The Art of Simplicity

Posted on by Scott

You’ve probably heard of the old adage “Keep It Simple Stupid.” Commonly known as the KISS principle, this timeless piece of advice suggests that, in most cases, the simplest solution is the best. When you think about it, this makes sense. The more complicated an idea is – the more moving parts it has – the more likely something will go wrong.

This is a concept most commonly voiced in engineering and manufacturing circles. Machines with more moving parts have more potential points of failure. Software loaded with bells and whistles often has more bugs in it than code focused on a few core features. As a result, we constantly have to juggle patches and updates to shore up the short-comings inherent in complicated products and processes.

I believe the idea of simplicity has a lot of relevance in the world of organizational management as well. As leaders, it’s very easy to over-complicate things for those looking to us for direction.

In my experience, leaders tend to fail when they try to achieve too much at one time. You’ll be far more effective when you break complex ideas into simple, easy-to-digest parts.

If you want to communicate effectively, keep the message simple.

If you want employees to learn, keep instructions simple.

If you want your team to perform, keep goals simple.

If you want customers to respond, keep the value proposition simple.

I’m a talker by nature and by trade. I often have a great deal of information to share, and could probably write a book about any given subject when all that’s needed is a couple of short sentences. I’ve found that I’m much more effective as a speaker, leader, and consultant when I keep things simple.

In fact, I’m having to resist writing too much right now on the subject of simplicity. So I’ll sum things up with a few simple questions.

What part of your business could use simplifying?

How can you simplify things for your employees or your customers?

And what steps will you take today to incorporate the KISS principle into your day-to-day activities?

Redefining Excellence

Posted on by Scott

Excellence is a term that gets thrown around a lot today. I hear people talking about service excellence, sales excellence, leadership excellence and even operational excellence. The problem is that too many of these people have the wrong idea regarding what excellence really is. More often than not, when someone uses the word “excellence,” they’re really talking about “perfection.” The idea of excellence is used to refer to the epitome of achievement – the highest state of performance.

There’s a problem with that definition of excellence. If you aspire to perfection, you will never reach your goal. You’ll always be frustrated, and so will your employees.

Don’t get me wrong. I’m a firm believer in having goals. But in order for goals to be effective, they have to be attainable. They need to provide a stretch, but they have to be within reach. Attaining such a goal provides a sense of accomplishment and the energy to stretch for the next one.

So I’d like to propose a new definition for “excellence.” Here it is;

“True excellence is rising above what you ‘should’ be to become what you ‘could’ be.”

You see, excellence is not perfection. Excellence is growth. Excellence is reaching a level of performance that’s eluded you in the past. Excellence is accomplishing something that you never have before.

This new definition of excellence says that while perfection is impossible – and we all know it is – the status quo isn’t acceptable. The idea of excellence requires that I move beyond my current state of performance even though it might be acceptable. The organization may say that a certain level of performance is expected – it’s what I should be doing. But a quest for excellence says perhaps I could be doing more than that. Striving for excellence allows me to set goals for improvement, celebrate that success, and then push the boundaries once more. And I’d much rather be excellent than acceptable.

What defines excellence for you?

What defines excellence for your team, department or business?

And what will you do today to achieve true excellence?

Pressed to Death

Posted on by Scott

Three hundred and twenty years ago, Giles Corey was accused of being a wizard, or warlock, during the infamous Salem Witch Trials. Among the accusations were that he had been seen serving sacrament at a gathering of witches and his “spectre” had been witnessed harassing supposedly innocent citizens. Corey refused to admit guilt or proclaim innocence, an act that was required in order for him to stand trial.

In order to force a plea from him, Corey was forced to undergo “pressing.” He was stripped naked and staked to the ground with a large sheet of wood over his torso. Large boulders, some so heavy it took six men to move, were then placed on the board. Over the course of two days, more and more boulders were added, crushing his chest. Steadfastly refusing to answer the court’s accusations, Corey died from the pressing.

