Workplaces are still about people and how they relate to each other. But workplace relationships take time to develop and in this day of rapid change, time is as a premium. Therefore, connecting yourself to others as soon as you've joined the workforce is critical.
If you want to fit in fast and find job satisfaction quickly, you'll need to make a good impression. From the first day on the job establish your direction and demonstrate that your actions are appropriate for your position.
It is important to have a sense of belonging with the first three weeks. To be meaningful your orientation should contain three key elements:
1. The reason you were selected.
2. What coworkers can expect from you.
3. How your skills will add value to what's already in place.
Let your peers know that they do not have to hide the truth from you when a mistake is made or you fail to meet their expectations.
Your goal, then, is to emerge from the orientation process with a keen sense of purpose and a clear perspective of how you can make a positive contribution.
Note: The only thing that is measured or remembered is success.
V.O.R.
Saturday, May 28, 2011
Saturday, May 21, 2011
THE TRUTH ABOUT WHAT'S AHEAD
Full disclosure regarding the potential downside of what lies ahead exposes everyone to the truth about the difficulties they're about to face. More importantly, it triggers the search for new tools and new ways to make change happen. Lastly, it generates critical questions like:
You'll know when people are ready to change because their focus shifts from the past to the present with a view toward their future. They'll start posing task-based questions such as:
Once there is acceptance and understanding all you have to do is keep those within your sphere of influence informed as deviations occur and praise them when they make the necessary adjustments.
Note: Prepare people for new ways of thinking before taking the next step.
V.O.R.
- Are we missing something?
- What current resources are available?
- Whose help are we going to need?
- Who else needs to be involved?
You'll know when people are ready to change because their focus shifts from the past to the present with a view toward their future. They'll start posing task-based questions such as:
- How is what I'm doing next different from what I did before?
- How much time do I have to figure out my new job?
- What will happen if I don't get it right?
- If I have questions, who do I go to for answers?
Once there is acceptance and understanding all you have to do is keep those within your sphere of influence informed as deviations occur and praise them when they make the necessary adjustments.
Note: Prepare people for new ways of thinking before taking the next step.
V.O.R.
Saturday, May 14, 2011
RESTORING FUNCTIONALITY FLOATS ALL BOATS
The higher the level of dysfunction the more people refer to each other in disparaging terms that spawn misunderstandings and mistrust. Thoughts turn to survival rather than success until someone with gumption accepts responsibility for restoring functionally.
If you're that someone, it will be helpful to keep two things in mind:
This is not true for high performers because they have the confidence to look beyond their current position. They maintain an external network that keeps them abreast of opportunities.
That's why the roles and responsibilities of these "work horses" must be continuously upgraded and expanded. If their achievements are not recognized and rewarded, they will seek validation elsewhere.
Note: Research points to a chilling conclusion: dead wood floats.
V.O.R.
If you're that someone, it will be helpful to keep two things in mind:
- High performers will figure out what improvements are needed and determine on their own how to make the necessary changes.
- Low performers don't think about improvement, so don't expect them to give much constructive thought to changes.
This is not true for high performers because they have the confidence to look beyond their current position. They maintain an external network that keeps them abreast of opportunities.
That's why the roles and responsibilities of these "work horses" must be continuously upgraded and expanded. If their achievements are not recognized and rewarded, they will seek validation elsewhere.
Note: Research points to a chilling conclusion: dead wood floats.
V.O.R.
Saturday, May 7, 2011
BE CAREFUL WHAT YOU ASK FOR
Consider carefully what it means to "show more initiative." Loosely defined terms like empowerment, delegation, accountability can also leave people confused and frustrated. To avoid misunderstanding use the following guidelines when discussing where to set the bar.
Wait for direction
Expecting people to do what they think is best is not always a good strategy when conditions are uncertain. It is better to have them wait for updated or accurate information before taking action.
Ask for direction
People should ask for direction whenever events don't unfold as previously discussed. Waiting for direction when faced with a situation that needs immediate attention is not a good for customer relations.
Suggest a direction
Those who provide the service know what to do when something isn't working. Their ideas won't be forthcoming unless they are encouraged to share their views and make suggestions.
Act and report immediately
Veterans are positioned to prevent things from getting worse or to improve upon the situation as they see fit. Authorized in advance to cope with issues, they report the results of their actions right away.
Act and report periodically
People know when a challenging situation has the potential for worsening if action is not taken on the spot. The results and outcomes of independent actions are recorded and later reported at regular meetings.
Act until redirected
Self-directed people are confident in their ability to negotiate agreements, overcome challenges and respond to deviations secure in the knowledge that they have support from above.
Note: Don't ask for more initiative unless you're clear on how to use it.
V.O.R.
Wait for direction
Expecting people to do what they think is best is not always a good strategy when conditions are uncertain. It is better to have them wait for updated or accurate information before taking action.
Ask for direction
People should ask for direction whenever events don't unfold as previously discussed. Waiting for direction when faced with a situation that needs immediate attention is not a good for customer relations.
Suggest a direction
Those who provide the service know what to do when something isn't working. Their ideas won't be forthcoming unless they are encouraged to share their views and make suggestions.
Act and report immediately
Veterans are positioned to prevent things from getting worse or to improve upon the situation as they see fit. Authorized in advance to cope with issues, they report the results of their actions right away.
Act and report periodically
People know when a challenging situation has the potential for worsening if action is not taken on the spot. The results and outcomes of independent actions are recorded and later reported at regular meetings.
Act until redirected
Self-directed people are confident in their ability to negotiate agreements, overcome challenges and respond to deviations secure in the knowledge that they have support from above.
Note: Don't ask for more initiative unless you're clear on how to use it.
V.O.R.
