Tina Lewis Rowe

How Far Should A Manager Go To Work Within An Employee’s Style?

Personal Style or Pain in the Neck?

Each of us has a unique style based on an infinite number of contributing factors. A personal and professional challenge for each of us is to be what seems comfortable and right to us, without creating problems. A manager’s job is to work with the unique styles of all employees as much as possible. What should be the limit to those efforts?

1. When an employee’s quirks, traits, appearance or actions disrupt work or harm the work product or the organization.  A manager’s responsibility is to be alert for the very first indicators of problems and to take action immediately to ensure the employee corrects them.  

 In some work places one or a few employees have been disruptive for weeks, months or years! Of course, the employee should have enough sensitivity and awareness to see what he or she is doing and change it. And, coworkers should have enough confidence and conviction to do something about the things that bother them.  But, ultimately whose responsibility is it?

2. When unreasonable adjustments have to be made. If allowing the employee to work within his or her personal style would require adjustments of performance or behavior standards or the work environment, or an unreasonable tolerance by coworkers, the manager must ensure the employee adjusts to fit into the bigger picture, not the other way around.

Each of us wants the freedom to incorporate our personalities, preferences, experiences, knowledge and skills into our work. An effective manager faciliates individuality as much as possible.  Nevertheless, all employees should be hired, evaluated and retained based on their performance and behavior—and part of that involves adapting personal styles to the larger work environment.

The bottom line: It is possible for everyone to be comfortable within their personal styles, while not imposing those styles on others unreasonably. However, “That’s just the way he is”, is never a reason for tolerating ineffective performance or behavior.

Do you know someone who creates many problems at work and everyone else makes adjustments to deal with that person? Who is that employee’s supervisor or manager? I hope it isn’t you.

November 27th, 2009 Posted by TLR | Challenging and Problematic People, Personal and Professional Development, Service to Customers, Clients and Coworkers, Supervision and Management | 8 comments

Confidence and Success For You and Your Team

“Nothing succeeds like success.” That thought by Sir Arthur Helps in the 1860s is still true, and can be applied to you as a leader and to your team or work group.  

•Look for opportunities to point out successes and accomplishments. Say the words that emphasize what they have accomplished. (“Look at how much you got done in a short amount of time!” “Wow! Not one mistake!” “Very impressive!” “You guys did a great job.”)

•Mention the value of the team as well as the contributions of individuals when you commend formally or informally. (“This shows what we can do.” “This kind of work certainly shows the value of our unit.”)

•Be specific about what made a project or activity successful and give status to those positive actions. (“Tom and Ryan made a promise to themselves about this and look what they accomplished!”)

•Point out obstacles that were overcome or potential problems that were avoided. (“Shannon could have gotten frustrated over the confusion and given up, but she kept working and brought people together. That’s what got the great results.”)

 •Help your team see that they had what it took to be effective–and they will have even more the next time. (“These are the things that show what we can do.” “This kind of quality is what sets us apart.” “We can be the best of the best.”)

As your group gains confidence in themselves they will gain confidence in you, if you are an active part of their work-life. That is how all successful teams are developed: Leaders work to simultaneously develop confidence and success.  The team sees that the requirements, expectations–and sometimes the adamant insistence–of the leader, helps them achieve good things. It all works together!

More than confidence: On the other hand, Mark Twain once commented, “All you need in this life is ignorance and confidence; then success is sure.”  It isn’t enough to just develop confidence within your work group–they have to have the knowledge and skills to be effective. That also points to the approach you should take about formal or informal training: Give participants a vision of how it will help them be successful–and the confidence they can have as a result.

David Storey, the English playwright, said, “Have confidence that if you can do a little thing well, you can do a bigger thing well, too.”  Look for the small triumphs and accomplishments in everyday work and help employees see that by working together and working with you, they can do it again–even better. Help build their faith in you, themselves and the team. It’s a great feeling and gets great results.

