Just Ask…

You know the challenge of inspiring those who work for you to competently complete their work in a timely manner at your company’s standards.

That’s the baseline. What really makes a difference is to develop people so that they willingly move beyond the baseline to achieve more, especially if you need to complete a big project in a short time frame.

Extroverted achievers possess a level of self-motivation to do this with the slightest encouragement. But what about your employees who are less outgoing, in effect, introverted achievers?

Read More

Become a “Recovering Perfectionist”

Are there any perfectionists in your workplace? You’ve probably come across some over the years, and will agree that being around them can be tiring. They create the same level of urgency around everything that crosses their desks, and often drag their staff into the muck of whatever they’re obsessing over.

If this sounds a bit like you, I’d like you to take heed and give you and your staff a break. Perfectionists can be highly critical and excruciatingly picky. Working for a perfectionist is not only depleting, it can be demoralizing. And if you’re a perfectionist, you are continually exhausted from the never ending barrage of things that are “wrong”or don’t work correctly.

People who work for perfectionists flounder in a pool of not knowing when the next criticism is going to come and how they’re going to handle it when the assault occurs. Importantly, their productivity plummets because they spend more time scurrying to fix whatever irks the boss instead of the work they’re supposed to be doing.

Tell it Like it Is…

Some of my clients complain about how their employees don’t do what they expect them to do, and then ask for my help in how to get them to do their work.

The first question I ask is how they communicated the  assignment. Usually this is the only necessary question, because typically the dialogue between the manager and the employee was ineffective.

I’ve written about “managing by telepathy” before, and this is a great example of this problem. You assume that the person knows what’s in your head when you make a request.

Put on Your Game Face

You’re sailing along and things are going well, and out of nowhere – POW! – something happens that knocks you over. As you pick yourself up and regain composure, though, it’s important to manage your emotions. As a leader, you’re subject to scrutiny.

The courage you demonstrate at times of distress can even define you as a leader. Think about times you have observed this in others. Public figures deal with this all the time. If they rant and rave when they are under scrutiny, people tune them out and even lose respect for them.

How do you react when it’s important to be composed under pressure or cool under fire? It’s human to express disappointment, but if you pout or go into hiding or act defensive, chances are your team or co-workers will not view you the same.

“Pick a Little, Talk a Little”

Do you remember that song from The Music Man? It poked fun at a bunch of chattering women, and the song comes to mind every time I’m exposed to “chatter” in public places. This week, I was surrounded by chatter about major plane delays due to storms around the country.

My family was converging in Virginia from around the country. A flight from LAX was cancelled and six people were split into two separate flights. A flight from Portland, OR was two hours delayed.

I had boarded my flight and was ready to go when they announced a delay of an hour. The flight crew allowed people to disembark as long as they brought all of their baggage with them. Twenty or so people stumbled off, laden with suitcases, only to find out that the delay wasn’t really going to be that long, so they had to come back right away.

Do You Make Your Customers Do Your Work?

Have you noticed the degree to which you are responsible for doing the work of a customer service representative? Simple example: we sift through the endless automated menus of our vendors instead of someone answering the phone and asking how they can help. Heaven forbid if your question doesn’t fit the menu – 9 times out of 10, you will be disconnected and need to start over.

I don’t know when this microtrend began, but it’s gaining steam. Recently, I requested something from my domain registrar’s tech support department, and it was clear that we were not speaking the same language. I asked the question several different ways, and with a sigh, the rep said, “I’ll explain it to you again for the third time….”

Wow. Imagine my response to their automated email follow up survey!

Civility in the Workplace

Christine Porath contributed a great piece in last Sunday’s The New York Times, “No Time to Be Nice at Work”. Many of you know that “badly behaving bosses” is one of my soap boxes, so I was interested in her article and the underlying research.

This problem of incivility occurs all too often. I’ve had dozens of executive coaching assignments where I’ve been brought in because senior level people treat others like road kill. They possess a level of self-importance that their point of view, their time, their “privilege” is more important than anything. They boost themselves at the expense of others.

Do you know anyone like this?

Do You Really Need to Adapt Your Style?

Just when you think you’ve heard it all, you hear more. One of my CEO clients asked me – with some exasperation – why he had to adapt his style to communicate more effectively with his employees.

I share this story because this person is intelligent, passionate, and goal-driven. But, he has an abrupt demeanor and his acerbic delivery puts off the people who work for him. We’ve worked on this issue of effective communication for months, but he hasn’t processed its importance as a priority in his professional development.

In the particular situation that triggered our discussion, an employee did not understand his request. Instead of trying to explain it differently, he shouted at her. He was frustrated because he didn’t understand why she didn’t comprehend his request.

Seeping Knowledge

Is there one person in your organization who serves unofficially as your “historian” or “librarian”? These people typically have worked for many years and are the holders of your institutional knowledge.

They know how you did things 15 years ago and how and why processes changed over time. They remember your company superstars and what they contributed. They recall the good and bad managers, and the impact they had on the staff.

They know things about clients that are tucked away in the back of their heads, only to rise to the surface if something related to those clients appears.

Under the Microscope

I’ve had clients who have gone into negative spirals as a result of massive change and uncertainty that occurred in their companies. This isn’t unusual, but the more senior you are, the more you’re under the microscope when this happens.

Your boss, your peers, and your staff will respond to you in different ways. No matter how they see it – even if all they’re doing is picking up your negative energy – it can leave the wrong message and even undo your reputation.

When these things happen, you need to get a grip and remember to be the leader that people expect you to be. If you don’t like what’s going on in your organization, be careful where and how you voice this dissatisfaction. An “innocent” random comment can be repeated to someone who can use it against you.