The Most Damaging Employee Of All

Being an HR professional and also formerly a leader in the operations environment of a large manufacturing facility, I have certainly seen my share of employee performance issues - the slacker, whiner, bully, suck up, etc. etc.  I like to think I've pretty much seen it all but I'm hesitant to say that as I am periodically very surprised by a new issue.  Some issues are easier to deal with than others.  For probably 90% of employee issues, a frank conversation and clear expectations will change performance.  But, oh boy, that other 10% can be quite a challenge.

Of course there is no one size fits all approach.  People are people.  And for those of you that tend to like things black or white, you are not going to be happy about this - people are very gray.  Every person comes with their own set of unique perceptions, ideas, reactions, and results.  The good news is there are some simple guidelines for the most part.

Routine Performance Issues
For example, the slacker just requires a little micro-management and clear goals so you can manage the performance (either towards improvement or out of the position).  This micro-managing is not intended to be a permanent fix, it's a short term solution toward improvement.  The "Whiner" likely wants attention and this is the only way they know how to get it.  Once you dig past the surface performance and get to the root cause of the problem it is much easier to solve.  I've been known to sit a problem employee down and say "Here are the expectations.  What do you need from us in order to perform to expectations?"  Putting the ball in their court seems to lead to resolution much faster than trying to guess what we need to do.

The Most Damaging Employee
There is one type of employee however, that I firmly believe is the most damaging to any business.  They are a cancer cell in the business world and if I stick to that analogy, only quick detection and massive amounts of chemotherapy can cure the damage they cause.  And they are the most difficult to detect because they are masters of deception.  I would much rather deal with a slacker, people in conflict, lack of teamwork, or a difficult supervisor than deal with this person.  By now, your interest should be sufficiently peaked.  Who am I referring to?  The Gossip.

I'm not talking about the morning break room chit chat regarding who is having an affair or who is spending too much time on Facebook.  It's not unusual for all employees to spend a certain amount of time gossiping and it's impossible to think you are going to eliminate that - actually, a certain amount of gossip may be good.  I'm talking about the person that derails careers, destroys morale, and purposefully takes information they have and twists it to hurt others and cause drama.  These are the back stabbers that will throw you under the bus the first chance the get but act like your best friend the rest of the time.  Why are they the worst you might ask?  Because they are often difficult to detect, they disrupt morale, and when you confront them, they will act like they have no idea what you are talking about.  Just in case you didn't realize this, when your team is focused on drama, they aren't focused on work.

You may wonder how to handle this employee because if your organization is very big at all, I guarantee you have one or two.  The first step is to detect and derail them.  If this person is brave enough to bring the gossip to you, consider yourself lucky.  You don't want to stop anyone from bringing information to you but you want to make sure they know you are going to dig to get all the facts before jumping on their drama bandwagon.  So, let me handle this a couple of ways.

Scenario:  Your Gossip brings juicy info to you.
1.  Thank them for bringing you the info (after all it's better they brought it to you than to everyone else).
2.  Ask lots of questions (and I do mean lots).
     How did you come to find this out?
     Did you personally see them do this?
     Did they tell you that or did you infer that?
     What exactly did they say?
     What exactly did you see?
     How do you know?
     Who have you shared this with?
     Did you see the email?

Once you start asking questions and they can't answer one, they will begin to realize they can't make things up.  This approach alone will stifle a bit of the gossip.
3.  Caution them that things aren't always what they seem and educate them on the damaging effects of gossip.
4.  If necessary, ensure them you will handle the situation but you will not be reporting back to them unless it has to do with them personally.  Tell them you expect them to keep what they know private as you seek more information.
5.  If you hear they have shared the information with others after your talk, address the gossip as a performance issue just as you would absenteeism.  It disrupts the work environment and should be handled as such.

Scenario:  Your Gossip is Sharing Information With Others.
1.  Invite them into a private area for a chat.
2.  Let them know you are aware of something they have shared (do not divulge your source if at all possible as it will only generate conflict).  Explain what it is you heard, and allow them to respond.
3.  Thank them for being honest with you.  If they deny saying anything ask your question a couple of different ways.  If they continue to deny it skip to the final step in this process.
4.  Ask lots of questions (see above for examples)
5.   Caution them that things aren't always what they seem and educate them on the damaging effects of gossip.
6.  If necessary, ensure them you will handle the situation but you will not be reporting back to them unless it has to do with them personally.  Tell them you expect them to keep what they know private as you seek more information.
7.  Explain that in the future you would like them to come to you with this information and not generate gossip within the department.  Explain that gossip will destroy a team and you need their help and making sure that doesn't happen.
8.  Explain that gossiping is a performance issue as it disrupts the work environment and will be handled as such.

On a more positive note, the "Gossip" can be a great resource for you when implementing change.  Think about it, you have someone on your team that likes to talk . . . .make sure they are armed with the information you want others to have.  They can be your greatest resource if you know how to utilize them.  This post is getting way too long so I'll cover than topic in a future post.

