The Way Things Work

Each manager in the meeting worked for a different CEO – as peers they were helping each other become more effective.  They had much in common and they experienced some similar frustrations.

Reporting to a CEO isn’t easy.  CEOs typically like their own ideas, and even when their ideas are half baked, it often does little good to tell them.  Often CEOs don’t really make their performance expectations clear, but think they do, and this can create double jeopardy for anyone who reports to them.  Lastly, CEOs don’t often communicate to their team the expectations that they are accountable for, so it seems all the expectations are a one way street.

I asked these managers how many of them felt generally successful at the end of their day and most didn’t raise their hand.  If success isn’t defined, then it’s virtually impossible to feel that way consistently.  As I talked with them further I learned why.

I asked each manager to rate how clearly their CEO had communicated their expectations to them on the following scale; acutely clear, generally clear, somewhat clear, generally unclear, and acutely unclear.

Each manager said their CEO had communicated expectations for them that were either somewhat clear or generally unclear.  A significant opportunity became apparent.

Following this meeting, I had a coaching session with a CEO.  He expressed concern about the performance of a particular manager who he said, “wasn’t very consistent.”  I asked what he had done to try to change this and he responded with confusion.

The long term manager that he described played a key role in the business, but had not been told by the CEO about the gap in his performance.  When I asked the CEO to describe his specific expectations for this key manager, what emerged was “generally unclear.”

I told my CEO client, “If you expect performance, then make it ’acutely clear’ so people have the opportunity to succeed.”  As we talked about this, it became obvious that the CEO was uncomfortable being that clear.

This brings us to the question, “What do I do when a manager fails?”  Somehow, we have lost touch with the wisdom of the way things work.  Failure isn’t the end of things it’s a new beginning.

What’s the difference between trying and training?

Trying is what school kids do when they jump rope or when they draw a picture with crayons.  Training is what we do when we set out on a course to achieve something valuable.  Running a marathon requires training.  If you just try, you’d be very disappointed.  Training assumes we will fail from the beginning and get better and stronger from the lessons we learn.

Setting acutely clear expectations rules out “trying” and creates the need for learning from each setback or unexpected obstacle.  Training makes average people strong, while trying makes strong people average.

By communicating clear expectations, we sponsor learning and growth.  Even more important, we create a workplace where people have the opportunity to experience success.

What would you like?

I’d love to know your thoughts.        Jim@peer-place.com

Jim

www.peer-place.com