Leading Average People

A New Leadership Perspective for Maximizing a Critical Organizational Resource

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Kendall L. Stewart, MD, MBA, DLFAPA December 20, 2012

1 2 3 This talk may challenge much of what you’ve taken for granted as an organization leader.

I understand that is risky. Please bear with me.

Please let me know whether my perspective stimulated your thinking in your evaluation of this talk.

Why is this important?

• • • • • • • • Leaders exist to produce exceptional results.

Average people help us get that done.

Most management literature instructs leaders to strive incessantly to turn average people into stars.

It won’t work.

The whole notion is flawed.

And your efforts to do that will be counterproductive.

Are you intrigued?

This presentation will make the case that average people, respected and competently led, are the keys to our success.

1,2,3 • After listening to this presentation, you will be able to answer the following questions: – How do average employees behave?

– – – – – What are some of the myths about these people?

What are some of the barriers to leading average people?

What are three practical strategies for leading them successfully?

Why should you follow this process?

How can you do it?

1 2 3 It would be reasonable to ask, at this point, whether this radical perspective has produced results.

All of us like to think of ourselves as above average; most of us are not.

I may not even be an average doctor.

How do stars behave?

• • • • • • • • They come to work early and stay late without complaining.

They view problems as opportunities to improve.

They are positive by nature, but they are realistic.

They tell the truth even when it hurts.

They talk to others instead of talking about others.

You are always happy to see them on the schedule.

They disagree agreeably.

They follow the rules—even when no one is watching.

• • • • • • • • • They do not expect special treatment.

They are passionate about achieving and sustaining exceptional results.

They are open to change when it makes sense.

They ask and answer the hard questions.

They are always seeking to learn, grow and improve.

They routinely go the extra mile.

Their enthusiasm is infectious.

They have fun.

Slackers and miserable cusses despise them.

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1 2 Miserable cusses have always inspired me.

A man went to apply for social security but forgot his wallet.

How do average people behave?

• • • • • • • • • Their attendance is fair-to-good.

They are loyal most of the time.

They are easily influenced by the whiners.

They complain about problems, but they don’t usually suggest solutions.

They usually follow the rules—if they know someone might be watching.

They want everybody to be happy.

They want things to go well, and they believe that is the manager’s job.

They don’t mix work and home— except at work.

They want to know exactly what is expected of them.

• • • • • • • • They like to learn—if it’s fun, easy, simple and quick.

They are positive—when they are around positive people.

They work to live; they do not live to work.

They do what they have to do and sometimes go above and beyond.

1,2 They are caring, kind and good hearted.

They are easily distracted.

They need extra attention, encouragement and support.

They hate being put in the middle, but that is where they live.

1 2 We all long for magical transformations.

A farmer and his son saw an elevator for the first time.

How do net-negative

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people behave?

• • • • • • • • • They are negative and miserable most of the time.

They bring others down.

They complain and whine.

They point out problems in a negative way.

They undermine their leaders.

They are often hardworking and contemptuous of those who don’t share their passions and perspectives.

They live to game the system and get their way.

They stir the pot behind the scenes.

They talk about people instead of to them.

• • • • • • • • They are often intelligent and skilled clinicians—and bitterly dismissive of the idiots they have to work with.

They expect special treatment— because they are special.

They are passive-aggressive.

They love the “We-They” position.

They are cynical and disparage all efforts to improve as “crap.” They believe they can outlast the leader—and they often do.

They only follow the rules they like.

They take nonverbal communication to a whole new level.

1 2 Knowing what you now know, would you hire this person again?

If you would not, this person is net-negative, and you must deal with them fairly but promptly. (Studer, 2008)

What are some of the myths about average employees?

• • • • • • • They are happy to be viewed as average. (They are not.) If you nag them enough, you can turn them into stars. (You cannot.) Focusing on their shortcomings will motivate them to become better people. (It will not.) Average people are not happy. (They are usually quite content with their lives.) Everything about average people is average. (Everyone is exceptional in certain ways.) 1,2 Average people cannot change. (People change when they want to not when you want them to.) They are eager to accept the challenges of leadership. (Get real!)

1 2 Early in my career, a nursing aide taught me a humbling and invaluable lesson.

I began the first leadership team at SOMC and invited a float employee to attend.

What do average people want out of life?

• • • • • • • • • • • • People want to do what they feel like doing.

People don’t want to do what they don’t feel like doing.

People want to be paid more for it.

People want others to think the way they think.

People want others to do what they want them to do.