November 18th, 2009 Posted by TLR | Life and Work, Personal and Professional Development, Supervision and Management | 5 comments

Say Hello And Goodbye

Whether you are a manager, supervisor or member of a work team, make it a habit to connect with others when you arrive and leave–and in between times too.  There may be times when you must rush in or rush out (or when you want to slip in the door and slip out without being seen) but limit those times and don’t let them be the norm. Be part of your work group and let your presence and absence have significance.

Be brief:  A greeting at the beginning of work and a farewell before leaving only requires a few friendly words. During the work period, when you come into a work areas, say hello or give a friendly smile or nod of the head, according to the work being done. The idea is to be courteous–and it is discourteous or at least uncivil to not acknowledge those with whom you work.

You should not engage each person in lengthy conversation, interrupt their activities or require more response than they wish to offer. I mention that because I know many people who prefer to hunker down with work, so a very brief greeting is all that is welcome.  The brightly smiling coworker who wants to spread good cheer every morning is dreaded and resented, not appreciated!

Be friendly: An unsmiling face makes a greeting or farewell seem robotic and insincere. You don’t have to grin or act insincerely friendly, just smile slightly and make eye contact as you say hello or goodbye.

Be personal: It’s possible to say hello and goodbye to an entire office or group-and some work settings make that more logical than stopping at each work space. However, even then, try to make eye contact with everyone and don’t exclude anyone. Don’t play favorites and especially don’t exclude anyone with whom you may have conflicts. Present yourself to that person and others as open and friendly in spite of disagreements.

Be positive: Work is tough enough without greetings and farewells that sound as though you are in a hell-hole of misery and tomorrow will be more of the same!  Everything that seems so troubling or stressful will soon fade into distant memory, so keep that perspective for yourself and share it through your positive facial expressions and words. Keep the approach that with everyone’s best efforts, your group can achieve anything. During the day, if you are busy and preoccupied, it takes no more energy to smile and say hello than it does to sigh heavily and sigh “hullo” as though the weight of the world is on you!

Be appreciative: The value of appreciation is two-fold: You have to develop the habit of noticing things for which you should be appreciative, and you reinforce the good actions of others when you thank them or share your appreciation with them.

Thank people for helping you during the day. If you are a manager, thank employees for things they may not have realized you noticed. Thank your supervisor or manager for his or her assistance. If you see someone who helped your work group, thank him or her as you are leaving. No one resents a thank you!

Be purposeful: Not long ago I was present when a manager was leaving work and said to the employees in his area, “Thank you all for your work today! Have a good evening and I’ll see you tomorrow!” The employees all looked up briefly, smiled and said goodnight.

The employee who was helping me said, “He is so nice. He says goodbye every night. One night he left in a hurry and called back so he could say goodnight to us!”  The employee was still smiling as she continued her work, which multiplied the positive effects of that brief farewell.

A manager in a police dispatch area told me she often walked through the area and stopped briefly at several consoles to see what was going on, but didn’t say anything for fear of being disruptive. Finally, one of the communications officers told her it was unnerving to have her walk by and look but not say anything at all. She resolved it by telling everyone that she was checking work as part of her job but in the future she would smile and at least nod when she did it! She said she felt a bit obvious at first, but got over that and could see the dispatchers appreciated her efforts.

Say hello and goodbye every work day. You will never regret it and you will find it to be a great way to add to the spirit of camaraderie and your own influence and relationships.

November 7th, 2009 Posted by TLR | Personal and Professional Development, Service to Customers, Clients and Coworkers, Supervision and Management | 9 comments

Calling All Malingering, Gossiping, Inept and Boring People!

Training is supposed to be helpful and focused on motivation, improvement and expanded thinking. I think my training and presentations accomplish that–but the people who really need the training are never there. All the participants in my classes are incredibly high performing people who are carrying the load for everyone else and who are great team members while constantly striving to be an example of excellence and service. 

