalysis.
analysis.This
This
process can usually be done in an hour or two. process
processcan
canusually
usuallybebedone
doneininan
anhour
hourorortwo.
two.
The nominal group. After the problem definition above, have The
Thenominal
nominalgroup.
group.After
Afterthe
theproblem
problemdefinition
definitionabove,
above,have
have
the group write down as many ideas as occur to them. Record the
thegroup
groupwrite
writedown
downasasmany
manyideas
ideasasasoccur
occurtotothem.
them.Record
Record
them all on a flip chart for free wheeling discussion. People can them
themallallon
onaaflip
flipchart
chartfor
forfree
freewheeling
wheelingdiscussion.
discussion.People
Peoplecan
can
add, combine or clarify What were you thinking when you add,
add,combine
combineororclarify
clarifyWhat
Whatwerewereyou
youthinking
thinkingwhen
whenyou
you
said..., but no criticism allowed. After this, follow the plus, said...,
said...,but
butno
nocriticism
criticismallowed.
allowed.After
Afterthis,
this,follow
followthe
theplus,
plus,
minus, interesting process above. minus,
minus,interesting
interestingprocess
processabove.
above.
Analogies. Lots of creative solutions come from analogies to Analogies.
Analogies.Lots
Lotsofofcreative
creativesolutions
solutionscome
comefrom fromanalogies
analogiestoto
nature or other fields. Come up with a list (electrical nature
natureororother
otherfields.
fields.Come
Comeup upwith
withaalist
list(electrical
(electrical
engineering, cats, trees, the sea, biology, shipbuilding), any list engineering,
engineering,cats,
cats,trees,
trees,the
thesea,
sea,biology,
biology,shipbuilding),
shipbuilding),any anylist
list
will do, and insert it after you describe the problem to the will
willdo,
do,and
andinsert
insertititafter
afteryou
youdescribe
describethetheproblem
problemtotothethe
CREATIVITY
CREATIVITY
CREATIVITY
group in the first or second option. Many times this will trigger group
groupininthe
thefirst
firstororsecond
secondoption.
option.Many
Manytimestimesthis
thiswill
willtrigger
trigger
novel ideas that no other process will. novel
novelideas
ideasthat
thatno noother
otherprocess
processwill.
will.
9. Experiment and learn. Whether the ideas come from you 9.9.Experiment
Experimentand andlearn.
learn.Whether
Whetherthe theideas
ideascome
comefromfromyou
you
or a brainstorming session, encourage yourself to do quick ororaabrainstorming
brainstormingsession,
session,encourage
encourageyourself
yourselftotododoquick
quick
experiments and trials. Studies show that 80% of innovations experiments
experimentsand andtrials.
trials.Studies
Studiesshowshowthatthat80%
80%ofofinnovations
innovations
14
14
14
occur in the wrong place, are created by the wrong people (dye occur
occurininthe
thewrong
wrongplace,
place,arearecreated
createdby bythe
thewrong
wrongpeople
people(dye
(dye
makers developed detergent, Post-it Notes was a failed glue makers
makersdeveloped
developeddetergent, Post-itNotes
detergent,Post-it Noteswaswasaafailed
failedglue
glue
experiment, Teflon was created by mistake) and 3050% of experiment, Teflonwas
experiment,Teflon wascreated
createdby bymistake)
mistake)andand3050%
3050%ofof
technical innovations fail in tests within the company. Even among technical
technicalinnovations
innovationsfail failinintests
testswithin
withinthethecompany.
company.Even Evenamong
among
those that make it to the marketplace, 7090% fail. The bottom those
thosethat
thatmake
makeitittotothe
themarketplace,
marketplace,7090%7090%fail. fail.The
Thebottom
bottom
line on change is a 95% failure rate, and the most successful line
lineon
onchange
changeisisaa95%95%failure
failurerate,
rate,and
andthethemost
mostsuccessful
successful
innovators try lots of quick inexpensive experiments to increase the innovators
innovatorstrytrylots
lotsofofquick
quickinexpensive
inexpensiveexperiments
experimentstotoincrease
increasethe
the
chances of success. Watch several episodes of Inventions, a show chances
chancesofofsuccess.
success.Watch
Watchseveral episodesofofInventions,
severalepisodes Inventions,aashowshow
on cable, about how unrelated ideas come together to form ononcable,
cable,about
abouthow
howunrelated
unrelatedideasideascome
cometogether
togethertotoformform
creative inventions. You can buy the series. creative
creativeinventions.
inventions.You Youcancanbuy buythe
theseries.
series.
10. The Bottom Line. Creativity relies on freedom early, but 10.
10.The TheBottom
BottomLine. Line.Creativity
Creativityrelies
relieson
onfreedom
freedomearly,
early,but
but
structure later. Once you come up with your best notion of what structure
structurelater.
later.Once
Onceyou youcome
comeup upwith
withyour
yourbest
bestnotion
notionofofwhat
what
to do, subject it to all the logical tests and criticism that any other totodo,do,subject
subjectitittotoall
allthe
thelogical
logicaltests
testsand
andcriticism
criticismthat
thatany
anyother
other
alternative is treated to. Testing out creative ideas is no different alternative
alternativeisistreated
treatedto. to.Testing
Testingout
outcreative
creativeideas
ideasisisno
nodifferent
different
than any other problem-solving/evaluation process. The difference than
thanany anyother
otherproblem-solving/evaluation
problem-solving/evaluationprocess.process.The
Thedifference
difference
is in how the ideas originate. isisininhow
howthe
theideas
ideasoriginate.
originate.
87 87
87
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CREATIVITY

SUGGESTEDREADINGS
READINGS
Ackoff, Russell Lincoln. The art of problem solving: Accompanied by Ackoff,
Ackoff,Russell Lincoln.The
RussellLincoln. Theart
artofofproblem
problemsolving:
solving:Accompanied
Accompaniedby
by
Ackoffs fables. New York: Wiley, 1978. Ackoffs
Ackoffsfables.
fables.New
NewYork:
York:Wiley,
Wiley,1978.
1978.
Birch, Paul and Brian Clegg. Imagination Engineering The toolkit Birch,
Birch,Paul
Pauland
andBrian Clegg.Imagination
BrianClegg. ImaginationEngineering
EngineeringThe
Thetoolkit
toolkit
for business creativity. London: Pitman Publishing, 1996. for
forbusiness
businesscreativity.
creativity.London:
London:Pitman
PitmanPublishing,
Publishing,1996.
1996.
Butler, Ava S. Team Think. New York: McGraw-Hill, Inc., 1996. Butler, AvaS.S.Team
Butler,Ava TeamThink.
Think.New
NewYork:
York:McGraw-Hill,
McGraw-Hill,Inc.,
Inc.,1996.
1996.
De Bono, Edward. Lateral thinking: creativity step by step. New De
DeBono, Edward.Lateral
Bono,Edward. Lateralthinking:
thinking:creativity
creativitystep
stepby
bystep.
step.New
New
York: Harper & Row, 1970, 1973. York:
York:Harper
Harper&&Row,
Row,1970,
1970,1973.
1973.
De Bono, Edward. Serious creativity: Using the power of lateral De
DeBono, Edward.Serious
Bono,Edward. Seriouscreativity:
creativity:Using
Usingthe
thepower
powerofoflateral
lateral
thinking to create new ideas. New York: HarperBusiness,1992. thinking
thinkingtotocreate
createnew
newideas.
ideas.New
NewYork:
York:HarperBusiness,1992.
HarperBusiness,1992.
Firestine, Roger L., Ph.D. Leading on the Creative Edge Gaining Firestine,
Firestine,Roger
RogerL., Ph.D.Leading
L.,Ph.D. Leadingononthe
theCreative
CreativeEdge
EdgeGaining
Gaining
competitive advantage through the power of creative problem competitive
competitiveadvantage
advantagethrough
throughthe
thepower
powerofofcreative
creativeproblem
problem
solving. Colorado Springs, CO: Pion Press, 1996. solving.
solving.Colorado
ColoradoSprings,
Springs,CO:
CO:Pion
PionPress,
Press,1996.
1996.
Miller, William C. Flash of Brilliance. Reading, MA: Perseus Books Miller, WilliamC.C.Flash
Miller,William FlashofofBrilliance.
Brilliance.Reading,
Reading,MA:
MA:Perseus
PerseusBooks
Books
Group, 1999. Group,
Group,1999.
1999.
Morgan, Gareth. The Art of Creative Management. Beverly Hills: Morgan, Gareth.The
Morgan,Gareth. TheArt
ArtofofCreative
CreativeManagement.
Management.Beverly
BeverlyHills:
Hills:
Sage Publications, 1993. Sage
SagePublications,
Publications,1993.
1993.
Rasberry, Salli and Padi Selwyn. Living your Life Out Loud How to Rasberry,
Rasberry,Salli
Salli and
andPadi Selwyn.Living
PadiSelwyn. Livingyour
yourLife
LifeOut
OutLoud
LoudHow
Howtoto
unlock your creativity and unleash your joy. New York: Pocket unlock
unlockyour
yourcreativity
creativityand
andunleash
unleashyour
yourjoy.
joy.New
NewYork:
York:Pocket
Pocket
Books, 1995. Books,
Books,1995.
1995.
Saint-Exupry, Antoine de [Translated from the French by Katherine Saint-Exupry,
Saint-Exupry,Antoine
Antoinede de[Translated
[Translatedfrom
fromthe
theFrench
Frenchby
byKatherine
Katherine
Woods]. The Little Prince. New York: Harcourt, Brace,1943. Woods].The
Woods]. TheLittle
LittlePrince.
Prince.New
NewYork:
York:Harcourt,
Harcourt,Brace,1943.
Brace,1943.
Saint-Exupry, Antoine de [Translated from the French by Katherine Saint-Exupry,
Saint-Exupry,Antoine
Antoinede de[Translated
[Translatedfrom
fromthe
theFrench
Frenchby
byKatherine
Katherine
Woods]. The Little Prince [sound recording]. Redway, CA: Music for Woods].The
Woods]. TheLittle
LittlePrince
Prince[sound
[soundrecording].
recording].Redway,
Redway,CA:
CA:Music
Musicfor
for
Little People, 1993. Little
LittlePeople,
People,1993.
1993.
88 88
88
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
15 15
15
CUSTOMER FOCUS CUSTOMER
CUSTOMER FOCUS
FOCUS
UNSKILLED UNSKILLED
UNSKILLED
Doesnt think of the customer first Doesnt
Doesntthink
thinkofofthe
thecustomer
customerfirst
first
May think he/she already knows what they need May
Maythink
thinkhe/she
he/shealready
alreadyknows
knowswhat
whatthey
theyneed
need
May focus on internal operations and get blindsided by customer May
Mayfocus
focuson oninternal
internaloperations
operationsand andget
getblindsided
blindsidedby bycustomer
customer
problems problems
problems
May not make the first move wont meet and get to know May
Maynot
notmake
makethethefirst
firstmove
movewont
wontmeet
meetand
andget
gettotoknow
know
customers customers
customers
CUSTOMER FOCUS
CUSTOMER FOCUS
CUSTOMER FOCUS
Uncomfortable with new people contacts Uncomfortable
Uncomfortablewith withnewnewpeople
peoplecontacts
contacts
May be unwilling to handle criticisms, complaints, and special May
Maybebeunwilling
unwillingtotohandle
handlecriticisms,
criticisms,complaints,
complaints,and
andspecial
special
requests requests
requests
May not listen well to customers, may be defensive May
Maynot
notlisten
listenwell
welltotocustomers,
customers,may maybe
bedefensive
defensive
May not make the time for customer contact May
Maynot
notmake
makethethetime
timeforforcustomer
customercontact
contact
SKILLED SKILLED
SKILLED
15
15
15
Is dedicated to meeting the expectations and requirements of IsIsdedicated
dedicatedtotomeeting
meetingthetheexpectations
expectationsandandrequirements
requirementsofof
internal and external customers internal
internaland
andexternal
externalcustomers
customers
Gets first-hand customer information and uses it for improvements Gets
Getsfirst-hand
first-handcustomer
customerinformation
informationandanduses
usesititfor
forimprovements
improvements
in products and services ininproducts
productsandandservices
services
Acts with customers in mind Acts
Actswith
withcustomers
customersininmind
mind
Establishes and maintains effective relationships with customers Establishes
Establishesand
andmaintains
maintainseffective
effectiverelationships
relationshipswith
withcustomers
customers
and gains their trust and respect and
andgains
gainstheir
theirtrust
trustand
andrespect
respect

OVERUSEDSKILL
SKILL
May be overly responsive to customer demands May
Maybebeoverly
overlyresponsive
responsivetotocustomer
customerdemands
demands
May be too willing to change established processes and timetables May
Maybebetoo
toowilling
willingtotochange
changeestablished
establishedprocesses
processesand
andtimetables
timetables
to respond to unreasonable customer requests totorespond
respondtotounreasonable
unreasonablecustomer
customerrequests
requests
May make too many exceptions and not form consistent policies, May
Maymake
maketootoomany
manyexceptions
exceptionsand
andnotnotform
formconsistent
consistentpolicies,
policies,
practices, and processes for others to learn and follow practices,
practices,and
andprocesses
processesfor
forothers
otherstotolearn
learnand
andfollow
follow
Sticks so close to current customer needs that breakthroughs are Sticks
Sticksso
soclose
closetotocurrent
currentcustomer
customerneeds
needsthat
thatbreakthroughs
breakthroughsare are
missed missed
missed
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
34,35,
35,38,
38,50,
50,51,
51,52,
52,53,
53,57,
57,58,
58,59,
59,
63, 65 63,65
63, 65
89 89
89
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CUSTOMERFOCUS
FOCUS
SOME CAUSES SOME

SOMECAUSES
CAUSES
Arrogant; know it all; want to do it yourself Arrogant;
Arrogant;know
knowititall;
all;want
wanttotodo
doitityourself
yourself
Defensive in the face of criticism Defensive
Defensiveininthe
theface
faceofofcriticism
criticism
Loner Loner
Loner
Poor listening skills Poor
Poorlistening
listeningskills
skills
Poor time management; too busy Poor
Poortime
timemanagement;
management;too toobusy
busy
Self centered Self
Selfcentered
centered
Shy; afraid of transacting with new people; lack self confidence Shy;
Shy;afraid
afraidofoftransacting
transactingwithwithnew
newpeople;
people;lack
lackself
selfconfidence
confidence
THE MAP THE

THEMAP
MAP
In a free enterprise system, the customer is king. Those who please InInaafree
freeenterprise
enterprisesystem,
system,the
thecustomer
customerisisking.
king.Those
Thosewho
whoplease
please
the customer best win. The same is true with internal customers. the
thecustomer
customerbest
bestwin.
win.The
Thesame
sameisistrue
truewith
withinternal
internalcustomers.
customers.
Those who please them the most will win. Winners are always Those
Thosewhowhoplease
pleasethem
themthethemost
mostwill
willwin.
win.Winners
Winnersare
arealways
always
customer-oriented and responsive. customer-oriented
customer-orientedand andresponsive.
responsive.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Keep in touch. Pleasing the reasonable needs of customers is 1.1.Keep
Keepin intouch.
touch.Pleasing
Pleasingthethereasonable
reasonableneedsneedsofofcustomers
customersisis
fairly straightforward. First you need to know what they want and fairly
fairlystraightforward.
straightforward.First
Firstyou
youneed
needtotoknow knowwhat
whatthey
theywant
wantand
and
expect. The best way to do that is to ask them. Then deliver that expect.
expect.The Thebest
bestway
waytotodo dothat
thatisistotoask
askthem.
them.Then
Thendeliver
deliverthat
that
in a timely way at a price/value thats justified. Find ways to keep ininaatimely
timelywaywayatataaprice/value
price/valuethats
thatsjustified.
justified.Find
Findways
waystotokeep
keep
in touch with a broad spectrum of your customers to get a inintouch
touchwithwithaabroad
broadspectrum
spectrumofofyour yourcustomers
customerstotoget
getaa
balanced view: face to face, phone surveys, questionnaires, balanced
balancedview:view:face
facetotoface,
face,phone
phonesurveys,
surveys,questionnaires,
questionnaires,
response cards with the products and services you render, etc. response
responsecardscardswith
withthe
theproducts
productsand andservices
servicesyou
yourender,
render,etc.
etc.
2. Customers complain; its their job. Be ready for the 2.2.Customers
Customerscomplain;
complain;its itstheir
theirjob.
job.Be
Beready
readyforforthe
the
good news and the bad news; dont be defensive; just listen and good
goodnews
newsand
andthethebad
badnews;
news;dont
dontbe
bedefensive;
defensive;just
justlisten
listenand
and
respond to legitimate criticisms and note the rest. Vocal customers respond
respondtotolegitimate
legitimatecriticisms
criticismsand
andnote
notethe
therest.
rest.Vocal
Vocalcustomers
customers
will usually complain more than compliment; you need to not get will
willusually
usuallycomplain
complainmore
morethanthancompliment;
compliment;you
youneed
needtotonotnotget
get
overwhelmed by the negative comments; people who have overwhelmed
overwhelmedby bythe
thenegative
negativecomments;
comments;people
peoplewho
whohavehave
positive opinions speak up less. positive
positiveopinions
opinionsspeak
speakupupless.
less.
3. Anticipate customer needs. Get in the habit of meeting 3.3.Anticipate
Anticipatecustomercustomerneeds.
needs.Get Getininthe
thehabit
habitofofmeeting
meeting
with your internal or external customers on a regular basis to set with
withyour
yourinternal
internalororexternal
externalcustomers
customerson onaaregular
regularbasis
basistotoset
set
up a dialogue; they need to feel free to contact you about up
upaadialogue;
dialogue;they theyneed
needtotofeel
feelfree
freetotocontact
contactyou youabout
about
problems and you need to be able to contact them for essential problems
problemsand andyou youneed
needtotobebeable
abletotocontact
contactthem
themforforessential
essential
information. Use this understanding to get out in front of your information.
information.Use Usethis
thisunderstanding
understandingtotoget getout
outininfront
frontofofyour
your
customers; try to anticipate their needs for your products and customers;
customers;try trytotoanticipate
anticipatetheir
theirneeds
needsforforyour
yourproducts
productsandand
services before they even know about them; provide your services
servicesbefore
beforethey theyeven
evenknow
knowabout
aboutthem;them;provide
provideyour
your
customers with positive surprises; features they werent expecting; customers
customerswith withpositive
positivesurprises;
surprises;features
featuresthey
theywerent
werentexpecting;
expecting;
delivery in a shorter time; more than they ordered. delivery
deliveryininaashorter
shortertime;
time;more
morethan
thanthey
theyordered.
ordered.
90 90
90
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CUSTOMERFOCUS
FOCUS
4. Put yourself in your customers shoes. If you were a 4.4.Put

