Leaders Who Ignore the Human Element Will Fail

To be a successful administrator, basic operational savvy is necessary.  But to be a successful leader, you must also master human savvy. For example, Joe worked his way up through the financial ranks and had mastered three of the major skills of internal operational savvy:

• Setting high performance standards.
• Project management.
• Financial soundness.

Joe’s teams met their goals within budget and deadlines.

But Joe was always passed over for promotions to leadership.  Why?  Basic operational savvy isn’t enough to make leaders even partially successful.

To read the rest of this article from the Memphis Business Journal, see: Leaders who ignore the human element will fail http://www.bizjournals.com/memphis/stories/2007/10/01/smallb4.html

When I explained to Joe that he was missing the human savvy I’ll describe below, he said he couldn’t change.  He had strength of character and responded successfully to the ups and downs, and the challenges of business.  But he said he was an introvert.  He could achieve high performance in operational areas but it wasn’t his personality to excel in people areas.

Joe’s response is nonsense.  He doesn’t need to become an extrovert or develop the personality of an archetypal used-car salesman.  But if he wants to advance his career, he does need to master his innate human savvy—the universal human attributes for empathy and sympathy, for knowing what makes people tick, and for transmitting and enhancing passion and dedication.

Joe’s progress was halting when he was simply memorizing lists of how-to’s.  But his learning took off when he modeled himself after the subject of one of the best leadership books, “Team of Rivals: The Political Genius of Abraham Lincoln,” by Doris Kearns Goodwin.

Joe saw himself as having a personality similar to Lincoln: a melancholy introvert who could come out of his shell to make human contact.  Lincoln’s human savvy was a crucial component of his success.  Joe resolved, “If Lincoln could do it, so can I.”  Joe drove himself to use Lincoln as his guide and to learn what Lincoln learned.

One of the important personal skills Joe learned was critical listening.  Instead of listening only to the dictionary definitions of words, he trained himself to hear “the message behind the message.”

That essential information taught him what concerns other people have and what they really want.  Joe used what he learned in order to connect with his team on an emotional level, so he could help them dedicate to their mission.

Lincoln said that the most important task of a leader, once he has finally decided on a course of action, is to educate people so they are inspired to proceed on that course.  Lincoln used insightful comparisons and memorable stories to transfuse people with his vision, dedication and perseverance.  Joe realized that appropriate stories have an emotional impact greater than the effects of logical arguments.

Like Lincoln did, Joe can now tell memorable stories of his team’s effort and progress.  His staff is now enthused to achieve team and personal goals in the face of challenges that demand their best.

Joe also sets high behavioral standards and holds his staff accountable for behavior that reflects good attitudes.  He’s stopped bullies and even had some success getting difficult messages across to abusive, toxic staff.  His best workers are happier now that he’s weeded out the slackers and bad apples.

Now his superiors say:

• “Joe seems to guess what the next steps are, even when I haven’t said them.”
• “He’s a good confidant. I can count on him to rally the rest of my leadership team and to see that his people are on top of what’s truly essential.”
• “He’s a go-getter.  He’s stopped bullying, manipulation, negativity and meeting sabotage in his new department.   He can inspire people to overcome change and adversity, as well as to keep innovating when times are good.”

Many people teach basic operational savvy as if it’s all that’s necessary for leadership success.  But good administrators aren’t necessarily good leaders.  Basic operational savvy is necessary, but it’s not enough. Leadership success is more all or none.  You can succeed only if you master human savvy.

High standards protect everyone from unprofessional behavior.  You can learn to:

• Master the human element.
• Eliminate the high cost of low attitudes, behavior and performance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

10 Best ways to raise spoiled brats

There are many methods that even well-meaning parents use to raise spoiled brats instead of wonderful, creative, well-behaved, civil, strong children.  The fundamental factor in raising arrogant, selfish, nasty brats is their parents’ consistency in attitudes, approach and actions. The underlying attitude that creates demanding, bullying tyrants is that if children are never thwarted or forced to do what they don’t want to, they’ll be more creative and happy, and their self-esteem will be higher.  This attitude is very prevalent among the helping professions; especially therapists and teachers.

What I say will anger people who think in black-while, all-none.  Those are people who think that the only choices are total freedom and praise, or total repression and beatings.  How silly to think that way.

What do you see other people doing to train their children badly?

My top 10 attitudes, approaches, techniques to create willful, domineering brats and teenagers are:

1. Never correct them or say, “No.”  Help them think they’re sensitive, weak and fragile.  Be afraid that if their feelings are hurt, they’ll never get over it.
2. Always give them everything they desire.  Don’t teach them that they might not get what they desperately want at the moment and that they can still be happy.  Give them control of every decision.  Never force them to do what you want.  Instead, always try to get them to understand that you’re right so they’ll willingly do what you want them to.
3. Never show displeasure or tell them that they failed to meet your high expectations.  Always tell them that their efforts are always good enough; no matter how good or pathetic the results.
4. Always tell them that they should succeed instantly or that what they can’t do, isn’t important.  Also, tell them that hard work and struggle aren’t important.  Blame everything that they don’t like on other people (bad friends, bad teachers, bad schools, bad society), not on their insufficient or mediocre effort.  Always tell them that the world is supposed to be fair and make them happy.
5. Always let them misbehave without correction or consequences, instead of calmly applying consequences whether they like it or not.  Hold your tongue or repeatedly tell them not to do something, but don’t actually do anything effective until you can’t stand it anymore and you throw a fit.
6. Always give in to their fits and temper tantrums in order to get them to stop.   Train them that you’ll give them whatever they want if they throw fits in public.
7. Always excuse their bad behavior because they’re “cute” or “creative.”
8. Always allow them to avoid chores or helping out because it’s no fun for them.
9. Be afraid that if they’re angry, they won’t love you.  Always try to be their confidant and best friend.
10. Never smack their bottoms or grab them to make your point or to let them know that sometimes they will do what you want, no matter what.

To raise spoiled brats, consistently give in to them and excuse their bad behavior.  Of course that doesn’t prepare them to succeed in the real-world they’ll face as adults.

If you start these approaches with infants, you can create manipulative, demanding teenage bullies who think that they’re entitled to everything they want and you’re supposed to provide it.  They’re the kind of children who may be living at home when they’re 40.  And you’ll wonder why, deep down, you don’t like them any more than they like you.

But don’t go to the other extreme and beat them into submission.

Think of the qualities you want them to develop and make sure they have many opportunities to practice these qualities.  For example:

• Will, self-mastery, courage and discipline.
• High energy, emphasis on action and seeking solutions instead of blame.
• Grit, determination, dedication, drive, commitment and focus.
• Persistence, perseverance, patience, endurance and tenacity.
• Resilience, flexibility and humor.
• Comfort in ambiguity and productive inconsistency.
• Heroism in the face of discouragement so you’ll treat obstacles like speed bumps.
• Learning from great models, heroes, mentors and coaches.
• Taking calculated risks and making the most of opportunities and luck.

Without your guidance and discipline, they won’t magically develop those qualities when they’re 25.

You’ll find examples in my books and CDs of case studies, “How to Stop Bullies in their Tracks” and “Parenting Bully-Proof Kids.”  Of course, coaching can help you design tactics that fit your specific situation.