Saturday, April 30, 2011
BEYOND THE QUICK FIX
The ultimate goal of resolving differences is to reach a permanent solution. A quick fix won't last unless it can be turned into a satisfying settlement.
Given an opportunity to reflect on hastily resolved conflicts, people often admit dissatisfaction with their acceptance of a "feel good" solution. Their willingness to settle quickly is often based on an evasive or defensive reaction.
A productive resolution involves blending each person's expectations. So, deeper discussions may be necessary before a durable resolution is achieved. Taking the time to work out a permanent solution builds trust and establishes commitment.
Be aware, however, that when you step in to "manage" a conflict between friends or colleagues, the resolution belongs to you; it's your idea, not theirs.
If you're really good at it, others will depend on you to act as adjudicator when conflicts arise which is time-consuming, unproductive and potentially dysfunctional. These folks have nothing vested in the decision, so they don't feel responsible for either the conflict or the means of resolving it.
Encouraging others to manage their own conflicts places the responsibility on their shoulders and frees you up to pursue more fruitful endeavors.
Collaborators openly express their concerns, readily pose difficult questions and willingly face the core issues that are keeping them from achieving success.
Note: Learn to work with people you don't know, don't trust, don't like.
V.O.R.
Given an opportunity to reflect on hastily resolved conflicts, people often admit dissatisfaction with their acceptance of a "feel good" solution. Their willingness to settle quickly is often based on an evasive or defensive reaction.
A productive resolution involves blending each person's expectations. So, deeper discussions may be necessary before a durable resolution is achieved. Taking the time to work out a permanent solution builds trust and establishes commitment.
Be aware, however, that when you step in to "manage" a conflict between friends or colleagues, the resolution belongs to you; it's your idea, not theirs.
If you're really good at it, others will depend on you to act as adjudicator when conflicts arise which is time-consuming, unproductive and potentially dysfunctional. These folks have nothing vested in the decision, so they don't feel responsible for either the conflict or the means of resolving it.
Encouraging others to manage their own conflicts places the responsibility on their shoulders and frees you up to pursue more fruitful endeavors.
Collaborators openly express their concerns, readily pose difficult questions and willingly face the core issues that are keeping them from achieving success.
Note: Learn to work with people you don't know, don't trust, don't like.
V.O.R.
Saturday, April 23, 2011
MAKING YOUR POINT WITHOUT MAKING AN ENEMY
Being tactful and nonjudgmental when broaching a touchy topic is not easy. Like most people at the giving end of critical feedback, your goal is to cultivate an ally not make an enemy.
Ultimately, you want people to be open about their concerns especially when something is amiss. Withholding the truth sets up boundaries and discourages the further exploration of differing points of view.
Communicating honestly, even when it raises tempers, ultimately pulls people together and builds trust.
Your purpose in seeking the truth, then, is to get people to take remedial action to fix what's wrong, not to fix blame. But none of this will happen if what you say doesn't match what you mean. Dancing around the truth may avoid hurt feelings, but it doesn't change behavior.
If you expect people to communicate honestly, you may have to show them how to share their concerns, ask difficult questions and face up to the issues that are keeping them from telling each other the truth.
Note: Truth telling is risky work, but the payoff is worth it.
V.O.R.
Ultimately, you want people to be open about their concerns especially when something is amiss. Withholding the truth sets up boundaries and discourages the further exploration of differing points of view.
Communicating honestly, even when it raises tempers, ultimately pulls people together and builds trust.
Your purpose in seeking the truth, then, is to get people to take remedial action to fix what's wrong, not to fix blame. But none of this will happen if what you say doesn't match what you mean. Dancing around the truth may avoid hurt feelings, but it doesn't change behavior.
If you expect people to communicate honestly, you may have to show them how to share their concerns, ask difficult questions and face up to the issues that are keeping them from telling each other the truth.
Note: Truth telling is risky work, but the payoff is worth it.
V.O.R.
Saturday, April 16, 2011
CENTER ON THE HERE AND NOW
Economic uncertainty can send some people into a doom loop where the days are cloudy and the future is dim. What those folks need is someone to center on the here and now long enough for the sun to peak through and light up the horizon.
You could be that person. All it takes is a willingness to follow these guidelines:
* State your position when the prevailing wisdom is off target, out of date or simply incorrect. Speaking out to challenge generalizations or to correct misstatements gives others the courage to contribute their views as well.
* When sharing information, avoid making indirect references to unofficial sources. If you haven't heard it first hand, verify the accuracy with the original source before you pass it on.
* Encourage others to express concerns when things aren't going as planned. Ask for suggestions on how the end goal could be achieved. Instill confidence by focusing on what others are doing right.
* Recognize signs of progress, even minimal gains, and don't let the slightest improvement slip by unnoticed. Resist the temptation to revisit past inequities or injustices.
Note: Success is about preparation and moving forward.
V.O.R.
You could be that person. All it takes is a willingness to follow these guidelines:
* State your position when the prevailing wisdom is off target, out of date or simply incorrect. Speaking out to challenge generalizations or to correct misstatements gives others the courage to contribute their views as well.
* When sharing information, avoid making indirect references to unofficial sources. If you haven't heard it first hand, verify the accuracy with the original source before you pass it on.
* Encourage others to express concerns when things aren't going as planned. Ask for suggestions on how the end goal could be achieved. Instill confidence by focusing on what others are doing right.
* Recognize signs of progress, even minimal gains, and don't let the slightest improvement slip by unnoticed. Resist the temptation to revisit past inequities or injustices.
Note: Success is about preparation and moving forward.
V.O.R.
Saturday, April 9, 2011
WHAT NEEDS CORRECTING, NOT WHO
When a conflict flairs, defending your position should not be your first priority. Instead, listen first to the other person to better understand what's keeping you apart. Then, armed with two perspectives, you can search for additional sources from which to glean clarifying information.
