Earth Day was April 22nd. I think our home planet, Earth, is a good thing to honor–especially compared to some of the other things we remember or commemorate. In my replica edition of the first Encyclopedia Britannica, published in 1771, it states a scientific fact about Earth and the Universe, in an interesting way:
“Astronomy discovers to us such an inconceivable number of suns, systems and worlds, dispersed though boundless space, that if our sun, with all the planets, moons and comets belonging to it, were annihilated, they would be no more missed by an eye that could take in the whole creation than a grain of sand from the seashore. The space they possess being comparatively so small that it would scarce be a sensible blank in the universe.”
You can see an interesting, short animation about where Earth fits into the solar system and where the solar sytem fits into the Milky Way galaxy and where that galaxy fits into the Universe, here.
Another fact: On Earth there are over six billion people and two million identified species of life (with probably another twenty million species not yet identified.) So, you are on a planet with billions of living things—among them six billion people. Our planet is a dot in our solar system, which is a dot in our galaxy, which is less than a dot in the universe.
An experiment: Think about your life and the people you love. Think about the best things that have happened to you and smile as you remember some of those things. If you could make a video of you in space and time you would see this: Infinite Universe, zooming closer to show billions of galaxies, zooming closer to show the Milky Way, zooming into our solar system, zooming to the surface of Earth, zooming to your country, then your state, then your city, then your part of the city, then your location, then to you as you smile and think about the people and events that mean the most to you.
In all of the Universe, your life is important and you matter–not only for your own sake but because of what you can bring to the lives of others on this dot in the Cosmos. When you celebrate Earth you celebrate you, too.
April 23rd, 2010
Posted by
TLR |
Life and Work |
7 comments
Unless a job involves producing widgets on a conveyor belt or is considered successful based solely on numbers, supervisors and managers have to go past how many tasks someone is doing, if they want to evaluate work accurately. Only by being aware of the true nature of the work being done can employees be fairly and accurately evaluated and commended, coached for improvement or corrected.
Quantity is not the only measurement of effort or value. Managers who are not fully aware of the complexity of the work being done by employees or not aware of their work habits, can be taken-in by flat comparisons. For example, at a staff meeting Kevin says he is “hammered with work” and has twenty-five project files, five of which are due tomorrow. He says they have been a hassle from day one and he may have to work late to finish them on time. Lynn reports on her four projects that are going smoothly and will be finished ahead of time. She is smiling and chats later about taking the next day off to have a long weekend. Who has the most work and who deserves the most positive recognition?
The only way for a supervisor or manager to respond accurately is to know the nature of the projects, the work habits of the employees and any other facts that are pertinent to the work. There are several explanations for disparity in the reports by Kevin and Lynn.
- Lynn dumped some of her work onto Kevin who, being a martyr, let it happen.
- They both had the same amount of work several weeks ago, but Kevin procrastinated on his and let the projects pile up. Lynn has worked effectively all along and has kept her work current.
- Kevin has more tasks, but they are dinky little projects that should take him less than a half hour each to do, while Lynn is working on four very complex projects that involve many crucial details, plans, reports, meetings and outcomes.
- Kevin exaggerates to make himself seem overworked. Lynn exaggerates to make herself seem serenely efficient.
- Work that didn’t seem complex when it was assigned to Kevin has had unexpected setbacks, through no fault of his, while Lynn’s work turned out to be much less time consuming than expected.
- There has been a disparity in assigning work and Kevin is slowly burning out while Lynn is having a good time.
- Kevin is not very competent at his work and makes it seem difficult but Lynn is highly competent and makes it seem easy.
There are probably other options, but those are the main ones. (If you were going to suggest that Lynn has a relationship with the manager, I’m ignoring you!) The issue for the supervisor or manager is this: Kevin and Lynn may both be working effectively and efficiently, neither may be, or one may be but not the other. That is why it is so crucial that those ultimately responsible for work are continually aware of what is being done and how effectively it is being accomplished. Sadly, that sometimes doesn’t happen unless there is an hourly report on widget production being delivered to the boss–and your work isn’t like that.
