Congrats! You've Been Promoted | Book Review

“Leadership is the ability to influence others toward a common
objective without coercion -- no more, no less." (p. 29)

Noel Massie's candid and comprehensive autobiography encompasses a lifetime of leadership growth. He intuitively likens his experiences to the Terms and Conditions of a service contract, beginning with lessons learned from a youthful automotive dealer experience.

For anyone who has written a Personal Leadership Philosophy (PLP), Massie's Terms and Conditions are very similar. This review folds Massie's summary leadership statements into the nine leadership philosophy elements.

PLP Elements

1. What Leadership Means – Describe what leadership means to you.

Similar to a new naval skipper, Massie realizes as a freshly minted supervisor you need to plan how you intend to introduce yourself to your team and each member of it (p. 50). He shares up front that integrity is the foundation that every other leadership trait sits on (p. 144). Throughout his UPS career he came to understand that people don't quit companies, they quit people. The people they quit are typically their supervisors or managers (p. 187).

2. Personal Values – What you believe in; such as honesty, commitment, respect for others.

Massie learned about fairness as a young wrestler. Fairness requires keeping everyone on an even playing field (p. 74). Throughout the book, Massie empathizes with others' points of view: You must pay attention in a way that communicates to the employee: "You are important, and what you have to say matters." (p. 128). Integrity is his overarching value. Integrity holds everything together, whether a bridge, business, or person. When it fails, everything collapses (p. 133). As a leader you can be within your rights about a decision you make on an issue and yet be unethical (p. 92).

3. Top Priorities – What work tasks/results must not fail.

Massie views priorities as things leaders should watch for. People naturally support the things they create. They won't let their plan fail. They will let your plan fail, but never theirs (p. 174). If your employees are turning over at a high rate, you must take ownership and correct it (p. 191).

4. Operating Principles – Description of how you will carry out your responsibilities.

Agency matters. Massie teaches there is one thing everyone gets to control each day; their own behavior. This is an inarguable statement. Everyone has the discretion to decide what they do and how they do it (p. 52). Supervision matters. The supervisor matters more than all three of those individuals combined when it comes to keeping a new employee (p. 190). As a supervisor, you can encourage your people or discourage them -- there is no third option (p. 221).

5. Expectations – What you expect of others and what they can expect of you.

Expectations comprise much of Massie's Terms and Conditions. When someone is treated in a way that they find unacceptable, their behavior reflects this treatment. They will not perform according to your expectations if they are not spoken to with dignity. This respect was implicitly agreed on when they were hired (pp. 44-45).                                                                  

We have to walk the talk. Leaders, like companies, are expected to be ethical in their personal dealings. Once your ethics are deemed questionable, your ability to lead others will diminish and possibly end (p. 96). Employees want coaches not bosses. You shouldn't expect a solid return from employees you haven't invested in, but many leaders do (p. 192).

Massie is an advocate of the Brief-Back: The most critical step in "Be Clear" is confirmation made by checking for common understanding. The employee must be able to state back to you the exact purpose for the engagement (p. 222).

Set expectations even at the tactical level. When questions are prepared prior to the meeting and written down, the employee is more likely to stay within those parameters (p. 62).

6. Non-negotiables – What you will demand and what you will not tolerate. 

Credibility and trust matter. When trust is broken it often can be repaired. However, trust is like the jade dragon and the Continental. Once it's damaged, things are never the same between individuals. You both know it's been broken (p. 146). Culture matters. Bad morale never produces good results (p. 151).

7. Pet Peeves – Behaviors you would like the team to avoid.

Massie is a bit old-school with relationships. Remember: Familiarity breeds contempt. Extensive knowledge of or close association with someone or something leads to a loss of respect for them or it (p. 163). Given his own background, he knows everyone has a good BS detector. If something doesn't make sense, then to the employee it is nonsense (p. 223).

8. Personal Idiosyncrasies – Unique characteristics about you.

Throughout the book, Massie is steadfastly objective. You cannot allow your likes and dislikes to rule your judgement as a leader or to prevent you from truly listening (p. 112). He's keenly aware we as leaders are always being watched. The best way to get people to follow you as a leader is to walk the walk, not just talk the talk (p. 152). Don't let emotions rule. In debates, people generally don't see the line until they have crossed it (p. 209).

9. Commitment – Your willingness for feedback.

Feedback is reciprocal. For the leader to provide feedback that is respected, they must be respected professionally be their team members (p. 165). Feedback starts with empathy. Regardless of the viewpoint you use, start the discussion by letting the employee know they are valued (p. 231). Prior to asking a high-gain question, you need to set it up with a low-gain question opening (p. 240).

Summary

Even in his twenties, Massie realized you are always being evaluated -- always (p. 275). His autobiography culminates in his own self-actualization: 

"Remember, there are always terms and conditions in leadership
and life. Leaving a legacy you can be proud of starts with these."
(p. 278)

Noel Massie generously provided a copy of his book for review.