The Idiot from Corporate
 Subscribe to the Three Star Leadership Blog |
| The Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. |
| Request your free copy of Wally's Special Report: Managing Headcount in a Downturn. |
| For weekly tips and resources pointers, check Wally's Three Star Leadership Letter |
| Find out more about having Wally speak to your company or convention. |
| Find out more about Wally's coaching services. |
 |
This is a time when the Grand Poobahs from headquarters head out to the provinces to find out what's really going on and to inspire the troops. Most of the time, they fail on both counts.
I have been on both sides of this. I have been the branch manager when corporate visitors came calling. And I've been the Grand Poobah making those visits. Here's what you should know if you're heading out to the field.
You may think of yourself as the Grand Poobah, inspiring leader and friend of all. But out there in the field they probably think of you as The Idiot from Corporate.
Do not be misled. Do not listen to your headquarters courtiers. Unless you have spent a lot of time in the field with the troops and only good things have come of it, you are The Idiot from Corporate.
What you will see is not reality. The people in the branch will prepare for you like they do for a visit from the in-laws. The people you meet are likely to be chosen for their ability to parrot the corporate line and not say anything that will get their boss in trouble.
People are scared of you. If you've above them on the org chart, you have the power to affect their lives. When you do, the result is not likely to be good for them and will have no consequences for you. So they will tell you what they think you want to hear.
If you really want to find out what's going on, or inspire the troops, or both, there are some things you can do. Here are some suggestions.
Go alone. The bigger your corporate party, the less likely anything good will come of your visit.
Stay awhile. The longer you stay, the less likely people are to remember that you are The Idiot from Corporate. Stay long enough and they may actually talk to you.
Have real conversations. Asking everyone in turn, "So how do you like working here?" is not likely to result in any insights, but is likely to prove to all that you really don't care about them. Ask questions that real people ask when they meet someone for the first time. Then you might have a conversation that will include something important.
Do everything you can to minimize disruption. You don't need to be met at the airport. You don't need to go to a fine restaurant for lunch. If you can do so with good humor and to good effect, help out while you're there.
Take notes. Thank people for sharing their insight. Later, tell them what you did with it.
There is hope. If you hang around a while and actually treat people like people, they may quit thinking of you as The Idiot from Corporate. And if you listen more than you talk, you just might learn something.
Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.
Good comments on the idiot. Here is a true story rich in support. Several years ago I was traveling with a salesperson who suggested we pay a visit to a loyal customer who was deep in anger at the way they had been treated by the company. (Before my time.) We walked in and I introduced myself and the attack began. I listened and listened and, well, listened. I agreed with everything they said and suggested that we offer them free product and service to make up for some of the issues. They were mollified enough for me to leave with my head still attached.
At the next staff meeting I told the pres. what I did and she dressed me down for giving away freebies. Actually in this case the idiot never left the office. That afternoon I created my exit strategy.
tom
Reply to this
Thanks for sharing that great story, Tom. I picked up two lessons.
First, from your behavior with the customer. Sometimes listening is the most important part of showing that you care about the customer and his/her problem.
Second, the Idiot at Corporate. I've run into many managers over the years who think it's always their job to comment and correct. That story of yours could have be turned to good use by sharing it with others.
Reply to this
Wally
We had a real, live former Marine Corps general run our business for a while.
His key tactic on this was to get out of his office so often that departments got tired of rolling out the red carpet for him. Eventually, they said, 'He'll just have to take us as he finds us', which I'm sure was exactly what he was driving at.
This man is still talked of with fondness and affection by those who worked here when he was in charge. His style of 'roving leadership' is largely responsible for that.
This story has a post script. Some months after our general left, a person was being asked in an exit interview how they thought the new CEO was doing. 'New CEO?' the person replied, 'You mean the general's gone?'
Because his successor confined himself to his corner office, this person didn't know he existed, much less how he was doing.
Reply to this
Thanks for sharing that, Phil. It's true. When you show enough, it ceases to be a "State Visit" and then good things can happen.
Reply to this
This is a great post and I enjoyed both comments.
Most of my experiences with visits like these have been simultaneously amusing and nerve-wracking. In most cases our supervisors made sure that the organization the grand poobahs visited were completely different, whitewashed version of the organization that existed every other day. I really don't know what the Executives gained from any of those visits (other than make other people nervous).
Perhaps the most effective of all the advice you give is the listening. A truly effective leader and manager will not only appear to be listening, but must actually also listen.
Reply to this
Great stuff, George. Thanks for sharing. I love this quote
t"he organization the grand poobahs visited were completely different, whitewashed version of the organization that existed every other day."
That sums up just about everything I was trying to say in one dandy sentence.
Reply to this
Wally,
Couldn't agree more. I highly encourage you to review Dropping Almonds by Bach Anon. I'll send you a copy if you wish. There are several top execs and overpaid leaders falling on their faces right now; Dropping Almonds chronicles the failures from the top of an organization. Let me know if you want a copy.
Thanks,
Scott
Reply to this
Thanks for suggesting that resource, Scott. I'm always interested in considering books for review if they might be of interest for my readers.
Reply to this