Ever feel like you are being pressed to death?

Everyone feels stressed or even somewhat overwhelmed from time to time. But I’m talking about the kind of pressure that weighs down on you so heavily that you can’t move. You can’t think straight. You find yourself immobilized, unable to take action because your mind keeps worrying about the various issues on your plate.

Left unchecked, this kind of pressure can impact your job, your family, your relationships with friends, and even your health.

I don’t claim to be an expert in stress-management, but I’d like to share some of the strategies I use to help relieve the pressure when I feel the weight of the world pressing down on me.

1. I write it out. I’m a list person. I need to see just how big the mountain is before I can tackle it. So I try to keep a master list of projects updated at all times. It’s nothing fancy, just a legal pad where I write down each project and the major steps that need to take place in order to get it completed. Writing things down helps me to organize the chaos in my head that leads to stress and worry.

2. I eliminate it. Sometimes the best answer to relieving stress is to remove the root cause, literally. I can’t tell you how many pet projects I’ve had languishing on my list, causing me angst every time I see how much I haven’t worked on them. Each time I’ve made the decision to cross one off as “not worthy of my stress right now” have been liberating. Some things just aren’t worth the price tag.

3. I delegate it. Sometimes it can be hard to let go of certain projects. For my own sanity, though, I’ve learned to hand off various tasks to other equally or more capable people. This involves a degree of trust and the ability to live with results that may not be quite like you’d prefer, but the sense of relief I gain from getting certain things off of my plate is usually worth it.

4. I build some momentum. Now I’m down to those things that are both worth pursuing and require my personal attention. Some of these are big projects with many steps. It can be intimidating to see just how long that list still is. To help me get started on the things that really matter, I cheat a little. I add a few smaller items to my to-do list – things I’ve already accomplished – and then cross them off. This visual sense of accomplishment often helps give me the mental boost I need to tackle a few of the others.

Unlike Giles Corey, you and I have a choice when it comes to stress. When it feels like a ton of rocks are piled on your chest, you can choose to remove a few. Obviously, my tips apply to work-related stress. There are other, more serious, types of pressure out there and many more ways to alleviate or cope.

Got a great stress-reduction technique? Shoot me an email. I’d love to hear it.

Olympic-sized Inspiration

Posted on by Scott

The Olympic games are always a big deal in the Voland household. We each have our favorite sports and we love learning the back stories on each of the athletes. And while we cheer heartily for the American competitors, we have such a multicultural household that it’s easy to appreciate any outcome.

The Olympics may be over, but the competition in London is just heating up. The 2012 Paralympics started this past week and run through Sunday the 9th. I’m always inspired by the stories of sacrifice and dedication that are so prevalent during the Olympics. But for real inspiration, nothing beats the Paralympics.

Sometimes I get to feeling sorry for myself. Things don’t go the way I planned. Someone I trust lets me down. Circumstances beyond my control set me back in ways I never anticipated.

I feel myself feeling inadequate, unprepared, even handicapped.

Then I watch some of these people in action. And I feel ashamed. Here are people who have overcome setbacks I can’t begin to imagine in order to achieve a level of excellence that’s incredible. They could sure kick my butt! How dare I allow any of my lame excuses keep me from reaching my full potential.

If you haven’t had a chance to see some of these amazing athletes in action, you are definitely missing out. Unfortunately, the Paralympic games aren’t being broadcast on TV here in the states, but you can watch events, both recorded and streamed live, on the internet.

For a little preview, and a lot of inspiration, watch this:

Once In A Blue Moon

Posted on by Scott

Tonight’s full moon is a Blue Moon – not because it’s blue, but because it’s the second full moon in a given month. Because blue moons only occur once every 2.7 years or so, they are relatively rare. Even rarer are full moons that actually appear to have a bluish tint. This typically occurs when dust or smoke refracts light in such a way that the blue spectrum is most prominent.

