One Person With A Belief Is Equal To Ninety Nine Who Have Only Interests …..      John Stuart Mill

Leading, management, management philosophy

A good leader shows confidence by believing in the company. The purpose of the company, the mission statement, the vision, and every single policy and process that supports the company is held in high regard by a good leader. The leader knows that no matter what, following the guidelines established by the company will lead to good things. And the manager NEVER stops believing this. When things are going wrong and obstacles appear, weak-minded leaders will fold like a cupcake. True leaders will stay strong and remain loyal to their beliefs during the mess until the storm passes. Employees notice the boss’s loyalty to the company during these times and admire what the manager is doing for the company.


Sometimes good leadership is a lonely path. When things are going wrong, most team members will avoid the pain because it hurts and the solution to the adversity requires additional and unfamiliar thought. When the team members run, they still need a solution to the adversity or pain or the adversity will quickly go south. When the team is looking for the pain to stop, they will only look at the leader and judge his or her ability to handle the adversity. It’s a lonely situation when adversity hits, the team runs, and only the leader will be judged as the example to the solution who will also be the only one defending company protocol.


A leader who believes is an intricate part of the organizations culture. Organizational culture is the environment, who it is, why things are done, its personality if you will. Observing a “believing” manager makes a strong statement about who the organization is because the team will witness adversity battles head-on and support and sometimes mimic the behavior. The leader will earn referent authority points when the team observe his or her acts for the company and will likely follow more direction from the leader. Now a team exists who battles adversity head-on and the leader will have greater influence over the work behaviors that will define who the company is and why things get done.


Speak Softly And Carry A Big Stick ….. Theodore Roosevelt

Leading, management, management philosophy

Leadership is known by many names – directorship, control, governorship, stewardship, hegemony, authoritativeness, influence, command, effectiveness, sway, and clout. Regardless of the many names, leadership is simply one person or persons influencing another person or persons. But why, why and how does a person influence another? What’s that magic trick? Upon two people coming together for dialogue, why does one of the people want to do what the other person says? The answer is within the power used by the leader. Leaders use Position Power, Reward  Power,  Coercive Power , Expert Power, and Referent Power to influence others to perform.


Position Power is one way a manager influences subordinates to perform. Position Power is when a manager has authority and influence over employees because of the title alone. The title allows the manager the freedom to reward or punish subordinates with no penalties from the company. The phrase “do it because I’m your boss” is an example of Position Power.  Employees know full-well that if they don’t do what the boss says, discipline and penalties will follow.


Reward Power is another way managers can influence others. Reward Power is when a manager gets compliance from others by rewarding them for the behavior. Managers, can reward others with tangible thing like money and promotions. A tangible example would be a manager saying to a subordinate,”if you achieve such-and-such result, I will promote you to the next level”. The subordinate wants the promotion so they work hard achieving the result. Hence, the manager has effectively influenced the behavior with a tangible reward. An intangible example would be a manager telling an employee “I really like how well you handle three different responsibilities simultaneously”.  The employee likes how they feel when the hard work is appreciated by the boss and continues to achieve the result. Hence, the manager has effectively influenced the employee to continue performing well with an intangible reward.


Coercive Power is another way a manager can influence employees. Coercive Power is similar to Reward Power but with penalties instead of rewards. With Coercive Power, a manager removes or punishes an employee if a performance standard isn’t met. An example would be a manager telling an underperforming employee that if they didn’t improve performance, they could lose their job. The employee wants and needs the job, therefor they start performing according to standard.  In this way, a manager is using Coercive Power to influence performance.


Another way to influence others is by using Expert Power. Expert Power is the ability to get someone to do what you want because they think you’re an expert on the subject. Employees believe a manager has high level of knowledge or a specialized set of skills that other employees or members of the organization do not possess. Because employees believe this, they will follow direction given by the manager. After all, the manager knows what they’re talking about because they’re an expert, right? Another example of Expert Power is when we talk to an I.T. person or tech person. On a phone call with a tech person, we don’t know what they look like and have never dealt with this individual before. In our minds however, we believe in their expertise to fix our issue and will happily follow their direction over the phone. Hence, the tech person is influencing our behavior with Expert Power.


Finally, there’s Referent Power. Referent Power is less black-and-white than the other leadership powers because it’s earned with respect and respect can be earned in many ways. “We can gain Referent Power when others trust what we do and respect us for how we handle situations” (  The trust and respect happens when employees see how a manager handles difficult situations. They may watch the manager suffer through a difficult moment and emerge as positive and encouraging as ever. Trust and respect happens when employees watch what a manager does for the company. They might see the manager delivering above-standard results. The employees could also see how the manager defends the company in difficult times. Trust and respect also happens when employees see what a manager does for people. Employees could witness a manager helping a struggling employee or developing an employee to a higher position. Once the staff understands what the manager is about in an admirable way, the manager can greatly influence the employees work.

