Category: All Invantage Posts

  • Billions’ Wendy Rhoades-A Performance Review of the Superstar Performance Coach

    Billions’ Wendy Rhoades-A Performance Review of the Superstar Performance Coach

    I’ve heard several portfolio managers say they wish they could find someone like Wendy Rhoades, performance coach extraordinaire on the wonderful TV show Billions.  With the TV show  about to launch it’s second season, I thought it would be a good time (and fun) to offer a professional critique of Wendy’s technique. Bottom line–she’s not bad.  Especially later in Season 1, she shows how  unconscious motivations can lead to very costly decisions, and more importantly how reflection and self awareness of the emotions involved in critical decisions can potentially avoid costly mistakes.  Below is the text of a blog post I wrote for Huffington Post, which you can read on HuffPo here.

     

     

    Just how good is Wendy Rhodes?  She’s described by her admirers as “the best performance coach in the business”.  I thought the launch of Season 2 of Billions might be a good time for a performance review for Wendy herself.

     

    Showtime, the cable network home of Billions, where Wendy plies her trade, describes her as

     

    “A psychiatrist by trade, Wendy Rhodes combines an avid intellect with a keen understanding of human nature.  She used those skills to help Bobby Axelrod build his edge run from the ground up and now works as the company’s star in-house performance coach.”

     

    Until the prequel, we have to take Bobby’s word for it that Wendy helped him build his hedge fund from the ground up.  I’m not going to quibble with an “avid intellect” and a “keen understanding of human nature.”

     

    Like Wendy, I’m a psychiatrist, do performance coaching and business consulting.  Foregoing modesty, I will describe myself as also having an avid intellect, and share her keen understanding of human nature.  I thought viewers might appreciate an assessment of the quality of Wendy’s work.  I don’t think Wendy would mind.  Peer consultation and supervision is a standard tool psychiatrists and analysts make use of to keep us on our toes.  We use colleagues to help us overcome blind spots and check for systematic errors.  Not unlike a how a good performance coach can help an investor!

     

    Wendy calls the people she works with “patients” —a mistake in my opinion, for lots of reasons.  They are her clients, or more correctly Axe Capital is her client. One hopes she doesn’t prescribe medication if they get clinically depressed, or for their ADHD, and that when they need therapy—for relationship problems, significant anxiety or depression, or anything outside the field of their investment performance– she refers them to a competent colleague for confidential treatment outside the transparent walls of Axe capital.  I’m sure she would agree.

     

    How good is her technique and skill when actually working with a client?  To my eye it ranges from pretty cheesy to not-too-bad (Pilot, Season 1) to pretty damn good (Season 1, Episode 11).

    In the pilot we see Wendy at work in two “sessions” (Personally I’d call them meetings.  This is business.  It’s like therapy, but it’s not therapy).

     

    image: Showtime

    Mick Danzig, played by Nathan Darrow, has scheduled an appointment because he feels he’s “lost his mojo”. Everyone else in the firm is up double digits, and he’s down 4%.  He’s lost his confidence, wonders if he’s depressed and needs some Prozac (or something).  After asking a few good and important questions (is he sleeping, eating, exercising, having sex, ok at home?) Wendy firmly announces that he doesn’t need medication—he needs to believe in himself again.  She says he’s listening to the “wrong voice”—the loud one telling him he’s “just fucking stupid” rather than the quiet one inside that is telling him “where the alpha is.”

    Using the word “alpha” correctly in a sentence immediately identifies Wendy as a true insider.  I’m not going to try, but suffice it to say that being good at “finding where the alpha is” is what makes you a superstar, and a lot of money. Wendy makes Mick stand up and “confess” that he made 7.2 million last year. She insists he’s got to FEEL that power inside.  There’s some chest pounding and impassioned encouragement. Wendy tells Mick forcefully that he’s among the elite— “you’re in the special forces here—you are a Navy SEAL—Did the SEALS make a mistake signing you up?  No the SEALS don’t make mistakes!  So get out there and do what needs to be done!”

    This is kind of clever.  Wendy appeals to Mick’s narcissism (“you’re part of the elite”) while simultaneously reminding him of a broader network of authority and brotherhood (the SEALs) that has decided he’s of value so he doesn’t need to make his own decision about himself.  In a sense he can lean on the group identification while he regains his balance.

    Mick leaves looking decidedly perkier, returning later in the episode with a good bet that earns Bobby’s approval, millions for the firm, and a shy grateful smile for Wendy.

