MANAGEMENT WISDOM FROM THE ULTIMATE COSMO GIRL AFTER 31 YEARS OF RUNNING ONE OF THE MOST SUCCESSFUL WOMEN’S MAGAZINES IN HISTORY, THE REDOUBTABLE MS. BROWN KNOWS HOW TO SCORE IN THE OFFICE.
(FORTUNE Magazine)
By HELEN GURLEY BROWN
October 28, 1996

(FORTUNE Magazine) – Would you consult Madonna on building an aircraft carrier? Or Roseanne on maintaining a stable relationship with ex-husbands? If you think about it, which you won’t, you might suppose that although I edit a magazine successfully (Cosmo is the biggest young woman’s magazine in the world), somebody else runs the office. So why listen to me for advice?

I do run the office. Okay, numbers are not for me (is Bugs Bunny a rhinoceros?). Others do budgets, which I approve or ask to be changed. And we’re talking electronic illiteracy here. A Royal 440 manual typewriter produces the thousands of memos I write every year. But never mind the barely post-Thomas Alva Edison electronics mentality; none of my top employees ever leave. They have all been with me ten, 20, 25 years–no turn-over, pricey severance packages, time-taking (tedious!) potential-employee interviews–and the product is profitable.

So how do I do it? These are my rules for being a good executive, written with some incredulity about being one (I learned on the job) and with probably not enough modesty.

Thou may not lose one’s temper in an office, especially if thou art the boss. You already have the control. With some modifications, you are the one who can fire–no need to indulge in a tantrum! Shrieks in an office by anybody make co-workers uncomfortable even if you aren’t the one causing the shrieks. I’ve always felt that “out of control” by you is in control by them…you’ve lost it.

Yes, you have to express displeasure or disappointment clearly, but this is better done quietly with you in control rather than gibbering and scarlet. I have never known a screamer (and I’ve worked in 19 offices) who wasn’t detested by his co-workers (why would he not be?) and who didn’t eventually do himself in.

Say something complimentary before you criticize. “Maggie, you are the most diplomatic person in the world, but Nathan Cross says you humiliated him last week at a writer’s conference and that he will never get another assignment in this town. What did you say?”

I used this good girl/bad girl approach with a young editor last week. She is gifted, but her treatment of co-workers is nearing sadistic. “Elisa, even if you are irritated to the point of madness, you can’t blast away like that. Just quietly try to get it fixed, okay? You are too wonderful and too valuable to me to have temper fits and make people hate you.” Complimenting the criticized one is called face-saving (for them). Whatever it is called, softening the punch with a little appreciation first has always worked for me.

Admit that you are wrong. As a boss, you can do that without personal jeopardy. Confessing a mistake will get you more appreciation points than practically any other act besides raises or praise. Of course you can’t be wrong too often, or you won’t still be there. And the wrong can’t have been too great a disaster–not even once, or you might be gone-zo. But there is something so fresh and unusual about hearing “I was wrong. I made a mistake. I was an idiot” from anybody, let alone from a boss.

Get back to them in a hurry. Maybe it isn’t the answer they want, but nobody is becoming a senior citizen waiting for you to make up your mind. When work is turned in or new ideas are presented, decide the easy-to-decide stuff immediately, after which comes the phone call, the memo, the little visit. Quick decisions are an easy way to get respect from your staff. If you need more time to consider, tell them that–at least they’re hearing something.

Learn to say no like a maniac to your time wasters. Even those with a legitimate, interesting project can be speeded along. I never give an appointment to anybody without finding out what he wants…you may not even be the one he should be seeing in the first place. If you’re seeing someone you’re not keen to see, prejudge the time you’ll invest, and arrange to get yourself interrupted. My assistant comes to the door at the preagreed-upon time and says, “Ms. Brown, you’re needed in the art department.”

Do the ghastly stuff first. What you dread doesn’t get any easier left lying around. I think of “disagreeable” tasks as pus that has to come out of a boil. Go on and lance! Well, I don’t always think of it as pus that has to…etc., but you could.

