Blissfully Ignorant or Blissfully Aware?

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Is ignorance really the key to bliss? Is it awareness? Or is it, perhaps, a combination of the two?

In last week’s blog, we discussed the benefits and drawbacks of being aware or ignorant about certain information and why it’s important to deliberately manage a balance between the two. But how do you know when knowledge is power and when it can be disempowering?

Here are some questions to ask yourself when deciding whether you really want to know more:

Is this information true?

Benjamin Franklin once said,

“Believe none of what you hear and only half of what you see.”

Most of the information we use to make decisions is not based on fact. It is based on our interpretations and opinions about what we observe and what others tell us about their own observations. In today’s tech-driven, social-media-connected society, very little of what we hear (or read) is factual. In fact, much of it is actually based on incorrect facts. Yet, a frightening number of people believe not only everything they hear on the news but everything they read on Facebook as well.

“Believe none of what you hear and only half of what you see.” Most of the information we use to make decisions is not based on fact. It is based on our interpretations and opinions about what we observe and what others tell us about their own observations. In today’s tech-driven, social-media-connected society, very little of what we hear (or read) is factual. In fact, much of it is actually based on incorrect facts. Yet, a frightening number of people believe not only everything they hear on the news but everything they read on Facebook as well.

Before taking action on information, think about it for yourself. Do some research. Gather more information before forming your own opinion. It may not always be possible to be certain whether a piece of information is true, but an equally important question is whether or not it is true to you—to what you think, who you are, and what you’re about.

Is this information empowering?

Some information simply has little to no positive value in our lives. Some knowledge can be depressing (often because there’s simply nothing we can do to change it), disempowering, and even dangerous. For instance, consider the images we see of models and celebrities, with their perfect bodies and faces. We start to wonder why we don’t look like that. The truth is that they don’t look like that either. Without strategic lighting and Photoshop, most of them look more like us than their pictures. And so we have this culture where people starve themselves to lose weight, teenagers get breast implants, and people literally get addicted to plastic surgery—all in pursuit of an unattainable standard of beauty.

Remaining ignorant of these undermining, disempowering conversations and similar information could certainly be blissful—and even beneficial. When we’re not inundated with other people’s ideas, standards, and values, we can start thinking more clearly for ourselves. We can take a stand for who we are and what we value.

Is this information useful?

It’s important to be aware of information that is useful to you—not just what makes you feel good but what you need to know in order to achieve your vision for your career, life, or even your family.

When my oldest daughter (who is now twenty-four) was preparing to enter high school, my wife and I started to think about what we believed was best for her. We had conversations among our social networks (mostly upper-middle-class people like us). Like many parents, we wanted a certain kind of success for our daughter. So we convinced ourselves and her that she should go to this highly-academic private school, where they raved about their statistics for how many students ended up in the more prestigious, high-earning professions like medicine and law.

My daughter suffered the whole year. It wasn’t the right place for her. Regretfully, it took us a few months to wake up and realize we were totally hypnotized by standards that had nothing to do with what was best for her. We, like many people, were in this rat race of standards and keeping up with the Joneses. And we hadn’t realized that before. We just thought we were looking out for her best interests. So we took her out of the school and placed her in a local school where she blossomed and did very well. I still see many people in our social circles that are still caught up in the same predicament.

Success, achievement, and happiness are concepts we should define for ourselves—based on our values, our visions of our lives, and what we truly want. It takes awareness to get off the bandwagon of keeping up with the Joneses. It also takes courage—to stand up for what you believe and to think for yourself. It’s much easier to just go with the flow. But when it comes to important, life-defining decisions, ignorance is not bliss. It’s a curse.

In next week’s blog, I’ll discuss the areas of our life and work where we definitely want to be aware—and the questions to ask ourselves to ensure we aren’t operating in unintentional ignorance.

Is Ignorance Bliss?

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The phrase “ignorance is bliss” is often used in sarcastic, critical, and judgmental ways—as if it means burying your head in the ground like an ostrich to avoid dealing with the real challenges of the real world. But is that really true? Is staying ignorant and protected from certain information or conversations a blessing, or a curse?

On the one hand, the older I get, the more I understand the validity of the idea that knowledge, or information, is power. The more facts you have in an area that is important to you, the more empowered you are to make informed and effective choices. When we lack information, we are more likely to make rush decisions based on emotions.