If you are a manager or supervisor: Consider your work area or your assignment, shift, sector, unit or group and ask yourself:
- How much work is each employee dealing with now and how much in the last month? Six months? Year?
- What has been the complexity of the work, the significance of it, the number of details involved?
- What has been the general habit of each employee about completing it? Is it often late, always on time, often in need of correction, always exemplary?
- Are there some employees who are not only doing work you can tabulate but who volunteer to do other things that need to be done? Are there some who never do the tasks that add value to the organization?
- Are you evaluating contributions accurately and responding to work needs fairly? Is there a squeaky wheel who gets an inequitable amount of your time? Are there some who rarely communicate but who might appreciate your interest and conversation?
- Is the lengthy task list of some the result of poor decisions or time management on their part?
- Are some working on much more complex issues than others? Is that being acknowledged and evaluated appropriately?
- Does someone deserve to be commended for the one big task he or she accomplished recently while another should be corrected for failing to do many small tasks in a timely manner? Or vice versa?
- Does work need to be realigned or would it be unfair to require an efficient worker to do more work to relieve an inefficient one?
- Is work going fine, but the individuals involved just have different ways of talking about it? Would you prefer they find other ways to talk about it?
Make it your priority to know everything there is to know about the work of your group–then to respond appropriately. You not only will help the individuals involved, you will build the team and establish yourself as a manager or supervisor who knows what is going on–a rarity in many workplaces!
If you are an employee who is frustrated by what seems to be an inequity about work: Before you assume that is the case, based solely on the number of tasks you have, compared to someone else, consider the other issues that might be involved. Are you sure there is a problem that needs to be remedied? Or, could there be some other explanation?
If you genuinely think you are trying to do more than you can reasonably be expected to accomplish and there are others who could help, develop your reasoning and ask your supervisor or manager for assistance. At least maybe you can negotiate some extra time for a few things. Or, you may find he or she simply wasn’t fully aware of the situation. If your manager doesn’t agree with your assessment, try to see the other perspective. Save your documentation, keep working and try again in a week or two or more, when you have done as much as you can do during that time.
The bottom line: When work is being discussed, don’t let overworked be confused with inefficient, ineffective or exaggerated. Don’t confuse quantity of tasks with complexity or significance. If you are responsible for the work of others, make sure work is correctly and fairly distributed, that you know how it is being done, that you intervene when needed to ensure it is done correctly and on time, and that you stay part of it until it is completed successfully.
April 17th, 2010
Posted by
TLR |
Supervision and Management |
7 comments
Have you ever needed to talk to someone
about a hygiene issue?
You’ll notice I didn’t ask if you had ever talked to someone about a hygiene issue–just if you have needed to. Most of the time supervisors, managers, coworkers, friends and family members only think about how unpleasant or embarrassing that person is to be around. Some of the most frequent questions on the Ask The Workplace Doctors website, to which I contribute, are about such situations–which often have been going on for years, even decades!
Not all personal odors or grooming issues are easily remedied by the person who has them. However, it is still the responsibility of the person most directly responsible for an employee’s work to talk to the employee and to document that conversation in case it gets solved now but occurs again.
Make sure you are being appropriate. Talk to the person above you in the organization, or to HR or others who can advise you about what is appropriate to discuss and what is not–and how to best talk about the subject. A supervisor lamented to me that he got in trouble for telling an employee, “You smell like *************!” I hope you wouldn’t consider anything that inappropriate! It’s possible to talk to an employee and get a commitment to make an improvement, without being crude, rude or inappropriate in any other way.
What is the link to work? The answer to that question can provide you with a reason to talk directly and immediately to an employee who is not pleasant to be around for a personal reason. That can give you an opening statement and help you get over your awkwardness about telling someone they must improve in that area.