Putyourself
yourselfin inyour
yourcustomers
customersshoes.
shoes.IfIfyou youwere
wereaa
customer of yours, what would you expect; what kind of customer
customerofofyours,
yours,what whatwould
wouldyou
youexpect;
expect;what
whatkindkindofof
turnaround time would you tolerate; what price would you be turnaround
turnaroundtime timewould wouldyou youtolerate;
tolerate;what
whatprice
pricewould
wouldyou yoube
be
willing to pay for the quality of product or service you provide; willing
willingtotopay
payfor forthe thequality
qualityofofproduct
productororservice
serviceyouyouprovide;
provide;
what would be the top three things you would complain about? what
whatwould
wouldbe bethe thetop topthree
threethings
thingsyou
youwould
wouldcomplain
complainabout?
about?
Answer all calls from customers in a timely way; if you promise a Answer
Answerall allcalls
callsfromfromcustomers
customersininaatimely
timelyway;
way;ififyou
youpromise
promiseaa
response, do it; if the timeframe stretches, inform them response,
response,do doit;it;ififthe
thetimeframe
timeframestretches,
stretches,inform
informthemthem
immediately; after you have responded, ask them if the problem is immediately;
immediately;afterafteryou youhave
haveresponded,
responded,askaskthem
themififthe
theproblem
problemisis
fixed. fixed.
fixed.
5. Think customer in. Always design your work and manage 5.5.Think
Thinkcustomer
customerin. in.Always
Alwaysdesign
designyour
yourwork
workand
andmanage
manage
CUSTOMER FOCUS
CUSTOMER FOCUS
CUSTOMER FOCUS
your time from the customer in, not from you out. Your best will your
yourtime
timefrom
fromthe
thecustomer
customerin,
in,not
notfrom
fromyou
youout.
out.Your
Yourbest
bestwill
will
always be determined by your customers, not you; try not to always
alwaysbebedetermined
determinedby byyour
yourcustomers,
customers,not
notyou;
you;try
trynot
nottoto
design and arrange what you do only from your own view; try to design
designand
andarrange
arrangewhat
whatyou
youdodoonly
onlyfrom
fromyour
yourown
ownview;
view;trytrytoto
always know and take the viewpoint of your customer first; you always
alwaysknow
knowandandtake
takethe
theviewpoint
viewpointofofyour
yourcustomer
customerfirst;
first;you
you
will always win following that rule. will
willalways
alwayswin
winfollowing
followingthat
thatrule.
rule.
6. Create an environment for experimentation and 6.6.Create
Createan anenvironment
environmentfor forexperimentation
experimentationand and
learning. One principle of these techniques is to drive for learning.
learning.One Oneprinciple
principleofofthese
thesetechniques
techniquesisistotodrive
drivefor
for
15
15
15
continuous improvement. Never be satisfied. Always drive to continuous
continuousimprovement.
improvement.NeverNeverbebesatisfied.
satisfied.Always
Alwaysdrive
drivetoto
improve all work processes so they deliver zero defect goods and improve
improveallallwork
workprocesses
processesso sothey
theydeliver
deliverzero
zerodefect
defectgoods
goodsand and
services the customers want. Dont be afraid to try and fail. More services
servicesthe
thecustomers
customerswant.
want.Dont
Dontbebeafraid
afraidtototry
tryand fail.More
andfail. More
help? See #28 Innovation Management and #63 Total Quality help?
help?See
See#28#28Innovation
InnovationManagement
Managementand and#63#63Total
TotalQuality
Quality
Management/Re-Engineering. Management/Re-Engineering.
7. Look at your own personal work habits. Are they 7.7.Look
Lookatatyour
yourownownpersonal
personalwork workhabits.
habits.Are Arethey
they
designed for maximum effectiveness and efficiency for your designed
designedfor
formaximum
maximumeffectiveness
effectivenessandandefficiency
efficiencyfor
foryour
your
customer or are they designed for your comfort? Is there room for customer
customerororare
arethey
theydesigned
designedfor foryour
yourcomfort?
comfort?IsIsthere
thereroom
roomfor
for
some continuous improvement? Are you applying the principles some
somecontinuous
continuousimprovement?
improvement?Are Areyou
youapplying
applyingthe theprinciples
principles
you have learned to yourself? Remember, this is one of the major you
youhave
havelearned
learnedtotoyourself?
yourself?Remember,
Remember,this
thisisisone
oneofofthe
themajor
major
reasons why these efforts fail. reasons
reasonswhy
whythese
theseefforts
effortsfail.
fail.
8. Think of yourself as a dissatisfied customer. Write 8.8.Think
Thinkof ofyourself
yourselfas asaadissatisfied
dissatisfiedcustomer.
customer.Write Write
down all of the unsatisfactory things that have happened to you down
downall allofofthe
theunsatisfactory
unsatisfactorythings
thingsthat
thathave
havehappened
happenedtotoyouyou
as a customer during the past month. Things like delays, orders asasaacustomer
customerduring
duringthe
thepast
pastmonth.
month.Things
Thingslike
likedelays,
delays,orders
orders
not right, cost not as promised, phone calls not returned, cold not
notright,
right,cost
costnot
notasaspromised,
promised,phone
phonecalls
callsnot
notreturned,
returned,cold
cold
food, bad service, inattentive clerks, out of stock items, etc. Are food,
food,bad
badservice,
service,inattentive
inattentiveclerks,
clerks,out
outofofstock
stockitems,
items,etc.
etc.Are
Are
any of these things happening to your customers? Then do a any
anyofofthese
thesethings
thingshappening
happeningtotoyour
yourcustomers?
customers?ThenThendo doaa
study of your lost customers. Find out what the three key study
studyofofyour
yourlost
lostcustomers.
customers.Find
Findout
outwhat
whatthethethree
threekey
key
problems were and see how quickly you can eliminate 50% of the problems
problemswere wereandandsee
seehow
howquickly
quicklyyou
youcan
caneliminate
eliminate50%
50%ofofthethe
difficulties that caused them to depart. Study your competitors difficulties
difficultiesthat
thatcaused
causedthem
themtotodepart.
depart.Study
Studyyour
yourcompetitors
competitors
91 91
91
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MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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Reserved.
CUSTOMERFOCUS
FOCUS
foul ups and see what you can do to both eliminate those and foul
foulups
upsand
andsee
seewhat
whatyou
youcan
cando
dototoboth
botheliminate
eliminatethose
thoseand
and
make your organization more attractive. make
makeyour
yourorganization
organizationmore
moreattractive.
attractive.
9. Think of yourself as a satisfied customer. Write down 9.9.Think
Thinkof ofyourself
yourselfas asaasatisfied
satisfiedcustomer.
customer.Write Writedown
down
all of the satisfactory things that have happened to you as a all
allofofthe
thesatisfactory
satisfactorythings
thingsthat
thathave
havehappened
happenedtotoyouyouasasaa
customer during the past month. What pleased you the most as a customer
customerduringduringthe
thepast
pastmonth.
month.What
Whatpleased
pleasedyou
youthethemost
mostasasaa
customer? Good value? On-time service? Courtesy? Returned customer?
customer?Good Goodvalue?
value?On-time
On-timeservice?
service?Courtesy?
Courtesy?Returned
Returned
phone calls? Are any of your customers experiencing any of these phone
phonecalls?
calls?Are
Areany
anyofofyour
yourcustomers
customersexperiencing
experiencingany anyofofthese
these
satisfactory transactions with you and your business? Study your satisfactory
satisfactorytransactions
transactionswith
withyou
youand
andyour
yourbusiness?
business?Study
Studyyour
your
successful customer transactions so they can be institutionalized. successful
successfulcustomer
customertransactions
transactionsso
sothey
theycan
canbebeinstitutionalized.
institutionalized.
Then study what your competitors do well and see what you can Then
Thenstudy
studywhat
whatyour
yourcompetitors
competitorsdodowell
welland
andsee
seewhat
whatyouyoucan
can
also do to improve customer service. also
alsodo dototoimprove
improvecustomer
customerservice.
service.
10. Play detective. Be a student of the work flows and 10.
10.Play
Playdetective.
detective.Be Beaastudent
studentofofthe
thework
workflows
flowsand
and
processes around you at airports, restaurants, hotels, processes
processesaround
aroundyouyouatatairports,
airports,restaurants,
restaurants,hotels,
hotels,
supermarkets, government services, etc. As a customer, how supermarkets,
supermarkets,government
governmentservices,
services,etc.
etc.As
Asaacustomer,
customer,how
how
would you design those things differently to make them more would
wouldyouyoudesign
designthose
thosethings
thingsdifferently
differentlytotomake
makethem
themmore
more
effective and efficient? What principles did you follow? Apply effective
effectiveand
andefficient?
efficient?What
Whatprinciples
principlesdid
didyou
youfollow?
follow?Apply
Apply
those same principles to your own work. those
thosesame
sameprinciples
principlestotoyour
yourown
ownwork.
work.
92 92
92
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CUSTOMERFOCUS
FOCUS

SUGGESTEDREADINGS
READINGS
Albrecht, Karl. The Only Thing that Matters. New York: Albrecht, Karl.The
Albrecht,Karl. TheOnly
OnlyThing
Thingthat
thatMatters.
Matters.New
NewYork:
York:
HarperCollins, 1992. HarperCollins,
HarperCollins,1992.
1992.
Albrecht, Karl and Ron Zemke. Service America!. Burr Ridge, IL: Albrecht,
Albrecht,Karl
Karland
andRon Zemke.Service
RonZemke. ServiceAmerica!.
America!.Burr
BurrRidge,
Ridge,IL:IL:
Irwin Professional Publishing, 1985. Irwin
IrwinProfessional
Publishing,1985.
1985.
Band, William A. Creating value for customers: designing and Band, WilliamA.A.Creating
Band,William Creatingvalue
valuefor
forcustomers:
customers:designing
designingand
and
implementing a total corporate strategy. New York: John Wiley and implementing
implementingaatotal
totalcorporate
corporatestrategy.
strategy.New
NewYork:
York:John
JohnWiley
Wileyand
and
Sons, 1991. Sons,
Sons,1991.
1991.
Cannie, Joan Koob. Turning Lost Customers into Gold. New York: Cannie,
Cannie,Joan Koob.Turning
JoanKoob. TurningLost
LostCustomers
Customersinto
intoGold.
Gold.New
NewYork:
York:
AMACOM,1994.
1994.
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CUSTOMER FOCUS
CUSTOMER FOCUS
Carlzon, Jan. Moments of Truth. Cambridge, MA: Ballinger Carlzon, Jan.Moments
Carlzon,Jan. MomentsofofTruth.
Truth.Cambridge,
Cambridge,MA:
MA:Ballinger
Ballinger
Publishing Co., 1987. Publishing
PublishingCo.,
Co.,1987.
1987.
Connellan, Thomas K. and Ron Zemke. Sustaining Knock Your Connellan,
Connellan,Thomas
ThomasK.K.and
andRon Zemke.Sustaining
RonZemke. SustainingKnock
KnockYour
Your
Socks Off Service. New York: AMACOM, 1993. Socks
SocksOff
OffService.
Service.New
NewYork:
York:AMACOM,
AMACOM,1993.
1993.
The Harvard Business Review. Command Performance. Boston: The
TheHarvard
HarvardBusiness Review.Command
BusinessReview. CommandPerformance.
Performance.Boston:
Boston:
HarvardBusiness
BusinessSchool
SchoolPress,
Press,1987.
1987.
15
15
15
Heskett, James L., W. Earl Sasser, Jr., and Leonard A. Schlesinger. Heskett,
Heskett,James
JamesL.,L.,W.
W.Earl
EarlSasser,
Sasser,Jr.,
Jr.,and
andLeonard
LeonardA.A.Schlesinger.
Schlesinger.
The service profit chain: how leading companies link profit and The
Theservice
serviceprofit
profitchain:
chain:how
howleading
leadingcompanies
companieslink
linkprofit
profitand
and
growth to loyalty, satisfaction, and value. New York: Free Press, growth
growthtotoloyalty,
loyalty,satisfaction,
satisfaction,and
andvalue.
value.New
NewYork:
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Reichheld, Frederick F. with Thomas Teal. The Loyalty Effect: The Reichheld,
Reichheld,Frederick
FrederickF.F.with
withThomas Teal.The
ThomasTeal. TheLoyalty
LoyaltyEffect:
Effect:The
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hidden force behind growth, profits and lasting value. Boston: hidden
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forcebehind
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Schaaf, Dick. Keeping the Edge. New York: Dutton, 1995. Schaaf, Dick.Keeping
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Whitely, Richard and Diane Hessan. Customer-Centered Growth. Whitely,
Whitely,Richard
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Reading, MA: Addison-Wesley Publishing Co. Inc., 1996. Reading,
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93 93
93
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
CUSTOMERFOCUS
FOCUS
94 94
94
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
16 16
16
TIMELY DECISION MAKING TIMELY
TIMELY DECISION
DECISION MAKING
MAKING
UNSKILLED UNSKILLED
UNSKILLED
Slow to decide or to declare Slow
Slowtotodecide
decideorortotodeclare
declare
Conservative and cautious Conservative
Conservativeand andcautious
cautious
May procrastinate, seek more information to build confidence and May
Mayprocrastinate,
procrastinate,seekseekmore
moreinformation
informationtotobuild
buildconfidence
confidenceand
and
avoid risk avoid
avoidrisk
risk
TIMELY DECISION MAKING


May be a perfectionist, needing to be right, protect strongly May
Maybebeaaperfectionist,
perfectionist,needing
needingtotobe
beright,
right,protect
protectstrongly
strongly
against criticism against
againstcriticism
criticism
May be disorganized and always scrambling to meet decision May
Maybebedisorganized
disorganizedandandalways
alwaysscrambling
scramblingtotomeet
meetdecision
decision
deadlines deadlines
deadlines
May be slow to make decisions on more complex issues May
Maybebeslow
slowtotomake
makedecisions
decisionson
onmore
morecomplex
complexissues
issues
SKILLED SKILLED
SKILLED
Makes decisions in a timely manner, sometimes with incomplete Makes
Makesdecisions
decisionsininaatimely
timelymanner,
manner,sometimes
sometimeswith
withincomplete
incomplete
information and under tight deadlines and pressure information
informationandandunder
undertight
tightdeadlines
deadlinesand
andpressure
pressure
16
16
16
Able to make a quick decision Able
Abletotomake
makeaaquick
quickdecision
decision

OVERUSEDSKILL
SKILL
May jump to conclusions and take action before reasonable May
Mayjump
jumptotoconclusions
conclusionsand andtake
takeaction
actionbefore
beforereasonable
reasonable
consideration of the information consideration
considerationofofthetheinformation
information
May get caught up in deciding for its own sake May
Mayget
getcaught
caughtup upinindeciding
decidingfor
forits
itsown
ownsake
sake
May have a chilling effect on getting everyones input before May
Mayhave
haveaachilling
chillingeffect
effectonongetting
gettingeveryones
everyonesinput
inputbefore
before
deciding deciding
deciding
Might be considered impulsive and impatient Might
Mightbebeconsidered
consideredimpulsive
impulsiveand
andimpatient
impatient
Might have some trouble and freeze on issues and problems that Might
Mighthave
havesome
sometrouble
troubleandandfreeze
freezeon onissues
issuesand
andproblems
problemsthat
that
are close calls are
areclose
closecalls
calls
May make decisions quickly to avoid debate and personal May
Maymake
makedecisions
decisionsquickly
quicklytotoavoid
avoiddebate
debateandandpersonal
personal
discomfort discomfort
discomfort
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 3, 11, 17, 33, 39, 41, 46, 47, 51, 52, 58, 59, 63, COMPENSATORS:3,3,11,
17,33,
33,39,
39,41,
41,46,
46,47,
47,51,
51,52,
52,58,
58,59,
59,63,
63,
65 65
65
95 95
95
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
TIMELYDECISION
DECISIONMAKING
MAKING
SOME CAUSES SOME

SOMECAUSES
CAUSES
Avoid conflict Avoid
Avoidconflict
conflict
Avoid risk Avoid
Avoidrisk
risk
Disorganized Disorganized
Disorganized
Easily intimidated Easily
Easilyintimidated
intimidated
Need too much information Need
Needtootoomuch
muchinformation
information
Not focused Not
Notfocused
focused
Perfectionist
Procrastinate Procrastinate
Procrastinate
Slow to make decisions Slow
Slowtotomake
makedecisions
decisions
Too busy Too
Toobusy
busy
Trouble meeting deadlines Trouble
Troublemeeting
meetingdeadlines
deadlines
THE MAP THE

THEMAP
MAP
Slow to act? Miss decision deadlines often? Have to scramble to get Slow
Slowtotoact?
act?Miss
Missdecision
decisiondeadlines
deadlinesoften?
often?HaveHavetotoscramble
scrambletotoget get
done? Still weighing the objections? Dont like to pull the trigger? done?
done?Still
Stillweighing
weighingthetheobjections?
objections?Dont Dontlike
liketotopull
pullthethetrigger?
trigger?
Unless youre lucky and work in a very stable niche, this behavior Unless
Unlessyoure
yourelucky
luckyand
andworkworkininaavery verystable
stableniche,
niche,thisthisbehavior
behavior
will get you left behind. You wont respond quickly enough to will
willget
getyou
youleft
leftbehind.
behind.You Youwont
wontrespond
respondquickly
quicklyenough
enoughtoto
change; you wont learn new things; people will be increasingly change;
change;you youwont
wontlearn
learnnew newthings;
things;people
peoplewill willbe
beincreasingly
increasingly
frustrated as you hold them up. The rewards are to the swift. David frustrated
frustratedasasyouyouhold
holdthem
themup. up.TheTherewards
rewardsare aretotothe
theswift.
swift.David
David
Ulrich, a top strategic business consultant says that in the past there Ulrich,
Ulrich,aatop
topstrategic
strategicbusiness
businessconsultant
consultantsays saysthatthatininthe
thepast
pastthere
there
was a premium on being right. That is shifting to being first. In the was
wasaapremium
premiumon onbeing
beingright.
right.That
Thatisisshifting
shiftingtotobeing
beingfirst.
first.InInthe
the
past, organizations brought out no product until it was time; they past,
past,organizations
organizationsbrought
broughtout outno noproduct
productuntiluntilititwas
wastime;time;theythey
worked to make sure it was right and it had a market. Now worked
workedtotomakemakesuresureititwas
wasright
rightandanditithad
hadaamarket.
market.Now Now
organizations put out products as fast as possible and fix them later organizations
organizationsput putout
outproducts
productsasasfast fastasaspossible
possibleand andfix fixthem
themlater later
after they get customer reaction. You may associate timely decisions after
afterthey
theygetgetcustomer
customerreaction.
reaction.You Youmaymayassociate
associatetimelytimelydecisions
decisions
with sloppy decisions, but this is not the case. Timely means sooner, with
withsloppy
sloppydecisions,
decisions,butbutthis
thisisisnot
notthe
thecase.
case.Timely
Timelymeansmeanssooner,
sooner,
as soon as possible or by a time certain date but not sloppy. Timely asassoon
soonasaspossible
possibleororbybyaatime
timecertain
certaindate
datebutbutnotnotsloppy.
sloppy.Timely
Timely
thoughtful decisions can be of high quality. Its quality thoughtful
thoughtfuldecisions
decisionscan
canbe beofofhigh
highquality.
quality.Its
Itsquality
quality
incrementalism. incrementalism.
incrementalism.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Perfectionist? Need or prefer or want to be 100% sure? 1.1.Perfectionist?
Perfectionist?Need Needororprefer
preferororwant
wanttotobe be100%
100%sure?
sure?
Want to make sure that all or at least most of your decisions are Want
Wanttotomake
makesuresurethat
thatall
allororatatleast
leastmost
mostofofyour
yourdecisions
decisionsare
are
right? A lot of people prefer that. Perfectionism is tough to let go right?
right?AAlot
lotofofpeople
peopleprefer
preferthat.
that.Perfectionism
Perfectionismisistough
toughtotolet
letgo
go
of because most people see it as a positive trait for them. They ofofbecause
becausemost
mostpeople
peopleseeseeititasasaapositive
positivetrait
traitfor
forthem.
them.They
They
pride themselves on never being wrong. Recognize perfectionism pride
pridethemselves
themselveson onnever
neverbeing
beingwrong.
wrong.Recognize
Recognizeperfectionism
perfectionism
for what it might be collecting more information than others do for
forwhat
whatititmight
mightbebecollecting
collectingmore moreinformation
informationthanthanothers
othersdo
do
to improve confidence in making a fault-free decision and thereby totoimprove
improveconfidence
confidenceininmaking
makingaafault-free
fault-freedecision
decisionand
andthereby
thereby
96 96
96
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
TIMELYDECISION
DECISIONMAKING
MAKING
avoiding the risk and criticism that would come from making avoiding
avoidingthe therisk
riskand
andcriticism
criticismthat
thatwould
wouldcome
comefromfrommaking
making
decisions faster. Anyone with a brain, unlimited time and 100% of decisions
decisionsfaster.
faster.Anyone
Anyonewith withaabrain,
brain,unlimited
unlimitedtimetimeand
and100%
100%ofof
the data can make good decisions. The real test is who can act the the
thedata
datacan canmake
makegoodgooddecisions.
decisions.The
Thereal
realtest
testisiswho
whocancanactactthe
the
soonest, being right the most, with less than all the data. Some soonest,
soonest,being
beingright
rightthethemost,
most,with
withless
lessthan
thanall
allthe
thedata.
data.Some
Some
studies suggest even successful general managers are about 65% studies
studiessuggest
suggesteven evensuccessful
successfulgeneral
generalmanagers
about65% 65%
correct. If you need to be more timely, you need to reduce your correct.
correct.IfIfyou
youneed
needtotobe bemore
moretimely,
timely,you
youneed
needtotoreduce
reduceyouryour
own internal need for data and the need to be perfect. Try to own
owninternal
internalneed
needfor fordata
dataandandthe
theneed
needtotobebeperfect.
perfect.TryTrytoto
decrease your need for data and your need to be right all the time decrease
decreaseyouryourneed
needforfordata
dataand
andyour
yourneed
needtotobeberight
rightall
allthe
thetime
time
slightly every week until you reach a more reasonable balance slightly
slightlyevery
everyweekweekuntil
untilyou
youreach
reachaamore
morereasonable
reasonablebalance
balance

