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Name of author Rick Baker, P.Eng.

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About forcing change and whipping people

by Rick Baker
On Aug 24, 2015

All violence consists in some people forcing others, under threat of suffering or death, to do what they do not want to do.

Leo Tolstoy

***


But…if you must use your whip…beware…you must first put it to use on yourself so everyone knows how strictly you embrace leading by example.

Otherwise, your humbled subjects will think [and likely not say]:

The big problem isn't that you whip people. That's a small piece of a bigger problem. The big problem is that you whip people while you are making mistakes.  How can you be so skilled at whipping other people's mistakes while you are so poor at whipping your own?

Put another way, when people know you can perform in accordance with your own whip they will follow your example...at least for a time. Similarly, when they know you cannot abide by your whip they will follow your example.

Intelligence, Accuracy, & Time

by Rick Baker
On Aug 10, 2015

Let's set Emotional Intelligence aside for the moment. 

Let's assume logical-Intelligence holds the position of authority and control over human behaviour.

With Emotional Intelligence out of our way, we can live in a three dimensional world of (logical) Intelligence, Accuracy, and Time – where success is determined by a combination of (1) possessing Intelligence and (2) possessing the ability to convert Intelligent thoughts into Intelligent actions. When observed by other Intelligent people, the people who are skilled at converting Intelligent thoughts into Intelligent actions will be seen as producers of Accurate and Timely actions.  Conversely, those who are not skilled at having Intelligent thoughts or converting those Intelligent thoughts into Intelligent actions will be seen as producers of actions that are inaccurate (errors, omissions, etc.) and untimely (procrastination, missed deadlines, etc.).

Attribution Bias suggests most people will not be able to self-diagnose their abilities/performance in these areas. On the other hand, they will be able to destructively criticize other people's abilities/performance.

All this considered, when Intelligence fails to present itself thoughts and actions business offices become battlefields where errors can quickly become the Bouncing Betty mines, the bazooka shells, and the nuclear-tipped missiles of mayhem and mass destruction.

So much for trying to set Emotional Intelligence aside… 

Humbling Others

by Rick Baker
On Jun 11, 2015

“Humbling others”: when you put those two words together some people have no idea what they mean.

Some people humble others, and don't even realize they're doing it.

Some people humble others, and do not care about the impact of it.

Some people humble others, and appeared to believe it will actually build better performance.

Some people are even astonished to find that humbling others isn't a successful interpersonal approach.

When you annoy people, you don’t make money!

by Rick Baker
On May 20, 2015

When you run a company, from time to time, you may think your employees want to run the company their way. Perhaps, it isn’t that the employees want to run the company their way. Perhaps, they just don’t want the company run your way. In other words, they have differing views on how a company should be run and they think your approach needs to be changed.

When you are the leader of the company, that sort of employee feedback can be a very hard pill to swallow. When you are an entrepreneurial leader, creating the workplace for all those people, criticism can be a particularly hard pill to swallow. [Many entrepreneurs express this concern/frustration.]

Whether people want the company run their way or don't want it run your way amounts to a similar thing - criticism of the leader's methods. While for most people the natural reaction is to take offense to criticism, a better approach is to step back and figure out why your people object to your methods.

Whether you like it or not your people are annoyed with you. And their feedback is making that clear to you.

When you annoy people, you don’t make money!

When you don't annoy people, you have a chance to make money!

 

PS:  This isn't about who's right and who's wrong. It's about differing viewpoints and, depending on how you choose to view them, differing viewpoints are either opportunities to learn or sources of relentless frustration. [Perhaps, remembering "When you annoy people, you don't make money!" will help you make the right choice.]

Note to Self: When you feel the need to Criticize

by Rick Baker
On Apr 6, 2015

When that need to criticize visits...

STOP!

THINK - what is about to happen?

I mean - really THINK about WHY you are about to deliver this piece of Criticism.

What gratification are you seeking?

Are your expectations are reasonable?

Are your expectations fair?

Or, are you simply acting out another piece of bad behaviour? Is another bad habit about to illustrate its control over you?

Or, is this need to criticize about how smart you are and how ambitious you are…is it about proving that to others?

Certainly by now you must have learned salty & stinging criticism does not work.

Or, are you incapable of learning such simple lessons?

Are you destined to continue to make the same mistakes over and over and over again?

Is that the extent of your self-control?

On Mentoring

by Rick Baker
On Jan 21, 2015

As a general rule, people of strong character do not complain about people they truly like. Certainly, people of strong character do not voice repeated complaints about people they like.

A mentor must, at the very least, like the person being mentored. A true mentor-mentee relationship goes far beyond just liking one another. Such relationships are founded on mutual respect and built on shared trust.

So, if someone says they are mentoring a person and in the next breath complains about that person then you know there is no true mentoring relationship. What the person is doing is simply complaining about another person. And, if the person is complaining about an employee then the person is simply criticizing an employee's performance. The situation is not about mentoring…it’s just another boss complaining about another employee....it's nothing special...it's common fare...it's just a display of a destructive bad habit.

When a mentor is mentoring an employee the mentor uses criticism most sparingly, if at all. In addition, the mentor refrains from sharing those criticisms with other people. That would violate the mentor-mentee relationship. A true mentor would not complain about a mentee to others. And a true mentor would use (at the very most) private and gentle criticism in performing the role of mentoring. The essence of mentoring is helping and good mentors know criticism is often destructive.

So, a boss who complains to others about an employee is not able to mentor that employee. The complainer is just a struggling boss. The person lacks, for one reason or another, the ability to constructively inspire and influence the employee to perform in a manner deemed satisfactory. The complaints about the employee are cries for help, whether the complainer knows it or not. That is the essence of the complaints. Needless to say, when bosses fail with employees the employees are caught between rocks and hard places.

Tags:

Criticism: Constructive Criticism is an Oxymoron | Leaders' Thoughts | Succession

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