Managers’ Guide: Where Leadership Meets Politics

thepowermoves.com/courses/power-university/lessons/leadership-at-work/topic/managers-guide-where-
leadership-meets-politics

This lesson combines effective and value-adding leadership together with the realities of
the workplace.

First, a note on leadership and management.

Leader VS Manager

There is obviously some overlap between “leader” and “manager”.

But there are also some important differences.

A manager is part of a bigger organization.

He is empowered by that bigger organization but also constrained by it.
Depending on his rank and on the size of the organization, he might have little or no say
in the organization’s culture and strategic goals.

That means that a manager sometimes has to put his own thoughts aside to embrace what
the organization has decided, and he has to balance conflicting interests, including the
team’s interests, the company’s interests, and his own interests.

This lesson shows you how to be a great manager, with an eye on your own career as well.

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#1. Power-Align With The Execs

When in Rome, do as the Romans do

Power-aligning is crucial to be successful within an organization.

We’ve already seen this technique in the “types of political player”, and we’ve already
mentioned how helpful it is to grow one’s own power and influence.

And it’s especially important when you’re starting out as a manager -such as, when you’re
a first-level manager-.

When you’re starting out, it’s NOT the time to start telling everyone how to do things
better in the company -and especially not to the ones above you-.

Not yet.
That will come later.

When you start out, you want to look like you belong in the company, and like you are
similar, and think similarly, to those who are running the company right now.

However, I don’t recommend faking your alignment.

It’s far, far better if you can find a place where management aligns with your values.

#1.2. Embody the Company’s Culture

Embodying the company’s culture is an important element of “aligning with power”.

As we also mentioned in this course, you must differentiate between “professed culture”,
based on HR slogans, and “real culture”, based on:

1. How the top brass behaves

2. What truly gets people promoted.

Sometimes the two are the same, but not always.

If they are not the same, align with the execs in behavior, while you publicly pretend to
accept and value the HR slogans.

However, as we’ve mentioned, don’t underestimate the power of truly believing in the
values.
As a matter of fact, I’d advise you to prioritize working in a business that reflects your
personality.

One, it will make you far happier.

Two, you’ll work harder and better.
And third, the congruence of values, words and body language is exactly what allows you
to come across as charismatic, persuasive and powerful (Morgan, 2014).

Reverse of the law: the power-sapping effect of not fitting the culture

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Think about it:

Who stays in a place they don’t like, doing things they don’t believe in?

Is it powerful managers, managers with options, and who take charge of their lives?

Or is it managers with few options and who easily sell out their values?

Of course, it’s the latter.

The result: managing people in a culture where you can’t be yourself makes you look
slimy, powerless and uncharismatic.

Granted, there is no place where you agree with the culture or with upper management’s
decisions 100% of the time, and that’s fine.
But you should definitely avoid jobs and industries where you have no interest
whatsoever. And you should avoid companies where you fully dislike the culture and/or
the management.

If you decide to be fully yourself in a culture you fully disagree with, one of two things will
happen:

1. Your reports side with the company and against you

2. Your reports side with you and against the company

If you have lots of power already, then you might leverage your disagreement to campaign
for change.
And, if you win, acquire even more power -that’s how some CEOs get to their post-.

But if you don’t have enough power yet and upper management catches on to your
rebellious attitude, you will be quickly branded as “problematic”.

#2. Develop Group Identity: Turn Individuals Into Team Players

How do you build team spirit?

Here is the most important aspect of building teams: you must lead your reports to
identify with the team and/or company.

It’s that sense of belonging, often encapsulated in people defining themselves as team
members, which turns individuals into teams.

John Turner, the researcher behind the self-categorization theory, explains that when
people define themselves as group members, they also start behaving as
group members.

And that’s when pro-social behavior typical of team-spirit starts (ie.: mutual support,
personal initiative, going the extra mile, etc.).

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As a rule of thumb: the more your employees define themselves as part of your team, the
prouder they will be for being part of that team.
And the prouder they will be, the harder they will work for you and for your team.

