Effective Leaders Ignore the Trivial

In this month's edition of my monthly column on leadership, (sign up for it by clicking: http://www.on2url.com/app/adtrack.asp?MerchantID=55031&AdID=102734) I talk about "blind spots," things we don't see in ourselves, even though they're obvious to everyone else.

Now I'd like to talk about something that's the opposite of a blind spot. This is something that exists mostly in our heads, but its counterpart in reality isn't nearly the same. It gets stuck in our heads, and we're convinced everyone else sees it, and is thinking about it.

The reality, though, is that it's not a big deal to other people.

For example, I coached a manager several years ago who was convinced that his direct reports were focused on the manager being younger than the people he was managing. I knew this wasn't the case.

He kept saying, "It's because I'm younger than they are." Or, "They don't like working for a younger manager." I finally said, "Frank, the only one who's focused on your age is YOU. Get it out of your head. They're not thinking about it, so neither should you."

It can be anything. Your gender, lack of an advanced degree, or even a project you screwed up years ago.

Don't let it hold you back. Don't let it be an excuse. Don't let it prevent you from focusing on the leadership skills you need to improve.

Effective leaders ignore the trivial, and focus on what they can control:  Skills and behaviors that communicate accountability, consistency, and respect for others.

BP, Obama, and the Art of Managing Expectations

The feud between Obama and BP reminds me of the importance of managing expectations. It's an important part of leadership, and neither party is doing a good job. And we don't need pundits or experts to tell us this.

The gusher in the Gulf has been spewing for almost two months, and it doesn't seem like we're any closer to a solution. But the lack of a solution isn't the problem. No, the problem is that we keep expecting a solution, and fairly soon.

I can only hope that leaders across the business community are doing a better job of managing expectations.

First, Obama. The federal government doesn't have, has never had, and probably never will have, the expertise to solve this problem. So, why didn't Obama just come out and say so from the get-go?

Most people would have accepted that this is BP's problem and that solving it is, as Obama said about another issue, above his pay grade. The government will handle the clean-up and containment, things they're equipped to do.

As for BP, here's what a close friend of mine, who is in the industry, had to say: "BP has been wasting 100’s of millions on the ‘top kill’, caps, etc. Everyone in the business knows these will not work and BP has only been doing it to show govt. and people that they’re trying something---all for nothing. There are dozens of blowouts every year and very few (like in the John Wayne movie ‘Hellfighters’) can be stopped without relief well."

So BP should have told us, that with their experience, the best course of action is to do the relief wells even if that takes 12 months. I know nobody orders black crude with their day at the beach, so we wouldn't be happy with the situation, but at least we'd know the score.

What can we learn from this? Regardless of the situation, or the nature of the catastrophe, be up front and honest from the beginning. People may still be mad, but not nearly as mad as when they find that their expectations aren't being met, and didn't have a hope of being met all along.

Our job as leaders, especially in times of trouble, is to manage expectations.