How Successful Managers Reconcile Cognitive Dissonance

One unique way successful managers help people achieve their goals is to help them reconcile cognitive dissonance, i.e. the disconnect between what they believe and what they experience or see in reality. Right now, many people in the work place are experiencing cognitive dissonance. This is especially true, notes Marshall Goldsmith in his book, What Got You Here Won’t Get You There: How Successful People Become Even More Successful, Hyperion, 2007, because the more we are committed to believing that something is true, the less likely we are to believe that the opposite is true, even in the face of clear evidence that shows we are wrong. As he explains, “people will do something - including changing their behaviors - only if it can be demonstrated that doing so is in their own best interests as defined by their own values.”

One way successful managers deal with the above is to help people close the gap between understanding and doing. From my vantage point, I have seen this happen when managers do not tell you what to do or think, but instead help you to learn how to think through your own challenges and problems. As we all recognize, people and organizations have very specific needs when they are outside their comfort zone, especially when working on stretch goals. We, as leaders and managers, can help them by making sure that the following things are in place, i.e the support of a team, a clear strategic perspective, and a psychological safety zone for strategic dialogue. When this is consistently generated over time, then people do a better job of achieving their goals.

However, there are days when we as leaders and manager have to work with extremely challenging people. Years ago, in the middle of an executive coaching session over the phone, a young woman told me her boss was drunk on power. Every day, there were multiple missed communication opportunities with her boss, and many work-arounds given her boss’s behavior. Her boss often was a micro manager and got “way down into the weeds.” Furthermore, she reported that every one was trying to get on the boss’s good side. When she visited with an outside consultant, he told her that her boss just churns and burns people out. As he explained to her, “learn to live with it or move on.” 

As she shared about working with such a challenging person, I thought of the following line from Jim Collin’s book,  How The Mighty Fall and Why Some Companies Never Give In, HarperCollins, 2009, where he shared the first line of Tolstoy’s novel Anna Karenina: “All happy families are alike; each unhappy family is unhappy in its own way.” 

Everyday, we meet challenging people. In the beginning we need to remember that people at work need to cooperate with each other, be reliable,  accountable, honest and effective. What successful people realize is that in order to be all of these elements at work we must have healthy levels of collaboration, respect and understanding with each other. We also need to remember that we are not going to change our basic personality structure or that of the person who is challenging. Awareness of this can make a world of difference.

First, after significant amount of reflection, I have come to the conclusion that successful people understand how others learn. While no one has a better learning style than anyone else, there are three basic types of learning, namely analyzing learners, doing learners and watching learners. Knowing this basic information helps tremendously when dealing with difficult people. Often they are difficult because they are just different than our preferred manner of learning. As one young supervisor shared with me recently, “I realized that I am a doer leading a group of analyzers. No wonder they have been so difficult to work with.” Another supervisor in this same training event shared with me that “I realized that I am a watcher leading a batch of doers.”

For those struggling with their boss, Peter Drucker reminded us to divide bosses into “listeners” and “readers.” The later likes to read before they discuss. The former likes to discuss and ask questions before they read the full report. In short, knowing how people learn and process information is critical to dealing with them effectively.

Second, successful people understand the difference between what others need to know, and what they do know. Successful people understand that their boss or any other challenging person is constantly dealing with stakeholders who have differing agendas and opinions. We, at times, forget that politics are normal in the work place. However, successful people recognize that their boss and others who are difficult to deal with are often managing at the edge of chaos. Successful people know that challenging people can only tolerate so much chaos before they try to shut it or someone down.

The key is to understand the context of the challenging person’s work experience. They may just be coping with things that are not on your radar screen. Furthermore, your assumptions often are the one source of why the person you are working with is challenging. In a world of such economic and political turbulence, we must understand that the boss does not just represent themselves in the community but often are an integral part of the brand identity for many stakeholders. With this in mind, I have come to the conclusion that when dealing with challenging people we need to see the world through their eyes in order to better understand why they are speaking and acting in the manner they are.  As Stephen Covey taught us so many years ago, seek first to understand, second to be understood. It is still applicable today when dealing with difficult people.

This week, remember that cognitive dissonance happens and that challenging people are often challenging because they do not learn and work like you. Therefore, work on the one person you can change, namely yourself. The rest will follow.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Stakeholder Engagement

THEME: Transformation in the Midst of 2009

FOCUS: Stakeholder Engagement

Monday morning: September 14, 2009

Dear friends,

For years, I have sat in meetings, listening to executives talk about the importance of connecting with external stakeholders. I have also listened to them discuss how to connect better with employees. In each meeting, the desire to have a deeper relationship is genuine, and the recognition that making a connection of this nature is important. But, often the end result is bogus events or very lame initiatives.

Henry Mintzberg, the John Cleghorn Professor of Management Studies at McGill University in Montreal, writes a wonderful article in the July-August 2009 issue of the Harvard Business Review called “Rebuilding Companies as Communities.” As he explains, “Beneath the current economic crisis lies another crisis of far greater proportions: the depreciation in companies of community - people’s sense of belonging to and caring for something larger than themselves. Decades of short-term management, in the United States especially, have inflated the importance of CEOs and reduced others in the corporation to fungible commodities - human resources to be ‘downsized’ at the drop of a share price. The result: mindless reckless behavior that has brought the global economy to its knees.”

Mintzberg notes that the critical element to building or rebuilding community is with middle managers. He believes they are the ones “who see the connections between operations and strategy” and “can be instrumental in rebuilding a sense of community in businesses.” He also is a strong proponent of building trust in the work place and the development of a “robust, compelling” culture.

When I reflect on the successful companies that I have worked with during the last 12 months, it has become exceptionally clear to me that they are focusing now on midlevel managers. The best were doing this work before the recession and it is very clear that they will continue to do this work after the recession. In particular, they are expanding the knowledge and skill sets of their midlevel managers in the following manner.

First, they are routinely entering into strategic level dialogues with them. Starting in small groups, they are visiting about what the company is doing and why. They explore the trends that are transforming the organization and the ones that are emerging. This is not a once in a blue moon exercise but a regular process that is done, when possible depending on the size of the company, in a face to face manner. It is an investment that yields very sound results over time.

Second, rather than thinking that the CEO and the senior managers have all of the answers, the best companies are engaging their midlevel managers and front line people in proactive problem solving. This level of tactical and strategic level reflection and action generates trust on many different levels and as well as expands perspective.

Third, they are dealing with their problem people and problematic systems. Remember Kevin Cashman’s insight: “Leaders get what they exhibit and tolerate.” From my perspective, the same is true with companies. If they do not deal with their toxic people, they will not see the rise of a purpose filled community and a new and more healthy level of interaction between all stakeholders.

Finally, they have the courage to continue their own learning. The phrase “lifelong learning” is not an abstract concept in the best companies this fall. They understand that reflection and learning generate clarity and perspective. They also create the bonds that unite people when the learning is done together.

This week, step back from the work of the moment and ask yourself how you are creating community in the workplace. If we want to create a greater level of engagement, we, ultimately, have to build a work place where caring for each other and the quality of the work we do is paramount to success.

Have a great week,

Geery

Geery Howe, M.A.
Consultant, Executive Coach, Trainer in
Leadership, Strategic Planning and Organizational Change

Morning Star Associates
319 - 643 - 2257