What are your thoughts regarding the impact of the Gossip?  What success have you had in dealing with this person?  I want to hear your thoughts!

Mari

How Can I Help You? Treating Your Employees Like Customers

Back when I was a brand new leader I was fortunate enough to work for a company that believed strongly in leadership development.  I had the opportunity to attend many great training sessions and being an avid learner, was in the bookstore purchasing every new leadership book as soon as it was on the shelf.  There was one thing that stuck with me even to this day and I tend to notice it immediately in other leaders.  


Your Primary Objective as a Leader
Let me make sure we are on the same page to start this blog post.  If you are in a leadership position for an organization, your primary responsible is to Lead others.  Not to attend meetings.  Not to shuffle paper and respond to the 100 emails in the inbox.  Those things are important too, don't get me wrong.  And believe me when I say I've been in middle management and understand the competing demands.  That doesn't change the fact however, that your primary responsibility is to lead, guide, and direct others.  


If your employees are hesitant to come to you with issues, thoughts, ideas, or concerns because you always seem like you are running around with your hair on fire and don't have time for them, then you aren't doing your job.  Because, first and foremost, your job is to lead others.  That doesn't mean you have to drop everything each time Jack shows up at your door to tattle on Joe.  But it does mean the employees are your top priority and they should know without a doubt that this is the case.  


Implementing an Attitude of Outstanding Service

A long long time ago (okay, maybe not that long ago), I was creating a new department within an organization. I knew that providing excellent internal customer service was the only way our department would be accepted in this organization.  The mantra of our team was "How can I help you?" whenever we spoke to a customer on the phone or in person.  This was unusual for this manufacturing facility and it set us apart.  I watched our customers gain trust and respect for us by starting our conversations with this question.  


But I was soooooo busy, running like a crazy person from meeting to meeting, responding to voice mails as I ran to the next meeting.  And I was a major task master so there was nothing more gratifying to me than to mark another item off my to do list.  


The Tipping Point
Thank goodness something clicked one day as one of my employees apologized for bothering me.  I realized this team was the reason for our success and didn't they deserve at least the same respect and attentiveness from me as I demanded we provide our customers?  This is when I started making a conscious effort to put down my pen, phone, paper, and thoughts whenever one of them popped their head in the door.  Instead of my previous constant panic state I greeted them with a smile and a "How can I help you?"  In hindsight, that time was a blip in my day and I looked forward to seeing all of them and helping in any way I could.  What if we all treated our employees at least as well as we treat our customers (whether internal or external)?  It's worth a try anyway.  

The 3 Reasons People Don't Do What You Want Them To Do

Some find it hard to believe but it's true.

There are really only three potential 
reasons people don't do what you want them to do. 

Getting to the root cause of a performance issue is really not all that difficult when you think about it from this perspective.  The real trick is determining which of the three reasons it is and then implementing an appropriate solution.  But really, three potential reasons, that's it - this is doable right?


Let's take a look at the three reasons and then I'll go into a bit more detail on each of them.

1.  They don't know how.

2.  They aren't capable.

3.  They don't want to.

Our natural tendency is to assume number 3 is the reason our employees are not doing what we need them to but stick with me here and read the explanation for numbers one and two.  Quite honestly, the first one is often the culprit.


1.  They Don't Know How
This could mean nobody has taken the time to show them so they truly don't know how to perform the task correctly or it could mean they don't know how YOU want it done (i.e. you haven't clearly communicated your expectations).  Before you can jump to the conclusion that someone just doesn't want to do what you have requested, you must first rule out this possibility.

If they simply don't know the proper procedure or process or need to learn a skill or software program, that's an easy fix - send them to a class or assign a more experienced person to show them.


Let me be clear - this possibility could be the reason why you have quality issues and it could also be the reason you have employees spending too much time on the internet at work.  


Without getting too psychological on you, all people come to the work environment with their own ideas, experiences, perceptions, and expectations.  For example, you'll likely notice generation Y much more interested in social media than your baby boomers.  And generation Y will likely not see any problem with texting and checking their facebook status throughout the day.  They've done that their entire life so that's what they know.

Unfortunately, many leaders believe others come into the workplace with the same expectations, ideas, and work ethic that they have.  This, my friend, is a big mistake.

Most people cannot read your mind (I'm sure there are a few telepathic people out there although I've yet to run into them in the workplace, which is probably a good thing).


If your employees are not doing what you want, your first step should be to clearly articulate your expectations.  


I can't tell you the number of leaders that have said to me "Shouldn't they just know that?  Do I have to tell them everything?"


Of course, you don't have to tell them EVERYTHING but you do have to clearly articulate your expectations.  If they come in five minutes late every day and have been doing it for two years without anyone saying anything to them, they likely believe it's not an issue.  If it's an issue, you need to tell them.  Again, they can't read your mind.