I’m not complaining, because I almost always really, really like everyone in my classes–I  truly do! But, I also would like to talk to a few of those people I’m always hearing about. For example, I want to meet these types:

Drama Queens (I’ll even settle for Kings). I know there are Drama Queens because I hear about them all the time, but they never come to anything I teach. The people who tell me about how vicious and evil their coworkers are and how they almost throw up every time they have to work with one and how that has been true in almost every place they have worked, have said those are the people who fit the description of Drama Royalty. However, so far I’ve been out of luck on meeting any of them.

Speaking of vicious and evil–where are those people when I’m teaching? I don’t want to have a demonic spawn of satan in every class. Nevertheless, since so many coworkers and bosses are described to me as being evil, vile, malevolent or sadistic, you’d think just one of them would give me a break and attend training now and then. But noooooooooo…I only get people who are nurturing, supportive and pleasant in spite of provocation. Sure, I love’em, but a little variety would be fun.

Are you unethical, uninspired, unenthused and disloyal? Send me your email and I’ll give you a discount on my next class. I want to meet you! I have met and admired many participants who are above reproach in every aspect of their work life and I’d like to see what the weasels they work with look like.

Lazy malingerers who lie and gossip apparently never get sent to training for any topic at all and never volunteer to attend. Instead, the rosters get filled with hard working people who speak up when they hear gossip or see unfairness and put a halt to it right away. They’re the same considerate people who never forward virus warnings or talk on a cell phone while driving–and their kids were never allowed to act-up like some of the brats you see in stores nowadays. No wonder I have a fun time teaching–I’ve got the cream of the crop in front of me!

I guess one reason I like all the participants in my classes so much is because they are like I always was in my career–diligently doing their best but held back by incompetent supervisors, managers who don’t have a clue, and weak, spineless so-called leaders.  I feel a kinship with every one of them.

Still, in the introductions I would like to have someone openly admit they are treacherous, diabolical backstabbers or even just boring, milk-toast, managers who are afraid of their own shadows.  If you aren’t practically perfect, please sign-up for a class or two. Why be content to make life horrible in your workplace when you could have a captive audience and a trainer to practice on?

See you soon, I hope!

October 19th, 2009 Posted by TLR | Challenging and Problematic People, Personal and Professional Development, Supervision and Management | 15 comments

The Flying Fortress And Your Checklists

1.) The B-17 wasn’t too complex for one person to fly. However, it was too complex for one person to remember everything that needed to be done. Seven items, give or take an item or two, is about the maximum we can remember easily. If the items are complex or unfamiliar, three is about the maximum. (Think about the implications for trying to teach or learn a task with several steps. )

2.) A mental checklist can be helpful–but it requires memorizing the checklist, which consists of the steps! When a task or series of tasks is crucial, use a written list and check each item as it is accomplished.  (Think of the implications for safety, training and for avoiding calling a repairman who arrives and does the one thing you forgot again, then charges you $85.)

3.) Working with someone can help you stay honest about the list. If you are checking it yourself you might be inclined to move down it without ensuring each item is in place or each step has been accomplished.

4.) If you are developing a checklist, work with the people doing the task to produce it. Do not leave it entirely up the them, since often those who do a task jump the steps mentally, but let them contribute to it.

5.) The checklist was developed because someone higher-up wasn’t satisfied.  I wonder if the pilots grumbled about Puzzle Palace interference? Do you think they would have developed a checklist if they hadn’t been trying to overcome opposition?

6.) Why was Major Hill flying that day? This one isn’t related to checklists, but needs to be mentioned: Major Hill was a  fine pilot and so was Lieutenant Putt, who went on to become a Lieutenant General and the Director of Research and Development for the Air Force–and he had flown the plane several times.  So, why was Major Hill flying that day?

It could be that Major Hill was required to fly for such a crucial demonstration. Or, it could be he wanted to fly to make sure nothing went wrong–and he trusted his own skills for that.  It could be he simply wanted to be in on a big event of that nature. We will never know that part of the story. But, this can be said without a doubt: If he had gone through orientation training with either Lieutenant Putt or Mr. Tower, the Boeing pilot, he would have known about the gust lock. If he had known about it perhaps he would have disengaged it, flown a perfect flight, sold the Congressmen on fully equipping the Air Force fleet and the early days of WWII might have been different–and he and Mr. Tower might have lived long lives, enjoying their memories.

