sam palazzolo

The Leadership Challenge: Cutting Ties with Poor Performers

November 10, 2016 By Tip of the Spear

The Point: Performance reviews by the numbers often don’t take into account the emotional aspects of working with people. While the numbers should speak for themselves, is it important to take into consideration the “other” factors when determining future personnel roads forward. In this post we’ll examine the leadership challenge of cutting ties with poor performers… Enjoy!

GM Dumps Cruze… Why You Should Do Likewise!

General Motors (full disclosure, I’m an Alumni that spent 6-years at “Mother Motors”) recently announced that they would be cutting 2,000 jobs at their Lansing, MI and Lordstown, OH factories. Amongst the collateral damage that played out is the dumping of the Chevrolet Cruze model. Why are they getting rid of so many people? The answer is simple… The vehicle just isn’t selling!

In the competitive automotive landscape, just like in your personnel decisions, there is a need to constantly review portfolios of performance to identify what is and what is not working. These decisions can be long and difficult, and their implications can be far reaching for the organization and people (both those left behind to do “more with less” as well as those thrust into the job market searching for work).

Cutting Ties is Easy/Difficult

So what is the leader to do that is faced with poor performance and market rejection? The easy answer is to cut ties based on the financial or operational performance. For example, if John Doe isn’t performing up to the desired performance level he should probably be provided the opportunity to go be successful somewhere else. Important to note that as a leader this should not be done at first-blush, instead you have got to give John the opportunity to receive the proper training/skills/technology to perform the role. Once able to conduct their role, if they are unwilling or abilities come in under performance thresholds it’s time to cut bait!

On the other hand, cutting ties could be very difficult. I know plenty of leaders who struggle with the thought of letting go of an employee because of the employee’s good nature, family relations, and overall good-guy persona. But these aren’t good business decisions, and this isn’t personal in nature. So poor performers should be given the opportunity to go on their marry way out the door (They will land on their feet somewhere, and wherever that is isn’t your responsibility).

SUMMARY

In this post we’ve examined the leadership challenge of cutting ties with poor performers. While the business versus personal decision making ability of a leader can be clouded, making decisions with crystal clarity will lead to better results (And you do want results for yourself/your organization, right?)

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Trumped!

November 9, 2016 By Sam Palazzolo, Managing Director

The Point: When you think the leadership challenges of the universe are conspiring against you and failure is at hand, you had better figure out a way to gain advantage so as to leave stakeholders trumped. In this post, we’ll explore the trumped phenomenas at play so you can overcome just such leadership challenges… Enjoy!

Divided Company

It’s “Go Time!” for you and your team as a leader… But exactly “where” are you going? If you’re like most leaders I work with, you have your opinion regarding direction to be taken that aligns with your organization’s mission/vision/values. But guess what? So does everyone else on your team. As a matter of fact, they might very well want to go in a multitude of different directions in support of the organization’s goals (let alone their own individual goals).

Sometimes leadership should be looked upon as a playing card game of bridge. In bridge one has the opportunity to use a playing card of the suit chosen to rank above the others, which can lead to winning a “trick” where a card of a different suit has been lead. In other words… Trumped!

Healing the Divide – The Rule of 3’s!

So what’s the best practice of a leader when facing such a multitude of different perspectives from their team? How do you balance or insure that everyone feels as though they are being heard? How will you pick the “right” or “right at this moment” direction to be taken?

While there are several different decision trees you could employ, one that I’ve seen successfully implemented is called the Rule of 3’s. The Rule of 3’s consists of “hearing” everyone out at a high level. When everyone of differing opinion is heard (or has the opportunity to present their opinion), the team can then vote (three votes maximum) for their favorite ideas. They can use their three votes individually spread across three different recommendations, or pool all three on one recommendation. The top three recommendations in quantity of votes are then more thoroughly developed/researched and then re-presented again to the group. Another round of voting occurs so as to produce one consensus direction decision to move forward on.