The phrase “once in a blue moon” entered the English lexicon as a way of describing an event which happens rarely. While some events are prized because they are rare, some things need to happen more frequently to be truly valued. Exercising frequently is obviously more beneficial than occasional spurts of exertion. Ongoing home maintenance is less costly than massive repair projects.

And certain leadership actions have greater impact when performed regularly. Here are 10 easy things you can do as a leader that will have a tremendous effect on those around you.

1. Challenge someone with a project outside of their comfort zone.
2. Encourage someone who’s feeling discouraged after a letdown.
3. Coach someone who’s struggling to improve an aspect of their performance.
4. Recognize someone for their recent achievement.
5. Thank someone who’s helped you out of a bind.
6. Tell someone how important their job is to the team and your customers.
7. Apologize for something you messed up.
8. Ask someone about their professional goal and how you can help them achieve it.
9. Share an article, book or other resource related to someone’s area of responsibility.
10. Spend time brainstorming with people about possibilities that don’t exist yet.

Effective leadership involves building relationships. And you can’t build relationships if your interactions with other people are superficial and random. I promise that if you make an effort to engage with people on a deeper level as indicated by these suggestions you’ll find yourself connecting – and leading – in ways you never thought possible.

The next blue moon will take place on July 31, 2015. Where will you have taken your leadership skills by then?

Survivor In the Workplace: 3 Behaviors You Don’t Want on Your Island (and 3 You Do)!

Posted on by Scott

I find it hard to believe, but it’s been 12 years since Mark Burnett introduced American television audiences to Survivor. This is the show where contestants vie to win $1 million by navigating the physical, mental and social challenges associated with spending 39 days stranded on an island with a group of strangers. One by one, players are voted off by their “tribe mates” until the finale, when those who’ve been kicked out of the game have to vote for the winner.

Survivor proved to be incredibly popular, spawning international versions and copycat shows. It launched the era of reality television, an era that just doesn’t want to die. Across the world, schools and church groups regularly adopt the Survivor theme for parties and events.

But there’s one playing field where playing Survivor can be devastating – the workplace. Unfortunately, employees around the world go to work every day feeling as if they are fighting to survive. There may not be a million dollars on the line, but the stakes are just as high. For many, office politics, popularity contests and hidden agendas create an atmosphere that causes good people to feel they have to play the game just to stay in the game.

Here, mirrored in the slogan of Survivor, are three things employees shouldn’t have to do in order to win.

1. OUTWIT
Winning on Survivor often hinges on having the best information. Those in the know – the ones with knowledge and insight that others don’t – tend to go the farthest in the game. Players who are out of the loop are quickly picked off. When a contestant gains a key piece of information, they keep it secret, only sharing it if and when they stand to receive the greatest personal benefit.

Sadly, many players at work seek to get ahead the same way. They hoard information, releasing it bit by bit as it suits their purpose. They may use information against a perceived opponent, trying to raise their own worth by damaging others.

2. OUTPLAY
Survivor contestants have to move fast. In order to win the game, they have to constantly reassess the lay of the land – who’s stirring up trouble and which players might be trying to orchestrate a bold move. Everyone lives on edge, and alliances are shaky. The game can change at any moment and to win, you have to stay on your toes.

Many employees live in a constant state of paranoia as well. Workplace alliances can be just as shaky as those on a Survivor island. Even within the context of teamwork, individuals often jockey for position in an attempt to remain in control of the outcome. Opportunism and betrayal are commonplace in the office environment.


3. OUTLAST
Some Survivor players operate by laying low. They do their best to stay out of the spotlight, doing just enough to get by but not enough to draw too much attention. They don’t take risks, and never voice a controversial opinion. Eventually, a key player makes a mistake and exits the game, allowing the quiet one to seize control.