Consider the implications for that when you feel the need to show that you know the job as well or better as those who are doing it every day. You may have once been an expert but things change. Make the assumption that you will always benefit from refresher training–and the same applies to anyone who has not done a task for awhile.

7.) Think about the checklists that could benefit you and your work group:

• When a task or process is too important to leave anything out even once: Make a checklist and train, test and evaluate with the requirement that it be used every time.
• Even if you don’t institute a checklist for tasks: Consider frequent refresher training, including having the people who will be doing the task explain what they do and why they do it.
• Make a list of  the steps involved in the action on the computer or other equipment that you always seem to forget. Use the checklist so you don’t have to call someone to help you so often.
• Have checklist for your fitness routine. Checking each exercise or activity off is motivating and prevents lapses.
• Keep a list by the door at home and work:  It will keep you from turning around and going back–or doing without.
• Post lists next to equipment or in areas where a task is performed: Employees can easily follow all the steps in the right order.
• Have trainees develop checklists of the multi-step tasks with which they are having problems.
• Tape, pin or place checklists: Put them inside your briefcase, suitcase or the trunk of your car.
• Use checklists in testing: Leave out a few steps in a list and have trainees provide them.
• What else?

The bottom line about the Flying Fortress and your checklists: Would you want the person piloting a plane in which you were flying to not use a checklist? What if the pilot resented being micromanaged in that way? What if the pilot said he or she knew the processes for readying the airplane for take-off and didn’t need a checklist?  What if the co-pilot said it was a big hassle and took up too much time? You know the answers!

September 14th, 2009 Posted by TLR | Personal and Professional Development, Supervision and Management, Training, Technology, Blogs, A/V etc. | 20 comments

Let People Know How They’re Doing

“I feel like my boss is unhappy with my work because I’ve made some mistakes. But, he hasn’t said anything to me and I’m afraid to ask him about it.”  That was the tone of a recent question to the Ask the Workplace Doctors website.  (Dr. William Gorden, who served on the faculty of Kent State University’s School of Communication Studies for 25 years, is the founder of the site and the driving force behind it. I am one of the three primary contributors and I enjoy the opportunity to help people–some might say, to meddle.)

“How am I doing?” is a question we all need to be asking and it is a question we need to answer even before it is asked of us, in personal relationships as well as at work.

Letting employees know how they are doing in their work should be a regular supervisory activity.  Every day is an employee evaluation time. It is unfair and unproductive to wait until a formal evaluation interview, then give a broad, multiple-month impression of the quality and quantity of an employee’s work. Even if specific instances are cited, time will have reduced the effectiveness of the critique or commendation.  

An irony about work evaluation: The longer we wait to tell people about work problems, the more likely it is the wrong actions have become a habit. The longer we wait to tell people they are doing well, the more likely it is that they will stop doing well. Supervisors and managers should be communicating with purpose–with an emphasis on what should continue and what should be done instead. Frequent, quick communications about work can achieve much more than infrequent, closed-door talks.

Letting supervisors and managers know how they are doing should also be a regular activity.  It may not be possible for you to tell your manager or supervisor that his or her communication style is frustrating or irritating  to you or that work changes have been counter-productive, in your opinion.  However, it is possible to let the manager or supervisor know when the working relationship is going well or when decisions have had positive results. The advice to praise what you want to have happen more often applies very well in upward communications.

Friends and family want to know, too.  Look for opportunities to praise specific actions by children, spouses and friends. Also,  be honest enough to let people know if you feel hurt, frustrated or angry–and be specific about it rather than acting peeved, irritated, hurt or sulky about everything, not just the specific thing.

How am I doing? Ask the question if you are wondering.  Do others the favor of answering that question before they have to ask it.

