Do Bad Managers Make Us Perform Better?

So, which is more important to you: Having a manager you like, or one who can take you to the top of your profession?

It's certainly an interesting dilemma. In a survey of 380 Major League Baseball players, five of the managers that players say they would "least like to play for" include some pretty successful managers, including Tony LaRussa, who has two World Series wins under his belt. (Full disclosure: I'm a big Cardinals fan.)

And some other big names in the baseball management ranks made the list, including Ozzie Guillen, who was Manager of the Year in 2005, and Joe Torre. (Torre seemed to have a dual personality -- players also named him second as a manager they would MOST like to play for.)

In our workplace culture, it's been said by some that you've got to be a real butthead to survive and rise through the ranks, and being a jerk is rewarded. It appears that even professional baseball players seem to be grappling with that issue.

So, which would you rather have: A manager you don't like who takes you to the "world series," or a manager you like, but who never helps you get to the top of your game?

Need a Shove?

One of the common threads I've found when interviewing people who have lost their jobs over the last year is the optimism most of them feel when they're first laid off. That lasts for about four or five months. Then, you can hear it in their voices: they're scared and frustrated and feel very, very alone.

I've been without work so I know how they feel. But recently I did a story on mentors -- how they can help your career not only when you have a job, but especially when things aren't going so hot. And while no one was portraying the mentoring experience as all fun and games -- it takes a lot of hard work and sometimes your mentor drives you a bit batty -- those I interviewed credited mentors with adding a lot to their lives.

I think we've all got to invest more in ourselves, no matter what our employment status. We need people in our corner, through good times and bad. Without those relationships, I think we risk making unnecessary mistakes, of letting good opportunities pass us by because of our own ignorance or perhaps our own fear. As this story show, mentoring may be just what we need:

Sometimes in our careers we need a kick in the pants. We need someone to push us, to make us see what’s possible and how we can get there. For people like Linda Swindling, that point came in college. For Christopher Wright, it came when he was enduring a job he hated.

Both turned to mentors. People in their lives who came along, saw their strengths and weaknesses – and for no pay at all – gave them invaluable advice that helped them land at better places in their career.

Now, at a time when most of us are confused and stressed about our jobs and career paths, mentoring programs appear to be more popular than ever – even employers are seeing the value in offering such support to employees.

Beth Carvin, CEO and president of Nobscot Corp., a retention management consulting firm in Honolulu, says that the company’s mentoring division, Mentor Scout, is currently doing a booming business. The program helps companies set up mentoring programs.

“It’s a way for companies to develop their talent, and it’s cost effective because they’re utilizing their resources internally,” Carvin says. “We’re seeing a huge growth in mentoring.”

Currently, about 70 percent of Fortune 500 companies offer mentor programs, but experts say no one in this economy should wait for an employer to find them a mentor.
“A lot of people don’t even think of it until they lose a job,” Carvin says. “You really need to think of it when you have a job.”

Swindling, a Dallas-based speaker and author, says that she’s used mentors since her college days, and still relies on them. “Mentors have really given me a push when I need it. They remind me of stuff I’m not doing and give me a different perspective,” she says.

Wright credits his mentor from decades ago with giving him the skills he needed to run his own mechanical engineering practice. “He was very open about what he was doing and very patient with my persistent questions and in helping me fix my mistakes,” Wright says.

Still, even with the fond memories for Swindling and Wright, both say that those going into a mentoring relationship need to understand it’s not always enjoyable.

“The truth is that just like with any relationship, there are downsides. My mentor got impatient with me at times, and there were times when I felt he could be too verbose. He could be maddeningly discursive,” Wright says.

Swindling adds: “You find some people who say they can help you and they’re lying. They just want you to help them sell their stuff. They want to use you.”
If you’re considering a mentoring relationship, those interviewed for this story have some advice. They say you should:

1.Plan ahead. “Nobody wants to just have you walk up to them and say, ‘I want you to be my mentor.’ You’ll freak them out. Tell them that you have a problem, and what you need from them in terms of help,” Swindling says. “Different mentors can be used for different aspects of your life. Don’t ask someone to do it all.”

Carvin adds that you should review your past jobs and relationships, weighing the best person to help you. A former boss? A Co-worker? Someone from an industry group? “Be thoughtful when you contact them, saying who you are, why you have chosen them and what you hope to gain. Also talk about what you expect from them in terms of time,” Carvin says.

