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| Volume 6, Issue 5 |
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In This Issue:
 Taming the Alpha Exec
Is your boss a psychopath?
 What pay raise can you expect from your employer?
Twelve tips for team building
Recruiting and selection tips to ensure successful hiring
Play well with others: Develop successful work relationships
 Best places for business and careers
Getting yourself fired
Bipolar Disorder in the workplace
Workaholics Anonymous
 Moving beyond debate: Start a dialogue
Why technology negotiations are different
Four strategies for making concessions
LBJ’s deliberate march for power
 Managing the search firm
The state of training and development: More spending, more scrutiny
Why your boss is overpaid
Most common resume lies
Why do the rich keep working?
The two-hour work-life balance solution
 Getting your body beach-ready
When society gets in the way of sexuality
Do they trust you?
High pay for high-level HR
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Taming the Alpha Exec
Alpha Phyla
Alpha males and females come in four high-achieving flavors,
each with dangerous weaknesses that can overpower its strengths.
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Ambition, self-confidence, even a little bloodlust--all can be part of a great
biz leader. They can also wreak havoc on an organization. Now, for the executive
from hell, help is on the way. His name is George.
He's a vice president at Cleveland's Eaton Corp. And he's a recovering alpha exec.
It took him three years at Eaton to admit that he had a problem. It took another
year for him to commit to doing something about it. Months of professional probing
and coaching later, George T. Nguyen is learning how big a jerk he
has been--autocratically dispensing orders through his administrative assistant,
for example--and how little loyalty he has inspired. That psychic hurdle cleared,
he's starting down the path to becoming a guy you'd actually want to hang out
with--and a more effective executive. Says Nguyen now: "I have to work at this
every day, every week, every month, because it's not a natural tendency for me.
I'm 45 years old. If I don't make the change now, I won't have the incentive
to change." You may be wondering when being an alpha exec became enough to warrant
an intervention. For generations, after all, alpha characteristics have pretty
much been prerequisites for success in American business--and most other endeavors.
Are ambition, self-confidence, and competitiveness really so bad, especially when
there are billions of dollars and thousands of careers at stake? The trouble
is, there's a dark side to those traits we revere in bosses, a side that many
just can't resist...
Read the article. Back to top
Is Your Boss a Psychopath?
Odds are you've run across one of these characters in your career. They're
glib, charming, manipulative, deceitful, ruthless -- and very, very destructive.
And there may be lots of them in America's corner offices.
The Factor 1 psychopathic traits seem like the playbook of many corporate power
brokers through the decades. Manipulative? Louis B. Mayer was said to be a better
actor than any of the stars he employed at MGM, able to turn on the tears at will
to evoke sympathy during salary negotiations with his actors. Callous? Henry Ford
hired thugs to crush union organizers, deployed machine guns at his plants,
and stockpiled tear gas. He cheated on his wife with his teenage personal assistant
and then had the younger woman marry his chauffeur as a cover. Lacking empathy?
Hotel magnate Leona Helmsley shouted profanities at and summarily fired hundreds
of employees allegedly for trivialities, like a maid missing a piece of lint.
Remorseless? Soon after Martin Davis ascended to the top position at Gulf & Western,
a visitor asked why half the offices were empty on the top floor of the
company's Manhattan skyscraper. "Those were my enemies," Davis said. "I got rid
of them." Deceitful? Oil baron Armand Hammer laundered money to pay for
Soviet espionage. Grandiosity? Thy name is Trump...
Read the article. Back to top
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The Scoop on Salary Increases: What Pay Raise Can You Expect From Your Employer?
New Spotlight Article: Do you believe your work is worth more money than you are making? If so, you are not alone.
According to a Salary.com survey of 13,500 random visitors, 65 percent of
respondents said they are looking for a new job within the next three months.
Of those, 57 percent say they are looking because they believe they are underpaid.
But, the research says something different. Most employees are not underpaid. Take
a look at how to assess your current salary and potential in
The Scoop on Salary Increases: What Pay Raise Can You Expect From Your Employer?...