    With Mick, Wendy is using the tools of suggestion and motivational exhortation.  She uses the force of her own personality and alleged belief in Mick (I didn’t find this entirely convincing) to transfer some energy and confidence into him.  I’d call this good old sports coaching and not much more sophisticated than a talented high school football coach. Clever in parts, this session is fraught with manipulation and suggestion, and contains no help for Mick that will foster self-awareness or growth.

    Contrast it with an encounter in the pilot between Wendy and Bobby. Bobby is wrestling with an impulse to buy an extraordinarily lavish and expensive house.  He tells Wendy that he knows that buying the beach mansion will “unleash the hounds” (of envy and criticism) and that “makes me want it even more”.   Wendy congratulates him for understanding the motivation before he makes the purchase, saying that he’s come a long way since they first started working together— “You wouldn’t have recognized the motivation until after the fact”.  She’s underlining that through their work he’s increased his capacity for self-reflection, gained  knowledge about his own motivation and developed a greater ability to delay action in favor of reflective thought.  Wendy leaves him with the thought that understanding is still not enough—he also needs to exercise control.  Axe says he has no one else to talk to like this, and that’s undoubtedly true.  Wendy is working at a much more sophisticated level here compared to her session with Mick. There’s an ongoing process with Bobby, where they’re working on his capacity to be reflective and self-aware and use that to make better decisions (i.e. exercise control when needed).  After praising Wendy for her contribution to his greater self-awareness and self-control, Bobby gets provoked by her husband Chuck and knowingly overrides his self-awareness, giving in to the impulse to buy the house.

    Fast forward to Season one, Episode 11—Bobby has just made a colossal mistake on a company.  Deliberately ignoring the warnings of his entire staff of analysts, he places an enormous bet that leads to a loss of hundreds of millions of dollars.  Impressively (maybe we have Wendy to thank for this) he doesn’t blame anyone, but immediately knows that the misjudgment arose from his head, not a miscalculation of the market, and asks Wendy for an emergency meeting.  In a long, intimate conversation (that Wendy’s husband observes and mistakenly imagines to be romantic or sexual) the two of them explore the “mistake”. Wendy keeps bringing Bobby back to Donny, his long time friend and co-worker who has recently died (with a very complicated backstory).  The viewer knows, but Wendy doesn’t, that Bobby has a secret reason to feel guilty about Donny’s death—for his own gain, he withheld information about potential treatment that could have prolonged Donny’s life.

    Nevertheless, Axe has plenty of other things to feel guilty about.  He admits to Wendy that he felt relief when Donny died; that if he felt any sadness it was deeply buried.  He admits his greatest fear to Wendy—could he be a sociopath, someone who doesn’t have the capacity to feel?  With great insight and compassion, I thought, Wendy tells him that he showed his guilt by blowing the bet—punishing himself via both the financial loss and the humiliation in front of his people. She points out that a normal person wouldn’t engage in the behavior he does—but a sociopath wouldn’t care about the consequences.  He comes back with a penetrating observation about himself and Wendy — that neither of their “wires” are where they should be—they’re both outliers.

    This encounter is moving and effective as drama, and also good TV psychoanalysis.  Together Wendy and Bobby explore the way unconscious feelings—in this case guilt—can lead to apparently irrational decisions.  But there is a psychic logic to Bobby’s action.  Unconscious guilt led to a need to punish himself which led to the bad bet which “fixed” the psychological problem.  This is the real deal, and shows how unconscious motives can cause terrible mistakes in business.  The process also offers the hope that when making consequential decisions, a deeper understanding of one’s psychology including unconscious feelings and fantasies, could actually prevent costly repeated mistakes.

    Wendy is identified from the outset as a psychiatrist, but this later work with Bobby makes it clear that her orientation is at least in part psychoanalytic.  She listens in an analytic way, hearing not just the words but the spaces between, the evasions and changes of topic, showing that sometimes the “negative space” in a conversation points to the most important issues.  And she uses her understanding of the unconscious and its link to motivation and choice to powerful effect.  She was great.

    A few details in the series made me squirm.  That’s a problem all professionals face, I think, when they see dramatic representations of their work.  The departures from real life practice, whether done out of ignorance by the writers and producers, or more probably for dramatic purposes, are ridiculously painful.  I want to yell at Wendy for being so stupid about her supposedly confidential notes—for one thing they were dumb and unnecessary, and for another, leaving them on her laptop on bed at home was inexcusable.  Couldn’t the writers have found another way to give Chuck a shot at Bobby without such a dumb violation of professional practice? Wendy should have known enough to keep no notes at all.