2.Be patient. “It took a while to get close to my mentor. It was about two or three years before we really trusted one another. I trusted him to respond to my stupid questions, and he trusted me to ask about the things I didn’t know,” Wright says. “We were completely honest with one another.”

While not all mentoring relationships last for years, and may only be in place to complete a specific goal or project. Swindling, who now often serves as a mentor herself, says that mentoring is very time consuming so you must always be respectful and decide what would be the best use of the mentor’s time. “Sometimes I’ll say to someone who wants my help: ‘What are the top two things that we need to discuss?’”

3.Be realistic. “Keep in mind that rarely is the mentor going to be able to give you a job or introduce you to the person who has an immediate need. More likely, the mentor will help you down the path quicker and with more insight, which can later give you an edge on other job seekers,” Swindling says.

She also points out that mentors can help you submit a resume at a “higher level” and protect you from “automatic outs” like a spelling error on your resume.

4.Be observant. “I don’t know how many times I’ve gone to a convention and been seated right next to someone who can help me,” Swindling says. “People love to give back.”

Wright says he met his longtime mentor – who has since passed away – when he drove him back to his hotel after a business meeting. “We must have sat in the car and talked for an hour and a half. Then he offered me a job,” Wright says. “You can’t always have that kind of chemistry with a mentor, but that trust is critical.”

Notes Carvin: “Different mentors can offer you different kinds of help. The key is to always be looking, to always know what you need.”

What do you think is the key to having a positive mentoring experience?

Can Playing Second Banana Be a Smart Career Move?

When I was a kid, I didn't think too much of Ed McMahon.

"He doesn't do anything," I would complain to my sisters when we were allowed to stay up late and watch Johnny Carson.

Oh, how wrong I was. McMahon did the most important thing of all: He made his boss look good.

He laughed when the jokes were good, or even bad. He was a perfect straight man to Carson's antics, always letting his boss have the limelight. He even knew when it was time to scoot down the couch for the guests. And who could have imagined his "Heeeere's Johnny" would be such a fantastic branding strategy?

I think some people thought McMahon would never have fame on his own once Carson ended the show. They predicted McMahon would fade away into the distance like an old cowboy put out to pasture. But McMahon proved them wrong and had many successes on his own.

McMahon may have played second banana during part of his career, but he certainly knew how to parlay that into something more. His death this week recalled an interview I did for my Gannett/USA Today column and a blog post on what it can really mean to be the No. 2 -- and how to be successful at it. I thought today would be a good time to re-publish the story:


James E. Lukaszewski often helps companies handle some of the most difficult, touchy management situations and has seen what it’s really like to be part of the executive suite trenches. So, he has this observation to pass onto anyone who wants to become part of that inner circle and become a trusted advisor to anyone in power: “Welcome to the line of fire.”

Those aren’t exactly reassuring words for anyone hoping to boost their career profile and power by being a strategic player to an organization’s head honcho, but Lukaszewski says taking on that role is not for the faint of heart.

“Being a ‘lady in waiting’ is a difficult and scary position to be in,” he says. “If you’re afraid, find another job.”

Still, many people covet having a role where the boss listens to them, where the boss heeds their advice and they make a real impact on the decision-making process.

If that’s the case, Lukaszewski has some advice that he also offers in his new book, “Why Should the Boss Listen to You? The Seven Disciplines of the Trusted Strategic Advisor".

For example, if you want to become the valued No. 2 to the boss (No. 1), you need to:

1. Be able to give advice on the spot. If you need time to take notes, think about a boss’s question and ask for time to come up with possible solutions, you won’t be considered a valuable advisor. “These CEOs want their time used extraordinarily smartly,” Lukaszewski says. “They’re not going to wait around on you to come back later with an answer.”

2. Tell the boss something he or she doesn’t already know. “These bosses are pretty much up on all the positions and what everyone is doing,” he says. “They don’t want to hear that from you – they’re looking for what you can tell them to do next. These leaders often make it up a little every day as they go along, because there’s no one who can tell them where to go next. If you can help them do that, it’s greatly valued.”

3. Give an ingredient of the solution. “Always make three recommendations,” he says. “Option one is to do nothing, option two is to do something and option three is to do something more. Providing multiple options is what will keep you at the table and avoids the high-risk strategy of making a single recommendation, which can be torpedoed by a single question.”

