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.

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.

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.

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:

• 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.

As difficult as it might be you need to learn how to work with a boss who demonstrates behaviors like those above. Your employer expects it of you and so do those who look to you for leadership.

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:

1. 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.
2. 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.
3. 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.

Note: Dysfunction is commonplace, so relax you're not the one who's crazy. 

V.O.R.

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.

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. 

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.