I AM JOE - There's a storm brewing. You see, a lot of people are getting righteously pissed about what they perceive as over-the-top treatment of Joe Wurzelbacher (A.K.A. JOE THE PLUMBER) by members of the press. Media reports have described his tax status, whether or not he's a licensed plumber, and other things that have absolutely no bearing on his question to Barack Obama, or Obama's response.

And I think the anger is justified. What the hell does it matter whether the person asking the the question holds a professional license, or owes back taxes? The question has merit, or it doesn't. I think it does. Obama's answer, including the bit about spreading the wealth around does reveal something about his philosophy and the kinds of policies he would support.

Even if you view this as a tempest in a teapot, we should be more than a little concerned about the implications of Mr. Wurzelbacher's treatment by some members of the press - if you care about participatory government and what happens to ordinary people who speak up and question our candidates and elected officials. In this case, it seems that some in the media are focusing on the person asking the question, rather than the merits of the question and the implications of Obama's response. For the record, I think Obama's response merits discussion.

What does this have to do with management? Perhaps nothing. But it does have a lot to do with leadership and integrity - and ultimately, that's what this site is about. ⇒ Read more

What can you do when you work in a severely dysfunctional environment? Can you do more than just 'grin and bear it'?

As some have found, there's a learning opportunity in every work situation.

If nothing else, you can take comfort in knowing that you have opportunities to learn valuable lesson while suffering: ⇒ Read more

I was lamenting the confusing interface to a piece of software the other day, when a colleague said it sounded a bit like 'grousing' because I wasn't able to suggest any improvements. I capitulated, admitting I wasn't close enough to the problem to offer any useful feedback at the time.

Later, though, I was thinking about the exchange, and began to put it in perspective, especially regarding a recent post about the truth being filtered as it made its way up the company hierarchy. ⇒ Read more

Suffering from low morale? Wondering why your crew isn't as chipper as you'd like them to be? Thinking of bringing in an outsider to evaluate their state of mind? Consider this sage advice from a seasoned software engineer:

When the company president hires a psychologist to interview all of the engineers (in an effort to find out what is wrong with the development process), it is probably time to leave. Past time, even.
Link

I assume that the author of that gem has experienced such nonsense. Or he has a fertile imagination. Or both.

Bob Sutton (co-founder STVP, Stanford University) gives a talk about the true costs of allowing assholes in your organization.

This video (Flash player is required) is well worth a watch (or listen.) I suggest you crank it up during the next staff meeting.

Link

The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't author: Robert I. Sutton asin: 0446526568

The No Asshole Rule, Building a Civilized Workplace and Surviving One That Isnt [UNABRIDGED CD] (Audiobook) author: Robert I. Sutton asin: B000TKBYX8

I was thinking about the unpleasant things I've encountered in various workplaces. In my experience, there are few things I find more repugnant than explicit, blatant negative reinforcement.

I am reminded of a scene from The Hudsucker Proxy:

Mail Room Orienter: You punch in at 8:30 every morning, except you punch in at 7:30 following a business holiday, unless it's a Monday, then you punch in at 8 o'clock. Punch in late and they dock you. ⇒ Read more

Other People's Habits: How to Use Positive Reinforcement to Bring Out the Best in People Around You author: Aubrey C. Daniels asin: 007135915X

According to Zogby International, there's a strong correlation between your willingness to apologize and your potential income level.

In a survey sponsored by The Pearl Outlet, Zogby found a significant link:

Americans earning over $100,000 a year are almost twice as likely to apologize after an argument with their other half as those earning under $25,000... ...the more you apologize, the more you earn. ⇒ Read more

Cool Careers For Dummies (For Dummies (Business & Personal Finance)) author: Marty, PhD Nemko asin: 0470117745

I'm here to teach. And to learn.

Once we move beyond the basics of earning a paycheck, why do I show up for work every day?

Simple. I want to learn. And I want to teach. ⇒ Read more

The San Jose Mercury News reports on a Manpower survey about the aging workforce and employer policies towards that workforce.

The conclusion: Most companies do not have policies to attract or retain older workers. (14 percent have policies to attract and 21 percent have policies designed to retain aging workers.) ⇒ Read more

Stack ranking - or curve ranking - where team members are rated against one another - is used at Microsoft and other companies. Basically, it's rare or near impossible to rank all team members at the same high rate, even if all team members have earned it, because the system requires that some are ranked highly, some are ranked as average, and some are ranked as below average. ⇒ Read more