He adds that when you get a chance to present a strategy to the boss, try to make it in about three minutes. Specifically, when you’re called on by the boss to offer strategic advice, you should include: a description of the issue (60 words); a description of what the situation means and its implications (60 words); the task to be accomplished (60 words); the options available (150 words); a recommendation (60 words); and the intended consequences (60 words).

Lukaszewski says that while most people say that want to be “at the table,” the truth is that “you are the table.”

“If you are one of the trusted individuals, you bring the table with you,” he says. “When you are in the room, the table is full. You take the brief time you are given with these important people and you make it valuable.”

One of the key issues a person may have to deal with if he or she becomes a trusted advisor to a top boss is the number of people who want to “get you to use your influence with the boss – the influence they don’t have,” Lukaszewski says.

“They want to know what the boss says, what he knows,” he says. “But you’re going to have to be honest with these people and tell them that you only know a particular area, and they’re going to have to find someone else to help them. You’re going to have to suggest that they make an appointment to speak to the boss themselves. It’s difficult, but it’s all about managing the politics of the situation.”


Do you think being "second banana" makes sense?

Do People Draw a Blank When it Comes to Your Personal Brand?

I remember the first time I had a really in-depth discussion about personal branding many years ago. I was interviewing Catherine Kaputa, who wrote "You R A Brand", and she took the time to really explain the whole concept to me.

Since then, I've interviewed other personal branding experts, and they've all added to my knowledge. I've also seen a lot of people think they are effective personal branders, but they're really not doing anything but annoying people with their "look at me!" practices.

Recently, I had a chance to connect with Kaputa again for a recent Gannett/USA Today column on females rising in the executive ranks. She has a new book, "The Female Brand: Using the Female Mindset to Succeed in Business," and I wanted to share some of the information with you.

In the book, Kaputa has several "brainstormers", and one is called "SWOT Analysis." It goes like this:

Strengths: Write down anything that you are good at and love to do, or what your boss or clients give you high marks on.
Kaputa advises females to examine several female aptitudes she lists in her book, such as empathy, language ability, team leader and collaboration. She says women should use these to see what strengths they possess.

Weaknesses. Write down what you're terrible at and hate to do, or what your boss and friends criticize you for.

Opportunities. This is wide open, Kaputa says. Write down anything that could be an opportunity for you. A key is to look for unmet or unsatisfied needs that you could capitalize on.

Threats. Write down what keeps you awake at night, whether real or imagined, about yourself, your career or your business.

Notes Kaputa in her book: "None of us works in a vacuum, just as none of us works on a completely level playing field. But understanding and leveraging our strengths against the needs and perceptions in the career landscape will help us build a powerful personal brand identity.

After all, no matter who you are, your brand reputation arrives before you do. Either you have a personal brand identity that people are aware of or they draw a blank."

How have you determined your personal brand identity?

Are You Afraid to Take a Vacation This Year?

Are you afraid to take a vacation this year?

The answer may depend on how secure you feel with your job right now. But if a recent study is any indication, the answer may be that instead of hauling your butt to the beach, you're going to make sure it's glued to your office chair.

According to a recent Towers Perrin survey of 650,000 workers, fewer people are "seriously considering" leaving their job: 71 percent reported they're not looking for work right now, up from the 64 percent recorded last year. Clearly, workers aren't messing with what they've got, whether they like it or not. They know the job market is tough, and they're hunkering down.

How is this impacting the way employees work? Looks like it means they're giving up some work/life balance -- and not complaining about it. While 55 percent of workers said they could balance work and personal responsibilities (down from 62% last year), the report found that "increased anxiety about work/life balance doesn't appear to be a function of a change in company policies."

Specifically, the study found that 70 percent of employees say their work schedules give them enough flexibility to meet personal and family needs, which is just about what it was last year.

"This suggests," the report says, "employees can't, or won't, take advantage of the flexibility they do have and may be putting pressure on themselves to work longer hours, whether to deal with expanded workloads, help overtaxed colleagues or protect their jobs."

So, I ask again: Are you afraid to take a vacation this year?

Procrastination Thriving in Stressful Workplace

I'm always impressed when I watch a movie like "Apollo 13" where people under enormous stress perform really well. That doesn't usually happen for me.

