We’re Not Buddies:  Thoughts on Managers Too Preoccupied with Being Liked

I always cringe when I hear a young parent say something like, “Hey Buddy, don’t forget your toy shovel.”  I feel the same way when I hear managers call subordinates “buddy” or when I see managers who are, in general, too preoccupied with being liked.

One day I wish the toddler would reply:

You are not, in fact, my buddy, but my father.  I will have many buddies over the course of my life and you will not be one of them.  I have but one father and you are it.  If you’ve not checked lately, the roles of ‘father’ and ‘buddy’ are quite different and as my father you have a number of responsibilities that I’m counting on you to fulfill, so let’s please stop muddying up the waters with this ‘buddy’ business before it does irreparable harm to our budding parent/child relationship.

I’d love to see a buddy-dad reply to that one.

Buddy-managers make the same basic mistake as buddy-parents.  They don’t understand their role.  While it might sound nice to be buddies with all your team members, it’s just not possible.

  • Either you are going to be buddies, just one of the guys/gals, and treated as such when it comes to work matters.
  • Or you are going to be an authority figure, someone up the hierarchy and with some power distance as a result.

Hierarchies exist for a reason and love them, curse them, or both – virtually every company today is organized on some variation of a hierarchy.  Buddy-managers abdicate their responsibility to be leader in charge in favor of trying to be everybody’s friend and risk losing their leadership positions as a result.

Just as in sports, your coach is your coach and not your buddy.  Your coach may like you.  Your coach may get to know you really well.  After you’ve left the team you may one day end up buddies with your coach.  But a good coach won’t try to be your buddy and your coach at the same time.  Why?

  • It’s favoritist and ergo divisive – “Joe gets to play infield not because he’s better than I am, but because he’s the coach’s buddy.” Divisiveness can kill the team, so the coach can’t tolerate it – let alone foster it.  Managers should never have favorites or protégés for this reason.  Who’s my favorite salesperson?  The one who sold the most last quarter.  I love that guy or gal.
  • It impedes feedback. You don’t give feedback to someone you see as “a player” and “a buddy” in the same way.  If you’re like most people, you temper the latter.  If a coach does have buddies on the team, this does them a disservice – they don’t get the same level of feedback that everyone else does.  Buddies don’t react the same way to feedback either.  (Think:  “who the heck are you to say …”)
  • It complicates matters of discipline. It’s harder to make your “buddies” run 20 liners than it is to make your “players” do it.  It’s also divisive as the coach will invariably be seen as softer on his buddies when it comes to discipline.
  • It eliminates the healthy bit of fear that exists in every coach/player (and every boss/subordinate) relationship. Am I going to start today?  Will I get to play mid-field or will I be stuck on defense?  Am I going to get picked to work on the exciting new project?

Now, if you are a buddy-manager (or a manager who anoints protégés or has favorites), you have probably managed to convince yourself of the truth of a line of absolute bullshit that goes something like this.

“Yes, I have a favorite, but I’m harder on him/her than everyone else.”

You might believe it.  You might want to believe it.  Believe away.  But I can assure you of one thing:  no one else does.

Don’t have protégés.  Don’t have favorites.  Don’t be buddies with your employees.  I once went so far as to suggest that managers should view employees as AWUs (asexual worker units) which was a bit over the top.  But the spirit wasn’t entirely wrong.  We’re here to do a job and my role is leader.

If you want a friend, as they say in Washington, get a dog.

Manager is simply a different role than buddy.  Don’t try to be both at once.  And don’t try to “switch hats.”  If you’re going to work for a friend (and I have) then during the entire employment period, that person is your boss, not your friend.  Once you stop working for them, you can be friends again.

This is not to say that we shouldn’t be nice, shouldn’t get to know about our employees lives and families, what makes them tick, how to adapt your style to theirs, what motivates them, and their personal and professional goals.  Of course you should do these things.  But don’t confuse why you’re doing them – in order to be a good manager, not to try and make a new buddy.

