leadership

Remember Rule Number 6

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Ben Zander

Lighten up, Matt. Stop taking things so seriously. Relax once in a while.

I hear that too often.

General managers face the brunt of many things. Mislooted items, irritated players, you name it. Their frustration inevitably transfers over to me. Aside from that, I put up with random ribbing, name calling, insults and all sorts of flak that rolls in. On a day to day basis, my stress levels are being constantly tested. To the raid, it’s like a game. How shall we pop one of Matt’s veins today? Trains are dropped just to set me off.

“My love for someone is directly proportional to how much I make fun of them.” Says an officer.

Of course, at this point, I’m thinking the guild must really like me.

I have a history of being uptight. My friends are always telling me to calm down and relax. I hardly take any time to rest or relax (probably because my idea of relaxing is doing work). Have a glass of wine, they say. Except, I haven’t quite acquired the test of it. White wine I can handle. Red? Not so much.

A guildie recommended me a book by Benjamin Zander. I blogged about him before. His book’s called The Art of Possibility: Transforming Professional and Personal Life.

Rule number 6: Don’t take yourself seriously. Lighten the mood up.

Humor helps. Laughing can unite everyone’s personality, flaws, and mistakes. Especially when we feel like we are entitled to something, insulting someone, or just wanting to wring that other guy’s neck.

Here’s a funny story from the book that inspired the title of this post.

Two prime ministers are sitting in a room discussing affairs of state. Suddenly a man bursts in, apoplectic with fury, shouting and stamping and banging his fist on the desk. The resident prime minister admonishes him: “Peter,” he says, “kindly remember Rule Number 6,” whereupon Peter is instantly restored to complete calm, apologizes, and withdraws. The politicians return to their conversation, only to be interrupted yet again twenty minutes later by an hysterical woman gesticulating wildly, her hair flying. Again the intruder is greeted with the words: “Marie, please remember Rule Number 6.” Complete calm descends once more, and she too withdraws with a bow and an apology. When the scene is repeated for a third time, the visiting prime minister addresses his colleague: “My dear friend, I’ve seen many things in my life, but never anything remarkable as this. Would you be willing to share with me the secret of Rule Number 6?” “Very simple,” replies the resident prime minister. “Rule Number 6 is ‘Don’t take yourself so g—damn seriously.” “Ah,” says his visitor, “that is a fine rule.” After a moment of pondering, he inquires, “And what, may I ask are the other rules?”

“There aren’t any.”

Now I just need to remember this rule myself. In the end, it’s a game with real people people behind the avatars that you’re playing with. I can’t always approach problems with a scowl on my face.

Watch this other video by Ben about leadership. It’s a talk he conducted in 2008 in the World Economic Forum. It’s only 9 minutes long. Some if it overlaps with the TED talk I linked above.

How fascinating!

And he got a whole room to sing Ode to Joy. I think. Is that in German? I wonder if I can get my guild to pull that off.

Stare Decisis in Loot Council

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Just about a month has gone by in the formation of Conquest. Loot council continues to be an interesting challenge because the council never knows what sort of situation will present itself.

In today’s post, I wanted to talk about an important concept that’s not only valuable in the legal arena but also in an LC guild.

Stare Decisis

This is a legal principles where judges have to follow precedents established in previous decisions. How does this apply to WoW with respect to loot council? Because the decisions we make in how we hand out loot are expected to be binding. I’ll typically follow the principle of Stare Decisis but ultimately, I won’t hesitate to go a different way in decisions of loot for progressive reasons.

Unfortunately, the reality is that virtually no two decisions are going to be the same. You will have similar cases and they’ll be decided similarly. For example, we awarded a tier piece to a Resto Shaman completing his 4 set (because Chain Heal is still whoa). But if I had my 3 piece and a 4th Priest token drop, I wouldn’t award it to me purely because of the bonus (since I don’t use Greater Heal that often to justify it). It literally is a case by case decision. This is bad in that we’re not following a precedent but good in that we’re willing to remain flexible. Remember that this is a loot council not a court of law. Items will drop again.