Disagreements provide a natural opportunity for the involved parties to dig deeper into their differences. Agreeing to disagree until the conflict is resolved is mutually beneficial. If you still can't settle the issue, set it aside for now so it doesn't degrade your relationship.
Concentrating on the true source of conflict makes the issue less personal and easier to discuss. It also helps to motivate both parties to work out their differences. Solving conflicts collaboratively enables you to work more productively with a wider assortment of people.
When interpersonal conflicts are explored fully it becomes obvious what, not who, needs correcting. What follows, then, is the realization that your efforts are recognized, your contributions are valued, your job is more fun and this really is a great place to work. Formerly strained relationships, which were once a source of pain, now become opportunities for gain.
Note: Unresolved conflict drives people apart when they need to pull together.
V.O.R.
Disagreements provide a natural opportunity for the involved parties to dig deeper into their differences. Agreeing to disagree until the conflict is resolved is mutually beneficial. If you still can't settle the issue, set it aside for now so it doesn't degrade your relationship.
Concentrating on the true source of conflict makes the issue less personal and easier to discuss. It also helps to motivate both parties to work out their differences. Solving conflicts collaboratively enables you to work more productively with a wider assortment of people.
When interpersonal conflicts are explored fully it becomes obvious what, not who, needs correcting. What follows, then, is the realization that your efforts are recognized, your contributions are valued, your job is more fun and this really is a great place to work. Formerly strained relationships, which were once a source of pain, now become opportunities for gain.
Note: Unresolved conflict drives people apart when they need to pull together.
V.O.R.
Friday, April 1, 2011
DON'T MOVE THEIR CHEESE
You have more contact with peers than with bosses, so there is room in those relationships for more misinterpretation when you embark on the path to professional development.
Your colleagues have invested time and effort in getting to know you, so don't be surprised if they are resistive to your good intentions. They want things to remain familiar and comfortable for them; it's not about you.
After spending so much time together, people get to know each others strengths, weaknesses, hopes and ambitions all of which are subject to misunderstanding during a period of personal transition.
Peers base their expectations on fairness and equity; you do your job and they'll do theirs. They will demand more from you because their job is so affected if you are not pulling your weight.
While your attention is drawn to building new skills, they're concerned about having to pick up the slack if you don't meet their needs.
By seeking to better yourself you run the risk of being ostracized. In some ways it's much like high school where the pressure to conform can generate feelings of guilt which you don't deserve.
Note: Negative peer pressure can neutralize your best intentions.
V.O.R.
Your colleagues have invested time and effort in getting to know you, so don't be surprised if they are resistive to your good intentions. They want things to remain familiar and comfortable for them; it's not about you.
After spending so much time together, people get to know each others strengths, weaknesses, hopes and ambitions all of which are subject to misunderstanding during a period of personal transition.
Peers base their expectations on fairness and equity; you do your job and they'll do theirs. They will demand more from you because their job is so affected if you are not pulling your weight.
While your attention is drawn to building new skills, they're concerned about having to pick up the slack if you don't meet their needs.
By seeking to better yourself you run the risk of being ostracized. In some ways it's much like high school where the pressure to conform can generate feelings of guilt which you don't deserve.
Note: Negative peer pressure can neutralize your best intentions.
V.O.R.
Saturday, March 26, 2011
BE ALERT FOR FICTICIOUS FRONTIERS
When your expectations are high and you're looking forward to a positive response, you want the time line to be short. Remember as a child excitedly counting the days before your birthday?
What if your expectations are low and the response is potentially negative or difficult to accomplish? You're more likely to postpone the undesirable task for as long as you could.
Putting things off might be justifiable, but if the reason for extending the time line is suspect you may be dealing with a fictitious frontier.
Fictitious frontiers are illusive barriers people construct when they want to avoid dealing with undesirable or unknown consequences. The "September syndrome" is one example whereby the announcement of a project due date in early summer garners suggestions that we, "wait until September when everyone is back from vacation."
The "New Year hold off" is another example. You begin to hear this refrain in October starting with the back-to-back Federal holidays when you ask for a quick turn around, you get the response, "Everyone will be busy with the holiday season, so let's hold off until the New Year?''
One way to separate a fictitious frontier from a real time impediment is to work through your expectations and responses with those most closely involved. Comparing expectations helps everyone to focus on the legitimacy of the due date and respond honestly to the challenges.
Note: Today is the tomorrow you put off yesterday.
V.O.R.
What if your expectations are low and the response is potentially negative or difficult to accomplish? You're more likely to postpone the undesirable task for as long as you could.
Putting things off might be justifiable, but if the reason for extending the time line is suspect you may be dealing with a fictitious frontier.
Fictitious frontiers are illusive barriers people construct when they want to avoid dealing with undesirable or unknown consequences. The "September syndrome" is one example whereby the announcement of a project due date in early summer garners suggestions that we, "wait until September when everyone is back from vacation."
The "New Year hold off" is another example. You begin to hear this refrain in October starting with the back-to-back Federal holidays when you ask for a quick turn around, you get the response, "Everyone will be busy with the holiday season, so let's hold off until the New Year?''
One way to separate a fictitious frontier from a real time impediment is to work through your expectations and responses with those most closely involved. Comparing expectations helps everyone to focus on the legitimacy of the due date and respond honestly to the challenges.
Note: Today is the tomorrow you put off yesterday.
V.O.R.
Saturday, March 19, 2011
INCLUSIONARY THINKERS THRIVE ON FUNCTIONALITY
Dysfunction is contagious. It spreads from person to person and from project to project. Unchecked, it is possible for an entire culture to become diseased and still not know it is "sick."
The introduction of inclusionary thinking can halt the spread of dysfunction by exposing the possibility that none of us knows the "truth" and are not likely to discover it on our own.
