WHEN THE BOSS BULLIES THE TEAM: METH, I'M ON IT...

By now, most of you have seen the anti-drug campaign coming out of South Dakota with ads that show regular people with one of two tag lines:

"Meth, I'm On It"

"Meth, We're On It"

There's a lot of layers to the visual campaign, including:

1--South Dakota, like many states, has a huge Meth problem. Meth+we're+on+it

2--The ads show regular people. The assumption is that by being on "it", the people show are either using Meth and you don't know it, or the people shown are mobilizing to fight the epidemic.  A double entendre, perhaps.

3--When the campaign launched, there was laughter. Ridicule, even.

Here's some analysis from the Huffington Post. Take a look and I'll give you my take after the jump:

South Dakota’s governor on Monday unveiled what she considered a powerful new anti-drug campaign to combat the use of methamphetamine in the state. Now, TV spots, billboards, posters and a website featuring South Dakotans saying “Meth. We’re on it” is going viral ― for better or for worse.

Republican Gov. Kristi Noem launched the campaign to raise awareness about the meth epidemic in South Dakota. The state spent $450,000 for a Minnesota ad agency to come up with the slogan and campaign, reported the Argus Leader. Noem also requested more than $1 million in funding to support treatment services.

But the new slogan is being ridiculed by many and attacked on Twitter in viral hashtags.

Bill Pearce, assistant dean at the Haas School of Business at the University of California, Berkeley, criticized the campaign. “I’m sure South Dakota residents don’t like being laughed at. That’s what’s happening right now,” he told The Washington Post. 

Noem defended the new slogan, saying all the uproar suggested the campaign was working. “Hey Twitter, the whole point of this ad campaign is to raise awareness. So I think that’s working,” she tweeted.

When I've brought this up to my friends and laughed about it, they've brought up a good point- if people are talking about it, isn't that the goal? Hasn't South Dakota already won with the coverage?

To that, I say, NO.  Somewhere in South Dakota, here's how the decision making process went:

1--The ad firm pitched the boss the idea for "Meth, We're On it".

2--The boss adopted the idea as her own and sponsored it HEAVILY.  The message was clear, "Meth, WERE ON IT, right? I love this idea", said the boss.

3--The underlings couldn't bring themselves to tell the boss what they really thought. As time passed, the stakes were higher. Costs were sunk.

4--The campaign launched and what everyone around the Boss thought happened. The state took a huge "L" and the mockings dramatically outweighed the benefit.

My friends, this is what happens when a leader has a reputation for having to have all the best ideas and operates as a non-collaborator.  When direct reports can't win debates and arguments - even when they are right - really bad decisions get though and big failure happens.

Was the campaign worth the attention? Ask the 2,000 families in the state that got a mock Christmas card of their family created by relatives outside the state. Their family is pictured, with the now famous font "Meth, We're On It" superimposed and distributed to 100 other people in the family outside the state of South Dakota.

Good times. But that leader got what She wanted - and for good effect, immediately requested 1M in funding for the epidemic, which is like you and me requesting $1 for help with our annual cost of health insurance.

Always ask and listen to your team. Give them a chance to help save you.


Saying "No" Helps Train the Recipient What "Yes" Looks Like...

If there's a big problem in corporate America, it's that we say "Yes" too much at times.

Yes to that request..

Yes, I can help you..

Yes, I'd be happy to be part of your project team...

Yes, your response to my request is fine...

There's a whole lot of yes going around.  The problem?  Only about 1/2 of the "yes" responses are followed up with action that is representative of all of us living up to the commitment we made.

That's why you need to say "no" more.

Of course, simply saying no with nothing behind the no positions you as jerk.  So the "no" has to have qualifiers behind it:

Say "no" more to peers asking you for things, but then qualify it with how the request could be modified to move you to say "yes".

Say "no" more to your boss, and qualify your response to her by asking for help de-prioritizing things on your plate - which might allow you to say "yes" to the new request.

We say "yes" in the workplace when we want to say "no". We do it because we don't like to say no, and because we are horrible at negotiation.

Say "no" and tell people how the request could be modified to get to "yes".

Or just say "no" and walk away.  Either way, you've helped the organization's overall performance by providing more clarity. 


The 4 Rules of Office/Company Romance If You're a Manager of People (McDonalds CEO Version)...

Quick story from the Capitalist.