*Could it make coworkers less likely to want to work closely with him or her?
*Could it represent the organization poorly to others?
*Could it reduce effectiveness with clients or customers?
*Is there something in the employee manual about appearance or hygiene?
*Could it be an indicator of a health or emotional problem that could become more serious?
*Could it distract people from their focus on work?
*Could it harm the effectiveness and professional development of the employee?
Any of those issues are reason enough for a supervisor or manager to intervene about hygiene problems. In addition to the more obvious ones are too much perfume (even strong smelling deodorant), tobacco smells, greasy smells and stains, foot odor, chewing tobacco residue on teeth and stale coffee breath.
Use the One Minute Manager concept: The book by Ken Blanchard and Spencer Johnson as been around since the 1980s, but it still offers a great approach, especially for awkward communication scenarios. The characteristics of a brief correction or re-direction (or other action) are: Immediate, Specific and Brief. It’s sort of like Fifty Ways To Leave Your Lover–just do it.
Instead of being immediate, specific and brief, supervisors tend to talk all around the subject or try to minimize the problem to save the feelings of the employees. As a result they often cause hurt or hard feelings and still don’t get the situation changed—and a changed situation is the requirement for effectiveness.
If you supervise someone who needs to improve his or her hygiene, appearance or overall personal presentation, fulfill your responsibilty about it. If you are a coworker or family member, help the person avoid public embarrassment by talking to them directly and in a friendly way. Talking about such things doesn’t require a judgmental tone or an embarrassed, nervous, hesitant approach. Say what you have smelled or noticed. Take the initial approach that you are sure they will want to do something right away to fix the situation.
Expect some disagreement but get a commitment.A natural reflex when we are criticised or corrected is to be defensive and to respond hastily–sometimes angrily–to avoid embarrassment. Expect that and don’t let it bother you or stop you. You have the responsibility and the authority to ask for appropriate changes, so do it without lengthy justifications and arguments.
Most of the time, even if an employee doesn’t agree there is a problem, he or she will agree to do something to change the situation. If that doesn’t happen, spend a few more minutes to insist upon it in a firm but friendly manner.
The bottom line: We live in a culture where body and breath odor, uncleanliness or unsightly hygiene issues are not acceptable. Usually they can be corrected fairly easily–but often a supervisor, manager, coworker or friend has to bring it to the attention of the person involved. If you have that responsibility or that opportunity, do it the right way but do it.
April 11th, 2010
Posted by
TLR |
Challenging and Problematic People, Life and Work, Personal and Professional Development, Supervision and Management |
6 comments
“You two work it out” is almost never an effective way to handle contentious situations between employees. It can create even more problems for several reasons:
*It is unlikely that employees will have the skill, the will, or the capability to improve the situation. If they have the ability to resolve a serious problem they probably would have had the ability to avoid it in the first place.
*If there is clearly an aggressor that person will not see a need to change and the other person may not feel able to communicate directly about it.
*If an effort is made by one or both employees, but it doesn’t change the situation, the employees may feel justified in negative responses.
*The “solution” decided upon by employees may not be in the best interests of everyone involved or the overall work group or organization.
*A hands-off approach by a manager can leave an employee vulnerable to increased hostility and an escalation of the problem.
*In every case the manager or supervisor fails to fulfill an essential role: To develop and maintain a work place in which everyone can stay focused on work.
How to know there is a need for supervisory or managerial intervention:
- You have observed or heard about an ongoing conflict between employees. (More than one or two incidents or only one incident that created a work disruption for the employees or others.)
- Someone has hinted to you about it. If it matters enough to mention it to you, it matters enough for you to do something.
The bottom line: When there is a conflict, disagreement or a situation that is often frustrating or upsetting to employees or that stops or hurts work for anyone because of issues about it, it is time for a manager or supervisor to find out more and say or do something directly. The employees can be involved in the process but they should not be left to do it alone.