Leaders use Position Power, Reward power, Coercive power, Expert power, and Referent power to influence others to perform. Position Power uses authority to influence. Reward and Coercive Power uses consequences to influence. Expert Power uses skills to influence. Referent Power uses trust and respect to influence. Each is effective in its own way and each should be delivered by a manager in mixed doses except for Referent Power. The hardest to earn and most effective, Referent Power is permanent!

When We Blame, We Give Away Our Power ….. Greg Anderson

Leading, management philosophy

When a company fails to deliver the brand, it’s often times not the fault of the employees! That’s right, the employees who screwed up your experience are not to blame…..most times.

It’s like an automobile. The automobile represents the “brand”. Like an automobile with many moving parts, the “brand” also has many moving parts.


The tires represent the service department. They go where they are pointed. Tires used for long stretches develop nicks and dings and could have a blow-out, just like service employees. New tires or well-maintained tires look good and hug the road. The tires perform better, just like service employees.


The engine represents the production team. How the engine goes determines how fast the “tires” go. Maybe the engine parts are old, worn, or poorly maintained, like some employees, spinning the “tires” slowly. The engine could also have unauthorized parts causing it to slow down, like some employees who are unqualified to perform the role.


The steering wheel/driver of the automobile makes the automobile travel in certain directions, like the coordinator of the brand who determines the timing between production and service. Sometimes the steering wheel/driver takes the automobile off-road, launching it airborne, landing, and jarring all the moving parts loose when it lands. This happens in the “brand” as well, causing stress and duress in the team.

Ambition Is Not A Vice Of Little People ….. Michel Eyquem De Montaigne

Leading, management, management philosophy

How does a manager or leader accomplish results? Can they flippantly say they want something and it magically happens? No manager or leader or boss that I know has ever had this type of power. There are different types of power (see “Speak Softly and Carry a Big Stick” in this blog) and a manager can achieve a degree of results by using the types of power but good managers use this element to add to the most effective type of power – Referent Power. The element I’m talking about is DRIVE. Referent Power is respect power and DRIVE enhances Referent Power. Managers need and use drive which means they are action-oriented and have a high desire for achievement.


One aspect of Drive is to be action oriented. Action-orientation means having and using a sense of urgency to complete a task. Managers are the first ones to communicate a goal, start working on a goal, and have a public, systematic way to follow up with others and how the staff is contributing to the goal. Action-oriented managers lead from the front and want the staff to follow their example. The attention and efforts of the action-oriented manager are noticed by the staff. In this way the staff sees what the action-oriented manager is doing for the company which earns respect…..and contributes to Referent Power.


Another element of Drive is to have a high desire for achievement. Having a high desire for achievement means managers want significant accomplishment and have high standards. Having a high desire for achievement means managers want the result to meet a goal perfectly, not halfway and not partially. Managers also want the work recognized as high quality and want bosses, peers, and subordinates to know how difficult the path was to success. Good managers want to be known as dedicated and serious about achieving results. The attention contributes to how others perceive what the manager is doing for the company and enhances Referent Power.


Good managers need and use drive which means they are action-oriented and have a high desire for achievement. Action-orientation includes initiative and example-setting. Having a high desire for achievement means perfection and dedication. Drive is therefore a large part of Referent Power and what good managers need to have in order to influence others work.


Good People Prefer To Be Accountable ….. Michael Edwardes

Leading, management, management philosophy

Have you ever had that leader that needed permission to make decisions, that leader who always has to ask you to get things done and has a tone of excuses for why things aren’t getting done?


Leaders like this don’t want accountability. They want everything that happens to be the fault and the blame of somebody else when it goes wrong. How can the leader be at fault? If they ask for permission from somebody else then someone else is to blame when things go wrong.


Leaders like this relinquish power. When a leader relinquish power they lose leadership power with their employees. Few people follow indecisive leaders.

Don’t let leaders off the hook when it comes to making decisions and being accountable. When a leader’s decisions create good things the leader benefits and gets credit for that. Also, when the leader’s decisions cause problems they get the blame which they can learn from. When leaders take control the employees tend to follow.


In the end, a leader who practices accountability on a regular basis will feel better about his or her job status and job performance because they will know where they stand based on their decisions.

Everyone Is Guilty Of All The Good They Did Not Do ….. Voltaire

Leading, management

There are leaders who yell often and have poor emotional control. There are leaders who threaten consequences and intimidate often. There are leaders who are just there and really do nothing at all. There are also leaders who inspire others to perform work. More frequently however, managers like to focus on what’s wrong and vocalize the issues publicly with intimidation. Managers feel justified and effective because in their mind, “they’re taking care of business”.


Frequently, when managers are “taking care of business”, the feedback includes heavy doses of guilt. It’s like the football coach during a game berating a player who screwed up his assignment. As the player runs to the sideline, he’s greeted by an emotional and abusive coach who’s yelling so hard his veins are popping out of his neck. Managers yell like this as well but are they attempting to correct and influence work or just selfishly expressing their feelings?


Managers who yell and berate staff are only minimally effective. It’s a short-term management behavior. I call it short-term because it delivers short-term results.  Employees perform work behaviors because they’re threatened and do it to avoid consequences. Eventually however, they will quit and leave the threatening environment causing the manager to constantly battle turnover and new training costs. Managers like this create hard feelings, increase costs, and eventually drive away revenue because customers can feel the tension.