We’re talking about the “No, it isn’t working…No, we can’t buy it…No, I can’t be there” phone calls, not to mention the entreating, pitiful ones: “Is Hillary ever going to visit my staff? It’s the eighth time she hasn’t been able to ‘fit us in,’ and I know she’s in New York this week!”

Calling up anybody over your head–boss, celebrity, social lion–to ask a favor, decision, or contribution puts acid in your stomach–but better now than letting the day drag on. The “awful” may not be completed with the dreaded phone call or visit to somebody’s office, but at least you got started and can now go on to pleasanter things. I sometimes save the best–a letter from a friend, a fan letter, a prezzie–to be opened last thing in the day, as dessert. Postponed pleasure does feel good, though you may not be such a play-games-with-yourself-to-the-point-of-torture person as I am.

Forget financial bargains: Getting and keeping good people costs, but you don’t have to be the biggest spender in town. Every industry has a going rate for people at all levels, and you usually have to pay it to have somebody good. If you manage to hire cheap but the person gets better (and better)–all the way to wonderful–you will eventually have to get his salary up or he’ll leave. On the other hand, gouging the budget to kick up somebody’s salary just because he’s your friend or it would be nice (generous you!) when he isn’t going to leave is showing off. Other things than money–praise, appreciation, respect, happy work atmosphere, liking his co-workers–will help keep a good person around. Giving responsibility so he can perform at his peak is probably the biggest keeper.

When a superstar gets another offer and talks departure, then of course you have to decide how much to pay to hang on to him. There’s a limit for nearly everybody. You may need to let go, hire, and create a new superstar. I’ve been able to keep most of my superstars based on all the rules in this article. I am really so wonderful!

Spending money is good; wasting it (because it isn’t your money) is dumb. Why pay too much for what you can get cheaper? One of my sister magazines paid a photographer a million dollars for a guaranteed year’s worth of work. Good photographer. Then newsstand sales of that magazine went down, not because of the photographer’s work, presumably, but obviously he didn’t help them.

My magazine doesn’t get any bargains with photographers. We pay good prices. But we just don’t put wild sums of money into photography or anything else I don’t think will do us any good–i.e., attract readers and make newsstand sales go up.

Know that right is on your side when you have to fire so you don’t suffer too much. The firing is going to be hell on the fired person, possibly somebody you really like, but if he or she stays, that will be bad for the whole staff. Obviously you wouldn’t be firing if the track record were good. By compassionately keeping him, 50, 60–however many more of you–are being weakened, as is the product. Firing these days isn’t easy, because the employee will sue–age, sex, race discrimination. In my company if you contemplate firing, you must put in writing to the prospect where he is going wrong.

I never know how to say in a memo that you are just plain dumb, but you have to document mistakes. What my management never understands is why you would fire somebody to whom you have previously given a raise. Good point, I suppose, but as long as the person is there doing a job, he has to be kept encouraged, and you hope he will get better.

In the world of magazines, becoming a really good editor takes a long time. We’ve trained lots of children and older children–some make it, some don’t. When you finally glean that this person is never going to get it, she has to go even if she has had a couple of encouraging raises (sorry, management!). Obviously you fire with tact and kindness. We’ve all been there, haven’t we?

People’s families are as important as their work–surprise, surprise! You have to put up with a lot of family stuff on company time. A good employee will somehow get the work done, make up the time he steals from his job during a personal crunch. If he can’t or doesn’t, you may have to get in a pinch hitter. Also, prepare to do things for the family of a beloved employee–get his kid tickets to the Knicks, give career advice to his sister, help somebody get into a school.

When a co-worker is in love–you remember that. Wanting to impress the beloved may cause the besotted one to ask all kinds of things–a little help finding talentless Sue an agent; tickets for Sue’s folks to see a Broadway show sold out until June; even, oh Lord, reading Sue’s manuscript, which seems to have been written by a consortium of roaches who swallowed a big slug of Raid and started writing before actually kicking off. You do them.