between thinking it through and taking action. Try making some between
betweenthinking
thinkingititthrough
throughand andtaking
takingaction.
action.Try
Trymaking
makingsomesome
small decisions on little or no data. Trust your intuition more. Your small
smalldecisions
decisionson onlittle
littleororno
nodata.
data.Trust
Trustyour
yourintuition
intuitionmore.
more.YourYour
experience wont let you stray too far. Let your brain do the experience
experiencewontwontletletyou
youstray
straytoo
toofar.
far.Let
Letyour
yourbrain
braindo dothethe
calculations. calculations.
calculations.
2. Procrastinator? Are you a procrastinator? Get caught short 2.2.Procrastinator?
Procrastinator?Are Areyou
youaaprocrastinator?
procrastinator?Get Getcaught
caughtshortshort
on deadlines? Do it all at the last minute? Not only will you not be onondeadlines?
deadlines?Do Doititall
allatatthe
thelast
lastminute?
minute?Not Notonly
onlywill
willyou
younotnotbebe
timely, your decision quality and accuracy will be poor. timely,
timely,youryourdecision
decisionquality
qualityandandaccuracy
accuracywill willbe
bepoor.
poor.
Procrastinators miss deadlines and performance targets. If you Procrastinators
Procrastinatorsmiss missdeadlines
deadlinesand andperformance
performancetargets.targets.IfIfyou
you
16
16
16
procrastinate, you might not produce consistent decisions. Start procrastinate,
procrastinate,you youmight
mightnot notproduce
produceconsistent
consistentdecisions.
decisions.Start
Start
earlier. Always do 10% of thinking about the decision immediately earlier.
earlier.Always
Alwaysdo do10%
10%ofofthinking
thinkingabout
aboutthe thedecision
decisionimmediately
immediately
after it is assigned so you can better gauge what it is going to take after
afterititisisassigned
assignedso soyouyoucancanbetter
bettergauge
gaugewhatwhatititisisgoing
goingtototake
take
to finish the rest. Divide decisions into thirds or fourths and totofinish
finishthe therest.
rest.Divide
Dividedecisions
decisionsinto
intothirds
thirdsororfourths
fourthsandand
schedule time to work on them spaced over the delivery period. schedule
scheduletime timetotowork
workon onthem
themspaced
spacedover overthe
thedelivery
deliveryperiod.
period.
Remember one of Murphys Laws. It takes 90% of the time to do Remember
Rememberone oneofofMurphys
MurphysLaws. Laws.ItIttakes
takes90%90%ofofthe thetime
timetotododo
90% of the project, and another 90% of the time to finish the 90%
90%ofofthe theproject,
project,andandanother
another90%90%ofofthe thetime
timetotofinish
finishthethe
remaining 10%. Always leave more time than you think its going remaining
remaining10%. 10%.Always
Alwaysleaveleavemore
moretimetimethan
thanyouyouthink
thinkits
itsgoing
going
to take. Set up checkpoints for yourself along the way. Schedule tototake.
take.Set Setup upcheckpoints
checkpointsfor foryourself
yourselfalong
alongthe theway.
way.Schedule
Schedule
early data collection and analysis. Dont wait until the last early
earlydata
datacollection
collectionandandanalysis.
analysis.Dont
Dontwait waituntil
untilthe
thelast
last
moment. Set an internal deadline one week before the real one. moment.
moment.Set Setananinternal
internaldeadline
deadlineoneoneweek
weekbefore
beforethe thereal
realone.
one.
More help? See #47 Planning. More
Morehelp?
help?See See#47
#47Planning.
Planning.
3. Disorganized? Dont always get to everything on time? 3.3.Disorganized?
Disorganized?Dont Dontalways
alwaysgetgettotoeverything
everythingon ontime?
time?
Forget deadlines? Lose requests for decisions? Under time pressure Forget
Forgetdeadlines?
deadlines?Lose
Loserequests
requestsfor fordecisions?
decisions?Under
Undertime timepressure
pressure
and increased uncertainty, you have to put the keel in the water and
andincreased
increaseduncertainty,
uncertainty,youyouhave
havetotoput
putthe
thekeel
keelininthe
thewater
water
yourself. You cant operate helter skelter and make quality timely yourself.
yourself.YouYoucant
cantoperate
operatehelter
helterskelter
skelterand
andmake
makequality
qualitytimely
timely
decisions. You need to set tighter priorities. Focus more on the decisions.
decisions.YouYouneed
needtotoset
settighter
tighterpriorities.
priorities.Focus
Focusmore
moreon onthe
the
mission-critical few decisions. Dont get diverted by trivial work mission-critical
mission-criticalfew
fewdecisions.
decisions.Dont
Dontgetgetdiverted
divertedbybytrivial
trivialwork
work
and other decisions. Get better organized and disciplined. Keep a and
andother
otherdecisions.
decisions.Get
Getbetter
betterorganized
organizedand anddisciplined.
disciplined.Keep
Keepaa
decision log. When a decision opportunity surfaces, immediately decision
decisionlog.
log.When
Whenaadecision
decisionopportunity
opportunitysurfaces,
surfaces,immediately
immediately
log it along with the ideal date it needs to be made. Plan log
logititalong
alongwith
withthe
theideal
idealdate
dateititneeds
needstotobebemade.
made.PlanPlan
97 97
97
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
TIMELYDECISION
DECISIONMAKING
MAKING
backwards to the work necessary to make the decision on time. If backwards

backwardstotothe
thework
worknecessary
necessarytotomake
makethe
thedecision
decisionon ontime.
time.IfIf
you are not disciplined in how you work and are sometimes late you
youare
arenot
notdisciplined
disciplinedininhow
howyouyouwork
workand
andare
aresometimes
sometimeslate
late
making decisions and taking action because of it, buy a book on making
makingdecisions
decisionsand
andtaking
takingaction
actionbecause
buyaabook
bookonon
both Total Quality Management and Process Re-Engineering. Go both
bothTotal
TotalQuality
QualityManagement
Re-Engineering.Go Go
to one workshop on efficient and effective work design. More totoone
oneworkshop
efficientand
andeffective
effectivework design.More
workdesign. More
help? See #50 Priority Setting, #52 Process Management, #62 help?
help?See
See#50
#50Priority
PrioritySetting,
Setting,#52
#52Process
ProcessManagement,
Management,#62 #62
Time Management and #63 Total Quality Management/ Re- Time
TimeManagement
Managementand and#63#63Total
TotalQuality
QualityManagement/
Management/Re- Re-
Engineering. Engineering.
Engineering.
4. Too cautious and conservative? Analysis paralysis? Break 4.4.Too
Toocautious
cautiousand andconservative?
conservative?AnalysisAnalysisparalysis?
paralysis?Break
Break
out of your examine-it-to-death and always take the safest path out
outofofyour
yourexamine-it-to-death
examine-it-to-deathand andalways
alwaystake
takethethesafest
safestpath
path
mode and just do it. Increasing timeliness will increase errors and mode
modeand andjust
justdodoit.it.Increasing
Increasingtimeliness
timelinesswill
willincrease
increaseerrors
errorsandand
mistakes but it also will get more done faster. Develop a more mistakes
mistakesbut
butititalso
alsowillwillget
getmore
moredonedonefaster.
faster.Develop
Developaamore more
philosophical stance toward failure/criticism. After all, most philosophical
philosophicalstance
stancetoward
towardfailure/criticism.
failure/criticism.After
Afterall,
all,most
most
innovations fail, most proposals fail, most change efforts fail, innovations
innovationsfail,
fail,most
mostproposals
proposalsfail,
fail,most
mostchange
changeefforts
effortsfail,
fail,
anything worth doing takes repeated effort. The best tack when anything
anythingworth
worthdoing
doingtakestakesrepeated
repeatedeffort.
effort.The
Thebest
besttacktackwhen
when
confronted with a mistake is to say, What can we learn from confronted
confrontedwithwithaamistake
mistakeisistotosay,
say,What
Whatcancanwe welearn
learnfrom
from
this? Ask yourself if your need to be cautious matches the this?
this?Ask
Askyourself
yourselfififyour
yourneed
needtotobebecautious
cautiousmatches
matchesthe the
requirements for speed and timeliness of your job. More help? requirements
requirementsfor forspeed
speedand andtimeliness
timelinessofofyour job.More
yourjob. Morehelp?
help?
See #45 Personal Learning. See
See#45
#45Personal
PersonalLearning.
Learning.
5. Selective timeliness. Its very common for people to be 5.5.Selective
Selectivetimeliness.
timeliness.Its Itsvery
verycommon
commonfor forpeople
peopletotobebe
timely in some areas (budget decisions) and untimely in others timely
timelyininsome
someareasareas(budget
(budgetdecisions)
decisions)andanduntimely
untimelyininothers
others
(give an employee negative feedback). Sometimes we avoid (give
(giveananemployee
employeenegative
negativefeedback).
feedback).Sometimes
Sometimeswe weavoid
avoid
certain areas. Create two columns. Left side are the areas where certain
certainareas.
areas.Create
Createtwotwocolumns.
columns.Left Leftside
sideare
arethe
theareas
areaswhere
where
you seem to make timely and speedy decisions. Whats common you
youseem
seemtotomake maketimely
timelyandandspeedy
speedydecisions.
decisions.Whats
Whatscommon
common
about those areas? Right side are the areas where you hold back, about
aboutthose
thoseareas?
areas?Right
Rightside
sideare arethe
theareas
areaswhere
whereyou youhold
holdback,
back,
hesitate and wait too long to decide. Whats common to that list? hesitate
hesitateandandwaitwaittoo
toolong
longtotodecide.
decide.Whats
Whatscommon
commontotothat thatlist?
list?
Money involved? People? Risk? Higher managements involved? Money
Moneyinvolved?
involved?People?
People?Risk?Risk?Higher
Highermanagements
managementsinvolved?involved?
Are you avoiding detail or strategy or a technical area you dislike Are
Areyou
youavoiding
avoidingdetail
detailororstrategy
strategyororaatechnical
technicalarea areayou
youdislike
dislike
or know little about? Since you already make timely decisions in at ororknow
knowlittle
littleabout?
about?Since
Sinceyouyoualready
alreadymake
maketimely
timelydecisions
decisionsininatat
least one area, transfer your decision behaviors and practices to least
leastone
onearea,
area,transfer
transferyouryourdecision
decisionbehaviors
behaviorsand andpractices
practicestoto
the other areas. You already have the skills. You just need to get the
theother
otherareas.
areas.You
Youalready
alreadyhave havethe theskills.
skills.You
Youjust
justneed
needtotogetget
over the barriers (most likely attitude barriers) in the more difficult over
overthe
thebarriers
barriers(most
(mostlikely
likelyattitude
attitudebarriers)
barriers)ininthe
themore
moredifficult
difficult
areas. If you lack expertise, access your network. Go to the two areas.
areas.IfIfyou
youlacklackexpertise,
expertise,access
accessyouryournetwork.
network.Go Gototothe
thetwo
two
wisest people you know on the decision, hire a consultant, wisest
wisestpeople
peopleyou youknow
knowon onthethedecision,
decision,hire
hireaaconsultant,
consultant,
convene a one-time problem-solving group. You dont have to be convene
conveneaaone-time
one-timeproblem-solving
problem-solvinggroup. group.You Youdont
donthave
havetotobe be
an expert in the area, but you do need to know how to access an
anexpert
expertininthe thearea,
area,but
butyouyoudo doneed
needtotoknow
knowhow howtotoaccess
access
expertise to make timely decisions. expertise
expertisetotomakemaketimely
timelydecisions.
decisions.
98 98
98
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
TIMELYDECISION
DECISIONMAKING
MAKING
6. Selective people. Sometimes we are timely with some 6.6.Selective

Selectivepeople.
people.Sometimes
Sometimeswe weare
aretimely
timelywith
withsome
some
people and not with others. Many times it relates to how they people
peopleand andnot
notwith
withothers.
others.Many
Manytimes
timesititrelates
relatestotohow
howtheythey
react to you. There are easy to approach people and difficult to react
reacttotoyou.
you.There
Thereare areeasy
easytotoapproach
approachpeople
peopleandanddifficult
difficulttoto
deal with people. There are supportive people and punishing deal
dealwith
withpeople.
people.There
Therearearesupportive
supportivepeople
peopleand andpunishing
punishing
people. You may naturally adjust your decision-making style to people.
people.You Youmay
maynaturally
naturallyadjust
adjustyour
yourdecision-making
decision-makingstyle styletoto
match the decision customer. Sometimes we avoid hard to deal match
matchthe thedecision
decisioncustomer.
customer.Sometimes
Sometimeswe weavoid
avoidhard
hardtotodeal
deal
with people, leaving them to the last minute because we want to with
withpeople,
people,leaving
leavingthemthemtotothe thelast
lastminute
minutebecause
becausewe wewant
wanttoto
be right and not get punished or demeaned. Mentally rehearse for be
beright
rightand
andnot
notgetgetpunished
punishedorordemeaned.
demeaned.Mentally
Mentallyrehearse
rehearsefor for
worst case scenarios/hard to deal with people. Anticipate what the worst
worstcasecasescenarios/hard
scenarios/hardtotodeal dealwith
withpeople.
people.Anticipate
Anticipatewhat whatthe the

person might say and have responses prepared so as not to be person
personmightmightsaysayand
andhave
haveresponses
responsesprepared
preparedso soasasnot
nottotobebe
caught off guard. Focus on two or three key points in conflict caught
caughtoff offguard.
guard.Focus
Focuson ontwo
twoororthree
threekey keypoints
pointsininconflict
conflict
situations and stick to those clearly and politely. Try not to bring situations
situationsand andstick
sticktotothose
thoseclearly
clearlyand
andpolitely.
politely.Try
Trynot
nottotobring
bring
up everything you can think of, but instead focus on essence. Try up
upeverything
everythingyou youcancanthink
thinkof,
of,but
butinstead
insteadfocus
focusononessence.
essence.Try Try
trial balloons with difficult people. Sometime before a decision is trial
trialballoons
balloonswith
withdifficult
difficultpeople.
people.Sometime
Sometimebefore beforeaadecision
decisionisis
due, float up a small trial balloon on a direction you are thinking due,
due,float
floatupupaasmall
smalltrial
trialballoon
balloonon onaadirection
directionyou youarearethinking
thinking
of. Youll take a little heat and maybe a little punishment, but of.
of.Youll
Youlltake
takeaalittle
littleheat
heatandandmaybe
maybeaalittle
littlepunishment,
punishment,but but
youll also get information to create a better decision later. More youll
youllalso
alsogetgetinformation
informationtotocreate
createaabetter
betterdecision later.More
decisionlater. More
help? See #12 Conflict Management. help?
help?See See#12
#12Conflict
ConflictManagement.
Management.
16
16
16
7. Decision incrementalism. Think of a big decision as a 7.7.Decision
Decisionincrementalism.
incrementalism.Think Thinkofofaabig bigdecision
decisionasasaa
series of smaller ones. The essence of timely decision making is the series
seriesofofsmaller
smallerones.
ones.The Theessence
essenceofoftimely
timelydecision
decisionmaking
makingisisthe the
tolerance of increased errors and mistakes and absorbing the tolerance
toleranceofofincreased
increasederrors
errorsand
andmistakes
mistakesand andabsorbing
absorbingthe the
possible heat and criticism that follow. Acting on an ill-defined possible
possibleheat
heatandandcriticism
criticismthat
thatfollow.
follow.Acting
Actingon onan anill-defined
ill-defined
problem with no precedents to follow in a hurry means shooting problem
problemwith withno noprecedents
precedentstotofollow
followininaahurryhurrymeans
meansshooting
shooting
in the dark with as informed a decision as you can make at the ininthe
thedark
darkwith
withasasinformed
informedaadecision
decisionasasyou youcan
canmake
makeatatthe the
time. Incrementalists make a series of smaller decisions, get instant time.
time.Incrementalists
Incrementalistsmake makeaaseries
seriesofofsmaller
smallerdecisions,
decisions,get getinstant
instant
feedback, correct the course, get a little more data, move forward feedback,
feedback,correct
correctthethecourse,
course,get
getaalittle
littlemore
moredata,
data,move
moveforward
forward
a little more, until the bigger decision gets made. They dont try to aalittle
littlemore,
more,until
untilthe
thebigger
biggerdecision
decisiongetsgetsmade.
made.They
Theydont
donttrytrytoto
get it right the first time. They try their best educated guess now, get
getititright
rightthe
thefirst
firsttime.
time.They
Theytry
trytheir
theirbest
besteducated
educatedguess guessnow,
now,
and then correct as feedback comes in. Many problem-solving and
andthen
thencorrect
correctasasfeedback
feedbackcomes
comesin. in.Many
Manyproblem-solving
problem-solving
studies show that the second or third try is when we really studies
studiesshow
showthatthatthe
thesecond
secondororthird
thirdtrytryisiswhen
whenwe wereally
really
understand the underlying dynamics of problems. So you need to understand
understandthe theunderlying
underlyingdynamics
dynamicsofofproblems.
problems.So Soyouyouneed
needtoto
work on two practices. Start smaller so you can recover more work
workon ontwo
twopractices.
practices.Start
Startsmaller
smallerso soyou
youcan canrecover
recovermoremore
quickly. Do something as soon as you can and get used to heat. quickly.
quickly.Do Dosomething
somethingasassoon soonasasyou
youcancanand andget
getused
usedtotoheat.
heat.
8. Stress and conflict under time pressure. Some are 8.8.Stress
Stressandandconflict
conflictunder
undertimetimepressure.
pressure.Some
Someare
are
energized by time pressure. Some are stressed with time pressure. energized
energizedby bytime
timepressure.
pressure.Some
Someare
arestressed
stressedwith
withtime
timepressure.
pressure.
It actually slows us down. We lose our anchor. We are not at our ItItactually
actuallyslows
slowsus usdown.
down.WeWelose
loseour
ouranchor.
anchor.We
Weare
arenot
notatatour
our
best when we are pushed. We get more anxious, frustrated, best
bestwhen
whenwe wearearepushed.
pushed.WeWeget
getmore
moreanxious,
anxious,frustrated,
frustrated,
upset. What brings out your emotional response? Write down why upset.
upset.What
Whatbrings
bringsout
outyour
youremotional
emotionalresponse?
response?Write
Writedown
downwhywhy
99 99
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RobertW.W.Eichinger
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DECISIONMAKING
MAKING
you get anxious under time pressure. What fears does it surface? you
youget
getanxious
anxiousunder
undertime
timepressure.
pressure.What
Whatfears
fearsdoes
doesititsurface?
surface?
Dont want to make a mistake? Afraid of the unknown Dont
Dontwant
wanttotomake
makeaamistake?
mistake?Afraid
Afraidofofthe
theunknown
unknown
consequences? Dont have the confidence to decide? When you consequences?
consequences?Dont Donthave
havethe
theconfidence
confidencetotodecide?
decide?When
Whenyou you
get stressed, drop the problem for a moment. Go do something get
getstressed,
stressed,drop
dropthetheproblem
problemfor
foraamoment.
moment.Go Godo
dosomething
something
else. Come back to it when you are under better control. Let your else.
else.Come
Comeback
backtotoititwhen
whenyou
youare
areunder
underbetter
bettercontrol.
control.Let
Letyour
your
brain work on it while you do something safer. More help? See brain
brainwork
workononititwhile
whileyou
youdo
dosomething safer.More
somethingsafer. Morehelp?
help?SeeSee
#11 Composure and #107 Lack of Composure. #11
#11Composure
#107Lack
LackofofComposure.
Composure.
9. Delayed disclosure. Another common pattern is for a 9.9.Delayed
Delayeddisclosure.
disclosure.AnotherAnothercommon commonpatternpatternisisfor foraa
person to have no problem making timely decisions inside ones person
persontotohavehavenonoproblem
problemmaking
makingtimely timelydecisions
decisionsinside
insideones
ones
head; the problem is holding back announcing the decisions until head;
head;thetheproblem
problemisisholding
holdingback
backannouncing
announcingthe thedecisions
decisionsuntiluntil
they become untimely. In this case, there is nothing wrong with they
theybecome
becomeuntimely.
untimely.InInthis
thiscase,
case,there
thereisisnothing
nothingwrong
wrongwith with
your decision-making program; its usually your courage and your
yourdecision-making
decision-makingprogram;program;its itsusually
usuallyyour
yourcourage
courageand and
confidence programs. How soon did you come to the decision you confidence
confidenceprograms.
programs.How Howsoon
soondid didyou youcome
cometotothe thedecision
decisionyouyou
are now finally making public? Two weeks ago? Why did you hold are
arenow
nowfinally
finallymaking
makingpublic?
public?TwoTwoweeksweeksago? ago?WhyWhydid didyou
youhold
hold
it back? Afraid of the reaction? Getting yourself emotionally ititback?
back?Afraid
Afraidofofthe
thereaction?
reaction?Getting
Gettingyourself
yourselfemotionally
emotionally
prepared for the heat? Trying to find the safest time to declare? prepared
preparedfor forthe
theheat?
heat?Trying
Tryingtotofind
findthe thesafest
safesttime
timetotodeclare?
declare?
People like this dont usually change their minds once the decision People
Peoplelike
likethis
thisdont
dontusually
usuallychange
changetheir theirminds
mindsonce
oncethe thedecision
decision
is made; they just change their minds about when to tell people isismade;
made;theytheyjust
justchange
changetheirtheirminds
mindsabout aboutwhen
whentototell tellpeople
people
what they have decided. To check this out, write down the what
whatthey
theyhave
havedecided.
decided.ToTocheck
checkthis thisout,out,write
writedown
downthe the
decisions you would make right now, then compare them with the decisions
decisionsyou youwould
wouldmakemakeright
rightnow,
now,then thencompare
comparethem themwithwiththethe
decisions you actually make and announce later. Are the decisions decisions
decisionsyou youactually
actuallymake
makeand andannounce
announcelater. later.Are
Arethe thedecisions
decisions
more the same than different? If they are more the same, you may more
morethethesame
samethan
thandifferent?
different?IfIfthey
theyare aremore
morethethesame,
same,you youmaymay
have this problem. Since the noise and the heat are the same, the have
havethis
thisproblem.
problem.Since
Sincethethenoise
noiseand andthe theheat
heatarearethe
thesame,
same,the the
simple solution is to declare as soon as you have made the simple
simplesolution
solutionisistotodeclare
declareasassoon
soonasasyou youhave
havemade
madethe the
decision. Better to be done with it. If there is any useful data in decision.
decision.Better
Bettertotobe
bedone
donewith
withit.it.IfIfthere
thereisisany
anyuseful
usefuldata datainin
the noise and heat, you can adjust your decision sooner. the
thenoise
noiseandandheat,
heat,you
youcancanadjust
adjustyouryourdecision
decisionsooner.
sooner.
10. Hesitate in the face of resistance and adverse 10.
10.Hesitate
Hesitatein inthe
thefacefaceofofresistance
resistanceand andadverse
adverse
reaction? Conflict slows you down? Shakes your confidence in reaction?
reaction?Conflict
Conflictslows
slowsyou
youdown?
down?Shakes
Shakesyour yourconfidence
confidenceinin
your decision? Do you backpedal? Give in too soon? Try to make your
yourdecision?
decision?Do Doyouyoubackpedal?
backpedal?GiveGiveinintoo
toosoon?
soon?TryTrytotomake
make
everyone happy? Do your homework first. Scope the problem, everyone
everyonehappy?
happy?Do Doyour
yourhomework
homeworkfirst.first.Scope
Scopethetheproblem,
problem,
consider options, pick one, develop a rationale, then go to others. consider
consideroptions,
options,pick
pickone,
one,develop
developaarationale,
rationale,thenthengogototoothers.
others.
Be prepared to defend your selection; know what they will ask, Be
Beprepared
preparedtotodefend
defendyouryourselection;
selection;know
knowwhat whatthey
theywill
willask,
ask,
what they will object to, how this decision will affect them. Listen what
whatthey
theywill
willobject
objectto,to,how
howthis
thisdecision
decisionwillwillaffect
affectthem.
them.Listen
Listen
carefully, invite criticism of your idea and revise accordingly in the carefully,
carefully,invite
invitecriticism
criticismofofyour
youridea
ideaand
andrevise
reviseaccordingly
accordinglyininthe the
face of real data. Otherwise, hold your ground. face
faceofofreal
realdata.
data.Otherwise,
Otherwise,holdholdyour
yourground.
ground.
100 100
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Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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Reserved.
TIMELYDECISION
DECISIONMAKING
MAKING