Read the article. Back to top
Twelve Tips for Team Building
People in every workplace talk about building the team, working as a team,
and my team, but few understand how to create the experience of team work or
how to develop an effective team.
Here are twelve tips for building successful work teams. See:
Twelve Tips for Team Building.
Team building activities can help you build successful teams. Here are
ideas
for making team building events and activities successful and
Team
Building Activities and Ice Breakers...
Read the article. Back to top
Recruiting and Selection Tips to Ensure Successful Hiring
New Spotlight Article: We're still recruiting six people in one company and seventeen in another.
As the need for new recruits goes up, so does the need for quality selection
processes. This will ensure that we maintain staff quality. We never want to be
in a position where the quality of our hiring is compromised by the number of people
we need to hire.
These nine tips
will help you in recruiting and hiring a candidate
who will become a successful, contributing superior employee...
Read the article. Back to top
Play Well With Others: Develop Effective Work Relationships
New Spotlight Article: You can submarine your career and work relationships by the actions you take at work.
No matter your education, your experience, or your title, if you can't play well
with others, you will never accomplish your work mission. Effective work
relationships form the cornerstone for success and satisfaction with your job
and your career. They form the basis for promotion, pay increases, goal
accomplishment, and job satisfaction...
Read the article. Back to top
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Best Places For Business And Careers
In this year’s ranking of Best Places for Business and Careers, perennial top
10 metros like Atlanta, Austin and Washington, D.C.-Northern Virginia fell from
the highest perch, hurt by slowing income growth.
Newcomers that cracked the top tier include Houston, riding high on oil profits,
and Phoenix, lifted by a housing and population boom. Overall, half of the top
ten places are new this year...
Read the article. Back to top
Getting Yourself Fired
Sadly, innate stupidity isn't a firing offense. It's the brilliant things stupid people do that get them canned.
In New York, Mayor Michael Bloomberg recently fired a city employee for
playing solitaire on his computer at work during business hours. Bloomberg, who
made a fortune by building the premier real-time financial newswire from scratch,
is obviously a futzy traditionalist who believes workers should, you know, work.
"Be in tune with the corporate culture," says Richard Bayer, chief operating officer
of Five O'clock Club, a career placement and coaching organization in New York.
"You also have to be aware that computer technology keeps a record of everything you
do. You don't want to have porn on your hard drive--believe me, that's not as
uncommon as you'd think." How stupid can you be? You've probably never put your
mind to it. We have. Improper use of the company's computer isn't the only big
mistake you can make; there are other ways to get yourself fired that require
less thought and talent. In Michigan, a reporter and a photographer at a small
newspaper got the boot for...
Read the article. Back to top
Bipolar Disorder In The Workplace
Those with bipolar disorder face a basic decision: Tell the boss about the condition or remain silent.
Under the Americans with Disabilities Act, a person with a disability is not
required to disclose it unless seeking an accommodation at work.The downside is
that you may be passed over for a promotion or demoted. The ADA makes it
illegal to discriminate against a person with a disability as long as the person
can perform the essential functions of the job. However, defining those functions
and demonstrating your ability to perform them despite your disorder can be a
long and expensive legal wrangle."The stigma is real," says David J. Miklowitz,
a professor of psychology at the University of Colorado-Boulder and author of
The Bipolar Disorder Survival Guide: What You and Your Family Need To Know. "It
can be as subtle as fellow workers attributing justifiable reactions to situations
to your illness, or as blatant as not getting a job or a promotion." People with
bipolar disorder can experience mood swings from overly happy and excited to
overly irritable and angry. The highs may last from several days to a month or more,
but the lows often last longer and can be harrowingly deep. Some experts say
this psychiatric condition affects about one in every 25 Americans...
Read the article. Back to top
Workaholics Anonymous
Workaholics often see themselves as indispensable to their company.
