Jim Quigley on Entitlement Thinking
This is the last installment of my fascinating interview with James Quigley, CEO of Deloitte, the largest professional services organization in the world.
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The advice Jim Quigley, most frequently shares concerns hard work. He said he enjoys explaining the difference between, “entitlement thinking and opportunity seeking.”
Although embarrassing to me now, when I accepted the opportunity for my first move to New York City to join the Research Department at Deloitte, I was 26 years old, and I went there with an attitude something like this: I am Jim Quigley from Salt Lake City, I have a strong academic record, my clients have tried to recruit me, and I have decided to stay with Deloitte – give me a great experience. Bring it into my office on a silver platter.
And then we had a department “Black Friday” meeting. Mike Sutton, the department manager, said that some of the managers in the department did not understand what a unique opportunity we had been given and if we did not adopt a more constructive attitude, we would miss a tremendous opportunity.
On the train back home that night I reflected on what Mike said and realized that if I was going to have a great experience, it would be because I decided to go and get it. No one was going to hand it to me on a silver platter.
Jim became the number one rated manager out of the 57 managers in Deloitte’s National Office. “Chasing that entitlement attitude out of my head at age 27, created momentum for my career.”
Eight Bonus Insights:
- “If I had only one lever to move Deloitte it would be leadership.”
- “Things that matter can be measured.”
- “Most importantly, select and enable a team with values.”
- “E.Q. is more important than I.Q.”
- “Respect people.”
- “Create environments that bring out the best.”
- “Bringing people together is a timeless leadership challenge.”
- “Life is filled with opportunities, not entitlements.”
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How did you move from entitlement thinking to opportunity seeking?
Which of Jim’s seven insights do you find most helpful?
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Other posts from my interview with Jim Quigley:
The CEO of Deloitte Learns Respect his Dad
Public Speaking Tips from the CEO of Deloitte
On Amazon
Read my review of Jim’s book, “As One: Individual Action, Collective Power“
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Dan, you and James Quigley have put your finger on the thing that makes the current generation of employees the hardest to manage: an entitlement attitude. The basic employment contract as we understood it years ago — a fair day’s pay for a fair day’s work — has been overtaken by an attitude of “the company owes me” and “what’s the minimum I can do to get by.” There are exceptions, certainly, but they stand out glaringly among the rest. I tried to teach my kids to always make sure their employer was getting more than he/she was paying for, because things will never be exactly even and if their employer ever feels like he/she is being short-changed, that’s the start of the death spiral that ends in termination.
Hi Greg,
It was all Jim. 🙂
I love your comment that “things will never be exactly even.” Boy is that true. The sooner we get over keeping score closely the sooner we’ll get ahead.
Best,
Dan
Maybe this is a different thread, however, in push back Greg, where/how did the current gen learn/acquire the entitlement attitude? In some way, it had to be based in the actions/words/tudes of those who came before. There has to be a gap of some sort that we are partially accountable for in their learnings.
And maybe that doesn’t really matter, how it came to be, perhaps it is what are all of ‘we’ going to do about it. Makes for an interesting discussion in workplaces round the world these days.
Doc, I definitely agree that we stimulated exactly what we’re getting. We affirm kids in school, and constantly emphasize their self-worth (everyone gets a ribbon now, right?) which was a much-needed shift for the good. And I gave my own kids a lot of things my dad made me earn. I think it’s probably a by-product of a lot of positive changes in the social dynamic, but taken by itself this sense that things don’t have to be earned can be a challenge to manage. This same generation is much more self-confident and has a greater belief in its ability to accomplish anything it wants to, which is the postive side of the same coin.
Just had a variation on what you were identifying Greg as generational, however it was educational. Had an employee indicate, because of the degree attained that they should not have to do a specific task. Not the first time this has come up.
Any leaders out there who don’t roll up their sleeves when needed?