It's early in my career, and there I am one night - trying to outwork what I don't know as a young professional. I'm in the office about 930pm (no one else there, humblebrag), doing work for a VP level partner who had taken me under his wing. I'm heading back from the restroom, where I have to go the edge of the elevator corridor to hit the main doors of our office and there it was.

The president of our division (mid 50's) getting into the elevator with a mid-20's administrative assistant from a department managed by one of his Romance direct reports. Meh. Like a pro, I kept moving and acted like I saw nothing. It never came up. 

Of course, it doesn't mean they were heading to a Holiday Inn Express or had just treated his office as the same. But c'mon, he was kind of a sleeze towards women and they didn't really have any reason to be connected for work.

In case you missed it, McDonald's has fired CEO Steve Easterbrook over his relationship with another employee, according to a press release from the company over the weekend. McDonald’s shares sank 2.3% in premarket at 10 a.m. in London, or 5 a.m. ET, which could wipe about $3.4 billion off the company’s value.

McDonald's had been in a period of success under the leadership of Easterbrook.  Now, it's thrown into a period of turmoil and 3.4B is gone.  Crazy.

Seems like a good time to set up some rules for office romance. Note that these rules don't apply to everyone - if you're a rank and file employee, you do you.  No, these rules of office romance are for managers of people only - let's face it - you're different, the stakes are higher and there are special rules for you.

Here's your 4 Rules of Office/Company Romance If You're a Manager of People:

1--Never date someone who reports to you. This seems obvious, and they'll be some who email stories of lifelong romances that started this way. I hear you. I'm glad you found love in all the wrong places. For everyone else, especially in the time of #metoo, it's a bet - your job/career vs your rationalization that your "in-team" romance is going to lead to Mr./Mrs. Right.

2--Don't date someone in the company (on someone's else's team) if you're a manager of people inside a company with less than 250 employees.  That number is a bit random, but it feels right. The standard line will be don't have a relationship with someone on your team, but people on other teams might be OK.  Key word is "might".  The bigger the company, the more conflicts with people on other teams won't be a problem.  Get below 250 people in your company (and certainly in companies with 100 or less employees), and you might as well be dating someone on your team.

3--The bigger your job, the less latitude you have to date people in your company. It's called leadership, and your decision to reach down 2-3 levels in your division to find love and companionship looks weak and sleazy. We thought you were the one to lead this (business unit, division, location, company), now we've got people talking about how much time Jan is speaking time in your office. Unfair? Maybe. That's burden is what the money is for.

4--Report any relationship to HR and consider getting acknowledgements and waivers signed. So here we are - you're in a relationship in the company, and you've had the wisdom to drop by HR and let them know. Without knowing what policies you have on this, I can tell you you've done the right thing.  As a manager of people, you need to transfer the ticking time bomb of office romance to the HR team. What will they do?  Probably nothing - but disclosing the relationship means you were above-board and sought counsel on the right way to proceed. 

5--(Bonus) - Don't be sleazy or give people the creepers as you consider office romances.  Or just don't even consider it as a leader/manager of people, maybe?

Welcome to the show, kid. You're a manager of people, and when it comes to office romance, managers of people get treated differently. You have more power than you think you do, and with that in mind, there are rules.

It's not show friends, it's show business.


Budget Season: Do You Have Any Ideal on Labor Costs By Project/Service?

It's budget season for a lot of us, and in addition to revenue projections, one American pastime is alive and well in the budget process, even in 2020.

Sandbagging!

You know it's true. If you're a leader in the field, you're attempting to load up the expense side of your budget as much as possible, often times because you may have no control F35of the revenue targets that are handed to you.  You NEED that expense side to be as high as possible so you can slash it as needed in an effort to meet your EBITDA or Net Income number, even if you miss the crazy revenue target.

Games people play. Right or wrong, you just can't stop them.

If expense loading is a game in budget season, guess what the favorite parlor game of all is during this time?

Sandbagging the headcount budget!

In most businesses, headcount is the biggest fixed (or is it unfixed) cost. The bigger the headcount budget, the bigger the pile of sand that can be used to make earnings if you miss revenue.

Which begs the following question:

Do You Have Any Ideal on Labor Costs By Project/Service at your Company?

While most of would say yes, that's a yes that we "kind of know" but can't give you "actual math".