How to Develop A Team Spirit

Here are a few concrete steps to develop a group identity:

1. Start by defining yourself as a group member

2. Be the first to contribute to the group
3. Get to know your employees beyond the minimum work-relationship
4. Help your employees get to know each other, ideally forming out of work friendships
5. Mentor your employees (a practical sign of caring and contribution)
6. Talk about “us” and “how you are (as a group)”
7. Celebrate team victories
8. Celebrate the main actors for that win, but also tie it back to the team effort
9. Be uplifting and foster an uplifting environment (ie.: give them reasons to be part of
that group)
10. When things go well, highlight “how good you are” and “how well you are doing” (as a
team)
11. Come up with “team-characters” (ie.: the “precise guy”, the “salesy guy” etc.)

A strong team will reflect very well on you and it will increase your internal power.

#3. Leverage the Managerial Power Toolset

This section will introduce how managers can effectively wield power and influence.

#3.2. Leveraging The 6 Forms of Power

French and Raven identify six different forms of power.

Let’s introduce them through an example: a manager who wants his reports to attend a
weekend seminar.
That manager can achieve his goal through one of his 6 powers (or a combination of
them):

1. Rewards: pay the overtime, assign future high-visibility tasks, etc.

2. Coercion: pass the employee for promotions, “mobbing”, assigning unpleasant tasks,
etc.
3. Expertise: reports attend because the manager recommends it, and they trust him
because he’s an expert (ie.: he says it, so it must be good)
4. Information: the manager sells the idea well and makes the reports want to attend
(this is persuasion)
5. Legitimacy: reports attend because they recognize the manager’s authority over them
(this is ranks and titles)
6. Respect: reports attend because they respect their manager and look up to him (this is
a subset of soft power)

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What type of power managers use depends on context (Bacharach, 1980), personality,
company’s culture (Ashforth, 1994) and, of course, who they are dealing with.

This is how managers feel they can use one of the six types of power, depending on who
they are dealing with (superiors, peers, or reports):

Taxonomies of power and the observed capacity to use them on others (based on Kahn’s survey)

The managers were correct when it comes to the capacity to use power.
And you might want to take note that expertise and persuasion are the true “all
seasons” when it comes to power.
That means expanding your expertise and improving your persuasive communication -
you’re learning persuasion here-.

But if you want to be a truly outstanding manager, then we need to discuss the ability to
motivate and inspire your reports.

#3.3. Appeal to Intrinsic Motivation

Reward, coercive and legitimate power are the easiest to use because they come with the
title.

The moment you got promoted to a managerial position you got the title (legitimate
power) and you got the power tools of the trade (rewards and punishments).

But managers who stop there are poor managers.

See an example from Don Draper:

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Watch Video At: https://youtu.be/w2MV-x924KA

Him: It’s your job! I give you money, you give me ideas (pushes a transactional, colder,
“WIIFM” model of leadership)
Her: But you never say “thank you” (asks for emotional rewards / intrinsic motivation)
Him: That’s what the money is for! (doesn’t get it, and will soon lose her)

Don Draper thinks that incentives are all that is needed. Had been able to lead through
intrinsic motivation, he would have been a more effective manager.

Much social science research (Lippit & White) shows that incentives might lead to
compliance, but not to conversion.
Meaning: your reports might do it, but they will not believe in it and they will not take
ownership of your goal.

Now the more Machiavellian readers might ask: who cares why they do it?
All I care is that they do it (and help me get ahead).

Well here is why: because being able to convert gives you more power and more output
from the team.
Plus, it also makes for a better environment and a better world.

Relying on rewards and punishment (or “carrots and sticks”) also come at a high price.
Rewards and punishments deplete your resources, and disenfranchised employees
require more supervision, which, again, costs time and money.

See the upper half of the diagram:

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What’s the alternative?

The alternative is intrinsic motivation.

Intrinsic motivation includes:

– Shared group identity with the team (ie.: reports proudly self-categorize as group
members)
– Shared identity with the manager (ie.: “us and the manager both belong to this great
group”)
– Alignment of individuals’ aspirations with team’s goals
– Uplifting, supportive environment members want to be part of

Which one is superior, intrinsic or extrinsic?

