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Finding Your Swagger

kevinyien.com

11–20 of 92 posts

Re: Finding Your Swagger

#11
I appreciate the honesty of the post.

For myself, I don’t think having “swagger” is particularly constructive. Ego is a mind-killer. It is selling smoke.

I’m quite good at what I do. In some things, I am very good; but at many, many other things, I still have a lot to learn, and in other areas, it’s best I stay out of the kitchen, entirely.

In the areas in which I excel, I often exude great confidence, which is sometimes mistaken for arrogance.

The key difference, though, is that I’m quite aware that I have yet to reach the summit. False confidence is a lie, but so is false humility. I’m good at what I do. I want people to feel assured. Confidence is a trait that helps to add to a team environment. Arrogance is corrosive. It damages a team.

Regardless of how good I get, I’ve learned that kindness, respect, and empathy never go out of style. I can always listen to others, and treat them well. And, even more important; I always have something to learn.

If I am working for others; either as an employee, or under contract, they are the boss. They may make rash, uninformed decisions, give terrible orders, and treat me (or worse, my work) like crap. I have to tuck in my bib, pick up a spoon, and engage in coprophagy. It sucks, but that’s life. I had to deal with it for a long, long time, and am grateful that I am finally free of it.

I was a manager for a long time. I was a very good one, but I hated that job. I did a lot of open-source work during that time, as it kept me sane. Being humble was not a problem. I wasn’t that high on the food chain, and my bib was quite stained.

During a long career, filled with bad decisions and mistakes, I have learned that there’s really no substitute for the kind of self-confidence (and humility) that is wrought by experience.

“Good judgment comes from experience. Experience comes from bad judgment.”

Re: Finding Your Swagger

#12
Somehow reminded me of "Getting in the room, and stay there".

https://staffeng.com/guides/getting-in-the-room

Funny, because someone with a similar role from my workplace just recently left for roughly the same reason (at least peacefully). Basically when the gatekeeper(s) of The Room made it clear that you are not welcome, there is little you could do other than walking.

Re: Finding Your Swagger

#14
I'm sorry, but I can't connect the dots in that story.

1) He did great (like, there's actual metrics mentioned)

2) Others wanted a different direction (even though he did great?) and didn't tell him

3) They excluded him from meetings

4) They fired him

5) He blamed not "re-centering" himself

In the notes, he mentions that one of his later decisions (splitting engineering) was a bad choice. So isn't that the core of it, then?

The way he describes it, it sounds like the problem was him not being himself but it sounds like it's a simple management error that the others were too socially awkward to point out to him, instead firing him outright.

Re: Finding Your Swagger

#15
post #4

He challenged an egomaniac boss (by private email) and got fired, did I get it right?

The way CEO responded to his letter doesn't make it like he was an egomaniac.

Sounded more like COO & his clique felt threatened by him and he got out maneuvered politically.

Re: Finding Your Swagger

#16
I agree with the other commenters that the guy was treated badly here. Impulsive hire, no feedback, poor communication, dumped unceremoniously. He sounds like a great employee who will do better elsewhere.

I do think Swagger/Mojo is important in a work context though, as it is in other areas such as sports.

Some people seem to make 1 or 2 good decisions, make a good impression, then their charisma and confidence propels them to leadership positions in a virtuous signal despite them being nothing special. They will then get to ride off the backs of others success if the project is going well.

I’ve had a few jobs and projects myself where I seem to go from success to responsibility and respect undeservedly so, then others where I just can’t seem to get the virtuous circle spinning. It’s totally down to X factors like perception, confidence and personal fit rather than ability and decision making.

As a manager I’ve even seen his the cards can be stacked in the early hours or weeks of a new gig. If someone comes in, is switched on, personable and makes some good decisions, it is incredibly difficult to stop that virtuous circle even if it isn’t deserved.

Re: Finding Your Swagger

#17
> When you spend time alone, you are left with nothing but yourself. And only from there can you find yourself, and your swagger, again.

Not always. Some depend on others to "build them up", and they crumble if isolated.

Also, what is good for the company is not necessarily good for you. But this is true for all employees, therefore there is nothing contradictory with people being "justifiably" motivated to take actions that are detrimental to the company. For example, excluding and railroading you.

The only solution with those people is to enter into political dramas. If that doesn't sound attractive, go elsewhere.

> knowing what you're good at and acting accordingly — earned confidence

It's possible to make the mistake believing that competence holds currency. In some environments (maybe like in the company in question), it's rather "swagger" or "momentum" that is rewarded.

Re: Finding Your Swagger

#18
post #14

I'm sorry, but I can't connect the dots in that story. 1) He did great (like, there's actual metrics mentioned) 2) Others wanted a different direction (even though he did great?) and didn't tell him 3) They excluded him from meetings 4) They fired him 5) He blamed not "re-centering" himself In the notes, he mentions that one of his later decisions (splitting engineering) was a bad choice. So isn't that the core of it…

Mainly it sounds like a failure to connect with everyone else and read the room.

This is "getting kicked out of the tribe" 101 and people are normally very sensitive to this. But as a new leader it's hard to understand all your status relationships (and that the happiness of the people under you on the org chart affects the happiness of the people listed above you).

You can disagree with everyone else, you can be overridden (and quit, or disagree and commit or whatever you have to do) but not to see it coming is to live in a fundamentally different reality than your team.

One thing I notice is a lot of words devoted to senior leadership and the author's personal leadership experience but not much focus on the experience or input of the (100+) people doing the work. The reason you don't fire a really good leader is because they'll take the team with them! The blog post is a bit of a Rorschach test but for me that's how I parse the blind spot.

I actually think it's a great blog post due to the Rashomon effect it seems to provoke among people who read it.

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