Why Some Employees Are Jacked Up

The title of this blog would surely get me fired if I were the HR person in a large corporation.  It's not politically correct.  And God help us all if we are actually honest in the work place.  But, lucky for me, I don't work in a large corporation so I can be totally honest with my blog readers. Let me say ahead of time, if this blogs offends you in any way, please just ignore it and try to find the nugget within it that can help you be a better leader.  

One thing I know for sure, there are a lot of corporate trainers out there, a lot of different cultures, a lot of training seminars, and a lot of personal viewpoints and biases.  Don't get me wrong there are many, many very professional, knowledgeable people out there who are passionate about helping you be the best you can be.  We are human beings though and can't help but have a few biases.  Unfortunately, some of you have learned a few things along the way that was presented as gospel and was really one person's viewpoint.  Much like this blog is my viewpoint.  I do try to weave in statistics and resources to validate my viewpoint but at the end of the day, you have to live with yourself and find what works for you.  Enough of the soap box.

So, here is my viewpoint as to why some employees are jacked up.  

Feedback.  Incorrect feedback.  Feedback given because of one person's viewpoint.  Feedback provided that caused confusion, fear, and was basically an attack on the individual's personality and character and had nothing to do with their work performance.  

• I know employees that have been told by their leaders that they laugh too much at work - they are too happy and not businesslike "enough."

• I know employees that have been told they are too attractive.  They weren't dressing inappropriately, weren't flirtatious - but the fact they are so attractive is career limiting.  

• I know employees that have been told they shouldn't be so polite at work.  Leave the manners at home.

The list goes on.  It's sad really.  


After 20 years of hearing feedback like this.  It's no wonder by the time you get them, they are no longer very receptive to feedback. 

The LESSON

Let's keep the feedback focused on work performance.  Let's make it valuable, important, and focused.  Let's make sure our feedback isn't based on our own biases.  And if it is, present it as such (example:  "This may not bother other people but it is a big pet peeve of mine.  Could you please not approach me until I've had my first cup of coffee, unless it's an emergency?").  Let's limit our feedback to those things are are important and will truly help the person be successful.  

It's True, Some Employees Just Don't Want to Hear Your Feedback

Some leaders put a lot of pressure on themselves to be able to "coach" all employees to success.  The reality is all employees are not receptive to coaching and/or feedback.  Like the old saying goes, you can lead a horse to water but you can't make him (or her) drink.  Or how about, it takes two to tango (not sure that one applies but oh well).  


Unless you are running some underground child labor camp (and I hope you get caught if you are), I'm going to assume you are dealing with an adult.  Then again, why would you be reading a leadership blog if you were leading an underground child labor camp?  Anyway, if you have read any of my other blog posts you know I'm a firm believer in providing timely and direct feedback.  That being said, there are some employees that aren't ready to hear the feedback provided (and sadly they may never be ready).  They either believe you don't know what you are talking about, don't want to admit their own deficiencies, and/or can't hear what you are saying in the spirit in which it is intended (kinda like when the student is ready the teacher will appear).  

But how will you know this is the case?  Well, first of all make sure you are clearly communicating.  Ask them to verbalize their interpretation of the feedback provided.  Next, see if their behavior changes.  This won't be as easy as it should be because they are likely to modify their behavior in your presence.  You'll need to do some digging and follow up with others on this one - customers, people attending the same meetings, your peers, etc.


If the change occurs - good for you, maybe you have successfully coached another employee and can go home feeling good about yourself.  If not and if the negative behavior is affecting their ability (or the team's ability) to be successful, it's time to start the formal disciplinary process and visit your HR person.  Keep in mind, this is not for those behaviors that just irritate you (i.e. nose picking, talking too softly, etc.) or are career limiting (meaning they will never be promoted until they get it under control).  This is intended for those behaviors that are impacting their ability to be successful in their current role.  So, consider the option - as much as I want to believe everyone can be successful.  They have to want to be successful in the first place.  

