Dear Dan: I’m Running Out of Steam
Dear Dan,
As a strong self-motivator and leader, I am, for the first time, finding myself running out of steam.
I work with my teams to remain positive and productive. Here’s my issue: I have approached the CEO with realistic solutions to move the company in a more positive direction financially. What can you do though, after continual effort, where your well-presented ideas are overtaken by the bobble heads who never present an individual thought, and do nothing more than post an inspirational meme on a group thread?
Sincerely,
Running out of Steam
Dear Running Out of Steam,
It’s disheartening when suggestions are ignored. Your situation is more common than you might think. You’d rather hear, “No,” than head-nodding without action.
Here are some ideas for your reflection. First the don’ts. Then the dos.
Don’ts:
Avoid defensiveness. It makes you talk too much.
Don’t jeopardize future opportunities by straining relationships unnecessarily. Decide if relationship is more important than being right. Nurture relationships, while you serve your current company. Strong relationships make tough conversations useful.
Don’t become adversarial. Frustration often leads to self-defeating behaviors. CEO’s don’t like feeling pushed.
Refrain from criticizing the CEO in public. The Wallstreet Journal pointed out that Howard Shultz, the retired CEO of Starbucks, publicly criticized the current CEO and board. Battle in private. Hug in public (Unless you see unethical or illegal actions). If you can’t be supportive, move on.
Don’t disengage. Pulling back is self-sabotage. Find new ways to move forward. Your current approach isn’t working. Never disengage even if you plan to move on.
Don’t take it personally. We might like to blame others, but we do what we do because it’s who WE are.
Dos:
Discuss ideas with leaders of influence. Who has influence with the CEO? Bring your ideas to them. Seek suggestions. Explore options. Clarify outcomes. When you present ideas to the CEO mention the individuals who contributed. Don’t embarrass anyone or reveal confidences.
Pull with. Vocally align with organizational goals. Work hard even though you’re disappointed. I’m pretty sure you are. That’s why it’s frustrating.
Practice forward-facing vulnerability. One of my coaching clients recently taught me vulnerability produces clarity. Tell your CEO, in private, what you notice and explore ways to move forward. For example:
“I’m working to find ways to improve our company’s performance. When I offer ideas, I notice you seem to agree but I don’t know what to do next. A hard no or a yes that moves the idea forward would help me. Could you give me some guidance on what to do next after you signal agreement?”
Another approach might be as simple as asking, “What’s the best way for me to present ideas in a way that is most useful to you? I notice that my ideas don’t seem to go anywhere.”
Note: Remember your CEO is grappling with many issues and sees things through a whole-organization lens.
Play small ball:
In baseball, small ball is winning in undramatic ways. Wikipedia says, when you play small ball, you look for:
- Bases on balls.
- Stolen bases,
- Sacrifice bunt or sacrifice fly balls.
Small ball in basketball is relying on speed and agility by choosing smaller players. A few good plays change the momentum of a game.
In your situation, you might focus on incremental change, ethical alliance building, success stories, and trust building.
Manage personal energy:
Find ways to fuel your engine when you’re running out of steam. Focus on how you’re winning in other areas. Connect with leaders outside of your company who have overcome resistance. Stop doing the same thing expecting a different result.
Finally, explore your options. Perhaps you can find a better fit. But, before you do, use this challenge to become a better leader. Work on yourself before trying to change others. Resistance is everywhere. What skills enable you to thrive in this situation?
You have my best,
Dan
What suggestions do you have for Running Out of Steam?
What do you do when you feel yourself running out of steam?
More related to running out of steam:
4 Forms of Stagnation that Defeat Leaders and Destroy Organizations
10 Ways to Fight Stagnation and Change Trajectory
Order our book, “The Vagrant“
What suggestions do you have for Running Out of Steam?
1. Present the specific steps you want the CEO to take. Just presenting ideas isn’t enough. Example statement to the CEO–after discussing your ideas–“I recommend your charter a cross- functional team to develop an implementation plan to do XYZ. I am willing to be the team leader. Are you will to take this action by the end of the week?”
You will find out quickly if the the CEO really does support your ideas.
Paul, I was ready to kindly challenge your point until this line, which is so important: “I am willing to be the team leader.”
I don’t know the specifics of the situation for ROOS, so this may not apply, but in general, leaders often times get flooded with ideas. I know I do. And when I can’t say an immediate yes, it’s almost always because of one of 3 things:
1. I don’t have the resources – either financial or human. Human more often. It’s surprising how many people pitch an idea that “you” should do, instead of an idea that “I” can do.
2. It doesn’t fit the company priorities right now. If we are super focused on X, and you are pitching an idea for Z, even if it’s a good idea, it might not be where we need to go right now – later maybe, but not today.
3. It doesn’t match with what is needed from you right now / it steps into someone else’s workflow too much. That’s not to say we can’t pitch ideas outside of just “our” realm – we can and should! But we also should be sure that we are prioritizing our primary responsibilities, and acknowledge that when pitching something outside of what we do, we may not know the full picture.
I’d say to check those 4 things before pitching an idea:
1. Am I pitching an idea for me to do, or am I pitching an idea for someone else to add to their plate?
2. What are the financial repercussions of this idea, and does that fit our current financial picture?
3. Is this in line with the organization’s top priorities?
4. Is this in line with my / my supervisor’s immediate goals/priorities for my position?
If the answer to those is no, it doesn’t mean you absolutely can’t pitch it, but you should think about that hurdle and how to clear it.
Sorry, that got long. Had a lot of thoughts on this one! 🙂
I’m glad you jumped in, Fraser. I focus my replies to actions the writer can take. It’s necessary to seek/take the CEO’s perspective. We tend to make up stories and then make decisions based on fantasies.
One point you made speaks loud to me. Company priorities. Many wonderful ideas are distractions. When we try to do everything, we end up achieving nothing.
Your points are spot on. Well sated.
Thanks for a practical suggestion, Paul. Makes sense to me. And Fraser’s comment below about saying you are prepared to take the lead is important.
Managing upwards takes skill. Like managing downwards, you have to figure out the best way to couch your message so the other person hears what you are saying. Like managing downwards, the other person may not want to do what you are suggesting. But unlike managing downwards, managing upwards takes tact and diplomacy because it may be perceived as criticizing your boss. Part of the trick to successfully managing upwards is to explain how your suggestion will make the other person’s life easier.
Thanks, Jennifer. Leaders hear, “I want,” all the time. Providing benefit to others, including the boss, seems essential to success. Make life easy for the boss. That seems like a universal rule of success withing an organization.
Your perspective on this topic Dan is so solid. It was a timely message for me. Thank you for your willingness to share your wisdom with us! You make a difference!
Thank you, Brian. Here’s to a great week!