SUGGESTEDREADINGS
READINGS
Dawson, Roger. The Confident Decision Maker. New York: William Dawson, Roger.The
Dawson,Roger. TheConfident
ConfidentDecision
DecisionMaker.
Maker.New
NewYork:
York:William
William
Morrowand
andCompany,
Company,1993.
1993.
Gartner, Scott Sigmund. Strategic Assessment in War. New Haven, Gartner,
Gartner,Scott Sigmund.Strategic
ScottSigmund. StrategicAssessment
AssessmentininWar.
War.New
NewHaven,
Haven,
CN: Yale University Press, 1999. CN:
CN:Yale
YaleUniversity
UniversityPress,
Press,1999.
1999.
Klein, Gary. Sources of Power: How people make decisions. Boston: Klein, Gary.Sources
Klein,Gary. SourcesofofPower:
Power:How
Howpeople
peoplemake
makedecisions.
decisions.Boston:
Boston:
MIT Press, 1999. MIT
MITPress,
Press,1999.
1999.
Maihafer, Harry J. Brave decisions: Moral courage from the Maihafer, HarryJ.J.Brave
Maihafer,Harry Bravedecisions:
decisions:Moral
Moralcourage
couragefrom
fromthe
the

Revolutionary War to Desert Storm. London, England; Washington: Revolutionary
RevolutionaryWarWartotoDesert
DesertStorm.
Storm.London,
London,England;
England;Washington:
Washington:
Brasseys, Inc., 1995. Brasseys,
Brasseys,Inc.,
Inc.,1995.
1995.
Muirhead, Brian K. and William L. Simon. High Velocity Leadership Muirhead,
Muirhead,Brian
BrianK.K.and
andWilliam Simon.High
WilliamL.L.Simon. HighVelocity
VelocityLeadership
Leadership
The Mars Pathfinder Approach to Faster, Better, Cheaper. New York: The
TheMars
MarsPathfinder
PathfinderApproach
ApproachtotoFaster,
Faster,Better,
Better,Cheaper.
Cheaper.New
NewYork:
York:
HarperBusiness, 1999. HarperBusiness,
HarperBusiness,1999.
1999.
ODell, William F. Effective Business Decision Making. Lincolnwood, ODell, WilliamF.F.Effective
ODell,William EffectiveBusiness
BusinessDecision
DecisionMaking.
Making.Lincolnwood,
Lincolnwood,
IL: NTC Business Books, 1991. IL:IL:NTC
NTCBusiness
BusinessBooks,
Books,1991.
1991.
16
16
16
101 101
101
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1996,1998,
1998,2000
2000Michael
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RobertW.W.Eichinger
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RightsReserved.
Reserved.
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DECISIONMAKING
MAKING
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102
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RobertW.W.Eichinger
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Reserved.
17 17
17
DECISION QUALITY DECISION
DECISION QUALITY
QUALITY
UNSKILLED UNSKILLED
UNSKILLED
Goes first with quick solutions, conclusions and statements before Goes
Goesfirst
firstwith
withquick
quicksolutions,
solutions,conclusions
conclusionsand andstatements
statementsbefore
before
analysis analysis
analysis
May rely too much on self doesnt ask for help May
Mayrely
relytoo
toomuch
muchon onself
selfdoesnt
doesntask
askfor
forhelp
help
Making decisions may trigger emotions and impatience Making
Makingdecisions
decisionsmay maytrigger
triggeremotions
emotionsandandimpatience
impatience
May not use orderly decision methods, models or ways to think May
Maynotnotuseuseorderly
orderlydecision
decisionmethods,
methods,models
modelsororways waystotothink
think
May jump to conclusions based on prejudices, historical solutions May
Mayjump
jumptotoconclusions
conclusionsbased
basedononprejudices,
prejudices,historical
historicalsolutions
solutions
DECISION QUALITY
DECISION QUALITY
DECISION QUALITY
or narrow perspective orornarrow
narrowperspective
perspective
Doesnt take the time to define the problem before deciding Doesnt
Doesnttaketakethe
thetime
timetotodefine
definethe
theproblem
problembefore
beforedeciding
deciding
May have trouble with complexity May
Mayhave
havetrouble
troublewith
withcomplexity
complexity
May wait too long, agonize over every detail to avoid risk or error May
Maywait
waittootoolong,
long,agonize
agonizeover
overevery
everydetail
detailtotoavoid
avoidrisk
riskororerror
error
May go for the big elegant decision when five little ones would be May
Maygo gofor
forthe
thebig
bigelegant
elegantdecision
decisionwhen
whenfivefivelittle
littleones
oneswould
wouldbe be
better better
better
17
17
17
SKILLED SKILLED
SKILLED
Makes good decisions (without considering how much time it Makes
Makesgood
gooddecisions
decisions(without
(withoutconsidering
consideringhow
howmuch
muchtimetimeitit
takes) based upon a mixture of analysis, wisdom, experience, and takes)
takes)based
basedupon
uponaamixture
mixtureofofanalysis,
analysis,wisdom,
wisdom,experience,
experience,and and
judgment judgment
judgment
Most of his/her solutions and suggestions turn out to be correct Most
Mostofofhis/her
his/hersolutions
solutionsand
andsuggestions
suggestionsturn
turnout
outtotobe
becorrect
correct
and accurate when judged over time and
andaccurate
accuratewhen
whenjudged
judgedover
overtime
time
Sought out by others for advice and solutions Sought
Soughtout
outbybyothers
othersfor
foradvice
adviceand
andsolutions
solutions

OVERUSEDSKILL
SKILL
May see him/herself as overly wise or close to perfect, as someone May
Maysee
seehim/herself
him/herselfasasoverly
overlywise
wiseororclose
closetotoperfect,
perfect,asassomeone
someone
who cant or doesnt make mistakes who
whocant
cantorordoesnt
doesntmake
makemistakes
mistakes
May be seen as stubborn and not willing to negotiate or May
Maybe
beseen
seenasasstubborn
stubbornand andnot
notwilling
willingtotonegotiate
negotiateoror
compromise compromise
compromise
May get frustrated when advice is rejected May
Mayget
getfrustrated
frustratedwhen
whenadvice
adviceisisrejected
rejected
May not relate well to less data-based people May
Maynot
notrelate
relatewell
welltotoless
lessdata-based
data-basedpeople
people
Selectone
onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensatefor foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 2, 5, 12, 16, 30, 32, 33, 37, 45, 51, 52, 58, 61, COMPENSATORS:
COMPENSATORS:2,2,5,5,12,
12,16,
16,30,
30,32,
32,33,
33,37,
37,45,
45,51,
51,52,
52,58,
58,61,
61,
63 63
63
103 103
103
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Lombardo& &Robert
RobertW.W.Eichinger
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RightsReserved.
Reserved.
DECISIONQUALITY
QUALITY
SOME CAUSES SOME

SOMECAUSES
CAUSES
Arrogant Arrogant
Arrogant
Excessive emotionality; avoiding risk and exposure Excessive
Excessiveemotionality;
emotionality;avoiding
avoidingriskriskand
andexposure
exposure
Faulty thinking Faulty
Faultythinking
thinking
Impatient; dont wait for the data Impatient;
Impatient;dont
dontwaitwaitfor
forthe
thedata
data
Narrow perspective Narrow
Narrowperspective
perspective
Perfectionist; wait too long for all of the data Perfectionist;
Perfectionist;wait
waittoo
toolong
longfor
forall
allofofthe
thedata
data
Prejudiced; preconceived solutions; rigid Prejudiced;
Prejudiced;preconceived
preconceivedsolutions;
solutions;rigid
rigid
Want to do it all yourself; wont ask for help Want
Wanttotododoititall
allyourself;
yourself;wont
wontask askfor
forhelp
help
THE MAP THE

THEMAP
MAP
Life and work are just a series of big and small decisions followed Life
Lifeand
andwork
workare arejust
justaaseries
seriesofofbigbigand
andsmall
smalldecisions
decisionsfollowed
followed
by action in line with the decisions. Good decisions are based upon by
byaction
actionininline
linewith
withthethedecisions.
decisions.GoodGooddecisions
decisionsare arebased
basedupon
upon
a mixture of data, analysis, intuition, wisdom, experience, and aamixture
mixtureofofdata,
data,analysis,
analysis,intuition,
intuition,wisdom,
wisdom,experience,
experience,and
and
judgment. Making good decisions involves being patient enough to judgment.
judgment.Making
Makinggood gooddecisions
decisionsinvolves
involvesbeing
beingpatient
patientenough
enoughtoto
collect the available information, being humble enough to ask for collect
collectthe
theavailable
availableinformation,
information,being beinghumble
humbleenoughenoughtotoask
askfor
for
other peoples opinions and thoughts and then coldly making the other
otherpeoples
peoplesopinions
opinionsandandthoughts
thoughtsand andthen
thencoldly
coldlymaking
makingthethe
decision. No one is ever right all the time; its the percent correct decision.
decision.NoNoone oneisisever
everright
rightallallthe
thetime;
time;its
itsthe
thepercent
percentcorrect
correct
over time that matters. over
overtime
timethat
thatmatters.
matters.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Know your biases. Be clear and honest with yourself about 1.1.Know
Knowyour yourbiases.
biases.Be Beclear
clearand
andhonest
honestwith
withyourself
yourselfabout
about
your attitudes, beliefs, biases, opinions and prejudices and your your
yourattitudes,
attitudes,beliefs,
beliefs,biases,
biases,opinions
opinionsand
andprejudices
prejudicesandandyour
your
favorite solutions. We all have them. The key is not to let them favorite
favoritesolutions.
solutions.We Weall
allhave
havethem.
them.The
Thekey
keyisisnot
nottotolet
letthem
them
affect your objective and cold decision making. Before making any affect
affectyour
yourobjective
objectiveand
andcold
colddecision
decisionmaking.
making.Before
Beforemaking
makingany any
sizable decision, ask yourself, are any of my biases affecting this sizable
sizabledecision,
decision,askaskyourself,
yourself,are
areany
anyofofmy
mybiases
biasesaffecting
affectingthisthis
decision? Do you play favorites, deciding quickly in one area, but decision?
decision?Do Doyouyouplay
playfavorites,
favorites,deciding
decidingquickly
quicklyininone
onearea,
area,but
but
holding off in another? Do you avoid certain topics, people, holding
holdingoffoffininanother?
another?Do Doyou
youavoid
avoidcertain
certaintopics,
topics,people,
people,
groups, functional areas because youre not comfortable or dont groups,
groups,functional
functionalareas
areasbecause
becauseyoure
yourenot
notcomfortable
comfortableorordontdont
know? Do you drag out your favorite solutions often? Too often? know?
know?Do Doyou youdrag
dragout
outyour
yourfavorite
favoritesolutions
solutionsoften?
often?TooToooften?
often?
2. Check yourself for these common errors in thinking: 2.2.Check
Checkyourself
yourselffor forthese
thesecommon
commonerrors errorsin inthinking:
thinking:
Do you state as facts things that are really opinions or Do
Doyou
youstate
stateasasfacts
factsthings
thingsthat
thatare
arereally
reallyopinions
opinionsoror
assumptions? Are you sure these assertions are facts? State assumptions?
assumptions?Are Areyou
yousure
surethese
theseassertions
assertionsare
arefacts?
facts?State
State
opinions and assumptions as that and dont present them as facts. opinions
opinionsandandassumptions
assumptionsasasthatthatand
anddont
dontpresent
presentthem
themasasfacts.
facts.
Do you attribute cause and effect to relationships when you dont Do
Doyou
youattribute
attributecause
causeandandeffect
effecttotorelationships
relationshipswhen
whenyouyoudont
dont
know if one causes the other? If sales are down, and we increase know
knowififone
onecauses
causesthetheother?
other?IfIfsales
salesare
aredown,
down,and andwe
weincrease
increase
advertising and sales go up, this doesnt prove causality. They are advertising
advertisingand
andsales
salesgogoup,
up,this
thisdoesnt
doesntprove
provecausality.
causality.They
Theyare
are
simply related. Say we know that the relationship between sales/ simply
simplyrelated.
related.Say
Sayweweknow
knowthatthatthe
therelationship
relationshipbetween
betweensales/
sales/
advertising is about the same as sales/number of employees. If advertising
advertisingisisabout
aboutthethesame
sameasassales/number
sales/numberofofemployees.
employees.IfIf
104 104
104
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2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
DECISIONQUALITY
QUALITY
sales go down, we probably wouldnt hire more people, so make sales