So far the accepted consensus in the social sciences is this:

As long as you provide a minimum threshold of basic needs, including a miminum level
of salary, then intrinsic motivation is more effective than extrinsic motivation

That is of course even truer obvious in political affiliations, non-profits, volunteer-based

organizations, and wherever money plays a smaller role (Tyler & Blader, 2001).

But it’s a big -and common- managerial mistake to think that in for-profit businesses,
people are more motivated by money and “what’s in it for me” types of exchanges.

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Organ and colleagues, for example, show that employees’ willingness to “go the extra
mile” hinges on them not asking “what’s in it for me”.
And the very best for-profit companies are built around intrinsic motivation.

Simon Sinek also makes a compelling case that people dream working at Apple because
Apple speaks to their identity and it helps them define “who they are”.
But you don’t need to have Apple products to help people identify as “who they are”: self-
identification with your team is the same, and it’s equally powerful.

To you as a manager, it means yes, you must provide a fair salary, but also that you must
form -and appeal- to higher motivations and ideals.
And don’t think that because you work in a dull industry it can’t be done: any group of
people can foster a prideful sense of belonging.

A highly engaged team will reflect very well on you and it will increase your internal
power.

#3.4. But Do Keep Control of Sticks and Carrots!

The fact that you leverage intrinsic motivation does not mean that you let go of sticks and
carrots.

They are still helpful where intrinsic motivation fails, and they are still what defines you
as the manager, after all.

Your friendly handshake on the table is always most appreciated when there is a
revolver in the drawer.
-The Power Moves

#4. Develop Your Social Power

Social power, which at work we also dubbed “exec skills”, are the focus of this whole
course.

And here is specifically tailored to managers:

1. Don’t talk too much

Managers who talk too much are perceived as being too friendly and chummy.
Friendly and relatable, yes.

But too friendly and chummy, no. You can’t be top management material if you’re too
close to the bottom layer.

You also want to handle power issues with fewer words (see an example in the advanced
frums).

2. Direct meetings, don’t participate

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During team meetings, focus less on speaking and more on directing the discussion of
others.

Act like an orchestra director: encourage the most expert members to contribute more,
stop the members who are going off-top, make sure the discussion remains productive
and help reach a decision.

Then assign tasks and summarize.

That’s how powerful managers behave.

3. Apologize with a neutral tone

When the focus is on getting things done, there is little need to beg for forgiveness.

Say “I’m sorry” with a neutral tone, and move on.

Here is an example for that neutral, flat intonation:

Watch Video At: https://youtu.be/qOgwu5_nytM

Skip the pose, a bit too cocky, and hear the tonality of “I’m sorry”. It’s very neutral, as if to
say “I’ve made a mistake there, so what, let’s move on”.

4. Avoid tentative language

This is especially important when you’re starting out and don’t yet know the rules and the
unwritten rules.

Look at this example:

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It’s long, tentative, and shows ignorance of basic processes, which tarnishes her
reputation.
She says she should be the one in charge -“I think it should come from me”-. She is right
about that, but her tentative language does not reassure people she’s a capable leader that
should take charge.

Much of her tentativeness stems from a lack of understanding of basic processes.

Hence:

5. Learn the rule and processes – get a “technical” mentor –

So simple, yet so game-changing.

Much of a manager’s initial low-power behavior stems from a lack of knowledge and
awareness of basic processes, both formal, and informal.

That prevents them from feeling secure and “in control”, and like they are always
depending on others.

John, a doctor in a hospital, correctly pointed this out in the forums as well.
That’s where a mentor who has been doing the same right before you did will come in
super helpful. Those mentors don’t need to be great leaders, just people who know the
processes.

Barring a mentor, getting your hands on the written protocols before you start out can
also be very helpful.

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6. Avoid getting snippy and irritated!

Remember, when you get snippy with your reports, you descend at their level.

And people don’t respect managers who lower themselves at their levels, they want a boss,
an authority figure.
Avoid getting mired in the day to day mood swings, be the rock people look up to when
the emotional waves are casting them adrift.

#5. Acknowledge & Promote Hierarchies

All groups have a hierarchy (Peterson, 2018).

Leaders who pretend hierarchies don’t exist look weak and, equally as bad, prevent a
positive culture of meritocracy.