I'm reminded of this fact by a conversation I had over the weekend. My son's a freshman in college and a Aerospace Engineering student. He started going down a rabbit hole of what it took to build an American Combat Aircraft.  As you might expect, numbers release are limited, but then he found this gem of an article on the production of America's latest generation fighter jet, the F-35:

The U.S. Government Accountability Office, better known as the GAO, has released a new report on the status of the F-35 program overall. One of the most interesting tidbits in the report was metrics on how many man hours of labor it takes to manufacture each type of F-35 and how those numbers have changed over time.

The chart below shows exactly how many labor hours are poured into constructing each F-35 variant on average. With the A model unsurprisingly being the lowest at 41,541 hours in 2017, the more complex B model taking 57,152 hours, and the carrier-capable C model coming in at 60,121 hours. 

Then, they shared this chart, which shows how production labor costs have dropped over time with the F-35:

F35

Using the standard 2,000 hours in a work year, that shows the highest value version of the F-35(c) actually takes 30 man years - just to deliver the airframe.  And it used to 50+ years!  Using either number, you can safely say it takes the equivalent of a worker's entire career/prime of career to deliver a F-35c.  Crazy.

With those numbers in mind, you don't have labor and headcount problems, you have labor and headcount concerns.

The bigger point here for the budget season?  It's the fact that the smart finance pro in front of you - the one who is going to make the final decision on whether to cut the fat out of your headcount budget - is not only evaluating the sand in your numbers, he or she is asking for the numbers behind the numbers. The smart Finance pro asks questions about your assumptions and wants to know that you're a good steward of the headcount received.

All things being equal, they'll cut someone else's headcount numbers instead of yours - IF you can articulate how responsible you've been with the resources provided and how you're doing more with the same headcount.

Showing improvement in production costs over time like the F-35 program (you can do this even if you're delivering service rather than product) is good backup to have during budget season.

Good luck with the final budget meetings with Finance. May your sand continue to flow.

 


Here's What Job Security/Being Untouchable/Arrogance as a Leader Looks Like...

If you've lucky, you've felt it at some point in your career. The swagger and incredible self-confidence that allows you to throw caution to the wind, confident you have the ability to provide for yourself and your family. 

"If you don't like they way I do it, find someone else to do the job."

To be sure, we've all thought that. But how many of us have actually said it? That's rare air for any working professional, and it usually means one of four things:

1--You're incredibly confident in your ability to find another job. In fact, you may already be on the market and have turned down a few offers Dantonio recently.

2--You at the tail end of your career and you've stored up enough acorns for a long winter (i.e., retirement).  You're daring someone to take you out.

3--You're an incredible ****, full of arrogance, disagreeable with all and really a negative force within your organization.

4--You're tired. You have to work, but you're at the end of your rope. You won't quit, so you're daring someone to make you go find another job.

I'm reminded of some leaders feeling untouchable by this report from last weekend's college football slate. Michigan State was at Wisconsin and just got drilled.  Here's how the post-game presser with Mike Dantonio went via ESPN:

"The Michigan State head coach drew even more attention to his inept offense in the aftermath of a 38-0 loss at Wisconsin, if that was even possible.

In his postgame news conference, Dantonio was asked if his offseason staff changes — he shuffled his offensive staffers’ responsibilities but did not fire any existing coaches or bring in anyone new — might have been a mistake.

“I think that’s sort of a dumb-a** question,” Dantonio replied."

That's taking "it you don't like it, find someone else" to a whole new level.

Let's put in context what 38-0 feels like in the corporate world.

--38-0 is being the incumbent provider in a renewal process and not making it to the final four and presenting live.

--38-0 is opening up a new call center and not taking a single call your first day - but you're not sure where the calls went instead - nobody got the calls.

--38-0 is agreeing to ship the new software release and when your CEO hits the site to test it, it crashes his Microsoft Surface.

Now imagine you're the manager in the call center scenario. Someone from corporate fixed the problem routing calls that your team couldn't fix. You go a meeting on the second day to revisit what happened.  Someone from corporate asks you, "Do you think you have the right people on your team moving forward?"

You don't miss a beat.  “I think that’s sort of a dumb-a** question,” you reply.

That's next level Job Security/Feeling Untouchable/Arrogance as a Leader.

"Next Question"

May you reach the level of success in your career when you can play offense and be belligerent rather than answer questions/concerns after failure.


Amp Up Your Employment Brand Like Domino's...Or Maybe Not...

When it comes to attracting candidates to your employment brand, purpose matters.