People want to be loved.

People don’t want to be criticized.

People want to feel comfortable.

People don’t want to feel uncomfortable.

People want stress-free lives.

People want to care passionately about stuff.

People want to feel special.

What are some of the barriers to leading average people?

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• • • • • • • • • Our unrealistic expectations are the first barriers.

Then there is our failure to clarify our expectations; we keep expecting others to read our minds.

We regularly fail to explain why they should do it, how they should do it or what will happen if they don’t.

We neglect to break things down into simple tasks.

We don’t make work fun.

We fail to engage their passion.

We fail to make people feel special.

We take their efforts for granted.

We fail to hold them—and ourselves—accountable.

1 There are real barriers to motivating others; sometimes you just have to be patient.

2 Claude wanted to fly in a plane at the county fair. Maude felt it was a waste of money.

What strategies will enable you to lead average people more effectively?

• • • • • • • • • • • Give up your unrealistic expectations.

1,2 Lower your bar for them.

Extrude the net-negative people from your organization.

Field your best-possible team at every level.

Clarify your expectations.

Explain your reasons.

Hold yourself and your fellow leaders accountable for your attitudes and behaviors.

Stop your focus on their weaknesses.

Stop your moodiness.

Increase your predictability.

Stop being stingy with your praise for routine stuff.

• • • • • • • • • • • Identify their passions and show a genuine interest in them.

Focus on their goals.

Help them find their “zone.” Predict and manage their reactions.

Focus on their strengths.

Ignore their weaknesses.

Recognize their need for approval.

Accommodate their sensitivities.

Focus on their contributions to the team.

Ask for their help.

Celebrate their uniqueness.

1 2 We all harbor unrealistic expectations.

My wife and I reviewed our initial expectations on our anniversary.

Why should you consider this unconventional approach?

• • • • • • • You may not be entirely pleased with your current approach.

It’s how you want to be treated as an average leader.

It’s easier in the long run than what you are doing now. This encourages you to focus on what you can do instead of wasting time in longing for others to read your mind.

1,2 This approach encourages you to accept responsibility and stop blaming others.

This perspective prepares you to deal more effectively with the workforce of your future.

It produces results.

1 I know what women want.

2 My wife has found a better way to get what she wants.

What leadership strategies deserve special mention?

• • • • • • • • • • • First, recognize that you are probably just an average leader yourself.

Extrude the net-negative people from your workplace.

Figure out what each of the people who report to you want.

Ask them how you’re doing.

Focus on results.

Break the work down into manageable tasks.

Provide a lot of feedback.

1,2,3 Engage their passions.

Provide a lot of praise.

Make them feel special.

Focus on their strengths; ignore their weaknesses.

1 2 3 I recently invited every employee at SOMC to rate each physician she had worked with.

“This physician is a respectful team player who is passionate about achieving and sustaining exceptional results.” The physician response to the results was surprising and gratifying.

What have you learned?

• • • • • • • • • Most of us—and the people we aspire to lead—are average.

This is not a problem.

In fact, it is a huge opportunity.

Not many leaders get it.

If you do and you will act accordingly, this competitive advantage will make you more successful.

Most of the results in the world are produced by average people.

Those leaders who can enable average people to produce exceptional results will lead more satisfying and successful lives.

The required skill set is not complicated, but it is tedious, uncomfortable and demands sustained self-discipline.

And that is exactly what we signed up for.

1 2 I have always been a below-average athlete.

A college coach found a way to let me contribute.

Where can you learn more?

• • Join the discussion about practical approaches to more effective leadership on the SOMC Leadership Blog . Learn more about Southern Ohio Medical Center here . • Review and download this presentation and related presentations and white papers here . • Read Results That Last: Hardwiring Behaviors That Will Take Your Company to the Top to review some leadership strategies that successful health care executives have embraced.

• Learn more about how to confront others effectively by reading A Portable Mentor for Organizational Leaders more successfully by reading Solving All Other Problems Easier.

. • Learn more about how to execute these leadership strategies Six Disciplines Execution Revolution: Solving the One Business Problem That Makes

How can you contact me?

Kendall L. Stewart, M.D.

VPMA and Chief Medical Officer Southern Ohio Medical Center Chairman & CEO The SOMC Medical Care Foundation, Inc.

1805 27th Street Waller Building Suite B01 Portsmouth, Ohio 45662 740.356.8153

[email protected]

[email protected]

www.somc.org

www.KendallLStewartMD.com

Are there other questions?

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