“Just Stop It,” Rarely Works
May 30, 2011
Recently Harvard Business Review (subscription required) had an article by a former CEO explaining that he used to be a micro-manager.
He’s retired now, but the executive said that he didn’t realize what he was doing until one of his senior employees told him to “back off,” because he was “driving them all crazy.” Of course the CEO did and the the company has gone on to reach great heights. Everyone lived happily ever after.
While the whole premise of a CEO pointing out his or her own failures (in the magazine’s Failure Chronicles section) is a bit self serving, I have to admit I find it a bit disconnected from reality. The point was brought home recently when a new client of mine, called to ask for some career help.
We talked about why she might be leaving her current job, and she made the same point. ‘My boss is driving me crazy, with her micro-managing,” she said. My client has been with the company for almost 10 years and her boss has been there even longer, so she’s no rookie, and she admits her boss has always had the same problem.
She’s a senior manager and told me she’s tried to confront her boss, but that her boss just did not see the issue the same way. As an example she told me that in 2010 they had decided to update their logo, and marketing materials. The project was supposed to be completed by January 1 of 2011, but as of mid-May they are still awaiting decisions on a host of minor issues that the CEO insists on making.
It would be fine, except the CEO travels extensively and will not let anyone make decisions in her absence.
My client says she has tried to talk to the CEO about micro-managing but the boss just sees it as her job and refuses to acknowledge that anyone else could make the decisions.
In my experience, this is closer to reality. CEO’s, particularly those who have come up through the company ranks, have a tough time letting go of decision-making, especially in areas where they feel comfortable. They may take on new responsibilities but they have a tough time letting subordinates make decisions.
There are other factors leading my client to look for a new opportunity, but micro-managing executives are an all too common problem in most companies – and a simple “stop it, you’re driving us crazy,” very rarely works.
It’s like psychotherapy the “stop it” approach may not be the best technique. If you don’t believe me, watch this.
“Feel the Fear” – Dated but Worth a Read
May 19, 2011
I saw Susan Jeffers “Feel the Fear… and Do It Anyway,” mentioned on a coaching forum and thought that it might be useful for me and my clients.
After all, the book has been around since 1987 and launched Ms Jeffers into a leading role in the self help field. Whether or not she’s the ‘Queen of self-help” as her book jacket proclaims is probably up for debate, but she was certainly a leading voice.
Her book is well written, easy to understand and filled with examples to help explain her theories. From that standpoint I wholeheartedly recommend it. From a coaching standpoint I think it has a great many ideas that can be applied to clients who may be stuck or afraid to take action.
This is particularly true of the first nine chapters where she presents the nuts and bolts of her approach with techniques and exercises designed to get people moving… in any direction… but at least off square one. Her concepts on reframing situations, decision making and dealing with issues holistically were pretty new in 1987.
I guess that’s where some of my reservation sneak in. As I read, I couldn’t help but think that somehow it all seemed a bit dated. I was reading the 20th anniversary edition, published in 2007, but it didn’t appear that many examples or theories had been updated. Not that people and their roadblocks change that much, but it could just have used some examples from something I could identify with more easily.
After all, in 1987 no-one knew what ‘www’ stood for, and Steve Jobs was running NEXT Computer, probably thinking, “I wonder how I could be more Important.”
Maybe it’s just living in the Bay Area, but I think the world has changed significantly since 1987.
Ms Jeffers’ last two chapters venture more into the spiritual realm, starting with love and trust and moving on to the ‘inner void.’ Worthwhile areas to explore but definitely a bit of a departure from the first chapters. Looking over some of the titles on her web page, it’s clear that she has gone on to expand many of the chapters to individual books.
But, “Feel the Fear…And do It Anyway,” is a great introduction and has lots of suggestions for dealing with clients who can’t seem to find the motivation to get started and I would recommend it.
Now, I just have to figure out why I wasn’t more motivated when I finished reading.
Credibility and Coaching
May 11, 2011
A former client called recently to tell me she had a new job.
After the usual “congratulations-and-good-luck” chat she admitted that she was a bit nervous about her new post. She’s working for a very large corporation, supervising 50 employees, spread across several offices in various parts of the state.
What makes her most nervous is that it’s in a new field and the panel that interviewed her made it clear they need a ‘change agent.’ She has supervisory experience and has worked for large corporations but she was worried that her lack of expertise would lead to mistakes.
I encouraged her, explaining that if the hiring board thought she could do the job, she shouldn’t worry and pointed out that she may not have expertise in the field where the main business makes its money, but she did have plenty of experience in marketing, which is what she will be doing.
I then offered to act as her coach again to which she replied, “They already assigned me one, I haven’t met her yet, but I know she’s best friends with my boss.”
I was encouraged that they were astute enough to have coaches on staff, but I wonder how unbiased the coach might be if she’s that close to the boss. Who knows when something, told in confidence, might slip.
I’m willing to assume that the coach is professional and can separate personal from coaching relationships, but it seems to me that she already has a a credibility issue with my friend and no matter how hard she works there will always be some doubt about who’s best interests the coach considers paramount.
It was clear from our short chat that my friend had the same reaction but it left me wondering how committed to coaching the company really was.