Stephen H Baum Leadership

The time limit of an hour for presentation and Q&A allowed us to answer only seven or eight questions at the recent AMA webcast. We promised to answer the rest of the questions in the blog. We were, frankly, overwhelmed by both the positive feedback and the sheer volume of questions – almost 60 and some more complex than others. But here goes – an answer to one of the questions (with a promise to answer at least two questions each week). 

Warning: you may not like some of my answers — I call ‘em as I see ‘em. And, having no more specifics about the situation faced by the questioner, my responses have to be as generally applicable as possible. 

First, let’s respond to those that appear to be time-sensitive such as “What do you do when your right hand person is always interfering or being underhanded with your plans, ideas, etc.?.”  

This is not a situation you can tolerate in the status quo. Left unchecked, the infection you describe spreads to others and disables your leadership. Misbehavior by a “right-hand” is simply too important.  You have to decide if this is a condition (something you can treat and make better) or a problem (something you solve with a surgical action). 

You would be well-served to be sure before you act that your “take” on the subordinate’s behavior is right and seen as such by others. If you are right, you then determine if this is a treatable condition and worth treating. Does the subordinate have ability you really need and would find hard to replace? Are there reasons why “calling the question” and focusing on rewards and penalties would change the behavior? Are there political considerations that need to be kept in mind (e.g., the subordinate has friends in high places or a powerful following)? Do you have a handle on the motivations for the misbehavior? Why does this person choose to continue to work for you? What would motivate the misbehaver to change? 

Each of these queries will inform your approach and how you communicate. Usually a frank but constructive (“carefrontational”), private, 1-2-1 conversation with the misbehaver is the starting point. Explore the issue and establish expectations going forward. If, after the conversation, your view of behavior is unchanged and you believe treatment has a chance of success, then you will need to continue to stay on top of the situation with actions that publicly call out and arrest misbehavior in real time and signal to everyone that you know what is going on and what you have decided to do about it. In some cases, all of the above can restore much of the trust that has been lost. And there is an over the shoulder communication to your team both that you are really in charge and that you are tough, but fair and developmental of your subordinates — that second chances can be earned. 

But failing a satisfactory trajectory of behavior and a restoration of trust, you will be faced with the need to solve the problem by outplacement from your group. 

A final note: be sure that your own emotional baggage is not coloring your perceptions and behaviors. Examine if your own pride or safety or ego or notions of dissent and betrayal affect your interpretations of events and behavior and therefore your reaction. If you are able to be more clinical, more fact-based you will more likely get the results you desire. 

As always, we invite comments on our comments. Constructive thoughts from the collective wisdom is what we are after. 

One of you asked where to buy my book (really). It is available not only in bookstores but also on line. Click on my website (www.stephenhbaumleadership.com), click again on Buy Now and select Barnesandnoble.com or amazon.com and buy the book there. And thank you.