salesgo
godown,
down,we weprobably
probablywouldnt
wouldnthire
hiremore
morepeople,
people,so somake
make
sure one thing causes the other before acting on it. Do you sure
sureone
onething
thingcauses
causesthe
theother
otherbefore
beforeacting
actingon
onit.it.Do
Doyou
you
generalize from a single example without knowing if that single generalize
generalizefrom
fromaasingle
singleexample
examplewithout
withoutknowing
knowingififthat
thatsingle
single
example does generalize? example
exampledoes
doesgeneralize?
generalize?
3. Do you do enough analysis? Thoroughly define the 3.3.Do
Doyouyoudo doenough
enoughanalysis?
analysis?Thoroughly
Thoroughlydefine definethethe
problem. Figure out what causes it. Keep asking why. See how problem.
problem.Figure
Figureout
outwhat
whatcauses
causesit.it.Keep
Keepasking
askingwhy. why.SeeSeehow
how
many causes you can come up with and how many organizing many
manycauses
causesyouyoucan
cancome
comeup upwith
withandandhow
howmany manyorganizing
organizing
buckets you can put them in. This increases the chance of a better buckets
bucketsyouyoucan
canput
putthem
themin. in.This
Thisincreases
increasesthe thechance
chanceofofaabetter
better
solution because you can see more connections. Look for patterns solution
solutionbecause
becauseyou youcan
cansee
seemore
moreconnections.
connections.Look Lookforforpatterns
patterns
in data, dont just collect information. Put it in categories that inindata,
data,dont
dontjust
justcollect
collectinformation.
information.Put Putititinincategories
categoriesthatthat
DECISION QUALITY
DECISION QUALITY
DECISION QUALITY
make sense to you. A good rule of thumb is to analyze patterns make
makesense
sensetotoyou.
you.AAgood
goodruleruleofofthumb
thumbisistotoanalyze
analyzepatterns
patterns
and causes to come up with alternatives. Many of us just collect and
andcauses
causestotocome
comeup upwith
withalternatives.
alternatives.Many
Manyofofus usjust
justcollect
collect
data, which numerous studies show increases our confidence but data,
data,which
whichnumerous
numerousstudies
studiesshow
showincreases
increasesour ourconfidence
confidencebut but
doesnt increase decision accuracy. Think out loud with others; see doesnt
doesntincrease
increasedecision
decisionaccuracy.
accuracy.Think
Thinkout
outloud loudwith
withothers;
others;seesee
how they view the problem. Studies show that defining the how
howthey
theyview
viewthe
theproblem.
problem.Studies
Studiesshow
showthat
thatdefining
definingthethe
problem and taking action usually occur simultaneously, so to problem
problemand andtaking
takingaction
actionusually
usuallyoccur
occursimultaneously,
simultaneously,so sototo
break out of analysis paralysis, figure out what the problem is first. break
breakout
outofofanalysis
analysisparalysis,
paralysis,figure
figureoutoutwhat
whatthe theproblem
problemisisfirst.
first.
17
17
17
Then when a good alternative appears youre likely to recognize it Then
Thenwhen
whenaagood
goodalternative
alternativeappears
appearsyoure
yourelikely
likelytotorecognize
recognizeitit
immediately. immediately.
immediately.
4. Do a historical analysis. Do an objective analysis of 4.4.Do
Doaahistorical
historicalanalysis.
analysis.Do Doananobjective
objectiveanalysis
analysisofof
decisions you have made in the past and what the percentage decisions
decisionsyou
youhave
havemade
madeininthe
thepast
pastand
andwhat
whatthe
thepercentage
percentage
correct was. Break the decisions into topics or areas of your life. correct
correctwas.
was.Break
Breakthethedecisions
decisionsinto
intotopics
topicsororareas
areasofofyour
yourlife.
life.
For most of us, we make better decisions in some areas than For
Formost
mostofofus,
us,we wemake
makebetter
betterdecisions
decisionsininsome
someareas
areasthan
than
others. Maybe your decision-making skills need help in one or two others.
others.Maybe
Maybeyour yourdecision-making
decision-makingskills
skillsneed
needhelp
helpininone
oneorortwo
two
limited areas, like decisions about people, decisions about your limited
limitedareas,
areas,like
likedecisions
decisionsabout
aboutpeople,
people,decisions
decisionsabout
aboutyour
your
career, political decisions, technical, etc. career,
career,political
politicaldecisions,
decisions,technical,
technical,etc.
etc.
5. Holster your gun. Life is a balance between waiting and 5.5.Holster
Holsteryour yourgun. gun.Life
Lifeisisaabalance
balancebetween
betweenwaiting
waitingand
and
doing. Many in management put a premium on doing over doing.
doing.ManyManyininmanagement
managementput putaapremium
premiumon ondoing
doingoverover
waiting. Most could make close to 100% good decisions given waiting.
waiting.MostMostcould
couldmakemakeclose
closetoto100%
100%good gooddecisions
decisionsgiven
given
all of the data and unlimited time. Life affords us neither the all
allofofthe
thedata
dataand andunlimited
unlimitedtime.
time.Life
Lifeaffords
affordsususneither
neitherthe
the
data nor the time. You may need to try to discipline yourself to data
datanor northe
thetime.
time.You Youmay
mayneedneedtototrytrytotodiscipline
disciplineyourself
yourselftoto
wait just a little longer than you usually do for more, but not all, wait
waitjust
justaalittle
littlelonger
longerthan
thanyouyouusually
usuallydo dofor
formore,
more,but butnot
notall,
all,
the data to come in. Push yourself to always get one more piece the
thedata
datatotocome
comein. in.Push
Pushyourself
yourselftotoalways
alwaysget getoneonemore
morepiece
piece
of data than you did before until your correct decision percent ofofdata
datathan
thanyou youdid didbefore
beforeuntil
untilyour
yourcorrect
correctdecision
decisionpercent
percent
becomes more acceptable. Instead of just doing it, ask what becomes
becomesmore moreacceptable.
acceptable.Instead
Insteadofofjust
justdoing
doingit,it,ask
askwhat
what
questions would need to be answered before wed know which questions
questionswould
wouldneed needtotobebeanswered
answeredbefore
beforewed
wedknowknowwhich
which
way to go. In one study of problem solving, answers way
waytotogo.go.InInone
onestudy
studyofofproblem
problemsolving,
solving,answers
answers
outnumbered questions 8 to 1. We jump to solutions based on outnumbered
outnumberedquestionsquestions88toto1.1.We Wejump
jumptotosolutions
solutionsbased
basedonon
105 105
105
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1996,1998,
1998,2000
2000Michael
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Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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Reserved.
DECISIONQUALITY
QUALITY
what has worked in the past. So collect data to answer these what
whathas
hasworked
workedininthe
thepast.
past.So
Socollect
collectdata
datatotoanswer
answerthese
these
questions, then shoot. More help? See #51 Problem Solving. questions,
questions,then shoot.More
thenshoot. Morehelp?
help?See
See#51
#51Problem
ProblemSolving.
Solving.
6. If you are hesitant to make a decision, maybe you 6.6.IfIfyou
youarearehesitant
hesitantto tomake
makeaadecision,
decision,maybe
maybeyou you
should be. Play out the consequences in your head to see how should
shouldbe. be.Play
Playout
outthe
theconsequences
consequencesininyour yourhead
headtotoseeseehow
how
the decision would play in real life. Test out a number of decisions. the
thedecision
decisionwould
wouldplayplayininreal
reallife.
life.Test
Testout
outaanumber
numberofofdecisions.
decisions.
Some research says that the best decision isnt always the first or Some
Someresearch
researchsayssaysthat
thatthethebest
bestdecision
decisionisnt
isntalways
alwaysthe thefirst
firstoror
even the second solution you think of. The highest quality even
eventhe thesecond
secondsolution
solutionyouyouthink
thinkof. of.The
Thehighest
highestquality
quality
decisions are somewhere between the second and third decision decisions
decisionsare aresomewhere
somewherebetweenbetweenthe thesecond
secondand andthird
thirddecision
decision
you come to. You may be hesitating because your little voice in you
youcomecometo.to.You
Youmaymaybe behesitating
hesitatingbecause
becauseyouryourlittle
littlevoice
voiceinin
your head is telling you something isnt right. your
yourheadheadisistelling
tellingyou
yousomething
somethingisnt isntright.
right.
7. Sleep on it. The brain works on things even when you are 7.7.Sleep
Sleepononit.it.The
Thebrain
brainworks
workson onthings
thingseven
evenwhen
whenyou youare
are
not thinking about them. Take some time, do something not
notthinking
thinkingabout
aboutthem.
them.Take
Takesome
sometime, time,do
dosomething
something
completely different, and get back to the decision later. Let a completely
completelydifferent,
different,and
andget
getback
backtotothe thedecision
decisionlater.
later.Let
Letaa
nights sleep go by and return to it in the morning. nights
nightssleep
sleepgo
goby byand
andreturn
returntotoititininthe
themorning.
morning.
8. Use others to help. Delegate the decision. Sometime others 8.8.Use
Useothers
othersto tohelp.
help.Delegate
Delegatethe thedecision.
decision.Sometime
Sometimeothers
others
above, aside, or below you may be in a better position to make above,
above,aside,
aside,ororbelow
belowyou youmay
maybe beininaabetter
betterposition
positiontotomake
make
the decision. Create a group or taskforce, present the decision and the
thedecision.
decision.Create
Createaagroup
grouporortaskforce,
taskforce,present
presentthe
thedecision
decisionand
and
all you know about it, and let the group decide. Or set up all
allyou
youknow
knowabout
aboutit,it,and
andlet
letthe
thegroup
groupdecide.
decide.Or
Orset
setup
up
competing groups or find a buddy group in another function or competing
competinggroups
groupsororfind
findaabuddy
buddygroup
groupininanother
anotherfunction
functionoror
organization which faces a similar problem or consult history organization
organizationwhich
whichfaces
facesaasimilar
similarproblem
problemororconsult
consulthistory
history
surely this has happened before. Up your odds through others. surely
surelythis
thishas
hashappened
happenedbefore.
before.Up Upyour
yourodds
oddsthrough
throughothers.
others.
9. Study decision makers. Who do you admire? Bill Gates? 9.9.Study
Studydecision
decisionmakers.
makers.Who Whodo doyou
youadmire?
admire?Bill
BillGates?
Gates?
Winston Churchill? Read the biographies and autobiographies of a Winston
WinstonChurchill?
Churchill?ReadReadthethebiographies
biographiesand andautobiographies
autobiographiesofofaa
few people you respect, and pay attention to how they made few
fewpeople
peopleyouyourespect,
respect,and andpaypayattention
attentiontotohow
howthey
theymade
made
decisions in their life and careers. Write down five things they did decisions
decisionsinintheir
theirlife
lifeand
andcareers.
careers.Write
Writedown
downfive
fivethings
thingsthey
theydid
did
that you can do. For example, Churchill always slept on important that
thatyou
youcan
cando.
do.For
Forexample,
example,Churchill
Churchillalways
alwaysslept
sleptononimportant
important
decisions no matter what. He initially only asked questions and decisions
decisionsno nomatter
matterwhat.
what.He Heinitially
initiallyonly
onlyasked
askedquestions
questionsand and
tried to understand the problem and argument as given. He kept tried
triedtotounderstand
understandthe theproblem
problemand andargument
argumentasasgiven.
given.He Hekept
kept
his views to himself until later. his
hisviews
viewstotohimself
himselfuntil
untillater.
later.
10. Go to a model decision maker. Find someone around 10.
10.Go Goto toaamodel
modeldecision
decisionmaker.
maker.FindFindsomeone
someonearound
around
you who makes decisions in a way you think you ought to and you
youwhowhomakes
makesdecisions
decisionsininaawaywayyouyouthink
thinkyouyouought
oughttotoand
and
ask how he/she does it. Go through several decision processes. ask
askhowhowhe/she
he/shedoes
doesit.it.Go
Gothrough
throughseveral
severaldecision
decisionprocesses.
processes.
Try to figure out with the person what questions he/she asks, Try
Trytotofigure
figureout
outwith
withthe theperson
personwhatwhatquestions
questionshe/she
he/sheasks,
asks,
and what principles are being followed. See how much he/she and
andwhat
whatprinciples
principlesare
arebeing
beingfollowed.
followed.See
Seehow howmuch
muchhe/she
he/she
relies on advice, consults history for parallels, checks in with relies
reliesononadvice,
advice,consults
consultshistory
historyfor
forparallels,
parallels,checks
checksininwith
with
various constituencies and how she/he gets familiar with various
variousconstituencies
constituenciesand andhow
howshe/he
she/hegets
getsfamiliar
familiarwith
with
unfamiliar areas. unfamiliar
unfamiliarareas.
areas.
106 106
106
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DECISIONQUALITY
QUALITY

SUGGESTEDREADINGS
READINGS
Bernstein, Peter L. Against the gods: the remarkable story of risk. Bernstein, PeterL.L.Against
Bernstein,Peter Againstthe
thegods:
gods:the
theremarkable
remarkablestory
storyofofrisk.
risk.
New York: John Wiley, 1996. New
NewYork:
York:John
JohnWiley,
Wiley,1996.
1996.
Churchill, Winston, Sir, edited and with an introduction by David Churchill,
Churchill,Winston,
Winston,Sir,
Sir,edited
editedand
andwith
withan
anintroduction
introductionbybyDavid
David
Cannadine. Blood, toil, tears, and sweat: the speeches of Winston Cannadine.Blood,
Cannadine. Blood,toil,
toil,tears,
tears,and
andsweat:
sweat:the
thespeeches
speechesofofWinston
Winston
Churchill. Boston: Houghton Mifflin, 1989. Churchill.
Churchill.Boston:
Boston:Houghton
HoughtonMifflin,
Mifflin,1989.
1989.
Dawson, Roger. The Confident Decision Maker. New York: William Dawson, Roger.The
Dawson,Roger. TheConfident
ConfidentDecision
DecisionMaker.
Maker.New
NewYork:
York:William
William
Morrowand
andCompany,
Company,1993.
1993.
Driver, Michael J., Philip Hunsaker, Kenneth R. Brousseau. The Driver,
Driver,Michael
MichaelJ.,J.,Philip
PhilipHunsaker,
Hunsaker,Kenneth Brousseau.The
KennethR.R.Brousseau. The
Dynamic Decision Maker. New York: Harper & Row, 1998. Dynamic
DynamicDecision
DecisionMaker.
Maker.New
NewYork:
York:Harper
Harper&&Row,
Row,1998.
1998.
DECISION QUALITY
DECISION QUALITY
DECISION QUALITY
Hale, Guy. The Leaders Edge Mastering the five skills of Hale, Guy.The
Hale,Guy. TheLeaders
LeadersEdge
EdgeMastering
Masteringthe thefive
fiveskills
skillsofof
breakthrough thinking. Burr Ridge, IL: Irwin Professional Publishing, breakthrough
breakthroughthinking.
thinking.Burr
BurrRidge,
Ridge,IL:IL:Irwin
IrwinProfessional
Publishing,
1996. 1996.
1996.
Hammond, John S., Ralph L. Keeney, Howard Raiffer. Smart Hammond,
Hammond,John
JohnS.,
S.,Ralph
RalphL.L.Keeney,
Keeney,Howard Raiffer.Smart
HowardRaiffer. Smart
Choices. Boston: Harvard University Press, 1999. Choices.
Choices.Boston:
Boston:Harvard
HarvardUniversity
UniversityPress,
Press,1999.
1999.
Heirs, Ben and Peter Farrell. The Professional Decision Thinker. New Heirs,
Heirs,Ben
Benand
andPeter Farrell.The
PeterFarrell. TheProfessional
ProfessionalDecision
DecisionThinker.
Thinker.New
New
17
17
17
York: Dodd, Mead & Co. Inc., 1987. York:
York:Dodd,
Dodd,Mead
Mead&&Co.
Co.Inc.,
Inc.,1987.
1987.
Hodgson, Kent. A Rock and a Hard Place How to make ethical Hodgson, Kent.AARock
Hodgson,Kent. Rockand
andaaHard
HardPlace
PlaceHow
Howtotomake
makeethical
ethical
business decisions when the choices are tough. New York: business
businessdecisions
decisionswhen
whenthe
thechoices
choicesare
aretough.
tough.New
NewYork:
York:
AMACOM, 1992 AMACOM,
AMACOM,1992 1992
ODell, William F. Effective Business Decision Making. Lincolnwood, ODell, WilliamF.F.Effective
ODell,William EffectiveBusiness
BusinessDecision
DecisionMaking.
Making.Lincolnwood,
Lincolnwood,
IL: NTC Business Books, 1991. IL:IL:NTC
NTCBusiness
BusinessBooks,
Books,1991.
1991.
Strange, Joe with a chapter on Non-traditional military missions by Strange,
Strange,Joe
Joe with
withaachapter
chapterononNon-traditional
Non-traditionalmilitary
militarymissions
missionsbyby
Anthony C. Zinni. Capital W war: a case for strategic principles of Anthony Zinni.Capital
AnthonyC.C.Zinni. CapitalW
Wwar:
war:aacase
casefor
forstrategic
strategicprinciples
principlesofof
war: (because wars are conflicts of societies, not tactical exercises war:
war:(because
(becausewars
warsare
areconflicts
conflictsofofsocieties,
societies,not
nottactical
tacticalexercises
exercises
writ large). Quantico, Va.: Marine Corps University, 1998. writ
writlarge).
large).Quantico,
Quantico,Va.:
Va.:Marine
MarineCorps
CorpsUniversity,
University,1998.
1998.
107 107
107
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DECISIONQUALITY
QUALITY
108 108
108
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
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RightsReserved.
Reserved.
18 18
18
DELEGATION DELEGATION
DELEGATION
UNSKILLED UNSKILLED
UNSKILLED
Doesnt believe in or trust delegation Doesnt
Doesntbelieve
believeininorortrust
trustdelegation
delegation
Lacks trust and respect in the talent of direct reports Lacks
Lackstrust
trustand
andrespect
respectininthe
thetalent
talentofofdirect
directreports
reports
Does most things by him/herself or hoards, keeps the good stuff Does
Doesmost
mostthings
thingsby byhim/herself
him/herselfororhoards,
hoards,keeps
keepsthe
thegood
goodstuff
stuff
for him/herself for
forhim/herself
him/herself
Doesnt want or know how to empower others Doesnt
Doesntwant
wantororknow
knowhow howtotoempower
empowerothers
others
May delegate but micromanages and looks over shoulders May
Maydelegate
delegatebutbutmicromanages
micromanagesand andlooks
looksover
overshoulders
shoulders
Might delegate but not pass on the authority Might
Mightdelegate
delegatebutbutnot
notpass
passononthe
theauthority
authority
May lack a plan of how to work through others May
Maylack
lackaaplan
planofofhow
howtotowork
workthrough
throughothers
others
May just throw tasks at people; doesnt communicate the bigger May
Mayjust
justthrow
throwtasks
tasksatatpeople;
people;doesnt
doesntcommunicate
communicatethe thebigger
bigger
DELEGATION
DELEGATION
DELEGATION
picture picture
picture
SKILLED SKILLED
SKILLED
Clearly and comfortably delegates both routine and important Clearly
Clearlyand
andcomfortably
comfortablydelegates
delegatesboth
bothroutine
routineand
andimportant
important
tasks and decisions tasks
tasksand
anddecisions
decisions
Broadly shares both responsibility and accountability Broadly
Broadlyshares
sharesboth
bothresponsibility
responsibilityand
andaccountability
accountability
18
18
18
Tends to trust people to perform Tends
Tendstototrust
trustpeople
peopletotoperform
perform
Lets direct reports finish their own work Lets
Letsdirect
directreports
reportsfinish
finishtheir
theirown
ownwork
work

OVERUSEDSKILL
SKILL
May overdelegate without providing enough direction or help May
Mayoverdelegate
overdelegatewithout
withoutproviding
providingenough
enoughdirection
directionororhelp
help
May have unrealistic expectations for direct reports, or may May
Mayhave
haveunrealistic
expectationsforfordirect
directreports,
reports,orormay
may
overstructure tasks and decisions before delegating them to the overstructure
overstructuretasks
tasksand
anddecisions
decisionsbefor
before delegatingthem
e delegating themtotothe
the
point of limiting individual initiative pointofoflimiting
point limitingindividual
individualinitiative
initiative
May not do enough of the work him/herself May
Maynot
notdo doenough
enoughofofthe
thework
workhim/herself
him/herself
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 7, 19, 20, 21, 23, 33, 35, 36, 57, 60, 63, 64 COMPENSATORS:7,7,19,
20,21,
21,23,
23,33,
33,35,
35,36,
36,57,
57,60,
60,63,
63,64
64
109 109
109
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DELEGATION
SOME CAUSES SOME

SOMECAUSES
CAUSES
Delegate but dont follow up Delegate
Delegatebut
butdont
dontfollow
followup
up
Delegate by throwing tasks at people Delegate
Delegatebybythrowing
throwingtasks
tasksatatpeople
people
Delegate little pieces Delegate
Delegatelittle
littlepieces
pieces
Dont develop your people Dont
Dontdevelop
developyouryourpeople
people
Hoard most things to self Hoard
Hoardmost
mostthings
thingstotoself
self
Not plan work Not
Notplan
planwork
work
Not trust others Not
Nottrust
trustothers
others
Overmanage people Overmanage
Overmanagepeoplepeople
Too busy Too
Toobusy
busy
Too controlling Too
Toocontrolling
controlling
THE MAP THE

THEMAP
MAP
Do you hoard tasks, keeping the good ones to yourself? Do you Do
Doyou
youhoard
hoardtasks,
tasks,keeping
keepingthe
thegood
goodones
onestotoyourself?
yourself?DoDoyou
you
throw tasks at people without any overall plan or follow-up? Do throw
throwtasks
tasksatatpeople
peoplewithout
withoutanyanyoverall
overallplan
planororfollow-up?
follow-up?Do Do
you micromanage because you dont trust people will perform? you
youmicromanage
micromanagebecause
becauseyou
youdont
donttrust
trustpeople
peoplewill
willperform?
perform?
Unless you can do the work of the unit all by yourself, both Unless
Unlessyou
youcan
cando dothe
thework
workofofthe
theunit
unitallallby
byyourself,
yourself,both
both
performance and morale will suffer until you learn to delegate. performance
performanceand andmorale
moralewill
willsuffer
sufferuntil
untilyou
youlearn
learntotodelegate.
delegate.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. Why delegate? How busy are you? Cant get everything 1.1.Why
Whydelegate?
delegate?How Howbusybusyare areyou?
you?Cant
Cantget geteverything
everything
done you would like to get to? Boss on your butt for more? No done
doneyou youwould
wouldlike liketotoget getto?
to?BossBosson onyour
yourbuttbuttfor
formore?
more?No No
time for reflection? No time to get to long range planning and time
timefor
forreflection?
reflection?No Notime timetotogetgettotolong
longrange
rangeplanning
planningand and
strategy? Longer hours? Saturdays? Work at home? Family strategy?
strategy?Longer
Longerhours?hours?Saturdays?
Saturdays?Work Workatathome?home?Family
Family
wondering if you still live there? Postpone vacations? If this sounds wondering
wonderingififyou youstill
stilllive
livethere?
there?Postpone
Postponevacations?
vacations?IfIfthisthissounds
sounds
familiar, you join the majority of managers. Time is the most familiar,
familiar,youyoujoin
jointhethemajority
majorityofofmanagers.
managers.Time Timeisisthe
themost
most
precious commodity. There is never enough. One of the main precious
preciouscommodity.
commodity.There Thereisisnever
neverenough.
enough.One Oneofofthe
themain
main
causes of this is that managers do too much themselves. The causes
causesofofthisthisisisthat
thatmanagers
managersdo dotootoomuch
muchthemselves.
themselves.The The
major fixes are better personal time management and major
majorfixes
fixesare
arebetter
betterpersonal
personaltime timemanagement
managementand and
organization, setting better priorities, designing better work flows organization,
organization,setting
settingbetterbetterpriorities,
priorities,designing
designingbetterbetterwork
workflowsflows
and delegation. Delegation frees up time. Delegation motivates. and
anddelegation.
delegation.Delegation
Delegationfrees freesup uptime.
time.Delegation
Delegationmotivates.
motivates.
Delegation develops people. Delegation gets more done. Learning Delegation
Delegationdevelops
developspeople.people.Delegation
Delegationgets getsmoremoredone.
done.Learning
Learning
to delegate is a major transition skill first line supervisors are totodelegate
delegateisisaamajor majortransition
transitionskillskillfirst
firstline
linesupervisors
supervisorsare are
supposed to learn when they leave the personal contributor role supposed
supposedtotolearn learnwhenwhenthey theyleave
leavethethepersonal
personalcontributor
contributorrole role
early in their careers. Read Becoming a Manager by Linda A. Hill early
earlyinintheir
theircareers.
careers.Read ReadBecoming
BecomingaaManager Managerby byLinda
LindaA. A.Hill
Hill
for how thats supposed to work. We say supposed to because for
forhow
howthats
thatssupposed
supposedtotowork. work.We Wesay saysupposed
supposedto tobecause
because
there are many high level executives who still have not learned to there
therearearemany
manyhigh highlevel
levelexecutives
executiveswho whostillstillhave
havenotnotlearned
learnedtoto
delegate. They generally get to everything tactical and let delegate.
delegate.They Theygenerally
generallyget gettotoeverything
everythingtactical
tacticalandandlet
let
everything strategic go until last. They also dont have the time to everything
everythingstrategic
strategicgo gountil
untillast.
last.They
Theyalsoalsodont
donthave
havethethetime
timetoto
110 110
110
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1996,1998,
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2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
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Reserved.
DELEGATION
develop others, leading to their reluctance to delegate because develop

