One more time: How do I lead by example?

You don’t. You never do.

Leading by example is based on a faulty assumption: that people will see only the behavior you want them to see and follow only the behavior you want them to follow.

News flash: the people who work with you see everything.

They see not only what you want them to see but they also see what you don’t want them to see.

They see not only what you do but they also see what you don’t do and what you choose not to do.

They see what you choose to do or not to do and to whom.

They see what you choose to do or not to do and for whom.

As a matter of fact, the more time they spend with you, the more clearly you reveal yourself to them. The longer they observe you, the less what you say matters. What matters more are your actions – and specifically how consistent they are over time.

They see when and how often you tell them what to do.

They see when and how often you ask for their opinion.

They see when and how often you admit not knowing something.

They see when and how often you admit you made a mistake.

They see when and how often you apologize… and when and how often you apologize in public when you offended in public.

They see when, how often, and how well you listen.

They see when and how often you praise in public. And how specific your praise is: not the anemic “good job!” but rather a vigorous acknowledgment of what exactly a team member does well and how that contributes to the good of the team.

In addition to being based on a faulty assumption, “leading by example” might also be caused by attribution bias (you believe that your behavior has caused theirs, that your “leading” has caused their “following”) or by buying into the narrative of the “heroic manager” (what I call the “Gandhi complex”). But that will have to wait for another post.

The content of this post was originally sent out in my free, monthly newsletter in which I share my own writing as well as links to articles and research on management, leadership, and strategy. It’s easy to subscribe… and unsubscribe.

A genius is the one most like himself: Thelonious Monk’s tips for musicians

I’m a jazz fan, always have been. And I’m a Monk fan.

Monk created this list when a musician joined his band for a multiple-week gig.

I encourage the managers I work with to have a readme document for themselves and to have a structured, personal way of welcoming new members to their team. It also goes a long way for that welcoming to include peers.

In any case, here’s Monk’s list. What does yours look like?

Just because you’re not a drummer, doesn’t mean you don’t have to keep time.
Pat your foot & sing the melody in your head, when you play.
Stop playing all that bullshit, those weird notes, play the melody!
Make the drummer sound good.
Discrimination is important.
You’ve got to dig it to dig it, you dig?
All reet!
Always know… (monk [backwards])
It must be always night, otherwise they wouldn’t need the lights.
Let’s lift the band stand!!
I want to avoid the hecklers.
Don’t play the piano part, I’m playing that. Don’t listen to me. I’m supposed to be accompanying you!
The inside of the tune (the bridge) is the part that makes the outside sound good.
Don’t play everything (or every time); let some things go by. Some music just imagined.
What you don’t play can be more important than what you do.
Always leave them wanting more.
A note can be small as a pin or as big as the world, it depends on your imagination.
Stay in shape! Sometimes a musician waits for a gig, & when it comes, he’s out of shape & can’t make it.
When you’re swinging, swing some more!
(What should we wear tonight?) Sharp as possible!
Don’t sound anybody for a gig, just be on the scene.
These pieces were written so as to have something to play, & to get cats interested enough to come to rehearsal.
You’ve got it! If you don’t want to play, tell a joke or dance, but in any case, you got it! (to a drummer who didn’t want to solo).
Whatever you think can’t be done, somebody will come along & do it. A genius is the one most like himself.
They tried to get me to hate white people, but someone would always come along & spoil it.

Source: Open culture

On the difference between management and leadership

Managing is getting something done, stabilizing existing processes, controlling and correcting deviations to ensure quality and reliability.

Leadership is about doing something new or better, whether a simple process improvement or a transformation. It is more about reframing for improvement. It likely calls upon people to learn new skills and shift beliefs.

Our tendency to ascribe leadership to individuals that hold a formal entitlement as head of a team, group, or function is unhelpful when distinguishing management from leadership as activities with different purposes.

Leadership is not the property of a formal position, but rather an activity that occurs anywhere in the company. A person responsible for such a change is therefore in a leadership role irrespective of title.

source: “Culture shift with Ed and Peter Schein” in Dialogue. Also a Twitter thread.

Here’s why you are skeptical about empowerment

The principle: Humans crave independence and control so giving it to them at work should be a good thing.

The caveat: As people feel increasingly autonomous, they can also become unmoored from others’ needs, expectations and social norms.

Research results: Managers who value being respected will respond to empowerment initiatives by, in turn, empowering their workers. But, managers who value being in charge will respond to empowerment initiatives by closely controlling and dominating their employees.

In other words, empowerment can lead to more autonomous employees, but micromanagers will micromanage.

— from a journal article by Nicholas Hays and Russell E. Johnson of Michigan State University, and Hun Whee Lee from Ohio State University.

Paid vacation days per year per country

Source: Center for Economic and Policy Research

Financial autonomy

It’s not about having so much money that you can buy anything you want. It’s about having enough money to buy everything you need.

The hybrid stategy: Stock and Flow

There are two kinds of quantities in the world. Stock is a static value: money in the bank or trees in the forest. Flow is a rate of change: fifteen dollars an hour or three thousand toothpicks a day. Easy. Too easy.

