CNN commentator Jack Cafferty is highlighting one of the finest and funniest contests about leadership and management from the AFL-CIO…
FROM CNN’s Jack Cafferty:
15 million workers in this country say they have a bad boss. A new survey also shows that 36 percent say they feel pressure to stay with said bad boss because of the shaky economy.
So if you have a crummy boss, but the economy is in the toilet, what do you do? Nothing, because a job with a bad boss… is better than no job at all. That’s not to say having to deal with some jerk 8 hours a day, 5 days a week is any fun, but unfortunately these days a lot of people are trapped.
In recognizing these workers’ plight, an outfit called “Working America,” which is part of the AFL-CIO, is running an annual contest to see who has the worst boss in America.
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To read the entire post and to enter the contest, visit this link.
It seems odd that the best salespeople do not make the best sales managers. But that is, unfortunately, the truth.
Empirically speaking, this seems to be a function of “how” those salespeople became great. More often than not, truly great salespeople have some internal “it” that makes them great. They have trouble explaining the “it” to others, and more importantly, they cannot teach “it” to anyone. They just have “it.”
Look at the example of Ted Williams (the last man to bat over .400 in Major League Baseball). When Ted tried his hand at managing a ball team he failed – miserably. Why did he fail? Because he expected everyone to be as naturally gifted as he was. There are debates, but one of the traits that made Ted Williams such a great hitter was that he had extraordinary eyesight. He could see precisely where on the ball he hit each and every pitch. You can’t teach eyesight.
Likewise, a great salesperson cannot teach traits such as a high tolerance for rejection or the ability to read body language. Since they acquired these traits through nature and not nurture, they cannot easily transfer them to someone born with thin skin or a lack of social awareness.
The best sales managers, just like the best baseball managers, come from those who had to work very hard to get where they got. They were generally average or just above average performers, and they watched and learned from the greatest in their game. Because they had to teach themselves to sell (or play baseball), they are best equipped to teach others.
Here are the Top 5 on the NY Times Business Hardcover list for July 2008. To see the complete list (and to see a great choice that’s been at #15 for two months in a row) follow this link.
At number 15 again this month is the great read from Marshall Goldsmith called What Got You Here Won’t Get You There – How Successful People Become Even More Successful! TheManager highly recommends it. This book will show you twenty workplace habits that you need to break in order to reach the highest rungs on the ladder. It’s an especially great read for anyone who is already successful and thinks they have all the answers. (Sound like anyone you know?) What Got You Here also ranks #6 on AskTheManager.com’s list of the Top Ten Leadership Books of All Time. To see the complete list, follow this link.
A real surprise on this month’s list is one of the five best business books ever written, Freakonomics. Although not a leadership development or management training book, Freakonomics is both a fun read and an eye-opener into real world economics. More social commentary than leadership, Freakonomics is the now being made into what will surely be a must-see documentary by independent producer, Chad Troutwine. To read more about the film, follow this link.
This
Month
Last
Month
1
THE 4-HOUR WORKWEEK, by Timothy Ferris. (Crown, $19.95.) Because life isn’t all about work. (†)
2
2
WHEN MARKETS COLLIDE, by Mohamed El-Erian. (McGraw-Hill, $27.95.) Investing advice for a time of global economic change.
3
FREAKONOMICS, by Steven D. Levitt and Stephen J. Dubner. (Morrow, $27.95.) A scholar uses economics to explore the incentives that drive such disparate groups, including crack gangs, sumo wrestlers, school teachers, campaign fund-raisers and real estate agents.
4
THE DRUNKARD’S WALK, by Leonard Mlodinow. (Pantheon, $24.95.) How we misunderstand the significance of chance in our daily lives.
5
NOW, DISCOVER YOUR STRENGTHS, by Marcus Buckingham and Donald O. Clifton. (Free Press, $30.) How to identify and develop your talents and those of your employees. (†)
It’s amazing how much we can learn about how not to lead from the examples provided by professional sports. The latest instance of sub-par leadership came to a head this past week by future Hall of Fame quarterback Brett Lorenzo Favre and his soon to be former team, the Green Bay Packers. (For the six people on the planet who have no idea what the Packers and Favre do, they play football – more specifically they play American football.)
Some Background Information
This story requires a little background before we get into the leadership lessons provided by both Favre and the Green Bay Packers. Brett Favre has played nearly his entire career with the Packers. Over the past 16 seasons as a Packer, he’s led them to two Super Bowl appearances and one victory. He is beloved by most of America and all of Wisconsin. He is one of the last great gunslingers of the NFL and a lock to make the Pro Football Hall of Fame on his first ballot.