Decision to Reward vs Decision to Gear

For guilds that have started progressing through different raid instances, realize that you’re going to come across a dilemma and I guarantee you that it will happen. Every member on your loot council is going to ask themselves the following question when an item drops:

Should I award this item to the player who has run all the 10 mans and done all the heroics or should I award this item to the player who dinged recently dinged 80 and hasn’t had the time to get as geared as the other players?

There are two schools of thought on this and let me tell you what goes through my head every time.

Reward: I like to reward players for their efforts. They hit 80 earlier on ahead of the curve. They’ve managed to work their way into pug groups to get themselves geared. Without their efforts, the guild would not be where it is right now. Their contribution is important and I want to recognize that.

Minimum standard:  The other perspective is to gear up the weaker geared player since that player hasn’t had as much time to get where they should be at. Especially for progression kills, there’s a minimum standard that every player regardless of class has to meet. To make life easier on your raid group, the weaker players have to be brought up to speed.

The past 2 weeks have been a lot of fun for all of us (I hope). Everyone has either reached the minimum benchmarks that have been set in terms of performance (2000 DPS on Patchwerk) or have exceeded it (5000+ DPS on Patchwerk). Now that the minimum standard has been reached, I can further lean towards rewarding players that can use items off of the second level bosses such as Kel’Thuzad and Malygos.

Mind you, I’m still just one person on Loot Council.

Mixed messages?

Following a decision that was made earlier for loot is good, especially when deciding on subsequent items. But don’t chain yourself to it or lock yourself.  Keep your loot council flexible because they have to adapt.

Don’t hesitate to acknowledge mistakes.

Don’t commit.

Don’t promise.

Don’t over deliver.

Don’t bind yourself.

So like Amava says, consistency does matter.

There was a case last week where a tanking neck dropped. Both of our tanks expressed interest. We were at a dead lock. The tanks wore the same neck and they could’ve equally benefited from it. We were taking too long. I gave the instruction to roll it.

I realized later on in the evening after the raid was done that it was a bad idea. Upon further reflection, I doubt I’ll give that order again. The exact reasons that crossed my mind were the same ones that Amava listed. This would’ve been the only time (not counting our first unofficial raid) that rolls were used to decide loot. Our current tiebreaker is an officer who is not a part of the loot council and does not wish to take part in decisions. That’s a temporary fix that I need to address. My options are to elevate another player to the loot council (a DPS cloth wearer, perhaps) or set it so that in the event of a tie, my choice wins (Overlord Matticus, hmm). 9 times out of 10, we do reach a consensus. But things like tier tokens always take a bit longer since they’re useful for so many players.

By the way Amava, yes I do read your blog when I can. I read it so that you can keep me honest. Keep doing what you’re doing. I won’t punish you for speaking out or voicing disapproval.

Some more food for thought for players looking and still deciding upon their loot systems.

11 Reasons Guildmasters Fail

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master

Guy Kawasaki tweeted a link to an article that caught my eye. It was a psychology blog called PsyBlog. Long time readers know that after WoW and tech blogs, I frequently read psychology, blogging and personal development blogs.

So what exactly did I read? 7 Reasons Leaders Fail is the original post.

Already you can see where I’m going with this. I noticed characteristics highlighted in the article that were exhibited by leaders I had in the past. So in this post, I want to apply some of the reasons listed on PsyBlog to WoW leaders and add a few more of my own.

Strict Hierarchies

This is the first reason listed in the PsyBlog post. Here’s a typical hierarchy of a raiding guild:

  1. Executive (GM)
  2. Advisors (Officers)
  3. Raiders
  4. Everyone else (Socials)

Some of my former GMs in the past were stubborn and not open to using methods that would make life easier for them and the raid. Often times, the raid would “play dumb” and did what the boss said (which includes me). We assumed he knew best when it wasn’t always the case. He set up the pulls, assigned the healers, organized positioning and did everything else himself.

A present Warlock in my guild alerted me today that he could tack on Detect Invisibility on several players to help spot for those pesky black shades that seemingly appear out of nowhere in Naxxramas.

Poor Decision-Making

This is number 2 on the PsyBlog. Let the experienced veterans make some calls. Some people aren’t cut out to make certain decisions. I should never be allowed to setup pulls or mark targets (as Hassai so kindly reminds me). I should leave that to the tanks. I should not be setting up crowd control targets. I Should not be the one calling out Battle Res targets. There are other players in better positions who can make effective calls quicker than I.