One thing is certain: There has been a management failure when employees start accepting a breakdown in civility, cooperation or effectiveness as normal for work or something they have to learn to work around or through on an ongoing basis.
A large part of a supervisor’s job–and certainly the task of a leader–is to identify problems and work with and through others to help solve them. Situations that keep employees from working well together are problems that require direct involvement by a supervisor. The task cannot effectively be delegated to employees–especially not to the employees involved.
April 5th, 2010
Posted by
TLR |
Challenging and Problematic People, Life and Work, Supervision and Management |
6 comments
The article last week was about doing a quick audit of a work place, a group or even your own work, to see what is going on–especially if things have been going wrong.
A reader, Rae T. , sent a comment saying he was going to conduct a quick audit to see why things were in a perpetual state of “SNAFU” at his work. He wrote me a series of emails about it and gave me permission to write an overview here. (With some details changed to avoid identifying anything about the work place.)
Rae said he didn’t discover anything completely brand new, but it reinforced some things he had been told about and was concerned about. He also noticed a couple of things that surprised and disappointed him.
As a result, he is in the process of conducting a more detailed work audit in which he is looking at the behavior and performance of each employee as well as their roles in the group with which he works. An important issue is this: He made a promise to himself and to his own boss that he would do something about his findings. THAT is the crucial part!
Here are the key issues Rae T. noted in his quick audit:
1. Conversations took up large amounts of time. Rae wants employees to enjoy work and to interact with each other during the day. But he noticed that employees would go to someone’s desk to ask a small work question, then segue to a personal conversation, then general talk, then gripes about work, then more talk. An employee who says she has too much to do to get it done on time, spent a total of almost two hours in such conversations, spread out over the day in segments of twenty minutes or longer. (The talking may be an avoidance issue, but it doesn’t help to get the work done and is noticed by other employees.) That matter is being resolved now.
2. Interruptions not only slowed work down, the way they were handled kept work from being completed. Rae noticed that most of the interruptions (phone calls, emails, having someone come over to ask a question, etc.) seemed to frustrate employees. He made this observation, which I thought was very interesting:
“The problem wasn’t only that somone was frustrated at being interrupted, it was how they handled the interruptions. Instead of taking a few notes to work on later and getting back to the work in front of them, they tended to start working right then on everything brought to their attention, even non-emergency things. So, they had a whole bunch of half-finished things going all the time, which was demoralizing to them I could tell. “
Rae added this: “I noticed this interruption problem off and on through the day I was auditing. The next day, when I was doing my own work, I realized I was doing it too. I had fifteen things going and didn’t finish any of them. Several of those things could have waited and I don’t know why I took time away from other things to work on them.”
3. Some people made work less effective for others because of their behavior. Rae said none of the behavioral situations he noticed were surprises and he is determined to do something about them. They range from someone with a sour approach to most coworkers and supervisors, to someone who routinely irritates people with his overall demeanor.
4. There was a recurring complaint about one aspect of work. During the day, Rae heard some of the same comments made by everyone about a specific work problem. Rae said he had complained about the same thing before he became a supervisor. He tends to think it’s a problem that is so ingrained it can’t be fixed–but he’s going to work with other people to find a solution or at least an improvement.
Look closely: Those four issues are probably common to your work place as well. I suggested to Rae that he look even more closely, if there have been serious problems lately, to identify what else might be causing them, rather than assuming he had found the root cause. It’s like the visual you sometimes see of a high-powered microscope starting on the surface and getting down to the molecular level!
However, Rae’s quick audit provided him with the impetus to check the work even more closely–and he is involved with that now. He has his own work to do and can’t devote hours a day to auditing. However, he plans to spend about thirty minutes every day, observing, looking at productivity and effectiveness, interviewing employees and others and thinking. All of those are great ways for him to immerse himself in the work for which he is ultimately responsible. He also is going to help employees audit their own work and encourage them to identify things they can improve on their own.
