Tag Archives: leadership

Business, Idea Soup

Poor Leadership and Destruction of Meaningful Work

WomanFactory1940s

First, your boss may be a great leader but she or he has little or no sway over how you assess the meaningfulness of the work you do. Second, while there is no correlation between a boss and meaningful work, a bad boss can destroy any likelihood of meaningful effort.

That’s the recent finding, excerpted below, by researchers from the University of Sussex and the University of Greenwich in the UK.

Therein lies a valuable set of lessons for any business wishing to recruit, retain and motivate employees.

From University of Sussex:

Bosses play no role in fostering a sense of meaningfulness at work – but they do have the capacity to destroy it and should stay out of the way, new research shows.

…

Published in MIT Sloan Management Review, the research indicates that, rather than being similar to other work-related attitudes, such as engagement or commitment, meaningfulness at work tends to be intensely personal and individual, and is often revealed to employees as they reflect on their work.

Thus what managers can do to encourage meaningfulness is limited, though what they can do to introduce meaninglessness is unfortunately of far greater capacity.

The authors identified five qualities of meaningful work:

1. Self-Transcendent. Individuals tend to experience their work as meaningful when it matters to others more than just to themselves. In this way, meaningful work is self-transcendent.

2. Poignant. People often find their work to be full of meaning at moments associated with mixed, uncomfortable, or even painful thoughts and feelings, not just a sense of unalloyed joy and happiness.

 3. Episodic. A sense of meaningfulness arises in an episodic rather than a sustained way. It seems that no one can find their work consistently meaningful, but rather that an awareness that work is meaningful arises at peak times that are generative of strong experiences.

4. Reflective. Meaningfulness is rarely experienced in the moment, but rather in retrospect and on reflection when people are able to see their completed work and make connections between their achievements and a wider sense of life meaning.

5. Personal. Work that is meaningful is often understood by people not just in the context of their work but also in the wider context of their personal life experiences.

Read more here.

Image: Turret lathe operator machining parts for transport planes at the Consolidated Aircraft Corporation plant, Fort Worth, Texas, USA, 1942. Courtesy: United States Library of Congress’s Prints and Photographs division. Public Domain.

Idea Soup

Why, Not What

Great leaders, be they individuals, organization or companies, share a simple and yet common trait. Ethnographer Simon Sinek tells us what sets great leaders apart — think Wright brothers, Martin Luther King, Apple — and why some ideas take root and others don’t.

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Idea Soup

The Best

The United States is home to many first and superlatives: first in democracy, wealth, openness, innovation, industry, innovation. The nation also takes great pride in its personal and cultural freedoms. Yet it is also home to another superlative: first in rates of incarceration.  In fact, the US leads other nations by such a wide margin that questions continue to be asked. In the land of the free, something must be wrong.

From the Atlantic:

On Friday, the U.S. Sentencing Commission voted unanimously to allow nearly 50,000 nonviolent federal drug offenders to seek lower sentences. The commission’s decision retroactively applied an earlier change in sentencing guidelines to now cover roughly half of those serving federal drug sentences. Endorsed by both the Department of Justice and prison-reform advocates, the move is a significant step forward in reversing decades of mass incarceration—though in a global context, still modest—step forward in reversing decades of mass incarceration.

How large is America’s prison problem? More than 2.4 million people are behind bars in the United States today, either awaiting trial or serving a sentence. That’s more than the combined population of 15 states, all but three U.S. cities, and the U.S. armed forces. They’re scattered throughout a constellation of 102 federal prisons, 1,719 state prisons, 2,259 juvenile facilities, 3,283 local jails, and many more military, immigration, territorial, and Indian Country facilities.

Compared to the rest of the world, these numbers are staggering. Here’s how the United States’ incarceration rate compares with those of other modern liberal democracies like Britain and Canada:

That graph is from a recent report by Prison Policy Initiative, an invaluable resource on mass incarceration. (PPI also has a disturbing graph comparing state incarceration rates with those of other countries around the world, which I highly recommend looking at here.) “Although our level of crime is comparable to those of other stable, internally secure, industrialized nations,” the report says, “the United States has an incarceration rate far higher than any other country.”

Some individual states like Louisiana contribute disproportionately, but no state is free from mass incarceration. Disturbingly, many states’ prison populations outrank even those of dictatorships and illiberal democracies around the world. New York jails more people per capita than Rwanda, where tens of thousands await trial for their roles in the 1994 genocide. California, Illinois, and Ohio each have a higher incarceration rate than Cuba and Russia. Even Maine and Vermont imprison a greater share of people than Saudi Arabia, Venezuela, or Egypt.

But mass incarceration is more than just an international anomaly; it’s also a relatively recent phenomenon in American criminal justice. Starting in the 1970s with the rise of tough-on-crime politicians and the War on Drugs, America’s prison population jumped eightfold between 1970 and 2010.

These two metrics—the international and the historical—have to be seen together to understand how aberrant mass incarceration is. In time or in space, the warehousing of millions of Americans knows no parallels. In keeping with American history, however, it also disproportionately harms the non-white and the non-wealthy. “For a great many poor people in America, particularly poor black men, prison is a destination that braids through an ordinary life, much as high school and college do for rich white ones,” wrote Adam Gopnik in his seminal 2012 article.