Last season, the 38-year old Favre led his Packers to a surprising 13-3 record and a legitimate shot at the Super Bowl. Unfortunately for the Cheeseheads (Packer fans), Green Bay was defeated in the NFC Championship game by the eventual Super Bowl winners (the New York Giants).
Just like the previous off-season, speculation abounded about whether or not Brett would retire. This year’s speculation lasted all the way to March 4, 2008 when a tearful Favre retired from the game of football. (Last year Favre left everyone hanging until it was almost too late for the Packers to do anything else before he announced he would play.)
Just the Beginning
While the retirement of Brett Favre should be the end of this story, it really is just the beginning. It seems Mr. Favre was having a little buyer’s remorse. Looking around his Mississippi homestead I imagine he decided playing in front of 60,000 adoring fans was more satisfying than tilling his dirt and tending to livestock.
This month, Brett Favre had a complete (I think) change of heart and asked to be un-retired and reinstated by the Packers (they still have a valid contract for Favre’s services). Unfortunately for Favre, the Packers took him at his word back on March 4 and had moved on. They had already decided to start last year’s backup QB Aaron Rodgers in Favre’s place this season.
No problem, say the Packers, Brett can come back and compete for the starting job. This, of course, means there’s a chance that Brett could become the backup and Rodgers the starter. You see, Brett signed a contract with the Packers that carried him through this season and the next two. The Packers own him and can do virtually whatever they choose, including sitting him on the bench.
The great Brett Favre standing on the sidelines holding a clipboard like some common backup quarterback? Are you crazy? Actually, no, I’m not, but I think Favre might be. Brett, you see, doesn’t want to play for them – unless he can start – he wants to be released and play for one of their competitors.
The Leadership Lesson We Learned From Brett Favre
Something happened to the humble Brett Favre we all came to know and love. It seems there is a new Favre, one whom we will simply call “Cuatro” in honor of the loudest crybaby in the NFL, Ocho-Cinco. “Play me or trade me” is now the mantra of the man who was once just happy to get his shot. Cuatro now expects to start or he wants to take his ball somewhere else. He’s looking for a guarantee of sorts from the Packers.
Who said there were any guarantees in this world? Anyone remember hearing anything about guarantees while in business school? Not me. In fact, I remember hearing just the opposite: there are no guarantees in business. Guess what, Cuatro? The NFL is an industry and the Green Bay Packers have a business to run. (By the way, if you think there are no guarantees in business, you should read an NFL player’s contract to learn the real meaning of “no guarantees.”)
It’s up the Packers to put the best product they can on the field so they can win. (Actually, their real goal should be to make money for the owners of the company, but this is professional sports the only exception to that rule, so we’ll give them a pass.) If they feel their best shot to win is to keep Cuatro on the bench and not trade him to a team that could potentially knock them out of the playoffs, then God Bless them, that’s their call.
The leadership lesson we glean from Cuatro’s antics is that a true leader would do everything they could to help their team succeed, regardless of who throws the touchdowns and gets the glory. If Cuatro’s contribution in 2008 only amounts to developing the future for the Packers and helping Aaron Rodgers win games, then he should be satisfied in the knowledge that he helped the organization that pays his salary. (By the way, he could receive $39 million over the next three years to sit on the bench.)
Cuatro is showing his potential teammates (regardless of where he ends up) that he is not a team player – he is Brett Lorenzo Favre, and Brett Lorenzo Favre is more important than the team.
The bottom line for the Packers is this: if they feel Cuatro gives them the best chance to win, he’ll start. If they feel Aaron Rodgers is the guy, then Rodgers will start. It really is that simple… or is it.
The Leadership Lesson We Learned From the Packers
It would be great to have a simple story about good v. evil. This story, however, is really about both sides wearing the black hat. The Packers, you may know, have completely mishandled this situation from the beginning. Lately, they seem to be saying the right things and encouraging Cuatro to officially apply for reinstatement (which, to this point, he has not). This, of course, maybe too little too late to the legions of Packer fans who line up to buy Packer paraphernalia.
The leadership lesson here is to get out in front of issues early; speak the truth and stay firm in your convictions. It seems the Packers are now speaking truthfully and firmly, and they should remain solid in their resolve not to trade Cuatro unless it benefits them.
