"He Hate Me": Turning Their Bad Attitude Into Your Great Results
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Word count: 1400
Summary: "He Hate Me" is one of the most famous nicknames in
American football. But it's real importance isn't to football
but leadership. Understanding the leadership lesson of He Hate
Me will notably increase your leadership effectiveness.
"He Hate Me": Turning Their Bad Attitude Into Your Great Results
By Brent Filson
"He Hate Me" was the nickname of Rod Smart, a leading rusher in
2002 for the Las Vegas Outlaws of the now defunct XFL pro
football league. Looking for an edge, the XFL allowed players to
put nicknames on their uniforms. "I was always saying, 'he hate
me,' all through camp in Vegas," Smart said. "If I didn't get
the ball, I'd talk to the other running backs and say, 'he hate
me, man; this coach hate me.' I was always saying that." Smart
put He Hate Me on the back of his number 32 jersey, and now the
name lives in lore even though XFL has been out of business for
years.
When I first saw Rod Smart play and his "He Hate Me" jersey, I
thought, "Forget about football. That's a leadership lesson!"
That's because "He Hate Me" and leadership often go hand-in-hand.
Clearly, leadership is not about winning a popularity contest,
it's about getting results -- not just average results but more
results faster continually. To lead people to get the latter,you
often must challenge them to do not want they want to do but
what they don't want to do.
That's where "He Hate Me" comes in. When you move people from
being comfortable getting average results to being uncomfortable
doing what's needed to get great results, strong feelings,
hatred and anger, are often triggered. Having people resent you,
even hate you, comes with the territory of being a leader. In
fact, if you are not getting a portion of the people you lead
angry with you, you may not be challenging them enough.
This does not mean you let their anger fester. You absolutely
must deal with it. After all, you can't motivate angry,
resentful, "He Hate Me" people to be your cause leaders.
Here is my four-step process to help you deal with angry people
you lead. (1) RECOGNIZE. (2) IDENTIFY. (3) VALIDATE.
(4)TRANSLATE.
RECOGNIZE: Recognize that if you don't face up to the anger of
the people you lead, that anger will eventually wind up stabbing
you in the back.
Many leaders could care less about people's anger. They say in
effect: "People should do what I tell them to do. Period. Their
feelings are irrelevant." If 'my-way-or-the-highway' is your way
of leading, don't engage in this process. I submit, however,
that such leadership is far less effective than the leadership
that motivates people to be your ardent cause leaders.
Making motivation happen involves first understanding if people
are angry with you or not. Often, people won't tell you they are
angry. They'll try hide it from you either out of embarrassment,
trepidation, or wanting a sense of control.
Here are ways you can recognize that people are angry with you.
The first is that you can see it on their faces or their body
language. The second is that you can tell it in a drop off in
their performance. The third is that you hear from other people
they are angry. The fourth is they actually tell you they are
angry.
IDENTIFY: Identify the causes of their anger. This may not be as
simple or as easy as you think. They may be angry, but they may
not want to talk about why they are angry or even admit to you
that they are. Don't back them in a corner. Don't make
judgments. Don't get angry yourself. Get interested. Don't say,
for instance, "You're angry ... " Instead, ask open-ended
questions like, "Are you angry with me?" -- a question that
seems on the surface only slightly different but that will make
a big difference in the consequences of your interactions with
them. Once you and they have identified that they are angry,
come to an agreement as to the actual reasons why. Drill through
superficial reasons to the bedrock of why. They may say they are
angry because you are giving them more work to do. But digging
further, you may find out that they believe the supposed extra
work will set them up for failure, and they might lose their
jobs. So, they are really angry not simply for work-load reasons
but for job security reasons.
VALIDATE: Validate their anger. Their anger is real and
important to them. It's who they perceive themselves to be (at
the moment they feel angry) in their relationship with you. Many
people embrace their anger. They may see it as the one thing
that they can control in an environment in which they feel out
of control. If you try to ignore that anger or belittle it, they
will feel you are belittling them. Tell them that you know they
are angry and that you want to find out why. Avoid saying things
like, "I know you're angry ... but ... " That "but" can harden
them against you. Saying, "Help me understand why you feel angry
about what I'm doing." can get you farther than the "but." This
is not to condone their anger nor approve of it but simply to
come to an agreement with them that it exists and that you
intend to do something about it in a way that will be mutually
beneficial.
TRANSLATE: Their anger is your opportunity, an opportunity to
translate their anger into your results. Because, as you'll see,
their anger can be great raw material for results.
People get angry for many reasons. * Their time is being wasted.
* Their individual worth is not respected. * They feel
threatened. * Their efforts are not appreciated. 5. They are not
given voice or choice in their work. * Their values are not
recognized or given credence. * Their leaders cannot do their
jobs well. * Their leaders focus on their own needs. * Their
leaders don't understand and acknowledge their needs. * Their
leaders don't provide clear direction. * They are being
overworked. 11. They are being set up to fail.
Here is a process for translating their anger into your results.
I call it the problem/solution/action process. The key to this
process is that people's anger usually stems from an unresolved
problem. A. With their help, identify the problem. B. Come to an
agreement with them as to the causes of that problem. C. Help
them find a solution. D. Challenge them to take action to solve
the problem. E. Link that action to increases in results.
You can apply this process to any of the aforementioned reasons
people get angry. As an example, let's apply it to the first
reason. Often, a key challenge in getting others to take new
action is their complaining you are wasting their time.
A. Draw up two lists, one composed of the aspects of their job
they believe waste their time, and the other of the aspects they
feel are crucial.
B. Come to an agreement with them on which aspects are truly a
waste of their time and which aren't. Without such agreement,
they may remain angry with you. For instance, they may feel that
their having to complete a particular report or aspects of that
report wastes their time. If you think that such reports are
absolutely essential, you cannot continue this process unless
you convince them that the reports are essential or that you
will change them to make them essential. C. Once you come to
that agreement, work on each aspect in the "waste of time" list
by applying this analytical tool: Decide if you want to leave it
alone, change it, or eliminate it. There is no fourth choice!
D. If you have chosen to change it, have them suggest actions
they will take to do so. Note the sequence here. Your first step
in changing an aspect is to elicit from them what needs to be
changed and the actions required to affect the change. If need
be, you can always veto their choice. But if you first let them
make that choice, you may find that they have delineated actions
that tap a new vein of results. At the very least, they will be
committed to those actions, since they go right to the heart of
solving the problem of their anger.
E. Link those actions to increases in results. For instance, now
that they have reduced, eliminated or changed a particular
aspect of their job that was a problem for them, how will that
translate into money saved/earned?
Be advised: You may be confronted by "professionally angry"
people who will be angry and stay angry no matter what you do.
Just being you or just being a leader or just being you as a
leader gets them angry, and nothing you can do or say seems to
change that. But keep working the four-step process. It's your
best way of remedying even the "professionals" anger.
2005