So, Who Is Really Leading Your Team?

Here's the deal - Somebody is leading your team.  It's human nature really.  In any group, even kids on a playground, a leader emerges.  It may be the bully or it may be the "smart kid" or it may be the "athlete" but a leader generally emerges.  It may be the designated leader or it may be someone else entirely.  And it could even be a collaborative effort.  


Let's fast forward from the playground to your office.  If you aren't leading, someone else is.  Again, it may be the bully, it may be the Union plant chair, it may be the most negative person in your group, it may be the most "entitled" person in your group, or hey, it might be you.  


It would be a good idea to find out who is really the leader.  I mean, who is the person who doesn't necessarily have the title but everyone listens to.  And if it's not you, are you okay with the person that is leading the team (maybe they are a potential successor and/or a very positive influence)?  If not, it's time for you to get some help.  Talk to your HR person, do some research (this blog is a good place to start), and ask some questions.  Just remember, someone is leading your team.  If you choose not to, someone else will step up to the task.  

Some Important Thoughts on the Importance of Communication

Bad human communication leaves us less room to grow.

- Rowan D. Williams

“Don't use words too big for the subject. Don't say infinitely when you mean very; otherwise you'll have no word left when you want to talk about something really infinite.” 
― C.S. Lewis

“Constantly talking isn't necessarily communicating.” 

― Charlie Kaufman

“Stephen Covey, in his book The 8th Habit, decribes a poll of 23,000 employees drawn from a number of companies and industries. He reports the poll's findings: 


* Only 37 percent said they have a clear understanding of what their organization is trying to achieve and why 
* Only one in five was enthusiastic about their team's and their organization's goals
* Only one in five said they had a clear "line of sight" between their tasks and their team's and organization's goals 
* Only 15 percent felt that their organization fully enables them to execute key goals 
* Only 20 percent fully trusted the organization they work for 


Then, Covey superimposes a very human metaphor over the statistics. He says, "If, say, a soccer team had these same scores, only 4 of the 11 players on the field would know which goal is theirs. Only 2 of the 11 would care. Only 2 of the 11 would know what position they play and know exactly what they are supposed to do. And all but 2 players would, in some way, be competing against their own team members rather than the opponent.” 
― Chip Heath, Made to Stick: Why Some Ideas Survive and Others Die

Help! What Do I Do With My High Maintenance Employee??!!!

There are few things more maddening to a very busy leader than the employee that requires more attention than seems "normal."  And it's a difficult balance - you don't want them to feel you are inaccessible yet you have an expectation that in their current position they shouldn't need you quite so much.  What's a leader to do?

Every have one of those employees that takes of three times more of your time than anyone else.  I'm not talking about the new hire that should be taking up more of your time.  I'm talking about the high maintenance employee, the one stopping by your office ten times per day to ask questions they should be able to figure out without your input.

Because leadership requires a certain amount of psychology, maybe step one should be to take a step back and try to answer the question "Why do they need so much attention?"  Some possible answers may be:

• They are feeling insecure about their abilities, job, role, relationship with you.
• They are not good critical thinkers.
• They are a bit lazy and would rather have you do the thinking.
• Your expectations are unrealistic.
• They don't have enough to do.

If you have read very many of my blog posts you know I'm likely to say a conversation is in order here.  In this particular case you might start with a simple request that they save up their questions for a daily/weekly meeting unless it is urgent or send some of the questions via email.  Sometimes people have a question and before they even take the time to think about it they get up and go ask someone (you) the answer.  If you can get them to start making a list during the day, they might find they find they are able to answer the question on their own.  If necessary, offer to schedule a daily meeting for the end of their workday each day when they can come in and present the list.  That could serve two purposes a few purposes - a daily coaching opportunity (gives you a chance to teach them a little critical thinking), provides security (after all, they are now getting daily face time with you), and it forces them to write all their items down and hopefully solve some of them on their own before the meeting.  Here is the bonus - if you schedule it at the end of the day with the clear understanding they are to hold all their questions (unless it's an emergency), it will likely be a short meeting (they aren't going to want to hang out and you likely already stay later than they do).  