So, before moving on to the second potential reason, you'll first need to rule this reason out.  Depending on the performance issue, you can rule this out by observation (skill deficiency) and by conversation (i.e. clearly articulating your expectations).  The topic of "clearly articulating your expectations" deserves it's own post but a cliff notes version would include the need to be very precise and specific directly with the person who has the issue.  Having a staff meeting and announcing to everyone in the room that they need to come to work on time is not precise and specific directly with the person.  Quite honestly, the person you want to hear that message is probably not listening at that point or thinks it doesn't apply.  This means bringing Jane or Joe into your office and saying "Hey, I notice you come in 5-10 minutes late at least four times a week.  I need you to be here at (insert time) from now on.  Is there anything preventing you from doing that?"  I guarantee your problem will either be solved or you'll have grounds to start the formal discipline process.


2.  They Aren't Capable


Again, too often leaders jump to this conclusion when more often than not, this is NOT the reason people aren't doing what you need them to do.  It's actually pretty rare to find this to be the cause although it does happen.  I hate to paint a very visual image but it's the best way I know how to rule this one out.  Another way to say it is "If you put a gun to their head and asked them to do it, could they?"


I'll use a personal example here.  There are lots of things I know how to do but just don't for whatever reason.  Eat right, Exercise consistently, get enough sleep . . . .  this are all things I know how to do.  It isn't that I'm not capable.  I could have a PhD in all of those topics if one were offered.  However, if you put a gun to my head today and said "Be a world class ballerina," I couldn't do it.  No matter how hard I tried, I'm not built (nor will I ever be) to be a ballerina.  Some other examples here might include mechanical aptitude, mathematical ability, or even painting or singing.  Some people may be able to learn some of these skills to a certain proficiency but not at the level that you would need in the workplace if they don't already have the aptitude.


If this truly is the reason they aren't performing, it would be best to move them to another role if you have that option.


3.  They Don't Want To
Ahhh, finally, we get to the one reason most people jump to right away.  Remember, before you get to this option you should have ruled out option one and option two.

This option would include outright defiance (even though it might be masked by a professional attitude and a smile) motivation (or lack thereof), frustration, passive-aggressive behavior, and just plain not liking their job.  There is so much information to cover here that I'm sorry you'll have to look for other posts on the topic.  If this is the reason the person is not performing and you want to modify the performance behavior, you'll need to dig beyond the obvious.  Let me explain.

Have you ever heard yourself saying "they just aren't very motivated."  My question is always "why?" People are unmotivated for lots of reasons and sometimes all you have to to do is change a process or your communication a bit to completely turn around behavior.  Here is an easy example.


Example
You have a salesman responsible for getting a report to you each Friday afternoon.  Let's say his name is Charles.  He is perpetually late with this task and it frustrates you because you need his report to complete your report to your boss.  It's a constant battle.  If you don't figure out the why behind this it will always be a constant battle.  Worse yet, it could end up that a very good salesman gets fed up and leaves because he is tired of your nagging about the stupid report.  If you ask "why?' you may find that this salesman is paid based on his sales.  You may also find that Friday is his busiest day of the week.  Charles happens to get a charge out of selling more and beating his own records.  If you know all this it should become crystal clear as to why he isn't getting the report done.  It's not that Charles is not motivated or defiant, or just trying to make your life more difficult.  On the contrary, Charles is highly motivated . . . . to sell and that is, after all why you have him in this role.  


Now that you understand what is going on, you have some options to work with - is there an administrative assistant that could help (i.e. process change)? Could you change the due date of the report to Monday which happens to be his slowest day?  Or can you you change your compensation structure in some way so Charles doesn't feel like he is missing the busiest day of the week?


As you can see by this example the why can make all the difference in performance.  This may apply to absenteeism, spending too much time on social media, and any other performance issue you may be having in your organization.  

Don't get me wrong, this doesn't mean every employee can or should be "saved."  But it also doesn't mean you get away with throwing in the towel so easy.  There are times is it absolutely necessary to address performance.  And there are times when employees have quit and forgotten to tell you so you have to assist them to their next adventure.  Too often however, leaders are quick to judge and punish without even trying to find out how to motivate and inspire their employees to excellence.

I'd love to hear your comment on this topic.  What has been your experience in this area?

Basic Change Management Communication in the Workplace

Lack of communication and/or poor communication is surely one of the biggest downfalls and most costly mistakes for many organizations.  I am constantly amazed at the number of new initiatives that get "rolled out" with little to no information and an email with instructions.  With the number of emails we get these days at work, it's no wonder people feel baffled, confused and frustrated.  We roll out initiatives and get frustrated at those that don't "embrace the change" when we didn't provide enough information to even understand the change.  We've somehow lost the art of caring about others and taking the time to explain the purpose and benefit of a new initiative.  


In our effort to get more done, we've forgotten that in order for others to help us accomplish an implementation of any kind we have to generate the value for that person.  Maybe we've forgotten the human side of the equation and taken on a dictatorial "change or die" attitude.