SUMMARY

In this post we’ve explored the leadership challenge of being trumped! Division of stakeholders is never a good strategy to employ, especially when considering sound business decisions. However, if collaboration is one of your company’s cultural moments, the Rule of 3’s can be implemented so as to alleviate the unlikely outcome of a decision coming out of nowhere to not only be elected but implemented as well.

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Radical Candor

November 3, 2016 By Sam Palazzolo, Managing Director

The Point: Do painful truths create faster growth, deepen trust, and build long-term relationships? This is the promise of a management technique known as “Radical Candor.” Popularized by high tech firms, the approach recommends cutting through the political correctness of conversations and therein allows for a more truthful dialog. But is the truth often clouded and dependent upon perspective of the truth-giver? In this post we’ll examine Radical Candor and provide 4 tips to assist in overcoming the leadership challenge of radical candor… Enjoy!

Let’s Be Honest… I’m a Jerk!

How many times have you found yourself in a situation where as a leader you should have zigged, but chose to zag due to the political climate of your organization? If you’re like most of the leaders I work with, you’ve probably fallen to the pressures to conform more times that you wish to admit. Enter the management concept known as “Radical Candor” where you no longer have to cow-down to conflict! Sounds pretty good right?

Radical Candor allows a leader to say what they want to say when they should be saying it. In other words, you have the right, no make that the duty/obligation to tell your stakeholders what they are doing wrong and why if/when you perceive it to be so. I’m not certain what you’re picturing in your mind, but my first image is that of the boss smoking a cigar and blowing smoke in my face… Pure humiliation results (in its purest form of course) and the receiver of such Radical Candor can only revamp their resume and begin their career search.

I Speak the Truth… Therefore I’m Right?

Radical Candor not only allows leaders to share from their perspective what happened, but also provide course corrections. Corrections that in and of themselves may very well be career course corrections. But what if the leader that practices this “speaking of the truth” has the situation misinterpreted? What if they simply don’t understand what’s occurring? Perhaps worse yet, what if they harbor a grudge/ill-will against the receiver?

As a leader there are times when you simply have to make the call and decide which direction is the best given the information you have at the time. You might be making the right call, but then again you very well might be making the wrong one (In which case hopefully you’ve read my previous posts regarding decision making and course correction!) As judge/jury/executioner of the corporate mission/vision/values a leader puts themselves in the perilous plight of having to determine right versus wrong. While business decisions involving dollars and cents might seem relatively easy, the stakes increase dramatically when it’s time to comment on the behaviors/actions of those around you. So should you do so without holding/bighting your tongue?

4 Tips to Overcome the Leadership Challenge of Radical Candor

The following 4 tips should act as assistance guides so as to overcome the leadership challenge of radical candor:

Tip #4 – Be Slow

You’re going to have the opportunity to provide radical candor feedback for nearly every sentence/action taken by your stakeholders. I’ll encourage you to be slow and more importantly go slowly when providing such feedback. I’ve seen way too many managers that jumped the gun (so to speak) and provided feedback prior to understanding everything (and yes, everything is needed!) Not only should you get all your facts in order, but perhaps comment after a pattern of events occurs.

Tip #3 – Be on the Same Radical Candor Page

Imagine how odd it would be for stakeholders to receive such radical feedback without the knowledge that their leader was invoking such leadership rules? It would not only surprise most, cause some to question your mental faculties, and at the minimum create a few human resources complaints! Share with your stakeholders the methodology, intended outcomes, and rules of the road so to speak at the onset of installing Radical Candor.

Tip #2 – Simply Say Thank You!

One of the most valuable tips I ever received was from Marshall Goldsmith (Yes, that Marshall Goldsmith who is the world’s leading executive coach to Fortune 100 C-Suite Leaders). He encourages the leader to respond to feedback with a simple thank you. No defending/deflecting what was said… No getting beet-red in the face… Just a simple thank you. Now you might want to buckle-back and get more details later, but in the heat of the moment say thanks.

Tip #1 – Reciprocate Radical Candor

Radical Candor can be great feedback to receive, but know as a leader that the most highly functioning organizations that adopt the technique allow for two-way communication of honesty (brutally honest that is!) Not only are you expected to dole out such candor, but part of the gift is also receiving (Your welcome!)