Inspiration is defined as “something that makes someone want to do something or that gives someone an idea about what to do or create: a force or influence that inspires someone” (  The “something” that makes others want to perform looks like the following characteristics:

  • Employees who observe a manager handle situation after situation with the same effort, resolve, and strategy that’s respectful and effective inspires others.
  • Showing your staff how much you care about results and about people in a positive and respectful manner can be inspiring.
  • Know the job. Employees watching a leader ply their trade effectively and seeing great results can be inspiring.
  • Be challenging. Challenging your staff can be fun but also lets your team know you believe in them and what they can achieve.
  • “Make people feel good about themselves. People will rarely remember what you did, but they will always remember how you made them feel.  Start noticing what you like about others and tell them.  Go out of your way to personally acknowledge and complement the people who have gone out of their way to excel.” (
  • Share stories. Talk about lessons learned, both positive and negative, so the team can relate to what you’re saying. It demonstrates vulnerability which is admired and inspirational to your staff.
  • Share an inspiring vision. Communicating what effective behaviors and results can look like with detail to your staff, and allowing them to see the vision is inspirational.
  • Thanking your staff and letting them know how much you appreciate their effort is inspiring.


Inspirational leaders are few and far between and hard to see because they operate behind the scenes and let the staff stay out-front and get credit for everything right.  You won’t hear inspirational leaders berating staff in public. You may hear them encouraging staff in public and you will definitely feel an environmental difference since employees are wanting and looking for ways to perform the job and take care of business.

A Good Plan Done Now Is Better Than A Perfect Plan Done Next Week ….. George S. Patton

Leading, management, management philosophy, Planning

Imagine a football head coach’s game plan for an upcoming game. The head coach identifies what the opponent’s strengths and weaknesses are as well as their own team’s strengths and weaknesses. The head coach imagines what certain scenarios would look like if applied. For example, if we run a sweep towards the defenses all-star defensive end, what would happen? If we use this player against their player on this down, what would happen? If we try a misdirection play in this situation, what would happen, etc? Many scenarios in are imagined until the coach believes he sees the plays and personnel that will contribute to their team winning. A plan is formulated called the game plan. Now what?


The head coach knows the game plan and there are many capable players on his team. The coach must now organize the plan and activities so they are executed correctly during the game. The head coach needs a chain-of command in order to implement the game plan to the 100 or so players who will be executing the plays and techniques to win the game. The head coach relies on a defensive coordinator, offensive coordinator, linebackers coach, defensive backs coach, etc., in the team’s chain-of-command. Multiple meetings happen between the coaches when they review the plans effectiveness and how the plan will be applied to the team. At practice, every different coach applies the activities and ideas of the plan to his/her group of players and they practice. The team practices every concept about every activity needed to perform the plays correctly to win the game. When the game is finally played, every player and every coach knows what needs to be done in every situation to reach the team goal, winning the game.


This organizing example is a lot like what managers have to do in order to organize their plan. The head coach is the general manager and his or her coaching staff is the assistant management team and training staff. The game plan envisioned by the general manager could apply to a peak sales period – game time. The plan allows for the team to win the moment which looks like the team delivering brand standards and pleasing a large number of customers. Organizing the plan happened when the right staff were hired. It also happened when the general manager held meetings illustrating what activities need to happen during peak sales. Determining the department managers establishes a chain-of –command. Ordering enough goods and training the staff correctly are also part of the plan to deliver the win.

Don’t Listen, Complaining is Contagious

Leading, management, management philosophy, Uncategorized

“Most people don’t realize how often they complain because it has become a habit and, like all habits, it tends to be so familiar that it becomes invisible. Secondly, most people feel that it’s a good conversation starter because it’s easier to find common ground by complaining” ( It’s no different with employees. Employees complain and gripe about the work, about the company, about the boss, about each other, etc.  Even in situations where nothing is wrong, employees will try to find a way to complain about something. Then it happens. The manager joins the fray. He or she is right there with everyone else complaining. Maybe they’re trying to find common ground or get close to the staff somehow but it’s a bad idea.


Complaining leaders are hurting themselves and the organization. The direction of complaints eventually reach those in-charge of your job security and livelihood – your bosses; “Complaints go up, not down” ( Complaining also damages the one thing leaders need in an organization, buy-in from its people. The path of complaints to those who pay the leader and lack of buy-in from the people eliminate efforts and eliminate results, hurting a manager’s career while failing to deliver a company’s brand.


Complainers are selfish and deliver less work and less results. A complainer’s approach to status quo is to tenaciously think about who or what people, bosses, or organizations are doing for them – not what they themselves can do for others to produce more results. Complainers are constantly complaining about not having enough money and can’t comprehend why their efforts to complain cripple their own ability and the ability of others to produce more work. Instead of thinking “what can I do for you”, complainers think “what are you doing for me” and ultimately, selfishly figure out how to do less because it’s unfair to them.