Guess there may be other variations still out there…
In addressing entitlement, it is sometimes as simple as turning a request/demand into a question. If an employee thinks we as an employer should be doing something new or different, I often ask how they would implement such a program if they were in-charge. Other times I will encourage an employee that if they feel strongly about something they want, that they should look at it as an oppertunity to become the group’s leading expert on that issue or subject. Often what we think as an entitlement attitude is just never having been asked to implement an idea before. Some young people are not entitled so much as they have always been given what they need and have never been asked to work it out themselves. Many of them show renewed interest/excitement when given the opportunity to implement a new concept that they suggested.
Bonnie,
Thanks for sharing your insights on ways to create an earn-it culture.
Best to you,
Dan
Excellent point, Bonnie. You force me to examine my perceptions and acknowledge that in my cynicism I may be tarring everyone with a brush only a few deserve.
Love that motivational interviewing approach Bonnie.
What a great learning opportunity, then as you can ask if they considered X, Y, Z in implementing the new concept and help them learn the processes without having to say, “I am going to teach you the process.’ And as we know it is not just the X, Y, Z processes!
“if I was going to have a great experience, it would be because I decided to go and get it. No one was going to hand it to me on a silver platter.” That just sums it up does it not? Great way to sign off the series Dan.
Kaching! Thanks man
Good post Dan. A good lesson for us all to learn. I have a question to pose, though… As someone trying to lead and influence from the inside, how to we dissuade others of this thinking? How to we get others to stop thinking of themselves as entitled, and thinking more in terms of team-focus rather than “I”-focus?
Martina,
My first response to your question is, stop giving them what they want. Honor those who work.
I wonder what others think?
Best,
Dan
I’ve failed at this as often as I’ve succeeded so take this for what it’s worth. I’ve tried to do two things: first, to clarify the basic expectation, that is, what it is that employer and employee have a right to expect from each other. Second, I try to paint a vision of what meritorious behavior (above and beyond) might look like and what the rewards for that might be. Sometimes team-members get it, sometimes they don’t.
An add-on: Martina, I’d guess as a self-described insider (I assume this means you lead primarily through influence rather than formal authority?) and judging from your posts to this blog, I would guess you’re already taking the most effective action, which is modelling the right attitude and actions.
Thanks, Greg. Hopefully I am getting better at modelling the behavior in question.
And, yes your suggestion is a good one, in trying to claifying the expectations of everyone, including myself.
But you are correct, sometimes the team members don’t get it. So we keep pushing them in the right direction, always trying to keep myself in check along the way. We all have much to learn.
I agree with you about the vision piece, which needs repetition to hone and align the shared vision. And in those discussions, the plural has to be used because we are in this together. J. Maxwell recently posted on ‘one’ being too small a number to implement change…power o’ teams.
I think one piece of your puzzle involves #2, “things that matter can be meausred.” Some of the most effective contact centers I have seen publicly post various metrics that have been achieved, sometimes by individuals, other times by teams — when people/teams know there is something concrete against which their performance is measured, it is harder to say “because we deserved it” if the numerical evidence attests otherwise. (This can backfire, too, but I think when done well it can be a really effective strategy.)
Great interview recap series, Dan. Jim certainly has a lot of practical insight and the “eliminate entitlement” advice is particularly powerful for young employees under 30 (I am one). He reaffirms the importance of strong leadership and has certainly demonstrated it.
Also, As One is a phenomenal book for leaders. There are so many great examples of different leadership / organizational structures organized in a way that’s easy to identify with your business, It’s fascinating that organizations are branching out from the standard “command and control” management style.
Another worthwhile read from Deloitte is “Corporate Lattice” which articulates the emphasis on team work and working across the organization. Lots of great work coming out of Deloitte.
To be perfectly candid, for me the move from entitlement thinking to opportunity seeking is a constant effort. I will find myself thinking/saying, gosh I am putting forth a lot of effort when I know (but may not be admitting to myself) that I expect a minimal level of compensation/award to come my way even if my effort is not 100%. (That is why measurement and accountability are so important.)
As far as my favorite of the 7, I would have to craft a hybrid of #3 (select/enable a team with values) and #5 (respect people). It is possible to have #3 but for the team’s efficacy to erode to lack of respect. Respect is the fuel that keeps the team going.