The saddest part about buddy-managers is they typically fail as both managers and buddies.  I want my employees to like and respect me because I’m driving results that benefit the company, the stock price, and the team’s careers.  Not because I bought four rounds of beers and yacked it up with the team for three hours.  Buddy-managers often end up with dysfunctional teams that fail to drive results.  The lack of results can drive fights that then break up the buddy relationships.

Buddy-managers fail to see that the best way to be liked as a manager is to not try to be.  It’s to do a good job in leading the team and to be a reasonable person while so doing.   Managers who try too hard to be liked often end up not only disliked but not respected, and sometimes even fired.

You Can Never Fire Someone Too Early

The first time I heard the VC adage “you can never fire someone too early,” it rubbed me the wrong way.  It sounded harsh and unfeeling.  It seemed flippant. It felt trite.  It seemed, frankly, like one of those things people say in the press box, but never on the playing field.

But slowly, as with most VC adages, I found the truth in it.  Once you dismiss the initial tendency to rebuff it for its harshness, and try to really understand what it means, it’s hard to disagree with.

So what does it mean?

  • As an executive, by the time you find out there’s a problem, there has already been considerable damage done and you need to fix it right away to prevent more damage.
  • As an executive there will always be a time lag between when coworkers know there is a problem and you learn there is one.  Respect for hierarchy and politesse are just two things that delay signal transmission.  Rationalization, conflict avoidance, and denial are three others.
  • As the hiring manager you will tend to rationalize away problems because you hired the person.  Firing them would show a concrete mistake on your part and put you in the position of having to make a re-hire.  Deep down, you are rooting for individual-X to succeed and that biases your perspective and delays your decision.
  • You want a team of stars and superstars.  If you are even considering terminating someone it means, definitionally, they are not a star or superstar.  Ergo, you should not want them on your team.  This is a tough one to internalize, but it’s true.  Harsh as it may sound, the mere act of questioning whether you should terminate someone means that you probably should.
  • People who have known about the problem longer than you have are waiting and watching.  How long will you tolerate the behavior?   What does that mean about standards of competence you set?  How many subordinates will respond to recruiter calls while you figure this out?  And because your learning of the problem is definitionally phase-lagged, people may have been waiting quite a while.  You may have lost some already.
  • Empirically, when you ask seasoned managers about this topic, virtually everyone says that they never fired someone too early, but have often done so too late.  “Hire slow, fire fast” as the other hiring adage goes.

Whose Team Is It Anyway? The 90 Day Rule.

Say you’re an experienced executive joining a new company.  When you start, you inherit a team of people.

The first thing you must realize is that over time, “the team” will silently transform into “your team.”  Warts and all, you’re going to fully own that team at some point in time.  In the beginning, you might boast about the stars you’ve inherited and gripe about the clowns.  But at some point they’re not your predecessor’s clowns any more. They’re your clowns.  You own them.

The second thing you must realize is how quickly that will occur.  Typically, I’d say it takes about 90 days before the organization — e.g., your boss, your peers — perceives “the team” as “your team.”

That’s not a long time, so you need to use it well.

A key part of any new executive’s job is not just to assess the business situation, but also to assess his or her team.  You may have inherited some great people and some weak ones.  You might have great people who are in the wrong roles.  You may have some great people who are beaten down and need to be uplifted.  You may even have some people who really need to go pursue that career in real estate that they’ve always wanted.

Whether you’ve inherited The Bad News BearsThe A Team (fool), or something in between, you don’t have a lot of time before that team becomes your team.

So, what should you do about it?

  • Invest a lot of your early time in understanding your team.  Their strengths and their weaknesses.  What their internal customers think of them.  What you think of their work.  What coworkers think.  Understand their backgrounds, interview them, and go review their LinkedIn profiles or CVs.
  • Remember that it’s not black and white.  It’s not as simple as “good person” vs. “bad person.”  Oftentimes, it’s about the role — is that person a great product manager who’s over his head in a director role?  Is that person a great customer success person, but she’s currently struggling with a direct sales job?
  • Remember that it’s about the climate.  Maybe the team is a bunch of great people who are just feeling down.  Or maybe they’re good people, on fire and already performing at 98% of their potential.  The climate can turn stars into dogs, and vice versa, so you need to figure out who’s sailing into a headwind and who’s benefiting from a tailwind.
  • Remember that it’s about direction.  If the team executed a bad strategy really well and failed, that’s quite different from executing a great strategy poorly.  To what extent was the team aimed well or aimed poorly in terms of direction?
  • Remember that it’s about personal wants and needs.  Where do your team members want to be in a few years?  Do they see a way to get there from here at your company?  Are they happy with short-term constraints or are they struggling to get out of meetings in time to hit childcare before those draconian fines kick in?