There have been a lot of frantic, stressful days in my life, and sometimes by the end of the day I realize I didn't get enough done and feel really frustrated, or angry or depressed. Sometimes I feel all three.

Dr. Neil Fiore says I'm not alone. A psychologist and productivity guru, he says that the increasing stress of our daily lives, combined with anxiety about the state of the economy, has contributed to our loss of motivation.

The author of "The Now Habit: A Strategic Program for Overcoming Procrastination and Enjoying Guilt-Free Play," Fiore says people have gotten into the bad habit of saying "I have to get the project done" instead of "I'm going to get the project done."

“By saying, ‘I have to’ instead of ‘I choose to’ or ‘I’m going to,’ you really increase your stress levels,” he says. "Replace "I have to get this overwhelming project done" with 'I am choosing to START on one part for 15 minutes with plenty of guilt-free play on my schedule.' You then avoid both stress and anxiety. Anxiety is stuck energy trying to get into the imaginery 'future','done' or 'finished' place."

Fiore says that while we’ve all heard of the “flight or fight” response to stress, a third component is “freeze.” That means that people who are confronted with a possible layoff, or have already lost their jobs, may find that they’re shifting into a “wait and see” mode, procrastinating on doing anything about their careers.

“It’s part of our survival mechanism. When you have a broken leg, your body will tell you to lie still. That’s what is happening to a lot of people right now. They’re just staying still, trying to figure out what is going on,” he says.

Fiore offered some tips to those of us struggling with these issues:

• Notice your immediate, "default" reactions -- your most frequent thoughts, feelings, and impulsive reactions -- to stress and pressure. Take a few days to identify which reactive habits you need to update to fit with your current vision, abilities, values and challenges.

• Remember how you felt when you helped a friend cope with a stressful or heart-breaking event. You observed their problem from a distance and shifted to the role of a compassionate, wise counselor. Do this for yourself and experience the freedom of observing old habits and thoughts without having to identify with them.

• Play and work consistently at your personal best by connecting to the rest of your brain and body -- when you feel like a Tiger Woods, a Danica Patrick or an Oprah Winfrey. Begin performing at levels far beyond what the ego knows how to do. Integrate all parts of you into the grander whole that is your strongest self.

• Notice how self-criticism and telling yourself "you have to" lead to stress and anxiety. Get ride of self-threats.Tell yourself: "Regardless of what happens, I will not make myself feel bad. I will not let any event or person determine my worth."

• Communicate to your mind and body a clear image of when, where, and on what to work, and you'll significantly improve your productivity. "Pour the foundation at 9 a.m. Wednesday at 322 Garfield Ave." is clearer than "You have to finish construction on this house by next month."

• Change "I don't know" to "I wonder what will come to me." Watch for the surprise as the creative side of your brain starts working to bring you from "not knowing" to "knowing."

What are some ways you avoid procrastination or keep yourself motivated?

What Does LeBron James' Behavior Say About the Workplace?

LeBron James didn't shake hands.

For those of you who don't follow professional basketball, James is a forward for the Cleveland Cavaliers. He left the court without shaking hands with the Orlando Magic players when they beat his team in the NBA playoffs.

This all happened two weeks ago and you might think the issue should have died down by now, especially after James said that he had sent a congratulatory e-mail to a Magic player after the game.

James explained that he didn't want to shake hands after getting beat up so bad. Bill Walton, a Hall of Fame center and NBA broadcaster, told the Wall Street Journal that he understood the sentiment. He said that it takes a lot of hard work to get the playoffs and, "When it doesn't work out, it's very difficult to put on a smiley face and say everything is great."

Welcome, Mr. Walton and Mr. James, to what other people experience at work every day.

While James makes millions of dollars playing basketball, there are plenty of other people who work just as hard in their jobs and don't make one-tenth of what he makes every year. Right now, employees are putting up with an awful lot in their jobs -- doing the work of three people, being forced to take unpaid furloughs and seeing their 401(k)s dwindle -- and they still put a smile on their face and go to work every day. Maybe they don't get the raise or promotion they wanted, but they have enough grace and smarts to respectfully acknowledge someone who does.

That's one of the reasons I think James' behavior has generated so much controversy. It's not just that he did something we're taught is wrong from the first moment we kick a ball or swing a bat, it's that he disrespected the hard work of someone else. And right now -- well, right now, we all are being subject to more of that than we should.