Question

Sean is the head of the logistics group at a medium-size company that makes plastic parts for other companies, including manufacturers of printers, television sets, computers, and washing machines. His department provides a few valuable services for the company such as receiving and storing raw materials, shipping products, and disposal of waste materials. The logistics department consists of ten people including an administrative support specialist. Sean’s department is meeting its goals, and Sean regularly receives average or above-average performance evaluations.

In contrast to the generally positive job situation facing Sean, he sees one irritating problem that needs resolution. Sean has received feedback from several employees inside and outside the department that Phil, one of the logistic technicians, frequently mocks him but not to his face. Karen, the administrative support person, casually mentioned to Sean recently, “Have you seen Phil do one of his impressions of you? He did one the other day during coffee break. It was kind of negative, and very unprofessional.”

Sean noticed that Phil made the following post on his Facebook page: “Life isn’t always so easy when you know much more than your boss.” Although the post may not have been directed specifically at Sean, it was still hurtful.

Sean was thinking while driving to work, “I don’t have any direct evidence that Phil is mocking me, but it sure seems to be true. I have to figure what to do about this problem.”

What kind of leadership issue is Sean dealing with?

Answer 1

Sean Martin’s research explores how organizational and societal contexts shape individuals’ values and behaviors. More specifically, his research explores how contexts imbue people with certain values and beliefs, and how those values and beliefs influence their behaviors and organizational experiences. Professor Martin’s research has been published in Academy of Management Journal, Administrative Science Quarterly, Organizational Psychology Review, Journal of Business Ethics, and Current Opinion in Psychology.

At the Carroll School, Professor Martin teaches the core MBA course in Managing People and Organizations, the required leadership for the undergraduate leadership minor, and a doctoral seminar in quantitative research design. He has also developed numerous cases and executive sessions dealing with topics such as leadership, ethical decision making, and issue selling.

He received his BA from the University of California at Santa Barbara, his MBA from California Polytechnic in San Luis Obispo, and his PhD in Management from Cornell University. Prior to academia, Sean worked as a business development consultant.

As a retired US Army Sergeant, I appreciate good leadership, so I look for it everywhere. Recently, as I was watching Good Will Hunting again, I noticed that Robin Williams’ character, Sean Maguire, demonstrated great leadership in a non-leadership role. Matt Damon’s leading role as, Will Hunting, presented challenges for everyone he met, but he clearly showed that he couldn’t be managed, he had to be led. The journey that these two characters took together reminded me of situations I experienced first-hand, and many of you will be able to relate as either the leader or the unwilling subordinate. As leaders, it’s well worth your time to watch this movie as a profile in courage as an unlikely leader helps a subordinate become a confident, productive, and a team player.

As with any organization, subordinates arrive without notice and they often come with baggage. I remember, every now and then, getting that new soldier with his head cocked to the side and a bad attitude. You know the type, barely listening to anything you say, unimpressed with the environment, their last place was the best place ever, and impatiently waiting for you to walk away. Every time you talk, they fidget, every time you turn around, they smirk or mock you, they resist with disrespectful gestures. Before long, this subordinate will successfully establish himself as a nuisance and begin to recruit partners and fans. The strange thing is, they have unique talents that haven’t been exploited for the team, and they often become destructive. In the movie, Good Will Hunting, Matt Damon is the epitome of the gifted smart aleck that has been handed off the Robin Williams to handle. The situation is very familiar for the managers, and as experienced leaders know, it is not a battle of authority, wills, or attention, it is often an internal struggle for the subordinate engaged in Me vs. Me warfare.

1) Establish rapport

Even though Sean was informed about his new client, Will Hunting, it did nothing to prepare him for his first meeting. What develops is a tension fueled greeting that ends up with Sean’s hands around Will’s neck.

While Sean was introducing himself, he was unaware that Will was dragging him into a battle for dominance and humiliation. Will rebuffs all attempts by Sean to begin a session, and probes him and his office for vulnerabilities. Eventually, Will finds an opening when he baits Sean about a painting he made. Will’s comments, not only insult Sean, but unintentionally opens a wound. Sean loses control and grabs Will by the neck. Will squeaks out the words, “time’s up” but Sean agrees to work with him.