Functionality thrives among inclusionary thinkers who pose the right questions to obtain the right answers that lead to right choices and better outcomes.
Here are some prime examples:
Assumptions: What conclusions have people come to and what information source did they use?
Opinions: Who has taken a stand; who is still open and what do each of them think should happen next?
Perceptions: What information has been accurately communicated and what still needs to be clarified or corrected?
Expectations: What's the difference between the final or planned outcome and the original intention?
Viewpoints: What views are represented and what views are blocked; by what or by whom?
As inclusionary thinking takes root, those within your circle of influence will realize the importance of suspending action until a mutually satisfying resolution has been achieved.
Note: Restoring functionality ensures a better future.
The introduction of inclusionary thinking can halt the spread of dysfunction by exposing the possibility that none of us knows the "truth" and are not likely to discover it on our own.
Functionality thrives among inclusionary thinkers who pose the right questions to obtain the right answers that lead to right choices and better outcomes.
Here are some prime examples:
Assumptions: What conclusions have people come to and what information source did they use?
Opinions: Who has taken a stand; who is still open and what do each of them think should happen next?
Perceptions: What information has been accurately communicated and what still needs to be clarified or corrected?
Expectations: What's the difference between the final or planned outcome and the original intention?
Viewpoints: What views are represented and what views are blocked; by what or by whom?
As inclusionary thinking takes root, those within your circle of influence will realize the importance of suspending action until a mutually satisfying resolution has been achieved.
Note: Restoring functionality ensures a better future.
Saturday, March 12, 2011
COMING TOGETHER PREVENTS FALLING APART
Strained relationships are a normal, natural occurrence in today's tension-filled workplace. An effective way to keep the underlying issues from driving people apart is to sponsor clarification forums on a regular basis.
A clarification forum is a structured process where those within your sphere of influence demonstrate their support for conflict resolution and joint problem solving. A great deal can be accomplished in a short time frame by following this suggested format:
Phase 1 - Climate Setting: The facilitator declares that the intention of this forum is to surface conflicts and to share negative feelings so that issues can be fully explored and eventually resolved.
Phase 2 - Information Collecting: Participants form sub-groups to list those variances, deviations from expectations and blockages that are creating friction and/or frustration.
Phase 3 - Information Sharing: The facilitator recites the list from each sub-group. A spokesperson may be assigned to help clarify or categorize the sub-group statements.
Phase 4 - Priority Setting: The facilitator rank orders those items that need further exploration. Sub-groups come back to the next forum with suggestions for future action.
Phase 5 - Action Planning: The facilitator makes a list of what action has been agreed upon including timetables, positional responsibility and resource allocations.
Phase 6 - Follow-up: The facilitator meets with each sub-group spokesperson to develop an action plan based upon the commitments made in Phase 5. The results are reported in Phase 7.
Phase 7 - Progress Review: Participants reconvene regularly to report progress, settle disputes, develop plans and share emerging issues.
Positive outcomes include more open communications, disclosure of interpersonal conflicts, improved working relationships and a renewed spirit of commitment to performance and productivity.
Note: Tensions left unattended will result in inappropriate behaviors.
V.O.R.
A clarification forum is a structured process where those within your sphere of influence demonstrate their support for conflict resolution and joint problem solving. A great deal can be accomplished in a short time frame by following this suggested format:
Phase 1 - Climate Setting: The facilitator declares that the intention of this forum is to surface conflicts and to share negative feelings so that issues can be fully explored and eventually resolved.
Phase 2 - Information Collecting: Participants form sub-groups to list those variances, deviations from expectations and blockages that are creating friction and/or frustration.
Phase 3 - Information Sharing: The facilitator recites the list from each sub-group. A spokesperson may be assigned to help clarify or categorize the sub-group statements.
Phase 4 - Priority Setting: The facilitator rank orders those items that need further exploration. Sub-groups come back to the next forum with suggestions for future action.
Phase 5 - Action Planning: The facilitator makes a list of what action has been agreed upon including timetables, positional responsibility and resource allocations.
Phase 6 - Follow-up: The facilitator meets with each sub-group spokesperson to develop an action plan based upon the commitments made in Phase 5. The results are reported in Phase 7.
Phase 7 - Progress Review: Participants reconvene regularly to report progress, settle disputes, develop plans and share emerging issues.
Positive outcomes include more open communications, disclosure of interpersonal conflicts, improved working relationships and a renewed spirit of commitment to performance and productivity.
Note: Tensions left unattended will result in inappropriate behaviors.
V.O.R.
Saturday, March 5, 2011
YOU WON'T GROW, IF YOU DON'T KNOW
Most people have little interest in learning new ways of doing things without some external motivation. Perhaps you're the exception and are eager to know what it takes to be a self-directed learner.
Stage 1: You don't know what you don't know.
Even though you're missing the mark, you're unaware of that possibility. The potential for mistakes is high because there's no motive to learn.
Stage 2: You know what you don't know.
Suddenly, you become aware that your lack of knowledge is having a negative effect on outcomes. You're mindful of your shortcomings and your motivation to learn is high.
Stage 3: You know what you know.
Pleased with your newly acquired capabilities you seek opportunities to practice your skills. Your motivation to learn has been satisfied and your confidence has returned.
Stage 4: You don't know what you know.
Satisfied with the status quo, you have no motivation to learn. Unaware of any discrepancies, you're only a short step away from losing your competitive edge.
So, where do you start?
The best place to plug in is at Stage 2 where you discover what's not working and become proactive in improving your situation. This stage is the only time you purposely pause to consider the highest and best use of your abilities and to think about what's blocking your path to success.
Note: Self-examination is a great way to discover what it is you don't know.
V. O. R.
Stage 1: You don't know what you don't know.
Even though you're missing the mark, you're unaware of that possibility. The potential for mistakes is high because there's no motive to learn.