Whether it is changing an existing process or rolling out an entirely new system of some sort, there are basically four questions that you should make sure you are answering in your communication message.  Take just a few minutes to think about your message before communicating it and you will be amazed by the decreased confusion and frustration normally accompanying a change.  After the questions listed below, I've detailed out a viewpoint from the employee regarding each question.  Hopefully, reading it in first person will make it more real and personal. 

1. What's changing/happening?
2. Why is it happening?
3. How does it affect me?  Give me the truth.  Good/bad or indifferent. What do I need to do differently and/or what will the impact be to me?
4. What happens now?

1.  What's changing? Tell me what is changing or happening.  It may seem like common knowledge but it's an excellent way to set the stage.  Don't sugar coat it.  And don't avoid telling me.  What I don't know I'll make up so it's best if you just give it to me straight.  Let me give you an example:  Let's say business has slowed down a lot and I don't have enough to do.  You have been thinking about adding to my job role but are hesitant to talk to me about it because you think I'll be upset about it.  I can see business has slowed down and I'm no dummy so I figure you are about to lay me off.  Consequently, I look for a new job.  In reality, you needed me in my role to get you through this slump.  What you should have done in this case was just have the conversation with me.  "Hey, you've probably noticed business has slowed down.  I feel confident it will pick back up.  You are a really important part of this business and I don't want to lose you.  Would you mind picking up the xyz responsibilities during this interim time?" Just tell me already.  

2.  Why is it happening?  Give me the cliff notes version of this.  I don't need to understand the five year history of why this decision was made but I do need to have a general understand.  And I might need more or less info than my buddy that I work with - we have different needs in that regard.  Start out with the basics and let me ask questions if I want more information.  Remember, I will make up information to fill in any gaps you leave so you are better off just telling me.

3. How does it affect me?  This is the most important point of all four of the questions provided. What I really want to know is "what about me?"  I want to know how this change will specifically impact me.  And if you don't know for sure, tell me that.  For example, if we are going to have layoffs, tell me that.  If you don't know if I will be laid off (or can't share it yet), tell me what you can tell me and then tell me when I can expect to hear more details.  I'm a grown up, I would much rather you be honest and straight with me that to find out from a co-worker or worst yet, the nightly news broadcast.  

4.  What happens now?  I really want to know what I need to do differently as a result of this change so I can help implement it.  If I don't need to do anything yet, tell me that and also tell me  when we will be talking about this change again.  I can't help you if I don't know the next steps so I need you to be clear in providing direction.  I don't have time to try to guess what you are trying to tell me so please be precise and articulate the next steps clearly.  

Just try it.  Write down the four questions and post them on your computer.  Every time you need to communicate to someone, think of those four questions and how you can utilize them in communicating more effectively.  And see if it doesn't result in a more response, receptive team that is better able to implement change.  

Middle Management - Not All it's Cracked Up To Be

It seems to me the group of leaders in the most need of development, mentoring, and coaching are those that are stuck right in the middle - mid-level managers.  Most organizations seem to know the front line supervisors need training so they place a lot of effort in making sure that group of people know what they are doing.  And Sr. Executives appear to have a plethora of opportunities to attend mini-MBA programs, executive leadership training sessions, and have an executive coach assigned.  But the mid-level managers seem to get lost in the shuffle and/or stuck in an era.


What I mean by stuck in an era is mid-level managers often get stuck in the era in which they first became supervisors.  So, if they started supervising in the 60's, 70's, or even 80's - they likely learned that the command and control type of leadership was the only way to get performance.  They are often still trying to use that style of leadership and unless they are in the military, that probably isn't working out so well with our current generation of employees.  This group of managers may take a class every now and then but they are reluctant to change their approach to leadership.


Mid-level managers also get lost in the shuffle.  They get ignored as far as development goes.  Sr. Level leaders believe these people have already been trained, have experience, and know what they are doing which is somewhat true.  First level supervisors are looking up to this group for mentoring and guidance and they aren't getting it themselves so they are passing on information they learned 20 years ago which may not be so relevant today.  The reality is this group is often ignored, not exposed to the latest leadership theories or benefit of coaching and mentoring.  And they often have the most difficult job - the delicate balance between managing the politics and job demands of the organization.


It would seem to me organizations would benefit by making this group of people the target of ensuring the leadership philosophies of the organization are embraced.  Think of the influence of this group of people - they are responsible for mentoring your next generation of leaders (first line supervisors).  Shouldn't this be the group of people the company invests most heavily in developing?


And if you are reading this and you are a mid-level manager, what are you doing to learn and grow more so you can be the best leader you can be?  Are you reading current literature regarding leadership?  Are you requesting training and or coaching?  Have you asked someone who exemplifies great leadership skills to mentor you?  This is your career after all, what are you doing to be the best you can be?

What Makes A Good Leader?

A former colleague of mine recently requested a recommendation on LinkedIn.  This colleague worked as a leader while I was the person responsible for coaching and developing leaders.  In writing the recommendation I couldn't help but reflect on the positive characteristics of this person as well as what makes a leader great.  