SUMMARY

In this post we’ve explored the management technique of Radical Candor. While the leadership challenge at hand might seem like no challenge at all, for those that engage in such open/honest dialog with their stakeholders there is always, always, always more at stake than meets the eye.

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Firing – 10 Tips!

September 27, 2016 By Sam Palazzolo, Managing Director

The Point: You knew it was coming, but you didn’t want to see it (let alone admit it once it happened!) Be it for purposes of production, professionalism, or personal reasons, firing associates should always be looked upon as a leaders final reproach. A reproach that must take into account the best interests of the individual experiencing the employee firing. So in this post, we’ll explore the leadership challenge of firing and provide 10 tips to allow for leadership success… Enjoy!

Hire Slow… Fire Fast!

I worked with an organization that had what I would consider tremendous turnover primarily in their sales team. The turnover rate hovered at nearly 300% annually. While a certain amount of “churn” in a sales team can be expected (perhaps even desired?), this level appeared to be excessive.

In speaking with the sales leadership (they did the hiring), they had a process for hiring that was reminiscent of the Wild West! It appeared as though anyone, and I do mean anyone, that entered the hiring funnel that could pass minimal skills tests including fogging a mirror would be offered employment. It was of little or no surprise therefore that turnover was more often than not the result of these poor hiring moments.

From Love to Like to Letting Go

“Sam, anyone can fire employees. It takes a real leader to be able to work with people and lead them forward” were the words shared with me by my leader upon assuming leadership responsibilities for the first time. While it’s been nearly 20+ years since I first heard these words, the adage is just as appropriate today as it was then.

But what happens to cause employee dismissal? Is there a specific tipping point that causes irreparable harm to occur for the leader that just isn’t recoverable from? Was it them (the employee getting fired or the leader) that’s to blame? Firing for the sake of firing takes guts, but my experience has seen far too many firings occur because the leader is simply gutless!

10 Tips for Firing Employees

Herein are ten tips for firing employees that I’d ask you to consider prior to taking this last ditch effort in the employment lifecycle. Consider them to be ten bases that need to be run out prior to calling the employee out in the game of work:

Tip #10 – Process Training

Perhaps performance is the issue identified for employee dismissal. If so, provide training to the employee so that they know the process they are expected to conduct.

Tip #9 – Establish Performance Criteria

Having everyone on the same page is crucial, especially when you consider performance criteria. As such, establish performance criteria employees are expected to perform.

Tip #8 – Review Performance

From the “Establish Performance Criteria” above, you have shared what levels employees are expected to perform at. Now it’s time to conduct reviews of said performance to insure compliance with those expectations.

Tip #7 – Involve HR/Legal

If you are considering firing someone, you’ll want to bring in the human resources and legal professionals. They will assist in insuring that proper organizational and government (state/federal) rules are complied with.

Tip #6 – No Surprises

Earlier I said that “You knew it was coming, but you didn’t want to see it (let alone admit it once it happened!)” so insure that those employees being dismissed know in advance that things are not going well and perhaps a parting of the ways might be in everyone’s best interests.

Tip #5 – Consistency Counts

When releasing associates, insure that you are applying consistent expectations as well as firing mechanics… Your HR folks will be glad you did!

Tip #4 – Keep it Private

If praise is meant for a public forum, this antonym should be conducted in private. If you’ve followed the previous five steps, there shouldn’t be any surprises for any/all involved.

Tip #3 – Fire the Right Person

Make certain that you have provided all the process training and tools required to be successful on the job. Establish the difference between able (they understand the job) and willing (they want to perform the job).

Tip #2 – Insure They Exit

How many times have you seen a firing take place, only for a cloud of disturbance to be leveled on the organization on there way out because no one escorted the individual from the organization properly? Odds are if you’ve fired someone in the past, and not escorted them out of the building the cloud blew in badly.

