I Disagree with Jack Welch

Jack and Suzy Welch wrote an interesting response to the question of "What kind of person is a change agent?" in 09 October issue of "Business Week."

While no one can deny Jack's success at GE, or he and Suzy's success since then, I take exception to one of the statements they make. Find $100K+ Jobs

From the article:

"...Most questions we receive about change are from individuals deep within their organizations, .... They hunger to be change agents, but worry they can't be. They're right (emphasis added). Sure, a transformative idea can percolate from below. And yes, gains are being made with employee engagement, ...By and large, however, change is still made by people with some sort of authority."

Wow, talk about a "give up now" moment. What are those who are not in a position of authority supposed to do, just be automatons and hope they get credit for good ideas? While I don't disagree with the points of the article in general, such as change agents must be leaders, I think the Welch's miss the boat for the rest of the working populace. Change agents have to be cultivated and trained, they don't just show up as managers, directors, or CEOs.

If we consider the writings of Stephen Covey, in particular the concept of a "sphere of influence," this is where individual contributors can be change agents. Often, I have been approached by an employee, whether in the Army or in the civilian world, where they have an idea of how to do things better. I may have been able to implement it on a small scale, though it may not happen on a greater scale. Either way, that person made for change and succeeded. Find Premium Finance Jobs on Doostang. Start Now! www.Doostang.com

Further, some of the greatest change initiatives have started out as minor suggestions or incremental improvements. Change, and its second cousin innovation, take time and are often done in small steps. If you are a manager, you should encourage this among all of your employees. Promote your staff to think critically and challenge the status quo. There may be a better way to do it, but you may never know unless you ask. You may be cultivating that agent of change and not even know it.

Remembering Success

Sometimes, we have a run of days or weeks where we aren't at our best at work. Perhaps layoff rumors are getting us down. Maybe the new boss is a jerk. Maybe the new position you worked for years to get is far more difficult than you expected. In any case, how do you rise up and return to success?

Marshall Goldsmith wrote a piece in Business Week titled, "Self-Confidence and Success." In the piece, he highlights how remembering past successes helps to build self-confidence.

Goldsmith discusses how we build "highlight reels" in our memory. When we are really dragging, we pull that reel out and it gives us a boost.

He cites the following examples: "It might be those five minutes in the executive meeting when you had the floor and nailed the argument you wanted to make. (Who wouldn't run that highlight reel in their head as if it were the Sports Center Play of the Day?) It might be your skillfully crafted memo that the CEO praised and routed to everyone in the company."

However, as we tend to remember only the good things, we also need to keep an honest view of ourselves. In group settings, Wilson points out that most overestimate their contribution. Additionally, we also tend to view ourselves better than our peers. This can be very difficult during review periods when we think we deserve top marks, but in reality, we may only be in the middle of the pack.

Wilson provides an excellent piece of parting advice, "Complete this sentence, "I am success because of…," Then complete this sentence, "I am a success in spite of…." By acknowledging our weaknesses, it makes received negative feedback just a little easier.

Are You a Jerk?

Are you a jerk at work? Do you treat people badly, yelling and screaming at them? Do you often think that because you are the boss you don't have to follow the same rules?

In the August 25 issue of Business Week, Robert Sutton of Stanford writes that, "...although some people act badly wherever they go, all of us are capable of turning into demeaning creeps under the wrong conditions." It is a sad truth, isn't it.

However, what he finds in the research is that some of this behavior is acquired by aping those around us. If we regularly see our peers treating others shabbily, and flying off the handle far to frequently, we begin to participate in the "socialization process." In other words, we observe the behavior to be normal and take it as our own.

Sutton continues that the research shows this is typical for all people, however, it can be defeated. Try not to work for companies that are full of jerks and bullies. If you didn't know they were jerks and bullies when you started, but know now, leave immediately.

Now let's suppose you are in a position of authority. Guess what? You are more likely to turn into a jerk yourself. From the article:

A growing body of research—notably by professors Dachner Keltner at University of California, Berkeley, Deborah Gruenfeld at Stanford, and their students—documents that three things happen when people are put in positions of power:

1. They focus more on satisfying their own needs;
2. They focus less on the needs of their underlings;
3. They act like "the rules" others are expected to follow don't apply to them.

Don't despair, their is hope! Sutton recommends having advisers and mentors to bounce things off of, as well as for them to let you know if you are behaving badly. Listening to those your trust to be open and honest can straighten you out in jiffy! Humorously, he closes the article by stating that teenage children can also help CEOs in particular be less jerkish, because "...challenge their power and question their judgment." Hear hear!