But I actually think stock and flow is a useful metaphor for media in the 21st century. Here’s what I mean:

Flow is the feed. It’s the posts and the tweets. It’s the stream of daily and sub-daily updates that reminds people you exist.

Stock is the durable stuff. It’s the content you produce that’s as interesting in two months (or two years) as it is today. It’s what people discover via search. It’s what spreads slowly but surely, building fans over time.

Flow is ascendant these days, for obvious reasons—but I think we neglect stock at our peril. I mean that both in terms of the health of an audience and, like, the health of a soul. Flow is a treadmill, and you can’t spend all of your time running on the treadmill. Well, you can. But then one day you’ll get off and look around and go: oh man. I’ve got nothing here.

I’m not saying you should ignore flow! This is no time to hole up and work in isolation, emerging after years with your work in hand. Everybody will go: huh? Who are you? And even if they don’t—even if your exquisite opus is the talk of the tumblrs for two whole days—if you don’t have flow to plug your new fans into, you’re suffering a huge (get ready for it!) opportunity cost. You’ll have to find those fans all over again next time you emerge from your cave.

(…)

And the real magic trick is to put them both together. To keep the ball bouncing with your flow—to maintain that open channel of communication—while you work on some kick-ass stock in the background. Sacrifice neither. The hybrid strategy.

More here.

Inclusion by any other name

I’m allergic to clichés and buzzwords. And this might be one of them. A research project reports this:

The employees described inclusive leaders … as leaders who act in ways that demonstrate their values and communicate openly and honestly. They treat each employee as a unique individual, recognize each person’s strengths and value diverse perspectives.

Inclusive leaders were also described as asking others for feedback when making important decisions and providing everyone access to critical information. They encourage everyone to work together as a team and go out of their way to make sure employees of all job positions are valued and encouraged to be involved.

Whatever the nomenclature, these are definitely sound management practices with desirable outcomes.

The content of this post was originally posted in the September 2020 issue of my newsletter. “On management and strategy” is a free, monthly newsletter in which I share my own writing as well as links to articles and research on management, leadership, and strategy. It’s easy to subscribe… and unsubscribe.

The strength of weak ties

Perhaps you do this already with your team: you take the first few minutes of a meeting to check in, sometimes as a group and sometimes in random pairs or trios in breakout rooms. Just a few minutes to chitchat – about anything but work, like what would happen randomly at the office.

Well, Zapier, a company that helps its clients create automation workflows, is doing something similar but company-wide. They

try to make serendipitous, face-to-face interaction happen on a routine basis. We use a Slack app called Donut, which pairs everyone who signs up with a random coworker and helps schedule a video call. There are no rules to these conversations—people talk about where they live, their hobbies, or (if they want) work. These interactions don’t replace the serendipity of an office, but they can go a long way.

The topic of work is going to come up when you’re talking with random coworkers, because it’s the one thing you for sure have in common.

And there are benefits: these random conversations can lead to solutions, they connect people who might otherwise never talk, and it allows for what Mark Granovetter calls “the strength of weak ties”.

The job candidate selection process is a fail. Try this.

The job candidate selection process does not work. Even Google has taken back their famed clever interview questions. There is just no data to support that the job candidate selection process is effective at screening for success or at predicting that candidates will remain with the company.

A few years ago I worked with a large, successful engineering firm (it might have been the largest in the country at the time) that had a unique way of selecting and hiring candidates.

The owner of the company told me that their approach was based on two observations:

There is no telling from a job interview, or a series of interviews, whether a candidate will be good at the job, be happy in the company, and will remain for longer than x years. And, if as a company these three criteria (or any other you identify) are important to you, then job interviews are useless and a random process is just as good.
Nor can you tell whether we will want a a person to remain in the company once we get to know the person and the person gets to know us.

The process

So the process they established was as follows:

Identify a series of criteria that any candidate should meet. Because no criterion has proven to be predictive then pick the ones you think/feel might work;
Once you have received applications, pick out the ones that meet all criteria;
From those who meet all criteria, pick one randomly.

The interview

Then the owner would invite the candidate for a chat in which he would explain to the candidate what type of work they do at the firm, how they work, and what type of values they try and uphold. The owner would then ask the candidate if they can see themselves working in such an environment. If the answer is yes, the person was hired under the following terms: You are hired for six months with full benefits.

After six months

At the end of the six months you and I will meet again and you will tell us whether

What we told about the type of work they do at the firm, how they work, and what type of values they try and uphold is true; and
You can see yourself working here permanently.

And we will tell you

How well you did during the six months: your work, how you work, and how you understood and embodied the values we try and uphold based on surveys and interviews with your manager, the co-workers on your team, the peers you interface with, and (when applicable) the customers you interface with;
Whether we want you to stay and, if yes,
- We will be discussing the type of projects you would like to work on in the future; and
- Offer you a permanent position.

The added benefit

Imperfect and incomplete as it is, based on its premise of nothing being predictive of anything in matters of hiring, it is as good as any other process I am familiar with.

And I just read in the FT that it also a great way to boost diversity.

See also: How IBM does it, Writing a good (emotionally-intelligent) job posting helps, and there’s always the Monthy Python way.