This article lists what makes a bad boss in terms of what they did not do. It is pretty consistent with my views.
Monday, August 20, 2012
Are you sure you're not a bad boss (from HBR)
Sunday, August 12, 2012
Make a F**king Decision
You have probably been in a situation where you just wish someone would make a decision so everyone can move forward. It is frustrating. The lack of decision can stop a lot of work, and waste a lot of time.
If you are a leader, you need to be able to make decisions. And you need to make them promptly. The real issue for you may be that there doesn't seem to be enough information to make the right decision. That is often the case; but taking time to get a lot more information can result in delays which may be just as detrimental as the wrong decision.
Early in my career, I used to hem and haw before making a decision. Nine times out of ten, the decision I would have made was the same as the one that I eventually made (but much later). I had to learn to trust my instincts, rely on the advice of others, and take a leap. I also had to learn that when the wrong decision was made, I had to admit I was wrong, suck it up, and reset the course. That may seem hard, but it actually works well. People will appreciate this way of working and will appreciate having you as their leader.
I recently met up with an ex-colleague who said he had not fully understood how great it was to have decisions made until he worked for another manager (after I left) and prompt decisions became rare. In my group, decisions were made quickly and things got done. My colleague hadn't really noticed that anything special was happening - it seemed like the natural way to work. However, when he changed groups, he really noticed the difference. When decisions didn't get made, developers made their own micro-decisions and the group did not all work toward the same goal; the results were terrible - virtually no forward progress was made in months. I know the managers in this group and they are all good, smart people. What they are not, however, is bold. I have seen them get trapped in "analysis paralysis" more than once. Being decisive takes courage and is hard to do. But it is essential, if you want to be a great leader.
Some good advice I got once from my husband (a colleague at the time) was "Lead, follow, or get out of the way". He had been in the Navy for a while and this was one of many useful lessons he took away (as a side note, he is also an excellent bed maker and can iron like a pro!). I always remember this. This is a mantra worth repeating and teaching others.
So go out there and make decisions. Lead. Be bold. And occasionally, if you are wrong, admit it, change course, and move on.
P.S. My post title was inspired by Adam Mansbach's book "Go the F**k to Sleep". Check out Samuel Jackson reading this book on YouTube if you are not familiar with the book. It is pretty funny.
If you are a leader, you need to be able to make decisions. And you need to make them promptly. The real issue for you may be that there doesn't seem to be enough information to make the right decision. That is often the case; but taking time to get a lot more information can result in delays which may be just as detrimental as the wrong decision.
Early in my career, I used to hem and haw before making a decision. Nine times out of ten, the decision I would have made was the same as the one that I eventually made (but much later). I had to learn to trust my instincts, rely on the advice of others, and take a leap. I also had to learn that when the wrong decision was made, I had to admit I was wrong, suck it up, and reset the course. That may seem hard, but it actually works well. People will appreciate this way of working and will appreciate having you as their leader.
I recently met up with an ex-colleague who said he had not fully understood how great it was to have decisions made until he worked for another manager (after I left) and prompt decisions became rare. In my group, decisions were made quickly and things got done. My colleague hadn't really noticed that anything special was happening - it seemed like the natural way to work. However, when he changed groups, he really noticed the difference. When decisions didn't get made, developers made their own micro-decisions and the group did not all work toward the same goal; the results were terrible - virtually no forward progress was made in months. I know the managers in this group and they are all good, smart people. What they are not, however, is bold. I have seen them get trapped in "analysis paralysis" more than once. Being decisive takes courage and is hard to do. But it is essential, if you want to be a great leader.
Some good advice I got once from my husband (a colleague at the time) was "Lead, follow, or get out of the way". He had been in the Navy for a while and this was one of many useful lessons he took away (as a side note, he is also an excellent bed maker and can iron like a pro!). I always remember this. This is a mantra worth repeating and teaching others.
So go out there and make decisions. Lead. Be bold. And occasionally, if you are wrong, admit it, change course, and move on.
P.S. My post title was inspired by Adam Mansbach's book "Go the F**k to Sleep". Check out Samuel Jackson reading this book on YouTube if you are not familiar with the book. It is pretty funny.
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