When I think of a great leader, first and foremost I have to ask "was anyone willing to follow?"  Regardless of the level of charisma and IQ, EQ, or whatever quotient we want to measure, if nobody is willing to follow, one can't be very effective can they?


That being said, Leadership is not a title and it's not dictated by one's pay grade.  We all know excellent leaders that are not in the role officially and terrible "leaders" with the right title.  It's also not based on likability although that certainly helps.  And unfortunately, it takes a different set of characteristics for a leader to be great in various situations.  For example, an acquisition or merger requires a more decisive, charismatic leader than a stable, sustaining environment.  It's possible for someone to be an excellent leader in one environment and terrible in another.  Lastly, the required characteristics also depend on the organizational culture, requirements of the role, and the business climate in which they will work.  


That being said, there are some characteristics that transcend all of the aforementioned variables.  They seem to work regardless of the situation.  Those are the characteristics I will focus on for now.  And they are . . . (drum roll please)

• An effective communicator
• A respected influencer
• A positive "can do, get it done, are we lucky to have this problem, and I'm willing to help you in any way" attitude.
• The confidence to make decisions (even if they end up being the wrong decision)
• The courage to lead (even if you are really scared to death)
• The conviction to do the right thing - for the business, stockholders, industry, environment, and employees.
• The wisdom to know that no matter how much you already know, you don't know it all and you have valuable resources that can help.  

So, this gives you a starting point.  I could elaborate on each of these characteristics and will in future posts but for now, if you are reading this in hopes of becoming a better leader, read and learn everything you can about each of these characteristics.  

Being an effective communicator is listed first for a reason.  If you can’t articulate your vision, expectations, and limitations in a compelling, inspiring way, it’s difficult for others to even know what you want, much less to get excited about it.  I understand public speaking is a great fear for many people.  And many leaders are rarely required to speak publicly.  However, the practice of learning to speak publicly forces one to learn how to articulate their thoughts more clearly and concisely.  When you take a public speaking class you are not only learning how to get over the fear of standing in front of group, you are learning how to organize your thoughts in a clear, direct, and powerful way.  This is a skill that will take you far professionally.  You will find yourself able to communicate better in every part of your life – personally, in meetings, and in front of your own team.  You will begin to realize that minutes count and if you don’t capture the other person’s attention in the first few seconds, you will miss your opportunity.  And as a bonus, you will overcome a fear and isn’t courage one of the other items listed above? 

The attitude should be self-explanatory.  You should exemplify the attitude you expect to see in others.   It's unfortunate that this is a characteristic I rarely see in the workplace.  

I'll be covering confidence and courage in another post but I do want to touch on the conviction to do the right thing,  The reality is, leadership is tough.  You often have the power to do things that others cannot.  That power can take people down a dangerous path as we see every time we turn on the news.  The conviction to do the right thing is one of the characteristics that will set you apart.  If with every decision you make, you first ask yourself these questions, you will be well on your way to doing the right thing.

Is this best for the company?

Is this best for the people in which I lead?

Is this best for the industry and/or environment?

Is this best for our shareholders?

Of course there will be times you have a dilemma - something is right for the company but not the employees or some other such problem.  we can't cover each of those situations here but you'll find more on the topic in the decision making post I'm writing.

The last bullet item is key to effective leadership.  The leader that continues to learn is the leader that continues to be inspired and full of ideas.  It is also the leader that is better equipped to develop others.  There are so many ways you can continue your development.  Read a book.  Listen to an audio book while you work out in the morning or in your car as you commute.  Attend a seminar or a public speaking class.  Get a mentor.  Take time to talk about development with your peers.  Ask your employees how you can be a better leader.  Hire a coach that will give you honest, open feedback (hey, I can help you with that one).

the most important thing is to take a step in the right direction - just one step.  If you start with this list, you will be well on your way! 

Do You Have the Courage To Lead?

Leadership is not for those that lack courage.  It is a tough job.  You will be put into situations on a daily basis that require you reach outside your comfort zone.  Maybe it's because I'm from Kansas or maybe it's just because I was raised with the excitement of the annual showing of "The Wizard of Oz" but I can't help but think of the cowardly lion in this case.  I have worked with leaders for a long time and although many would not think of themselves as the cowardly lion, let me provide a few examples of NOT demonstrating courage.

• Avoiding the conversation with your difficult employee because you are "afraid" of the outcome.
• Implementing a process you feel is not in the best interest of the team because your boss told you to.
• Not speaking up at a meeting when the group is trying to determine the best way to implement a new process because you think your idea will not be well-received.
• Having great ideas for improvement but not sharing them because you aren't sure your boss will go for them.
• Witnessing a peer doing something unethical and not doing anything about it. 
• Avoiding the conversation with a peer that you have not been getting along with and it is impacting your ability to work well together. 