2) Be vulnerable

On their second meeting, Sean makes the choice to take Will to a local park. The location does not give either man a ‘home’ advantage and provides for a restart to the first failed session. Will immediately makes a negative comment which gives Sean another opportunity to respond. This time, Sean provides a short analysis about Will’s behavior and affirms that he lacks the experience to wrangle with Sean. Sean briefly shares that he is a war veteran and a widower, but articulates the pain associated with these situations. He insists that Will’s trivializing of others only minimizes their reality. At this point, Sean establishes a platform to lead as Will submits in silence. Sean has regained control of the situation and demonstrated the courage to expose his vulnerabilities to Will.

3) It’s not about you

Ironically, Will is discovered and sent to Sean by Professor Lambeau, a former classmate and MIT professor at MIT. Professor Lambeau was supervising Sean, as Sean provided updates to Lambeau. Lambeau is an arrogant leader and constantly clashes with Sean about his methods of handling Will. Lambeau’s motivation is to continue to solve great mathematical problems and receive recognition, which is guaranteed with Will. However, Will resists Lambeau’s attempts to guide him because he realizes that he doesn’t respect him. Eventually, during a casual meeting, Sean and Lambeau begin arguing about Will’s slow development. Lambeau takes the conversation to brag about is accomplishments and propose that Will’s development be about doing more work, like he did. Sean explains that the situation isn’t about him, it’s about Will and allowing Will to want to do work instead of being manipulated to do it. As a result, Will does not respond to Lambeau’s efforts, but is extremely receptive to Sean.

4)  Exercise patience

Throughout the experience, Sean takes his time with Will during the sessions. In fact, Sean conducts a few sessions in silence. Professor Lambeau learns about the silent sessions and accuses Sean of being derelict. Not only does Lambeau view Sean’s sessions as stifling, but he even suggests that Sean is attempting to sabotage Will’s development. Sean explains that Will uses the silence as a defense mechanism, and it is necessary to exercise patience for Will’s benefit. Lambeau continues to urge Sean to push Will toward professionally focused accomplishments instead of being a failure. Sean warns that Will is at a critical point in therapy and pushing beyond his capacity could ruin any progress. Eventually, Will starts to trust enough to share with Sean and they quickly make progress.

5) Listen

Sean proves to be an excellent listener as Will begins to share personal moments and dilemmas. They begin to talk about baseball, relationships, and intimacy as a bond begins to envelop between them.  Sean learn about his patient and Will feels safe to openly express his thoughts and experiences. A shift in Will’s ability to trust Sean occurs through thoughtful listening. Eventually, Sean starts to challenge Will’s decision making process in his personal and professional life. The listening enables to continue the mission for Professor Lambeau of professional development, but it comes a collaborative sharing effort between Sean and Will. As a result, Will becomes more self-aware of his actions and is open to guidance and change

6) Offer guidance, not commands

Throughout the therapy experience, Will becomes less concerned with controlling the situation with Sean. Will feels secure that Sean is working in his best interest and he feels free to ask questions and solicits advice. Sean has been unofficially appointed as an authority figure by Will. They begin to sort through issues and Sean leads by asking Will questions and allowing him to search for his own solutions. Sean helps Will accomplish goals through understanding and challenging him. Through is investment in time and understanding, Sean can easily provide instruction to Will, knowing that guidance will be adhered.

7) Establish boundaries

After employing different methods to gain Will’s trust, confidence, and loyalty, Sean had to ensure that he kept Will on track. Although they shared their personal experiences and opinions, there is also a need to remain professional. Sean conditioned Will along the way by refusing to allow him to smoke in the office, promptly ending sessions, and reigning Will back to stay on track to stay within the counseling intent. The boundaries that were set provided order and eliminate unproductive activity. By setting left and right limits, the duo could streamline progress and get great results. Sean not only set boundaries for Will, but he had to set boundaries for himself. By establishing boundaries, Sean created a positive atmosphere and a feeling of optimism.

8) Embrace the damage

Sean was aware of Will's troubles before he met him and was a victim to the damage Will can cause. However, Sean did not use the knowledge about Will to break him down further, instead, he embraced his pain. We can say that Sean was empathetic to Will's issues which kept Will from growing into his talents. By creating an atmosphere where it is normal to have endured pain, Sean was able to reveal things to Will that he could not see for himself. After a long period of time, Sean looked at Will and said, "It's not your fault." Because of their connection, nothing else had to be said. Sean simply brought Will into a place of internal awareness that enabled him to release the anger and embrace the pain.