The Downward Spiral:
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Transcript of The Downward Spiral:
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The Downward Spiral:Don't Set Yourself up for Failure with Your Boss (or Your Client!)
Presented by:Rob Orr, SPHRHR Consultant
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“We’re running as an economy at 30% efficiency”
Curt CoffmanEmployee Engagement Global Practice Leader,The Gallup Organization
HRMagazine, February 2004
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When people need help getting a job done, they will choose a ‘lovable fool’ over a ‘competent jerk’.
Tiziana Casciaro & Miguel Sousa LoboCompetent Jerks, Lovable Fools, and the Formation of Social Networks
Harvard Business Review, June 2005
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The environment has changed
1. Technical skills not as critical for executives2. Actuarial integrity less valued
– Focus on profitability– Capitalism demutualization, non-paternalistic
Source: Sim Segal, FSA, MAAA Deloitte Consulting, LLP - used with permission
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Session Objectives
• Identify the specific problems Actuaries face • Identify cues to watch out for• Recognize how Actuaries might contribute
to the problem• Identify steps to take to turn the situation
around
By the end of the session, you will be able to:
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Agenda
• Review purpose and desired outcomes
• Difficult Bosses – Difficult Clients• The Set-Up-To-Fail Syndrome• How Individuals Contribute• Taking Responsibility• Summary
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Your Difficult Boss / Difficult Client
Use the worksheet to describe a difficult boss (or client) that you have known.
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The Difficult Boss / Difficult Client1. Negative, mean spirited2. Autocratic3. ______________________________4. ______________________________5. ______________________________6. ______________________________7. ______________________________8. ______________________________
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The Set-Up-To Fail Syndrome
• Widespread• Insidious & Pernicious• Based on “Common Wisdom”
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Common Wisdom
Three Groups• Stronger Performers• Weaker Performers• Deadwood
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Different Strokes for Different Folks…
Bosses consciously treat stronger and weaker performers differently
– Stronger performers get autonomy– Weaker performers get help– Deadwood gets ignored (or an
invitation to leave)
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The Downward Spiral
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General Session: Actuarial Communication-Is Anyone Listening? If They Are, What Do They Hear?
• Communication (how to deliver the tough messages)
• Opinion changes (are they effective enough?)• Actuaries' images and roles in organizations• Peer reviews• Actuarial standards• Professionalism• Backbone
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Labels, Biases, & MisperceptionsHaving formed an opinion, our minds draw on all possible evidence to support it. When confronted with evidence that contradicts our viewpoint, we overlook it or denigrate it, or find some other way of writing it off. That way we can cling to our original opinion as though it were a universal truth.
Francis Bacon, 1620(updated language byManzoni & Barsoux.)
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How does this start?Loss of Confidence in Subordinates
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Triggers of Lost Confidence
What would you say?
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Triggers of Lost Confidence• Disloyalty
• Complaining
• Negative attitude
• Low engagement or energy
• Low-self-confidence
• Insensitivity to signals
• Know-it-all
• Disrespect for Boss’s time
• Blatantly political
• Extrinsic motivation
• Trying too hard
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Perceiving Performance
What about objective performance measures ?
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Perceiving PerformanceGoal Commitment and Sales Performance
0.7 In-GroupStronger Perf.
-0.83
-0.19
- 0.26 Out -Group
Weaker Perf. -
-1
-0.8-0.6
-0.4-0.2
0
0.20.4
0.60.8
1
Low High
Goal Commitment
Stan
dard
ized
Sal
es P
erfo
rman
ce
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Source: Sim Segal, FSA, MAAA, Deloitte Consulting, LLP- used with permission
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Actuaries have lost industry dominance • Fewer actuaries in C-Level positions• Highly-technical actuaries not fast-tracked
– Reserved for those presentable to C-suite• Fewer automatic promotions
upon ASA, FSA• Narrower roles, fewer opportunities
Source: Sim Segal, FSA, MAAA, Deloitte Consulting, LLP- used with permission
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In-Groups and Out-Groups
• 80-90% of managers have sharply differentiated relationships with subordinates.
• In-Group members have close partnerships as “trusted assistants.”
• Out-Group members have low-quality relationships as “hired-hands.”
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Performance Perceptions• No correlation between objective
performance & relationship quality:1993 – Duarte, Goodson, & Klich
• Very high correlation between “liking” and in-group status:1990 – Wayne & Ferris
• Boss expectation in 1st week a better predictor of “in-group status” than actual performance at end of 2nd week1993 – Liden, Wayne, & Stilwell
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The Self-Reinforcing Dynamic Boss’s behavior toward
“weaker” performers
Boss is increasingly impatient pushy or intense during
contacts
Subordinate progressively disconnects
Subordinate looks for excuses
Boss is not well informed
Boss is less able to make useful suggestions
Boss‘s anxiety increasesProblem
recognition is delayed
More problems arise
Subordinate performs less well overall
Subordinate spends time on excuses (rather than problem solving)
Boss loses faith in Subordinate's excuses
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Reality
“Good people can quickly end up with bad labels. That needn’t be a problem. The boss’s inaccurate label becomes a problem because it is so hard to change.”
