What Are You Afraid Of?

One of the most negative management stereotypes is the image of the corporate "yes-man," that weak-kneed subordinate who is always quick to agree with the boss.  This is the empty suit having no other opinion than what's expected.  Can you picture the nodding head and vacant smile?

That's not your picture, is it?

Do you recall the old saying that goes, "see no evil, hear no evil, speak no evil"?  The modern version of this adage describes one who willfully turns a blind eye, refuses to acknowledge and even feigns ignorance when confronted with activities that they should otherwise say or do something about.

That's not you, is it?

Do the compensation professionals you know, including the one looking back at you from the mirror, provide objective advice and unbiased counsel to management, or do they simply offer support and justification for what management wants to do?

Do you stand up?

There are always opportunities for compensation professionals to turn a blind eye / closed mouth to improper practices taking place in their organization

• Finance has lobbied Senior Management that the average merit increase next year should be X%, and now you have been asked for your recommendation

• The performance appraisal process (forms completion and assessment reviews) is poorly handled and rewards are often granted without legitimate justification

• A Vice President wants to create an Office Manager title for a long serving Secretary.  This would also entail a higher grade and promotional increase.

Are you one to stand up and be counted, or do you let these events wash over you without contentious intervention?

• Do you provide Senior Management with an unbiased recommendation, based on your competitive research and an understanding of compensation strategy?

• Do you question those managers who wish to grant increases / bonuses for the wrong reasons?

• Do you strive to hold the line on meaningless titles that increase costs, create employee equity issues and provide the company with little or no ROI?

What's the worst that can happen?

Are you concerned that having an opinion out of step with Senior Management will damage your "team player" image?  That your career would suffer because you can't get along with others, that you "don't get it"?  Or do you just find it easier to get along with everyone and ride the tide wherever it takes you?

Professionals should give the best advice they are capable of providing, on the basis of their technical knowledge, experience and seasoning with business operations.  Let management make the decision.  They have a perspective that is wider than a singular compensation view, and it's their company, budget, operations, etc.  Your responsibility is to provide the best objective advice possible, to ensure that decision-makers have their eyes open and understand the ramifications involved.

Life isn't a tableau of black-and-white images, but a series of swirling grays.  We should acknowledge that, that there are contingencies and alternative possibilities available.  But we should not temper our judgment and our opinions on the basis of what the boss wants to hear.

Management will generally respect straightforward analysis and honest feedback.  However they won't respect your input if it's been tainted by political maneuverings or a "how many ways are there to say yes?" mentality.

Repeat after me - I will add value

You don't have to fall on your sword career-wise to make a point, to stand up for yourself, to add value to the decision-making process.  Sometimes you just know the direction management is taking, no matter the facts surrounding the issue.  While leadership may be plagued with personal biases that often trump rational analysis, that doesn't mean that you should step away from doing your job.

One of the best ways to establish yourself as a valuable contributor is to have an opinion, and not be afraid to voice it.  Even when the management steamroller is moving and you have to get out of the way or be run over, you should always provide your professional input.  You can do this by providing options and alternatives, multiple courses of action for management to consider.  That's where you are able to present your own recommendations alongside the favored management point-of-view.

Get them thinking; that's your responsibility and how you add professional value.  It's also how you build credibility and an invaluable personal awareness with Senior Management.

Chuck Csizmar CCP is founder and Principal of CMC Compensation Group, providing global compensation consulting services to a wide variety of industries and non-profit organizations.  He is also associated with several HR Consulting firms as a contributing consultant.  With over 30 years Rewards experience Chuck is a broad based subject matter expert with a specialty in international and expatriate compensation.  He lives in Central Florida (near The Mouse) and enjoys growing fruit and managing (?) a brood of cats. 

Image: Creative Commons photo (chiara2_photo) by arka D 

Comments

[Roy]

This post and others by you, remind of the song, Macho Man, by the Village People, which I quote in part below:

Every man ought to be a macho macho man,
To live a life of freedom, machos make a stand,

Have their own life style and ideals,
Possess the strength and confidence, life's a steal,

You can best believe that he's a macho man
He's a special person in anybody's land.

[Margaret O'Hanlon]

Hi Chuck. I guess that would make me macho? It's not what I see in the mirror, but nevermind!

This is a great reminder, encourager, educator, clarifier . . . Thanks for raising these issues.