What should you base your hierarchies on?

Hierarchies must be based on tangible benefits people bring to the team,

including:

– Results
– Effort (ie.: show example of dedication and hard work)
– Values (ie.: team loyalty instead of selfishness)

Hierarchies function in parallel to actual job titles, since not everyone with the same title
(or comparable title) contributes in the same way.

Acknowledging and respecting merit-based hierarchies shows that the manager rewards
contribution.
And it sends a simple message: if you want to advance in this team, all you gotta do is to
help the team.

5.2. But Don’t Tell People Who’s Lower

One poor manager once said to my colleague:

Bad Boss: Lucio is more senior than you are

And with that, he created a rift in the team.

I didn’t feel close to him because he didn’t tell me. And my colleague hated him because
he told her. And the two of us got closer together against our boss because we formed a
bond against his “divide and conquer” strategy.

Don’t make the same mistake and never tell anyone they’re “lower” than someone else: it’s
divisive and promotes internal infighting.
Worst of all, it might promote alliances against you.

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What you do instead is to simply reward those who contribute more and praise them
more.
Which, in turn, will serve as an encouragement for everyone to do the same great job.

And that’s the hallmark of soft power influence: having people work for your approval and
rewards (basically: the “judge” role).

#6. Champion Your Group: They Will Love You For it

Theoretically, everyone should support the company as a whole.

But that’s not how people’s minds work.

People tend to break-up bigger groups and to form smaller units of allegiance.

Your team will secretly resent a manager who doesn’t seem to stand up for his team, while
everyone will love a manager who champions and defends his team.

Social research shows that the more your reports see you as defending and
championing them, the more they will love you and support you.

Says leadership researcher Haslam:

Leaders’ capacity to exert influence—the very essence of leadership—rests on their

behavior being seen to have “done it for us.”

Of course, “championing” your team within a bigger company requires some tact and
can’t be too brutal and obvious.
But there are plenty of ways to do it.

Let’s see ways of doing exactly that:

1. Make Direct Statements of Support Whenever Called For

You might face situations where someone has done something obviously wrong towards
one of your reports.

Those are the perfect, easiest situations to show all your support while also not promoting
any infighting (since the punishment was called for, and was going to be delivered
anyway).

Below is an example of me leveraging such a situation.

One of our team members had received a series of rude and borderline abusive emails and
he passed them on to me for “feedback” and review.
With some emotional intelligence, you could see that wasn’t really a request for feedback,
but more of a request for support.
It actually said: “I feel under assault and bad for this situation, will there be any support
from you/the team?”.

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You know what the answer should be in those cases. It’s simply an extension of the rule
that you don’t accept abuse directed at you. And as much as you don’t accept abuse
targeted at you, a good leader does not accept abuse on his team, either.

See the conversation unfolding.

1. The problem:

2. My “we’re with you” reply:

I give him a good fedback on the social and power dynamics of his exchange. Then, with
the above last part, I’m’ being less professional. I did not want to be super-professional,
which would have been too detached. My priority was to make him feel that “I care, and
we got your back”.

3. His final reply:

As it’s stereotypical of Germans, you can see that he keeps it slightly more formal.
It was a professionally smart move from him to thank me for the feedback, and not for the
support. But you can rest assured he also appreciated the support.

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What matters is that now he knows like he’s got a real team around him, with a
manager/leader who cares and takes care for him, and a team that’s got processes in place
to protect its members.

2. In salary negotiations, be (slightly) on your report’s side

There is always a tug of war between reports and HR.

Usually, HR has a range for each position, and it’s often in your best interest to help your
reports be in the upper range.

3. Leverage other departments (tactfully!) to show you’re on their side

It’s a well-known phenomenon that outgroups help a group to bond.

Of course, you gotta be careful here.

Exaggerating will make you come across as a bad fit for the organization.

But imagine your report complains to you about “that other department” which, as usual,
is slowing down his work.
A common response is that you’re all part of the same company and that the other team is
also struggling with their own things.

That’s a “pro-company” answer: it’s good for the company, but it often frustrates your
report and does not help you.

What can you do, instead?