I hope you will take the time to survey your work place and find out what’s going on around there. It’s a fascinating and worthwhile activity!
March 29th, 2010
Posted by
TLR |
Life and Work, Supervision and Management |
4 comments
What is going on around here???
In your work place do you often hear that good work can’t be done or done on time because everyone is too busy? Do you notice recurring problems related to quality or quantity of work or the interactions between employees? Does everything seem to be a disorganized mess and it’s not because of creative productivity it’s because things are a disorganized mess? Do you often think that few things get done efficiently and effectively–they only get done painfully and with one crisis after another? Conduct a work audit and find out what is going on.
You can apply this same concept to your own work when you feel you are bogged down, when there have been complaints or hints about a need for a improvement or when you just want to reevaluate your efforts and results. You can also use the concept when you want to have something specific to take to your supervisor if you feel there are problems outside your control.
Steps for a quick work audit
- Resist the thought that you know the problems already. If you do know what the problems are, you should be doing something specific about them. However, whether you think you know what ails your work place or not, audit anyway to get a better look. One key benefit is that your conversations about it afterwards will let employees know you are aware of their work and their roles in the work place. If you are looking at your own work, you can discuss it with your supervisor or manager to show that you are taking responsibility for your work and results.
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Identify the core job description or work requirement. What is the essential work that must be done? If the essential mission isn’t happening in the right way, there is a breakdown or failure somewhere or with someone, no matter how sincerely people are trying or how well other things are being done.
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Make a list of the people and processes that have the key roles in getting work done. Focus on your own group but also consider where there might be weak or strong connections between your group and other areas. You may need to work with supervisors, managers or fellow employees in those areas to find solutions to problems. (Or you may need to find ways to work around those people, if they are determined to create problems.)
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Review, survey and evaluate, using quick methods that give you snapshot of work.
Re-read emails or memos about work issues.
Talk to a few key internal or external clients or customers to get their perspectives.
Make a list of the problems, concerns and complaints you have heard from individuals in the group.
Look at work statistics or work products and see if there are deficiencies.
Go into work areas to see what is happening.
Now and then stop to listen and closely observe.
Those actions will not give you the thorough assessment you might want to do later, but they can quickly help you understand:
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The overall activity level of the work place and each individual employee.
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What the work environment looks like, sounds like and feels like.
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What is being done right now instead of work and how much time is being spent on that activity.
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What work methods you are seeing that may keep work from being done effectively and efficiently.
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The apparent attitudes of all levels about their work–employees, supervisors, managers, and others, based on what they say and do.
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The status of the complete picture of good work: performance that is high in quality and quantity and behavior that is effective and appropriate.
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Who is steadily working and who is not.
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Who is assisting and who is distracting.
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The end result of it all for clients, customers, users and others in the work chain. (In a short time you may get a very clear picture of why there have been complaints or grumbling!)
The bottom line: Improved effectiveness and efficiency and an improved work place starts with getting a picture of where things stand right now. Conduct a brief work audit to begin to find out. Take a few hours and briefly audit work–your own or the work of those for whom you are responsible. Then, get with each person for whom you are responsible and direct the immediate changes that are needed. Next, set a schedule for long-term improvement. It is possible to achieve that, so keep your focus and give others a focus as well.
March 22nd, 2010
Posted by
TLR |
Personal and Professional Development, Service to Customers, Clients and Coworkers, Supervision and Management |
6 comments
One of the career development websites says this about mentors:
What separates a mentor from the average network contact is long-term commitment and a deep-seated investment in your future.
Further along in the article it says:
…your relationship with a mentor likely involves long lunches and time spent in the mentor’s office.
Those statements are both true, based on the historic and contemporary views of mentorship. However, those statements also point out the potentially negative aspects of mentoring. They also bring into question the accuracy of statements made by many supervisors and managers that they are mentors to those who report to them at work. More likely they are providing mentoring behavior: Encouraging, advising, correcting, discussing, suggesting. Many are not even doing that much.