Once you’ve gathered that data, then sit down with your manager, deliver the assessment and make a proposal.  Because after about 90 days it’s not the team any more.  It’s your team.  So you better focus on having the right people sitting the right chairs on day 91.

The New Split CPM Magic Quadrants from Gartner

This week Gartner research vice president John Van Decker and research director Chris Iervolino took the bold move of splitting the corporate performance management (CPM), also known as enterprise performance management (EPM), magic quadrant in two.

Instead of publishing a single magic quadrant (MQ) for all of CPM, they published two MQs, one for strategic CPM and one for financial CPM, which they define as follows:

  • Strategic Corporate Performance Management (SCPM) Solutions – this includes Corporate Planning and Modeling, Integrated Financial Planning, Strategy Management, Profitability Management, and Performance Reporting.
  • Financial Corporate Performance Management (FCPM) Solutions – this includes Financial Consolidation, Financial Reporting, Management Reporting/Costing/Forecasting, Reconciliations/Close Management, Intercompany Transactions, and Disclosure Management (including XBRL tagging)

You can download these new CPM magic quadrants here.

What do I think about this?

  • It’s bold.  It’s the first time to my recollection that an MQ has included product from different categories.  Put differently, normally MQs are full of substitute products — e.g., 15 different types of butter.  Here, we have butter next to olive oil on the same MQ.
  • It’s smart.  Their uber point is that while CPM solutions are now pretty varied, that you can pretty easily classify them into more tactical/financial uses and more strategic uses.  Highlighting this by splitting the MQs does customers a service because it reminds them to think both tactically and strategically.  That’s important — and often needed in many finance departments who are struggling simply to keep up with the ongoing tactical workload.
  • It’s potentially confusing.  You can find not just substitutes but complements on the same MQ.  For example, Host Analytics and our partner Blackline are both on the FCPM MQ.  That’s cool because we both serve core finance needs.  It’s potentially confusing because we do one thing and they do another.
  • We are stoked.  Among cloud pure-play EPM vendors, Host Analytics is the only supplier listed on both MQs.   We believe this supports our contention that we have the broadest pure-play cloud EPM product line in the business.  Only Host has both!
  • In a hype-filled world, I think Gartner does a great job of seeing through the hype-haze and focusing on customers and solutions.  They do a better job than most at not being over-influenced by Halo Effects, and I suspect that’s because they spend a lot of time talking to real customers about solving real problems.

For more, see the Future of Finance blog post on the new MQs or just go ahead and download them here.

Can the Media Please Stop Referring to Company Size by Valuation?

The following tweet is the umpteenth time I’ve seen the media size a company by valuation, not revenue, in the past few years:

mktcap

Call me old school, but I was taught to size companies by revenue, not market capitalization (aka, valuation).

Calling Palantir a $20B company suggests they are doing $20B in revenues, which is certainly not the case.  (They say they did $1B in 2015 and that’s bookings, not revenue.)  So we’re not talking a small difference here.  Depending on the hype factor surrounding a company, we might be talking 20x.

Domo is another company the media loves to size by its market cap.

domo

I’ve heard revenue estimates of $50M to $100M for Domo, so here again, we’re not talking about a small difference.  Maybe 20x.

When my friend Max Schireson stepped down from MongoDB to spend more time with his family, the media did it again (see the first line of text below the picture)

mongodb

I love Max.  I love MongoDB.  While I don’t know what their revenues were when he left (I’d guess $50M to $100M), they certainly were not a “billion-dollar database company.”  But, hey, the article got 4,000 shares.  Inflation-wise, I’m again guessing 10-20x.

