There once was a woman who grew up on a farm in South Dakota. Her family raised pigs. She worked hard, and the farm was successful, but she longed for something better in her life. So she left the farm, went off to pursue a higher education, graduated, and moved to the big city. There she found a job, worked hard, and became a manager. She wasn’t necessarily the smartest employee, nor the most popular or the easiest person to get along with, but she was a competent and content employee. She carved out a place for herself.
At the same time, there once was a woman who grew up in the big city. She was very bright. She worked hard, and was very competent wherever she worked. She wasn’t always the most popular, but her focus was on getting the job right, and that she did.
One day the intellectual was hired to work for the farmer. They came from different worlds, and saw things in different ways. The farmer was fiercely proud of her accomplishments and her position within the company, and she saw the intellectual as a threat. Soon, they became involved in a project – a marketing survey. The farmer felt less than 200 people would take the survey providing little data, and that it would be a waste of time. They began to fight over how to complete the project, each claiming that her way was the better way. The farmer stood her ground as did the intellectual. The intellectual was so sure the marketing survey would be succcessful and provide invaluable data, she went around her boss and pleaded her case to the CEO who hired her. She was given the go-ahead to put out the survey.
It turned out the intellectual was right, in that a staggering 3,200 people took the survey. In fact, the survey provided an enormous amount of precious data. Later that day, the CEO called her on the phone and said this: “This is your last day here. You’ve obviously proven incapable of working with your colleague to get your work done. It isn’t working, and it isn’t going to work so I need you to pack up and someone will escort you out.”
Was the intellectual right? Yes. Was the treatment of the intellectual unfair? Sure. Now what?
This is not an uncommon scenario. In fact, it’s far too common a scenario, particularly with those whom I will loosely catagorize as “intellectuals.” Although the situations might vary, the basic script remains the same, especially the part about the intellectuals receiving phone calls and being escorted out of buildings.
In school, we are taught that being right seems to trump everything else. In business, and in life, almost the opposite is true. The companies I have worked for prioritized being a team player, getting along with others, and getting along with your manager. These things were considered more valuable than being the smartest person on the team. Quite simply, here’s what I believe to be true:
- It’s not always about being right. It’s about being a team player.
- It’s okay to be the smartest person in the room, but with an understanding regarding the right time and place to display it.
- It’s not okay making others around you feel less intelligent then you… ever.
There’s a time, a place, and a way to be right. It’s a blindspot, not just for intellectuals but for anyone who places being right above being sensitive to your surroundings. Allowing others to be right, even when you believe there is a better way, is not a weakness of character: It actually displays a strength in character.
Remember “The Pig Farmer and the Intellectual,” and if you do, you’ll remember it’s not about being right; it’s about when to be right.
Rob, a very good lesson. I have seen it at times as virtually pathological. In that being right, as you have probably seen, tends to be, as a rule, more of a male failing than female. But the need to be right is annoying and, as you demonstrate, non productive. Especially when the person maintains their position even when proven wrong.
(typo “she want around her boss” should be went.) – my need to be right. 🙂 LOL (I am a terrible writer and make many terrible errors.)
And that’s the challenge Harvey. They just cannot turn their back on the right answer. But I know the person I wrote this story about is going to change. I really do. Thanks for posting my friend. (I fixed that typo pronto!)
Another great post Rob. Thanks for your contribution. Can’t wait to listen to your interview this afternoon.
I’m not supposed to have favorites, but I sure do like this one. You’ve got yourself a Rob-A-Thon going today! Thanks Ed.
Right on point Rob.
Normally, once I’m ready to roll, I’ll get a BLArticle® 90% done in one sitting. I spent over two weeks on this one trying to get it right. Glad you liked it Kurt!
Rob, very thought provoking. My takeaway is that the CEO got what he deserved and the intellectual will be better off elsewhere. Any business owner /CEO who values playing nicely with others over advancing the company’s interests will never be as successful (and by this I mean the business’s bottom line) as those who see beyond the office politics and recognize who brings true value to the company. Yes, she could have handled it better by offering to take the blame if her plan failed and offering to share the credit if it worked, she could have massaged the farmer’s ego and found a way to avoid going over her head, but in my company I want to know who’s bringing value and who by contrast is an impediment to those who can bring value. While I agree that allowing others to be right is important (I celebrated my 26th wedding anniversary on Wednesday!) I don’t agree it’s as important as advancing the company’s interests.
Interesting point here Tony. You’ve summed it up nicely. “I don’t agree it’s as important as advancing the company’s interests.” You are not alone in your view, and you’ve got company in your view on the CEO as well. I think there are a lot of lessons here. I went with the what I felt is the biggest lesson because I have a friend who is struggling wth this issue. Loved your take on this Tony – thanks for posting!