Candidates are increasingly seeking a sense of purpose in their work, so it makes sense to embed purpose in your values through connection to Corporate Social Responsibility (CSR) themes.  Companies like Unilever have gone all in on this approach and even mandated executives assign a purpose to every product in the company's portfolio. An examination of how Uber's company values changed after a period of turmoil show a transition from focusing on winning to working with others, serving community and valuing differences. Intent of your messaging matters.

BUT.... and there is a but....It's dangerous to reach when it comes to the purpose you assign to your business. If you're simply a nice business/company with a good product, don't suggest that you're trying to save the world.

I was reminded of this danger when Domino's used footage of employees as they marketed their Delivery Insurance/guarantee, which says that if your order isn't right, they'll make it right quickly and free of charge.

That's good business, but not a 8.3 on the Richter Scale of CSR and corporate purpose. Watch the following video (email subscribers click through if you don't see the player below) and we'll break it down afterwords:

Amp up your employment brand like Domino's... or maybe not.

“we're going to be expediting this order, people”

If I close my eyes on that audio, it feels like I'm in an emergency room and someone's life is at risk.

Then I remember, "no, Jenny just called to complain and she didn't get the cheesed stuffed crust".

Flash forward from the pizza oven room to drivers running up steps to help get Jenny's calorie count up. What really happens when that complaint comes in? I'd imagine it involves talking about who screwed it up. But someone's Netflix night is in peril, so let's expedite the order and send the fastest sprinter in the room, but let's make sure we obey all relevant traffic laws.

Somebody's going to blow out an ACL if we're not careful.

You get the vibe. Mission and purpose for your company is important. But don't chase world-defining purpose when showing your employees if it doesn't exist. But showing pride and the love of the craft for the people who make the product?  That never goes out of style.

Don't chase world defining purpose with your employment brand if it doesn't exist.  Just be you.


Emerging Skill for Leaders: Making All Feel Welcome & On Equal Ground...

I read this post recently by William Wiggins at Fistful of Talent on Transgenderism. It's a simple, insightful piece on being aware. 

Prior to reading William's post, I finished Super Pumped: The Battle for Uber by Mike Isaac. It's the story of how Uber rose from humble beginnings to become a Unicorn, then stumble from the top as it's bro-tastic culture caused it to be tone-deaf to the world around it via PR fiasco after PR fiasco.

Both are highly recommended reading. One is 500 words and one is 80,000 words.

There's a lesson in reading progressive takes on emerging workplace issues, many of which have involved orientation/gender, then combining them with cautionary tales.  

The lesson? Being a leader in modern times is tricky. Consider the following realities:

  1. You're a leader.
  2. You're full of personal thoughts, a specific background and some form of bias.
  3. When change comes and you're asked to consider the rights of yet another special class of people, it's easy to react as if it's a burden or worse.
  4. You can say it's all gone too far. Many will agree with you.
  5. But - You'll ultimately acknowledge the rights of the class of people in front of you - or you won't be allowed to lead anymore.

History shows this cycle to be true.

What if you weren't late the game? What if you decided that rather than be late to the game, you made it a priority to make all feel welcome and on equal ground in your company or on your team as a leader?

What if?

I'll tell you what if, my friend.  If that was your approach, you'd find the people in question - the special class of people currently causing others discomfort (the groups change over time) - incredibly willing to work for you and just as importantly, freed to do their best work.  You'd be maximizing your ability to get great work from the resources you have.

When you're early on inclusion, a funny thing happens. Performance and the ability for someone to do their best work goes up.

None of us are perfect when it comes to the change cycle outlined in #1 through #5 above.  But I feel like we're moving quicker through the cycle to acceptance, and that' a good thing.

Performance goes up as bullshit goes down.  Just be crystal clear on what's bullshit in this cycle (Hint, it's the ones slow to acknowledge those with differences).

 

 

 


5 Questions With Sharlyn Lauby - Author of "Manager Onboarding: 5 Steps for Setting New Leaders Up for Success"....

Sharlyn Lauby is an author, writer, speaker and consultant. And a friend of mine!

She is president of ITM Group Inc., a consulting firm which focuses on developing training solutions that engage and retain talent in the workplace. SharlynThe company has been named one of the Top Small Businesses in South Florida.

She's also an incredible, trusted, practical voice on all things related to talent.  That's why I wanted to feature this book today.

