Page 127 - Bruce Ellig - The Complete Guide to Executive Compensation (2007)

Chapter 4. The Stakeholders 113

superior and then discussed with others at meetings to which the executive received no
invitation.
Executives must assess carefully the likelihood of their being given proper recognition in
such situations. In addition, some superiors require a certain amount of stroking by their
subordinates, perhaps to compensate for the lack of such recognition coming from their own
peers and superiors. In such situations, the executive must acknowledge the superior’s accom-
plishments and show respect for the superior’s rank. It is also critical to take criticism with-
out being offended, even if it is delivered poorly. How important is behavior modification?
Is this a gentle tap or a threat to continued employment? Probe the statements to make
certain you understand the exact nature of what went wrong and the seriousness of a repeat
performance. View criticism as an opportunity to be better, not as an emotional threat to
one’s character.
A successful relationship is often typified as one where the executive brings solutions to
the superior, not simply problems—especially after the toothpaste is out of the tube.
Preferably, the solutions proposed should be ones that can be implemented smoothly with-
out upsetting others. Few executives (including superiors) openly seek confrontations. In
addition, the executive must keep superiors informed of events, including possible significant
problems. Many superiors abhor surprises, even pleasant ones. The subordinate must also
remember to utilize the superior’s time effectively. Time is a finite quality in short supply for
all executives.
In some situations, the executive must also “look the part.” Here the old adage, “Clothes
don’t make the man (or woman),” is not completely true. Some executives spend consider-
able time and money working with image consultants who focus on speech, mannerisms,
and weight, as well as wardrobe. The most effective executive is not always the one who gets
the promotion or the big bonus. Unfortunately, in some situations, the bonus goes to the
executive who looks good and sounds persuasive. However, unless that image is backed up by
performance, it is likely to be a short career. Conversely, if an individual’s interactive skills are
as exciting as watching paint dry, a charisma implant may be appropriate.
Interacting with Peers. Peer relationships are difficult because they are both competitive
and cooperative. The successful executive must be competitive because superiors are
examining performance, not simply on the job, but also relative to others in the peer group.
Cooperation is a necessity because considerable interaction takes place among those on
the same organizational level. Invariably, the respect of peers improves one’s functional
knowledge and effectiveness. Some executives are more concerned with self-perpetuation
than with meeting their assigned responsibilities, a few to the point where they have become
legends in their own minds. Others suffer from foot-in-mouth disease, engaging vocal cords
while their brain is in neutral. Still others are gunslingers, who shoot from the lip: they may
be wrong, but they are never in doubt. Needless to say, such individuals are not very highly
respected by their peers.
Relating to Subordinates. How many executives treat their subordinates as they would
want to be treated by their superiors? Probably many fewer than profess to meet this
common standard. There is a difference between correcting and humiliating subordinates,
which some executives either have not learned or, for some particular reason, choose to
ignore. Some apparently thrive on keeping their subordinates in a continual state of anxiety
and fear. Others seem to ignore subordinates, allowing them to function completely on their