Few books open our eyes by revealing truths hiding in plain sight. Thinking, Fast and Slow by Daniel Kahneman is one. Leadership B.S. by Jeff Pfeffer is another.
Many books, lessons, and word-of-mouth teachings about leadership are misleading, misrepresentative of real world experience, and based on feel-good ideals. There are five reasons why several things we are taught about leadership and management are wrong.
Lack of Rigor — Many leadership lessons based on someone’s experience are not based on a systematic analysis of complete data, comprehensive understanding of circumstances, and other available options at the time. What worked for the winner may be simply chance (luck), weakness of the opposition, or insufficiently acknowledged help from others. ·
Before and After — The behaviors that lead a person to a powerful leadership position are often not the same as the good qualities the person assumes later in life after they are already successful. Take the case of Bill Gates, who as a competitive businessman was a different person from the kind, caring philanthropist he is today.
Delusion — Human beings have a positive, good impressions of ourselves that are often not accurate. Studies have shown that about 80% of people believe they are better car drivers than average, better looking than average, and better human beings than others. The Overconfidence effect and above average effect are well documented. How a successful leader feels they act (morally) is often quite different from what they actually do based on observation.
Deception — Human beings, especially successful ones, lie, mislead, and often don’t give away their coveted secrets that given them their competitive edge. There is plenty of scientific evidence that lying is a common daily habit.
Leaving a Legacy — Many leadership books and articles are written to make the author look good, to build a good reputation and brand for the leader, and to make money. They are not primarily written for the purpose of making other people successful, even if the author thinks so. This could be due to delusion, deception, or a bit of both.
For the above reasons, my friend Jeff Pfeffer and I sometimes say that most leadership books and products should be labeled like packs of cigarettes: “Warning: This information will make you feel good in the short term, but is likely to be harmful to your effectiveness, career, and well-being.”
So how should you minimize your time and effort wasted learning ineffective leadership and management methods that are likely to backfire?
I highly recommend reading the excellent book Leadership BS: Fixing Workplaces and Careers One Truth at a Time by Professor Jeffrey Pfeffer of Stanford University. It was finalist for the 2015 Financial Times and McKinsey Business Book of the Year and Best business book of the week selected by Inc.com. This book will help you identify real and effective leadership and management lessons based on evidence that are more likely to work than platitudes.
In full disclosure, in the acknowledgements section of this book, Professor Pfeffer wrote:
This book was inspired in part by my interactions with Rajiv Pant. It was Rajiv who first used the phrase “feel-good leadership literature.” It was Rajiv who provided some of the stories and examples incorporated in this book. But mostly it was Rajiv Pant who helped me see how much damage was occurring because of the current incarnation of the leadership industry. Rajiv’s support and friendship mean a great deal, not only for this book but in my life.
Pfeffer, Jeffrey. Leadership BS: Fixing Workplaces and Careers One Truth at a Time (pp. 221-222). HarperCollins. Kindle Edition.
Rajiv spoke at Fastly’s Altitude Summit in San Francisco. #Altitude2016 was a full day conference featuring technical content and idea sharing about the edge, web performance and content delivery from industry experts. Rajiv spoke from his personal knowledge of a CTO’s role in getting, maintaining, and developing buy-in for infrastructure engineering projects from business stakeholders.
The World Economic Forum and its partners have developed and shared a way for organizations to calculate the impact of cyber security threats. The framework, called cyber value-at-risk comes at a time when cyberattacks are increasing in velocity and intensity, and when 90% of companies worldwide recognize they are insufficiently prepared to protect themselves against them.
I feel honored to have been one of the participants in the development of this. The project is led by Elena Kvochko and team of the World Economic Forum in collaboration with Deliotte and other Forum partners.
The World Economic Forum announced this today at the annual meeting in Davos.
If you are the manager of a team of people at your job, here is a format we suggest for running your staff meetings. We call it the 3-5-7 format because of its convention of giving 3 to 5 minutes per person to answer 7 questions. This system assumes that you have fewer than ten direct reports so that you can complete such a staff meeting in under one hour.
The purpose of a staff meeting need not be to get status reports. If you have excellent collaboration tools at work where statuses, issues and risks are already documented, that’s preferable. Some companies like Automattic (WordPress) make great use of internal blogs for communication. However, face-to-face meetings are continue to be useful because our brains have evolved being wired for being most effective in face-to-face conversations for several things.
An in-person (or via video conference) discussion structured around these questions is likely to be effective in finding solutions, building a more collaborative team and keeping everyone on the same page.
Here are the seven questions we suggest you request each attendee to come prepared to answer.
What did we (you and the team reporting in to you) do over the past week?
What did you learn over the past week?
What do we (you and the team reporting in to you) plan to do over the next week?
What issues are we (you and the team reporting in to you) facing now or are likely to face in the future?
What do you suggest are our countermeasures to address those issues?
What do you need help with from the rest of us in this meeting?
Is there anything non-work-related that you’d like to share?
Each person may answer the seven questions the order of their choice and may also combine the answers to multiple questions. The only requirement is that all seven areas be answered in a focused, efficient, and effective narrative lasting between three to five minutes.
You can post these slides as signs in your meeting rooms and offices or include them at the start of your presentations. You can also open the original Google Slides document to print or leave comments.
Every time someone calls a meeting, they should consider using this simple template.
[ meeting-invitation-template begins ]
The desired outcome of this meeting is:
e.g. Come to agreement on solution for issue X
e.g. Make a decision about Y.
e.g. Share announcements about topic Z.
e.g. Continue to grow a good working relationship with each other by socializing in person.
Note: Explain what this meeting is meant to accomplish, instead of providing a description of the meeting. Focus on the desired result of the meeting. A meeting should accomplish one or more of three things:
Share knowledgeand agree to act on it and/or make it a practice
Knowledge, as in: data –leads-to–> information –leads-to–> knowledge –leads-to–> practice
You should come to this meeting because:
e.g. You are likely to have input into potential solutions for issue X
e.g. You are one of the folks who has a viewpoint on what decision to make regarding Y.
e.g. It would benefit you from hearing the announcements in this meeting.
e.g. This is your opportunity to ask questions about topic Z.
Note: Give the attendees at least one good reason to attend. Sometimes attendees have no idea why they are invited to this meeting. Don’t be seen as a waster of others’ time.
The guidelines for participating in this meeting are:
e.g. Please come prepared having read the document about ChaosMonkey.
e.g. Laptops & mobile communication devices are considered contraband during this meeting. If it is critical for you to have a computer during this meeting, bring a desktop computer :-)
By default, we should only attend meetings where we are active participants, not passive attendees with not much to contribute to the desired outcome of the meeting. There are some exceptions to this like training sessions, educational presentations or others where the purpose for attendees is to learn something.
When I receive a meeting request, I often reply with the following text.
May I please request the following information in advance of this meeting? It will enable me to prepare, participate and be productive in the meeting.
What do you recommend I should prepare in advance of this meeting?
What decisions do we need to make at this meeting?
What problems do we need to solve at this meeting?
Thank you in advance,
Time Management Tip: When you receive an invite for a meeting at work where you believe you may not add much value, reply to the invite with a polite message like:
Thank you for inviting me to this meeting. It seems from the subject, agenda, and attendees list that I’m not a required participant for this meeting. If I’m mistaken and my presence is required in this meeting, please accept my apologies and let me know that I should attend.
This is preferable to ignoring the meeting invite or declining without comment that may come across as rude.
To save time, you can save the above templates as text snippets to be inserted via a keyboard shortcut/macro or in a place from where you can quickly and easily copy and paste.