When we discuss performance In my graduate leadership classes, I suggest my students keep the Pareto Principle in mind:
80% of the good performance comes from 20% of the employees
80% of the personnel issues come from 20% of the employees
And while a common leader tendency is to avoid the issue of nonperformance, it is a major part of the “job” of leading, and central to being a good leader. You can’t transform an organization if you don’t address nonperforming issues – both team and individual (see blogs on feedback).
On the flip side of GIVING feedback based on the 80/20 rule, I strongly recommend my students keep the Pareto Principle in mind in relation to the feedback they receive. If they are not receiving positive feedback, ASK for it (see blogs on feedback).
Even more importantly, I EMPHASIZE the leaders keep the 80/20 rule in mind when assessing follower approval. Aiming for more than 80% approval for performance can be a lose-lose waste of time and energy. And mixing professional and personal disapproval can be a set up for giving the feedback too much timed energy.
In general, aim for an 80% approval rate for performance, and celebrate anything above it! When innovating, disrupting, transforming – don’t aim for approval at all. Aim for understanding, buy-in, performance, and intended outcomes. In some cases, this means working with small teams who “get it” first. Once the the changes are in process, move on to the larger group. Even then, allow LOTS of time for approval.
APPLY:
Learn to discern what is personal – about you – and what is professional – about your performance.
Develop strategies to discern when / if personal criticism is important to performance. If so, develop strategies to change behavior. If not, develop strategies to “ignore” it without taking offense.
Develop strategies to discern when / if professional negativity is important to performance. If so, develop strategies to change plans / approaches / methods… If not, develop strategies to “ignore” it without taking offense.
Because I developed the skills for effective performance feedback and redirection, as well as termination, I was often brought in for organizational turnarounds / transformations. And I had LOTS of critics / haters / enemies who publicly denounced me personally. One group dubbed me “the Feminazi”. In contrast, there was no attack on my actions / new policies – no mention / debate on the issues. As this did not affect the outcomes of the turnaround, I ignored it (called “fogging” – see the blog on receiving feedback).
Being publicly and personally attacked actually helped, because it drew a lot of attention to the new directions. In addition, the staff actually rallied around me protectively over it).
REFLECT:
As a leader, do you seek approval over effectiveness?
If so, determine why and make the necessary changes in your approach.
(My mantra for years was: It’s not personal!)).
The most transformational leaders – who make the most difference – usually face widespread disapproval. This dynamic has reached new heights with the “hater” character-type who spews harsh, negative, character assassination remarks, which are usually false! It takes deep deep commitment and infinite courage to maintain purpose / direction while being disparaged / attacked. I continuously read accounts / biographies / autobiographies of courageous leaders to keep inspired to “keep on keeping on”.
A couple of these are in the blogs:
Leymah Gbowee, organizer / spokesperson of the successful non-violent womens’ peace movement in Liberia had over 20% disapproval.
* To maintain consistency in the peace movement, one person was named to be the contact for all media. Gbowee was selected, and then attacked by a contingency of woman who accused her of being involved for her own glorification.
* To devote 100% of her energy to the peace movement, she left her children with other caretakers. She was attacked for being a bad mother.
Fr. Gregory Boyle, founder and leader of Homeboy Industries, the largest gang intervention program in the world, had his 20%+ disapproval.
*After a presentation about Homeboy Industries, a woman approached him screaming that she hates him, hates what he’s doing, hate’s what he stands for. And nothing could deter her. (He learned her son had been killed by a gang member).
*His life has been threatened – by phone and by a man showing up at his office with a gun.
REFLECT:
How any other leaders can you think of who had “haters”?
Or perhaps, how many leaders can you think of who do / did NOT have “haters”?
Have you ever been one of those leaders?
Have you every been one of those haters?
How Mighty Be Our Powers, A Memoir, Leymah Gbowee, Beast Books, New York, 2011.
Pray the Devil Back to Hell, a documentary film.
Barking to the Choir, The Power of Radical Kinship, Gregory Boyle, Simon and Schuster, New York, 2017