Mass incarceration on a scale almost unexampled in human history is a fundamental fact of our country today—perhaps the fundamental fact, as slavery was the fundamental fact of 1850. In truth, there are more black men in the grip of the criminal-justice system—in prison, on probation, or on parole—than were in slavery then. Over all, there are now more people under “correctional supervision” in America—more than six million—than were in the Gulag Archipelago under Stalin at its height.

Mass incarceration’s effects are not confined to the cell block. Through the inescapable stigma it imposes, a brush with the criminal-justice system can hamstring a former inmate’s employment and financial opportunities for life. The effect is magnified for those who already come from disadvantaged backgrounds. Black men, for example, made substantial economic progress between 1940 and 1980 thanks to the post-war economic boom and the dismantling of de jure racial segregation. But mass incarceration has all but ground that progress to a halt: A new University of Chicago study found that black men are no better off in 2014 than they were when Congress passed the Civil Rights Act 50 years earlier.

Read the entire article here.

Idea Soup

How to Be a Great Boss… From Hell, For Dummies

Some very basic lessons on how to be a truly bad boss. Lesson number one: keep your employees from making any contribution to or progress on meaningful work.

[div class=attrib]From the Washington Post:[end-div]

Recall your worst day at work, when events of the day left you frustrated, unmotivated by the job, and brimming with disdain for your boss and your organization. That day is probably unforgettable. But do you know exactly how your boss was able to make it so horrible for you? Our research provides insight into the precise levers you can use to re-create that sort of memorable experience for your own underlings.

Over the past 15 years, we have studied what makes people happy and engaged at work. In discovering the answer, we also learned a lot about misery at work. Our research method was pretty straightforward. We collected confidential electronic diaries from 238 professionals in seven companies, each day for several months. All told, those diaries described nearly 12,000 days – how people felt, and the events that stood out in their minds. Systematically analyzing those diaries, we compared the events occurring on the best days with those on the worst.

What we discovered is that the key factor you can use to make employees miserable on the job is to simply keep them from making progress in meaningful work.

People want to make a valuable contribution, and feel great when they make progress toward doing so. Knowing this progress principle is the first step to knowing how to destroy an employee’s work life. Many leaders, from team managers to CEOs, are already surprisingly expert at smothering employee engagement. In fact, on one-third of those 12,000 days, the person writing the diary was either unhappy at work, demotivated by the work, or both.

That’s pretty efficient work-life demolition, but it leaves room for improvement.

Step 1: Never allow pride of accomplishment. When we analyzed the events occurring on people’s very worst days at the office, one thing stood out: setbacks. Setbacks are any instances where employees feel stalled in their most important work or unable to make any meaningful contribution. So, at every turn, stymie employees’ desire to make a difference. One of the most effective examples we saw was a head of product development, who routinely moved people on and off projects like chess pieces in a game for which only he had the rules.

The next step follows organically from the first.

Step 2: Miss no opportunity to block progress on employees’ projects. Every day, you’ll see dozens of ways to inhibit substantial forward movement on your subordinates’ most important efforts. Goal-setting is a great place to start. Give conflicting goals, change them as frequently as possible, and allow people no autonomy in meeting them. If you get this formula just right, the destructive effects on motivation and performance can be truly dramatic.

[div class=attrib]Read the entire article here.[end-div]

[div class=attrib]Image courtesy of Google search.[end-div]

Idea Soup

On the Need for Charisma

[div class=attrib]From Project Syndicate:[end-div]

A leadership transition is scheduled in two major autocracies in 2012. Neither is likely to be a surprise. Xi Jinping is set to replace Hu Jintao as President in China, and, in Russia, Vladimir Putin has announced that he will reclaim the presidency from Dmitri Medvedev. Among the world’s democracies, political outcomes this year are less predictable. Nicolas Sarkozy faces a difficult presidential re-election campaign in France, as does Barack Obama in the United States.

In the 2008 US presidential election, the press told us that Obama won because he had “charisma” – the special power to inspire fascination and loyalty. If so, how can his re-election be uncertain just four years later? Can a leader lose his or her charisma? Does charisma originate in the individual, in that person’s followers, or in the situation? Academic research points to all three.

Charisma proves surprisingly hard to identify in advance. A recent survey concluded that “relatively little” is known about who charismatic leaders are. Dick Morris, an American political consultant, reports that in his experience, “charisma is the most elusive of political traits, because it doesn’t exist in reality; only in our perception once a candidate has made it by hard work and good issues.” Similarly, the business press has described many a CEO as “charismatic” when things are going well, only to withdraw the label when profits fall.

Political scientists have tried to create charisma scales that would predict votes or presidential ratings, but they have not proven fruitful. Among US presidents, John F. Kennedy is often described as charismatic, but obviously not for everyone, given that he failed to capture a majority of the popular vote, and his ratings varied during his presidency.

Kennedy’s successor, Lyndon Johnson, lamented that he lacked charisma. That was true of his relations with the public, but Johnson could be magnetic – even overwhelming – in personal contacts. One careful study of presidential rhetoric found that even such famous orators as Franklin Roosevelt and Ronald Reagan could not count on charisma to enact their programs.

Charisma is more easily identified after the fact. In that sense, the concept is circular. It is like the old Chinese concept of the “mandate of heaven”: emperors were said to rule because they had it, and when they were overthrown, it was because they had lost it.

But no one could predict when that would happen. Similarly, success is often used to prove – after the fact – that a modern political leader has charisma. It is much harder to use charisma to predict who will be a successful leader.

[div class=attrib]Read the entire article here.[end-div]