1

The Downward Spiral:Don't Set Yourself up for Failure with Your Boss (or Your Client!)

Presented by:Rob Orr, SPHRHR Consultant

2

“We’re running as an economy at 30% efficiency”

Curt CoffmanEmployee Engagement Global Practice Leader,The Gallup Organization

HRMagazine, February 2004

3

When people need help getting a job done, they will choose a ‘lovable fool’ over a ‘competent jerk’.

Tiziana Casciaro & Miguel Sousa LoboCompetent Jerks, Lovable Fools, and the Formation of Social Networks

Harvard Business Review, June 2005

4

The environment has changed

1. Technical skills not as critical for executives2. Actuarial integrity less valued

– Focus on profitability– Capitalism demutualization, non-paternalistic

Source: Sim Segal, FSA, MAAA Deloitte Consulting, LLP - used with permission

5

Session Objectives

• Identify the specific problems Actuaries face • Identify cues to watch out for• Recognize how Actuaries might contribute

to the problem• Identify steps to take to turn the situation

around

By the end of the session, you will be able to:

6

Agenda

• Review purpose and desired outcomes

• Difficult Bosses – Difficult Clients• The Set-Up-To-Fail Syndrome• How Individuals Contribute• Taking Responsibility• Summary

7

Your Difficult Boss / Difficult Client

Use the worksheet to describe a difficult boss (or client) that you have known.

8

The Difficult Boss / Difficult Client1. Negative, mean spirited2. Autocratic3. ______________________________4. ______________________________5. ______________________________6. ______________________________7. ______________________________8. ______________________________

9

The Set-Up-To Fail Syndrome

• Widespread• Insidious & Pernicious• Based on “Common Wisdom”

10

Common Wisdom

Three Groups• Stronger Performers• Weaker Performers• Deadwood

11

Different Strokes for Different Folks…

Bosses consciously treat stronger and weaker performers differently

– Stronger performers get autonomy– Weaker performers get help– Deadwood gets ignored (or an

invitation to leave)

12

The Downward Spiral

13

General Session: Actuarial Communication-Is Anyone Listening? If They Are, What Do They Hear?

• Communication (how to deliver the tough messages)

• Opinion changes (are they effective enough?)• Actuaries' images and roles in organizations• Peer reviews• Actuarial standards• Professionalism• Backbone

14

Labels, Biases, & MisperceptionsHaving formed an opinion, our minds draw on all possible evidence to support it. When confronted with evidence that contradicts our viewpoint, we overlook it or denigrate it, or find some other way of writing it off. That way we can cling to our original opinion as though it were a universal truth.

Francis Bacon, 1620(updated language byManzoni & Barsoux.)

15

How does this start?Loss of Confidence in Subordinates

16

Triggers of Lost Confidence

What would you say?

17

Triggers of Lost Confidence• Disloyalty

• Complaining

• Negative attitude

• Low engagement or energy

• Low-self-confidence

• Insensitivity to signals

• Know-it-all

• Disrespect for Boss’s time

• Blatantly political

• Extrinsic motivation

• Trying too hard

18

Perceiving Performance

What about objective performance measures ?

19

Perceiving PerformanceGoal Commitment and Sales Performance

0.7 In-GroupStronger Perf.

-0.83

-0.19

- 0.26 Out -Group

Weaker Perf. -

-1

-0.8-0.6

-0.4-0.2

0

0.20.4

0.60.8

1

Low High

Goal Commitment

Stan

dard

ized

Sal

es P

erfo

rman

ce

20

Source: Sim Segal, FSA, MAAA, Deloitte Consulting, LLP- used with permission

21

Actuaries have lost industry dominance • Fewer actuaries in C-Level positions• Highly-technical actuaries not fast-tracked

– Reserved for those presentable to C-suite• Fewer automatic promotions

upon ASA, FSA• Narrower roles, fewer opportunities

Source: Sim Segal, FSA, MAAA, Deloitte Consulting, LLP- used with permission

22

In-Groups and Out-Groups

• 80-90% of managers have sharply differentiated relationships with subordinates.

• In-Group members have close partnerships as “trusted assistants.”

• Out-Group members have low-quality relationships as “hired-hands.”

23

Performance Perceptions• No correlation between objective

performance & relationship quality:1993 – Duarte, Goodson, & Klich

• Very high correlation between “liking” and in-group status:1990 – Wayne & Ferris

• Boss expectation in 1st week a better predictor of “in-group status” than actual performance at end of 2nd week1993 – Liden, Wayne, & Stilwell

24

The Self-Reinforcing Dynamic Boss’s behavior toward

“weaker” performers

Boss is increasingly impatient pushy or intense during

contacts

Subordinate progressively disconnects

Subordinate looks for excuses

Boss is not well informed

Boss is less able to make useful suggestions

Boss‘s anxiety increasesProblem

recognition is delayed

More problems arise

Subordinate performs less well overall

Subordinate spends time on excuses (rather than problem solving)

Boss loses faith in Subordinate's excuses

25

Reality

“Good people can quickly end up with bad labels. That needn’t be a problem. The boss’s inaccurate label becomes a problem because it is so hard to change.”