Stage 2: You know what you don't know.
Suddenly, you become aware that your lack of knowledge is having a negative effect on outcomes. You're mindful of your shortcomings and your motivation to learn is high.
Stage 3: You know what you know.
Pleased with your newly acquired capabilities you seek opportunities to practice your skills. Your motivation to learn has been satisfied and your confidence has returned.
Stage 4: You don't know what you know.
Satisfied with the status quo, you have no motivation to learn. Unaware of any discrepancies, you're only a short step away from losing your competitive edge.
So, where do you start?
The best place to plug in is at Stage 2 where you discover what's not working and become proactive in improving your situation. This stage is the only time you purposely pause to consider the highest and best use of your abilities and to think about what's blocking your path to success.
Note: Self-examination is a great way to discover what it is you don't know.
V. O. R.
Saturday, February 26, 2011
THE NEED TO BELONG CAN STEER YOU WRONG
Workplace cliques are made up of like-minded people who think, feel and act in a similar manner. Thus, joining a clique is tempting for anyone with a need to belong.
Cliques can be a source of positive, collective influence. If you belong to a clique that understands and supports the corporate vision, you stand a greater chance of being rewarded with rapid promotions and increased job responsibilities.
Problems occur, however, when cliques encourage practices that the higher ups don't condone. Cliques that intentionally ignore or purposely thwart management policies and directives are detrimental to the individual members and disruptive to the organization.
One of the first challenges new employees face is an effort by counter-culture cliques to recruit those who seem uncertain or confused. Think carefully before you associate with these folks. Just because they seem agreeable and friendly doesn't mean they are right for you.
Your choice of cliques can have serious consequences. If you join one that management perceives negatively you risk being labeled a disgruntled worker at best and a trouble maker at worst.
You are more likely to receive accurate information from an authorized source than from a clique. So, don't hesitate to admit when you need clarity or a better understanding of your job duties. By seeking guidance and direction from your supervisor you will avoid being drawn into a clique.
Professing your need for timely feedback from a sanctioned official sends a clear message that you are an independent thinker with a mind of your own. It also allows you to get the latest and most reliable information first hand. Lastly, it signals the cliques you wish to avoid that you are not a likely candidate for membership.
Note: Joining the wrong clique can hamper your chances of success.
V.O.R.
Cliques can be a source of positive, collective influence. If you belong to a clique that understands and supports the corporate vision, you stand a greater chance of being rewarded with rapid promotions and increased job responsibilities.
Problems occur, however, when cliques encourage practices that the higher ups don't condone. Cliques that intentionally ignore or purposely thwart management policies and directives are detrimental to the individual members and disruptive to the organization.
One of the first challenges new employees face is an effort by counter-culture cliques to recruit those who seem uncertain or confused. Think carefully before you associate with these folks. Just because they seem agreeable and friendly doesn't mean they are right for you.
Your choice of cliques can have serious consequences. If you join one that management perceives negatively you risk being labeled a disgruntled worker at best and a trouble maker at worst.
You are more likely to receive accurate information from an authorized source than from a clique. So, don't hesitate to admit when you need clarity or a better understanding of your job duties. By seeking guidance and direction from your supervisor you will avoid being drawn into a clique.
Professing your need for timely feedback from a sanctioned official sends a clear message that you are an independent thinker with a mind of your own. It also allows you to get the latest and most reliable information first hand. Lastly, it signals the cliques you wish to avoid that you are not a likely candidate for membership.
Note: Joining the wrong clique can hamper your chances of success.
V.O.R.
Saturday, February 19, 2011
BE OPEN TO A TEACHABLE MOMENT
Working for an incompetent boss is not without hope. What can I do, you might ask? Well, for a start you can arm yourself with a better understanding of what causes someone in a senior role to be ineffective. That way you'll know what skills your boss is missing and which ones you'll need to bring to the relationship in order to make it work.
Additionally, you'll want to learn how to counteract his harmful influence in productive rather than destructive ways.
Remember, you're dealing with someone who at various times for his own reasons has a set of expectations that are different from yours. Perhaps he does know what you expect, but doesn't know how to provide it in a way that is helpful to you.
Or, if he does know how to provide what you need, he doesn't know why he should because he sees no particular benefit in changing what's working for him.
Think in current terms each time you interact with a difficult leader. To prevent past behaviors from clouding your future, keep this thought in mind: "That was then, this is now."
It's possible he may be just as tired of this antagonistic relationship as you are and could be open to making some changes. Thus he'd be receptive to your concerns and open to meeting your needs.
If his attitude is the same, you've lost nothing. But, if he's ready for a change and you assume otherwise, you've missed out on a teachable moment. You don't want to pass up such a precious opportunity to help him learn a valuable lesson that could improve your relationship.
Note: The tide will turn, but only when the timing is right.
Additionally, you'll want to learn how to counteract his harmful influence in productive rather than destructive ways.
Remember, you're dealing with someone who at various times for his own reasons has a set of expectations that are different from yours. Perhaps he does know what you expect, but doesn't know how to provide it in a way that is helpful to you.
Or, if he does know how to provide what you need, he doesn't know why he should because he sees no particular benefit in changing what's working for him.
Think in current terms each time you interact with a difficult leader. To prevent past behaviors from clouding your future, keep this thought in mind: "That was then, this is now."
It's possible he may be just as tired of this antagonistic relationship as you are and could be open to making some changes. Thus he'd be receptive to your concerns and open to meeting your needs.
If his attitude is the same, you've lost nothing. But, if he's ready for a change and you assume otherwise, you've missed out on a teachable moment. You don't want to pass up such a precious opportunity to help him learn a valuable lesson that could improve your relationship.
Note: The tide will turn, but only when the timing is right.
