Word count: 1400

Summary: "He Hate Me" is one of most famous nicknames in American football. But it's real importance isn't to football but leadership. Understanding leadership lesson of He Hate Me will notably increase your leadership effectiveness.

"He Hate Me": Turning Their Bad Attitude Into Your Great Results By Brent Filson

"He Hate Me" was nickname of Rod Smart, a leading rusher in 2002 for Las Vegas Outlaws of now defunct XFL pro football league. Looking for an edge, XFL allowed players to put nicknames on their uniforms. "I was always saying, 'he hate me,' all through camp in Vegas," Smart said. "If I didn't get ball, I'd talk to other running backs and say, 'he hate me, man; this coach hate me.' I was always saying that." Smart put He Hate Me on back of his number 32 jersey, and now name lives in lore even though XFL has been out of business for years.

When I first saw Rod Smart play and his "He Hate Me" jersey, I thought, "Forget about football. That's a leadership lesson!" That's because "He Hate Me" and leadership often go hand-in-hand.

Clearly, leadership is not about winning a popularity contest, it's about getting results -- not just average results but more results faster continually. To lead people to get latter,you often must challenge them to do not want they want to do but what they don't want to do.

That's where "He Hate Me" comes in. When you move people from being comfortable getting average results to being uncomfortable doing what's needed to get great results, strong feelings, hatred and anger, are often triggered. Having people resent you, even hate you, comes with territory of being a leader. In fact, if you are not getting a portion of people you lead angry with you, you may not be challenging them enough.

This does not mean you let their anger fester. You absolutely must deal with it. After all, you can't motivate angry, resentful, "He Hate Me" people to be your cause leaders.

Here is my four-step process to help you deal with angry people you lead. (1) RECOGNIZE. (2) IDENTIFY. (3) VALIDATE. (4)TRANSLATE.

RECOGNIZE: Recognize that if you don't face up to anger of people you lead, that anger will eventually wind up stabbing you in back.

Many leaders could care less about people's anger. They say in effect: "People should do what I tell them to do. Period. Their feelings are irrelevant." If 'my-way-or-the-highway' is your way of leading, don't engage in this process. I submit, however, that such leadership is far less effective than leadership that motivates people to be your ardent cause leaders.

Making motivation happen involves first understanding if people are angry with you or not. Often, people won't tell you they are angry. They'll try hide it from you either out of embarrassment, trepidation, or wanting a sense of control.

Here are ways you can recognize that people are angry with you. The first is that you can see it on their faces or their body language. The second is that you can tell it in a drop off in their performance. The third is that you hear from other people they are angry. The fourth is they actually tell you they are angry.

Answer: Hire profitable, productive, honest people!

Unfortunately, managers often hire underachievers or losers.

Fortunately, pre-employment tests give managers a simple-to-use, quick, customizable way to hire best.

Only 1 Reason to Screen Applicants The sole reason to assess applicants is to predict – or forecast – how an applicant will behave on-the-job BEFORE you hire person. It proves crucial to prediction this before hiring an applicant, rather than finding out expensive way after you put person on your payroll.

The main methods used to predict if an applicant will succeed on-the-job are A. Interviews B. Reference Checks C. Pre-employment Tests

Alarming Research Large-scale research discovered most interviewers and reference checks make lousy predictions of actual on-the-job performance. Interviews and reference checks often are about as useful as flipping a coin!

On bright side, pre-employment tests prove to be best forecasters of actual on-the-job performance. Reason: Tests are developed with scientific research techniques so they objectively predict how an applicant will act on-the-job. In contrast, interviews and reference checks typically offer only subjective “guesstimates” of an applicant’s work potential. 3 Types of Tests

Traits required for job success boil down to A + B + C: A = Abilities – mental abilities or brainpower to do job B = Behavior – interpersonal skills, personality and motivations needed to succeed C = Character – work ethic, trustworthiness, and no substance abuse As such, A + B + C = Success on-the-job. Importantly, you can use tests to predict an applicant’s Abilities, Behavior, and Character.

A = Abilities Tests Did you ever hire someone and, later, horrifyingly discover person had IQ of tire pressure? That person did not have brainpower to (a) learn job or (b) solve problems on-the-job. Abilities tests help you avoid hiring people who lack brainpower to learn and do job. Five abilities tests tell you how well applicant handles 1. Problem-Solving 2. Vocabulary 3. Arithmetic 4. Grammar, Spelling, & Word Use 5. Small Details

B = Behavior Tests Each job requires crucial behaviors. For example, my research shows superstar sales reps often are money motivated, optimistic, and assertive. Many jobs require teamwork, friendliness, and customer service. To help you, behavior tests forecast applicants’ 1. Interpersonal Skills 2. Personality 3. Motivations