She is well-known for her work on HR Bartender, a friendly place to talk about workplace issues. The site has been recognized as one of the “Top 5 Blogs HR Pros Love to Read” by the Society for Human Resource Management (SHRM). Sharlyn is the author of “Manager Onboarding: 5 Steps for Setting New Leaders Up for Success” and “The Recruiter’s Handbook: How to Source, Select, and Engage the Best Talent” (both available in the SHRM Store).

Sharlyn previously served as a member of SHRM’s Membership Advisory Committee (MAC) and Ethics and Corporate Social Responsibility special expertise panel. Her personal goal in life is to find the best cheeseburger on the planet.

I loved the Manager Onboarding book and wanted to learn more.  Below is my 5 Questions Feature with Sharlyn on Manager Onboarding: 5 Steps for Setting New Leaders Up for Success:

1--Sharlyn, employee onboarding has been a hot topic for a while, but you zigged while others zagged and wrote an entire book on MANAGER onboarding (which I love).  What drove you to write an entire book on the need to properly onboard managers of people?

When it comes to new hire onboarding, there’s no training program that I’m aware of that says, “This is how you effectively onboard employees.” We learn how to onboard from our own onboarding experiences. So, if we onboard managers badly, guess what?! They will onboard employees badly. And there’s a statistic from Korn-Ferry that says 98% of CEOs think the key to employee retention is good onboarding.

The other piece that’s frustrating for new managers (and I’m sure you’ve heard this too) is when managers receive no guidance or instruction on something, then they make a mistake, and then they’re scolded by “Here’s how you do it…” Why not avoid the mistake and just tell managers what they need to know so they do it right the first time?

2--When it comes to manager onboarding, what’s the focus point or activity we neglect that has the biggest return on investment of time or money?

I believe it’s telling managers what their goal is. And I’m not talking about the common functions of management: planning, staffing, organizing, directing, and controlling. A manager’s true goal is to find and train their replacement.

Managers can’t work on the CEO’s super-secret pet project, take a vacation, or participate in training if every time they leave their office, their department falls apart. Managers need to learn how to develop talent and delegate. And they need to realize that doing this will not make them dispensable. It will make them more valuable.

3--What are some tips you have from your deep experience in helping organizations perform at a higher level related to introducing a new manager to an incumbent team?  How can we create a form of trust/transparency/authenticity with the team earlier with a new manager through onboarding?

I believe it starts with the hiring process. Does the incumbent team know what’s going on? Are they a part of the recruiting process? I’m a big fan of collaborative hiring. It allows key stakeholders – like the incumbent team – to get involved and be invested in the new manager’s success.

Then when it comes to onboarding, there’s an opportunity for the new manager and incumbent team to start building camaraderie. I recently read about a concept called a “personal guide”. It’s what you would think it is – a personal guide of how someone likes to work. Years ago, I had a boss who every time he took a profile or assessment, he would copy the results and distribute them to his direct reports. At first, I thought it was weird. Then I came to realize that he was teaching me how he liked to work. And how he wanted me to work with him. I could see that type of activity being a great way for new managers to build relationships and create a sense of team.

4--What’s 3 things that new managers do (without the help of your onboarding blueprint) that undermine their ability to be effective?

Here are three but let me say that I don’t know that all of these are the new manager’s fault. Organizations need to take some responsibility for setting the right expectations with new managers.

    1. They focus on the technical aspects of the job and not relationship building. The biggest mistake organizations make is hiring/promoting the most technically competent person and not giving them the people skills to do the job. Many managers think they’re being given the job for the technical expertise and forget they need people to get the work done.
    2. They forget to manage up. I learned a long time ago that I needed to build a relationship with my boss. And if I wanted them to support me that we needed to agree on A) when I could do something and never tell them B) when I could do something and drop them an email later and C) when I need to go to their office and have an immediate conversation. It builds trust.
    3. And they forget to develop their team. We’ve already touched on this but if managers want to move up in the company, they need to start thinking about developing their team. Otherwise, when they get a promotion, there will be no one to take their job. That leads to a new manager doing their “old job” and their “new job” until a replacement is found. No one wins when that happens.

5--Think about TV or the movies – and give us 2-3 Managers featured in Hollywood that are so good at managing others that you’re wondering if they’ve gone through proper onboarding for managers.

Wow! This is a toughie. Especially since there are so many ineffective managers on TV or in the movies who are simply portrayed that way to make us laugh – like Michael Scott in The Office or Director Ton in Aggretsuko.