Mentes (Mentor) was a good friend of Odysseus (Ulysses) in Homer’s epic poems, The Iliad and The Odyssey. Ironically, most of the good advice given to Ulysses’s son was given by Athena who took the form of Mentes. Nevertheless, the term mentor has long been used to mean an advisor or wise counsellor. InThe Odyssey, Telemachus (the son of Ulysses and Penelope) says to Athena/Mentor,
…you’ve been speaking as a friend,
thinking as a father would for his own son—
and what you’ve said I never will forget.
Do you really want to be a mentor? A busy professional person told me not long ago that over the last few years several people have asked him to be a mentor to them and he has said no…to their shocked surprise. He told me he would always be available for a short phone call or an emailed question, but he said: “What they wanted was a true mentor–someone who would invest time and energy in their careers. I don’t have enough time for my own work and frankly, I don’t want someone calling or visiting me just to talk or expecting me to meet with them regularly.”
You may feel the same way. Before you agree to be a mentor, find out the expectations of the mentee. Make sure you really care about his or her career as if he or she is a personally selected protege who you want to shepherd to success.
Are you really the mentor you say you are? Some might say it is only a semantic issue to question whether someone is actually mentoring others or not, but I think it is important to be correct about it. Time, energy and potential success would indicate a supervisor cannot truly mentor every employee. On the other hand, it would not be a good thing for a supervisor to spend large amounts of time mentoring one employee but not others. Instead, an effective supervisor will engage in mentoring behaviors with all employees.
In addition, mentoring behavior is more than cheer-leading, commending, answering questions or just being friendly or encouraging. Athena, as Mentor, told Telemachus, “You must not keep on acting like a child—you’re too old for that now…You are fine and strong, I see. You should be brave, so people born in future years will say good things of you.”
You may need to balance your supportive mentoring conversations with some tough caring:
- Honesty about how the employee is coming across to others.
- Correction when the employee has shown poor judgment.
- Guidance, when the employee is starting down the wrong path in behavior or performance.
- Questions and listening, when the employee is trying to decide.
- Specific advice on occasion, not just vague generalities.
The bottom line: As with many phrases we toss around without thinking, the term mentor is often misused and misunderstood. Make sure you know what you are talking about when you say you are a mentor or you will be a mentor. Maybe what you really want to do is just fulfill your role as a supervisor, team leader or coach–or be a valuable colleague, coworker or friend.
March 14th, 2010
Posted by
TLR |
Personal and Professional Development, Supervision and Management |
4 comments
Supervisor Paul Sanderson sent out three corrective emails in a week, to all sixteen employees on his shift. He sent one to everyone because he saw two employees leaving trash in the break room. The second was sent because he noticed one employee not following procedures on a task. The third email was sent because Paul found a door unlocked and he didn’t know who did it.
- Employees who had been performing and behaving correctly felt as though they were being chided unfairly. They knew who the real culprits were and they knew Paul knew. They wondered why Paul didn’t just gutsy up and deal with the problem.
- The employees who had not been doing the right thing assumed they weren’t the only ones cutting corners, since everyone got an email.
- The employee who left the door unlocked figured he got by with it this time.
Scatter gun correction is nearly always ineffective and creates frustration and hostility. Even if you hit the target with one or two employees you can alienate others. The biggest concern is that it makes you seem unable to investigate a problem or afraid to deal with it directly.
Take the time to analyze a situation, find out who is involved and what can be done about it, and do effective supervisory work to correct or redirect the appropriate employee and solve the problem. If you think everyone needs to be reminded, at least also speak to the person who specifically was in error this time. Don’t depend upon him or her getting the hint in your scatter gun correction.
The next time you are considering a scatter gun comment at a staff meeting or briefing, or you’re thinking about a scatter gun corrective email, ask yourself these questions:
- Do I know a specific person who is making this mistake or doing this thing? If so, talk to that person face to face.
