President Abraham Lincoln was know for making unscheduled visits to Union officers and troops. Successful American leaders never lose touch with their people. Conversely, capable team members find ways to remain in constant communication with their team lead and other important members of management.
The Office
The Office is an American comedy television series adapted from a British series of the same name. The series depicts the everyday lives of office employees in a branch of a fictional paper company.
The office’s manager, Michael Scott, constantly interrupts his workers in an attempt to inspire them and win their approval. His efforts usually fail in a humorous way. Although this is a comedy, the manager’s frequent attempts to keep updated on his employees’ work and interact with them personally is similar to actual office environments.
Face-time with management
A fascinating article in the New York Times about how a few major U.S. companies are handling the post-Covid work environment. Some employees are returning full-time to the office. Others are working exlusively, or almost excluisively from home. And many are splitting the time between office and home.
There are, of course, consequences for each choice. And in the U.S. some companies are concerned about reduced opportunities for those folks who are less present in the office. Why? Reduced face-time with management.
This is a clear statement about the nature of leadership in the U.S. business environment: Get face-time with your boss !
If you collaborate with Germans, ask them if less face-time with management would be a disadvantage or an advantage. And when you do, read to them, as best you can this, well-know, German figure of speech: “Gehe nicht zu Deinem Fürst, wenn Du nicht gerufen wirst.”
Phonetically: Gae nisht tsu die nem first, venn doo nisht gae-roofen veerst.
Disagree and commit
Number 25. From 37signals, the company behind the project management software called Basecamp. Classiv American thinking: think, debate, persuade … decide, then commit and support. One of the founders, Jason Fried, is a very interesting person.
Strategy Consultants
The approaches used by strategy consultants – also known as management consultants – are advanced versions of those taught in business schools: data-driven analysis with some degree of attention given to the non-quantifiable human factor. The goal is the standardization of best practices within client companies, drawing also on insights gained from other clients.
The management consulting sector has grown dramatically since the 1930s, when the Glass-Steagall Banking Act was passed, limiting affiliations between commercial banks and securities firms. Management consulting grew out of the demand for advice on finance, strategy and organization. In 1980, only five consulting companies existed, and each had 1,000 consultants worldwide. By the 1990s, however, more than thirty firms entered the market each with at least 1,000 management consultants.
In 1993, McKinsey had 151 directors. This figure dramatically increased to 400 by 2009. From 1993 to 2004, McKinsey revenues more than doubled with 20 new offices and twice as many employees. McKinsey grew from 2,900 to 7,000 consultants scattered across 82 offices in more than 40 countries. In 1963, Boston Consulting Group had two consultants. By 1970 1980, 1990, 2000 BCG had 100, 249, 676, 2370 and 4800 consultants on its payroll respectively.
Check with Colleagues and Manager
Agreements of substance and importance have effects, ramifications, influence on the work of others. And since Americans work in teams, many of them in several teams at any given time, they are not inclined to enter fully into an agreement until they have checked out what those effects might be.
Why invest additional time discussing the details of a potential agreement, if one or two aspects of it are counter to their other responsibilities? Instead, Americans will check with key colleagues in those organizations potentially influenced by the agreement. In many cases, they will also briefly discuss the case with their direct manager.
This approach is often mistakenly interpreted as a sign that many Americans are either incapable or unwilling to make decisions on their own, without having to run to their boss for permission.
American team leads ultimately carry all responsibility for what occurs within their organization, and are therefore keenly interested in what obligations their team members make in their – the team leader’s – names.
Everyone Gets a Ribbon
Often in children’s sports and other contests (spelling bees, science fairs, etc.) in America, all of the contestants receive ribbons and trophies, no matter how poorly they perform at the events.
Kay Wyma, an American mother who writes articles for a parenting blog, once discussed volunteering to write ribbons during her child’s swim meet. At the event, every child and teenager (the meet was for children up to 16 years old) received a ribbon for every race in which they competed, no matter what place they received.
In an article from NPR (National Public Radio) American Jorge Perez, vice president of youth development and social responsibility for the YMCA, talked about former youth who had participated in sports at his YMCA, and how years later they still had the trophies and clearly valued them. Perez argued that these trophies were an important part of their lives – a way to say “I did this.”
Crushed by Negative Speeches
Frankfurt. May 2015. Employees at Deutsche Bank’s headquarters week became the latest powerful stakeholder to call for its chief executives to resign. The workers council’s target: Anshu Jain.
The Corporate Center workers council, a powerful body that represents the 2,500 employees had put out a flyer entitled “Wind of Change? Wind of Jain?”
The letter called on the bank’s co-chief executive Anshu Jain to resign, stating a radical new start would give the bank back some credibility and could give rise to a real spirit of optimism.
Mr. Jain is apparently no longer able to shake off the repeated criticism so easily. There were numerous negative speeches aimed at him from shareholders over the course of the recent general meeting.
Hillary vs. Barack
During the 2008 Democratic presidential primaries, when individual state in the U.S. have elections to choose the party‘s candidate, there were several interactions between Hillary Clinton and Barack Obama which made many feel uncomfortable. The interactions were direct, confrontational, critical, in some cases bordering on personal.
Within a week or so the two candidates had softened their tone. The media reported on it at length, speculating that senior people in the Democratic Party had advised Clinton and Obama to do so. They feared that if the attacks continued the winner of the primaries will be damaged going into the general election.
Candidates in the same party exposes each other‘s weaknesses offers opportunities for the opposing Republican Party. Hillary and Barack were asked to be more discrete.
Off-line
Discretion: The quality of having or showing good judgment; ability to make responsible decisions; individual choice or judgment; power of free decision or latitude of choice within certain legal bounds; the result of separating or distinguishing.
Off-line: Americans prefer to discuss sensitive matters „off-line“, meaning to do so privately, one-to-one, separate from the other team members. A capable team lead knows how to practice this kind of discretion while signaling to the other team members that the sensitive issues are being addressed and not „swept under the rug.“
humiliate: To reduce to a lower position in one’s own eyes or others’ eyes. From late Latin humiliate – ‘made humble,’ from the verb humiliare.
Cohesion: The act of forming a united whole. Mid 17th century from Latin cohaes – ‘cleaved together,’ from the verb cohaerere, on the pattern of adhesion.
During World War II, on August 3, 1943, General George Patton slapped a soldier who was hospitalized for psychoneurosis, accusing him of cowardice. The incident nearly ended Patton’s career. A week later, in a far less publicized incident, Patton slapped another soldier, who had been hospitalized for his “nerves.” Many members of Congress and the press called for Patton’s removal from command.
Bobby Knight, one of America‘s most innovative and successful college basketball coaches, was known for his straight-talking, open, honest and impatient, combative personality. After almost thirty years of extraordinary success at the University of Indiana, Knight was fired for very minor indiscretions involving players and students. Mr. Knight once said: “When my time on earth is gone, and my activities here are past, I want them to bury me upside down, so that my critics can kiss my ass.”
Wayne “Woody” Hayes (1913-1987) was the football coach at Ohio State University for over twenty-five years, with a career record of 238 wins 72 losses and 10 ties, winning five national championships. Hayes challenged his players to be the best, often becoming impatient and angry, at times physically rough with them during practices. His career was ended after a 1978-game in which he physically attacked a player on the opposing team.