I would point to a couple of managers like Morgan Grimes in Chuck who start out as a total goof but as he grows professionally, he really begins to deliver for his team. And he’s willing to admit and apologize when he makes a mistake. Another one is the Commissioner in Death in Paradise. He’s not actively directing all of the police investigations, but he’s there when the team needs him and seems to say just enough to help the team keep moving in the right direction.

Sharlyn Lauby is awesome.  You can order this book here - she's real people and a voice you should be following - Subscribe to her blog and follow her via the social accounts below:

Blog: http://www.hrbartender.com/

LinkedIn: https://www.linkedin.com/in/sharlynlauby

Twitter: https://twitter.com/sharlyn_lauby

Facebook: https://www.facebook.com/HRBartender


The 5 Ways You Intimidate People Without Directly Threatening Them...

I know - that post title feels ugly, dirty and any other identifier you want to put on it. But yet here we are - in the workplace, trying to do things the right way but under siege by the nature of humanity.

The art of influence has been covered by many people smarter than me.  But like you, I'm a student of the game as people attempt to get things done in the Succession workplace inside your company, an environment that's harder to navigate the bigger and more complex it gets.

This post title could easily say, "influence" rather than "intimidate", but that's just a nicer word for what's usually going on.  Your covert actions as a person of influence (at any level, but certainly the power is greater the higher up the org chart you go) make people see shadows and take actions based on attempts to read the tea leaves, your intent as a leader and more - without ever having a conversation with you.

I'm watching Succession on HBO (highly recommended), so maybe that's influencing me to think about this with this framing.

Here's my 5 ways you intimidate people and get them to take action without directly threatening them:

1--Say nothing. Given the circumstances, you should say something. Yet you fail to seek out the person in question and fail to address the issue at hand, even when you're having a 1/1 conversation with them.  Sometimes it's the awkward silence that matters most.

2--Talk to other people, or tell your subject of your intent to talk to other people. That issue at hand?  You didn't address it with the person you should, but you're talking to other people about it.  Or you fail to have a meaningful conversation with the person most impacted, simply telling that person you're "going to check the temperature of others."  You're just dangling them out there.

3--Show favor and affection to others and make a public display of it.  Who's up? Who's down? Who are you taking to lunch?  If there was a scoreboard, somebody would be falling from the top spot. How far will they fall? Only you know.

4--Talk openly and honestly about outcomes that don't match the needs of your subject, without addressing the fact that their needs aren't being met. Oh, OK - you're having a conversation, but it's a subtle counter to what you know the conventional wisdom is accordingly to the person in front of you. Also notable, you seem pretty locked in to the path you're recommending, which makes it unlikely the person you're trying to intimidate influence is going to speak up.  <insert bulldozer emoji>

5--Be erratic as hell. You're happy. You're sad. You're angry. You're forgetting things. You're a unlovable mess, and damn, who really wants to try and be direct with you related to talking opening and honesty? You're like a rouge state with limited economic options that just took another round of sanctions. At most, people will only ask you questions they know the answers to, and they'll just accept and try to figure out the rest. You're a mess. Congrats on the ups and downs as a management philosophy.

There are more strategies related to this for sure.  Hit me in the comments or reply via email to tell me what I missed.

I see you, Machiavelli. And the first task with figuring you out is understanding the game being played.


REAL TALK: Managers are Looking for Alphas for Succession...

There's a millions things that go into a decision on succession, who gets the promotion and other spoils of career advancement.

I'm here today to talk about one of those things - being an alpha.

All things being equal, the leaders who make decisions about who moves up in the organization want someone who can take charge and lead. Gruden

I was reminded of this as I watched Hard Knocks, the series on HBO that follows a single professional football team in training camp.  The coach of the Oakland Raiders, Jon Gruden, spent over 5 minutes in a recent episode evaluating backup quarterbacks, with a job in the NFL on the line.  

Both quarterbacks were equal. What did Gruden want most? He wanted one of them to stop being passive/blending in and start taking charge, directing others and being vocal - and he was telling them as much.

In other words, he was equating leadership with alpha qualities that are visible in nature.

Most managers are looking for the same thing when it comes to promotional decisions, especially in spots that manage others.  All things being equal, alphas get the nod.

That's not you? You might need to fake it!!!  Or at least understand you have to summon your Alpha in select spots.

You may not be a natural alpha. That's OK.  Just understand that if you're in a competitive spot with others, sometimes succession and promotions are decided by observing who naturally asserts themselves in fluid situations.