Should You Practice Power Poses?


Two employees chat during their lunch break.

“Did you meet the new boss?”

“Yes.”

“What did you think?”

“I’ve heard that she is smart, but she has a limp handshake and doesn’t look you in the eye.  I’m not sure she’s cut out for the job.”

We’ve known for some time that your body language contributes significantly to the images that others have of you.  The Wonder Woman stance–hands on hips, shoulders back, legs slightly spread–communicates confidence and power.

Researcher Amy Cuddy and others suggest that you can actually increase your self-confidence and power by practicing power poses.

Cuddy asked subjects to sit for a couple of minutes in high-power poses—hands behind the head, leaning back, feet on a desk.  Another group sat in low-power poses—bent forward, looking downward, hands folded.

Later, those who practiced high-power poses scored higher in simulated job interviews.  Interviewers saw them as more confident, authentic and comfortable.

Cuddy and associates suggest that your body positions actually change the chemistry in your brain.  For example, high-power posers’ testosterone levels increased and cortisol levels decreased.  This resulted in the ability to be comfortably assertive.

Tiny tweaks in your body posture may actually result in big changes in your ability to persuade and influence others.

 

 

My Top Ten Idiotic, Motivation-Killing Statements


businessman rating

Here are my top ten idiotic, motivation-killing statements.

If I gave you a “five,” you wouldn’t have anything to strive for.

You haven’t been here long enough to get a “five.”

I don’t give “five’s.”

HR requires that I write a justification if I give you a “five.”

Our policy discourages high ratings.

If I gave you a high merit increase, you would think you had it made.

Never let them know you are satisfied with their work.

Others might be envious if I gave you a big increase.

Yes, you did a good job, but this was a team success.

I know your attendance is perfect but we can always do better.

Effective leaders delight in awarding their best producers with high appraisals and merit increases.  The result is:  high producers strive even harder.

While lesser performers may publicly whine and whimper about their modest increases, they will learn that to get more they have to produce more.

Withholding rewards from high performers based on fear of losing commitment or upsetting slackers makes about as much sense as the late Yogi Berra saying, “No one goes there nowadays; it’s too crowded.”

 

Continuous Coaching on Employees’ Weaknesses Frustrates Everyone


Max, a new supervisor, said to Jamison, a well-trained and experienced employee, “Your work is good but the metrics show that it takes you too long to complete your tasks.”

“I like to be very careful,” replied Jamison.  “I don’t release my work until I know it is right.”

“I appreciate that but I don’t think you need to spend time verifying information that has already been double-checked and approved.”

“I just like to see for myself.  I don’t always trust what I get.”

“Sometimes I see you completely redoing a task that is already in compliance with customer specs.”

“I want to make sure that customers get my best work.”

Becoming irritated, Max said, “You are making it hard for others to complete their tasks on schedule.”

“They should concentrate on their work and not worry about me,” replied Jamison.

The more leaders focus on fixing employees’ weaknesses, the more frustrated everyone becomes.

According to Gallup Surveys, continuous coaching on employees’ weaknesses creates frustration, anger, de-motivation and resentment.   After employees have had sufficient training, if their overall work is acceptable, it may be better to realize that not all will be superstars.

 

How to Respond When Squeezed Between Boss and Employee Requests


Top managers, in different organizations, discussed sensitive issues–combining departments, potential layoffs, prospective mergers–with their direct reports. All top managers requested that they “keep this in the room for now.”

In every case, rumors surfaced and employees questioned their immediate managers who made responses like:

“Where did you hear that?”

“I’m not at liberty to talk about that.”

“I’ll let you know something when I know something.”

“If I were you, I’d just do my job and not worry about rumors.”

These responses, and other similar ones, do two things. One, mid-managers maintain loyalty to their bosses by “keeping the information in the room.” Two, although unintended, the responses actively encourage employees to believe the rumors and pass along grossly exaggerated versions.

Unfortunately, managers too often find themselves squeezed between their bosses’ requests and employees’ questions. While it is not always possible, I suggest that managers strive to honor their bosses’ while maintaining employee confidences.

For example, “While I do not have an answer for you at this point, I want you to know that we are seeking decisions that best serve our customers while valuing our employees.”

Coach’em Hard and Hug’em Later


“He was tough and he was hard; as tough a man as I have ever known.”

“He kept pushing and pushing and pushing.’

“He drove you to exhaustion but was the most compassionate person I have known.”

“He suspended Joe Namath and Ken Stabler–two of his greatest quarterbacks–for breaking team rules.”

“He would tear you up on the field and then bring you into his office and ask how your Mom was doing.”

“He would find ways to help his players without letting them know that he was helping them.”

“He would jump in front of a bullet for his players.”

“He could pull people together, unify them and get them to commit to the mission.”

“His harsh, tongue lashings were not personal, he simply wanted to make you better.”

These are comments from players and coaches led by Paul “Bear” Bryant, the legendary football coach.

Today, a street, a museum and a stadium display Paul Bryant’s name.  And more than seven hundred children of his former players have received generous university scholarships from the Bryant Scholarship Fund.

Of course, there are critics of Bryant’s methods.  And many of his practices are surely not appropriate for most corporate cultures.  Still, I think the leadership philosophy of “Demand a lot and care for the person.” is a sound one.