Competitors in the workplace often utilize this same strategy. They ride along quietly, doing steady but unimpressive work. They seem content to let others take the lead while they ride on coattails. When crisis hits and someone takes a fall, they’re the first ones to say “I knew that would happen.” Amazingly, they know just how to fix things and suddenly, they’re on top.

Things don’t have to be this bad. Survivor is a game that only one person can win. Winning at work doesn’t have to be an individual contest. Teams can win together. This makes success much more likely and enjoyable. But it’s up to the leadership to create an environment in which teamwork is a valued commodity. Here are three survivor strategies for leaders who want to win.

1. INFORM
As opposed to hoarding information, try sharing it. Well informed work teams make better decisions, both collectively and as individuals. Employees who feel included and informed reciprocate by sharing what they know. Knowledge grows synergistically and everyone advances. But those in charge have to model this behavior. Leaders who withhold information will find themselves with employees who feel they must do the same in order to survive.

  • Share data, statistics and other results.
  • Provide clearly defined individual and team goals.
  • Outline steps that clearly lead to success.


2. INCLUDE
Teamwork, by definition, involves inclusion. Leaders have to believe that every member is valuable and expect them to contribute. Employees who seem reluctant to participate and share ownership in team projects need to be drawn in. When each member of the team has a stake its success, they work harder to make that success happen. Collaboration comes easier when fates and rewards are shared.

  • Make sure everyone involved in a project is input regarding its design.
  • Make a point to seek out those who may be reluctant to voice an opinion.
  • Delegate tasks appropriately so that everyone plays a role.


3. INSPIRE
Leaders have to be constant communicators of the shared vision. When people lose sight of the ultimate goal, it’s easy for them to turn inward, focusing on short-term survival. The key to effective teamwork lies in keeping the big picture front and center.

  • Communicate the team’s vision often and passionately.
  • Ask others to share their interpretation of the vision with regard to their specific job duties.
  • Share feedback from customers and other stakeholders that illustrate the importance of achieving the stated vision.

Survivor is a lot of fun to watch. But drama that makes for great television creates a horrible work environment. Keep your tribe strong and successful by actively drawing people in and they won’t vote themselves out.

A Penny for Your Thoughts

Posted on by Scott

I’m a fan of the classic sci-fi TV series The Twilight Zone. Fortunately, there are plenty of occasions to watch these classic tales, as it seems every holiday finds at least one channel airing a marathon. Not too long ago I had the opportunity to watch a few episodes including A Penny for Your Thoughts.

This episode tells the story of Hector Poole, a bank clerk played by the great Dick York. On his way to work one morning, Hector stops to buy a newspaper. As he tosses some change into the newsman’s box, one of the coins lands standing on its edge. Miraculously, this one-in-a-million occurrence also provides Hector with the ability to read people’s minds.

The typically quiet and meek banker suddenly finds himself privy to the secret thoughts of the people around him. Hesitantly at first, but with growing confidence, he begins to use his new-found power to affect the world around him. He alerts his boss to a potential robbery, earns a promotion, and even connects with a pretty coworker who’s been too shy to make the first move.

Haven’t we all wished for the ability to know what other people are thinking? Even though there are potential pitfalls, knowing what’s going on in the minds of those around you, say your customers or employees, could prove to be incredibly beneficial. Knowing how your customers feel about your products or services would allow you to identify ways to make them better. Understanding what motivates your employees would allow you to design better programs and be a more effective leader.

Well, I have good news for you. It is possible to know exactly what’s going on in the minds of your customers and employees right now. All you have to do is … ask.

I’m amazed at how many organizations brag on their customer service, but never take the time to ask the people using their products how they really feel. The leaders of these companies have convinced themselves that they provide great service – possibly on the feedback of one or two close friends who simply feed their egos. All the while, customers are suffering and quietly seeking out other, more caring businesses to interact with.