developothers,
others,leading
leadingtototheir
theirreluctance
reluctancetotodelegate
delegatebecause
because
their people arent good enough! No wonder. You cannot fulfill their
theirpeople
peoplearent
arentgood
goodenough!
enough!No Nowonder.
wonder.YouYoucannot
cannotfulfill
fulfill
your potential until you learn to delegate more and better. your
yourpotential
potentialuntil
untilyou
youlearn
learntotodelegate
delegatemore
moreandandbetter.
better.
2. How to delegate? Communicate, set timeframes and goals, 2.2.How
Howto todelegate?
delegate?Communicate,
Communicate,set settimeframes
timeframesand andgoals,
goals,
and get out of the way. People need to know what it is you and
andget
getout
outofofthe
theway.
way.People
Peopleneed
needtotoknow
knowwhatwhatititisisyou
you
expect. What does the outcome look like? When do you need it expect.
expect.What
Whatdoes
doesthe
theoutcome
outcomelook
looklike?
like?When
Whendo doyouyouneed
needitit
by? Whats the budget? What resources do they get? What by?
by?Whats
Whatsthe
thebudget?
budget?What
Whatresources
resourcesdo dothey
theyget?
get?WhatWhat
decisions can they make? Do you want checkpoints along the decisions
decisionscan
canthey
theymake?
make?Do Doyou
youwant
wantcheckpoints
checkpointsalong
alongthe the
way? How will we both know and measure how well the task is way?
way?HowHowwill
willweweboth
bothknow
knowandandmeasure
measurehow howwell
wellthethetask
taskisis
done? One of the most common problems with delegation is done?
done?OneOneofofthe
themost
mostcommon
commonproblems
problemswith withdelegation
delegationisis
incomplete or cryptic up front communication leading to incomplete
incompleteororcryptic
crypticup
upfront
frontcommunication
communicationleadingleadingtoto
frustration, a job not well done the first time, rework, and a frustration,
frustration,aajob
jobnot
notwell
welldone
donethe
thefirst
firsttime,
time,rework,
rework,and andaa
DELEGATION
DELEGATION
DELEGATION
reluctance to delegate next time. Poor communicators always have reluctance
reluctancetotodelegate
delegatenext
nexttime.
time.Poor
Poorcommunicators
communicatorsalways alwayshave
have
to take more time managing because of rework. More help? See tototake
takemore
moretime
timemanaging
managingbecause rework.More
becauseofofrework. Morehelp?help?SeeSee
#27 Informing and #35 Managing and Measuring Work. #27
#27Informing
Informingand and#35
#35Managing
MeasuringWork.
Work.
3. More what and why, less how. The best delegators are 3.3.More
Morewhat whatand andwhy, why,less lesshow.
how.The Thebest
bestdelegators
delegatorsare are
crystal clear on what and when, and more open on how. People crystal
crystalclear
clearononwhat
whatandandwhen,
when,andandmore
moreopen
openon onhow.
how.People
People
18
18
18
are more motivated when they can determine the how for are
aremore
moremotivated
motivatedwhen whenthey theycan
candetermine
determinethe thehowhowfor for
themselves. Inexperienced delegators include the hows which themselves.
themselves.Inexperienced
Inexperienceddelegators
delegatorsinclude
includethe thehows
howswhichwhich
turns the people into task automatons instead of a empowered turns
turnsthe
thepeople
peopleinto
intotask
taskautomatons
automatonsinstead
insteadofofaaempowered
empowered
and energized staff. Tell them what and when and for how long and
andenergized
energizedstaff.
staff.Tell
Tellthem
themwhatwhatandandwhen
whenand andfor forhowhowlong
long
and let them figure out how on their own. Give them leeway. and
andlet
letthem
themfigure
figureout
outhowhowon ontheir
theirown.
own.GiveGivethemthemleeway.
leeway.
Encourage them to try things. Besides being more motivating, its Encourage
Encouragethemthemtototrytrythings.
things.Besides
Besidesbeing
beingmore
moremotivating,
motivating,its its
also more developmental for them. Add the larger context. also
alsomore
moredevelopmental
developmentalfor forthem.
them.Add
Addthe thelarger
largercontext.
context.
Although it is not necessary to get the task done, people are more Although
Althoughititisisnot
notnecessary
necessarytotoget getthe
thetask
taskdone,
done,people
peopleare aremore
more
motivated when they know where this task fits in the bigger motivated
motivatedwhenwhenthey
theyknow
knowwherewherethis
thistask
taskfits
fitsininthe
thebigger
bigger
picture. Take three extra minutes and tell them why this task needs picture.
picture.Take
Takethree
threeextra
extraminutes
minutesandandtell
tellthem
themwhy whythis thistask
taskneeds
needs
to be done, where it fits in the grander scheme and its importance totobe
bedone,
done,where
whereititfits
fitsininthe
thegrander
granderscheme
schemeand andits itsimportance
importance
to the goals and objectives of the unit. totothe
thegoals
goalsand
andobjectives
objectivesofofthe theunit.
unit.
4. What to delegate? Delegate as much as you can along with 4.4.What
Whatto todelegate?
delegate?DelegateDelegateasasmuch
muchasasyouyoucan
canalong
alongwithwith
the authority to do it. Delegate more whole tasks than pieces and the
theauthority
authoritytotodo
doit.it.Delegate
Delegatemore
morewholewholetasks
tasksthan
thanpieces
piecesand and
parts. People are more motivated by complete tasks. Delegate parts.
parts.People
Peopleare
aremore
moremotivated
motivatedby bycomplete
completetasks.
tasks.Delegate
Delegate
those things that others can do. Delegate those things that are those
thosethings
thingsthat
thatothers
otherscan cando.
do.Delegate
Delegatethose
thosethings
thingsthat
thatare
are
not things you do well. Delegate tactical; keep strategic. Delegate not
notthings
thingsyou
youdodowell.
well.Delegate
Delegatetactical;
tactical;keep
keepstrategic.
strategic.Delegate
Delegate
short term; keep long term. One simple and effective way is to ask short
shortterm;
term;keep
keeplong
longterm.
term.One
Onesimple
simpleandandeffective
effectiveway wayisistotoask
ask
your people: What do I do that you could help me with? What your
yourpeople:
people:What
Whatdo doI Ido
dothat
thatyou
youcould
couldhelp
helpme mewith?
with?What
What
do I do that you could do with a little help from me? What do I do do
doI Ido
dothat
thatyou
youcould
coulddo dowith
withaalittle
littlehelp
helpfrom
fromme? me?What
Whatdo doI Ido
do
that you could do by yourself? What do you do that I could do that
thatyou
youcould
coulddodobybyyourself?
yourself?What
Whatdo doyou
youdo dothat
thatI Icould
coulddo do
111 111
111
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DELEGATION
faster and more effectively (re-delegation)? You certainly wont faster

fasterand
andmore
moreeffectively
effectively(re-delegation)?
(re-delegation)?You
Youcertainly
certainlywont
wont
agree to everything, but if you are now a poor delegator, they will agree
agreetotoeverything,
everything,but
butififyou
youare
arenow
nowaapoor
poordelegator,
delegator,they
theywill
will
help you improve by 50%. Pick one or a few things each time and help
helpyou
youimprove
improvebyby50%.
50%.PickPickone
oneororaafew
fewthings
thingseach
eachtime
timeand
and
let go. let
letgo.
go.
5. Who to delegate to? To those who can do it and those 5.5.Who
Whoto todelegate
delegateto? to?To Tothose
thosewhowhocan cando doititandandthose
those
who can almost do it! The most common catch-22 we hear who
whocan canalmost
almostdo doit!
it!The
Themostmostcommon
commoncatch-22catch-22we wehear
hear
from managers is that they cant delegate because their people from
frommanagers
managersisisthat thatthey
theycant
cantdelegate
delegatebecause
becausetheir theirpeople
people
are not good enough; they cant do the work. We ask, why is are
arenot
notgood
goodenough;
enough;they theycant
cantdo dothe
thework.
work.We Weask, ask,why
whyisis
that? They say, because they inherited a weak staff from the that?
that?They
Theysay,
say,because
becausethey theyinherited
inheritedaaweak weakstaffstafffromfromthe the
previous manager. We say, why dont you get rid of the worst previous
previousmanager.
manager.We Wesay,say,why
whydont
dontyouyouget getridridofofthe theworst
worst
and get better people? They say they cant fire anyone because and
andgetgetbetter
betterpeople?
people?They Theysay saythey
theycant
cantfirefireanyone
anyonebecause
because
HR and Legal wont let them. (We ask HR and Legal if thats the HR
HRandandLegal
Legalwont
wontlet letthem.
them.(We (WeaskaskHR HRand andLegal
Legalififthats
thatsthethe
case. They generally say no, as long as its done properly.) Or case.
case.They
Theygenerally
generallysay sayno,
no,asaslong
longasasits
itsdone
doneproperly.)
properly.)Or Or
they say they cant afford to have a position open at this time they
theysaysaythey
theycant
cantafford
affordtotohavehaveaaposition
positionopen openatatthis thistime
time
because there is so much to do. We say, but if they are truly because
becausetherethereisissosomuch
muchtotodo. do.We Wesay,
say,butbutififthey
theyare aretruly
truly
poor performers, whats the difference? You cant and poor
poorperformers,
performers,whatswhatsthe thedifference?
difference?You Youcant
cantand and
shouldnt delegate to poor performers unless its for their shouldnt
shouldntdelegate
delegatetotopoor poorperformers
performersunless unlessits itsfor
fortheir
their
development and motivation. On the other hand, youll never development
developmentand andmotivation.
motivation.On Onthetheother
otherhand,
hand,youllyoullnever
never
get out of your bind until you bite the bullet and start releasing get
getout
outofofyour
yourbind
binduntil
untilyou
youbitebitethe
thebullet
bulletand andstart
startreleasing
releasing
the poorest and replacing them with better. Read Coveys (in the
thepoorest
poorestand andreplacing
replacingthem themwithwithbetter.
better.Read ReadCoveys
Coveys(in (in
The Seven Habits of Successful People) point on sharpening The
TheSeven
SevenHabits
HabitsofofSuccessful
SuccessfulPeople)
People)pointpointon onsharpening
sharpening
your saw. A person comes upon a lumberjack sawing a large your
yoursaw.
saw.AAperson
personcomes
comesupon uponaalumberjack
lumberjacksawing sawingaalarge large
tree with a hand saw. He is sweating and breathing hard. Its tree
treewith
withaahandhandsaw.saw.He Heisissweating
sweatingand andbreathing
breathinghard. hard.Its
Its
going very, very slowly. The person asks why its going so going
goingvery,
very,very
veryslowly.
slowly.The Theperson
personasks askswhywhyitsitsgoing
goingso so
poorly. The lumberjack says because his saw isnt sharp. The poorly.
poorly.TheThelumberjack
lumberjacksays saysbecause
becausehis hissaw
sawisnt
isntsharp.
sharp.The The
person asks why he doesnt stop and sharpen the saw. The person
personasksaskswhywhyhe hedoesnt
doesntstop stopandandsharpen
sharpenthe thesaw.saw.TheThe
lumberjack says because there is no time. If your saws (direct lumberjack
lumberjacksays saysbecause
becausethere thereisisnonotime.
time.IfIfyour
yoursaws saws(direct
(direct
reports) arent sharp enough, switch to more of a teacher role. reports)
reports)arent
arentsharp
sharpenough,
enough,switchswitchtotomoremoreofofaateacher teacherrole.
role.
What are the first things you would tell them to help think What
Whatare arethe
thefirst
firstthings
thingsyou youwould
wouldtell tellthem
themtotohelp helpthink
think
about their work more productively, and to think about tasks as about
abouttheir
theirwork
workmoremoreproductively,
productively,and andtotothinkthinkabout
abouttaskstasksasas
you think about them? Always explain your thinking. The role you
youthink
thinkabout
aboutthem?
them?Always
Alwaysexplain
explainyouryourthinking.
thinking.The Therole
role
of a coach/teacher is to teach someone how to think/act as you ofofaacoach/teacher
coach/teacherisistototeach teachsomeone
someonehow howtotothink/act
think/actasasyou you
do. Giving them solutions will make the person dependent at do.
do.Giving
Givingthemthemsolutions
solutionswill willmake
makethe theperson
persondependent
dependentatat
best. You may have to bubble your thinking to the surface first. best.
best.YouYoumaymayhave
havetotobubble
bubbleyour yourthinking
thinkingtotothe thesurface
surfacefirst.
first.
To do this, work out loud with them on a task. What do you To
Tododothis,
this,work
workout outloud
loudwith
withthem
themon onaatask.
task.What Whatdo doyou
you
see as important? How do you know? What mental questions see
seeasasimportant?
important?How Howdo doyouyouknow?
know?What Whatmentalmentalquestions
questions
are you asking? What steps are you following? Why is this are
areyou
youasking?
asking?WhatWhatstepsstepsare areyou
youfollowing?
following?Why Whyisisthisthis
solution better than others? More help? See #13 Confronting solution
solutionbetter
betterthan others?More
thanothers? Morehelp?
help?See See#13 #13Confronting
Confronting
Direct Reports and #25 Hiring and Staffing. Direct
DirectReports
Reportsandand#25 #25Hiring
Hiringand andStaffing.
Staffing.
112 112
112
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DELEGATION
6. Delegate for how long? Allow more time than it would 6.6.Delegate
Delegatefor forhowhowlong?
long?Allow Allowmore
moretime timethan
thanititwould
would
take you. Another common problem is that managers delegate take
takeyou.
you.Another
Anothercommon
commonproblem
problemisisthatthatmanagers
managersdelegate
delegate
and set time limits based upon their own capabilities and history. and
andset
settime
timelimits
limitsbased
basedupon
upontheir
theirown
owncapabilities
capabilitiesand andhistory.
history.
For many things, it is probably true that the manager could do the For
Formany
manythings,
things,ititisisprobably
probablytrue
truethat
thatthe
themanager
managercould
coulddo dothe
the
task faster and better. Remember when you started to learn how task
taskfaster
fasterandandbetter.
better.Remember
Rememberwhen whenyou youstarted
startedtotolearn
learnhow
how
to do this task. How long did it take you? How did you feel about totodo
dothis
thistask.
task.How
Howlong longdid
diditittake
takeyou?
you?HowHowdid didyou
youfeel
feelabout
about
someone looking over your shoulder? Always allow more time in someone
someonelooking
lookingover
overyour
yourshoulder?
shoulder?Always
Alwaysallowallowmore
moretime
timeinin
the schedule than it would take you to do it. Get the person to the
theschedule
schedulethan thanititwould
wouldtake
takeyou youtotodo
doit.it.Get
Getthe
theperson
persontoto
whom you are delegating to help you set a realistic time schedule. whom
whomyou youarearedelegating
delegatingtotohelp
helpyou youset
setaarealistic
realistictime
timeschedule.
schedule.
When you are going to delegate, start earlier in the project than When
Whenyou youarearegoing
goingtotodelegate,
delegate,start
startearlier
earlierininthe
theproject
projectthan
than
you do now. More help? See #47 Planning. you
youdo now.More
donow. Morehelp?help?See
See#47 #47Planning.
Planning.
7. Mixing and matching. All of your people have differing 7.7.Mixing
Mixingand andmatching.
matching.All Allofofyour
yourpeople
peoplehavehavediffering
differing
DELEGATION
DELEGATION
DELEGATION
skills and capacities. Good delegators match the size and skills
skillsand
andcapacities.
capacities.Good
Gooddelegators
delegatorsmatchmatchthe thesize
sizeand
and
complexity of the delegated task with the capacity of each person. complexity
complexityofofthe thedelegated
delegatedtask taskwith
withthethecapacity
capacityofofeach
eachperson.
person.
Delegation is not an equal, one size fits all, activity. Equal Delegation
Delegationisisnotnotananequal,
equal,oneonesize
sizefits
fitsall,
all,activity.
activity.Equal
Equal
opportunity delegators are not as successful as equitable opportunity
opportunitydelegators
delegatorsare
arenot
notasassuccessful
successfulasasequitable
equitable
delegators. Most people prefer stretching tasks to those they delegators.
delegators.MostMostpeople
peopleprefer
preferstretching
stretchingtasks taskstotothose
thosethey
they
18
18
18
could do in their sleep; so its OK to give each person a task could
coulddo doinintheir
theirsleep;
sleep;so
soits
itsOK
OKtotogive
giveeach
eachperson
personaatask
task
slightly bigger than his/her current capabilities might dictate. slightly
slightlybigger
biggerthanthanhis/her
his/hercurrent
currentcapabilities
capabilitiesmight
mightdictate.
dictate.
Engage each person in the sizing task. Ask them. Most will select Engage
Engageeacheachperson
personininthe
thesizing
sizingtask.
task.Ask
Askthem.
them.Most
Mostwill
willselect
select
wisely. More help? See #56 Sizing Up People. wisely.More
wisely. Morehelp?
help?See
See#56
#56Sizing
SizingUp UpPeople.
People.
8. Monitoring delegated tasks. Do you micromanage? If 8.8.Monitoring
Monitoringdelegated
delegatedtasks.
tasks.Do Doyou
youmicromanage?
micromanage?IfIf
youre constantly looking over shoulders, youre not delegating. A youre
youreconstantly
constantlylooking
lookingover
overshoulders,
shoulders,youre
yourenot
notdelegating.
delegating.AA
properly communicated and delegated task doesnt need to be properly
properlycommunicated
communicatedand anddelegated
delegatedtask taskdoesnt
doesntneed
needtotobe be
monitored. If you must monitor, set time-definite checkpoints by monitored.
monitored.IfIfyou
youmust
mustmonitor,
monitor,setsettime-definite
time-definitecheckpoints
checkpointsby by
the calendar; every Monday, by percentage, after each 10% is the
thecalendar;
calendar;every
everyMonday,
Monday,by bypercentage,
percentage,after
aftereach
each10%10%isis
complete or by outcome, such as when you have the first draft. Be complete
completeororbybyoutcome,
outcome,such
suchasaswhen
whenyou youhave
havethe
thefirst
firstdraft.
draft.Be
Be
approachable for help, but not intrusive. Intervene only when approachable
approachablefor forhelp,
help,but
butnot
notintrusive.
intrusive.Intervene
Interveneonly
onlywhen
when
agreed upon criteria are not being followed, or expectations are agreed
agreedupon
uponcriteria
criteriaare
arenot
notbeing
beingfollowed,
followed,ororexpectations
expectationsare are
not being met. This focuses on the task, not the person. Let not
notbeing
beingmet.
met.This
Thisfocuses
focusesononthe
thetask,
task,not
notthe
theperson.
person.LetLet
people finish their work. people
peoplefinish
finishtheir
theirwork.
work.
9. Delegation as development. People grow by being assigned 9.9.Delegation
Delegationas asdevelopment.
development.People Peoplegrow
growbybybeing
beingassigned
assigned
stretching complete tasks that contain elements they have not done stretching
stretchingcomplete
completetasks
tasksthat
thatcontain
containelements
elementsthey
theyhave
havenotnotdone
done
before. Seventy percent of development in successful managers before.
before.Seventy
Seventypercent
percentofofdevelopment
developmentininsuccessful
successfulmanagers
managers
comes from doing stretch tasks and jobs. One bind of the poor comes
comesfrom
fromdoing
doingstretch
stretchtasks
tasksand
andjobs.
jobs.One
Onebind
bindofofthe
thepoor
poor
delegator my people arent good enough wont be solved until delegator
delegatormymypeople
peoplearent
arentgood
goodenough
enoughwont
wontbebesolved
solveduntil
until
they are good enough. Doing most of the work yourself is a poor they
theyare
aregood
goodenough.
enough.Doing
Doingmost
mostofofthe
thework
workyourself
yourselfisisaapoor
poor
long-term development strategy and will never solve the problem. long-term
long-termdevelopment
developmentstrategy
strategyand
andwill
willnever
neversolve
solvethe
theproblem.
problem.
113 113
113
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DELEGATION
10. Why arent you delegating? Are you hanging on to too 10.
10.WhyWhyarent
arentyou youdelegating?
delegating?Are Areyouyouhanging
hangingon ontototoo
too
much? Are you a perfectionist, wanting everything to be just so? much?
much?Are Areyouyouaaperfectionist,
perfectionist,wanting
wantingeverything
everythingtotobebejust
justso?
so?
Do you have unrealistic expectations of others? Someone made DoDoyou
youhavehaveunrealistic
expectationsofofothers?
others?Someone
Someonemade made
you leader because you are probably better at doing what the you
youleader
leaderbecause
becauseyou youare
areprobably
probablybetter
betteratatdoing
doingwhat
whatthethe
team does than some or most of the members. Do you feel guilty team
teamdoesdoesthan
thansome
someorormost
mostofofthe
themembers.
members.Do Doyou
youfeel
feelguilty
guilty
handing out tough work to do? Do you keep it yourself because handing
handingout outtough
toughwork
worktotodo?
do?Do Doyou
youkeep
keepitityourself
yourselfbecause
because
you feel bad about giving them too much work? They would have you
youfeel
feelbad
badabout
aboutgiving
givingthem
themtoo toomuch
muchwork?work?They
Theywould
wouldhave
have
to stay late or work on weekends to get it done. Most people totostay
staylate
lateororwork
workononweekends
weekendstotoget getititdone.
done.Most
Mostpeople
people
enjoy being busy and on the move. If you think the workload is enjoy
enjoybeing
beingbusy
busyand
andononthe
themove.
move.IfIfyou
youthink
thinkthe
theworkload
workloadisis
too much, ask. See #36 Motivating Others. Dont want to take the too
toomuch,
much,ask.ask.SeeSee#36
#36Motivating
MotivatingOthers.
Others.Dont
Dontwant
wanttototake
takethe
the
risk? If they dont perform, it will reflect on you. Poor delegation risk?
risk?IfIfthey
theydont
dontperform,
perform,ititwill
willreflect
reflecton
onyou.
you.Poor
Poordelegation
delegation
reflects on you, too. Are you really a personal contributor dressed reflects
reflectson onyou,
you,too.
too.Are
Areyou
youreally
reallyaapersonal
personalcontributor
contributordressed
dressed
in supervisors clothes? Really prefer doing it yourself? People just ininsupervisors
supervisorsclothes?
clothes?Really
Reallyprefer
preferdoing
doingitityourself?
yourself?People
Peoplejust
just
get in the way? You need to examine whether management is the get
getininthe
theway?
way?You Youneed
needtotoexamine
examinewhether
whethermanagement
managementisisthe the
right career path for you. More help? See #6 Career Ambition. right
rightcareer
careerpathpathfor
foryou.
you.More
Morehelp?
help?See
See#6 #6Career
CareerAmbition.
Ambition.

