Does Your Boss Wear Prada?

After salsa classes last night (oh yes!) a few of us had some dinner and drinks at La Casa Blu. We got on to talking about Meryl Streep’s cold-hearted character in the movie; “The Devil Wears Prada”. If your boss is somewhat of a devil, someone you’ll never get along with, admire or respect no matter how hard you try, there are a few things you can do.

Say Thank You

A few weeks ago I wrote about the ‘Weekly Message’.  Yes I know we’re all far too busy to write one, but we also know that that’s a bit of a lame excuse for not doing anything we don’t particularly want to. I would write a little every day through the week so that my weekly message is all done by ’sending day’. And the benefits to you, the people you manage and the organisation outweigh such a small overhead.

Listen Hear

I interviewed someone on the phone this morning for a three month contract in Spain. The rate was EUR 1100 per day and the position was business management focused. My candidate was a very experienced guy with an incredibly impessive CV. He was articulate, confident and knowledgable. HOWEVER, despite being a EUR 1k+ a day consultant, he failed dismally in the all important area of ‘listening’.

Our 10 Intelligences

Most people who are gifted in numbers or words with perhaps an MBA, PhD, or well paying job are believed to be “intelligent”. But the true meaning of intelligence covers a far wider area than that which is covered off by the job, qualification or salary.

Howard Gardner, Professor Robert Ornstein, Tony Buzan and others became aware that there are in fact different types of intelligence and that each of them acted in harmony with one another when properly developed. The list of ten is as follows:

Removing the relics

Earlier this week, an old colleague was complaining to me about bully-style PMs he had to work with. It reminded me that in the 1970’s a survey amongst business executives revealed that many felt there was no place for empathy, compassion, or the general notion of emotional intelligence in the workplace.

More than process driven

Aside from the best practices of PMP, OGC, etc, human qualities play a critical role in setting a high calibre manager or leader aside from the masses.

These human qualities are not just for work. They enhance our family, social, sporting, spiritual and other areas of our lives. I spent a few years at the top of international water ski racing and many of the principles I learned from the likes of Anthony Robbins, helped me win international medals, to achieve what I never thought was possible (and who others told me was not possible) and to pick myself up when I’d been knocked down.

Change

I had a phone call this morning from someone complaining about the change going on in his software company in Prague. Yes change …it’s something that many resist, especially when it involves some effort on their part or fear of the unknown. Yet process improvement can and does work when performed well. But it’s not just about process and planning – it’s about smart communication.

Due to human nature, whether your objective is to achieve a CMMI level of maturity, ITIL compliance or otherwise, the human element of the change involved is often the greatest challenge.

Pain is a great motivator for changing the way people work. Show them their pain and demonstrate the benefits of moving away from that pain by adopting the change.

Another key to change involves communication – lots of it! Many managers are so focused on the process, the schedule, the risk, etc, that they forget that the change involves real people and that overcoming their resistance will make their task of implementing change a lot easier. Show people the price being paid for current process, explain clearly the benefits of change. Allay their fear of extreme change by involving people in the process of designing the change and look for allies. All this is done through clear and considerate communication.

Emotional intelligence also comes in handy. Read my recent post on that subject here.

Emotional Intelligence

As an independent consultant, I’ve come across an interesting mix of managers and leaders over the years. I’m sure you can relate to me on this one when I say that I quietly shake my head in disbelief at some. Often there’s been a clear gap in their emotional intelligence department. Some, like Saddam Hussein, will sit in their ivory towers until someone removes them one day. Wow the names are now springing to mind  Let me explain …

Emotional Intelligence (EI) doesn’t fit with “historical models of leadership” that tend to conjure up charismatic and sometimes despotic images. However, people often use the same language for leadership today – bold, brave and tough with a strong sense of purpose and resolve. However, this is not how successful leaders function today.

Why?
Because today’s workforce does not accept the autocratic style often adopted by leaders following historical models of leadership. Leadership has had to evolve to match a growing sense of democracy and independence in the workforce. Employees now have far more options and choices than the foot soldiers of yesterday.

Daniel Goldman is well known in the EI arena and has recently established the four domain of EI;

Self-awareness
Emotional self-awareness – Accurate self-assessment – Self-confidence

Self-management
Emotional self-control – Transparency – Adaptability – Achievement orientation – Initiative – Optimism

Relationship-management
Inspirational leadership – Influence – Developing others – Change catalyst – Confict management – Building bonds – Teamwork & collaboration

Social-awareness
Empathy – Organisational awareness – Service orientation

So aside from PRINCE2, MSP, PMP, etc, why not continue to develop your emotional intelligence too?

You can find some further reading on EI at www.eiconsortium.org