The same goes for employee engagement programs. Rather than ask employees what they want or need in order to feel valued, management chooses to believe everything is rosy.  A Human Resources executive recently shared with an experience she had with just such a person. She had prepared a report summarizing employee suggestions for improving the workplace. The goal was to enhance the reputation of the organization as an “employer of choice.” As she began her report, the CEO interrupted her and chastised her for wasting time on the project. He said “We already are the ‘employer of choice.’”

Here’s a tip for all of you in leadership positions out there. The further you are from the frontline, the more out of touch with reality you are. As managers, we cannot assume that we know what our customers want or our employees need. Unless we interact with them every day, we can’t possibly know firsthand how they feel. We have to ask.

Setting up a feedback management program isn’t difficult. While there are many facets to a fully developed program, getting started is easier than you think. Most businesses start with surveys. Here are the five basic steps to launching a feedback survey program.

1. Decide what you want to know. People will tell you what’s on their mind. The hardest part is typically figuring out how to ask the question. Start by writing down, as specifically as possible, what you want to know. What problem are you trying to solve? What decision are you trying to make?

Next, determine who can provide the necessary information. Do you need to hear from customers who’ve purchased within the past 3 months or employees who work a particular shift? Identifying the group who can give you the information you need is just as important as which questions you ask.

Now determine what key pieces of information you need to answer your question and design a series of questions that guide your target audience through the process of giving you the information you need.

2. Determine how you will collect the information. A key step to launching a feedback management program is devising a system for gathering the responses. Depending on your audience, you need to decide on the appropriate platform upon which to build your survey.

You can provide your survey via regular mail or email. You may choose to embed your survey within your website or Facebook page. Or you may need to utilize a combination of methods to ensure a satisfactory rate of response.

3. Set up a system for analyzing the data. Once responses start coming in, you need to turn all of the data into meaningful information. Numerical, or quantitative, values must be tabulated in order to provide direction. Text responses, called qualitative data, must be categorized and examined for patterns and trends.

4. Establish a process for integrating what you’ve learned. Collecting data is great, but surveys are no good unless you actually do something with the information they give you. You have to be willing to make changes based on the feedback you receive. Depending on the size of your organization, you may need a team that convenes regularly to discuss the information provided by your survey program and make recommendations to senior management.

5. Commit to closing the loop. Customers and employees are more than happy to tell you what they think. But in exchange, they expect to see some type of reward for their effort. I’m not talking about a gift in exchange for participating in your survey. I’m talking about closing the loop. Survey respondents want to know that they’ve been heard and that their opinion is valued.

If you make an enhancement to your product, let your customers know that it was because of their feedback. If something changes internally because of insights gained from employee surveys, send out an email letting them know how valuable their opinions are. You’ll find that closing the loop in this way will build trust and result in even more usable feedback from your target group.

Surveys are a great way to gather valuable information. There’s no better way to get inside the head of your customers or employees. And you don’t need a magic coin or a trip through the Twilight Zone to get started.

Smooth Sailing or Time to Batten Down the Hatches?

Posted on by Scott

“Anyone can hold the helm when the sea is calm.” – Publilius Syrus

Every summer, I dedicate some of my vacation time to helping out our local Boy Scout troop with their Summer Camp. While I’ve taught a number of classes over the years, my favorite is always Advanced Sailing. It’s not a merit badge class, and participating in it doesn’t help the scouts advance in rank. However, the troop has a fairly nice sailboat. It’s a 22’ Windstar christened the “Red Rooster” (complete with Jolly Roger), and those who take the class really enjoy it.

Working with these young men is both an honor and a challenge. Learning to sail involves a variety of things. There are the technical aspects of maneuvering a boat, learning to work as a team and cool sailing jargon like “jib sheet” and “coming about.” One of the hardest lessons we tackle, though, involves managing fear.

And it usually happens on day three.

Day one involves rigging the boat and learning the rules of safe boating. I typically maintain control of the rudder so we don’t run into something – like another boat. The scouts take turns manning the jib sheets and trimming the mainsail as I steer and coach them through the various steps required to keep us moving (sailing is only fun if you’re actually moving across the water).