However, their boss is likely to see them as inefficient and their family, if
they see the office slave at all, lives with a remote, detached person who has
no time for dinner, baseball games or dance recitals. Dr. Bryan E. Robinson
says workaholics suffer from an obsessive-compulsive disorder that he calls
America's "best-dressed addiction." "It's not about long hours," says Robinson,
a psychotherapist in private practice in Asheville, N.C., and author of Chained
To The Desk: A Guidebook for Workaholics, Their Partners and Children, and
The Clinicians Who Treat Them. "It's about the inability to turn it off. It's
a question of balance. Workaholics can be men or women and share common traits:
a desk stacked high with projects, always working, demanding, constantly sweating
the small details and a hard-line perfectionist. In most cases, workaholics aren't
team players, don't delegate authority or tasks well and routinely act as if
everything is all about them...
Read the article. Back to top
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Moving Beyond Debate: Start a Dialogue
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| We’re often surrounded by polarizing debates. Here’s
what influential leaders know: Dialogue doesn’t
seek closure as debates do, but rather discovers
new options. An excerpt from Leading Through
Conflict by professional mediator Mark Gerzon. | |
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"I never saw an instance of one or two disputants convincing the other by argument." —Thomas Jefferson
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As I worked in more than a hundred organizations or communities over the
past decade, I kept track of which form of discourse my clients most often wanted.
They did not want more speeches and presentations. They did not want more
debates between two know-it-alls, each of whom was sure they were right and the
other person was wrong. They did not want yet another "exchange of views" that
skirted difficult issues and papered over problems. What they yearned for was
deep, honest, inclusive, and respectful dialogue. Dialogue is designed for
situations in which people have fundamentally different frames of reference
(also called worldviews, belief systems, mindsets, or "mental models").
"Ordinary conversation presupposes shared frameworks," says Daniel Yankelovich,
who has been a pioneer in analyzing public opinion for the past quarter century.
Dialogue makes just the opposite assumption: It assumes that the participants
have different frameworks. The purpose of dialogue is to create communication
across the border that separates them. It is a way of conversing that...
Read the article. Back to top
Why Technology Negotiations Are Different
| Technology negotiations are complex and many managers are left with a sense of unease. Am I getting the best deal? Will the ERP system I buy today be obsolete tomorrow? Lawrence Susskind offers keys to help you avoid the pitfalls. From Negotiation. | |
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Executives are increasingly faced with the task of negotiating in a realm that many know little about: technology.
Whether you're bargaining over the purchase of a new companywide network, coping
with a possible infringement of patented technology, or seeking better customer
service from a software supplier, technology negotiations have become a fact
of managerial life. How do such negotiations differ from those that are
less technologically complex? You can anticipate four specific problems to crop
up more often in the technology arena:...
Read the article. Back to top
Four Strategies for Making Concessions
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| "Concessions are often necessary
in negotiation," says HBS professor Deepak Malhotra.
"But they often go unappreciated and unreciprocated."
Here he explains four strategies for building good will
and reciprocity. From Negotiation. | |
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The strategy of
demanding and defining reciprocity
plays out in a variety of contexts...
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Most people understand that negotiation is a matter of give-and-take: You have to
be willing to make concessions to get concessions in return.
But the process of making concessions is easier said than done. Consider how
events unfolded in the following management-union negotiation, adapted from Richard
E. Walton and Robert B. McKersie's book A Behavioral Theory of Labor Negotiations:
An Analysis of a Social Interaction System (ILR Press, 1991).The head of a
manufacturing firm was preparing to initiate talks with the leadership of the
employees' union. The biggest issue on the table was a wage increase. The union
was asking for a 4 percent increase, while management wanted to raise salaries by
only 1 percent.The executive considered the situation. During past negotiations,
weeks were lost as each side jockeyed for position, feigned willingness to walk
away, and eventually compromised on an unsurprising outcome. In this case, a deal
at 2.5 percent, the midpoint of the two parties' opening positions, seemed likely
to be agreeable to both sides. This time things would be different, he resolved.
He would save everyone hassle and delay by making concessions early. Against the
advice of the mediator, he opened discussions by announcing that the eventual
outcome was obvious and that he was prepared to make a final offer: 3 percent, the
most he could have offered...
Read the article. Back to top
LBJ's Deliberate March for Power
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| Managers could learn a lot
from the power moves of U.S. President Lyndon B.