It’s okay to fraternize with your staff–some can even be close friends. Keeping a person on the payroll who isn’t competent or paying one more than he deserves because he’s teacher’s pet isn’t smart. Your best friend can be a workmate, provided you aren’t showing wild favoritism or revealing corporate secrets. What can I tell you? I kiss the two top editors at Cosmo when they come back from vacation. One is a boy; one is a girl. Hasn’t destroyed us yet. This intimacy might seem a little cuckoo in your office–perhaps not as informal as a magazine–but bosses tend to go along with your management style as long as you’re turning a (solid) profit. Of course, my management isn’t on the scene to witness those welcome-home kisses.

Work harder than anybody else. The idea that a good executive doesn’t have to kill herself because she can delegate is only half true. You ought to get people to do some things as well as or better than you, but that only frees you to do what they can’t or shouldn’t! You won’t get many compliments like, Boy, do you put the time in! But management knows, your staff knows, you know, and out comes the good product, plus money and recognition.

P.S. There wasn’t any little section in this article about relaxation, getting away. You know how to do that, I’m sure, and it’s supposed to be a good idea. Work happens to be my drug of choice and is the only thing I feel competent to talk about.

Answer the following in essay format.
Helen Gurley Brown, former Editor-in-Chief, Cosmopolitan Magazine, wrote the attached article from the October 28, 1996 issue of Fortune Magazine upon her retirement. She set forth twelve rules for being a good executive. I want you to analyze each of her rule from the perspective of what she did to motivate her employees and what style of managerial leadership she appeared to follow.
1. Is Ms. Brown a “Theory X or a “Theory Y” ? Manager? DEFINE THEORY X and THEORY Y then declare your choice (X or Y) and support your choice of management style of Ms. Brown with specific evidence ( citation) from the article as they relate to the theories.
2. Frederick Herzberg’s two-factor theory of motivation can be used to explain quite a bit of Ms. Brown ‘s approach to her employees . Herzberg postulates that there are “hygiene factors” (dissatisfiers) and “ motivators” (satisfiers). DEFINE EACH FACTOR.

2. FOR EACH OF Ms. BROWN’S 12 RULES.
IDENTIFY EACH OF HER 12 RULES AS EITHER A HYGIENE FACTOR OF THE WORKPLACE SHE IS TRYING TO ALLEVIATE OR A MOTIVATOR SHE IS USING TO EMPLOYEES. FOR EACH RULES, identify whether it is a hygiene factor or a motivator with a brief discussion of why and how made your choice. Your argument must reference Herzberg’s theory and be supported by comments you find in the article. You may also support your arguments with reference to any other theory of motivation included in chapter 9 of the text book.

3. (A). WHAT MODEL OF LEADERSHIP (CHAP 10 and YOUR CLASS NOTES) DOES SHE APPEAR TO FOLLOW? Provide evidence for your conclusion . (B) GUIDED BY THE CHAPTER 10 READING WORKSHEET, list what you see as the elements of Ms. Brown ‘s personal leadership style.

4. Leading By Example? In class we discussed the phrase, “ Leading by example.” I asked the question , “ As a manager who is expected to exercise leadership in the course of their work , ARE YOU EVER NOT LEADING BY EXAMPLE? “ Using the concept that leaders are always in the spotlight, examine each of Ms. BROWN’S rules of her personal leadership behavior and discuss whether her behavior is one that you would follow. If not, WHY NOT? IF YES, WHAT DO YOU EXPECT TO GAIN BY BEHAVING IN THAT WAY?

5. TECHNICAL REQUIREMENTS OF THE ESSAY.
a. 5 pages double-spaced only; page numbers required.
b. Use size font 12, font Times New Roman ( or equivalent).
c. Use bold type and capitalization only where it is appropriate.
d. Margins: Right and Left 1¼ “top and bottom 1.”