On day two, I turn the rudder over to one of the scouts and assume a position as part of the crew. It’s now their job to decide where we’re going and how we’ll get there. There’s no faster way to learn sailing than by doing it, so I let them make mistakes and figure their way out of it. By the end of the sail, things are starting to click.

By day three the critical learning has taken place. Knowledge of basic sailing mechanics has sunk in and the boys want to see just how fast they can get the boat moving. So the “captain” sets a good course and instructs the crew to trim the sails to maximize the available wind. The sails fill with air, the centerboard starts to hum and … the boat starts to heel.

Heeling occurs when the boat begins to lean over in the water. Unless you’re sailing with it directly behind you, the wind is trying to push you to the side. As you position your sails to maximize the wind’s power in order to move forward, you’re also increasing it’s ability to push you over.

Heeling is an uneasy sensation for new sailors and learning to manage the fear of falling over is part of learning to sail fast. Naturally, some are more comfortable with fear and like to see just how close to the edge they can get. Others would rather float aimlessly and lounge on the deck. If the man on the rudder is one of the latter, he panics and lets go. The boat turns back into the wind, loses all momentum and comes to a stop. Things are stable, but we’re not going anywhere.

Fear is a powerful force. It can cause seemingly smart people to do stupid things. They’ll lie about company results out of fear of looking incompetent. They’ll refuse to add a little more on the expense side of the general ledger for fear that it won’t pay off. They’ll hoard information and hamstring their employees for fear of losing personal value.

Fear is a huge issue for many in leadership positions right now – fear of failure, fear of losing control, fear of looking foolish or out of touch. Real leaders understand that sometimes you have to take a stand – you have to face your fear in order to be successful. Not to overcome it, but to use it to your advantage.

By the end of summer camp, the crew of the Red Rooster has learned how to tie a bowline knot. They’ve learned the difference between “port” and “starboard.” And, judging by the speeds at which our boat is moving forward, they’ve learned how to work with fear rather than run from it. They’ve come to rely on their training and the collective wisdom of the crew to keep them upright and moving in the right direction.

So, question time. How are things on your ship? Are you heeled over a little, but flying towards your destination? Or are you floating listlessly, hoping the tide will gently rock you to the shore?

It’s your call, Captain.

The Yin & Yang of Sales & Service

Posted on by Scott

Wells Fargo made headlines this week after bank analyst Dick Bove went on record regarding a series of frustrating experiences. After wrangling with the bank for months, Bove finally concluded that they are only interested in “seeking new customers and selling them more products and not getting bogged down by offering service.”

A Wells Fargo spokesperson downplayed the issue by citing an ambiguous customer satisfaction number. But having worked in the banking business for several years, I’ve heard many reports from former Wells Fargo employees about the heavy-handed sales management tactics that force employees to shortcut service for the sake of meeting their sales quota. This story illustrates the often contentious relationship between sales and service. Many believe that the ideas work in opposition – that selling and providing good service can’t be achieved simultaneously.

As a sales manager, I believe strongly in having clearly defined goals. But service does not have to be sacrificed in order to achieve sales targets. Here are three tips to make the marriage between sales and service work.

1. Focus on service. Nobody likes being sold to, and selling is an aspect of business that is hard for many employees to get comfortable with. So when the focus of an interaction is on selling something, nobody walks away feeling good about it. But service is different. Customers want help. They want someone who’s on their side – working to help solve their problem.

And most employees naturally want to be of service. Helping people feels good. It just so happens that helping a customer often includes educating them about a product or service that they don’t have. When viewed as part of customer service, selling becomes easy.

2. Set sales goals with the customer in mind. When you set sales quotas for specific products, it pressures employees to sell customers things they don’t need. For example, setting a goal of 10 credit card applications a day for a banker can cause them to feel as if they have to shove an application in front of every customer they meet, even if a credit card is not right for them. This is not customer-focused selling.