Still give the “we’re all one company” spiel, but talking about the other department you
will add a slight sigh, a head shake… All this communicates to your report “I’m with you, I
get you but I gotta keep it official here”.
Then give him some advice on how he can approach it.

Basically: you take their side, but without sticking your neck out.

#7. Be Representative of Your Team

The most effective leaders embody the group.

This might not always be possible as a manager, but it’s worth keeping in mind in case
your team has a strong culture or if you have the latitude to build your own team.

Haslam describes the leader’s representativeness of the group as “prototypicality”

(Haslam, 2006).

Being prototypical allows leaders to:

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– Receive more support
– Receiver higher ratings on effectiveness (Fielding & Hogg, 1997)
– Drive change more easily
– Be excused more readily for mistakes (and even when behaving unfairly, Platow, 2001)
– Provide their team with more work satisfaction (Pierro, 2007)
– Lead without push-back

This last point is crucial.

Power is perceived much differently whether it comes from “within the group” or from
people whom we perceive to be outsiders (Fiske, 2011)

Power and influence from people outside of the group feels oppressive, while
power and influence from an ingroup member is more positive and can even be uplifting.

The message for leaders here is clear: trying to seem special as in “different” and “apart”
from the group is a huge mistake.

#8. But Be The IDEAL Representative

Here we see an overlap between manager and leader.

Look at it this way:

You want to be representative of the group (ie.: not too dissimilar) but, as a manager, you
want to represent the group as one of its very best members.

Standing out because of your personality and/or performance will make your leadership
all the more influential.

On the other hand, being an average performer will make it harder to manage the most
driven individuals, who will be thinking “who the hell is this guy to manage me“.

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Some crucial areas to excel at:

– Work Ethics
– Work quality
– Preparation
– Knowledge
– Learnability: show your inner strength by appreciating “learning” more than “being
right”

And avoid:

– Social climbing
– Abuses of power (personal vendettas, sleeping with reports, demanding exceptions,
etc.)
– Competing with other managers
– Getting too wasted at companies’ parties (nothing screams “sloppy” as an overly
drunk boss)
– Competing with the report

About the last one, watch out about even looking like you are competing.
See an example below:

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I meant to say that the number of subscribers says nothing, but it was still received as me
competing for status. I looked very un-leader like.
Avoid this situation with clearer communication. And never look like you’re pushing
down other high-caliber talents.

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PRO Tip: The sports team coach mindset

To avoid falling into a competitive mindset, see yourself as a sports team coach: the
more talent you can get, the more you can win.
Your reports are working for you!

And, finally: keep your ego in check.

Several social studies confirm that leadership grounded in shared identity beats ego-
driven leadership.

#9. Keep A Healthy Emotional Distance

This entry addresses two points:

1. Emotional closeness
2. Emotional vulnerability

The concept of vulnerability is all over the place these days.

But a manager cannot be too vulnerable.

Over-sharing your feelings, personal stories, fears, and hang-ups will make you seem
weak and too close to your reports to actually lead them.

Better to keep most of your private life private, especially in the beginning.
Then, when you will open up a bit outside of the office, it will feel like you are truly
trusting your reports.
And it will feel special.

Everyone likes a vulnerable manager.

Except that when they get one, they don’t really respect him.
-The Power Moves

#9.2. Keep Money-Talk Secret

Peter Theil said it in “Zero to One“:

Keep your cap table secret.

And the same is true for salaries, bonuses, and anything related to quantitative benefits.

This is especially if there is a big gap between managers and employees.

Research shows that there is an inverse correlation between the reward gap of
managers/reports and how much positive the reports are about their managers.

#10. Dispense Emotional Rewards

You know the sales mantra?

Always be closing.

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The good manager mantra could be:

Every time you see something good, say it

Blanchard and Johnson say that most managers give feedback only when something is
wrong.

And just like that, they make the employee feel like whatever they do is wrong and that
they unfairly criticized and underappreciated.

#10.2. Example: The Emotionally-Challenged Manager

Some years ago I quit work and went traveling.

Once back, I started negotiations with my previous employer.