So why does the media do this?  Why do they want to mislead readers by a factor of 20?

  • Because if makes the numbers bigger
  • And makes the headlines cooler
  • And increases drama

In the end, because it (metaphorically) sells more newspapers.  “Wow, some guy just quit as CEO of a billion-dollar company to actually spend more time with his family” just sounds a whole lot better than the same line with a comparatively paltry $50M instead.  Man Bites Dog beats Dog Bites Man every time.

But it’s wrong, and the media should stop doing it.  Why?

  • It’s misleading, and not just a little.  Up to 20x as the above examples demonstrate.
  • It’s not verifiable.  For private companies, you can’t really know or verify the valuation.  It’s not in any public filing.  (While private companies don’t disclose revenue either, it’s much more easily triangulated.)
  • Private company valuations are misleading because VCs buy preferred stock and employees/founders have common stock. So you take a preferred share price and multiply it by the total number of outstanding shares, both preferred and common.  (This ignores the fact that the common is definitionally worth less than the preferred and basically assumes an IPO scenario, which happens only for the fortunate few, where the preferred converts into common.)
  • In the past few years, companies are increasingly taking late-stage money that often comes with “structure” that makes it non-comparable in rights to both the regular preferred and the common.  So just compound the prior problem with a new class of essentially super-preferred stock.  The valuation gets even more misleading.
  • Finally, compound the prior problem with a hyped environment where everyone wants to be a unicorn so they might deliberately take unfavorable terms/structure in order get a higher valuation and hopefully cross into unicorn-dom.  The valuation gets even-more-misleading squared.  See the following Tweet as my favorite example of this phenom.  (OH means overheard.)

ego

When was the last time I saw the media consistently size companies by valuation instead of revenue?  1997 to 2001.  Bubble 1.0.

Maybe we’ll soon be talking about eyeballs again.  Or, if you like Stance, the company that has raised $116in VC and has “ignited a movement of art and self-expression,” in socks (yes, socks) then maybe we’ll be talking about feet.

# # #

(And while I’m not sure about the $116M, I do love the socks.)

 

Myths of the Headless Company

In the past year or so, two of our competitors have abruptly transitioned their CEOs and both have perpetuated a lot of mythology about what happens and/or will happen in such transitions.  As someone who’s run two startups as CEO for more than a combined ten years, been the “new guy” CEO twice after such transitions, sat on two startup boards as an independent director, and advised numerous startups, I thought I’d do a little myth-busting around some of the common things these companies say to employees and customers when these transitions happen.

“Everythings’s fine, there is no problem.”

If everything were fine, you would not have changed your CEO.  QED.

Houston, there is a problem.

“Uh, the actual problem is we’re doing too well, … so we need to change our the CEO for the next level of growth.”

This reminds me of the job interview response where you say your biggest weakness is perfectionism.

Look, while successful companies do periodically outgrow their executives, you can tell the difference between an organized scale-driven CEO swap out and something going wrong.  How?

Organized transitions are organized.  The CEO and the board agree that the company is scaling beyond the CEO’s abilities.  A search is started.  The new CEO is found.  The old CEO gracefully hands the reins over to the new CEO.  This can and does happen all the time in Silicon Valley because the problem is real and everyone — both the VCs and the outgoing CEO — are all big shareholders and want what’s best for the company, which is a smooth transition.

When a CEO is exited …

  • Abruptly, without notice, over a weekend, …
  • Without a replacement already identified
  • Without even a search firm hired
  • At an awkward time (e.g., a few days before the end of a quarter or a few weeks before the annual user conference)

You can be pretty sure that something went wrong.  What exactly went wrong you can never know.  But you can be sure of thing:  the conversation ended with either “I’m outta here” or “he’s (or she’s) outta here” depending on whether the person was “pushed’ or “jumped.”

“But we did need someone for the next level of growth.”