Jean-François Manzoni & Jean-Louis BarsouxThe Set-Up-To-Fail Syndrome

26

Are You in the Out-Group?

Let’s take a look!

Refer to the answers on Your Difficult Boss worksheet

27

Your Difficult Boss

In small groups, share:– the situations you described on page 5– the factors that contributed to the situation

Agree on the common factors( Write on page 20.)

28

“What is there in your approach or way of managing the situation that might be contributing to the problem or getting in the way of its resolution?”

Peter BlockFlawless Consulting, Second Edition2000, Jossey-Bass/Pfeiffer

29

Cues for Subordinates• Attribution of negative personal characteristics • Tendency to reduce contact with Boss• Diminished self-confidence• Hyper vigilance of Boss behavior• Takes feedback with “a grain of salt”• Tendency to bring up the past• Reputation as “the person most likely to disagree

with the boss”• Tendency to engage in covert lobbying

30

The Difficult Boss1. Negative, mean spirited2. Autocratic3. Stickler for details, intolerant,

impossible to please4. Intimidating, treats people as

resources5. Unrealistic6. Stubborn; impossible to

influence7. Manipulative8. Meddlesome; untrusting

9. Control freak; micro manager; evaluative

10.Uncommunicative; aloof; unsupportive

11.Weak, prone to favoritism; low performance standards

12. Impatient; temperamental; unpredictable

13. Ignorant bureaucrat; clueless; defensive

14.Stifling my development

31

The “Great Boss”1. Development-oriented2. Intuitive; decisive3. Has high expectations and

aspirations4. Driven5. Demanding; has high

aspirations6. Single-minded; focused7. Politically astute8. Helpful; caring9. Encouraging; coaching;

informed; close to the pulse

10.Thoughtful, busy11.Allows self-discovery12.Passionate; incisive;

mercurial; (at worst) impulsive13.Realistic; better judge; aware

of interdependencies; victim of a poorly sold change

14.Considerate; letting me recover

32

The Observed Behaviors1. Giving critical feedback2. Making a unilateral decision3. Instructing work to be

redone4. Imposing discipline5. Setting stretch targets6. Sticking with a doubtful

course of action7. Sending mixed signals 8. Giving unsolicited advice

9. Asking specific questions10. Delaying response to

proposal/ request11. Not condemning a big

mistake12. Losing temper in public13. Resisting a proposed

change14. Giving a routine assignment

33

Perception is RealityAction Intent Boss sees Boss infers

Discounting feedback

Effectiveness Ignored feedback

Anti-learning, lacks potential & respect

Bringing up the past

Avoid repetition

Water under the bridge

Lacks judgment & maturity

Holding ground with Boss

To be heard Challenging, foolish resistance

Lacks judgment, self-control & discipline

Covert lobbying

To make things better

Personal betrayal

Lacks loyalty and integrity

34

Cues for Subordinates• Attribution of negative personal characteristics • Tendency to reduce contact with Boss• Diminished self-confidence• Hyper vigilance of Boss behavior• Takes feedback with “a grain of salt”• Tendency to bring up the past• Reputation as “the person most likely to disagree

with the boss”• Tendency to engage in covert lobbying

35

Taking Responsibility

• Stop digging• Start talking• Accomplish some tasks

36

Taking Responsibility

• Stop digging– Get your job in order– Get your head in order– Don’t rush it

• Start talking• Accomplish some tasks

37

Taking Responsibility

• Stop digging• Start talking

– Increase contact with boss– Make it easy for the boss– Invite your boss to a meeting– Have a new conversation

• Accomplish some tasks

38

Taking Responsibility

• Stop digging• Start talking• Accomplish some tasks

– Maintain your own self-confidence

– Fight the urge to withdraw– Don’t overreach

39

Things to Remember• Know when to hold ‘em,

know when to fold ‘em.

• There is no one to blame.

• Let go of expectations of your boss.

• Offer the benefit of the doubt.

• Produce hope, rather than pursue it.

40

The Set-Up-To Fail Syndrome

Loss of Confidence • WidespreadWidespread• Insidious & Insidious &

PerniciousPernicious• Based on Based on

“Common “Common Wisdom”Wisdom”

41

The Downward Spiral:Don't Set Yourself up for Failure with Your Boss

Presented by:Rob Orr, SPHRHR Consultant