    OK, and I have to say something about her clothes.  Black leather leggings in the pilot, some low cut tops later on.  A little too sexy, but more importantly too intrusive into the relationships she’s engaged in. She also works a little too hard to maintain control of the physical space—for example, forcing Bobby to come to the “patient” chair before she’ll begin their “session”.  She’s forcing people to pay attention to her and acknowledge her power —my read is rather than demonstrating her power with these moves, she’s showing a bit of lack of confidence. She’s trying a little too hard, I think, to prove she’s as powerful as the boys.  And all along, they’re desperate for her attention and care.

    Compared to other television and film psychiatrists, Wendy’s awfully damn good.

     

     

     

     

     

     

     

     

  • Getting Comfortable with Power:  Ten Tips for Women Leaders

    Getting Comfortable with Power: Ten Tips for Women Leaders

    Women leaders get a little squirmy when it comes to the idea of wielding power. But getting comfortable with power and using it confidently is an essential part of being an effective leader.  Like it or not, all women leaders are in a bind because great leadership requires a high degree of agency–independence, forcefulness, ease of decision-making, dominance.  Yet gender norms still expect women to be communal– nice, interpersonally sensitive, collaborative.  Managing these conflicting demands is a career-long challenge for women leaders.  Meanwhile, though, you have to learn how to appreciate and use the power you have.  Here are  ten tips.  Some of them are counterintuitive, and some will make you uncomfortable.

    1.Learn the topography of power

    Where does it live? It is valuable to operationalize power—break it down into the concrete actions and strategies where it resides. Among the myriad opportunities to exercise power in a leadership position are: directing the use of resources, setting the agenda of meetings, decide who is included in and who is excluded from communications, highlighting what you want people to pay attention to, ignoring what you want ignored, and selecting and removing personnel.

    2. Know and defend your own agenda

    Ideally, you should carve this in stone before you get in your position, or at least as a first priority. What do you want to accomplish with your power?  You will

    immediately be bombarded with “other peoples agendas” or their problems. Your time can be entirely consumed if you’re not vigilant about avoiding a responsive, reactive rather than proactive position.  The reason this tends to be more of a problem for women is that due to some combination of biology and socialization, women tend to be more adept at automatically scanning the environment and registering peoples’ needs and feelings. This strength is a mixed blessing.  You MUST know what your agenda is and your priorities are both in the long run and on a daily and monthly basis, or you will never get to make use of the power you have.  Do not let other people’s problems and priorities divert you from your own.

    3. Be alert to and revise your communication style

    • Don’t apologize for making other people unhappy.
    • Don’t apologize for making a decision.
    • Don’t apologize for not including someone in a conversation or decision.
    • Say no or ignore everything that doesn’t advance your agenda (take a look at Greg McKeown’s book Essentialism published by Crown Business, 2014).
    • Don’t apologize for anything unless you have actually done something wrong that you should apologize for– like a genuine mistake, oversight or unkind act. Then apologize quickly, cleanly and acknowledge the impact of your mistake.  And move on.
    • Don’t explain your decisions. Or if you must, keep it very brief.
    • Repeat yourself when challenged rather than offering alternative arguments.
    • End discussions when they’re not going the way you want.
    • Don’t ask for permission. Go for what you want, and if you’re stopped, so be it.  It rarely happens.
    • Only ask for opinions if you really want them. Don’t seek too much input.
    • Don’t worry too much about social niceties—if someone is hard to reach, leave a voicemail or text; don’t wait until you get in touch with them. But be nice if you can.

    4. Keep control of structures and processes

    Set things up your way.  If you want 6 people on a task force, get 6 people on the task force even though one of the group suggests 10.

    • Beware of the seductive c’s: COLLABORATION and CONSENSUS.  Women are supposed to better than men at making use of these values.  Maybe we are, but overuse can lead to perceived weakness, bullying and paralysis. Learn to live without consensus when you have to.
    • Anticipate, anticipate, anticipate. Think through how people are going to respond when you roll out a plan.  Plant allies in place to back you up, and have an exit strategy in case opposition takes over the process. If you don’t have enough support to push something through or avoid a controversy, consider waiting to put it out there, because failing weakens your power.
    • Know when to quit. Keep asking yourself what am I getting out of this.  If you’re not getting a lot, figure out how to get more (money, opportunities, fun, stimulation, experience).  If it’s hopeless, just get out.
    • Keep your promises and commitments, but within reason. Not if the cost for you is too high.  If it is, bow out, or say you changed your mind. Sorry.
    • Let people come to you. Your neighborhood, your office, your available time.  Even if you can accommodate, resist the urge, because most women do it way too much.
    • Never give up the chair either physically or metaphorically (i.e. control of a meeting, a microphone, an agenda, a project).