Saturday, February 12, 2011
INTEGRITY BEGINS AT HOME
Our attitudes, beliefs and understanding of authority are largely shaped by our family long before any of us transition from learning to earning. How the elders solve problems and make decisions are natural elements of our "training."
Some families raise trustworthy children who fit in easily. Taught obedience, compliance and loyalty they become the backbone of the workforce.
Other families foster entrepreneurs and send them out to build a better society. Called to positions of leadership, they become the movers and shapers of the community.
Lastly, there are families who fail to teach their off-spring very much at all. Any lessons they do pass along are based upon faulty reasoning and erroneous assumptions.
The integrity of an organization, its principles, ethics, values and morality is formed by the actions of leaders who grow up in one of these settings.
Leaders who hire their friends and relatives, overlook minorities, promote incompetents and take kickbacks from vendors are acting without integrity. Yet it would be difficult for them to see any need to change their behavior.
At the higher levels, leadership is about the appropriate use of power. For instance, an effective executive may use her power to move things along, to overcome obstacles and to support her subordinates in getting the job done right. In contrast, a leader who lacks integrity may delay a project until he can figure out how to take the credit should it succeed or how to shift the responsibility should it fail.
When contracted agreements are put on hold or canceled and no explanation is offered, it could be a sign that you're dealing with someone who lacks integrity. When the boss overrides your recommendations or makes an off-the-wall decision without conferring with you, it's another indication that you may be working for one of those who just don't get it.
Note: The integrity of the ship's hull is what keeps it from sinking.
V.O.R.
Some families raise trustworthy children who fit in easily. Taught obedience, compliance and loyalty they become the backbone of the workforce.
Other families foster entrepreneurs and send them out to build a better society. Called to positions of leadership, they become the movers and shapers of the community.
Lastly, there are families who fail to teach their off-spring very much at all. Any lessons they do pass along are based upon faulty reasoning and erroneous assumptions.
The integrity of an organization, its principles, ethics, values and morality is formed by the actions of leaders who grow up in one of these settings.
Leaders who hire their friends and relatives, overlook minorities, promote incompetents and take kickbacks from vendors are acting without integrity. Yet it would be difficult for them to see any need to change their behavior.
At the higher levels, leadership is about the appropriate use of power. For instance, an effective executive may use her power to move things along, to overcome obstacles and to support her subordinates in getting the job done right. In contrast, a leader who lacks integrity may delay a project until he can figure out how to take the credit should it succeed or how to shift the responsibility should it fail.
When contracted agreements are put on hold or canceled and no explanation is offered, it could be a sign that you're dealing with someone who lacks integrity. When the boss overrides your recommendations or makes an off-the-wall decision without conferring with you, it's another indication that you may be working for one of those who just don't get it.
Note: The integrity of the ship's hull is what keeps it from sinking.
V.O.R.
Saturday, February 5, 2011
WORKING WITH A DYSFUNCTIONAL BOSS
Make a mental note of the bosses you most admire and how you worked with them. Now, think about how you respond to those who display one or more of these dysfunctional behaviors:
There are multiple stressors in any job, so why put up with an idiot boss as well? If you decide that the situation is hopeless, then you need to get out. On the other hand, if you chose to stay put, you have three options for working with a dysfunctional boss:
V.O.R.
- The upwardly focused who don't care about you.
- The glib and nimble who have more charm than substance.
- The in-over-their-heads who won't ask for help.
- The technocrats who can impress, but can't deliver.
- The deadwood who thrive on mediocrity.
- The change-obsessed who smoother you with nutty ideas.
- The bureaucrats who hold strictly to the rules.
- The chicken hearts who won't make a decision.
There are multiple stressors in any job, so why put up with an idiot boss as well? If you decide that the situation is hopeless, then you need to get out. On the other hand, if you chose to stay put, you have three options for working with a dysfunctional boss:
- Grin and bear it, look the other way and tolerate the situation as best you can. After all, neither you nor your boss will be there forever which means that your circumstance could change over time.
- Make an effort to change the boss's behavior by confronting him or her directly. If that fails, try approaching someone higher up the chain of command who could speak to your boss on your behalf.
- Change the way you respond and react. That not only makes the most sense and offers the least risk, but it also affords you the luxury of quietly experimenting with a variety of methods at your own pace.
V.O.R.
Saturday, January 29, 2011
CONSEQUENCES OF SHORT TERM THINKING
So, what's all the fuss over vision statements? Is it a big deal and should you care? To gain a personal perspective, think about your workplace and complete this statement: This organization is being managed as if its main purpose is to --------.
If your response came quickly, can be explained easily and fills you with hope, then you're working in a purpose-driven organization where the vision is clear and the future holds promise.
If, however, your response was slow in coming, is difficult to express and leaves you wondering then you're working in a personality-driven organization where the vision is obscure and the future harbors doubt.
In the latter workplace the rules are vague and often changed by a handful of higher ups. The way work gets done depends upon who's assigned to it. You're directed to make quick fixes that look good at first, but don't hold up under scrutiny.
Continuous short term thinking creates a reactionary environment where it's easy to get caught up in mundane activities because you don't know why you shouldn't.
Lacking a coherent picture of what lies ahead you're less likely to think about the future, opting instead to focus on immediate accomplishments that keep the pay check coming.
It becomes increasingly difficult to measure your accomplishments and thus you have no sense of personal worth. It's easy to assume you're doing a good job when, in fact, you may be screwing things up or creating obstacles for others and may not be aware of it.
Without a solid sense of direction, much time, talent and treasure will be wasted while your co-workers "do their own thing." No workplace can sustain itself for long under these conditions.
Note: Create your own vision and unify those around you.
V.O.R.
If your response came quickly, can be explained easily and fills you with hope, then you're working in a purpose-driven organization where the vision is clear and the future holds promise.