August 31st, 2009 Posted by TLR | Life and Work, Supervision and Management | 9 comments

A Nudge May Be Enough

This post follows the one about being cheerful and busy without being excessive. So, I guess moderation is the theme for now!

Some people complain that workplaces are filled with self-centered people who don’t extend themselves to help others. However, it seems to me there are a lot of Rescuers, too.  A Rescuer, in Transactional Analysis concepts, is someone who puts more effort into solving another person’s problem than that person is putting into it. This may be motivated by sincere interest and a desire to be helpful–or by a bit of ego about having a solution to every problem. (It also can be a way to control and repress others.)

Even appropriate help and support should be limited in time and quantity.  This refers to meddling and smothering rather than appropriate assistance and support by supervisors or coworkers. Have you ever known a know-it-all who always has a better way to do things?  Avoid that by suggesting resources you find effective, but not lecturing.  Unless it is crucial that the other person does it your way, let them find the solution that is best for them. 

A friend (Chris) told me about working to break a habit. His supervisor knew about it but went far past being encouraging to becoming like a therapist. Every time the supervisor saw Chris he’d mention it, pull him aside to ask how he was doing, and often critique his efforts.  It  was excessive and irritating. When the supervisor started researching support groups Chris acted disinterested and the supervisor seemed offended that his help wasn’t appreciated. However, he needed to stop his excessive involvement.

Too much mentoring? The same goes for mentoring behavior–some of it is supportive and encouraging. Too much of it can be overwhelming. It’s good to have high expectations for others as long as we don’t try to push them to be our version of what is successful.

Pay attention to the reaction you get when you give advice or encouragement. If you are trying to be helpful about an issue that is not related to good work for which you are ultimately responsible, notice the reactions you’re getting. If you mostly hear excuses or if your suggestions seem to be shrugged off or even resented, stop. Even if it appears your advice is appreciated, back off if you don’t see any of it being taken.  Nudging once or twice is helpful,  pushing, pulling, shoving or dragging is not.

July 31st, 2009 Posted by TLR | Life and Work, Supervision and Management | 8 comments

Give Your Boss A Break

Does this situation sound familiar? An employee goes home and the spouse or a friend asks, “How was work today?” Employee replies:

“It was great! I’m lucky to have a really incredible boss! I can learn so much that I catch myself hanging on every word. What a fabulous example of hard work, brilliance and great human relations skills! My boss corrected my work several times today and I was truly grateful for the opportunity to gain some new knowledge. Wow!”

If that doesn’t sound familiar it probably is because it doesn’t happen often, if ever.  Almost everyone occasionally wishes for a better manager or supervisor–some of you may be wishing for that right now!  Ironically, supervisors and managers who complain the most about the stubbornness and disrespect of those they supervise, are often the most stubborn and disrespectful about their own managers and supervisors.

I’m not suggesting that you have a spectacular boss or that you are not a great employee.  However, it might be worthwhile to consider why it seems you find many flaws in the character, performance and behavior of your supervisor or manager–the person who, unbelievably, is making more money than you are and has been given control over you and others.

1. Bosses and subordinates have relationships that naturally tend to be in conflict. There is an inherent resistance to having another adult control any aspect of our lives, even when we know it is part of the job description. Maybe there is a bit of the feeling of being treated like a child and we resist our manager’s parent role. One way to feel more positively about your boss is to consider what part of your feelings are based on resenting having anyone tell you what to do or having to seek approval when you think you are capable of making decisions on your own.

2. You don’t really know what your boss is supposed to do or what your boss does.My friend, Art Hutchison, former police chief, said he never knew as much about being a chief of police as he did when he was an officer with a couple of years on the job.  He knew less and less as he gained rank. Finally, when he became the chief he figured he had better ask a cop with a couple of years on the job about how to run the place, since, based on their comments, they obviously knew just how to do it. 