A core competency of leadership is courage.  In order to be effective, you have to be willing to have the tough conversations.  There is a bit of an art to learning how to have some of those conversations but it can be learned and it's really more about "are you willing to have them?"  Effective leadership requires standing up for what you believe.  Sure, sometimes the organization will make strategic decisions you may not agree with but I'm not talking about that - I'm talking about all the things within your scope of control.  Having a conversation with a difficult employee is within your scope of control.  Speaking up at a meeting is within your scope of control.  And calling a peer out on unethical behavior is within your scope of control.  But those actions require courage and confidence.  

So, what if you don't have courage?  What do you do?  Remember the Lion.  No, you don't go to the almighty Wizard and ask for it.  He really didn't have any power anyway, remember?  Courage is directly tied to confidence.  And you can improve your confidence with a little positive self-talk and becoming more competent.  It's like any task - as you practice it and become more competent, you also gain confidence.  

I remember when I first starting public speaking and teaching.  You wouldn't know it now, but I remember being a bit terrified at the idea of being in front of a large group.  When I was in high school I remember having to provide a speech at a community event.  In preparation for this event, I practiced, practiced, practiced the speech until I could practically give it in my sleep.  Knowing the material increased my competence and confidence.  Was I still nervous?  Sure I was.  And 20 years later when having to give a speech to a group of executives do I still get nervous.  Sure I do.  But I've learned there is a direct correlation between my competence and my confidence.  With increased confidence, I have more courage. 

Having difficult conversations with others or speaking up in a meeting with your ideas and suggestions may still make you nervous and be uncomfortable but with time and practice you will gain confidence which will equate to courage.  It will become easier.   It requires you take the first step.  

You'll Get More Of What You Focus On

It's not uncommon for leaders to ask the question "Why do I have to reward and recognize my employees?  Nobody has to recognize me for doing a good job - I just do it." 

Newsflash - maybe that's why you're the leader.  

Everyone isn't self-motivated and many of those who are . . . . . get promoted to uhmmmm, management.  That would be you.


The reality is when it comes to performance, you'll get more of what you focus on. 


It's kind of like how you'll manage what you measure.  Same theory, different application.  Managers tend to focus all their energy (after getting the never ending to do list done) on poor performance.  They spend their time focused on those not performing and ignore those that are performing.  The low performers get the face time as well as keep you up at night while you try to figure out how to "fix" them.  Managers hover, cajole, encourage, berate, and basically give all their attention to the poor performer.  

All the while the high performers, the ones doing all the work, are ignored on the premise of "I don't have to worry about them."  The atmosphere eventually becomes something like "If guess if the boss isn't talking to me I must be doing okay."  

Eventually the high performers lose interest because they aren't cared about and the result is more poor performance.  


A Better Approach
I'd like to propose an alternative solution for poor performers.  How about we address the performance problem and pay close attention to incremental progress in the right direction.  When we see even the tiniest progress try recognizing that progress.  You get more of what you focus on .  Focus on what is going right instead of what is wrong.  


Here is an example. John is not making his productivity goal.  You talk to John, clearly articulate the expectation as well as consequences, create a short term goal together.  John increases his productivity the following week but still doesn't quite meet the goal.  Instead of "John, you still didn't meet the goal!!!!!!" how about "Great work John!  You increased your productivity by 10%.  Awesome!  I bet you can increase it by another 10% next week, what do you think?"


Let's try another one.  Mary has a tendency to be short with customers.  You talk to her and clearly articulate your expectations.  You provide specific examples regarding how to deal with angry customers and have her role play with you.  The following week you see Mary dealing with an angry customer and you can see she is biting her tongue and using every ounce of self restraint she has in her.  She isn't overly friendly but you notice she remains polite and doesn't lose her cool.  After the customer leaves call Mary in and celebrate her victory.  Acknowledge that you know how hard that must have been for her and you are so proud of her.  Yes, you are right - it is her job but it's also your job to keep people motivated so they do their job well.  This is a new behavior for Mary.  You get more of what you focus on.  If you want to see more of this positive behavior in Mary - focus on her positives.  

This approach works both ways.  Want more absenteeism?  Focus on being absent.  Want more people to show up on time?  Recognize those that show up on time.  

Let's not overlook the high performers.  These are the people deserving of your time and energy.  They should be the ones you are praising on a routine basis.  If you continue to ignore them, their motivation may decrease as well.


As a bonus - this works at home too.  Do you wish your teenager would take the trash out without you nagging him/her.  Then pay attention to the times he does it on his own.  Instead of the sarcastic "Wow, I can't believe you actually took out the trash without my telling you too" you might try a sincere "I really appreciate you taking the trash out.  Thank you."  Even if it only happens once a month - recognize the positive because you will get more of what you focus on.  


Look for other posts on reward and recognition to learn more about how to maximize performance.  Remember - you get more of what you focus on.  

Motivating Others? - It all Starts with You

If you wonder why your people aren't motivated, First, take a look in the mirror. Do you look like this? 

If you wonder why people seem so unhappy, ask yourself first how happy you are at work. You are responsible for setting the bar and always being on your game. It is a tough task but this is where it starts. Before you can start addressing the performance problems of your employees, ask yourself a few questions first. 