For example, people can act emotionally about their finances when they don’t have accurate information about the status of their affairs, market trends, or the performance of certain types of investments. Someone once told me that when people don’t understand the stock market so they just listen to their stockbroker and do what he/she tells them, it is like “parking and praying.” You park your money and pray that it will be OK.

This is true for most people (with the exception of people like Warren Buffett, for whom investing is more of a science than an art). Most of us read a little bit, but we don’t have a lot of information. So we just have to hope our financial agents know enough to make it work and that the companies we’re putting money into are in good shape.

Usually when people are blissfully ignorant, they are hopeful. But hope is not a strategy—especially when it comes to important areas like our finances. Wealth is another important one. We’ve all heard stories of people who were cured of life-threatening diseases because they detected and addressed the issue early on. Unfortunately, we’ve also heard stories of people who never did their checkups and found out about their fatal illnesses too late.

While I certainly believe that knowledge can be powerful, I’ve also come to understand and appreciate the power of staying ignorant and naive about certain things. For example, consider the media today. Advertisers bombard us with different life standards—their ideals about how we’re supposed to look, how much money we’re supposed to make, or how much we need to achieve in order to be successful. These ideals are designed to make people feel inadequate, to create dissatisfaction so we’ll buy their products. No wonder we have more anorexic teenagers than ever before, and no wonder most of our society is in debt, trying to keep up with the Joneses.

Add to that the fact that news media organizations tend to only report the sensational, gloom-and-doom stories—sound bites about the economy, government, murders, rapes, child abuse, war, and other unpleasant topics. Because media is all about selling ratings, they look for the most shocking stories, which are usually the most depressing. Even though they’re often reporting on people’s opinions and interpretations, rather than actual facts, people eat it up like it’s the gospel. We stop thinking for ourselves and allow the media frenzy to make us reactive, afraid, cynical, resigned, unhappy, and even obsessive.

I am not suggesting anyone stop watching and reading the news. It’s important to know what’s going on in the world. But I am very selective about what I read, what news channels I watch, and how much I read about different things that happen, because certain conversations don’t make any difference. In fact, some information (or at least “expert interpretations” of that information) can have a negative impact.

The opposite of ignorance is awareness—and both can be blissful. The key is to deliberately manage a balance. Over the next two weeks, I’ll delve more deeply into this topic—including how to know when it’s better to be ignorant and when it’s better to be aware. I’ll also discuss how this concept applies to different areas of our life—including our finances, career, health, marriage, and family. Stay tuned for more, and be sure to share your thoughts on the matter.

Building a Team of Warriors Starts with YOU

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If you find yourself leading a group of people who are locked into that negative, cynical, victim mentality, how do you shift it? How can you not only avoid becoming mired in the negativity, but actually change it? In other words, how do you help your team transition from Worriers to Warriors?

The attitude and mindset of any organization or team, no matter how large or small, is always a reflection of its leader’s mindset and attitude. If the leader is a Worrier, the team will follow suit. If the leader is a Warrior, he/she will naturally create the same environment for his/her team.

In order to transform a negative environment, you must lead by example. In other words, start with yourself.

Transformation always begins with honesty. Honesty allows for awareness. And awareness allows for ownership. Ownership means understanding, accepting, and taking responsibility for what’s not working. In the absence of ownership, leaders tend to resist and to be defensive and in denial about their issues. When people own and accept their issues, they are able to engage others in conversations about change in a much more authentic, direct, and courageous way.

So, as a leader, start with your own authentic reflection. Ask yourself the following questions:

  • What is my attitude most of the time?
  • How do I react to issues, challenges, and bad news?
  • What conversations do I engage in when things don’t work or go wrong?
  • Overall, do I behave like a Warrior or a Worrier?

Leaders often have blind spots about their own attitudes and behavior, especially when it is of the Worrier variety. You may want to reach out to a few trusted colleagues, peers, superiors, and/or subordinates and ask them to give you candid feedback. Just remember: People will only tell you what they feel you are willing to hear. Even if you say all the right things, if people sense you are not open to receiving honest feedback, they will adjust their input accordingly. Make sure you are sincere about your quest to gain awareness and ownership of your issues before approaching others.

Many leaders tell their people that “feedback is a gift” but then react badly when they are on the receiving end. So people just roll their eyes, keep to themselves, and avoid authentic conversations.

It’s much easier, safer, and more comfortable to behave like a Worrier. You always have someone or something else to blame. You can also avoid taking responsibility and therefore certain risks in addressing the issues. Being a Worrier doesn’t require courage, but you pay a price for that comfort – usually in terms of lost collaboration, trust, effectiveness, quality of work, morale and company pride, and even financial success.