During those days the incubator threw a big party that both me and my boss attended.
And, together with an “I got you SOB” expression, this is the very first thing he told me:

Bad Manager: You know that your last customer isn’t using the money? But you got the
bonus, eh?

What an interesting way to say “hello” at a party.

Trying to gain power by making people feel bad is a terrible management strategy. Do the
opposite instead, make people feel good.

PRO Tip: Share the compliment

When you receive compliments about your team, confirm and then share the compliment
with your team.
See an example here:

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20/27
Sharing praise: a simple, cost-effective way of increasing cohesion, intrinsic motivation,
and promote meritocracy

#11. Be Honest: That’s How You Foster Team-Spirit

So obvious, yet so underappreciated.

When it comes to culture and behavior, as a manager, you are the most important
individual in the team.

If your team perceives you as being unfair, corrupt, or selfish, they will generalize those
traits to the whole team.

They will stop considering the team “a team” and they will revert from pro-social behavior
to the more cynical and selfish approach of “what’s in it for me”.

This can lead to a vicious circle where everyone focuses on taking and nobody gives
anymore (in public good games this is also referred to as the tragedy of commons).

Social research proves this law of management over and over.

For example, Tyler and Degoey found out that during water shortages people weren’t
willing to save water based on how severe the shortage was, but based on how honest they
thought the politicians were.

Think about it again: people didn’t contribute depending on the severity of the threat, but
depending on the fairness of the leader.

Luckily, the opposite is also true.

And principled leaders set the examples to turn selfish individuals into a
collaborative team.

This is why, if you are wondering how to manage great teams, the simplest answer is:
show the example of a great team player.
Lead the way and others will follow.

In social-psychology Tyler & Blader call this phenomenon “Group Engagement Model”,
and it’s been confirmed by experiments of game theory as well (also see “Ridley, 1996“).

See a diagram here:

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#12. Err On The Authoritarian Side When Starting Off
First impressions are critical.

And they set the expectations and the baseline for future behavior.

If you start too democratic and affiliative (see Goleman, 2013), people will expect all
decisions to be democratic and up to discussion.

And don’t get me wrong: democratic leadership is great, especially with highly competent
groups.
But it can become a problem the moment you might need to shift to a more forceful style
because the group will feel like you “are becoming too overpowering”

It’s better to do the opposite instead: start slightly more authoritarian.

Then, when you will move towards a more democratic style it will feel like you have been
“won over” by the greatness of your team.
And if you will need from time to time to lay down the law again, it will feel natural.

People always respect strong leaders who choose magnanimity and democracy.
But they sometimes wonder if democratic and affiliative leaders are lacking in strength.

You also want to err on the autocratic side when handling an insubordinate report, or you
risk looking weak.

See an example in the advanced forum:

– Handling an insubordinate report

#12.2 Don’t Shy Away From Occasional Anger

Machiavelli said:

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 It’s better to be feared than to be loved.

And here is the best part: fear and love are not antithetical.

A strong manager who loves and cares about his team… But who every once in a while
also gets angry will often achieve both at the same time.

Why flying off the handle might be better sometimes compared to always keeping an even
keel?

A constantly calm manager, often described as the ideal in most “how to be a great
manager” guides, is suspicious.

Your reports will be asking if you’re some kind of emotionally impaired individual and if
they can really relate to you.
Or, even worse, they might ask themselves if you even have what it takes to raise your
voice or if you’re not too weak.

Put those questions to rest with well-calibrated outbursts.

See the mostly calm and cool Michael Corleone, but getting emotionally wild when it’s
needed:

Watch Video At: https://youtu.be/TqoMFLXsyAs

Raising your voice is not your style?

No problem!

You can achieve the same effect with harsh feedback or an honest expression of
disappointment.

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For example after an underwhelming performance:

Strong manager: that would have been OK for someone else. But not from you. You have
much better potential than this. I expect better from you

Notice that this is uplifting and inclusive at the same time that it’s harsh feedback.

At first, this will break rapport.

But then, once they fix their performance, you are even warmer to them. As if to say “now,
with this kind of contribution you are really a great team member”.

That’s emotionally addictive, but in a positive way.