Man, you guys are really convicting me today! (I guess there’s some risk in posting early.) Paula, you’re dead on! And I’m right with you that I probably allow myself too much latitude on the whole entitlement thing — you know, lots of experience, climbed the ladder rung by rung, worked hard and long to get here . . . it’s easy to think we deserve something.
Dear Dan,
Life is filled with opportunities, not entitlements. It is truly powerful statement. I agree the idea behind entitlement thinking and opportunity seeking. I can see both as mass and class. Entitlement thiners are usually people with mass attitude whereas opportunity seekers are people with class attitude. Class attitude is nothing but leadership. So, I strongly believe that opportunity seeking is leadership approach towards true success.
I believe that moving from entitlement thinking to opportunity seeking is about self belief and values. More importantly, it is the intrinsic courage that makes everything possible. So, strong belief towards life, great values and moral courage turn entitlement thinking towards opportunity seeking.
All the seven insights are great but the points I like most are;
Respect people, EQ is more important than IQ, and life is filled with opportunities, not entitlements. I strongly believe in these insights. I also believe that entitlements are given and opportnities are acquired. And acquired opportunities provide more satisfaction and happiness than demanding entitlements.
I love all 8 of the bonus insights! From a leadership perspective, it is essential to instill these values into the culture of the company. Leadership, of course, is tasked with demonstrating acceptable or desirable behaviors in this context.
Secondly, interviews present an opportunity to explore “entitlement” thinking with potential candidates. Understanding the mindset that you’re hiring in will do much to reinforce the values that the company supports.
Hey Dan, still looking for that downward slide you mentioned last week, not seeing it! 😉
Great post, awesome threads all, so much to digest and incorporate.
Have to slightly disagree with #2, not sure all that matters can be measured, most certainly can, but not all…this coming from a data geek.
Gotta give Mr. Quigley serious props for valuing EQ over IQ, would that more organizations/countries applied that perspective.
Respect people may go hand in hand with respect the work. Maybe that perspective would lend itself to an entitlement shift.
#6 is definitely about attitude and self-direction–you do have the ‘power’ to create/destroy an environment that brings out the best.
#7 is what I currently identify most with as it is the leadership legacy challenge and honor.
Sorry, couldn’t pick just one….great list, again lots to percolate on!
Jim sounds like a fabulous leader. Thanks for sharing his insights! I love the “Black Friday” meeting. I think it’s necessary to call out this behaviour when it happens, and to force people to realize that their success is in their hands, and nobody is going to hand it to them.
As for the bonus insights, my favourite is #4. I don’t think we focus enough on E.Q., but it can make or break a leader. Nobody wants to work for a brilliant jerk.
Great post – thanks!
Hello all
It was great to read all the viewpoints. Indeed it amazed when one read this kind of article and than several views on the same. It really enables a mind to thing from a broader aspect of a any given situation / agenda. if I would have to share my views on entitlement thinking & opportunity seeking than for me the earlier one is a narrow approach whereas the later one is a broader. Entitlement thinker basically can found in each organization big in numbers at the same place we can count those who are opportunity seekers. Opportunity seekers are self driven they not only aim high, provided the scope they aim for others as well but entitlement thinkers are self focused only.
Given eight insight selecting any one will be injustice with other 7. For me absorbing all the eight point & practicing the same for self and organizational development will be a great move.
Dear Dan.
It was great to read all the viewpoints. Indeed it amazed when one read this kind of article and than several views on the same. It really enables a mind to thing from a broader aspect of a any given situation / agenda. if I would have to share my views on entitlement thinking & opportunity seeking than for me the earlier one is a narrow approach whereas the later one is a broader. Entitlement thinker basically can found in each organization big in numbers at the same place we can count those who are opportunity seekers. Opportunity seekers are self driven they not only aim high, provided the scope they aim for others as well but entitlement thinkers are self focused only.
Given eight insight selecting any one will be injustice with other 7. For me absorbing all the eight point & practicing the same for self and organizational development will be a great move.