The Hero Complex

When disaster strikes or issues arise in a business, those in leadership may feel the need to step in and attempt to solve the problem. They want to be the hero, and as leaders they may be naturally inclined to do so. But is this tendency really helping anyone? Of course leaders have a responsibility to respond to situations, but the onus to take over situations to “fix” them, may be misguided.

Colonel Fred Maddox, an assistant professor at the U.S. Army War College and Chief of Staff of the Army senior fellow at the Kellogg School shares his experiences in a new article from Kellogg Insight blog. In it, he explains that leaders need to resist the urge to ignore their own workload to help resolve these situations. “When leaders act like they’re the only ones who can solve something, it can become an issue for the whole organization,” Maddox says, “because they’re not focused on strategy and they’re doing someone else’s job.” Let that one marinate for a while.

Maddox goes on to tell leaders that when the urge to step in arises, take a step back and reflect on the situation first. Ask why this intervention is necessary. Are there fears around teams or individuals failing? Are there no systems of accountability? Is there just plain fear that the entire ship will go down? Once there is a good understanding of why this urge is coming up, then it can be addressed. Is the team/individual really in danger of failing? Likely not. It’s likely that they are actually quite capable if left to figure things out.

In preparation for problems inevitably arising, some leaders may want to rehearse common issues so that this urge to intervene may be better controlled. The confidence built for teams, individuals, and leaders can go a long way to allow everyone to do their jobs, and keep leadership in the strategic roles where they belong. Check out the article and see if you can let go of some of these tendencies.

How to Get More Hours in a Day

Wouldn’t it be nice to feel like we had enough time to get everything done and still be able to relax? Everyone has wished for more hours in the day, at least at some point. And since we can’t slow the speed of the Earth’s rotation, we have to get creative. This is where Kelly and Marshall Goldsmith come in.

In an article featured in Chief Executive Magazine, the Goldsmiths are on a mission to help everyone achieve their goals by using time management skills more wisely. In this brief article they layout a 3-step process to narrow down what your biggest time drains are, and where your energy would be better spent, along with advice on how to expand this to your team. This technique applies to any level and on any team, and can really spark creative ideas. Give it a try and see how much better your time is spent!

A Better Bargaining Table

Whether one approaches the bargaining table from the perspective of leadership or a team member, it always helps to come in with the right attitude. As entertainment mogul Shonda Rhimes said in a recent interview: “Never enter a negotiation you’re not willing to walk away from. If you walk in thinking, ‘I can’t walk away,’ then … you’ve already lost.” Sometimes, however, it’s not about winning or losing. It’s about building better relationships between team members, upper management, and leadership. Now Wharton professor Maurice Schweitzer has co-authored a paper titled: “When Should We Care More about Relationships Than Favorable Deal Terms in Negotiations: The Economic Relevance of Relational Outcomes.”

This may be seen as revolutionary sentiment, and for many it is just that. In the paper and in a new interview, however, Mr. Schweitzer does his best to explain why traditional approaches to hard ball negotiations can be flawed. So flawed, in fact, that he and his co-authors developed a new negotiation paradigm called the Economic Relevance of Relational Outcomes (ERRO). Check out his recent interview and read the full article here. For the next time you’re at the table, it might help to keep some perspective on what is most important.

Storytelling and Inclusion in the Workplace

Storytelling is the most ancient of human traditions. Although it was storytelling that bonded humans throughout much of our history, it is not a large part of our modern culture. It can, however, increase feelings of inclusion and community in the workplace. Two inclusion consultants, Selena Rezvani and Stacey A. Gordon, recently wrote a piece for HBR detailing their experiences with the power of storytelling amongst co-workers.

Many companies will attempt inclusion with diversity hires, demographic tracking, and equity. What actually drives change, however, is the ability to put oneself in another’s shoes. One study found that taking the perspective of others “may have a lasting positive effect on diversity-related outcomes by increasing individuals’ internal motivation to respond without prejudice.” Check out HBR’s new piece and learn how team building begins with storytelling.

Operation: Talent Retention

The so-called “Great Resignation” has been a major topic of conversation in the latter half of 2021, and with good reason. There are major changes occuring in the labor market, with one study showing that there were over 10 million open positions at the end of July. So what is a company to do in the face of so much uncertainty?

HBR’s new article lays out some sound advice on how to retain your company’s talent. Ron Carucci spoke to HR departments in many companies who are not experiencing employee attrition and laid out some steps anyone can take to maintain a close business environment. These employers and HR leaders can attest to exactly what it takes to keep your top talent and build a sense of company community. Give it a read and see what you can inspire in your company.