You have your work and your manager or supervisor has work as well. The difference is that your manager or supervisor  is being held responsible for your work and the work of others–that creates a bit more pressure. Try just focusing on your own work instead of wondering why your manager can leave early but you can’t or why he or she has made a decision that seems so clearly idiotic. Keep repeating that: “I’m going to focus on my own work until it’s practically perfect.”

3. You want your bosses to be better than you are and when they are not, it’s disappointing and irritating. We have many excuses for why we misspoke, were in a bad mood, failed to get something done, are burned out, etc. etc.  We usually don’t consider those excuses when we are frustrated or irritated with our managers or supervisors. That is made worse by the fact that we have read and heard so much about leadership greatness that we have wishes and expectations that would be almost impossible for anyone to fulfill. 

The truth is that if your boss was General George Patton, Ernest Shackleton, Napoleon, Attila the Hun, John F. Kennedy or Lee Iacocca, you’d find something to complain out–and you’d be correct, from your perspective. They weren’t super-human and neither is your boss–and neither are you. The next time you feel critical, think of a time when someone has criticized you for a similar thing or something else–but you had a good reason.

4. It’s hard to accept that your boss is acceptable to others.  A common lament is, “Why do they tolerate such a bad manager?” It’s hard to accept that others may see the manager differently. Often the manager is viewed by higher levels as getting the job done acceptably. The fact that employees aren’t happy isn’t part of the equation. In addition, higher management may feel that the complaints of employees are not justified, so they do not find fault with the boss.

Frequently there are other employees who like the boss–those are the ones that the complaining employees refer to as apple polishers or less polite terms. The truth is, not everyone sees your boss in the same way you do. It’s maddening sometimes, but it’s true! Ask yourself what the higher management team finds acceptable or valuable about your boss. You may get some ideas for what others might find valuable in you.

5. The flaws of your boss get in your way. This is aligned to the idea of resisting control, but with a twist. It’s bad enough to have a boss at all–that’s a pain in the neck sometimes. However, to have a boss who seems to drag you down and keep you from succeeding and feeling good–that’s really difficult to deal with.

Most of us would welcome a boss who admires and respects us, makes us into heroes and helps us accomplish great things. Unfortunately, it seems we’re stuck with a boss who acts retired in place or who is building an empire on our backs or who likes someone better than us or something else that isn’t likely to lead to our personal goals.

It may be those flaws are genuine and maybe you aren’t going to fly so high as you will when you have a different manager or supervisor.  However,  even bad bosses or those who dislike you will value you and help make your work life better if you are working effectively at your own work and not being a continual squeaky wheel. Those wheels sometimes get grease but sometimes they get removed and replaced. (And never doubt that all of your complaints are being heard at some level.)

Be the kind of person and employee you wish your boss would be. 

• Do you wish your boss was a stronger leader, more knowledgeable, easier to get along with or better at the work? Those may be easy areas for someone with your personality or experience.  Instead, think of what traits, knowledge and skills others have hinted–or told you directly–you need to develop or show more often. Work on those until you have gained them and use them consistently. That will keep you busy!
• Do you wish your boss communicated more effectively with you? Work at communicating more effectively with your boss and with others you haven’t been doing so well with lately.
• Do you think your boss isn’t accomplishing much? List the specific and significant things you have accomplished above and beyond your regular work. If you don’t have many things on the list, you can assume there are some who think you don’t do much either. Resolve to solve a problem, do something creative, clear up a conflict, or make a significant difference in the workplace.
• Do you wish your boss appreciated how hard you try? You know what to do about that as it relates to your manager or supervisor.

Start having a day a week you can call, “Give The Boss A Break Day”. On at least that day, try to be your boss’s most sympathetic and supportive employee. Then, see if you can increase the time.  Your boss may not be deserving of your loyalty and support–and you may not be able to become his or her loyal supporter in every case. However,  you’ll find you enjoy work more when you work with–not against–your manager or supervisor. Besides, your boss may be better than you think.

If you responded to that last line with a sarcastic statement like, “My boss would HAVE to be better than I think”,  go sit in the corner.