That’s quite possibly true and the board will undoubtedly use the transition as an attempt to find someone who’s done the next level of growth before.  But, don’t be confused, if the transition is abrupt and disorganized that’s not why the prior CEO was exited.  Something else is going on, and it typically falls into one of three areas:

  • Dispute with the board, including but not limited to disagreements about the executive team or company strategy.
  • Below-plan operating results.  Most CEOs are measured according to expectations set in fundraising and established in the operating plan.  At unicorns, I call this the curse of the megaround, because such rounds are often done on the back on unachievable expectations.
  • Improprieties — while hopefully rare — such as legal, accounting, or employment violations, can also result in abrupt transitions.

“Nothing’s going to change.”

This is a favorite myth perpetuated on customers.  Having been “the new guy” at both MarkLogic and Host Analytics, I can assure you that things did change and the precise reason I was hired was to change things.  I’ve seen dozens of CEO job specs and I’ve never a single one that said “we want to hire a new CEO but you are not supposed to change anything.”  Doesn’t happen.

But companies tell customers this — and maybe they convince themselves it’s true because they want to believe it — but it’s a myth.  You hire a new CEO precisely and exactly to change certain things.

When I joined MarkLogic I focused the company almost exclusively on media and government verticals.  When I joined Host, I focused us up-market (relative to Adaptive) and on core EPM (as opposed to BI).

Since most companies get in trouble due to lack of focus, one of the basic job descriptions of the new-person CEO is to identify the core areas on which to focus — and the ones to cut.  Particularly, as is the case at Anaplan where the board is on record saying that the burn rate is too high — that means cut things.  Will he or she cut the area or geography that most concerns customer X?  Nobody knows.

Nobody.  And that’s important.  The only person who knows will be the new CEO and he/she will only know after 30-90 days of assessment.  So if anyone tells you “they know” that nothing’s going to change, they are either lying or clueless.  Either way, they are flat wrong.  No one knows, by definition.

“But the founder says nothing’s going to change.”

Now that would be an interesting statement if the founder were CEO.  But, in these cases, the founder isn’t CEO and there is a reason for that — typically a lack of sufficient business experience.

So when the founder tells you “nothing is going to change” it’s simply the guy who lacks enough business experience to actually run the business telling you his/her opinion.

The reality is new CEOs are hired for a reason, they are hired to change things, that change typically involves a change in focus, and CEO changes are always risky.  Sometimes they work out great.  Sometimes the new person craters the company.  You can never know.

 

 

 

Host Analytics World 2016 EPM Keynote Address

We’re just finishing up a fantastic Host Analytics World 2016, with over 800 people gathered together in San Francisco to talk about enterprise performance management (EPM).   Here are a few pictures to give you a feel for the event.

Here’s 49ers football legend Steve Young delivering his keynote address:

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Here’s me delivering my keynote on EPM in fair weather and foul.

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Here’s an artsy shot of someone taking a picture during my keynote.

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And, of course, here are our mascots, Tick and Tie, stuffing bags for Project Night Night, the philanthropic activity we had at the conference cosponsored by Host Analytics and our amazing customer, Thrivent Financial.

tick and tie

The conference has been superb and I want to thank everyone — customers, prospective customers, analysts, journalists, pundits, and partners — for being a part of this great event.

I find it amazing that at such a great time to be in the cloud EPM market that we have competitors more focused on business intelligence (BI), predictive analytics, and functional performance management than on core EPM itself.  At Host Analytics, we know who we want to be:  the best vendor in cloud EPM, serving the fat middle 80% of the market.  More importantly, perhaps, we know who we don’t want to be:  we don’t want to be a visual analytics vendor, a social collaboration vendor, or a sales performance management vendor — hence our partnerships with Qlik, Socialcast, and Xactly.

We serve finance, we speak finance, and we’re proud of that.  Oh, and yes, our customers, finance leaders, care about the whole enterprise so we offer not only solutions to automate core finance processes but also tools to model the entire enterprise and align finance and operations.

You can hear about this and other topics by watching the 75 minute keynote speech and demo, embedded below.

 

Finally, please remember to save the date for Host Analytics World 2017 — May 16 through 19, 2017.

nashville