If, however, your response was slow in coming, is difficult to express and leaves you wondering then you're working in a personality-driven organization where the vision is obscure and the future harbors doubt.
In the latter workplace the rules are vague and often changed by a handful of higher ups. The way work gets done depends upon who's assigned to it. You're directed to make quick fixes that look good at first, but don't hold up under scrutiny.
Continuous short term thinking creates a reactionary environment where it's easy to get caught up in mundane activities because you don't know why you shouldn't.
Lacking a coherent picture of what lies ahead you're less likely to think about the future, opting instead to focus on immediate accomplishments that keep the pay check coming.
It becomes increasingly difficult to measure your accomplishments and thus you have no sense of personal worth. It's easy to assume you're doing a good job when, in fact, you may be screwing things up or creating obstacles for others and may not be aware of it.
Without a solid sense of direction, much time, talent and treasure will be wasted while your co-workers "do their own thing." No workplace can sustain itself for long under these conditions.
Note: Create your own vision and unify those around you.
V.O.R.
Saturday, January 22, 2011
OPEN YOUR MIND TO CONFUSION
Most of us learned early in life to avoid confusion, or at least not to admit to it, even when it was painfully obvious we didn't have a clue. On those rare occasions when we sought clarity we were either accused of not paying attention or ridiculed for asking dumb questions. It's no wonder, then, that we don't let on when we're confused.
Facing up to confusion is critical to your health and well being. Your personal growth and professional development will depend upon it. While in a state of confusion, you are susceptible to redirection and open to new information. If you can do this in a constructive manner, think of the possible benefits.
Start by viewing confusion in a more positive light: con means "to study carefully" and fusion means, "blending together." Thus, con-fusion means to study or learn together.
Once you've been enlightened by your exposure to the views of another you are less likely to be confused. Enthused by the results, you're now ready to replicate the process within your own sphere of influence.
Establish a regular time and a comfortable place where those you invite can freely admit to being confused. You may have to set the tone by saying something like, "Is anyone else confused or is it just me?" Recognizing that there's a legitimate reason for the confusion sets the stage for honest dialogue and constructive feedback. It invites even the most timid to participate without fear of being wrong.
Although some folks may still get confused from time to time, thanks to your efforts they'll know what to do about it.
Note: Working through a state of confusion builds self-confidence.
V.O.R.
Facing up to confusion is critical to your health and well being. Your personal growth and professional development will depend upon it. While in a state of confusion, you are susceptible to redirection and open to new information. If you can do this in a constructive manner, think of the possible benefits.
Start by viewing confusion in a more positive light: con means "to study carefully" and fusion means, "blending together." Thus, con-fusion means to study or learn together.
Once you've been enlightened by your exposure to the views of another you are less likely to be confused. Enthused by the results, you're now ready to replicate the process within your own sphere of influence.
Establish a regular time and a comfortable place where those you invite can freely admit to being confused. You may have to set the tone by saying something like, "Is anyone else confused or is it just me?" Recognizing that there's a legitimate reason for the confusion sets the stage for honest dialogue and constructive feedback. It invites even the most timid to participate without fear of being wrong.
Although some folks may still get confused from time to time, thanks to your efforts they'll know what to do about it.
Note: Working through a state of confusion builds self-confidence.
V.O.R.
Saturday, January 15, 2011
OVERCOMING AMBIGUITY AND INCONSISTENCY
The lack of role clarity can create ambiguity and generate inconsistency; the building blocks of dysfunction. Fortunately, there is an effective tool called responsibility charting that sustains functionality by keeping those within your sphere of influence focused on their roles and relationships.
Begin by making a list of people with whom you interact on a daily or frequent basis. Next make a list of the tasks you and these folks undertake together. Now visualize that each person on the list, including you, has a letter by his or her name representing one of the following functions:
R - Identifies the person accountable for taking action. As a general rule there should only be one (R) for each task. That person needs to understand and accept the conditions of performance including the budget, time frame, completion date, milestones, etc.
A - Identifies the person(s) whose approval or authorization is needed before action is taken. This makes it clear to the person with the (R) who he or she needs to confer with before expending any resources. The (R) will coordinate with the (A) to see just how far he or she may go before subsequent authorization is required.
C - Indicates who has the expertise necessary for the successful completion of the task. It lets the (R) know which consultants will be working with the task team and what they are expected to contribute. Only those persons assigned (R) or (C) need to attend task meetings; a time saver for everyone.
I - Identifies the person(s) who needs to be kept informed through status updates as the task moves toward completion. People assigned an (I) don't need to attend task meetings because the person with the (R) will keep them informed; another time saving feature.
In addition to monitoring the progress of any given task, responsibility charting can also be used to launch a new venture, rejuvenate a stalled program or get a derailed project back on track.
Note: Uncharted relationships rely on assumptions which are the brain food of idiots.
V.O.R.
Begin by making a list of people with whom you interact on a daily or frequent basis. Next make a list of the tasks you and these folks undertake together. Now visualize that each person on the list, including you, has a letter by his or her name representing one of the following functions:
R - Identifies the person accountable for taking action. As a general rule there should only be one (R) for each task. That person needs to understand and accept the conditions of performance including the budget, time frame, completion date, milestones, etc.
A - Identifies the person(s) whose approval or authorization is needed before action is taken. This makes it clear to the person with the (R) who he or she needs to confer with before expending any resources. The (R) will coordinate with the (A) to see just how far he or she may go before subsequent authorization is required.
C - Indicates who has the expertise necessary for the successful completion of the task. It lets the (R) know which consultants will be working with the task team and what they are expected to contribute. Only those persons assigned (R) or (C) need to attend task meetings; a time saver for everyone.
I - Identifies the person(s) who needs to be kept informed through status updates as the task moves toward completion. People assigned an (I) don't need to attend task meetings because the person with the (R) will keep them informed; another time saving feature.