1. Why do you lead? What do you get out of it? 

2. What satisfaction do you gain from being in a leadership position? 

3. How passionate are you about leading people? Just because you own the place doesn't mean you are the best leader of the people. And just because you were a really good individual contributor doesn't mean you rock at management.  

4. Do you have the necessary skill set to be more than a manager - to truly be a leader of people? 

5. Are you continually developing your leadership skills? 

6. Are you asking for feedback regarding your performance? 


Once you have taken a look in the mirror and are confident you are leading by example, you can feel good about having those difficult conversations with your employees.  And you can check out other posts within this blog to learn just how to do that!

Dealing With An Angry Employee

As managers most of us hate dealing with the dreaded emotional outburst at work.  To be honest, we hate dealing with it at home too but figure we can either go to another room or just wait it out and tomorrow will be better.  The problem is, in the work place, that emotional, or in this case angry person is impacting and affecting every one around them.  We can't allow it in the workplace.  Allowing angry outbursts by one employee at work is like inviting it from the entire team.  No walking into another room and hoping they will cool down.  The buck stops with you so it's time to figure out how to deal with it.  


First let's discuss what NOT to do.

• Don't say "Calm Down" - Do you really think the angry person had no idea they were upset and merely needed you to point it out to them to calm them down?  All this does is make them more angry.  More than likely you will get something like "Calm Down??!!! How could I possibly calm down??!!!" spoken in a very loud and passionate tone.  
• Don't raise your voice and get in their face to show them who is the boss.  This is not a testosterone match and it is certainly not the time to assert your title and role in the company.  Unless you plan to take it outside and duke it out - this approach is not going to help the situation at all.  
• Don't walk away from them.  This action will simply make them angrier, they will follow you, and yell even more.  It's fuel to the fire if you will.  

Now that we know what not to do, let's see what can be done.  The first consideration for you as manager is to understand a few things about emotional outbursts.  This includes all emotional outbursts - crying, yelling, anger, frustration, and even silence.  If you can take a step back and first understand that the outburst probably has less to do with what just resulted in the outbursts and more to do with lots of other stuff.  The outburst is usually a culmination of lots of "stuff" - from home and work.  I often hear people say things like "I can't believe they got so upset about that."  The reality is they probably didn't.  They are probably upset because of the flat tire they got on their way to work this morning, the argument they had with AAA because it took them to long to fix the flat, the $150 the repair shop charged them for a hole in that tire, and finally, because you had the audacity to ask them to get busy and quit talking.  Once you understand there is likely more to the emotion, it becomes easier to deal with it.  

That being said, here are some tips to dealing with the angry outburst.

• Remain calm.  I don't care what they say or how loud they get if you remain calm, they will eventually get there too. Keep your voice and demeanor calm.  If you were sitting, remain sitting.  If you were standing, sit down.  Make sure your tone and your body language demonstrates complete calm and self-control.  
• The middle of the angry outburst is not the time to deal with their emotional misconduct.  Save the discussion about how inappropriate their current behavior is until after they calm down.  
• Acknowledge the emotion without giving them permission to continue.  "I know it must be very upsetting to X.  Help me understand how we can fix this."  
• Suggest you both take a break and reconvene in 10 minutes.  This is different than walking out of the room.  This is more like "I think it might do us both good to take a break from this for a few minutes.  Let's come back in 30 minutes when we have both had a chance to think about it. This doesn't mean you let them leave and never discuss the incident again.  If you don't address this behavior at some point, you will see it again.
• In this day and age, it's important to consider your safety.  If at any point you do not feel safe, ask the person to leave immediately.  If they don't leave, you should.  
• Once the employee has calmed down, be willing to listen.  Let them talk out their frustration.  Listen sincerely.  Seek to reach a resolution.  And once they are calm, maybe even the next day, discuss how inappropriate their behavior was and how it will not be tolerated again.  You might offer employee assistance too because who knows what kinds of things they are trying to deal with that are spilling over into work.   

PERFORMANCE REVIEWS - ARE THEY A WASTE OF TIME?

 I get this question a lot - do we really need to do performance reviews?  Do we really need to go through this very lengthy process of giving feedback?  Does anyone really care about performance reviews?

The answer a resounding "it depends."


Performance reviews serve the purpose of providing a formal process in which to deliver feedback.  This is done for many reasons, a few of which follow:


1.  To force leaders to deliver feedback to employees.


2.  To provide a process so employees are aware of their performance expectations and limitations.


3.  To provide a process to determine merit increases (pay for performance).


4.  To document poor performance (terminations, lay-offs, litigation).


5.  To force clear communication at least once a year (or even twice).


That probably isn't an all-inclusive list but you get the idea.  Now, back to my response - "it depends."

If your leaders are very good at routinely giving feedback (both positive and negative), consistently sit down and have one-on-one conversations with their employees, clearly articulate their expectations and goals, and address and document poor performance in a timely and consistent manner, that would cover all the items listed above except the pay.  There are all sorts of different ways to provide monetary rewards to employees and much would depend on the size of your organization and the budget available.