Most leaders sincerely want to create a Warrior environment for their teams, but many seem to be stuck in their old habits and reactions. When leaders start confronting and internalizing the “costs” associated with a Worrier environment, they are usually more willing to change.

Being a Warrior requires courage and even the willingness to change. But for those who want to feel alive and make a difference, it is an exciting existence.

Being a Warrior is like any other skill. To develop a Warrior mindset, you must commit to this way of being and regularly exercise those muscles. There are certain attitudes and practices that enable you to live and operate in the Warrior space.

In my next couple of blogs I’ll talk more about what these are. Stay tuned and see you next week.

When It Comes To Failure, Choose Your Point Of View

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Life is a conversation. Things happen, and we have interpretations about them. That’s the way it works.

For example, two people going through the same challenging circumstance or event can have completely different takes on the situation. One might be very upset and have the following reaction to a particular “failure”:

  • That was horrible.
  • I told you so.
  • We shouldn’t have done that.

However, another person, when faced with the same situation, might just smile and say:

  • That could have been worse!
  • That was tough, but what doesn’t kill you makes you stronger.
  • We stayed in this together and became closer because of it.

Both reactions – negative and positive – are valid, but they have different outcomes and consequences. One is empowering; the other is disempowering.

As part of my business, I coach, guide and support people. Some people never seem to be happy or satisfied, even when good things happen to them. They always see the “half empty” part of the glass. They just won’t count their blessings. Others are always oriented around the “half full” part. They look for the good, the blessings, and the lessons and opportunities in every situation, no matter how bad it may be.

We don’t believe what we see. We see what we believe. People always find evidence and validation for their points of view. If they predict that an upcoming event will be “hard or un-enjoyable,” guess what? It probably will be. And if they view a future challenge as an “opportunity,” they’ll prove that right as well. Whatever our points of view, we will always prove them right. So why not choose to focus on empowering perspectives?

Winston Churchill said, “Success is going from failure to failure without any loss of enthusiasm.” I find that inspiring. There is great power in realizing that we always have a say about our mindset, point of view and attitude – no matter what circumstances we are facing.

The more we learn to think like that, the more empowered we will be. We can always justify why we will play smaller. Or we can create exciting justifications for why we’ll play even bigger than before.

Ultimately, we either live in empowering conversations or disempowering ones. The beauty is that it’s our choice to make.

Balancing The Budget And Employee Morale

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When times get tough, most executives move to cut costs, reduce resources and shore up company savings. And while focusing on financial issues in the short term is important, this is often done at the expense of the long-term health of the organization.

In a weak economy, it’s of critical importance that leaders practice “giving back” to the company culture, even as things are being taken away.

In our experience, it’s deflating and demoralizing to a workforce when things are only being taken away and nothing is being put back in. Leaders often underestimate the level of upset brewing among staff and even misread the fact that people are not complaining to mean that they are not bothered by the current state of the company.

Worse still, some leaders take the position that since the job market is tight, people cannot leave so there is no need to take care of them.

These conclusions ultimately lead to a situation where, when the market does come back and opportunities open up, employees — who are resentful of how things were handled during the difficult times — leave.

Even in the face of reducing expenses, you need to infuse conversations with energy, confidence, hope and a sense of the future.

One important thing you can do to maintain employee morale and balance things out as the budget gets rightsized is to rally everyone around the new strategy. Start by telling employees the truth about how things are — even if the news is bad, they can handle it. Involve them in the process of fixing and improving things, developing new products and finding new customers. By having the courage to be sincere and transparent, you cut rumors and speculation off at the pass and engage employees’ commitment to both deal with today’s reality and plan for tomorrow’s recovery.

What are you doing to strike a balance between budget constraints and employee morale? We would love to hear your comments.

 

How To Cultivate Strategic Thinking In Your Company

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It’s very easy today for people to become paralyzed by fear and uncertainty. This places a greater demand on leaders to keep staff focused on the prospect of a brighter, yet plausible, future. This week’s post examines how managers can do this by helping their staff learn to think strategically about the company and their own careers.

We have found that encouraging strategic thinking from the top of the organization to the shop floor is largely a matter of executive action and intention. In our experience, when executives make strategy development an activity exclusive to the top members of the organization, they discourage strategic thinking.