Jean-François Manzoni & Jean-Louis BarsouxThe Set-Up-To-Fail Syndrome
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Are You in the Out-Group?
Let’s take a look!
Refer to the answers on Your Difficult Boss worksheet
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Your Difficult Boss
In small groups, share:– the situations you described on page 5– the factors that contributed to the situation
Agree on the common factors( Write on page 20.)
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“What is there in your approach or way of managing the situation that might be contributing to the problem or getting in the way of its resolution?”
Peter BlockFlawless Consulting, Second Edition2000, Jossey-Bass/Pfeiffer
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Cues for Subordinates• Attribution of negative personal characteristics • Tendency to reduce contact with Boss• Diminished self-confidence• Hyper vigilance of Boss behavior• Takes feedback with “a grain of salt”• Tendency to bring up the past• Reputation as “the person most likely to disagree
with the boss”• Tendency to engage in covert lobbying
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The Difficult Boss1. Negative, mean spirited2. Autocratic3. Stickler for details, intolerant,
impossible to please4. Intimidating, treats people as
resources5. Unrealistic6. Stubborn; impossible to
influence7. Manipulative8. Meddlesome; untrusting
9. Control freak; micro manager; evaluative
10.Uncommunicative; aloof; unsupportive
11.Weak, prone to favoritism; low performance standards
12. Impatient; temperamental; unpredictable
13. Ignorant bureaucrat; clueless; defensive
14.Stifling my development
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The “Great Boss”1. Development-oriented2. Intuitive; decisive3. Has high expectations and
aspirations4. Driven5. Demanding; has high
aspirations6. Single-minded; focused7. Politically astute8. Helpful; caring9. Encouraging; coaching;
informed; close to the pulse
10.Thoughtful, busy11.Allows self-discovery12.Passionate; incisive;
mercurial; (at worst) impulsive13.Realistic; better judge; aware
of interdependencies; victim of a poorly sold change
14.Considerate; letting me recover
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The Observed Behaviors1. Giving critical feedback2. Making a unilateral decision3. Instructing work to be
redone4. Imposing discipline5. Setting stretch targets6. Sticking with a doubtful
course of action7. Sending mixed signals 8. Giving unsolicited advice
9. Asking specific questions10. Delaying response to
proposal/ request11. Not condemning a big
mistake12. Losing temper in public13. Resisting a proposed
change14. Giving a routine assignment
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Perception is RealityAction Intent Boss sees Boss infers
Discounting feedback
Effectiveness Ignored feedback
Anti-learning, lacks potential & respect
Bringing up the past
Avoid repetition
Water under the bridge
Lacks judgment & maturity
Holding ground with Boss
To be heard Challenging, foolish resistance
Lacks judgment, self-control & discipline
Covert lobbying
To make things better
Personal betrayal
Lacks loyalty and integrity
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Cues for Subordinates• Attribution of negative personal characteristics • Tendency to reduce contact with Boss• Diminished self-confidence• Hyper vigilance of Boss behavior• Takes feedback with “a grain of salt”• Tendency to bring up the past• Reputation as “the person most likely to disagree
with the boss”• Tendency to engage in covert lobbying
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Taking Responsibility
• Stop digging• Start talking• Accomplish some tasks
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Taking Responsibility
• Stop digging– Get your job in order– Get your head in order– Don’t rush it
• Start talking• Accomplish some tasks
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Taking Responsibility
• Stop digging• Start talking
– Increase contact with boss– Make it easy for the boss– Invite your boss to a meeting– Have a new conversation
• Accomplish some tasks
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Taking Responsibility
• Stop digging• Start talking• Accomplish some tasks
– Maintain your own self-confidence
– Fight the urge to withdraw– Don’t overreach
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Things to Remember• Know when to hold ‘em,
know when to fold ‘em.
• There is no one to blame.
• Let go of expectations of your boss.
• Offer the benefit of the doubt.
• Produce hope, rather than pursue it.
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The Set-Up-To Fail Syndrome
Loss of Confidence • WidespreadWidespread• Insidious & Insidious &
PerniciousPernicious• Based on Based on
“Common “Common Wisdom”Wisdom”
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The Downward Spiral:Don't Set Yourself up for Failure with Your Boss
Presented by:Rob Orr, SPHRHR Consultant