The Metiss Group's Blog

Escalation of commitment is the tendency for people to continue to support previously unsuccessful endeavors. With all the talent decisions leaders make, it is inevitable that some poor decisions will be made. Of course, the logical thing to do in these instances is to change that decision or try to reverse it. However, sometimes leaders feel compelled not only to stick with their personal decision, but also to further invest in that decision because they have made a commitment; never is this more apparent than with a hiring decision gone bad.

If a leader’s instincts, observations, and development efforts to date clearly indicate they made a hiring mistake, fight the emotion to invest further time and energy in a direct report that is not going to work out.  Everyone makes a mistake, that’s how we learn.  The key is understanding the mistake, cutting losses, and fixing it.

Leaders who know they need to let go of a poor performing direct report should put together a specific 30-90 day performance plan and make sure the direct report understands they will be asked to leave if the plan is not achieved.  Leaders should hold them accountable to the performance plan and hold themselves accountable to following through on the dismissal, learn from their mistake, and move on.  Escalating the commitment and trying to make an unwilling or incompetent direct report better just makes the termination harder when they finally come to terms with it.

Empowered leaders overcome the natural tendency to unnecessarily work through a poor hire and their teams are more successful.

No competent leader consciously micromanages or controls their direct reports’ activities.  Most leaders truly believe they give their direct reports ample autonomy to do their jobs.  Why is it then most direct reports feel their managers don’t give them the independence they need to do their jobs effectively?  It’s because sub-consciously leaders are reluctant to empower their direct reports and tend to micromanage without recognizing it.

Dr. James Dobson in Dare to Discipline relates the study where social psychologists observed elementary school children in a playground protected by a high fence. The children ran with abandon, playing joyfully within the confines of the fence, unaware and unworried about the busy street just a few feet from the play area. Some theorists decided that the fence was too restrictive, that it inhibited the children, and that they should have more freedom. So, the fence came down.

When the children entered the playground the next day, instead of running with their previous abandon, they tended to huddle together at the center of the play area. Unsure of their limits, they appeared insecure and fearful.

Empowerment works the same way.  Leaders need to consciously define and communicate the boundaries of their direct reports’ tasks, get out of the way, and the direct reports will use their whole playground.  There are four boundaries the leader should establish:

1. expectations – what does success look like;
2. resources – people, processes, budgeting available;
3. timeframes – hours, deadlines, check-in points;
4. restrictions – budgets, authority level, non-negotiables.

Leaders who consciously empower their direct reports by giving them the tools and boundaries to do their jobs, then step aside, experience more success.

Most leaders understand the importance of each direct report having personal development goals. Leading by example here provides two benefits: leaders become better and their direct reports see the value of personal development.

Recent Center for Creative Leadership (CCL) studies have shown a strong correlation between the effectiveness of leaders and the extent to which they exercise; even if exercise requires more time away from work.

Along with the traditional ways of working out at a gym, at home, or at a club, more simple steps spread throughout the day can yield great results.  Try parking farther from the building, taking the stairs instead of an elevator, or using a Swiss ball for a chair to work your core.

Leaders who empower direct reports to hold down the fort while they break for exercise and demonstrate the benefits of personal development are more successful and effective.

In 1983 Howard Gardner wrote the revolutionary book “Frames of Mind – The Theory of Multiple Intelligences” in which he describes seven different forms of intelligence everyone possesses in varying degrees: linguistic, musical, logical-mathematical, spatial, bodily-kinesthetic, intrapersonal, and interpersonal.  Interpersonal intelligence is what makes or breaks most leaders today.

According to Gardner, “Interpersonal knowledge permits a skilled adult to read the intentions and desires – even when these have been hidden – of other individuals and, potentially, to act upon this knowledge.”  For example, leaders are often faced with trying to get their direct reports with individual aspirations and agendas to work together for the good of a team.  Fortunately today there are many tools available to help determine interpersonal intelligence and improve it.

Improving interpersonal intelligence will make leaders better co-workers, leaders, and influencers. As Gardner says, “interpersonal intelligence is seen in how we notice distinction among others; in particular, contrasts in their moods, temperaments, motivations and intentions.”

Make interpersonal intelligence improvement a personal development objective and be empowered for greater success.