Specifically, executives and managers stifle strategic thinking by not actively being open to others’ feedback, pushback and ideas. When people feel that their suggestions are not being met with receptiveness, they will not participate in a strategic discussion even when given the chance.

To overcome this dynamic, we advise getting everyone in the company involved in strategic conversations. If you demonstrate that you are committed to other people’s ideas by incorporating and promoting them, you will encourage people to think strategically.

One easy process is to pick several areas where you want to create a breakthrough in performance and form teams. Gather people from varying levels and departments, creating a blue team and red team for each desired area of breakthrough. Then have a friendly competition for ideas on how to achieve the desired leap forward.

To encourage maximum strategic thinking, tell the groups that you are looking for “out-of-the-box, yet plausible” ways to take the organization to the next level.

Another common contributor to hindered strategic thinking is asking your staff to always put forth their tactical ideas, but never their strategic ones.

Executives can encourage higher-order thinking by making sure meetings are balanced out between time dedicated to discussing long-term strategic issues and short-term tactical ones. One of the biggest complaints we hear in companies is that all the meetings are about tactical items. Employees complain that time is never spent having conversations about the bigger picture and longer-term issues.

What can you do today to encourage strategic thinking? I would love to hear your comments.

Micro-management Is The Enemy of Strategic Thinking

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In last week’s blog post, we discussed the way that leaders’ actions impact the cultivation of strategic thinking within their companies. This week, we continue the theme by examining the role that micromanaging plays in the process.

Heed the warning. Leaders who micromanage create an environment of compliance where people won’t think strategically and don’t act as partners.

Micromanaging suffocates strategic thinking because it forces people to interact at a tactical level only. It requires people to protect their world, and a huge amount of their energy just goes into how to survive and keep their boss off their back.

One research study on micromanagement by Dr. Robert Hurley PhD at Fordham University found that 30 to 35% of executives succeed as managers but faltered as leaders when they found themselves in higher-level positions. “For this sizable group of under-performing executives, the underlying root cause is compulsive micromanagement caused by perfectionist tendencies. By micromanagement we mean an over-controlling style that inappropriately inhibits the people the executive needs to mobilize,” says Dr. Hurley.

To counteract this, we suggest that executives and managers ask their staff to think about what they would do if they were put in charge of a particular situation, department or organization. Ask your staff what they would start, stop or continue, then discuss the responses as a group so people can learn to think strategically at a level or two above their current job.

Just remember that you will never get any company strategy perfect, rational or right enough to work without having engagement and commitment at all levels. Encouraging your staff to participate in strategic planning and practice strategic thinking is key to creating a strategy that does not just get talked, but walked.

Cheat Sheet of Strategic Thinking Dos and Don’ts

Do:

  • Actively ask for input from all departments and levels.
  • Promote and incorporate others’ ideas.
  • Ask your staff what they would start, stop or continue in your position.
  • Routinely balance out your meetings by discussing both strategic and tactical issues.

Don’t:

  • Make strategic development an exclusive club limited to the higher-ups.
  • Stifle strategic thinking by not being open to and acting on others’ feedback.
  • Try and maintain control by micromanaging.
  • Solely focus on and encourage tactical thinking in meetings.

How has strategic thinking been hindered in your organization? I would love to hear your comments.

4 Ways You May be Undermining Employee Engagement

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This looks at the four most common ways leaders undermine employee engagement.

1. Not saying thank you: Managers who only criticize and find fault with their employees’ performance run the risk of creating an unhappy – and less productive – workforce. Rarely saying something as simple as “good work” or “thank you” creates an environment where staff feel unappreciated and taken advantage of.

2. Recognizing the same people all the time: Some leaders single out the same staff over and over again for recognition and praise. No matter how deserving these employees may be, repeatedly acknowledging one small group of individuals can create an environment of exclusion, which leads to a negative backlash within the team.

3. Participating in background conversations about others: Managers may think they can confidentially talk about one employee to another, but what they say always leaks out. Leaders who grouse, gossip and gripe about their co-workers, employees and bosses — especially behind their backs — create an environment of distrust and disharmony.

4. Not letting your staff shine: Many managers miss the opportunity to have their staff be recognized for their contributions, both by their immediate team members and by senior management. Failing to give people an opportunity to make an important presentation to their peers or higher-ups, not acknowledging the significant contribution of an employee to other members of the team, and actively taking credit for an employee’s work all lead to decreased trust and reduced confidence among staff.

