No Room for Nasty

Any successful company thrives amidst an environment loaded with pressure and tension. Competition is a way of life with challenges to innovate, aggressively price goods while not leaving cash on the table, secure market attention, find the right people, and much more. Competition can certainly bring out the best in people, but at times may also bring out the worst.

Times have changed.

Early in my career I worked for a number of managers who thought themselves capable leaders. To the contrary, they were abusive, harsh, and volatile. They scared their employees into performing their job and delivering results, and rarely received their respect. They were placed in positions of authority by their perception of being forceful and tough. They confused intimidation with assertiveness. Unfortunately, while their “drill sergeant” mentality may work for the military (given the military’s set of objectives), in the tech environment it wiped out motivation and innovation.

Note that I’m not suggesting that leaders can’t be hard-nosed about matters. Doing the homework, digging deep, checking facts, and expecting top-notch results sets a tone that is important for winning companies. It also elevates the team’s capabilities as they realize their achievements.

What about unpopular?

Sometimes it’s necessary to make tough decisions that others avoid as they find them distasteful. Terminating a long running project or product is a good example. It’s not a pleasant task and occasionally breeds animosity, resulting in the decision-maker being labeled an “asshole”. However, if unpopular decisions are made for the right reasons, with supporting data and facts, they generally work out. Equally important, if executed professionally and with respect, the “asshole” perception disappears.

The modern approach to success.

What helps enable teams to accept candid results is respectful communications which are professionally delivered and consistently applied. Disciplined processes also help in this regard. Every leader has their own style, but communicating regularly and clearly makes a big difference. Whether the results are good or bad, team members need feedback. (In fact, we all need it!)

One additional point that is worthwhile to mention is that national culture can also play a role in how people hear and internalize feedback. Americans in general tend to be fairly direct, while other national cultures may be more direct or perhaps much less candid. I don’t want to stir the pot by placing various cultures into categories; rather, I prefer to simply make the point that it helps to know something about the people to whom you’re communicating before unleashing a torrent of criticism or suggestions.

You did a great job!

Believe it or not, many managers struggle to tell team members that they did well. They find it easier to cite issues and poke holes in performed work because if they like what’s done, they are forever associated with it. And if it turns out to have been based on a wrong decision or bad execution, then the manager is forever tainted. If on the other hand they criticize something and it turns out the team member was correct, they can then praise the person and simply admit they were wrong about the results (though not maybe about their criticism) and move on. Seems to me like a cowardly approach…

To many people, what I’m saying makes me sound like “Captain Obvious.” Well, the reality is too many managers fail to praise their team and therefore are less than maximally effective leaders. That results in missed objectives and possibly missed opportunities.

We all want high performing teams

From my experience, team members perform at a higher level when given regular feedback and praised for good results. When something isn’t right, they get told in clear language and given direction on how to improve. Seems simple and obvious, but you’d be surprised how often this doesn’t happen. Vague feedback — whether good or bad — without suitable direction results in less than desirable achievements.

I’ve always tried to stimulate teams to excel. Be creative, be innovative, try new things/new techniques, and take risks. Communicate often about progress and balance that with what needs to improve. Be supportive, yet don’t pussy foot around with constructive criticism.

None of us is perfect!

This brings me to my final point: great leaders are able to admit their mistakes and learn from them. They’re confident in their knowledge and experience which strengthens their ability to competently drive teams to excel.

Many more stories!

I’ve got lots more to share and that is what I intend to do. In the meantime, I sincerely hope that everyone’s 2024 is starting off on a healthy and happy note! Those of us working in tech are very fortunate to be part of such an exciting, vibrant market loaded with impressive, accomplished people. In my opinion, working in tech is the fountain of youth!

Being on the front line is truly a rush!

I’m happiest driving teams, creating or fixing processes, evolving cultures, and assisting with hiring. Helping others to competently set a direction, spearhead innovation, make critical decisions, guide team members, and grow individuals into very capable leaders and teams known for their ability to excel takes this feeling to an altogether new level! Expectations and stress are just fuel for the engine. Allow me to share my insights, demonstrate how to quickly make a difference (literally leading by example), or let me get the ball rolling for you!

Please contact me at KrugerTechnologyLLC.com to know more. Let me explain in very tangible ways how I could help you and your enterprise. In the meantime, I’ll keep writing and provide more meaningful tips.