– “Can we all get along?” Rodney King III

Is your performance management system identifying your organization’s best leaders or it’s best doers? Are they being rewarded for their individual performance, or are they being recognized for how successful they’re making their team?

Do they get ahead by being competitive and striving to be the best, or do you value and promote those who collaborate and strive to make the company its best?

I’ve got the stick for a minute.


14 November 2017 0 Comments Category: Uncategorized


The Beatles had it right:

“Help! I need somebody.

Help! Not just anybody.

Help! You know I need someone, help!”

The conversation starts with: “Can I do something to help?”

And the reply is usually: “No thanks; I’ve got it.”

Sound familiar? At the office? At home? Yes, that short conversation takes place millions of times every day across this country in the workplace, in stores, in the kitchen, between co-workers, bosses and employees (both directions), spouses, and parents and their children – basically anywhere two people are interested in a particular outcome.

In the workplace, we certainly don’t expect our employees to know everything. Yet because many of them think and feel like we expect it, they’re hesitant to ask questions. And as leaders, we get frustrated with team members who wait until the last minute to ask for help – or don’t ask for help at all – and things go to hell in a handbasket.

What makes us think it’s any different for our boss? It’s not.


Employee engagement graph

…Low leadership engagement is.

Not long ago, I received a request for comment about employee engagement being at a record high. That seemed like an odd request, since almost everything I’ve read in recent memory was lamenting dismal engagement survey results.

Poking around some, I found that employee engagement soared to its highest level in five years – a whopping 37% last October – rebounding again in February 2017 to 36.7%, only to fall back to 33% at the end of August. In other words, it sucks. If there are any managers or leaders out there that think having two-thirds of your workforce disengaged, I’d love to get paid for what you’re not doing.

Thanks, Gallup, for keeping it real.

Focused businessman is reading through magnifying glass documen

Several years ago, my sister gave me a book about how to deal with the controlling perfectionists in our lives. She said I might benefit from an impartial description of — get this — me.


Okay, so I only had two standards: perfect and unacceptable. That didn’t make me a bad person did it?


I was the King of Malicious Compliance, and I wore the crown proudly.

Not familiar with the term malicious compliance? It’s a kind of organizational sabotage where the goal is often to get the boss fired.

Thankfully, I’ve been deposed from my throne, but here are some examples:

  • I’ve been known to rigidly comply with an order from my boss in a way I knew would cause him embarrassment. (Ask me about my M&M watch sometime.)
  • Knowing I had the correct answer, I might deliberately withhold my contribution in a discussion unless asked a direct question.
  • I could strictly adhere to mandatory office hours – just the arrival and departure times, of course – while spending the intervening hours in decidedly unproductive ways.
  • I might even do something I knew was counterproductive, just so I could say, “But you told me to do it.”

And I was pretty effective, because malicious compliance is contagious.