Let your best people do the jobs they are suited for. Focus on your individual strength. My strength relies on healer organization and assignments.

Something I pride myself in is the ability to ask questions. If I’m unsure about a mob pull or an item, I’ll ask the experts. I expect them to give me precise information so that I can make the right call.

Impossible Standards for Leaders

Here’s a good one. The reason says it all. Leaders are expected to know every little thing.

We don’t.

We’re only human. It is so true it is scary how accurate this statement is. I’m expected to know optimal Mage DPS rotations, tanking orders, MD targets, gear choices and so forth. I’m not exactly a walking WoW Wiki. A few of the qualities leaders are expected to posses, according to PsyBlog, are integrity, persistence, humility, competence, decisiveness, and ability to inspire.

So where do I stack up?

Here’s my self evaluation out of 5 (with 5 being the most and 1 being the least).

  • Integrity: 5
  • Persistence: 3
  • Humility: 5
  • Competence: 3
  • Decisiveness: 4
  • Ability to inspire: 2

(Note: Guildies may comment without fear of reprisal)

Treating People Like Crap

It’s a simple concept. If you treat people like crap, you can expect crap performance. I don’t like to yell but I can and will speak firmly at times in order to crack the whip. In this case, my guild is also my boss. If they don’t like me or my performance, nothing is going to stop them from departing. I don’t want them to leave. I want to foster a friendly yet professional environment. But I can’t afford to be too friendly as you’ll find out later on.

Psychology of Followship

This is another intriguing point from the PsyBlog. What makes people follow someone else? I think it’s important for GMs to ask themselves why these people are following them and why they trust them. GMs are obviously doing something right. If they weren’t, then members would be sporting a different tag. This is especially true in WoW where leaving and joining guilds can be done in mere seconds.

Like people who think alike will generally do similar things. I want to kill Arthas. I want to do it on these days. I want to take this approach. I have over 20 members who have a similar stance. If they didn’t, they wouldn’t be here.

Lack of a Presence

Leaders need to show themselves. They need to be visible. When BC came out, my GM was hardly ever around. I thought he didn’t care about the game. He didn’t have any plans for Karazhan. In my next guild, on the day we were working on Gruul, my GM wasn’t in the raid. He was out farming on Elemental Plateau instead of being with us killing Gruul. We had to pug a player for his spot.

What am I doing following someone who doesn’t seem to care about this game as much as I do? Is this someone I really want to follow?

No Confrontation

If you have a player who is performing poorly or is behaving poorly, they need to be spoken to and the situation needs to be resolved. I’ve had leaders in the past who did not have the spine to call their bluff. I think a GM needs to be prepared to remove anyone from their organization if the situation ever demands it. Be prepared to sit a player out. There will be times when the success of a raid rides on a single player’s performance. If they can’t hack it, they need to be told to sit for the night in favor of someone else.

If the guild I’m in ends up wiping to a single boss for 15 straight tries and the rest of the guild feel that it’s the result of one person, then something’s got to change. Maybe they’re disconnecting like crazy or having computer issues. Whatever the reason, it has to be fixed. The raid must go on. As much it sucks for me having to make the call, I have to be prepared to do it. Even if its me.

Alienation

In a recent post I wrote about Deciding Between Normal Raids and Heroic Raids, AltoholicsAreUs wrote:

The only thing you MIGHT have to watch out for now, is “cliques”, meaning groups of people who plow through the ten mans to farm or obtain gear, but do not allow newer or outside members of your guild to participate.

I’m not the best baby sitter in the world. I got kicked in the groin once by my little “buddy” in grade school. Cliques are going to crop up no matter what and there’s very little that can be done to put a stop to it. You could try, but the clique could react in a bad way. The GM and officers need to be intimately aware of the guildies around them and attempt to include them in guild wide activities such as Lake Wintergrasp. Check in with players from time to time to see how they’re doing.

No Enthusiasm

A GM needs to have a level of energy and passion for something like this. No matter what you do in life, be passionate about your interests. If you’re not, then you’re not doing what you like. Seth Godin’s a great speaker because he’s passionate about what he does. Garr Reynolds is a greater presenter because he excels at speaking and presentation delivery. A great Starbucks barista separates herself from the rest by adding the little swirly thing to my venti sized iced double chocolate chip mocha frappucino!

