Why Being Mouthy Is Good For Business

You might not have noticed yet because it is, after all, a weekend, and you do have a life. But the media is all abuzz about a major blunder (not to mention ethics violations) coming out of The Washington Post, which will be printing a special “note to readers” about it tomorrow. Long story short: In an effort to gin up additional revenue sources, the marketing department thought it would be a good idea to launch high-level salons at the publisher’s house, giving media, lobbyists and other Washington, DC, power brokers relaxed, off-the-record, access to each other (hence – as the information food chain goes – public opinion). In theory a possibly good idea. I’m always looking for a good salon, aren’t you?

Here’s why it’s a bad idea: For $25,000 to $250,000, you too can be a sponsor of these salons. Basically buying your way into the public’s ear. Sort of like a tick. When you boil this scenario down to its core components, it comes out this way: The newspaper is selling extraordinary, exclusive access to its reporters. And it flies in the face of basic journalism ethics in so many different ways, it’s hard to know where to begin.

So I won’t. Unless you’re in journalism, you’re probably wondering what this has to do with your own business. Here it is: If the reports are true, the newspaper’s reporters (the ultimate individual contributor) don’t have it in them anymore to stand together as a group and go: “Uh, hello? Stupid idea!!!! We won’t have any part of it!” And because of this, they allowed the Post to thoroughly embarrass itself. It's quite possible that your quiet employees are letting you destroy your business, too. By accident, of course, but still...

According to today’s New York Times article, the Post ombudsman said that “the plan was well developed with the newsroom.” And that made me wonder, “Really?” Somehow I don’t think so. Not the Washington Post newsroom that I know from growing up in the Washington, DC, area.

Here’s what I’m thinking has really happened: The Washington Post reporters have lost heart. They are too busy doing the jobs of multiple reporters to really focus on any one thing. And they have spent recent years hearing over and over again how newspapers are a business and no one will have a job if journalists refuse to get the fundamental fact of newspaper life: It’s all about making money. Jobs are being lost right and left. Newspapers are closing around the globe. An essential component of democracy – the free press – has been compromised to such an extent I’m reminded of a line in the movie Breaker Morant when the main character casts aspersions on the virtue of a woman he dallied with: “Who’s going to miss a slice off a cut loaf of bread?”

Journalists are discovering the same thing that the rest of us are discovering: The only way to keep your sanity about your job is to not care about your work anymore.

I'm just guessing here, but here’s what might have happened inside The Washington Post: Most seasoned journalists spotted this groovy idea coming down from Marketing for what it was: A spear in the ribs of journalistic integrity; an ethics time bomb just waiting for the rest of the media (competition) to get wind of it. Some of those journalists may have spoken up. And then got resolutely ignored. Perhaps some of those journalists already have a history of telling corporate that its desperate ideas are chuckleheaded. And some have resolved to not do it anymore, especially when they see people lose their jobs around them. Others are still doing it, but they’ve already been pigeon-holed as contrarians. So they get routinely ignored anyway.

Others just might not know any better. They’re young. They weren’t paying attention in their Legal Aspects of Journalism class – they certainly weren’t paying attention to the part about sustaining objectivity.

Others are just too plain tired. They’ve given up the fight for whatever has remained of the cherished Fourth Estate. They have lost that heart, that fight, that is supposed to be the red meat of good, solid journalism.

Result: Some young suit from corporate – who probably doesn’t know any better either – might have said to the gathered throng of silence: “So. We’re all in agreement, right? Good. Carry on.” And then the ombudsman gets to tell reporters from the competition that the plan “was well developed with the newsroom.”

I’m no romantic when it comes to journalism. The field has more mediocre schmoes in it than quality professionals – the same way with any profession. But the thing about journalists is that as a group they are more likely to be a gigantic pain in corporate’s backside than any other profession. And it should be that way.

So when they’re quiet – or even cooperative – with corporate on such a rotten, smarmy notion as sponsored salons, you know that you have a cadre of professionals that have had the stuffing kicked out of them. And they just want to hang on to whatever jobs might be left in a dying profession.

As a result, the Washington Post might be a cautionary tale for leaders everywhere. When you suddenly hear silence from quarters where you would normally expect shrieks of outrage, that is not a good thing. That means that you have lost the heart and passion of the very people who used to care enough to send their very best.

Mediocrity prevails when really great people stand by and go, “whatever.”

How to Land the Leadership Job of Your Dreams

With the jobs picture swinging away from your favor, we know that there are more qualified and talented people competing for fewer jobs. So once you and your fellow candidates are matched for skills and number of years of experience, you have to find other ways to set yourself apart and shine brighter than your competition. You can compete by being the cheapest to hire – but that would be a bummer. (And who wants to work for a cheapskate company anyway?)

Here’s a better way to stand out and get paid what you deserve: Show your interviewer that you have the heart and smarts to hire, inspire, lead and keep great people.

Regardless of what the economy is doing, first-rate companies haven’t forgotten that creating and sustaining an engaged workforce continues to be the secret to their competitive edge. And they want managers who will help them make that happen.

Engagement continues to be where it’s at: Top-drawer employees throughout the ranks are expensive to hire. And they’re expensive to lose, and even more expensive to replace. Passionate people volunteer their discretionary efforts and genius above and beyond the call of duty. They say good things about their company and the company’s products. They recommend their company as a great place to work. And they’re more likely to stick around, even if someone else offers them brand, spanking new jobs at better pay.

Who makes these golden employees feel all these warm and fuzzy feelings? Why, their bosses do, of course. And that would mean you.

So, while all those other candidates are yammering on and on and on (and, by the way, on) about their technical skills and years of experience, set yourself apart by talking a little bit about your journey to becoming an amazing manager.

Here are some of the questions you should be prepared to answer:

* What would you say are the characteristics of leader who keeps his/her team motivated and focused on the goal?
* As a manager, what do you consider to be your primary responsibility?
* Tell me about a time when you led your team through an extraordinary project or accomplishment.
* If you’ve been a manager before, talk about a time when you saved an otherwise great employee who was in danger of losing his/her job?
* What characteristics do you look for when interviewing people for jobs?
* What do you do when you see a high-potential employee’s performance begin to fail?
* What are your opinions about annual performance reviews?
* Let’s say you have to implement a major change inside your department. What steps would you take to get your team to help you make that change?
* Tell me about a time when you learned something about yourself when dealing with a challenging employee situation.
* Who was your most influential boss so far and what did you learn from that person?
* How did you grow as a result of your last job?

As a seasoned manager, or someone who is ready for that next step, you should be ready to have answers to these questions. Even if you haven’t been a manager yet, you should be thinking about these things now.

Here’s another tip: Don’t wait to be asked those questions…it could be that your interviewer may not be savvy enough to ask. But, if you volunteer a few well-thought out comments that demonstrate that you’re a sensitive, thoughtful, wise people leader – one who is also humble enough to know you have lots to learn from your own direct reports – you will send the hiring company the signal that there’s just something about you that they must have on their team.