Management
lore is full of praise for team work. Indeed,
it is not only unpolitic, but absolutely unacceptable today to say I will go
against team consensus. Having benefited
fully from conventional wisdom and “good Management education”, I confess being
an aggressive team player; to the extent that I have always looked down upon
the typical autocratic bosses, who “know all the answers”. Yet,
the same Management lore is also quite assertive that a true leader should
assert himself and listen to his “gut” and be willing to go against the tide,
where necessary.
And therein
lies the typical dilemma of the leader – the need to make a judgment call, the
need to balance polar view points and struggle with the grey areas, with the
help of his grey matter alone.
Three hiring
decisions “we” made recently have forced me to sort out my thinking on these
issues. But before I dig specifics, a
word about hiring itself. As a guy, who
soaked in a lot of “General Electric” values and training, Energy has been a
big thing with me in hiring. For those
new to this, GE places a lot of emphasis on energy and the ability to energize
in every hiring decision. I often talk
about this to my team and there have been cases where I have rejected otherwise
qualified candidates on the ground that they lacked energy.
Now, we are
ready to talk specifics:
Case-1: Low
Energy
We needed a
“general purpose” “I.T. guy”, to sort out level-one computer issues and handle
some admin work on the side. At that
time, we lacked diversity in the team.
So, when this candidate came along with fairly good credentials on paper
and from the minority group, I was sold.
Strangely, my team was not. They
felt he was too quiet, low on energy and possibly snooty. I rationalized saying energy does not always
have to manifest itself physically and that, just because he speaks less does
not mean he is snooty.
And so,
despite some resistance from the team, I went ahead and hired him. The guy turned out to be a disaster. Low energy, low motivation and would almost
routinely miss his deliverables.
Eventually had to let him go, in what turned out to be a fairly costly
piece of learning for me. Of course,
like a “true leader” I also told my team they should have been more assertive
and should have argued with me.
Case-2: High
Energy
We needed a Customer
Service Representative and were finding it hard to find Mr.
Right. And then my Head of Ops called to say they
had found Mr. Right. So an interview was
scheduled for me the following day. I found
the guy talking non-stop. For each
question he’d ramble for – what seemed like – an hour! Thrilled with his energy levels and the fact that
he could speak so well, my Head of Ops was and had practically told him he’d be
hired. However, I was concerned how a
guy who liked his own voice so much, hear the customer? But this time around, I thought I should hold
my own opinion in check and go by the Team’s opinion. I reckoned, it was proven last time that I am
not always right!
So, we made
the offer and he was on board. Within
two days, we started getting customer complaints and even the immediate
Supervisor protested he could not deal with the guy. Besides, we also discovered he had lied about
his qualifications – and was stupid enough to unwittingly give away the secret
on the second day itself! Luckily, that
came in handy and we were able to recover without much loss of time or money!
Case-3: Big
Company Halo
This time it
was about filling a leadership position.
I had few candidates to start with and needed someone on board pretty
quickly. That was bad enough! So, when I found a candidate with the right academic
qualifications (an IT undergrad + an MBA), I was delighted! To cap that, she came from several years in a
huge multinational I had a lot of respect for!
How could I go wrong? In fact I
argued, she should be able to get us some best practices from this reputed
company as well. This time round, my team
was with me as well! So, we overlooked the
fact that her English was off the mark and she seemed rather “old world” in her
style of supervision, preferring tighter discipline and focusing on inputs such
as time on seat. This was in contrast to
our usual focus on deliverables, while treating things like punctuality more
casually.
This one
failed too! I caught myself wincing over
her emails going to clients – the few language errors we had noticed earlier were
despite the exercise of extreme care during the interview process. In routine correspondence, the language was
completely unacceptable, if not incomprehensible! The “old world style” also translated to just
instructing under performers to ‘buck up’ and giving them a tight target,
rather than making an effort to find the cause and working with them to address
the underlying causes – whether it was training, competence, or even some other
technical obstacle.
So, what are
the learnings? While we had several
successes in-between as well, I struggled to reconcile myself to these obvious
failures -- afraid they were symptomatic of a hidden weakness in the way we
hired or the way I consulted with my team.
All I could
come up with are the following. If you,
as an unbiased reader, can suggest better clues, your help will be appreciated!
·
One
of a Leader’s top jobs is to cultivate the habit of push back in the team. Even if the Leader presents his ideas as
carved in stone, the team needs to have the comfort with the Leader to present
their case / their perception of the situation in an exploratory,
non-threatening manner. This comes
naturally to a few – especially those like today’s Gen-Y, who have worked in
teams from childhood. For others, this
is one of the most difficult skills to learn.
·
One
cannot argue with the need for the Leader to go by his own gut feel /
conviction on occasion. The trick is to ensure
these are not only few, but also to practice explaining his conviction to the
team (and himself) in as rational terms as possible. Also, before taking the ‘forbidden bite’ he
should practice fully hearing out all the objections. Hearing them will at least enhance the chance
of their sinking through the wall of his conviction. To claim, “I don’t want to hear any
objections” is perhaps the gravest of all mistakes.
·
Going
by what you read about the culture in celebrity companies and assuming everyone
in such companies carry the same values, can only be at your own peril. Even the most celebrated companies have large
pockets – especially those that are far removed from the cultural center –
where practice could be the exact opposite.
Surprisingly, after having realized this, I have come across several
companies where the culture that is talked about in the press is practiced only
‘among engineers’ or on the ‘shop floor’ or some particular part of the company
while the culture in the rest of the company is spread pretty evenly all over
the map!
Sri,