"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.
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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 tto 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
Grade Structure ReviewI work in Manchester for a large insurance firm and, as I am the manager of the secretarial team, I was called into a meeting the other day to discuss a
Grade Structure Review
for my team. Obviously, as within all large firms, there are different grades within every team. Within my team there are very many different levels that the staff work at, from a clerical assistant right up to the personal assistant to the chairman. However, in the meeting, the human resources felt that it was necessary to have a
Grade Structure Review
of my department because they did not feel that the staff had enough room to manoeuvre in the pay department. They felt that a
Grade Structure Review
would enable all members of the team to fulfil their potential without encountering any glass ceilings along the way. They argued, and I agreed with them, that a move such as this would only make the staff more motivated and determined to do well. I am looking forward to telling my team about this development as I am sure they will be as pleased about it as I am.