In the end, the Packers may come out of this smelling like roses (especially if Cuatro continues his childish antics), but they certainly could have started out this way. Very few businesses get a second chance at a public relations snafu, but Cuatro has provided them that and they are jumping on it.
To read more about the Brett Cuatro Favre situation, check out these news sources:
The editors at AskTheManager.com scoured the World Wide Web to bring you news and views from the Leadership Development blogosphere.
The art of leadership Bangkok Post – Thailand
I’m hearing a lot of interest in leadership development these days. Last year, both The Economist and Fortune magazine ran articles on the importance of … See all stories on this topic
Unsung Heroes By absolute
We have always said that our staff and student interns are the “unsung heroes” in what we do, and once again they proved this to be true. On Sunday night there was a car accident involving some Hero Holiday staff, student interns and … Absolute Leadership Development – http://absolute.org
Originally published on June 23, 2008, The Best Leadership Books of All Time received so much feedback from readers who asked that we expound on our comments of these best sellers, that the editors of AskTheManager.com felt compelled to reissue our top ten list of The Best Leadership Books of All Time. We’re hopeful you find these expanded reviews helpful on your quest to become a truly great leader. (To see the original post, click here.)
Although everyone has their favorites, the editors at AskTheManager.com chose the following tomes as The Best Leadership Books of All Time:
The 7 Habits of Highly Effective People; by Stephen R. Covey – It’s hard not to put Dale Carnegie at Number 1, but Covey’s 7 Habits is simply the best leadership development book of all time. No matter what management level you hold – you don’t even need to be a manager to learn from this book – by following the 7 Habits you will improve every relationship in your work and private life; you’ll gain the respect of your peers, subordinates and superiors; and you’ll actually begin to accomplish a few things. Not a bad way to run your life, is it?
How to Win Friends & Influence People; by Dale Carnegie – It’s hard to believe that this “people-skills” book was written more than 70 years ago, but its staying power proves one thing: business is about people. Interestingly, so is leadership. The most important asset of any successful business is their people, and Carnegie’s classic has helped millions worldwide improve their business relationships and grow as leaders. The lessons are almost common knowledge, but as TheManager knows, common knowledge always seems uncommon in business.
The One Minute Manager; by Ken Blanchard and Spencer Johnson – This best-selling leadership tale has stood the test of time – not to the extent of Carnegie’s great work, but TheManager doesn’t doubt that The One Minute Manager will still be as relevant in 2081 as it is today (and as it was in 1981). Full of great advice on how to manage a small team and presented in a concise story format, the lessons in One Minute can be applied across all levels of leadership.
Execution: The Discipline of Getting Things Done; by Larry Bossidy, Ram Charan, and Charles Burck – Once you know how to deal with and lead people, the next step is actually getting these groups to accomplish something. For business leaders today, it seems we spend more time admiring our problems than we do solving them. Execution does a great job of driving leaders into action. Interpersonal relationships, innovation and strategy are all critical leadership skill sets, but without Execution these abilities mean nothing to the success or failure of a business.
The Five Dysfunctions of a Team: A Leadership Fable; by Patrick M. Lencioni – A great fictional tale that gets to heart of why most teams fail to execute: teamwork. Your group may understand the terrific vision and direction you provide, but without teamwork your processes will grind to a halt. Regardless of the number of “truly dedicated” individuals you have in a group, The Five Dysfunctions demonstrates how to move that group away from personalities and into a cohesive state characterized by results.
What Got You Here Won’t Get You There: How Successful People Become Even More Successful; by Marshall Goldsmith and Mark Reiter – Sometimes misclassified as just a self-help book for leaders, What Got You Here is actually a great leadership development read for both those who need to smooth out some rough edges in their approach or personality, and those who want to build a constructive company culture that takes the organization to the next level. TheManager especially recommends this book for leaders who consider themselves successful, but also believe they might be perfect. (Chances are, you’re not, and what got you here won’t get you there.)
First, Break All the Rules: What the World’s Greatest Managers Do Differently; by Marcus Buckingham and Curt Coffman – Focused on performance, among other things, Break All The Rules should be required reading for all managers. The concepts discussed fly in the face of conventional wisdom and may leave you scratching your head at first. Throughout Break All The Rules, commonly held beliefs are exposed as ineffective or destructive – not by the authors, but by the hyper-successful managers they interviewed.