They all love what they’re doing. I love what I’m doing. I don’t have to be skilled at hockey to be passionate about the game. Are your GMs passionate about what they’re doing? Are you?

One of my new recruits appeared to be delighted when he found out I wrote a WoW blog and contribute to WoW Insider because it demonstrates that I like what I’m doing.

Empathy and the Lackthereof

Some GM’s I’ve had were self centered and self absorbed. They weren’t capable of putting themselves in the shoes of others or just plain didn’t care. Now I may never be able to wear the shoes of Brio or Hassai when it comes to tanking business. I do try to make a concerted effort to listen to them and see where they’re coming from if they feel the need to say anything. Don’t ignore your guys and don’t brush them aside.

General Ineptitude

Some people just should not be trusted with leadership. It’s sad to say, I know. Not everyone is capable of being a Michael Jordan or a Tiger Woods. Not everyone is meant to lead. Whatever the reason is, bad leaders will eventually lead to a fractured organization that will have no future as a worst case scenario. Maybe they don’t have the social skills or the time. Perhaps they can’t take the disciplinary actions required to do something. If a guild loses faith in its leader and no longer has confidence, something needs to change before it deteriorates further.

Where does this leave us?

I can’t just talk the talk. I have to walk the walk. If I can’t back up my words or beliefs, then I am no better than some of the GM’s I’ve had in the past. But by being aware of what makes bad leadership, I can consciously make an effort to steer myself away from the behavior that made them that way.

I’m in a unique position since I have several bloggers in my guild who aren’t afraid to call me out and keep my honest. It’s in my best interest to not suck and to do the right thing. I can’t just hold myself accountable to my guild. I also need to hold myself accountable to my readers.

Here’s a challenge for the WoW bloggers and readers out there.

What makes your GM great?

I would love to hear your thoughts on the matter. Whether it’s stories about bad experiences or good experiences, others including myself would surely benefit.

Build Your Own Guild Part 4: Leadership

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If you can, dear readers, stretch your reflective faculties for a moment and recall the first article in the Build Your Own Guild series, in which I urged future GMs to start forming an officer corps. This entry will delve a little deeper into the question of leadership and show you how to construct and maintain your guild’s hierarchy. The principal lesson here is delegate, delegate, DELEGATE! This article will show you how officers and GMs work together to govern the unique virtual organizations we so casually refer to as guilds.

History Lesson: Getting Medieval

I would like to meditate for a moment on the word “guild” and its history, as I think its origins are rather instructive for MMO players. A guild, in the medieval sense of the word, is an association of tradesmen, artists, or craftsmen. Guilds oversee the production and distribution of material goods, and they regulate both practitioners of a trade and the larger market in which that type of product is bought and sold. My favorite guild example dates to cinquecento Italy. Imagine Renaissance Venice, her canals a-stink with the smells of a thriving fishing industry, her now-white palazzi ablaze with murals in every color of the rainbow. Somewhere in the Serenissima, probably next door to the leather-curers guild or the paper-makers guild, Tiziano Vecellio runs his own workshop. He sees himself as a craftsman, rather than an artist, producing goods for sale. He is the Master, and his is the signature on most of the products. His employees, however, are also craftsmen, some of them as talented as the master, and Journeyman and Apprentices work together to create great pieces of art. Sure, Tiziano himself may be the one to sketch the Madonna’s face, but what about her hands? Guess what? Renaissance art was a cooperative enterprise, and just look at the product. Pretty fantastic, eh?

Why the long excursus into metaphor, you ask? For you, the prospective GM, the setup of your guild is your masterpiece–the way you do things at the beginning will prove to all your members that you are a capable leader, someone they can trust. But like Tiziano, you can’t go it alone. You will need help, and the end “product” that you create–namely, excellence in raiding–will be a group effort.

Choosing Officers

If you’re contemplating setting up your own build, you probably have a few people in mind for officer positions. Make sure, however, that your officer corps is not composed entirely of your best friends and your significant other. For a raiding guild, you need a balance of power, and this means bringing people into leadership positions who represent different constituencies and have different perspectives. You will also need to limit the number of officers to a manageable size–too large, and every member who’s not an officer will start to feel left out. The following are my quick tips for forming a workable officer corps.