READING #10
S2017
POWER: DEFINITION, SOURCES, and USES
Power is the ability to influence the behavior of others. Power covers a wide range, from outright
domination to the gentlest persuasion. Whether exercised compassionately or ruthlessly, power is
necessary to get things done the way a manager wants them done. However, the improper
exercise of power can often be costly. Sexual harassment is an improper and costly abuse of
power.
Power is an emotion-laden term, particularly in cultures that emphasize individuality and
equality. To call a manager a power-seeker is to cast doubt on that manager’s motives and
actions. Some of these negative views are rooted in the view that suggests power is evil and
corrupts people.
Reasons for Exerting Power
Power, however, is an inescapable element of management; those with substantial power often
have an edge in accomplishing organizational objectives. In fact, only those with a reasonable
degree of power may be able to operate effectively. To maximize their effectiveness, therefore,
managers should first obtain a reasonable power base.
Power and Dependence
Power usually involves exchange processes, through which a person who commands services
needed by others exchanges them for compliance or obedience. A supervisor may exchange time
off for high-quality performance by workers. In such a relationship, power has also been viewed
as a function of the ties of dependence. For example, supervisors often have power because
subordinates depend on them for rewards. In the same way, subordinates may have power if their
supervisor’s performance is linked to their own. According to Prof. John Kotter, individuals
engage in power-oriented behavior to reduce their dependence on others.
Individual Needs for Power
David McClelland and his associates have identified the need for power as a motivator that
causes a person to wield power. Individuals with a high need for power try to influence and
control others; seek leadership positions in groups; enjoy persuading others; and are perceived by
others as outspoken, forceful, and demanding.
Sources of Power
A listing of the sources of power, popularized by John French and Bertram Raven, is presented
here as the power equation. Legitimate, reward, and coercive power can be given to a person by
a company, but expert, referent, and information power must be earned.
Total
Power Power Power Power Power Power Power =
Legitimate + + + + +
Reward Coercive Expert Referent Information
The Power Equation
Legitimate Power
Legitimate power results from a person being placed in a formal position of authority (job, job
description). Subordinates generally feel obligated to do as their legitimate superior directs.
Legitimate power exists regardless of the performance level of the person holding the position
and may be one of the least effective sources of power in the long run.
SUPPLEMENTARY READING
BMT-1600 – INSTRUCTOR: Rik Karlsson
2
Reward Power
Reward power is derived from a person’s ability to reward another individual. This power may
be formal or informal. An individual who has control over organizational rewards, including pay
raises, status, desirable work assignments, as well as praise, recognition, or group sanctions, may
use them to encourage others compliance with desired behaviors or goals. A manager can use
this power effectively if subordinates believe that complying with the manager’s request will
result in their receiving some type of reward. When reward power is not exercised, it is of little
value and could even be a negative.
NOTE: Even individuals without legitimate power may possess reward power. For example, a
worker who has influence with upper management might informally put in a good word regarding
a co-worker who has been cooperative. Or a worker with information desired by other workers
may reward another worker by sharing this information when a favor is granted.
Coercive Power
Coercive power is derived from the ability to punish or to recommend punishment. A manager
can exert this type of power over workers who fear punishment for violation of a rule or policy.
The manager can attempt to force individuals to behave in certain ways by demoting or
dismissing them or by increasing the direction provided to them. Coercive power must be used
with extreme caution. Misapplied, it can negate the manager’s effectiveness. Not using coercive
power when it is called for diminishes a manager’s overall power as well.
NOTE: However, as with reward power, individuals do not have to possess legitimate power to
possess coercive power. For example, one worker might punish an uncooperative co-worker by
withholding information from him or her.
Expert Power
A person who has special knowledge or skills possesses expert (or knowledge) power. It is
considered by some to be the most effective type of power. Even if an individual has limited
formal authority, expertise in a particular area will give that person considerable influence.
“Red” Adair, the famed oil well firefighting expert, was well known by roughnecks (oil field
workers) the world over for his knowledge of how to put out oil well fires. This expertise gave
him the ability to go aboard an oil-drilling platform anywhere in the world and immediately issue
orders that would be obeyed without question.
Expert power possessed by subordinates is often difficult for managers to accept. For example, if
a computer programmer becomes so knowledgeable and competent as to be considered
indispensable to the organization, the manager may feel unable to even reprimand the
programmer for fear that person will quit or sabotage the manager.
NOTE: Access to information or resources provide a source of influence by helping individuals
or organizational units cope with uncertainty. An employee who has obtained information that
others do not possess, but do desire, has a certain degree of power.
Referent Power
Referent power is based on a liking for, or a desire to be liked by, the power holder. In the
opinion of some, referent power is frequently stronger than expert power because the referent
base is helped by perceived or imagined expertise on the part of those being influenced. The
personality and characteristics of an individual affect the degree to which other people wish to
identify and be associated with that person. President John F. Kennedy possessed referent power
to a remarkable degree. His admonition “Ask not what your country can do for you but what you
can do for your country” resulted in thousands of volunteers for the Peace Corps. Building
referent power often requires good political skills, which is to say the ability to build personal
networks.
SUPPLEMENTARY READING