Johnson. "Johnson was brilliant in the way he went
about choosing mentors," says Pulitzer
Prize-winning historian Robert A. Caro in this
interview excerpt from Harvard Business Review. | |
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For Johnson, all men were tools,
and to use them he had to know their weaknesses.
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Editor's note: Historian Robert A. Caro is a student of power, leadership, and
the life of Lyndon Baines Johnson, the 36th president of the United States. In
this Harvard Business Review excerpt from Diane Coutu's interview, Caro
discusses Johnson's strategy for getting close to powerful people.
Why should business executives be interested in the life of Lyndon Johnson?
As far as I'm concerned, biography is a tool for understanding power: how it
is acquired and how it is used. I never had any interest in writing about a
man or woman just to tell the life of a famous person. All my books are about
power and about how leaders use power to accomplish things. We're all taught the
Lord Acton saying that power corrupts and absolute power corrupts absolutely.
But the more time I spend looking into power, the less I feel that is always true.
What I do feel is invariably correct—what power always does—is reveal. Power
reveals. When a leader gets enough power, when he doesn't need anybody
anymore—when he's president of the United States or CEO of a major corporation—then
we can see how he always wanted to treat people, and we can also see—by watching
what he does with his power—what he wanted to accomplish all along. And if you pick
the right subject—like Lyndon Johnson—you can also see through a biography how
power can be used for very large purposes indeed. Lyndon Johnson was
enormously skillful in amassing and wielding power. He once said, "I do
understand power, whatever else may be said about me. I know where to look for it,
and how to use it." He wanted to use it to change the world, and in some
ways—civil rights; the Great Society; unfortunately, Vietnam—he did. That's not
only power but leadership in the most important sense. That's a rare combination.
Many people want to be leaders, but very few are leaders in the sense that I mean
it: using great power for great purposes...
Read the article. Back to top
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Managing the Search Firm
Hiring is back, and so is the uneasy relationship between workforce
management executives and the search firms they use to fill open
positions. High-performance partnerships are possible if the search firm is
flexible and expectations are clear.
Search firms crippled by the 2001 recession are nearing full recovery as
client companies resume hiring and labor markets tighten for specific
occupational groups. With more employers ready to spend part of their staffing
budget on outside recruiters, vendor management issues are back on the table.
"There is no rule book for clients or recruiters," says Jeff Kaye, CEO of Kaye
Bassman International Corp., a Dallas-based search firm with 80 recruiters.
To complicate matters, the search industry itself is in the middle of a
substantial transformation, with the lines between retained, contingent, container
and contract recruiting increasingly blurred. Two-thirds of the top 25 U.S.
recruiting firms are reporting double-digit revenue growth this year on top of a
21 percent increase in 2005, according to Hunt-Scanlon, a market research firm.
Fee revenue for Korn/Ferry International, the industry heavyweight, jumped 38
percent last year to $452 million, with 474 recruiters conducting more than
8,000 searches worldwide...
Read the article. Back to top
The State of Training and Development: More Spending, More Scrutiny
"I think people are talking more about performance and results and consequences. They are not necessarily doing more about it."
--Roger Kaufman,
Florida State Univeristy
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As investment in training continues to rise, with resources migrating away
from in-house programs, employers are demanding better accounting to ensure that
their development dollars go toward furthering strategic goals and bolstering
the bottom line.
Technology and global competition, the two driving forces of economic change in
today’s business world, haven’t bypassed the once-staid world of training
and development. Companies seeking to gain advantage through better-trained
and better-developed workers are employing everything from e-learning delivery
systems to multicultural and polyglot training solutions. They are hiring
chief learning officers to deal with the increasingly complex field. And they
are demanding better accounting of results. Jack Kramer, vice president of
global alliances for SumTotal Systems of Mountain View, California, says that
every training effort--from the most sophisticated leadership course to the most
basic regulatory compliance training module--is being rigorously vetted for more
than just content. Yet despite the focus on efficiency and cost control,
overall spending on training and development continues to rise, a reflection
of the fact that companies are ratcheting up the amount of training they require
of their workers in the ceaseless drive for a competitive edge. Companies
clearly subscribe to the belief that smarter, better-trained workers increase
chances for success. [Where is that money being spent?]...