Sometimes You Just Have to Dig Deep and Find the Good Stuff

I told my daughter I was having a hard time coming up with topics now that I've hit 30 consecutive days of blogging (the next 335 days should be really interesting).  She said "that's when you have to dig deep and find the good stuff."  Therein lies the topic of today's post.  

 

As leaders, you are challenged on a daily basis.  You are challenged by too many demands, stupid people (I attempted to use a more politically correct term but it is what it is), and bonehead decisions others have made that you are required to make look pretty.  And then there are the people, oh, the people that seem to have gotten up today with no other motive than to make your life more difficult.    


Although those times are trying, the reality is that's when you find out what you are really made of.  When you are able to keep it together, to rise above the insanity, to remain calm when everyone else is screaming, you know you have arrived.  The tough times are when we have to dig deep and find out what we are made of.  


If you keep this in mind, you should welcome the unexpected challenges that try your patience.  Welcome the stress, welcome the employee that you have no idea how to handle.  These are opportunities.  These are opportunities for you to dig deep and find out what you are made of.  You might want to invest in a good shovel.  

How Bad Leaders Impact An Organization

Yesterday I wrote about the impact good leaders can have on not only a work experience but a life.  Unfortunately, bad leaders can also impact lives and organizations.  


Maybe bad leaders are not bad people but just bad leaders.  I'm not sure which is the case but I do know they also impact people's lives.  I'm going to provide a run down of types of bad leaders and then briefly discuss their impact.  This list is not at all intended to be all-inclusive and I'd be happy to hear your additions to the list.  


1.  The Screamer
2.  The "I didn't plan so you need to pay"
3.  The Game player
4.  The Hawk
5.  Mr./Mrs. Invisible
6.  Mr/Mrs. Arrogant aka "Do As I Say Because I'm The Boss"
7.  Mr./Mrs. Incompetent
8.  Mr./Mrs. Rogers
9.  The Drill Sergeant
                     


Some of the labels I've provided are a bit harsh but you all know it's true.  And the impact of each is pretty similar.  Many of us have worked for leaders that obviously have no idea what they are doing and don't even realize they need help (Incompetent).  These leaders make our lives miserable because they can't help us.  


Mr./Mrs. Rogers wants to be everyone's friend so they get involved in gossip, give you information about your peers that you shouldn't know, and generally try to be your friend instead of your leader.  This makes it very difficult for them to provide you honest feedback that will allow you to grow and flourish to the next level.


The Screamer and Drill Sergeant are self-explanatory and I only hope you aren't enduring this person right now.  Worse yet, I hope you aren't this person (unless of course, you actually happen to be a drill sergeant).  


The Hawk is the micro-manager that believes the only way people will work is if you hover over them.  


And the Game Player . . . my personal favorite - NOT.  This is the person that likes to play head games with people.  They give mixed messages just to see what you'll do with it.  These people like to instigate drama for some odd reason.  And as an employee, you never know where you stand with them.  


The impact of each of these personalities are fairly easy to guess.  The impact is first realized in lost productivity, unhappiness, disgruntled employees, people missing work because they can't stand to be there, and general low morale.  Ultimately, good employees leave the organization because they can't stand working for the "bad leader."  And finally, after much too much time has passed and damage has occurred, the leader is counseled and/or realizes there is a problem.  That's the obvious impact.  Let's talk about the behind the scenes impact.  


These people destroy lives as well as businesses.  Employees go home stressed and wanting to quit their jobs.  They yell at spouses and kids.  They drink too much.  The environment at work impacts them personally - emotionally and physically.  It creates a chain reaction.  


And why am I telling you this?  Make sure you are NOT one of these leaders.  


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.