Rather, set goals that give the employee leeway in what products are offered to each customer. Train them to engage the customer in a conversation about their needs and drams in order to uncover products that help move them closer to their own financial goals. Focus on helping the customer reach their goals and you’ll reach yours.

3. Remember when not to sell. Selling is important, but not at the risk of offending, and potentially driving away, your customer. There are times when selling is not appropriate. For example:

  • Your company has made a mistake that has caused the customer inconvenience.
  • The customer is distracted, agitated or in a hurry.
  • The customer has waited an abnormally long period of time for service.
  • Any situation in which you would not appreciate a sales pitch.

Selling is an important part of the growth process for an organization. But so is service. Try viewing the concepts of sales and service as complementary, rather than opposing parts of the customer experience and you’ll achieve sales and service harmony.

Pistols at Twenty Paces: When Leaders Collide

Posted on by Scott

On this day, back in 1804, Aaron Burr shot Alexander Hamilton during a duel to settle their long-standing feud. The two had been political enemies since 1791 when Burr won a U.S. Senate race, defeating Hamilton’s father-in-law Philip Schuyler. While their disagreement stemmed from differing opinions on issues of policy, it festered and eventually grew into a public exchange of personal attacks.

After a newspaper published a letter including disparaging remarks from Hamilton, Burr felt he had had enough. He challenged Hamilton to an “affair of honor.” At 7 am the two, along with witnesses, met at a common dueling ground in New Jersey. Following a last minute exchange, the two fired. Hamilton missed. Burr did not. Hamilton died the next day.

Public disagreements between leaders are common, especially in politics. We’ve become used to televised muckraking and character assassinations. But when personality clashes invade the office, they can quickly spin out of control – resulting in hugely detrimental effects on the entire organization. Here are three ways a clash between leaders can wreak throughout the workplace.

Drama displaces productivity.
Hamilton had issues with Burr’s political views. But instead of debating the issues, he publicly campaigned against Burr by citing what he viewed as character flaws. Burr was compelled to retaliate in defense of his honor. As the years wore on, the clash in personalities took center stage, pushing reasonable discourse out of the spotlight.

It’s easy to let a disagreement regarding work turn personal. The problem is that once things cross that line, work starts to slows down (or even comes to a halt) when the two people at odds are involved. It’s even worse when the two protagonists are leaders in the organization. If they make unrealistic demands because their idea didn’t win or start dragging their feet on projects that involve a political rival, the organization can lose momentum and even money. Seemingly petty issues can easily turn into battleground stances that affect the ability to move forward.

Bystanders get impacted.
Because of their positions in the country’s political system, the dispute between Hamilton and Burr created havoc for a large number of people around them. Fellow politicians were forced to take sides. Families, friends and aides were drawn into the debacle, delivering messages between the two parties and their representatives. Citizens following the political scene were treated to a regular diet of dirt as the personality clash played out in the press.

Office clashes are no different. When two leaders find themselves at odds, everyone pays the price. Suddenly every project team involving the two has to navigate the murky waters of their dispute. Coworkers with no stake in the game are forced to deal with an uncomfortable situation. Sadly, even customers often feel the impact.

Both sides lose.
As a result of his feud with Aaron Burr, Alexander Hamilton took a shot to the stomach and lost his life. Burr didn’t die, but his reputation was shot. Instead of leaving a legacy as one of our country’s great leaders, Burr was labeled a murderer and his political career was cut short.

Regardless of the outcome, there are no “winners” when it comes to workplace feuds based on conflicts of personality between leaders. Jobs can be lost; reputations ruined. At the very least, two people with the ability to produce great results by working together cause division and frustration.

Everyone loves a good bit of gossip and a little water cooler chatter makes for good social dynamics in the office. However, when a clash between two power players goes public, it’s rarely a good thing. Everyone pays the price when leaders face off.