SUGGESTEDREADINGS
READINGS
Covey, Stephen R. The seven habits of highly effective people. New Covey, StephenR.R.The
Covey,Stephen Theseven
sevenhabits
habitsofofhighly
highlyeffective
effectivepeople.
people.New
New
York: Simon and Schuster, 1989. York:
York:Simon
Simonand
andSchuster,
Schuster,1989.
1989.
Covey, Stephen R. The seven habits of highly effective people Covey, StephenR.R.The
Covey,Stephen Theseven
sevenhabits
habitsofofhighly
highlyeffective
effectivepeople
people
[sound recording]. Provo, UT: Covey Leadership Center, 1997. [sound
[soundrecording].
recording].Provo,
Provo,UT:
UT:Covey
CoveyLeadership
LeadershipCenter,
Center,1997.
1997.
Ginnodo, Bill. The Power of Empowerment. Arlington Heights, IL: Ginnodo, Bill.The
Ginnodo,Bill. ThePower
PowerofofEmpowerment.
Empowerment.Arlington
ArlingtonHeights,
Heights,IL:IL:
Pride Publications, Inc., 1997. Pride
PridePublications,
Publications,Inc.,
Inc.,1997.
1997.
Huppe, Frank T. Successful Delegation: How to grow your people, Huppe,
Huppe,Frank
FrankT.T.Successful
SuccessfulDelegation:
Delegation:HowHowtotogrow
growyour
yourpeople,
people,
build your team, free up your time and increase profits and build
buildyour
yourteam,
team,free
freeup
upyour
yourtime
timeand
andincrease
increaseprofits
profitsand
and
productivity. Hawthorne, N.J.: Career Press, 1994. productivity.
productivity.Hawthorne,
Hawthorne,N.J.:
N.J.:Career
CareerPress,
Press,1994.
1994.
Nelson, Robert B. Delegation. Glenview, IL: ScottForesman and Co., Nelson, RobertB.B.Delegation.
Nelson,Robert Delegation.Glenview,
Glenview,IL:IL:ScottForesman
ScottForesmanand
andCo.,
Co.,
1988. 1988.
1988.
Nelson, Robert B. Empowering Employees through Delegation. Burr Nelson, RobertB.B.Empowering
Nelson,Robert EmpoweringEmployees
Employeesthrough
throughDelegation.
Delegation.Burr
Burr
Ridge, IL: Irwin Professional Publishing, 1994. Ridge,
Ridge,IL:IL:Irwin
IrwinProfessional
Publishing,1994.
1994.
114 114
114
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
19 19
19
DEVELOPING DIRECT REPORTS DEVELOPING
DEVELOPING DIRECT
DIRECT REPORTS
REPORTS
UNSKILLED UNSKILLED
UNSKILLED
Not a people developer or builder Not
Notaapeople
peopledeveloper
developerororbuilder
builder
Very results driven and tactical; no time for long-term Very
Veryresults
resultsdriven
drivenand
andtactical;
tactical;no
notime
timefor
forlong-term
long-term
development development
development
DEVELOPING DIRECT REPORTS


Doesnt see long-term development as his/her job Doesnt
Doesntsee seelong-term
developmentasashis/her
his/herjob
job
Plays it safe cant bring him/herself to assign really stretching Plays
Playsititsafe
safecant
cantbring
bringhim/herself
him/herselftotoassign
assignreally
reallystretching
stretching
(risky) work (risky)
(risky)work
work
Thinks development is going to a course doesnt know how Thinks
Thinksdevelopment
developmentisisgoing
goingtotoaacourse
coursedoesnt
doesntknow
knowhowhow
development really happens development
developmentreally reallyhappens
happens
May not know the aspirations of direct reports, may not hold May
Maynot notknow
knowthe theaspirations
aspirationsofofdirect
directreports,
reports,maymaynot
nothold
hold
career discussions, may not push people to take their development career
careerdiscussions,
discussions,maymaynotnotpush
pushpeople
peopletototake
taketheir
theirdevelopment
development
seriously seriously
seriously
May prefer to select for talent rather than develop it May
Mayprefer
prefertotoselect
selectfor
fortalent
talentrather
ratherthan
thandevelop
developitit
19
19
19
SKILLED SKILLED
SKILLED
Provides challenging and stretching tasks and assignments Provides
Provideschallenging
challengingand
andstretching
stretchingtasks
tasksand
andassignments
assignments
Holds frequent development discussions Holds
Holdsfrequent
frequentdevelopment
developmentdiscussions
discussions
Is aware of each direct reports career goals IsIsaware
awareofofeach
eachdirect
directreports
reportscareer
careergoals
goals
Constructs compelling development plans and executes them Constructs
Constructscompelling
compellingdevelopment
developmentplans
plansand
andexecutes
executesthem
them
Pushes direct reports to accept developmental moves Pushes
Pushesdirect
directreports
reportstotoaccept
acceptdevelopmental
developmentalmoves
moves
Will take direct reports who need work Will
Willtake
takedirect
directreports
reportswho
whoneed
needwork
work
Is a people builder IsIsaapeople
peoplebuilder
builder

OVERUSEDSKILL
SKILL
May concentrate on the development of a few direct reports at May
Mayconcentrate
concentrateononthe
thedevelopment
developmentofofaafewfewdir
direct reportsatat
ect reports
the expense of the team theexpense
the expenseofofthe
theteam
team
May create work inequities as challenging assignments are May
Maycreate
creatework
workinequities
inequitiesasaschallenging
challengingassignments
assignmentsareare
parceled out parceledout
parceled out
May be overly optimistic about how far direct reports can grow May
Maybebeoverly
overlyoptimistic
optimisticabout
abouthowhowfar
fardirect
directreports
reportscan
cangrow
grow
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
COMPENSATORS: 7, 12, 18, 20, 21, 23, 25, 35, 36, 47, 54, 56 COMPENSATORS:7,7,12,
18,20,
20,21,
21,23,
23,25,
25,35,
35,36,
36,47,
47,54,
54,56
56
115 115
115
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEVELOPINGDIRECT
DIRECTREPORTS
REPORTS
SOME CAUSES SOME

SOMECAUSES
CAUSES
Dont believe people really develop Dont
Dontbelieve
believepeople
peoplereally
reallydevelop
develop
Dont get paid to develop others Dont
Dontget
getpaid
paidtotodevelop
developothers
others
Dont have the time for it Dont
Donthave
havethethetime
timefor
foritit
Dont know how to develop people Dont
Dontknow
knowhow howtotodevelop
developpeople
people
Think its someone elses responsibility Think
Thinkits
itssomeone
someoneelses
elsesresponsibility
responsibility
THE MAP THE

THEMAP
MAP
Most people want to grow and develop. Most people have Most
Mostpeople
peoplewantwanttotogrow
growand anddevelop.
develop.MostMostpeoplepeoplehave
have
aspirations to do well and be rewarded with more pay and higher aspirations
aspirationstotododowell
welland
andbe berewarded
rewardedwith withmore
morepay payand
andhigher
higher
positions. Most people have dreams and goals they want to positions.
positions.Most
Mostpeople
peoplehavehavedreams
dreamsand andgoals
goalsthey theywant
wanttoto
achieve. Development and preparation for positions with greater achieve.
achieve.Development
Developmentand andpreparation
preparationfor forpositions
positionswithwithgreater
greater
responsibility is a three-part harmony. The person needs to be responsibility
responsibilityisisaathree-part
three-partharmony.
harmony.The Theperson
personneedsneedstotobebe
ambitious and willing to do whats required to grow and progress. ambitious
ambitiousand andwilling
willingtotodo dowhats
whatsrequired
requiredtotogrowgrowandandprogress.
progress.
The organization has to have a process in place to help those who The
Theorganization
organizationhas hastotohave
haveaaprocess
processininplace
placetotohelphelpthose
thosewho
who
want to grow. Those two are usually true in all organizations. The want
wanttotogrow.
grow.Those
Thosetwotwoare areusually
usuallytrue
trueininallallorganizations.
organizations.TheThe
last part of the harmony is usually the problem: the boss has to be last
lastpart
partofofthe
theharmony
harmonyisisusually
usuallythetheproblem:
problem:the theboss
bosshas
hastotobebe
an active player in the three-part harmony or development wont an
anactive
activeplayer
playerininthe
thethree-part
three-partharmony
harmonyorordevelopment
developmentwont wont
happen. Without the bosss time, interest and effort, people will not happen.
happen.Without
Withoutthe thebosss
bossstime,
time,interest
interestandandeffort,
effort,people
peoplewill
willnot
not
grow much. People cant develop themselves without help. People grow
growmuch.
much.People
Peoplecant
cantdevelop
developthemselves
themselveswithout
withouthelp.
help.People
People
wont grow if they dont want to. People wont grow if the wont
wontgrow
growififthey
theydont
dontwant
wantto.to.People
Peoplewont
wontgrow growififthe
the
organization shows no interest and offers no support. People wont organization
organizationshows
showsno nointerest
interestand
andoffers
offersnonosupport.
support.People
Peoplewont
wont
grow if you dont make it a priority. grow
growififyou
youdont
dontmake
makeititaapriority.
priority.
SOME REMEDIES SOME

SOMEREMEDIES
REMEDIES
1. You have to invest some time. For most managers, time 1.1.You
Youhavehaveto toinvest
investsomesometime. time.For Formost
mostmanagers,
managers,time time
is what they have the least of to give. For the purposes of isiswhat
whatthey
theyhave
havethetheleast
leastofoftotogive.
give.For
Forthe
thepurposes
purposesofof
developing others beyond todays job, you need to allocate about developing
developingothers
othersbeyond
beyondtodays
todaysjob,
job,you
youneed
needtotoallocate
allocateabout
about
eight hours per year per direct report. If you have a normal span of eight
eighthours
hoursperperyear
yearper
perdirect
directreport.
report.IfIfyou
youhave
haveaanormal
normalspan
spanofof
seven direct reports, thats 7 of 220 working days or 3% of your seven
sevendirect
directreports,
reports,thats
thats77ofof220220working
workingdaysdaysoror3%
3%ofofyour
your
annual time. Two of the eight hours are for an annual in-depth annual
annualtime.
time.TwoTwoofofthetheeight
eighthours
hoursarearefor
foran
anannual
annualin-depth
in-depth
appraisal of the person in terms of current strengths and appraisal
appraisalofofthetheperson
personininterms
termsofofcurrent
currentstrengths
strengthsandand
weaknesses and of the competencies he/she needs to develop to weaknesses
weaknessesand andofofthethecompetencies
competencieshe/shehe/sheneeds
needstotodevelop
developtoto
move on to the next step. Two of the eight hours are for an in- move
moveon ontotothe
thenext
nextstep.
step.Two
Twoofofthetheeight
eighthours
hoursare
arefor
forananin-
in-
depth career discussion with each person. What does he/she depth
depthcareer
careerdiscussion
discussionwith witheach
eachperson.
person.What
Whatdoes
doeshe/she
he/she
want? What will he/she sacrifice to get there? What is his/her own want?
want?What
Whatwill willhe/she
he/shesacrifice
sacrificetotoget
getthere?
there?What
Whatisishis/her
his/herown
own
appraisal of his/her skills? Two of the eight hours are for creating a appraisal
appraisalofofhis/her
his/herskills?
skills?Two
Twoofofthetheeight
eighthours
hoursarearefor
forcreating
creatingaa
three to five year development plan and sharing it with the three
threetotofive
fiveyear
yeardevelopment
developmentplan planand
andsharing
sharingititwith
withthethe
person. The last two hours are to present your findings and person.
person.TheThelast
lasttwo
twohours
hoursarearetotopresent
presentyour
yourfindings
findingsandand
116 116
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2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEVELOPINGDIRECT
DIRECTREPORTS
REPORTS
recommendations to the organization, usually in a succession recommendations

recommendationstotothe
theorganization,
organization,usually
usuallyininaasuccession
succession
planning process, and arranging for developmental events for planning
planningprocess,
process,and
andarranging
arrangingfor
fordevelopmental
developmentalevents
eventsfor
for
each person. each
eachperson.
person.
2. Appraisal. You cant help anyone develop if you cant or 2.2.Appraisal.
Appraisal.You Youcant
canthelp
helpanyone
anyonedevelop
developififyou
youcant
cantoror
arent willing to fairly and accurately appraise people. Sound arent
arentwilling
willingtotofairly
fairlyand
andaccurately
accuratelyappraise
appraisepeople.
people.Sound
Sound
appraisal starts with the best picture of current strengths and appraisal
appraisalstarts
startswith
withthe
thebest
bestpicture
pictureofofcurrent
currentstrengths
strengthsand and
weaknesses. Then you need to know what competencies are weaknesses.
weaknesses.Then Thenyou
youneed
needtotoknow
knowwhatwhatcompetencies
competenciesare are
going to be necessary going forward. You can find this out by going
goingtotobebenecessary
necessarygoing
goingforward.
forward.YouYoucan
canfind
findthis
thisout
outby
by

looking at a success profile for the next possible job or two of the looking
lookingatataasuccess
successprofile
profilefor
forthe
thenext
nextpossible
possiblejobjoborortwo
twoofofthe
the
person. If there are no formal success profiles, you can ask the person.
person.IfIfthere
thereare
arenonoformal
formalsuccess
successprofiles,
profiles,you
youcancanask
askthe
the
Human Resources group for assistance or ask someone you know Human
HumanResources
Resourcesgroup
groupforforassistance
assistanceororask
asksomeone
someoneyou youknow
know
and trust currently in that next job what he/she use to be and
andtrust
trustcurrently
currentlyininthat
thatnext
nextjob
jobwhat
whathe/she
he/sheuseusetotobebe
successful. More help? See #56 Sizing Up People and #25 Hiring successful.More
successful. Morehelp?
help?SeeSee#56
#56Sizing
SizingUpUpPeople
Peopleandand#25#25Hiring
Hiring
and Staffing. and
andStaffing.
Staffing.
3. Feedback. People need continuous feedback from you and 3.3.Feedback.
Feedback.People
Peopleneed
needcontinuous
continuousfeedback
feedbackfrom
fromyou
youand
and
others to grow. Some tips about feedback: others
otherstotogrow.
grow.Some
Sometips
tipsabout
aboutfeedback:
feedback:
19
19
19
Arrange for them to get feedback from multiple people, Arrange
Arrangeforforthem
themtotoget
getfeedback
feedbackfrom
frommultiple
multiplepeople,
people,
including yourself, on what matters for success in their future including
includingyourself,
yourself,on
onwhat
whatmatters
mattersfor
forsuccess
successinintheir
theirfuture
future
jobs; arrange for your direct reports to get 360 feedback jobs;
jobs;arrange
arrangefor
foryour
yourdirect
directreports
reportstotoget
get360
360feedback
feedback
about every two years. about
aboutevery
everytwo
twoyears.
years.
Give them progressively stretching tasks that are first-time and Give
Givethem
themprogressively
progressivelystretching
stretchingtasks
tasksthat
thatare
arefirst-time
first-timeand
and
different for them so that they can give themselves feedback as different
differentfor
forthem
themso
sothat
thatthey
theycan
cangive
givethemselves
themselvesfeedback
feedbackasas
they go. they
theygo.
go.
If they have direct reports and peers, another technique to IfIfthey
theyhave
havedirect
directreports
reportsand
andpeers,
peers,another
anothertechnique
techniquetoto
recommend is to ask their associates for comments on what recommend
recommendisistotoask
asktheir
theirassociates
associatesfor
forcomments
commentsononwhat
what
they should stop doing, start doing, and keep doing to be they
theyshould
shouldstop
stopdoing,
doing,start
startdoing,
doing,and
andkeep
keepdoing
doingtotobe
be
more successful. more
moresuccessful.
successful.
You have to be willing to be straight with your people and give You
Youhave
havetotobebewilling
willingtotobe
bestraight
straightwith
withyour
yourpeople
peopleand
andgive
give
them accurate but balanced feedback. They need to know the them
themaccurate
accuratebut
butbalanced
balancedfeedback.
feedback.They
Theyneed
needtotoknow
knowthe
the
negatives as soon as possible. More help? See #13 negatives
negativesasassoon possible.More
soonasaspossible. Morehelp?
help?See
See#13
#13
Confronting Direct Reports. Confronting
ConfrontingDirect
DirectReports.
Reports.
Set up a buddy system so people can get continuing feedback. Set
Setup
upaabuddy
buddysystem
systemso
sopeople
peoplecan
canget
getcontinuing
continuingfeedback.
feedback.
4. Development planning. You need to put together a 4.4.Development
Developmentplanning.
planning.You Youneedneedtotoputputtogether
togetheraa
development plan that, if followed, actually would work. At least development
developmentplan
planthat,
that,ififfollowed,
followed,actually
actuallywould
wouldwork.
work.At
Atleast
least
70% of reported skill development comes from having 70%
70%ofofreported
reportedskill
skilldevelopment
developmentcomes comesfrom fromhaving
having
challenging, uncomfortable tasks/assignments. Development challenging,
challenging,uncomfortable
uncomfortabletasks/assignments.
tasks/assignments.Development
Development
means that you do the new skill or fail at something important to means
meansthat
thatyou
youdodothe
thenew
newskill
skillororfail
failatatsomething
somethingimportant
importanttoto
117 117
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEVELOPINGDIRECT
DIRECTREPORTS
REPORTS
you. Tasks that develop anything are those in which not doing it is you.
you.Tasks
Tasksthat
thatdevelop
developanything
anythingare
arethose
thoseininwhich
whichnot notdoing
doingititisis
not a viable option. Another 20% comes from studying and not
notaaviable
viableoption.
option.Another
Another20% 20%comes
comesfrom
fromstudying
studyingand and
working with others to see useful behavior and get feedback. This working
workingwithwithothers
otherstotosee
seeuseful
usefulbehavior
behaviorand andget
getfeedback.
feedback.ThisThis
can take the form of studying a role model, working with a can
cantake
takethe
theform
formofofstudying
studyingaarole
rolemodel,
model,working
workingwith withaa
developmental partner, keeping a written summary of whats developmental
developmentalpartner,
partner,keeping
keepingaawritten
writtensummary
summaryofofwhats
whats
working and not working or preferably a formal assessment, like a working
workingand andnotnotworking
workingororpreferably
preferablyaaformal
formalassessment,
assessment,like likeaa
360 process. Without this continuous feedback, even the best 360
360process.
process.Without
Withoutthis
thiscontinuous
continuousfeedback,
feedback,even eventhe
thebest
best
developmental plans fail. About 10% of development comes from developmental
developmentalplans plansfail.
fail.About
About10%
10%ofofdevelopment
developmentcomes comesfromfrom
thinking differently or having new ways to think about things. thinking
thinkingdifferently
differentlyororhaving
havingnewnewways
waystotothink
thinkabout
aboutthings.
things.
Typically these come from coursework, books or mentors; the Typically
Typicallythese
thesecome
comefrom
fromcoursework,
coursework,books
booksorormentors;
mentors;the the
lions share is learning from tough tasks, and the learning from lions
lionsshare
shareisislearning
learningfrom
fromtough
toughtasks,
tasks,and
andthethelearning
learningfromfrom
other people that comes from feedback. A good plan would have other
otherpeople
peoplethat
thatcomes
comesfromfromfeedback.
feedback.AAgoodgoodplanplanwould
wouldhave
have
70% job and task content; 20% people to study, listen to, and 70%
70%job joband
andtask
taskcontent;
content;20% 20%people
peopletotostudy,
study,listen
listento,
to,and
and
work with; and 10% courses and readings. work
workwith;
with;and
and10%10%courses
coursesandandreadings.
readings.
5. Equal Opportunity. If some of your people have limited or 5.5.Equal
EqualOpportunity.
Opportunity.IfIfsome someofofyour
yourpeople
peoplehave
havelimited
limitedoror
disadvantaged backgrounds, it is unrealistic to expect the same disadvantaged
disadvantagedbackgrounds,
backgrounds,ititisisunrealistic
unrealistictotoexpect
expectthethesame
same
developmental procedures will work for them. According to developmental
developmentalprocedures
procedureswillwillwork
workfor
forthem.
them.According
Accordingtoto
research conducted by the Center for Creative Leadership (see The research
researchconducted
conductedby bythe
theCenter
Centerfor
forCreative
CreativeLeadership
Leadership(see (seeThe
The
New Leaders by Ann Morrison), people from diverse backgrounds New
NewLeaders
Leadersby byAnn
AnnMorrison),
Morrison),people
peoplefrom
fromdiverse
diversebackgrounds
backgrounds
usually need additional support in the form of mentoring, usually
usuallyneed
needadditional
additionalsupport
supportininthe
theform
formofofmentoring,
mentoring,
information on how things work around here, greater access to information
informationon onhow
howthings
thingswork
workaround
aroundhere,
here,greater
greateraccess
accesstoto
formal organizational information, a critical mass of support from formal
formalorganizational
organizationalinformation,
information,aacritical
criticalmass
massofofsupport
supportfromfrom
top management, and accountability/enforcement to make top
topmanagement,
management,and andaccountability/enforcement
accountability/enforcementtotomake make
developing diversity a reality rather than a statistic. You may also developing
developingdiversity
diversityaareality
realityrather
ratherthan
thanaastatistic.
statistic.You
Youmaymayalso
also
be able to intern/apprentice those with limited backgrounds to be
beable
abletotointern/apprentice
intern/apprenticethose
thosewith
withlimited
limitedbackgrounds
backgroundstoto
begin to provide appropriate job experiences or provide necessary begin
begintotoprovide
provideappropriate
appropriatejob jobexperiences
experiencesororprovide
providenecessary
necessary
training. More help? See #21 Managing Diversity. training.More
training. Morehelp?
help?See
See#21
#21Managing
ManagingDiversity.
Diversity.
6. Delegate for development. You can use parts of your 6.6.Delegate
Delegatefor fordevelopment.
development.You Youcan
canuseuseparts
partsofofyour
your
own job to develop others. Take three tasks that are no longer own
ownjobjobtotodevelop
developothers.
others.Take
Takethree
threetasks
tasksthat
thatare
arenonolonger
longer
developmental for you, but would be for others, and delegate developmental
developmentalfor foryou,
you,but
butwould
wouldbe befor
forothers,
others,andanddelegate
delegate
them. Trade tasks and assignments between two direct reports; them.
them.Trade
Tradetasks
tasksand
andassignments
assignmentsbetween
betweentwo twodirect
directreports;
reports;
have them do each others work. Make a list of the 20 tasks that have
havethem
themdodoeach
eachothers
otherswork.
work.Make
Makeaalist
listofofthe
the2020tasks
tasksthat
that
need to be done but no one has gotten around to and assign need
needtotobebedone
donebut
butno
noone
onehas
hasgotten
gottenaround
aroundtotoand andassign
assign
them to the people who would be challenged by them. Think of them
themtotothe
thepeople
peoplewho
whowould
wouldbe bechallenged
challengedby bythem.
them.Think
Thinkofof
varied assignments more of the same isnt developmental. varied
variedassignments
assignmentsmore
moreofofthe
thesame
sameisnt
isntdevelopmental.
developmental.
7. Remember, meaningful development is not the 7.7.Remember,
Remember,meaningful
meaningfuldevelopment
developmentisisnot notthethe
stress reduction business. It is not cozy or safe; it comes stress
stressreduction
reductionbusiness.
business.ItItisisnot
notcozy
cozyororsafe;
safe;ititcomes
comes
from varied, stressful, even adverse tasks that require we learn to from
fromvaried,
varied,stressful,
stressful,even
evenadverse
adversetasks
tasksthat
thatrequire
requirewe welearn
learntoto
118 118
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1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEVELOPINGDIRECT
DIRECTREPORTS
REPORTS
do something new or different or fail. Real development involves dodosomething