Rob, whenI worked for Accenture, my mentoring partner made this statement: “Pat, your job is not to climb the ladder behind me, your job is to push me up the ladder”.
Never forgot that bit of advice.
Farmer’s daughter should have had that idea in mind.
Right on Pat. I had a manager who was comfortable in his own skin and told me, “My job is to help you succeed here.” Short, sweet, and lived by that code. Of course, he was an anomaly! Thanks for posting!
Rob,
Great story and lesson on human behavior. Perhaps both could benefit from reading “How to Change Minds”!
Well, I’ll never argue if a commercial for How to Change Minds, (available in book, ebook, enhanced ebook, and audio book formats – buy your’s today) accidentally lands in the BLArticle®. Thanks for the shout out, and the posting Glenn.
Hmmm If I have this right: The VERY SAME CEO who hired her and GAVE permission to the Intellectual, to conduct what turned out to be a wildly successful and valuable survey, ultimately FIRED her for it.
My takeaway: Remind me NEVER to go to work for that Schizophrenic CEO.
Rob, I realize there are clearly valid points and concepts in this Blarticle that have absolutely nothing to do with the CEO. As soon as she went over her Boss’s head, I cringed. Nonetheless, can’t help it, I’m stuck. I just want to slap the CEO. As you are aware,, I never post. I must really really want to slap him. ( I know… I know… it’s just a story)
Just a story, but please know, it’s a true story. You have company regarding the culpability of the CEO, but I’m trying to analyze a certain part of our population who struggles in almost an OCD manner with the need to be right. Maybe I’ll go after that CEO next BLArticle® because he is a knucklehead. First time comment by Scott. BLArticle® nation salutes you and wishes you are quick return.
Terrific post Rob. Thank you for taking your valuable time to continue to share the subtleties of success.
Getting comments like yours makes me want to work even harder. Thank you for the kind words, and thank you for taking the time out of your busy day to get a shot of BLArticle® on your Friday!
Another great one, Rob! (And for the record, I agree with both you and Scott Holden)!
The subtle differences between confidence, sheer drive, and arrogance, play out in so many scenarios. Balancing ones own ego with the egos of the people they work with–or hope to work–can make or break any deal!
Looking forward to your upcoming gems!
Beth
What’s interesting about this BLArticle® is that there are multiple lessons involved. I know what I’m after, but in the end, the most important lesson is the one the reader takes with them. That confidence/arrogance line is a tough one to figure out. I’ve slipped up and found myself on the arrogance side a few too many times. Thanks for posting Beth!
Interesting article because I changed my mind several times while reading it. And then changed my mind a few more times while reading the comments!
I come down on side of the CEO on this one, although some of the commenters may not agree. Here’s my reasoning:
The CEO can’t micro-manage very detail of the enterprise and be successful. What they CAN do, however, is ensure they have an organization that allows the individuals to take action and use their abilities. When necessary, the CEO has to break ties and allow action to happen. The CEO did this in the case of the intellectual and the survey was allowed to go forward. While doing so, he gave the intellectual the rope to hang herself. After all, she could have gone back with the authority and built consensus. She chose not to.
What the CEO MUST micro-manage, in my opinion, is the culture of the organization and the safety that people feel inside their organization. As Drucker said “culture eats strategy for breakfast.” What the CEO had on his hands here was a “brilliant jerk.” The CEO clearly valued the trait of consensus problem-solving as core to the culture. The CEO didn’t want bull-in-the-china-shop folks in the business, disturbing the culture of the company. So, after the survey was done, he prioritized the long-term values of his company by removing the corrosive aspect of the culture–the intellectual.
Could the CEO have done things differently? Sure. But maybe he was sending a message that the brilliant jerk wasn’t the type of person they wanted there.
A good article on the brilliant jerk is linked here and Sir Richard Branson (who’s been a little successful) has been a loud proponent of getting rid of the brilliant jerks as soon as they’re noticed. http://boss.blogs.nytimes.com/2012/09/26/what-do-you-do-with-the-brilliant-jerk/
I think that’s why I happen to like this BLArticle® so much. There are a bunch of issues here. Clearly, this is not my favorite CEO, but I believe there is an epidemic of intellectuals who suffer from the need to be right and it seems to never end well for them. I’m not comfortable with the term “brilliant jerks” but I get it. I also really appreciate the link to the article you provided. The intellectual will lose every time because it doesn’t come down to right or wrong, it comes down to the health of the organization. Thrilled to hear your voice in the BLArticle® Mark – thanks so much for posting!