In addition to monitoring the progress of any given task, responsibility charting can also be used to launch a new venture, rejuvenate a stalled program or get a derailed project back on track.
Note: Uncharted relationships rely on assumptions which are the brain food of idiots.
V.O.R.
Saturday, January 8, 2011
YOUR ROLE IN RUMOR CONTROL
It's true; most of us love a juicy piece of gossip. Even if we don't want to believe it, we still want to hear it. The rumor mill usually carries benign or amusing commentary. Unfortunately, some idiots get a kick out of passing around accusations and recriminations just to gain attention.
Perhaps the rumors where you work aren't that rough on people. Just in case things do get out of hand, here are a few suggestions you'll find useful the next time the rumor mill starts grinding out harmful information:
1. When you get wind of a rumor, tell people in your area of influence everything thing you know about the facts of the matter. Don't wait until you have all the details, just get the truth out there quickly. If, later on, what you've said turns out to be inaccurate, then retell it the right way as soon as you get a chance.
2. Pick out associates who are trustworthy and question them personally. Tell them you want to know the truth about what they've seen or heard. Ask them not to embellish upon what they tell you. Let them know that if you find out they've twisted the facts in any way, you won't trust them in the future.
3. Listen to the opinions of others thoughtfully without comment. Keep your attitude in check and your feelings on hold. Avoid making a judgment about the right or wrong of what's happening. Once you've collected sufficient information to make a conclusion; pass along only the facts you have verified.
This may sound harsh, but when the rumors are flying people don't care what you think. Your opinion doesn't hold much value either. They just want to know if you have any first hand knowledge to contribute.
Regardless of how well you communicate, inaccurate information will still wend its way through the grape vine. Misinformation can be hurtful to sensitive people and detrimental to team spirit. Not to mention the potential for wasting time, energy and resources. That's why taking an active role in rumor control is so important.
Note: Share only what you know and rumors won't grow.
V. O. R.
Perhaps the rumors where you work aren't that rough on people. Just in case things do get out of hand, here are a few suggestions you'll find useful the next time the rumor mill starts grinding out harmful information:
1. When you get wind of a rumor, tell people in your area of influence everything thing you know about the facts of the matter. Don't wait until you have all the details, just get the truth out there quickly. If, later on, what you've said turns out to be inaccurate, then retell it the right way as soon as you get a chance.
2. Pick out associates who are trustworthy and question them personally. Tell them you want to know the truth about what they've seen or heard. Ask them not to embellish upon what they tell you. Let them know that if you find out they've twisted the facts in any way, you won't trust them in the future.
3. Listen to the opinions of others thoughtfully without comment. Keep your attitude in check and your feelings on hold. Avoid making a judgment about the right or wrong of what's happening. Once you've collected sufficient information to make a conclusion; pass along only the facts you have verified.
This may sound harsh, but when the rumors are flying people don't care what you think. Your opinion doesn't hold much value either. They just want to know if you have any first hand knowledge to contribute.
Regardless of how well you communicate, inaccurate information will still wend its way through the grape vine. Misinformation can be hurtful to sensitive people and detrimental to team spirit. Not to mention the potential for wasting time, energy and resources. That's why taking an active role in rumor control is so important.
Note: Share only what you know and rumors won't grow.
V. O. R.
Saturday, January 1, 2011
WHEN SUCCESS IS NOT AN EXPECTATION
Your challenge in a dysfunctional environment is to produce results that are noticed and appreciated. The sad fact is, your desire to succeed may upset the status quo and violate a cultural norm. So, don't be surprised if your achievements go unnoticed. Success is not an expectation, but don't let that stop you from doing your best.
Even when you're surrounded by idiots, it's not all doom and gloom. The anecdote is to develop a sense of humor and a tolerance for ambiguity. You can have fun and be productive on your own terms. Keep in mind that those responsible for the confusion are not bad people, they're just behaving in a dysfunctional manner.
Armed with renewed determination, pay attention to the breakroom chatter to find out who the heroes and heroines are and how they claimed their fame. If what they've accomplished makes sense to you, set your goals higher and get to work.
The following factors are the key to maintaining a sense of personal worth and dignity regardless of the functionality of those around you:
(1) Look for opportunities where you can make a measurable improvement.
(2) Look for opportunities to grow personally and develop professionally.
(3) Look for opportunities to do things others cannot or will not do.
As long as all three factors are present, you can find satisfaction in whatever you do; wherever you do it. However, if these opportunities diminish in value or cease to inspire you, it is likely that you can do no more. In that case, your next move would be to look for another organization that would value what you have to offer and plan a graceful exit.
Note: Involvement is the best way to make a positive difference.
V. O. R.
Even when you're surrounded by idiots, it's not all doom and gloom. The anecdote is to develop a sense of humor and a tolerance for ambiguity. You can have fun and be productive on your own terms. Keep in mind that those responsible for the confusion are not bad people, they're just behaving in a dysfunctional manner.
Armed with renewed determination, pay attention to the breakroom chatter to find out who the heroes and heroines are and how they claimed their fame. If what they've accomplished makes sense to you, set your goals higher and get to work.
The following factors are the key to maintaining a sense of personal worth and dignity regardless of the functionality of those around you:
(1) Look for opportunities where you can make a measurable improvement.
(2) Look for opportunities to grow personally and develop professionally.
(3) Look for opportunities to do things others cannot or will not do.
As long as all three factors are present, you can find satisfaction in whatever you do; wherever you do it. However, if these opportunities diminish in value or cease to inspire you, it is likely that you can do no more. In that case, your next move would be to look for another organization that would value what you have to offer and plan a graceful exit.
Note: Involvement is the best way to make a positive difference.
V. O. R.
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