Read the article. Back to top
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Special Report
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Why Your Boss Is Overpaid
It is a typical "Dilbert" strip. The boss announces, "Our CEO has voluntarily
slashed his pay from $6 million per year to $4 million.
In a written statement, he said he wants to 'share the pain.' Do you feel better
now?" A downtrodden intern replies, "I make my underpants from sandwich bags."
But that's office life, is it not? Bosses make obscene sums of money, while
downtrodden cubicle slaves toil almost without reward. It might seem insane,
but economists have a surprise for us: The insanity reflects nothing more than
cool economic logic. There is method in the madness. The ugly truth is that your
boss is probably overpaid--and it's for your benefit, not his. Why? It might be
because he isn't being paid for the work he does but, rather, to inspire you. In
other words, we work our socks off in underpaying jobs in the hope that one day
we'll win the rat race and become overpaid fat cats ourselves. Economists call
this "tournament theory." After all, managers find it hard to spot an
excellent performance. It is a rare job where workers can be fairly paid according
to some objective criteria...
Read the article. Back to top
Most Common Resume Lies
From foolish fibs to full-on fraud, lying on your résumé is one of the most common ways that people stretch the truth.
But think twice before you ship off your next half-baked job application. Even
if your moral compass doesn't keep you from deceit, the fact that human resources
is on to the game should.The percentage of people who lie to potential employers
is substantial, says Sunny Bates, CEO of New York-based executive recruitment
firm Sunny Bates Associates. She estimates that 40% of all résumés aren't
altogether aboveboard. And this game of employment Russian roulette is getting
riskier and riskier. Almost 40% of human resources professionals surveyed last year
by the Society for Human Resource Management reported they've increased the amount
of time they spend checking references over the past three years...
Read the article. Back to top
Why Do The Rich Keep Working?
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Ralph Waldo Emerson wrote: "Don't waste life in doubts and fears; spend yourself
on the work before you, well assured that the right performance of this hour's
duties will be the best preparation for the hours and ages that will follow it."
Peter followed that advice for much of his career, but today he might beg to differ
with Emerson. ("Peter" is a pseudonym, but his story--and that of other
wealthy workaholics--is very real.) The son of a modest Texas farmer, Peter wanted
a bigger, grander life than his father led, and he worked hard to get it. By age 30,
he was running a regional bank and had a wife and two kids. Over the next two
decades, he moved his family 12 times--twice overseas. At 50, he was president of
a large financial services firm in New York City. He owned a restored Georgian in
a leafy suburb, a ski chalet in Telluride and a small compound in the Caribbean.
He traveled for work incessantly, with limousines and Gulfstreams at his beck and
call. His board connections led to bids at the most exclusive golf clubs. Peter
had become a bona-fide world beater. Then, one day, his wife of 30 years declared:
"I don't love you anymore. I need a new life." His kids piled on, saying he'd
never "been there" for them. After logging three-quarters of each year on the
road, Peter realized he had no real friends to confide in. He got divorced,
drank heavily and eventually left his job. Peter's net worth had crossed
the eight-figure mark years before his life unraveled. He could have hopped off
the hamster wheel with plenty of time and riches to spare. And yet he kept
running. "[That behavior] is rampant," says psychologist Robert Mintz, founder
of New Executive Strategies...
Read the article. Back to top
The Two-Hour Work-Life Balance Solution
In my book, Life 2.0, I wrote about professional refugees from the
urban coasts--places such as Manhattan and Silicon Valley, with their
obscenely high costs of living. I wrote about a couple from Silicon Valley,
two engineers working at Cisco Systems.
They traded their 800-square-foot Palo Alto, Calif., condo for two acres and
a 5,200-square-foot farmhouse in Iowa. She had a baby and stopped working. He
kept working, for Cisco, implausibly out there in the Iowa boonies, thanks
to high-speed Internet and teleconferencing. Take this job and ... move it. That
was my message. To the farm, the mountains, the beach--yes, even the beach. One
of my favorite stories in the book was of a couple who moved their high-tech
public relations business from San Francisco to...