1. Size

If you plan to focus exclusively on 10-man raid progression in Wrath, your optimal number of officers (including yourself in this number) will be three. That means that there will always be a tiebreaker vote. The percentage of officers to members will still be rather high, especially if you are a niche guild and limit yourselves down to 20 or so players. I think this model will be extremely workable in Wrath. The good news is that if you form a guild of this size, your work as GM will be much less, and you will not need to define each officer’s role to the nth degree. The three of you would each probably be capable of handling any questions your members have, and all members will know the officers personally.

For the 25-man size, the task is more difficult. I suggest either three or five primary officers (including yourself of course). Three will be just fine if you plan to also have class or role leaders to do some of the work, but if you do without them, expand up to five so that you can cover all the necessary tasks. I actually recommend against having class leaders. That model worked better in Vanilla WoW, when specs were less differentiated and there were more people to manage.

2. Diversity of Talents

All of your officers should not excel at the same aspect of the game. They should not be three healers or three dps. You should include your primary Raid Leader in the officer corps, but the other members do not have to be your best players or best strategists. One of them, at least, should be computer-savvy enough to build and maintain your website, if you cannot do so yourself. Try to find people with different interests. And yes, sometimes this means looking beyond your immediate circle of friends. Caution: it may seem attractive to a new GM to appoint as an officer someone who has been a GM in the past. Be careful–this person might be so used to leading that he chafes at just being an officer and effectively undermines the officer corps’ decisions. Have a very thorough talk with any officers with GM backgrounds so that the guild hierarchy–whatever it is–is clear to them.

3. Diversity of Perspectives

Your guild is a raiding guild, so most of your officer conversations will be about raiding, and almost all of your planning will be dedicated to raid progress. You do not, however, need to find officers who agree 100% with your vision. It is best, in fact, if officers to some degree serve as checks and balances for each other. For a real life example, in my guild, raiding is important to every one of our eight officers (yes, too many!) but within that general category, our priorities fall under several subheadings. For some real-life examples, in Collateral Damage, our Raid Leader wants everything to be well-organized, transparent, and planned out ahead of time. The officer who manages our Loot system wants all policies to be fair and all goods to be distributed equally. Our personnel officer focuses on the human side of things–she wants to make sure that no one feels left out. And me? Believe it or not, I’m always the one pushing for faster progress and stricter requirements.

4. Open Positions

When you introduce your brand-new guild to the world, you probably won’t have the perfect balance of officers yet. I suggest starting out with yourself and one other person (or for the large guild model, two) and promoting the rest of your officer corps after you actually begin raiding. You need to see how people operate in their new guild context, but you can’t do all the work alone at the beginning.

Your Management Hierarchy

Let’s imagine that your guild is up and running and you’ve identified and promoted four other people to work with you. Now what do you do? I have seen guilds flounder at just this juncture. People become officers, but it’s a vanity position. There are no clear duties and no opportunity for leadership. In practice, the GM runs the guild by himself. Or worse, no one runs the guild. No events are scheduled, and people associate with each other only in guild chat. Here are 5 ways to avoid the no-leadership quagmire.

1. Weekly Officer Meetings

Schedule a meeting at a mutually convenient time, and hold a meeting every week. Believe me, you’ll have a lot to talk about–some of CD’s run upwards of three hours, and they were longest at the very beginning. You should at the very least check in with the guild’s progress, set the raid schedule for the week, and vote on any potential recruits. This is also a good time to talk through the inevitable member complaints and make plans to address them.

2. Give Each Officer a Specific Task

You chose officers with different talents for a reason. Assuming you’re a large guild with 5 officers, here’s a sample breakdown. As GM, feel free to snap up the role you like best, but if it’s your name at the bottom of the guild panel, expect a secondary job as QQ filter. Your five officers could best divide into the following roles:

a. Raid leader and strategist
b. Loot system manager (if you use Loot Council, this person tracks drops received)
c. Personnel officer (this person takes attendance and tracks raider status/performance)
d. Recruiting officer (woot! This is what I do)
e. Website manager (don’t underestimate this one–it’s a TON of work)

As GM, you need to funnel any specific questions or complaints to the officer who specializes in that area. People will want to talk to you too, but if you get a loot-specific question, pull the loot system manager into vent with you when you talk to that player. You will find that your officers will become experts in their area of expertise.