Tip #1 – Maintain Dignity/Pride

Lastly, and perhaps most importantly, dismiss people in a manner that allows for dignity/pride to be maintained (or at least try). Avoid being mean for mean’s sake.

SUMMARY

It’s the job of a leader to lead others. However, some simply aren’t meant to be lead. The best leader I ever worked for employed a 4-sentence dismissal that typically went something like this “Bob I want to talk about you/your affiliation with us here at XYZ Company. You know based on previous conversations that this just doesn’t seem to be a good fit for either of us. As such, we’re going to allow you to go be successful somewhere else. Thank you and best of luck.” When it’s over… It’s over!

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Likeability – 5 Tips!

September 25, 2016 By Sam Palazzolo, Managing Director

The Point: While leadership isn’t a popularity contest, it isn’t an unpopularity contest either! There is much more to be gained than lost by being likeable as a leader. So in this post we’ll explore the leadership challenge of likeability and provide 5 tips so you can achieve the smiley face emoji of leadership likeability… Enjoy!

It’s about Respect… NOT Likeability!

Jim was a senior leader for a Fortune 100 organization that I had the pleasure of working with (Name changed to protect identity). Jim had a Top 20 MBA program degree, and from the outside-looking-in, a successful career going for himself. However, there was one problem that Jim couldn’t overcome in his race to the corner office… Jim!

You see Jim was one of those leaders that was raised in the “business” by a tough SOB. These years of hazing taught him that people don’t need to like you/your every move… but they sure do need to respect you. Those that fell outside of the respect rankings were belittled immediately and soon recognized for dismissal/reassignment. It was all Jim, all time, with little room for anyone else placing a premium on respect.

We Don’t Like You!

Jim’s organization recently conducted a 360* behavioral assessment, where Jim as well as his organizational stakeholders provided feedback. These assessments are great perspective on a leader’s abilities, and the competencies that shape their ability to execute. However, Jim’s feedback was far from positive from his stakeholders.

It appears as though the 360* feedback on Jim was extremely consistent (a good thing) in that it was nearly identically unfavorable (a not-so good thing). Time and again, the deltas (or gaps) between where Jim viewed himself and stakeholders were broad/wide. It was as if the 360* assessment was conducted on two different subjects (Jim being one and the stakeholders providing feedback on someone totally different!) What hurt the most were the open/honest/brutal feedback portions, where “We don’t like you!” was pretty well spelled out (because that’s what several people said… Ouch!)

5 Tips to Leadership Likeability

Was Jim clueless, and/or were these results inaccurate? Here are 5 tips that you can take so as to improve your leadership likeability and not be like Jim:

Tip #5 – Manners Matter

Jim had a nasty habit of cutting people off in communication. It wasn’t uncommon for him to interrupt others while they were speaking in meetings. He’d even cut them off while walking down the hall. Remember, manners matter if you’re the leader!

Tip #4 – Focus

Paying attention to others while they were speaking was another of Jim’s weaknesses. Instead of listening to what others were speaking of in the moment, Jim was too busy focusing on what he was going to say next. Focus on the present… Listen to others!

Tip #3 – Emotional Awareness

Pay attention to not only what others say, but how they say it. Sometimes, body language (especially facial expressions) can tell the story much better than the words someone is attempting to use.

Tip #2 – PMA

Your mental attitude is reflected in everything you do. As such, employ a Positive Mental Attitude (PMA) in everything you do (oh, and be sincere while doing so!)

Tip #1 – Respect Others

Keep in mind that no matter what you do, you’re not going to please all the people all the time. There are going to be those times when in fact you perceive that you are pleasing no one at all (not even yourself!) As such, remember that regardless of likeability, show respect at all times for those around you and especially yourself.

SUMMARY

In this post we’ve examined the leadership challenge of likeability and provided 5 tips. Different cultures, different personalities, different competing interests make today’s workplace much more challenging than in years past. Good news, the future appears to be shaping up even more dynamic! Therefore, your ability to achieve leadership likeability will certainly be tested (so make it a character trait in your favor).

Sam Palazzolo

sam palazzolo

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