    5. Learn to seek, get and use help

    Learn to use an assistant, which may not be so easy as it sounds. Find a private peer group with women at the same level of responsibility that you have.

    6. Don’t wait too long to accept positions of leadership and power

    Men don’t.  Don’t underestimate your competence. If people want you to lead, accept the challenge if it’s a good time for you. And learn what you need to catch up. On the other hand, don’t let your competence be exploited.  Many extremely talented women are unaware of the extraordinary level of their competence. They are used by others in various ways (though this can be unconscious)—for example, put in a leadership position when an organization is in crisis.  Wait until it’s a good time for you to move your agenda forward. Watch out for flattery.

    7. Never underestimate the aggression in women and envy in everyone

    Women are just as aggressive as men, but their competitiveness and aggressiveness shows up in different ways, many of which are subtler. This point is going to make some people mad, but I truly believe it. I’ve seen it often in my clinical practice over three decades.  Expect envy and undermining from some women, outrage from some men.

    8. Be aware of the “Mom transference”

    The most powerful person in every single human’s life was his or her mother.  We all carry ambivalent unconscious feelings and fantasies about this omnipotent woman who once controlled our lives from the moment we woke up till our last diaper change. We tend to unconsciously attach these feelings to leaders and bosses we deal with later in life (that’s the “transference” part, a remarkable useful concept from psycyhoanaysis).  The people in your company or organization are inevitably going to experience you with traces of this early omnipotent mother overlay.  You want to evoke positive emotional traces—be someone who keeps people safe, meets their needs, runs a reliable “home”.  And avoid acting in ways that evoke unconscious traces of the negative mother memories—don’t use language (or finger pointing) that triggers feelings of shame or helplessness.

    9. Prepare to be attacked and criticized unfairly

    From the moment you enter a position of power, you’ll be a target held responsible for everyone’s hopes, demands and disappointments. You can’t meet all these needs, so you will be attacked from time to time.  When this happens, it’s inevitable to feel hurt, and a little psychologically disorganized, so get help from a trusted advisor about whether or how to respond.

     10. Use knowledge you may have because you are a woman to your advantage

    For instance, women are more apt to understand that:

    • It’s not a bad idea to feed your people from time to time. For the eternal child inside us all, food equals being cared about. Free food sends a direct signal to our unconscious that someone is in charge and has our backs. Also, hungry people are cranky people.
    • No one ever wants to be humiliated. You can structure your actions and difficult decisions in ways to minimize humiliation in the people effected.
    • What everyone wants more than anything else is attention and acknowledgement. Build this in to your company, your meetings, everything you do.

    copyright Invantage Advising 2017

    Updated 8.2.17

  • Citizen Psychoanalysts:  From Social Issue Advocacy to Business and Leadership Consulting

    Citizen Psychoanalysts: From Social Issue Advocacy to Business and Leadership Consulting

    My interest in consulting to people in business, investing and organizations evolved from work I did within the American Psychoanalytic Association and the International Psychoanalytical Association promoting the idea that the field of psychoanalysis had tremendous contributions to make to understanding the complexities that lie beneath vexing social issues. To make such a contribution, though, we psychoanalysts needed to learn to get out of our clinical offices and show how our ideas could be powerful illuminators of all kinds of challenges people and groups face. That is, we weren’t just able to help with neurotic problems or mental illness. Instead our theory and concepts applied to all human behavior and adds a unique dimension of understanding that is essential to a full appreciation of the obstacles people face in their work, decisions and causes. The core contributions of psychoanalysis are these:

    >People are never entirely rational in their thinking or decision making
    >The non-rational elements stem from a complex matrix of emotion, temperament and individual personal history
    >Much of the non rational component of human behavior, thinking, perception and decision making is unconscious

    After years of work applying psychoanalytic thinking to social issues and politics and teaching my colleagues to do the same, I realized that there was a great unmet need in business for these powerful ideas to be put to work for individuals faced with making critical decisions- individuals who were aware enough to realize that psychological forces profoundly affected these decisions. These psychological forces can’t be ignored or stoically conquered. But understood and analyzed, they can be effectively harnessed. There is a psychology to every human interaction. But every psychological phenomenon doesn’t indicate pathology. So, I thought, shouldn’t a business leader have access to this in depth psychological analysis of critical situations he or she is facing right out in the business world, not in the therapists office? That’s the path that led me from clinical work to Invantage Advising.

    But I am very proud of the work psychoanalysts have done out “in the world”–using psychoanalytic understanding to promote positive change. In 2015, I was invited to give the inaugural presentation in a lecture series sponsored by the Chicago Institute for Psychoanalysis called “Psychoanalysis Today”. The title of my lecture was “The Citizen Psychoanalyst in Today’s Troubled World”. I described some of my own work in veterans’ health care as well as that of colleagues in areas ranging from climate change to political conflict in Northern Ireland to race issues in Latin America. My lecture can be seen in two parts on YouTube. Click here to see the talk.

