For some reason, people want to learn and people want to do good work.

The drive to learn is evident in our infancy. We see it in the seeking eyes of newborn babies. The drive to do good work is intimately tied to a need for approval. We see that in developing children. They do their best to do tasks in order to receive the approval of their parents, then authority figures, then peers.

Those intrinsic drives to do good work stay with us though our lives. People are intrinsically driven to learn and do good work. Their intrinsic drive should not be questioned, regardless of their performance.

If a person's performance does not illustrate learning or good work then do not conclude that person does not want to learn or want to do good work. Rather, conclude the person (1) has, for one reason or another, suppressed his or her drive to learn and do good work or (2) the person simply does not 'know how'.

People want to learn but often nobody has taught them the specific things they require to do good work. 

Above all else, great leaders are great teachers.

Great leaders cannot teach everything. Great leaders always have great weaknesses. They must not teach in areas where they have weakness. They must teach in areas where they have strength. In their areas of strength, great leaders are great teachers. 

Thought Tweet #814 A Baker's Thought: It's easy to eat a cake, it's harder to make one, and it's even harder to create a cake recipe.

The Thinking Behind The Tweet

If you don't see any cakes, check first to see if your people have cake recipes. 

Another Baker's Thought: Most of the time when people don't do what you expect it is because they do not know how!

[Don't Tell them To - Show them How]

***

Now see, I do listen.

Not as often as I should.

Not as well as I should.

It's a process...

While you may find subordinates bewildering, that's not the topic here. That's a topic for another Thought Post.

This is an action-oriented Thought Post, designed to help you bewilder your subordinates.

This isn't about solving subordinates' problems, it's about laying some serious confusion on your subordinates.

Some may consider this 'treating them mean and keeping them keen'. Please do not take it that way or go that far. Life's too short to be mean. On the other hand, life provides plenty of opportunities to lay on some good-natured confusion. A quick look around you will confirm this fact - people love confusion. They talk about it. They complain about it. They share it with one another. And they deliver it to unsuspecting folks who were just trying to mind their own business or perhaps even trying to do some good work. Confusion rains/reigns and you know you feel a need to contribute your fair share of it.

Perhaps, the people who lay confusion on other people need help?

Perhaps, they will benefit from a fine list of ideas on how to bewilder subordinates?

In any event, that's what's about to happen here...

The following short-list will appeal to the discerning leader who appreciates the value embedded in Bewildering Subordinates:

4. Practice memory failure: When subordinates come to you to discuss some issue they deem important, feign any memory of the issue. This will take some practice so don't take it too lightly. To excel at this one you will have to learn to control your eyes, your tone of voice, other aspects of your body language. And, perhaps even more challenging, you will have to learn how to suppress your laughter while acting like your mind is a blank slate. NOTE: This technique can be used when subordinates bring stuff to you. It can also be used when a subordinate comes to you to report on a project you assigned. Practice the puzzled face.

3. Make bizarre claims: This one really keeps subordinates on their toes. No need to be straight-faced when you are using this technique...this can be your creative outlet. So, don't settle for no-brainers like "We tried that idea in 1978 and it didn't work." That sort of claim is far too realistic...unless, of course you were born in the 1980's. If you are uncomfortable in any way then ease into this bizarre-claims technique. For example, claim you are receiving amazing business advice from fortune cookies...fortune cookies that command you to tell your subordinates to begin to implement the ideas immediately. 

2. Jump to Conclusions: People get bored and you don't want your subordinates to be that way. You want them alert. You owe it to them to help them be on their toes. So, no matter how off-base a conclusion may feel when it pops into your mind...jump with it and express it with emphasis and enthusiasm. Don't just jump to a conclusion. Jump energetically to conclusions! Whatever you do, do not filter your conclusions...take them raw and just jump with them. This is the best way to put your carefree energy to great use. And, it is guaranteed to keep your subordinates on their toes. When you first start to use this technique you should write down some conclusions on cue cards and read them before the subordinate visits your office. But, don't ever pull out the cue cards when the subordinate is with you. That would look contrived...even worse, it might bring your sincerity into question.

1. Change your decisions frequently: There simply is no better way to throw a monkey wrench into your subordinate's day! Don't be dissuaded by responses that begin like, "But Boss, just yesterday you said...." Never lose track of the fact - you are the Boss. You have the right to change your mind and change it as often as you want. While that's true, do not be haphazard with timing. For example, aim to inject the change of plans just before the subordinate has finished a project. That nick-of-time change of plans is the choicest piece of confusion. This technique alone, if practiced and honed to a sharp edge will guarantee your leadership in the area of bewildering subordinates.