July 20th, 2009 Posted by TLR | Life and Work, Personal and Professional Development, Supervision and Management | 8 comments

The Value of Asking Nicely

I did a small (very small) survey over the last few weeks and asked people to notice  for a week if their supervisors and managers used courtesy phrases when asking them to do something at work (and time and circumstances permitted it.)  Here are the results of 52 responses:

My supervisor or manager more often than not used courtesy phrases when asking me to do something: 21 out of 52.

Sometimes my supervisor or manager used courtesy phrases, sometimes not: 11 of 52.

My supervisor or manager rarely or never used courtesy phrases: 15 of 52.

Other responses: 5 of 52.

Here are  four of the “other responses”:

• I noticed my boss said please and thank you to some people but never to others.  He almost never asked nicely to men but sometimes went overboard with women. That may be why he’s not liked very well!
• My supervisor routinely barks out orders or just shoves things at me, but then he’ll come in to my area in a few minutes to see how it’s coming along and will be really nice and appreciative or offer to get things to help me.  The next time he’ll still throw things on my desk or yell an order across the room. He’s always done that and I’m used to it but most of the others get really irritated with him and some have complained. So, I guess my supervisor is sort of yes and sort of no about using courtesy phrases.
• Toward the end of the week I told my boss about the survey and that I was interested in comparing several of the managers. She got very huffy and started bowing when she’d see me and acting like she was begging me to do things. It wasn’t meant in fun, either.
• I have a manager who I like in most ways, but she does something that bothers me a lot…she never gives me work directly, it’s always just sitting in the middle of my desk when I come back from lunch or when I arrive in the morning. I have an in-basket but she doesn’t use that. It’s frustrating to me because not only does she not ask nicely, she doesn’t ask at all…it’s just sitting there waiting to be done. I know it’s my job, but I don’t know why she can’t talk to me when it comes to giving me work. 

There are no advantages to leaving off courtesy phrases when asking employees to do a task, and there a many reasons why we should use those phrases. What would your employees or coworkers say about you?

July 4th, 2009 Posted by TLR | Personal and Professional Development, Supervision and Management | 7 comments

How Long Are You Going To Put Up With That Behavior?

There are many workplaces where employees, supervisors and managers devote 50% of their time to work and 50% to dealing with the obnoxious, frustrating, divisive or weird behavior of one or two employees. If you are in an office like that, how long are you going to put up with that situation?

If you are a peer: Let the coworker know, in an appropriate way, when you are frustrated, angry or concerned about the behavior. Then, as with a bad-acting child, withdraw your support until the behavior improves. That doesn’t mean ostracism from work, but it does mean not pretending to support or be friends with someone who treats others badly, just to avoid being a victim yourself. Be civil, be courteous but don’t be a tolerant pal.

If the behavior is having an effect on your work and you have tried to handle it directly–and in a courteous effective way–document the behavior, witnesses if any, and the effect it had on you and the workplace, and submit it in writing. If nothing is done at least you are no worse off–and there will be documentation.  You should talk directly to your manager as well. But, if you don’t put it in writing, it often is seen as merely griping, not requesting action. 

If you are a manager or supervisor: Although I advise the coworkers of rude or difficult employees to put their complaints in writing,  they shouldn’t have to do that if you are an observant and concerned manager or supervisor. When you  know there is a problem, it’s up to you to do intervene without being pushed into it.

Stop bad behavior when it first starts–not after it’s habitual. If it’s already gone to that point, talk to HR or others who can help you ensure you are approaching it correctly. Then, talk to the employee directly about what you have observed and the reasons it should stop and change. Be able to say what behavior and performance you want to have stay the same, what the employee should do more of and what the employee should never do again. Don’t weasle about that–be direct and adamant.

There are a variety of ways to intervene, to correct and redirect and to restore the employee back to the team, but they all start with stepping up and stopping the bad behavior.

How long are you going to put up with it?

June 30th, 2009 Posted by TLR | Challenging and Problematic People, Personal and Professional Development, Supervision and Management | 7 comments