  • Starting Older: Understanding and Making the Most of a New Life Phase

    Starting Older: Understanding and Making the Most of a New Life Phase

    “What do I do now?” This question hits with a thud just a few times in our lives. Leaving college for the “real world”, after a divorce or when the nest empties, and again with ferocity when one is facing entering a phase of life between mature adulthood and old age.

    This phase of life involves profound shifts in relation to yourself, your work, your family, and your engagement in the world. As I thought about it more, realized that as important as it is, it didn’t have a name! I decided to call it “Starting Older”. It’s past “the prime of life” and past late middle age, but it is not equivalent to “retirement” or elderhood.

    If you’re entering this new life phase now and have spent your life in business or the professions, look back ten years. A decade ago you were at the peak of your career–running a business, a department, or an organization, or churning out articles. But now, you’ve been in your career for 30 or 35 years. Your professional life has been, one hopes, very satisfying, and should be a great source of pride and accomplishment. But for many it no longer feels new or fresh. Sometimes you feel like you’re on autopilot, or you’re not quite exactly as sharp as you used to be. Attrition through retirement and death is gradually thinning your business network. Being great at what you do no longer feels like enough or, sometimes, even important. You’ve already mentored a younger generation, in your 50s and early 60s. You really don’t want to mentor that much anymore. Maybe, secretly, you don’t especially want to give, or produce, or join or engage. At least not in the same ways you’ve always done.

    In business, getting on top of the challenges and subtleties of this phase of life can be essential in preventing disastrous missteps relating to succession and timing of “exits” or poor judgment about when or whether to sell a business. In family businesses, generational conflict can fester or erupt when those who are facing “starting older” can’t actually face it.

    Working with clients in my consulting practice who are “starting older” is an exciting enterprise for both of us. This time of life is a chance to pick up threads of your self that you’ve dropped along the way. It’s an opportunity to gently shed or refuse commitments that meet others’ needs but not your own, at least not any more. It provides radical possibilities for being really free, productive in new ways, and even to re-invent yourself.

    This new state of life, though no less impactful than the mid-life crisis, is quiet and often subtle, though new awareness can hit like a flash of light. Still, it tends to inspire contemplation, not revolution.

    Subjectively, it does not feel like the beginning of old age. It begins about age 65, or a few years before. It ends when serious aging becomes more of an issue, in one’s late 70’s or 80’s most commonly. You feel creative and productive, but for a variety of internal and external reasons, just continuing to do what you’ve been doing since you were in your 40’s and 50’s doesn’t make sense any more. So what do you do now?

    You’ve just passed the peak of an arc. Energy and vision drive it upward through your 20’s, 30’s and 40’s. In your 50’s you might realize you’ve accomplished everything you set out to (noticing that with some surprise) and it feels good. A decade later, the pitch of stimulation is gone.

    There is little guidance for those of us hitting this new life phase. It’s not well-defined or characterized in the psychological or sociological literature[ Or the literature on family business]. There’s a good reason for the lack of definition and consideration of this life phase. For most people, it didn’t really exist before. Living longer and living longer healthy and active have literally created a new stage of life.

    I’ve written an article (posted on this website) that I hope will be the germ of a book on this important and intriguing subject. Thousands of words and dozens of books have already been written on aging baby boomers, and how their “retirement” and aging will be unlike previous generations. But I don’t think the psychological and subjective aspects of this new version of aging has been adequately explored or understood. In my article and the book to come, I describe aspects of the personal, subjective experience: a turning inward, a need for change, and a new experience of time.

    There’s a negative side to the life phase “starting older” including coping with loss of power and influence and facing the need to make room for a new generation without feeling injured or undone and grieving for . A person who has not acknowledged that he or she is facing a very different stage of life and who has not had a period of reflection and preparation can experience this new time in life as if they are facing a terrifying black void.

    Because it is a “new” phase of life not often experienced by previous generations, there is no established roadmap for living it with intelligence and freedom. In my article I sketch out some key components that contribute to making this time of life most satisfying: the need to face reality with clarity and courage (and avoid denial), the need to seek novelty and pursue creativity; the importance of increasing freedom, the satisfaction of identifying and fulfilling abandoned dreams and talents, and committing to doing only what is most essential.

    I’d love to hear your reactions to my thinking on this subject—especially if you are one of the hundreds of thousands of people who are now “starting older”. You can read my article here.