The reality is most leaders are not necessarily good communicators.  Implementing a performance review process doesn't guarantee they will become good communicators but it does increase the odds.  Most people have been the recipient of the poorly delivered performance review and we all know that is no more effective than not having a review at all.  A performance review process simply increases the odds.  It will only be as effective as the reviewer.  It is your job as a leader to put the time, energy, and thought into the review that ensures it is effective.

Help! I Have To Deliver My First Performance Review

It is that time of year again - the end of the year and time for the dreaded performance review season.  Some organizations do an amazing job at providing very detailed instructions regarding the "discussion."  Other organizations . . . . not so much.  Unfortunately, it often ends up like many of the Dilbert cartoons.  For those of you that are new to the leadership role or just don't feel confident with those dreaded employee meetings - this article is for you.  

What is the Purpose of a Performance Review Anyway?

Performance Reviews are simply a documented feedback process.  It's an opportunity for you to have a formal conversation with an employee regarding their specific performance and opportunity for improvement.  To alleviate some of the fears you may be having just remember to have a heart for their success.  Regardless of whether the employee is a top performer, your worst nightmare, or your average "Steady Eddy," as their leader, your heart should be for their success.  Philosophically speaking, if your job is to lead others, if they fail then really you fail don't you? 

Clearly Articulate Your Expectations

One thing I learned long ago that re-framed my perspective is "others don't necessarily think like I think (thank goodness!) and they can't read my mind (probably another thank goodness!)."  The performance review meeting is an opportunity for you to clearly articulate your expectations of your employee. Leaders often have the mis-perception their employees know what they think of them and how they are doing.  Newsflash - they can't read your mind.  

Some performance reviews are easy so I'm guessing if you are reading this it's not because you are concerned about the easy ones.  The easy ones are the those with your top performers.  You have nothing but glowing remarks to give them and you wish you had ten more employees just like them.  Be thankful for those employees and make sure you still provide them with opportunities to improve so they don't become complacent.  I'll talk about development in a different post but be sure you pay attention to your top performers.  

Reviewing Your Low Performers
As for the low performers and difficult employees - let me reiterate,

"have a heart for their success."  

Clear, Concise, and Direct Feedback
They may not be performing well right now and your primary objective is to fix that.  This is where leadership becomes difficult.  If we all had nothing but great employees what fun would that be?  Your job with the difficult employee is to provide them very specific feedback regarding your expectations and the behaviors that need to change.  The word "behavior" is key here.  It is imperative you break down what is happening into very specific behaviors.  For example, "your unapproachable" is vague.  The fact that I don't make eye contact with others, don't say "good morning" when passing my colleagues in the hall, and make no contributions during meetings outlines specific behaviors that I can change.  Too many leaders are vague when delivering feedback and the employee doesn't know what they need to do differently.  Just because you have an idea in your head regarding what "unapproachable" means, maybe I don't have the same idea.  And more importantly maybe I never knew it was a job requirement.  I'll be writing some different posts regarding how to handle specific behaviors and even how to handle specific emotions with an employee during the review or during any other time but for now, let me just give you a few tips (the cliff notes version if you will).

Meeting Tips

1.  Have a heart for the employee's success.

2.  Focus on behaviors that need to change.  This is important.  It's not about changing them as an individual, it's about specific behaviors.

3.  Schedule the meeting in advance so the employee can prepare mentally and emotionally.

4.  Provide clear and concise feedback.  Don't beat around the bush, especially with the difficult employee.  They are not likely to read between the lines and they should never walk out of this meeting unsure of the feedback.

5.  Avoid using the sandwich technique (sandwiching the bad feedback between two good comments).  They know what you are doing.  

6.  Make sure you have this meeting in a private location.  In the world of cube land it seems nothing is confidential.  This is not a public meaning.  

7.  Regardless of the situation, treat the employee with respect at all times (even if they don't treat your the same way).  

8.  Anticipate the reaction and prepare accordingly.  If you know "Sally" has a tendency to blow up, anticipate that and prepare for how you will handle it.  

9.  Allow them time to react to the feedback.  This may take a few minutes or it may mean you need to follow up the next day.  

10.  Be professional at all times.  Take the high road here.  When "Robert" blames you for his inability to meet production requirements and/or threatens to go to your boss with his issues, that's when your leadership becomes even more important.  Remain calm, professional, and in control of the conversation.  Don't allow an employee to divert you away from the task at hand.  

11.  Thank them.  Regardless of the outcome of the meeting, thank them for their time, work effort, and their contribution to the team.  Thanking someone is just common courtesy and your employee's will appreciate it.  

If I could encourage leaders to learn more in any one single area it would be the area of communication.  Learn to communicate effectively.  Learn how to articulate your message.  Ask people for feedback regarding your communication.  Learn how to read non-verbal and verbal cues.  Mastering the art of effective communication will take you far in your leadership journey.