Read the article. Back to top
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Getting your body beach-ready
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Roy Morsch / Corbis file
For looking buff on the beach, it's essential to strength-train.
Building muscle will give you a toned body and help minimize jiggle.
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Strategies to help you slim down for swimsuit season.
It's May already and swimsuit season is just around the corner. Maybe you meant
to start getting in shape sooner (like back in January) but it didn't happen. So
now you're wondering how to get results — and fast.The good news is that you can
slim down and shape up in as little as four to eight weeks. The question is how much.
"It depends where you're at now," says Jay Blahnik, a personal trainer in Laguna
Beach, Calif., and a spokesperson for the IDEA Health and Fitness Association. If
you're hoping to lose 50 pounds in eight weeks, it's not going to happen. Eight or
10 pounds is more like it. "Have realistic expectations," Blahnik says.
Health experts say you can safely lose up to two pounds a week. So in eight weeks,
you could lose as many as 16 pounds. But that's a fairly aggressive weight-loss goal.
A more modest — and probably doable — approach is to lose a pound a week, experts
say. And even that could significantly alter your beach body. "In eight weeks, 8
pounds could make a big difference in how a swimsuit looks on you," says Cynthia Sass,
a registered dietitian and personal trainer in Tampa, Fla., and a spokesperson for
the American Dietetic Association...
Read the article. Back to top
When society gets in the way of sexuality
Culture clashes with human nature in the strangest of ways.
Nobody doubts that our culture influences our sexuality and sexual expression.
Germany seems to be a hotbed of pantyhose fetish Web sites, Japan has raised
the schoolgirl uniform to high art, and male parliamentarians getting spanked
can sometimes seem as British as high tea at Harrods. But our cultural influences
are not always good for us. That’s part of the “moral values” debate we’ve been
having in this country for 20 years or so. The question is, what can we do to keep
the culture from harming us? How can we resist the worst bits of it, and embrace
the best? While reading through some research on sex recently, one of the studies
I encountered popped out at me. It raised the question “What is the problem with
sex?” Sex is one of the most basic and fulfilling things we do. At least it should
be. Assuming we’re not suffering from biological or health trouble, sex is a
problem only when it clashes with the culture we’re in. Sometimes these clashes
can be personally dramatic. Last fall, in a psychiatric journal, British researcher
and clinician Nilamadhab Kar described the cases of two men...
Read the article. Back to top
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Do They Trust You?
Employee trust in senior executives has a tremendous impact on your business.
And HR plays a vital role in managing that trust.
Do your employees trust your senior managers? Are you sure? It’s an important
question because new research indicates that employee trust in
corporate managers—especially senior managers—strongly influences
turnover, productivity and profitability. For example, a 2005 Watson Wyatt
Worldwide study found that companies with high integrity—a measure based on
employee assessments of senior management’s consistency, communications and
other trust-determining behaviors—generate financial returns (in excess of the
cost of capital investments) that are twice those of companies with low
integrity levels. That kind of research is drawing the interest of business
executives, who want to know where they rate on employees’ trust scale.
Unfortunately, the answer is not encouraging: Research shows that senior
executives generally score low on employee trust. Fortunately, HR executives
can help...
Read the article. Back to top
High Pay for High-Level HR
As HR executives influence critical business decisions at the nation’s
largest companies, their pay levels are trending toward the top tier.
In an era of extended global reach and in-creasing challenge on the people side
of business, there’s no disputing that the top human resource executives at
today’s most dynamic companies are looked to for vision that facilitates
growth. Indeed, these HR leaders not only have achieved the proverbial “seat
at the table,” but also are often in the driver’s seat when it comes to making
the most critical decisions affecting their organizations’ strategies and
operations. And, as a result, they are increasingly among the most highly
compensated individuals in their organizations. In fact, at large companies,
the number of HR executives who rank among the five most highly paid executives
nearly doubled—from 13 to 25—between 1999 and 2005. That’s one of the findings
of the annual Mercer Human Resource Consulting CEO Compensation Survey of
proxy information released by 350 U.S. firms in the major industrial and
service sectors—each with revenues topping $1 billion. The reasons why...
Read the article. Back to top
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