What all these behaviors have in common is an active narcissism, a blind insensitivity or a management immaturity that makes the manager look like a jerk and their staff feel uncared for.

One 2009 study was conducted to examine the narcissistic tendencies of bosses in American organizations. Wayne Hochwarter, the Jim Moran Professor of Management in the Florida State University College of Business, asked more than 1,200 employees to provide opinions regarding the narcissistic tendencies of their immediate supervisor. Their responses:

  • 31 percent reported that their boss is prone to exaggerate his or her accomplishments to look good in front of others.
  • 27 percent reported that their boss brags to others to get praise.
  • 25 percent reported that their boss had an inflated view of himself or herself.
  • 24 percent reported that their boss was self-centered.
  • 20 percent reported that their boss will do a favor only if guaranteed one in return.

“Having a narcissistic boss creates a toxic environment for virtually everyone who must come in contact with this individual,” Hochwarter said. “The team perspective ceases to exist, and the work environment becomes increasingly stressful. Productivity typically plummets as well.”

When it comes to employee engagement, all signs seem to point in the same direction. You are either building motivation or destroying it. You are either moving forward by appreciation or acknowledgment or going backward with lack of attention. The choice is one every manager makes daily.


From Human Resource Manager to Chief Commitment Officer

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In our work, we often hear HR executives lament about not having a seat at the table when it comes to being part of the strategic decision-making process. They frequently speak of the desire to be true strategic partners with their peers, rather than merely comp and benefits administrators or purveyors of training programs that may or may not contribute to the bottom line of the business.

The good news is that the time has never been better for HR execs to reconstitute their role — by shifting from Human Resource Managers to Chief Commitment Officers. What CEOs and business leaders want and need more than ever is employees who are 100% engaged and committed to the success of the organization, and no one is better positioned and equipped to support this need than HR.

But to do this, rather than say yes to every request for training they receive, HR instead needs to identify the key opportunities for driving increased engagement and commitment — and focus laser-like on dissolving the fear, apathy, cynicism, resistance and resignation that permeate most organizations.

Much of what HR has historically provided that does not make the greatest contribution to the success of the business can be either outsourced, if appropriate, or at least made routine and automated.

HR managers today are uniquely positioned to a) identify areas of misalignment and friction, and b) help business leaders transform those dynamics into total alignment and shared commitment. The results of partnering with business leaders in this fashion will be exactly what HR leaders have longed for all along.

What Can Executives Do To Drive Employee Engagement?

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In the last three posts on the topic of organizational commitment we looked at evaluating your companies level of commitment, the way two different CEO’s handle commitment and examined the warning signs for lack of employee engagement and commitment.

In this final post of the series we asked a few other authors to give us their take on the topic: WHAT CAN EXECUTIVES DO TO DRIVE EMPLOYEE ENGAGEMENT? Here’s what they had to say.

“Manage your inner control freak.  You can’t — and won’t — inspire employee engagement and commitment unless you loosen the reins and let go of control.  As a leader, you are there to champion the vision and keep people focused on the big picture.  Beyond that, you need to sit back and allow others to drive the process.  Fact is, your organization’s success is a story that everyone must create and own.” Jill J. Morin, author of Better Make It Real: Creating Authenticity in an Increasingly Fake World.

“Managers who are perceived by their employees as strong listeners have been shown to create work environments with higher levels of employee motivation, better relationships among coworkers and increased levels of productivity — all drivers of employee engagement. When managers listen to employees they begin to understand their passions, strengths and ambitions, and the possible ways these may be integrated with work. Listening helps employees feel understood and valued by their manager and demonstrates that managers are open to new ideas and collaboration (additional drivers of engagement). Listening is the core capability to enable managers to connect, engage and create higher levels of employee performance.” Erik Van Slyke, author of Listening To Conflict.

“If executives really want their employees to be committed, they must clearly communicate the mission statement of the company and ensure that everyone in the organization understands how his or her role contributes to that mission. Understanding that provides meaning for the employees in what it is they do. Too often, there is an environment of them versus us rather than a ‘we’re all in this together’ mindset. That is the mindset that leads to engagement and commitment. Kellie Auld, contributing author for Creative On boarding Programs.

Six Warning Signs You Lack Employee Engagement and Commitment

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In the past two blog posts regarding this topic I explored the problem of lack of commitment and looked at two case studies. In this post I examine what to do if you want to tackle your commitment problem. Where do you begin? What are the most effective ways to assess if and where there are commitment problems? Here’s a list of some observable indicators:

1. People don’t speak up even when they know things aren’t being dealt with honestly and directly. This is relatively easy to spot, especially in meetings. Everyone knows important issues are not being addressed. Yet they fail to speak up because of fear or cynicism.