Women: Start Off Stronger, Mellow Down Later

Remember that if you start with a collegial and collaborative leadership style, people mike
confuse it as weakness.

This is true for everyone, but it’s even truer for women.
As Pat Heim says, all employees test limits when they settle into new relationships. Male
reports do it even more with female bosses.

#13. If Changing You Must, Frame As Coming From Within

This is mostly for execs and CEOs.
But here it is:

The files and rank hate consultants.

Why?

Because they are the stereotypical outgroup.

They come from outside, they dress differently, nobody knows them… And everyone
thinks they don’t know sh*t about their job while being paid ten times their salaries.

Consultants drive a wedge between decision-making management and everyone else, and
they almost never fail to estrange employees.

Of course, this is not to say that you should avoid external consultants.
But if you are going to implement major changes on consultants’ advice, never make it
seem like it came from them or you will face bigger internal backlashes against your
changes.

Instead, position it as your own decision.

Or, better yet, from a few people within the organization who are liked or respected.
The same is true for creative changes (see Yorno et al., 2006).

#14. Be Quick to Fire Anti-Social Individuals…

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The same law applies to team members.

This is the rule of thumb when it comes to team spirit and cooperation:

Rotten apples spoil the bunch.

Let’s quickly review the science behind it.

Experiments show that the biggest group of people in any team are “conditional
cooperators” (around 50% to be precise).

What does that mean?

That means that most people cooperate only as long as the majority cooperates.
And when they see selfish individuals who take more than they give, they start re-
assessing their pro-social strategy.

And if the number of free-riders passes a certain threshold, conditional cooperators stop
giving completely.

When that happens, you don’t have a team anymore.

You have a bunch of selfish operators.

And that is why a good team manager must recognize selfish operators and get
rid of them as soon as possible (or inoculate them, if they are irreplaceable).

Luckily, even here the opposite is also true: when a spirit of cooperation and support
permeates the team, the majority of people also start giving more.
The increased contribution is often related to how much more others contribute, which is
why it’s possible to start a virtuous cycle of cooperation.

As the manager, you must set the example of that virtuous circle of cooperation.

PRO Tip:
Don’t rely on company’s sponsored lunches to foster cooperation. It must come from you.

#14.2 … & Be Quick to Fire Your Enemies

Keeping enemies within the group is dangerous not only for yourself, but for the team as
well.

Enemies who know what they’re doing will be scheming against you and forming a
coalition of haters.

As legendary Chicago Bulls coach Phil Jackson said:

The secret of managing is to keep the guys who hate you away from the guys who are
undecided

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This is similar to the collaborators and freeloaders split we have just seen in the previous
step.
Most teams will have leaders’ loyalists, some members who are more neutral and, as well,
you might have some hostile players.

When internal enemies are left free to operate, a split will take place between the loyalists
and all the rest.
The first victim, of course, is the team’s morale, atmosphere, and effectiveness.

Solution?

Cut the schemers loose.

As the gap grows, they are also less willing to engage in pro-social behavior (ie.:
expanding effort for the team).

Beware of The Employees’ Masks

Your reports lie to you.

Not because they’re liars, but because they’re human beings.

Managers tend to see the best side of their employees. The smiles, the kindness, the shirt
with the company’s logo… But that’s only the front.

Many employees put a front because they depend on you, and you cannot expect full
honesty from people who depend on others.

And that’s why, as a manager, you need to learn to peer behind the mask.

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Learn to Read Employees
A great manager of people must know people.

Predefined categories present limitations, of course, but they can help managers to better
understand their teams.
Here are popular categories from occupational psychology:

Or check out this PDF file in higher quality.

Traits of Great Employees

Great employees come in many shapes and sizes, but here are their characteristics:

– Seek advancement through results

– Want to win for themselves, the team and the company
– Make friends, not enemies (within the team, company & industry)
– Believe that to get, they must first give
– Respect your authority over the team (but with professionalism, without fawning)
– Buy into the vision
– Positive and uplifting
– They don’t take things personally, have an antifragile ego
– Are straightforward, don’t turn into passive-aggressives

Average employees are the norm, of course.

So make sure you keep the good ones (this lesson will help you a lot with that).

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