Good to Great: Why Some Companies Make the Leap … and Others Don’t; by Jim Collins – Although many of the companies Collins identifies as having made the leap from good to great back when this book was first published (2001) have since fallen on hard times (Fannie Mae comes to mind right away), it does not diminish Good to Great’s standing as one of the ten best leadership books of all time. What originally moved Collins’ eleven highlighted companies to the top is what matters, and the principles exposed in his book are still the best roadmap we have for improving entire organizations.
The Art of War; by Sun Tzu – Even today, business is war, and the teachings of Sun Tzu are still applicable more than 2,500 years after they were first written. While it would be great if we could all sit in a circle wearing just our underwear, hold hands and sing Kumbaya, the hard truth is that not every interaction is going to be fair and not everyone we deal with is going to deal fairly. The Art of War teaches you how to plan, negotiate, and build important interpersonal skills – it is an understatement to say that this work has stood the test of time. (TheManager’s note: make certain you acquire the complete version and not an abbreviated version of this work – you will not be satisfied by the 70-page paperback that is available on some websites.)
Who Moved My Cheese? An Amazing Way to Deal with Change in Your Work and in Your Life; by Spencer Johnson with Kenneth Blanchard (foreword) – The only authors to have two books on our list, Messrs. Johnson and Blanchard always take a unique approach to teaching the mundane. In Who Moved My Cheese you’ll discover a very quick and entertaining read that helps people and organizations cope with change. Probably the most argued book on this list (our editors were split 50/50 on whether or not to include it), Cheese was included primarily because of the current economic climate we face. Businesses are either changing or closing, and Who Move My Cheese helps you, your leaders and your employees cope with and adapt to it.
Now’s your chance. Where did we go wrong? Which book do you think deserves to be on the list? Make your case by leaving comments. (We promise to post all comments except those that contain profanity or make fun of us, or both.)
TheManager scoured the World Wide Web and found a few choice blog posts and interesting news articles covering Management Training and Leadership Development. Take a few moments to digest these recent articles and posts:
Do Techies Need an MBA? By Devs
We at The SmartTechie have often wondered if management training was one way to ensure a good career? Do techies need a Master in Business Administration (MBA) degree? Who better to answer that question than the gurus themselves…the … Devs Weblog! – http://apdevaraj.wordpress.com
TheManager asks that you forgive these occasional off-topic rants, but some things outside of Leadership Development and Management Training need to see the light of day…
I was reading an article on AOL today about how consumers are getting ripped off in the finance office (sometimes called the business office) at their local car dealer. I thought the points were interesting, so I called a friend who runs the Internet sales department for a large car dealer near my home. He’s been in the business a number of years and I needed to know if I’m being taken advantage of when I step into that office. I directed him to the AOL article (here’s a link) and asked his opinion. To say that he was animated about the topic would be putting it mildly. Here’s what he had to say:
This article and the BeatTheCarSalesman website are completely misleading to the car buying public. The fact is, the website is dedicated to capturing consumer information so they can SELL IT to car dealers. Car dealers pay about $20 per customer contact from sites like this and these sites often sell the information multiple times – meaning they can make around $60 from every consumer.
“It’s true that dealers make more money in the F&I office than off the sale of a new car, but 95% of dealers actually offer consumers a finance rate the same or better than they can find on their own. Yes, we make profit from the financing, but if you understand what the rates are at your local banks before you go in, you’ll be surprised at how much better the rates are at the dealership.
“The bottom line is that someone is going to make money on the car loan. By allowing the dealer to finance the car, you can get more for your trade and pay less for your purchase, because in the end, the dealer has to make something or they will have to shut their doors.
“This is not the 1970s, and car dealers are not the slimy guys portrayed by BeatTheCarSalesman.com. I wish America would wise up, and stop letting these fear mongers take advantage of them. If people do their homework, negotiate a great deal and finance the whole thing at the dealership, they actually come out ahead in the long run.”
He was so energized by the whole notion of these “false-front websites” (as he called them), that he got TheManager fired up, as well.
After a little more discussion, it was clear to TheManager that the best way to get a deal on a new or used car today was to go to respected websites like www.KBB.com and www.Edmunds.com, research what your trade-in is worth, check out local finance rates and submit your information for a price quote from these websites or at the local dealer’s website. As my friend explained, they treat the consumers who submit their information from the dealer’s site as serious about getting a good deal, while they treat their “leads” from the false-front websites as lower quality.
I guess the moral of this rant is that you shouldn’t believe everything you read on the Internet, even if AOL decides to publish an article by one of these guys and calls it “news.” As my friend surmised, AOL might even be getting a piece of the action from BeatTheCarSalesman.com.