2. Missed commitments met with excuses, explanations, rationalizations and finger-pointing rather than a rigorous and energetic desire to get to the source of the problems, get back on track and take ownership for what went wrong.

3. Problems discussed and debated endlessly, with little lasting improvement from repeated attempts at resolution.

4. Initiatives to improve organizational performance progressing slowly or stalling altogether, despite sizable investments in resources and technology.

5. “Hallway” conversations are also a good indicator and can be easily detected. For example, when people spend their time talking about how things are not their fault or how another department or organizational level is to blame for sub-optimal results, commitment is lacking.

6. When people complain about how busy they are rather than doing what needs to be done, or complain about the unreasonableness of leaders’ expectations, this too can be a good indicator that people are avoiding rather than taking responsibility.

These are the informal ways of discerning commitment problems. We suggest that CEOs who feel they may have such issues go beyond sensing to asking employees directly – the members of their executive team and workers up and down the organization. In diagnosing the state of commitment in dozens of organizations, we have found questions such as these to be revealing. To what degree do employees:

  • Effectively address and resolve difficult issues around here?
  • Take ownership for solving problems rather than make excuses or point fingers when things go wrong?
  • Take risks and challenge the status quo?
  • Have confidence in the leaders of this organization?
  • Feel they can be honest with their leaders, including about negative or contentious issues?
  • Feel connected with, and empowered by, their leaders?
  • Communicate honestly and directly, without fear of retribution?
  • Trust each other and work together effectively across departments?
  • Come to work every day feeling that they make a critical difference to the future of the business?
  • Feel enthusiastic about their work experience?

There are also proven assessment tools and surveys available to help gauge commitment and engagement, the Gallup Q12 being a particularly noteworthy one where a 0.2 improvement along a 5-point scale has been statistically proven to correlate with an improvement in employee productivity.

One word of caution: If trust is low and fear is present, employees will not be truthful about the poor state of commitment. They must feel safe to tell it like it is. They must believe executives are genuinely interested in hearing unvarnished views, and they must feel encouraged to speak up about the real state of things, and praised when they do. Otherwise they will pay lip service to the process and say only the things they believe are safe. Unfortunately, this kind of lip service is more the norm than the exception.

To significantly improve commitment, the CEO and his team must be completely honest about, fully aware of, and own the current reality, especially the aspects that are dysfunctional. Once they understand the size of the commitment problem and no longer take it personally, they can begin to transform the cynicism, resignation, apathy and complacency into an environment of passion, ownership and total support.

A Tale of Two CEOs and Employee Commitment

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In a previous blog post on this topic, I outlined the problem of CEOs mistaking compliance for commitment. In this next post, I show the profound difference that owning the commitment problem makes, by comparing two CEOs of $1+ billion-plus organizations, leaders in their respective industries, one a manufacturer and the other a services firm.

Both had significant commitment issues to deal with – weak trust and alignment between levels and functions that were undermining ambitious growth plans. The CEO of the services firm, who rose to his position after having been one of its best salespeople, was a proud but arrogant leader.

Despite repeated attempts by senior managers, including his direct reports, to convey to him the high levels of politics, distrust, and lack of commitment throughout the organization, he wasn’t moved, insisting that employees were “just whining and not doing their jobs.”

As a result, his aggressive cost reduction and productivity improvement initiative gained little, if any, passion and ownership among his leaders, achieved far less than he had hoped, and was an uphill struggle with many excuses and explanations along the way.

The CEO of the manufacturing company was also a proud and tough leader. He rose to his position by having turned around two other divisions in his company. However, when his management team criticized him around the lack of trust and collaboration across departments, he listened – not immediately but over several weeks. He decided the commitment problem was serious enough to launch a process to resolve it.

Admitting the depth of his company’s commitment problems was not easy for him, given his command-and-control style. The results of his growth initiative, however, were spectacular, both in terms of meeting the performance objectives as well as creating a strong platform for cross-functional collaboration and partnership.

Two CEOs. Two commitment problems. Two approaches to solving them – one discounted it, the other admitted it and fixed it. Most important, two very different outcomes in terms of both business performance and organizational morale.

Are you paying attention to indications of commitment problems, or blaming “whiners?” These problems don’t go away by ignoring them.