3. Strive for Consensus

When there is a decision on the horizon, particularly if it’s an important one, don’t just flex your GM muscles and make the call yourself. Discuss any decision that has far-reaching implications in the guild meeting, and let each officer present his or her opinions. Very likely, some of you will disagree on any issue that’s halfway worth talking about. As GM, you may feel tempted to go with your own opinion after nominal discussion, but I urge you to wait it out and let people make full arguments, especially when they feel passionately about something. There should be give and take. If two parties disagree, have them propose compromise solutions until each of them can live with the new policy.

4. Hold Votes on Important Issues

Your officers can only serve as checks and balances for each other if you give them power. Try for consensus first, but what you may find is that not everyone speaks up every time a new policy is on the table. If everyone cannot agree after a reasonable amount of discussion, as GM, it is your responsibility to call for a vote. Except in dire circumstances, abide by that vote. Remember: if you have power as GM, it is only because others entrust you with it. Allowing them a voice will convince your fellow officers to stick around and support you. My guild–which has no GM, only officers–has just now put in a voting policy. We felt that compromises were sometimes worked out only among the most vocal officers, and in any case sometimes we would have 12 hours of discussion over many weeks with no solution reached. We’ve decided to hold votes after 2-4 hours of discussion on a topic when we can’t come to consensus. I am in full support of this idea–even though I’m one of the loud people! If you never vote, you may create a situation in which one person can veto any idea by holding out on the compromise. That can lead to guild stagnation, particularly if it’s a regular occurrence. Sometimes your officers will have to agree to disagree.

5. Know When to Play the GM Card

If you’re going to be the first among equals, you have to know when to step in and put an end to debate. Maybe votes are inconclusive too, or your officers just can’t come up with a decision. In those cases, use your best judgment and lay down the law. Don’t do this too often though–a GM whose attitude screams: “It’s my guild and I can do what I want with it!” won’t be in power for long.

Conclusions

It’s not very fun to be the Supreme Emperor of a nation of one. If you want a happy, healthy, resilient guild, you will need a power structure that puts some of the authority in other people’s hands. Build trust with your officers, and always treat them with respect. They are both your friends and your work colleagues, and the relative unity that the officer corps presents to the guild will determine your success or failure in endgame raiding. People want to feel that their leaders are both well-organized and fair. Use the GM/officer dynamic to create that feeling, and you’re well on your way to climbing up the rankings on your server.

Assigning Healing Strategy – Part 3: The Pivot Healer

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Welcome to the third in a 5 part series here on World of Matticus. For the next several weeks, I’ll be covering the rare topic of assigning raid heals. No one really wants to do it but it’s the most important job in the raid and I’ll provide a basic overview of the process and some advanced tips!

In case you missed it:

  1. Week 1: Recognizing Class Strengths
  2. Week 2: Double Shifting Your Healers

Last week, I discussed the concept of double shifting your healers. I instructed that it is possible to assign one person to look after more than 2 people simultaneously. This week, I’m going to discuss the pivot healer.

What is the pivot healer?

Simply put, pivot healers are single target healers that switch between two or more assignments. It’s a technique to make life a little easier for your healing lead. It’s a way to minimize idle healers and recycle them.

A case study

Still unsure of what I’m referring to? Let me give you an example.

The first dual phase fight that comes to my mind is that of Leotheras. There are two main tanks required for the encounter and they alternate themselves depending on what phase Leo is. If Leo is a demon, the Warlock tanks him. If Leo is in his Elf form, he get’s controlled by a standard tank.

In true Matticus-like fashion, I’ll park 2 Paladins and a Priest on the main tank during Elf mode. Once phase 2 hits and Leo turns super saiyan, the same 2 Paladins and Priest immediately pivot over to the Warlock tank. At this point in time, the main tank is no longer taking the brunt of the damage so the healers that were on them can be rotated off of them.

pivot

And that’s today’s lecture! Hopefully the really cheesy graphic above can help illustrate what I’m trying to say. Remember they switch targets after a phase is over and look after whoever is holding the attention of the boss!