- Is there a better way to deal with this than in writing? Often a private word with an employee will accomplish much more. It will also allow you to build a more personal relationship.
- Am I considering the scatter gun email to avoid the discomfort of talking to someone directly? Being a supervisor can be uncomfortable, but that is your issue–and one that will improve with experience. Don’t make employees pay the price for your lack of comfort by sending them all a corrective email or giving them a corrective lecture, or even a corrective reminder, about something they haven’t done.
An active supervisor who observes the work environment, the work product and employees, will see things that should be commended and things that need to be corrected. The employee who is doing good work should be thanked personally. The employee who needs to change performance or behavior should be corrected personally.
Don’t scatter your efforts. Focus on the correct person and demonstrate knowledge about what is going on at work, as well as on demonstrating fairness and self-confidence.
March 9th, 2010
Posted by
TLR |
Challenging and Problematic People, Supervision and Management |
7 comments
On December 21, 2008 I found a blog post with the heading, “I Have Cancer.” It was a stark statement and yet the author, David Wayne, “The Jolly Blogger”, wrote with hope and courage. David is the pastor of Grace Point Presbyterian Church in Severn, Maryland, and seems to be a deeply spiritual and intellectual man. He’s also a loving parent and husband, as his posts over his last year have shown.
I recommend his most recent post, My Wife. I read it with misty eyes and a wish that somehow, some way, things will get better for Pastor Wayne. However, it isn’t a sad post. In fact, David (as I think of him, even though I don’t know him) has never written anything purposely sad, even though he has chronicled his medical issues. He has also continued to write about other topics and I have found all of his thoughts interesting.
Take the time to read the most recent post of The Jolly Blogger–you’ll see that term explained on his site. Use his thoughts to inspire you to show love more, every chance you get!
Here is the link to the post. Let me know what you think of it.
March 4th, 2010
Posted by
TLR |
Life and Work |
11 comments
Don’t Take Away The Goody From Good Work
I heard this week about a manager who seems to be unable to say “Good job!” or “Thanks!” He always seems compelled to take the positive feeling out of even a compliment by pointing out a flaw or diminishing the good work of employees.
When an employee proudly reported that she finished a project on time, he said, “Yeah? Well, I just hope you didn’t rush to the point that you made mistakes or you’ll have to do it again.”
When someone told him about how well a suggestion was accepted by a group, he said, “That’s just one group. There are a lot more groups to worry about than just one.”
When an employee brought work to him that was creative and essentially flawless, the manager looked at it and said, “This is pretty good. So, how come you don’t do this kind of work all the time?”
It doesn’t hurt you to let others have successes.
Don’t be like that manager! Don’t be like that with anyone–whether it is people you supervise, people who supervise you, people with whom you work, your family or anyone else. Let people have victories–even small victories that don’t seem significant to you. It won’t hurt you and it may be the very thing that gives the other person the incentive to move toward larger accomplishments. It may be exactly what that person needs right at that moment, to give them a reason to keep going with work or with life.
The concept in Ken Blanchard’s books about catch people doing something right, has become a bit hackneyed, but it’s true. It’s especially true when someone has an obvious expectation that they will be praised or that their efforts will be appreciated. How sad when the goody is taken out of good work, for the sake of acting superior, to keep someone from getting a big ego, or for any other reason.
Anyone will notice gigantic achievements, but it takes someone special to recognize the small achievements that indicate attempts to grow, gain new skills, practice, or try to do something that is challenging. Encourage people to be proud of what they have done, even if you must guide toward improvement. The key is to leave the goody in what they have done right, while helping them make the rest of their work match that high quality.
Tomorrow, next week and habitually after that, look for small victories all around you and verbally applaud them. You’ll soon see even greater things to commend.
February 25th, 2010
Posted by
TLR |
Challenging and Problematic People, Life and Work, Supervision and Management |
12 comments
