The Case of the Frozen Hostage

Damon has a problem. His staffing company is four years old and growing like crazy. Bottom line profits have doubled year-over-year since he launched the firm and several members of his team have been with him from the very beginning. Sounds like a dream story so far, right? But as I said, Damon has a problem. A key member of his organization, Mason, has become increasingly disruptive. Mason is in a position of leadership and works tirelessly – the business would not be where it is today without him. Unfortunately, the way he treats others is unacceptable. His approach is command and control. He bullies. He yells. And he threatens. Other members of the team go out of their way to avoid dealing with this individual and everyone walks on eggshells when they are forced to interact with him.

Damon isn’t blind to the problem. He has counseled Mason on many occasions. The result is always the same – an apology and a promise to change. But change is either short-lived or never happens at all. Within days he’s back to his old ways. Damon has offered to pay for therapy but is met with a benign sort of resistance. Mason agrees that he will consider professional help but never follows through to begin receiving it.

Recently Damon began thinking about making a change and terminating Mason. He considered all of the chaos and hurt feelings caused by this person. But he also recognized that Mason has some unique skills not to mention important client relationships. On the one hand Damon knows that Mason has already caused the departure of several team members over the past 18 months. Yet, he worries that letting Mason go might cause the loss of certain clients. And who would be able to step in and have the domain expertise to function as effectively as does Mason? Damon doesn’t know what to do and as the days and weeks go by, the problems with Mason persist. This is a classic case of The Frozen Hostage.

In effect, Damon is allowing himself to be held hostage by Mason. And he’s frozen into a do-nothing position. Does any of this sound familiar? Many of us undoubtedly have similar situations that exist in our own organizations. We want to try and make things work to everyone’s satisfaction. We all want our “Masons” to turn over a new leaf and start treating others with the respect they deserve – then everyone will be happy. Not one of us wants to take that deep breath and plunge into the icy waters of our “Mason’s” exit. We are convinced it will be messy and painful. So we procrastinate. And our inaction causes more suffering within our organizations.

I will be the first to concede that dealing with an issue like this is not pleasant. We develop loyalties, especially where we know someone has busted their rear to help us build our business. But eventually we cannot tolerate the behavior any longer and realize that we need to put an end to the madness – especially if our “Mason” isn’t interested in truly modifying his behavior.

The path toward “thawing out” the Frozen Hostage is straightforward. We need a plan. It starts with determining whether or not we can abide our “Mason” until we find a replacement for him. In either case, we must identify the process for finding the replacement. The plan includes developing a clear understanding of Mason’s role and accountabilities and looking for vulnerabilities. Then we tackle the vulnerabilities including technical skills and processes, as well as internal and external relationships. What is the timetable for implementing this plan? What is going to be announced and when? Who is going to cover the different roles and accountabilities on an interim basis after Mason departs? If we are lucky enough to surreptitiously hire his replacement, how are we going to ensure that our new team member hits the ground running without stumbling?

When we are the Frozen Hostage, we aren’t inclined to create this plan of attack. We just keep hoping that things get better and we don’t have to take drastic action . . . except it never seems to work out that way. By forcing ourselves into the planning mode we begin the thawing process.

As leaders, becoming a Frozen Hostage causes serious morale problems within our organizations. Knowing that we eventually have to take an unpleasant action, a logical planning process for replacing a key team member can make the path a bit smoother.

You can also listen to a weekly audio podcast of my blog. What you hear will be different than what you read in this blog. Subscribe on iTunes or wherever you get your podcasts. You can also click on this link – Click here to listen to Audio Episode 64 – The LFT Problem.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.

Disorderly Conduct

Question: Sometimes entrepreneurial environments become wild and crazy. How do I keep from getting sucked in and swallowed up by all this confusion?

Answer: Don’t you just love it? The environment you describe is typical of a dynamic, fast-paced organization. Meetings and phone calls – one right after another; multiple deals and projects to be tended; and e-mails flying at a dizzying speeds, all add up to only one thing. Chaos. Personally, I am energized by such situations. But it wouldn’t be hard for everything to tip over and fall into the abyss, metaphorically speaking.

Managing chaos is a test in multi-tasking; thinking three-dimensionally; practicing patience; maintaining composure; having a sense of humor; demonstrating physical and mental stamina; being flexible; staying positive; thinking creatively, and communicating effectively. Whew! Seems like a pretty tall order, doesn’t it? Wouldn’t it be more productive if there was more of an orderly flow within an organization? Maybe, but chaos can produce some amazing results.

When things become chaotic, entrepreneurial leaders find out who in an organization can step up and produce results. They see clearly who wilts and who thrives under the pressure. And out of chaos can actually emerge some of the best ideas. One of the finest examples is the Empire State Building. Imagine this. Construction began in January 1930, just when the Great Depression was settling over the country. More than 3,400 workers swarmed the site and built the tallest building in the world – 1,250 feet and containing 2,248,355 square feet (the size of 47 football fields) – and they completed it in 410 days! Imagine the enormity and complexity of this project. The chaos we experience as entrepreneurs is a fraction of what must of have been present with the Empire State Building. I consider this building to be a literal and figurative monument to creating order out of chaos.

So what’s the trick to making chaos work productively and not letting it consume us? First, it’s important to ignore all of the “noise” that comes with chaotic situations. We must become expert at focusing on only that which matters – keep an eye on the prize so to speak. Block out everything else. Second, it is critical that we identify priorities in the jumble of craziness, tasks and emotions. Failure to prioritize is one of the most lethal and negative aspects of chaos. Finally, consciously look for the positive results that can emanate from chaotic situations and feed off of them. This is obviously a state-of-mind opportunity and a choice we can make. The choice is really pretty simple. We can either allow ourselves to be overwhelmed by the chaos, or we can rise above it and use it as a tool to propel our cause.

Chaos is a highly-charged energy flow. It simply has no order to it. When we are able to harness the positive energy elements of chaos, we can use the momentum to create order and attain our goals at a much higher level than otherwise possible.

This blog is being written in tandem with my book, “An Entrepreneur’s Words to Live By,” available on in paperback and Kindle (My Book), as well as being available in all of the other major eBook formats.