3
How Managers Can Increase Their Power
A person’s total power is the sum of all five types of power. The main power given by the
manager’s position in the organization is legitimate power. The formula shows that total power
can be strengthened or weakened by reward, coercive, expert, and referent power. That is the
reason for the plus or minus signs. For instance, a supervisor with little legitimate power might
still be quite powerful by virtue of being an expert in the field. On the other hand, a manager
with considerable legitimate power might be almost powerless because of a lack of job
knowledge.
Power Differences
Performance difficulties occur when interacting groups (or persons) differ in the power they have.
These power differences can create managerial problems, and managers must be prepared to deal
with the differences effectively. Three major causes of power differences are:
 Perceptions of substitutability,
 The ability to cope with uncertainty, and
 The control of resources.
Perceptions of Substitutability
If the activities of a group (or person) are viewed as replaceable or if another group (or person)
can perform the same work, the group (or person) is considered substitutable. The less a group
(or person) performs substitutable tasks, the more power it (he/she) possesses. Basically, as the
degree of substitutability increases, the degree of power a group (or person) possesses decreases,
and vice versa. Bottom line: be unique and continually demonstrate that uniqueness.
Ability to Cope with Uncertainty
How well a group can deal with, and compensate for, a rapidly changing environment influences
its power. Essentially, as the ability to cope with uncertainty increases, so does the degree of
power a group possesses, and vice versa.
Control of Resources
The amount of money, people, and time a group controls influences its power. The greater the
amount of these resources the group controls, the more power the group has. Managers who
control budgets often have greater power than those who do not. Basically, as a group’s control
of resources increases, so does the degree of power the group possesses, and vice versa.
Strategies for Obtaining Power
There are numerous means by which a manager may secure power. Among the most common
are networking, coalescing, co-opting, and accepting the right projects.
Networking
Anyone who has worked in an organization for any length of time has likely heard the expression,
“It’s not what you know but whom you know.” At times, there is more than a smattering of truth
to this statement. Networking is the cultivating of relationships with the right people for the
purpose of obtaining power and access to vital information ahead of others, which is indicative of
a person who possesses power.
Coalescing
Coalescing is the process of individuals or groups combining their resources to pursue common
objectives. The purpose of individuals or groups creating such alliances is to increase the ability to influence others and to secure greater control over resources.
Co-Opting
Co-opting is the method of increasing power and creating alliances in which individuals or
groups whose support is needed are absorbed into another group. The purpose of co-opting is to
SUPPLEMENTARY READING
eliminate or reduce threats and opposition to the individual’s or group’s power base. Suppose,
for instance, that a manager wants to implement a particular project but another manager of
similar status has reservations about the project. The manager with the reservations may be
invited to participate on the team responsible for implementing the project. If the invitation is
accepted, it is likely that the resistance will be neutralized.
Accepting the Right Projects
Individuals can obtain power in organizations by engaging in activities that are highly visible,
extraordinary, and related to accomplishing organizational objectives.
Adapted from R. Wayne Mondy and Shane R. Premeaux, Management Concepts, Practices and Skills, Seventh Edition
(Englewood Cliffs, NJ: Prentice Hall, 1995), pp. 442-458.