somethingnew
neworordifferent
differentororfail.
fail.Real
Realdevelopment
developmentinvolves
involves
real work the person largely hasnt done before. Real development real
realwork
workthe
theperson
personlargely
largelyhasnt
hasntdone
donebefore.
before.Real
Realdevelopment
development
is rewarding but scary. isisrewarding
rewardingbut
butscary.
scary.
8. Help them learn. Have a learning dialogue with your 8.8.Help
Helpthem
themlearn.
learn.Have
Haveaalearning
learningdialogue
dialoguewith
withyouryour
people. Ask them what they have learned to increase their skills people.
people.Ask
Askthem
themwhat
whatthey
theyhave
havelearned
learnedtotoincrease
increasetheir
theirskills
skills
and understanding, making them better managers or and
andunderstanding,
understanding,making
makingthemthembetter
bettermanagers
managersoror
professionals. Ask them what they can do now that they couldnt professionals.
professionals.Ask
Askthem
themwhat
whatthey
theycan
cando
donow
nowthat
thatthey
theycouldnt
couldnt
do a year ago. Reinforce this and encourage more of it. do
doaayear
yearago.
ago.Reinforce
Reinforcethis
thisand
andencourage
encouragemoremoreofofit.it.

Developing is learning in as many ways as possible. Developing
Developingisislearning
learningininasasmany
manyways
waysasaspossible.
possible.
9. Selling development. Part of developing others is 9.9.Selling
Sellingdevelopment.
development.Part Partofofdeveloping
developingothers
othersisis
convincing people that tough, new, challenging and different convincing
convincingpeople
peoplethat
thattough,
tough,new,
new,challenging
challengingand anddifferent
different
assignments are good for them. In follow-up studies of successful assignments
assignmentsare aregood
goodforforthem.
them.InInfollow-up
follow-upstudies
studiesofofsuccessful
successful
executives, more than 90% report that a boss in their past nearly executives,
executives,moremorethan
than90%
90%report
reportthat
thataaboss
bossinintheir
theirpast
pastnearly
nearly
forced them to take a scary job assignment they wanted to turn forced
forcedthem
themtototaketakeaascary
scaryjob
jobassignment
assignmentthey theywanted
wantedtototurnturn
down. That assignment turned out to be the most developmental down.
down.That
Thatassignment
assignmentturned
turnedout
outtotobebethe
themost
mostdevelopmental
developmental
for them. The peculiar thing about long-term development is that for
forthem.
them.The Thepeculiar
peculiarthing
thingabout
aboutlong-term
developmentisisthat that
even ambitious people turn down the very assignments they need even
evenambitious
ambitiouspeople
peopleturn
turndown
downthethevery
veryassignments
assignmentsthey theyneed
need
19
19
19
to grow. They do not have the perspective to understand that. totogrow.
grow.They
Theydo donot
nothave
havethe
theperspective
perspectivetotounderstand
understandthat. that.
Your job is to help convince people on the way up to get out of Your
Yourjob
jobisistotohelp
helpconvince
convincepeople
peopleon onthe
theway
wayup uptotoget
getout
outofof
their comfort zone and accept jobs they dont initially see as useful their
theircomfort
comfortzone zoneandandaccept
acceptjobs
jobsthey
theydont
dontinitially
initiallysee
seeasasuseful
useful
or leading anywhere. ororleading
leadinganywhere.
anywhere.
10. Build perspective. Give the people under you who have 10.
10.Build
Buildperspective.
perspective.Give Givethe
thepeople
peopleunder
underyou youwho
whohave
have
the potential for bigger and better things assignments that take the
thepotential
potentialfor
forbigger
biggerandandbetter
betterthings
thingsassignments
assignmentsthat thattake
take
them outside your function, unit or business. Help them expand them
themoutside
outsideyour
yourfunction,
function,unit
unitororbusiness.
business.Help
Helpthem
themexpand
expand
their perspectives. Volunteer them for cross-boundary task forces. their
theirperspectives.
perspectives.Volunteer
Volunteerthem
themforforcross-boundary
cross-boundarytask taskforces.
forces.
Have them attend meetings that include people from other areas. Have
Havethem
themattend
attendmeetings
meetingsthat
thatinclude
includepeople
peoplefromfromother
otherareas.
areas.
Open up the world for them so that they can better judge for Open
Openup upthe
theworld
worldfor
forthem
themsosothat
thatthey
theycan
canbetter
betterjudge
judgefor
for
themselves whats out there and what part of it they want. themselves
themselveswhats
whatsout
outthere
thereand
andwhat
whatpart
partofofititthey
theywant.
want.

SUGGESTEDREADINGS
READINGS
Albright, Mary and Clay Carr. 101 biggest mistakes managers make Albright,
Albright,Mary
Maryand
andClay Carr.101
ClayCarr. 101biggest
biggestmistakes
mistakesmanagers
managersmake
make
and how to avoid them. Paramus, N.J.: Prentice Hall, 1997. and
andhow
howtotoavoid
avoidthem.
them.Paramus,
Paramus,N.J.:
N.J.:Prentice
PrenticeHall,
Hall,1997.
1997.
Belker, Loren B. The first-time manager. New York: AMACOM, Belker, LorenB.B.The
Belker,Loren Thefirst-time
first-timemanager.
manager.New
NewYork:
York:AMACOM,
AMACOM,
1997. 1997.
1997.
Bell, Chip R. Managers as Mentors Building Partnerships for Bell, ChipR.R.Managers
Bell,Chip ManagersasasMentors
MentorsBuilding
BuildingPartnerships
Partnershipsfor
for
Learning. San Francisco: Berrett-Koehler Publishers, Inc., 1996. Learning.
Learning.San
SanFrancisco:
Francisco:Berrett-Koehler
Berrett-KoehlerPublishers,
Publishers,Inc.,
Inc.,1996.
1996.
continued continued
continued
119 119
119
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DEVELOPINGDIRECT
DIRECTREPORTS
REPORTS
Carr, Clay. The new managers survival manual. New York: John Carr, Clay.The
Carr,Clay. Thenew
newmanagers
managerssurvival
survivalmanual.
manual.New
NewYork:
York:John
John
Wiley&&Sons,
Sons,Inc.,
Inc.,1995.
1995.
Deal, Terrence E. and William A. Jenkins. Managing the Hidden Deal,
Deal,Terrence
TerrenceE.E.and
andWilliam Jenkins.Managing
WilliamA.A.Jenkins. Managingthe
theHidden
Hidden
Organization. New York: Warner Books, 1994. Organization.
Organization.New
NewYork:
York:Warner
WarnerBooks,
Books,1994.
1994.
Fuller, George. The first-time supervisors survival guide. Englewood Fuller, George.The
Fuller,George. Thefirst-time
first-timesupervisors
supervisorssurvival
survivalguide.
guide.Englewood
Englewood
Cliffs, NJ: Prentice Hall, 1995. Cliffs,
Cliffs,NJ:
NJ:Prentice
PrenticeHall,
Hall,1995.
1995.
Gilley, Jerry W. and Nathaniel W. Boughton. Stop Managing, Start Gilley,
Gilley,Jerry
JerryW.
W.and
andNathaniel
NathanielW. Boughton.Stop
W.Boughton. StopManaging,
Managing,Start
Start
Coaching. Burr Ridge, IL: Irwin Professional Publishing, 1996. Coaching.
Coaching.BurrBurrRidge,
Ridge,IL:IL:Irwin
IrwinProfessional
Publishing,1996.
1996.
Hendricks, William [et al.]. Coaching, mentoring, and managing. Hendricks,
Hendricks,William
William[et al.].Coaching,
[etal.]. Coaching,mentoring,
mentoring,and
andmanaging.
managing.
Franklin Lakes, NJ: Career Press, 1996. Franklin
FranklinLakes,
Lakes,NJ:
NJ:Career
CareerPress,
Press,1996.
1996.
Johnson, Harold E. Mentoring for exceptional performance. Johnson, HaroldE.E.Mentoring
Johnson,Harold Mentoringfor
forexceptional
exceptionalperformance.
performance.
Glendale, CA: Griffin Pub., 1997. Glendale,
Glendale,CA:
CA:Griffin
GriffinPub.,
Pub.,1997.
1997.
Matejka, Ken. Why this horse wont drink. New York: AMACOM, Matejka, Ken.Why
Matejka,Ken. Whythis
thishorse
horsewont
wontdrink.
drink.New
NewYork:
York:AMACOM,
AMACOM,
1991. 1991.
1991.
Potts, Tom and Arnold Sykes. Executive Talent Develop your best Potts,
Potts,Tom
Tomand
andArnold Sykes.Executive
ArnoldSykes. ExecutiveTalent
TalentDevelop
Developyour
yourbest
best
people. Homewood, IL: Business One Irwin, 1993. people.
people.Homewood,
Homewood,IL:IL:Business
BusinessOne
OneIrwin,
Irwin,1993.
1993.
Stone, Florence M. Coaching, Counseling and Mentoring. New Stone,
Stone,Florence M.Coaching,
FlorenceM. Coaching,Counseling
Counselingand
andMentoring.
Mentoring.New
New
York:AMACOM,
AMACOM,1999.
1999.
120 120
120
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
20 20
20
DIRECTING OTHERS DIRECTING
DIRECTING OTHERS
OTHERS
UNSKILLED UNSKILLED
UNSKILLED
Unclear or cryptic communicator to direct reports Unclear
Unclearororcryptic
crypticcommunicator
communicatortotodirect
directreports
reports
Doesnt set goals, targets, mileposts and objectives Doesnt
Doesntsetsetgoals,
goals,targets,
targets,mileposts
milepostsandandobjectives
objectives
Not very planful giving out work just gives out tasks Not
Notvery
veryplanful
planfulgiving
givingout
outwork
workjust
justgives
givesout
outtasks
tasks
Mostly tells and sells; doesnt listen much Mostly
Mostlytells
tellsand
andsells;
sells;doesnt
doesntlisten
listenmuch
much
Plays favorites and is tough on others Plays
Playsfavorites
favoritesand
andisistough
toughononothers
others
May be too impatient to structure work for others May
Maybe betoo
tooimpatient
impatienttotostructure
structurework
workforforothers
others
DIRECTING OTHERS
DIRECTING OTHERS
DIRECTING OTHERS
Doesnt delegate well Doesnt
Doesntdelegate
delegatewellwell
Doesnt take the time to manage Doesnt
Doesnttake
takethe
thetime
timetotomanage
manage
May lack interest in managing and be more eager to work on own May
Maylack
lackinterest
interestininmanaging
managingand andbebemore
moreeager
eagertotowork
workon
onown
own
assignments assignments
assignments
SKILLED SKILLED
SKILLED
Is good at establishing clear directions IsIsgood
goodatatestablishing
establishingclear
cleardirections
directions
20
20
20
Sets stretching objectives Sets
Setsstretching
stretchingobjectives
objectives
Distributes the workload appropriately Distributes
Distributesthe theworkload
workloadappropriately
appropriately
Lays out work in a well-planned and organized manner Lays
Laysout
outwork
workininaawell-planned
well-plannedandandorganized
organizedmanner
manner
Maintains two-way dialogue with others on work and results Maintains
Maintainstwo-way
two-waydialogue
dialoguewith
withothers
otherson
onwork
workand
andresults
results
Brings out the best in people Brings
Bringsoutoutthe
thebest
bestininpeople
people
Is a clear communicator IsIsaaclear
clearcommunicator
communicator

OVERUSEDSKILL
SKILL
May be overly controlling May
Maybebeoverly
overlycontrolling
controlling
May have a chilling effect on others, discouraging input and ideas, May
Mayhave
haveaachilling
chillingeffect
effecton
onothers,
others,discouraging
discouraginginput
inputand
andideas,
ideas,
intolerant of disagreements intolerant
intolerantofofdisagreements
disagreements
May only delegate pieces and not share the larger picture May
Mayonly
onlydelegate
delegatepieces
piecesand
andnot
notshare
sharethe
thelarger
largerpicture
picture
May be overly directive and stifle creativity and initiative May
Maybebeoverly
overlydirective
directiveand
andstifle
stiflecreativity
creativityand
andinitiative
initiative
Select onetotothree
threeofofthe
thecompetencies
competencieslisted
listedbelow
belowtotowork
workon
ontoto
compensate foran
anoveruse
overuseofofthis
thisskill.
skill.
18,19,
19,21,
21,23,
23,28,
28,31,
31,33,
33,35,
35,36,
36,60,
60,
64 64
64
121 121
121
Copyright1996,
1996,1998,
1998,2000
2000Michael
MichaelM.
M.Lombardo
Lombardo& &Robert
RobertW.W.Eichinger
EichingerAll
AllRights
RightsReserved.
Reserved.
DIRECTING OTHERS DIRECTING
DIRECTINGOTHERS
OTHERS
SOME CAUSES SOME

SOMECAUSES

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' Copyright 1996, 1998, 2000 ' ' Copyright

*Note: Italicized words are not alphabetized. *Note:

58 Strategic Agility 345 58

PERFORMANCE DIMENSIONS PERFORMANCE

CAREER STALLERS AND STOPPERS CAREER

106 Blocked Personal Learner 497 106

WHO IS THIS BOOK FOR? WHO

WHERE DID THESE 67 COMPETENCIES, WHERE

WHERE DID THE REMEDIES IN FOR YOUR IMPROVEMENT WHERE

GUIDING PRINCIPLES BEHIND THE REMEDIES GUIDING

BOOK RECOMMENDATIONS BOOK

3. Ease Is it well written? 3.3.Ease

HOW TO USE THIS BOOK HOW

MAKE SURE YOU ARE WORKING ON THE RIGHT NEED MAKE

WATCH OUT FOR PHANTOM NEEDS WATCH

WATCH OUT FOR A WEAKNESS WATCH

THERE ARE THREE KINDS OF NEEDS IN FYI THERE

THE SEVEN STEPS FOR MOTIVATED PEOPLE THE

2. Read the unskilled definition. Which bullet points 2.2.Read

ABOUT THE AUTHORS ABOUT

feedback both as a part of these programs and in individual sessions. feedback

UNIVERSAL DEVELOPMENT PLAN FOR ANY COMPETENCY UNIVERSAL

SOME CAUSES SOME

THE MAP THE

SOME REMEDIES SOME

9. Afraid to get others involved? Taking action requires that 9.9.Afraid

SUGGESTED READINGS SUGGESTED

Powell, Colin L. with Joseph E. Persico. My American Journey Powell,

DEALING WITH AMBIGUITY

DEALING WITH AMBIGUITY

OVERUSED SKILL OVERUSED

SOME CAUSES SOME

THE MAP THE

SOME REMEDIES SOME

2. Perfectionist? Need or prefer or want to be 100% sure? Lots 2.2.Perfectionist?

DEALING WITH AMBIGUITY

DEALING WITH AMBIGUITY

DEALING WITH AMBIGUITY

DEALING WITH AMBIGUITY

SUGGESTED READINGS SUGGESTED

OVERUSED SKILL OVERUSED

SOME CAUSES SOME

THE MAP THE

SOME REMEDIES SOME

need to know to do their jobs, but which will be interesting to need

Of course, the principles of being approachable are the same Of

complaining. If someone wants to complain about someone else, complaining.

OVERUSED SKILL OVERUSED

SOME CAUSES SOME

THE MAP THE

SOME REMEDIES SOME

involved, take it to the proper authorities. Remember that in a involved,

him/her an opportunity to add to the discussion. Some rules to him/her

SUGGESTED READINGS SUGGESTED

SOME CAUSES SOME

THE MAP THE

SOME REMEDIES SOME

reviews of industries by Wall Street experts, as well as general reviews

functional or business unit boundaries to learn more about the functional

SUGGESTED READINGS SUGGESTED

OVERUSED SKILL OVERUSED

SOME CAUSES SOME

THE MAP THE

Note: Italicized words are not alphabetized. Note: