Act on It! Solving 101 of the Toughest Management Challenges

ACT ON IT!

OTHER BOOKS BY THE AUTHORS Close the Deal: Smart Moves for Selling Smart Moves: 140 Checklists to Bring Out the Best from You and Your Team Smart Moves for People in Charge: 130 Checklists to Help You Be a Better Leader Yes You Can! 1,200 Inspiring Ideas for Work, Home, and Happiness Power Tools: 33 Management Inventions You Can Use Today What to Say to Get What You Want: Strong Words for 44 Challenging Bosses, Employees, Coworkers, and Customers What to Ask When You Don't Know What to Say; 555 Powerful Questions to Use for Getting Your Way at Work COMEX: The Communication Experience in Human Relations Speaking Skills for Bankers

BY SAM DEEP Human Relations in Management A Program of Exercises for Management and Human Behavior (with James A. Vaughan) Introduction to Business: A Systems Approach (with William D. Brinkloe) Studies in Organizational Psychology (with Bernard M. Bass) Current Perspectives for Managing (with Bernard M. Bass)

BY LYLE SUSSMAN Communications for Supervisors and Managers Increasing Supervisory

Effectiveness

ACT ON IT! SOLVING 101 OF THE TOUGHEST MANAGEMENT CHALLENGES SAM DEEP AND

LYLE SUSSMAN BASIC

BOOKS A Member of the Perseus Books Group New York

Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book and Basic Books was aware of a trademark claim, the designations have been printed in initial capital letters. A CIP record for this book is available from the Library of Congress. ISBN 0-7382-0245-2 Copyright © 2000 by Sam Deep and Lyle Sussman Previously published by Perseus Publishing Published by Basic Books, A Member of the Perseus Books Group All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed, in the United States of America, Text design by Jeff Williams Set in 10-point Palatine by Perseus Publishing Services First printing, February 2000 Books published by Basic Books are available at special discounts for bulk purchases in the U.S. by corporations, institutions, and other organizations. For more information, please contact the Special Markets Department at the Perseus Books Group, 11 Cambridge Center, Cambridge, MA 02142, or call 800-2551514 or 617-252-5298, or e-mail [email protected] Find us on the World Wide Web at http://www.basicbooks.com

CONTENTS Eight Ways to Use This Book xi

1 The Power to ACT

1

2 Personal Effectiveness Solutions

9

1 How can I reduce my workload? 11 2 How can I cope with an overwhelming workload? 13 3 Am I delegating enough? 15 4 Should I delegate this particular responsibility? 17 5 Can I make better use of my time? 19 6 What time wasters might I be guilty of? 21 7 Am I remaining current? 23 8 Am I overly resistant to change? 25 9 How can I juggle multiple assignments? 27 10 Am I disorganized? 29 11 Am I managing my stress? 31 12 Do I have emotional intelligence? 33

3 Communication Solutions 13 How can I improve my listening? 37 14 How can I improve my speaking skills? 39

35

15 How can I improve my written communication? 41 16 How can I nail this speech I have to make? 43 17 What expectations should I have for employee integrity? 45 18 What expectations should I have for teamwork? 47 19 What expectations should I have for employee communication? 49 20 What expectations should I have for quality performance? 51 21 What expectations should I have for leadership? 53 22 What expectations should I have for customer service? 55 23 What's the best way to communicate bad news? 57 24 How can I get employees to keep me informed? 59

4 Employee Accountability Solutions 61 25 Should I rewrite job descriptions? 63 26 Should I fire this employee? 65 27 What will make my employees more accountable? 67 28 Have I lost control? 69 29 What should I do about an employee who accuses me of unfair treatment? 71 30 How should I respond when an employee treats me disrespectfully? 73 31 Should I confront rumors about inappropriate employee behavior? 75 32 How can I make casual dress a winning proposition for all? 77 ri

ACT ON IT

33 What should I do about an employee with a personal hygiene problem? 79 34 What should I do about an employee with a substance abuse problem? 81 35 How should I discuss poor performance during a performance appraisal? 83 36 What should I do with a nonperforming employee? 85

5 Employee Empowerment Solutions 87 37 How can I get people to focus on continuous improvement? 89 38 Have I created a positive work climate for my team? 91 39 How do we make this a great place to work? 93 40 How can I get employees to be proud to work here? 95 41 How can I gain employee commitment if I can't promise job security? 97 42 How can I reduce employee resistance to change? 99 43 Am I micromanaging? 101 44 How can I increase creativity on the team? 103 45 Am I setting goals that are both motivating and attainable? 105 46 How can I improve the return on investment in training? 107 47 Should we pay for performance? 109 48 Who are the best candidates to become supervisor? 1ll Contents

vii

6 Teamwork Solutions

113

49 What can I do to head off conflict on my team? 115 50 When should I referee a conflict between two employees? 117 51 What should I do about two battling employees? 119 52 Do we need to increase our team's effectiveness? 121 53 Should I form self-directed teams? 123 54 What should our shared values be? 125 55 What can I do about an employee who's not a team player? 127 56 How do I make our meetings more productive? 129 57 Are we taking advantage of diversity? 131 58 How do I make part-timers feel part of our team? 133 59 How do I reward stars while promoting teamwork? 135

7 Leadership Solutions

137

60 Should I make this decision myself or involve my team? 139 61 Should I hire this person? 141 62 What are the best interview questions? 143 63 Do I lead with integrity? 145 64 How can I make this merger a success? 147 65 What should I do if an employee says, "Match this offer or I'm leaving"? 149 66 Should I implement flextime? 151 67 What's the best way to MBWA (manage by wandering around)? 153 68 Should I socialize with people I supervise? 155 viii

ACT ON IT

69 Is my leadership style working? 157 70 What's the best way to keep the vision alive? 159 71 Do I walk the talk? 161

8 Coworker Solutions

163

72 With whom should I be associating at work? 165 73 What can I do if I work with a deadweight? 167 74 What can I do if I work with a drain? 169 75 What should I do about a coworker who's trying to make me look bad? 171 76 What can I do to resolve conflict with a coworker? 173 77 What can another manager and I do to get our departments to cooperate? 175 78 What can I do to be more appreciated and accepted by my peers? 177

9 Boss Solutions

179

79 What can I do about a boss who countermands my decisions? 181 80 How should I respond when my boss says I'm not doing a good job? 183 81 Whaf s the best way to sell a new idea to my boss? 185 82 Should I give my boss constructive criticism? 187 83 What's a good way to criticize my boss? 189 84 What should I do if my boss engages in illegal or unethical activity? 191 85 What should I do if my boss is a jerk? 193 Contents

ix

86 What should I do if my boss is an enigma to me? 195 87 What should I do about a policy I don't support? 197 88 How can I tell if my boss believes I'm doing a good job?199

10 Personal Career Solutions

201

89 How can I build my credibility? 203 90 Do I need a leadership course? 205 91 What might I be doing to earn disrespect? 207 92 Whom should I choose as a mentor? 209 93 Should I accept this new assignment? 211 94 Which job offer should I accept? 213 95 Is it time for me to quit? 215 96 How can I hold on to this job? 217 97 What's the best way to become more promotable? 219 98 Is my life in balance? 221 99 What should I do about being passed over for promotion? 223 100 Should I take a pay cut and stay in this job? 225 101 Should I volunteer for an assignment no one else wants? 227

x

ACT ON IT

Eight Ways to Use This Book Here are some good ways to act with this book. 1. Read Chapter 1 first to learn how the "Power to ACT" rests in your hands. After that you may want to read the book cover to cover. Then again, for immediate help you may want to turn directly to those sections that address the problems you face.

2. Take advantage of the cross-references that appear next to some list items. They'll lead you to related lists where you'll find even more helpful information. 3. You may have taken action recently on some of the problems in the Table of Contents. Check out our solutions to see how they can help you keep the problem from erupting again. 4. Before too long, read every list in the book, even if its title doesn't push a hot button right now. You can count on each list containing preventive measures that will keep you out of trouble that you may not be in just yet. 5. Do more than just enjoy the quotations we supply on every other page. Use them to help you think about the

Eight Ways to Use This Book

xi

challenges you face and about the best solutions for you. Pick up the book from time to time just to page through the quotes for wisdom that could make you not just a better decision maker but also a better total manager. 6. Keep this book on your desk or in your briefcase—your bookshelf may be too far away. Refer to this "troubleshooting manual" whenever you need quick and effective leadership fixes. 7. However you use the book, remember that our solutions are meant to be adapted. No two managers are exactly alike; nor are any two problems. Tweak our advice; shape it; massage it; shake out the bugs; and make it fit your needs. 8. Finally, don't be stingy. Share this book with colleagues. When they solve their problems of efficiency, teamwork, relationships, hierarchy, communication, empowerment, and leadership, you'll find many of your problems disappearing as well.

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CHAfTEK. 7

The Power

to ACT

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The Wite One In a village long ago and far away lived an old man, known by all as the Wise One. He discerned truth from lies and right from wrong. He solved the most perplexing riddles. It was said that he could peer into the depths of a person's soul. Whenever villagers faced a difficult problem they always knew where to turn—to the Wise One. A young villager, jealous of the Wise One's respect and acclaim, set out to prove that he could outsmart the old man, thereby stealing some glory for himself. He recruited a group of villagers and marched to the old man's cottage. When the old man came to the door, the young man, with a sarcastic tone and sly grin, said, "Wise One, I am here to prove that you are not as wise as everyone thinks. I challenge you to give me the true answer to this question. In my cupped hands I hold a small bird—is it alive or dead?" The Wise One saw the trap immediately. If he said "alive," the young man would simply squeeze his hands together and kill the bird. If he said "dead," the young man would open his cupped hands and the bird would fly away. How could he provide an undeniably true answer? Anticipating that the young man was about to dethrone the Wise One, the villagers waited anxiously for his answer. The Wise One looked directly into the young man's eyes and said in a soft voice, "Young man, the answer is in your hands." Managers around the globe today are a lot like the villagers in the story who were seeking the Wise One, the source of truth and knowledge. In an age of increasing pressure to do more with less, managers seek guidance to transform uncertainty into certainty, frustration into performance, and plans into profits. Yet if the Wise One did exist, he would tell managers the same thing he told the young man: "The answer is in your hands." Although we may bemoan our fates and even blame others for causing our problems, the ability to solve those problems is

The Power to ACT

3

within our control. The decisions we make and the actions we take determine our success or failure.

learning How to ACJ This book has one simple objective: to help you improve your decision making in order to increase your success. To achieve this objective you need to learn how to ACT—Analyze your situation, Choose the best strategy, and Track your choice, Regardless of job title, industry, or organization, all management work shares one mandate: problem solving. If you're a manager, you're paid to make choices and solve problems. And the more money you make, the more perplexing and consequential are the challenges you face. One hundred and one such challenges, organized into the nine chapters that follow, form the core of this book. These are the problems that managers tell us are the most difficult to solve. But once you learn how to ACT, these problems need never again strike fear in your heart. So let's move to the first ACT component, Analyze your situation.

A^nalyze Your Situation A humorous maxim sometimes found on the wall of repair shops reads: "When all else fails, read the instructions." Wouldn't our lives be easier if our most difficult problems came with instructions for solving them? That fantasy will never come true, but when we implement the first ACT component, we impose structure and logic upon our problem. We start to formulate a set of "directions." Here's how to do it. In the chapters that follow, each challenge begins with an introductory sentence or two followed by a list of usually seven to fourteen items for you to examine. Analyzing the situation requires that you assess your current dilemma accurately and then, compare that assessment with a clear vision of what you hope to achieve.

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ACT ON IT

The items listed in each analysis may be questions to answer, behaviors to assess, conditions to measure, or alternatives to consider. For instance, in the case of List #81: What's the best way to sell a new idea to my boss ? you're directed to analyze both yourself and your idea—which in this case is what you have to sell. You're looking to see how many of the criteria you and your idea satisfy. Analyze Yourself and Your Idea 1. The boss believes that I am honest and reliable. 2. I have a track record of good ideas. 3. The boss knows I'm a team player who suggests only those ideas that benefit the company. 4. My idea enhances my boss's position. 5. My idea relieves a pain that my boss currently experiences. 6. My proposal solves a nagging problem for the company. 7. My idea saves money, makes money, or both. 8. My idea is easier to accomplish, cheaper to carry out, and more cost-effective than competing ideas. 9. My idea is replete with analyses sufficient to support its claims. 10. I've developed the idea so thoroughly as to minimize risk of failure. 11. I'm open to suggestions my boss may have for improving the idea—thus increasing his ownership of it. In the case of this list, you'll read each of the eleven descriptions to determine which ones describe your selling situation. After completing the first ACT requirement you should come to the comforting realization that the problem is more manageable than you thought. One of the reasons problems appear so complex and frustrating is that we never analyze them as completely or objectively as we should. This book reveals many decision ideas that you would have probably overlooked. Just seeing these ideas may lead you to your "Aha!"— the logical solution to your problem. Even if seeing and analyzing the ideas fail to produce an obvious answer, you can

The Power to ACT

5

be confident that you have narrowed your options to the best possible responses.

Choose the Best Strategy

Sometimes your strategy will be to choose the best action from our list of options. In these cases we'll suggest the criteria that you should apply to reveal that one best alternative. Sometimes your best strategy will be made up of a group of actions. This situation calls for the wisdom of Italian mathematician Vilfredo Pareto, who gave us Pareto's law—also known as the 80-20 rule. This widely renowned "law" says that the minority (20 percent) of input causes the majority of outcome (80 percent). Thus, 80 percent of sales come from 20 percent of customers; 80 percent of productivity corne from 20 percent of activity; and 80 percent of labor problems are caused by 20 percent of employees. It follows, then, that from among ten to twelve alternatives, the most significant few should solve most of your problem. Knowing your specific situation, you'll be able to wade through our list and find the best actions to shape your strategy. Other times, your analysis involves a self-assessment to find the actions that will best enable you to meet the challenge in question. For these situations we'll suggest a rating scale to help you choose the strategy. Perhaps the most critical choices are those that affect others directly. The best managers walk a mile in the shoes of those causing or affected by the problem. They take off their perceptual blinders and try to look at problems from the perspectives of others. They ask questions such as: How do my employees see this situation? Why are my team members feeling this way? If I had to follow these directions, how would I feel? I know what I'm saying, but what are my employees hearing? What is my boss expecting me to do and why? To meet these challenges, we'll suggest that you go to the people most affected by the problem for their assessment of the best ways to solve it. 6

ACT ON IT

Getting back to List #81, you'll borrow a little from each of the decision making strategies described above, Choose: To answer # 1-3, get reality checks from close friends, Which of the benefits (#4—7) is most important in your situation? How critical are the qualities of the idea (#8-10)? Do #11 every time you can—it's smart. Track Your Choice Experience teaches many lessons. One of the most important is that the best decision isn't the one that is the most brilliant, sophisticated, or technically complex. The best decision is the one that solves the problem at the least personal and financial cost and does not create greater problems than the one you've solved. The law of unintended consequences states that a solution may produce consequences more negative than the problem we set out to solve. For example, you can solve the problem of pay inequity by raising the salary of the employee who feels underpaid. In doing so, however, you might create new dissatisfaction among employees who now feel underpaid relative to that employee. One role of tracking, therefore, is to ensure that you implement your choice while controlling for the most potentially damaging unintended consequences in your situation. When we track we also monitor progress. How well are we doing? Are we closing the gap? Are we getting closer to what we hope to achieve, or do we still have something other than what we want? After you make your choice, be sure you're getting the most out of it. For some of the challenges in the book, that means taking an additional step to reinforce your strategy. For other challenges, it means monitoring your strategy and being ready to alter it at the right time. In still other cases the track section simply imparts encouragement or states a few final words of wisdom, as in List #81, Track: As you develop your idea, maximize benefits to the company and minimize your ego and personal glory. When the idea flies, your career will soar, The Power to ACT

7

The Antwer h in Your Hanfo When you became a manager, you signed on as a problemsolver. Successful managers solve new and ever-changing problems. Unsuccessful managers not only confront new problems but also continue to wrestle with old ones that they failed to solve in the first place. When you follow the ACT model, you will not only solve new problems but also decrease the number of old problems that resurface. You have the power and now the model to become a successful problem-solver. You simply have to ACT: Analyze your situation, Choose the best strategy, and Track your choice. In the words of the Wise One, "The answer is in your hands,"

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ACT ON IT

CHAPTER 2

PERSONAL EFFECTIVENESS SOLUTIONS

When I ask my doctors what kinds of things to avoid, their answer sounds like my job description. —RfXAff

J. How can I reduce my workload? It's not unusual for managers to work fifty-five to sixty hours per week and still never completely conquer their workload. If you are one of these managers, consider these burden-lessening ideas,

Analyze These Alternatives

1. If your boss expects more from you than from your peers, negotiate for a more even workload distribution, 2. Negotiate with your peers for a more even workload distribution. 3. Delegate! Get more help from your direct reports by training them on tasks that you currently believe only you can handle. (3,4) 4. Trust your employees to handle more tasks with less direct supervision from you. 5. Get more help from your direct reports by improving their teamwork. (49-59) 6. Reduce productivity losses among employees by addressing and resolving interpersonal conflict. (49—51) 7. Stop tolerating employees who won't carry their share of the load. (73) 8. Of the tasks you do, find one that contributes the least to your effectiveness and simply stop doing it. 9. Learn how to do a better job of saying "no" when new assignments that could and should go to others are put on your plate. 10. Change jobs; find one that requires less personal sacrifice.

Choose

Two or three of these actions are probably enough to solve 80 percent of your workload problem. Speak with colleagues who might help you see which actions to choose.

7 rack

As you attack this problem, strive not to come off as a whiner, especially to your boss. If you complain and your boss believes that your workload is no greater than that of other employees, your credibility will take a nosedive. Personal Effectiveness Solutions

11

They say hard work never hurt anybody, but I figure why take the chance. —ZONAlPHEA
2. How can I cofe with AH overwhelming workload? If you are like many managers, then a workload reduction may not be in the cards for you. Your only choice is to manage your staggering responsibilities more efficiently.

A nalyze These Optional Actions 1. Sign up for a time-management seminar. 2. Exploit technological efficiencies; take an advanced course on the computer software you use the most. 3. Help the meetings you attend stay on track with an intense focus on the agenda. (56) 4. Distance yourself from those whose personal inefficiency or endless conversations waste your time. (74) 5. Get the most out of your day; periodically ask yourself, "Is this the best use of my time right now?" 6. Speed up your pace during the time of the day when your energy level peaks. 7. Answer your e-mail and voice mail when you receive it; be brief in your answers. 8. Exercise to build your stamina. 9. Get enough sleep to refresh yourself each day. 10. Get your spiritual life and your home life in order, in that order. (98) 11. Get a physical; ask your doctor for energy-building ideas.

Choose

Check off the actions you are willing and able to take. Put a second check in front of those that will ease your burden most significantly. Take the double-checked actions.

/rack Before you take extraordinary steps to reduce your workload, make sure you really do work harder than others; otherwise, you'll look like a slacker to your boss, a deadweight to your peers, and a dumper to your direct reports.

Personal Effectiveness Solutions 13

13

You may fire when ready, Gridley. —APMIMl f£0Rf£ 9WIY

^, Am I ielejatinj enoujk? Like many managers you may not be getting enough out of your supporting cast. The possible reasons are legion. You may feel too much personal ownership of your responsibilities. It may be tough for you to trust others. You may struggle with asking others for help. Do you suffer any of the typical results of doing too much yourself?

A nalyze These Symptoms

1.1 work longer hours than my support staff. 2. I can't get my work done. 3. I have too much to attend to. 4. I'm afraid to take a sustained vacation. 5,1 spend too much time doing and not enough time leading. 6. I need to spend less time fighting fires and more time thinking strategically. 7. When I'm not in the office, I'm often on the phone checking up. 8. I'm getting stale; I need a change. 9. My support staff needs more challenging responsibilities. 10. My boss says I need to delegate more.

Choose How many of these symptoms do you experience? If as many as three ring true, you're in the market to share greater responsibility with those who report to you. If #10 is true, delegate more responsibility no matter how few of the other negative outcomes you experience. (4)

Track When, you give people increased responsibility, give them the full scope of authority that they need to fulfill that responsibility. Also be sure to evaluate their work on the new assignment and give them feedback—both positive and negative—on their progress.

Personal Effectiveness Solutions

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It marks a big step in a man's development when he comes to realize that other men can be called in to help him do a better job than he can do alone. —ANPZEWCARNEflE

4. Zhmtt I delegate tki$ f articular reffontibility? Once you decide to delegate, the next question is, "What should I delegate?" Here's how to decide if a specific responsibility is a good candidate,

A nalyze These Conditions 1. Releasing this responsibility will save me a lot of time / worry / work. 2. I can give it up willingly without remorse. 3. I have an employee with the talent to perform it well. 4. I have an employee with the experience to perform it well. 5. I have an employee sufficiently motivated and willing to take it on. 6. I am committed to providing the training and coaching the employee needs to perform it well. (46) 7. I am committed to evaluating employee progress and responding with appropriate criticism and praise for that progress. (35) 8. My boss supports my delegation of this task. 9. My coworkers support my delegation of this task. 10.1 am prepared to resolve any negative impact this delegation may have on customers. 11. I am prepared to resolve any negative impact this delegation may have on other employees.

Choose

The best task to delegate is the one that evokes a positive response to the statements listed above—especially #3-8. Don't allow #1 to carry too much weight.

Track

Tell the employee receiving a new responsibility that the delegation decision will not become final unless, after a clearly stated period of time, you both agree that it's working well.

Personal Effectiveness Solutions

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This only is denied even to God: the power to undo the past. —AfATHON

5. Can I make better me of my time? Time passed can never be recalled. Are you getting the most out of today's fleeting moments?

Analyze Your Answers to These Questions 1. Do you make the best use of the assistance available to you? 2. Can you answer "yes" over 90 percent of the time to the question, "Is this the best use of my time right now?" 3. Do you use an effective calendar-management system? 4. When you have to wait for others, do you use the time productively? 5. Do you typically have what you need at your fingertips with a minimum of searching? (10) 6. Is less than 10 percent of your workday spent on routine activities such as record keeping and repetitive tasks? 7. Is less than 10 percent of your workday spent on misguided activities such as aimless conversations and working on tasks other than your highest priority? 8. Is less than 10 percent of your workday spent on wasted activities such as nonproductive interruptions and procrastinating? 9. Is less than 20 percent of your workday spent on crisis activities such as responding to emergencies and dealing with interpersonal conflict? 10, Is more than 50 percent of your workday spent on strategic activities such as learning, planning, creating, and achieving?

Choose If you answer "yes" to the first five questions, there may be few time-savers available to you. If you answer "yes" to the rest, you're managing your workday better than most people do.

Track Increase the time spent in strategic pursuits by reducing the time spent in routine, misguided, wasted, or crisis pursuits. Personal Effectiveness Solutions

19

Many of us spend half our time wishing for things we could have if we didn't spend half our time wishing.

—AiiXAWin moaeorr

6. What time w*$terf mijht I he juilty of? We squander the precious little time available to us to do our work, often without realizing it.

Analyze Your Time Wasters 1. Watching your computer boot up. 2. Watching your Internet access connect. 3. Watching a laser printer or copy machine do its thing. 4. Opening known junk mail. 5. Opening a piece of mail without filing it, forwarding it, responding to it, discarding it, or assigning a priority to it for future treatment. 6. Writing notes to yourself on easily lost slips of paper. 7. Laying pens, keys, or glasses in places that you won't remember. 8. Contributing to conversations that aren't going anywhere. 9. Poor listening. (18) 10. Allowing your office to be "break central" for anyone who wants an escape from work. 11. Striving for unnecessary perfection that leads to excessive reworking. 12. Not getting your typing speed up to at least fifty words per minute. 13. Attending meetings where you're not needed. (56)

Choose Chances are that three of these time wasters cause over 80 percent of the productivity loss you experience in your workday, Find those three and fix them. Track After six months of working to eliminate your top three time wasters, step back to evaluate how well you're doing. If you're not making good progress, redouble your efforts. If you are making good progress, search the list for two or three other time wasters to eliminate. Personal Effectiveness Solutions

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Neither a wise man nor a brave man lies down on the tracks of history to wait for the train of the future to run over him. —PIVIfMTP. fltiMt&WSK

7. Am I remaining current? Stay on the cutting edge of your field to be in the right place for tomorrow's opportunities,

Analyze Your Behavior 1. Do you subscribe to trend-monitoring newsletters and trade magazines? 2. Do you read at least one major newspaper? 3. Do you attend trade association meetings and the seminars they provide? 4. Do you keep up with the best-selling books in your field? 5. Do you talk with your customers and suppliers about trends affecting their businesses? 6. Do you instruct your team members to monitor new developments that might affect your business and to report back on what they discover? (22, 44) 7. Do you engage your team once a year in strategic or tactical planning? 8. Do you personally track the major political, economic, social, and technological developments affecting your business? 9. Do you use the latest technology—computers, electronic organizers, time-saving software, and such—to remain efficient? 10. Do you surf the Internet for breaking information? 11. Are you aware of the values and beliefs of your next generation of employees—the 18-30 age group? 12. Do you have a professional development plan that outlines two skills you will acquire or refine and two areas in which you will become more educated? (90, 96)

Choose If you answered "no" to more than four questions, get your gaze out of the rearview mirror.

Track Focus on mastering one behavior per month until you have all twelve going for you. Personal Effectiveness Solutions

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If past history was all there was to the game, the richest people would be librarians. —WAKXMNtvmJ

B. Ami overly rewtant to chmje? The most successful managers ate change agents on the cutting edge of new technologies, projects, and processes. Are you among the most successful?

Analyze Yourself 1. Do you read voraciously to discover new developments and future trends in your field? (7) 2. Do you attend every conference and seminar you can in order to learn new skills? 3. Do you associate with the people in your company who embrace change, rather than with those who fight it? (72) 4. Do you talk to people outside your department in order to stay plugged into what's going on? 5. When you resist change, do you look beyond the threat you feel to the opportunity that's almost certain to result? 6. When you resist inevitable change, do you force yourself to exert your best effort to make it work even before you start to feel good about it? 7. Do you look for benchmarking opportunities—the discovery of new ideas about how people in other companies, or in other parts of your company, perform tasks like yours? 8. Do you work at maintaining a healthy body, physical energy, and a positive outlook? (98) 9. Are you the person who typically says, "We can make it work," rather than "It'll be tough" or "It doesn't look promising"?

Choose

You're change resistant if you answer "no" to as many as three of these questions, particularly #9. Track In today's business world, you cannot afford to answer more than even one of these questions negatively. Get busy on the actions you need to take to turn into a change agent, Personal Effectiveness Solutions

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Work expands so as to fill the time available for its completion.

—c. MKTHcrre MMUNS$N (?AK.X.INtON'}LAW)

9- How can I jujjle muttifle AttijnmenU? Add another role to your job description—juggler. Just when you thought you had your responsibilities under control, here comes one more,

Analyze Your Project Management Behavior

1. My boss and I agree on the relative contribution each of my assignments makes to the success of my job. 2. My boss and I agree on the relative effort I should exert on each assignment. 3. I know exactly what's expected and what constitutes top performance on each assignment. (86) 4. When a new task is dumped on my plate, I make sure my boss understands its impact on my existing assignments. I negotiate for the resources needed to keep my total effectiveness from declining. (2) 5. Before I start a project, I make sure I have the time, money, materials, people, and equipment to complete it, 6. Regardless of the number of projects I'm working on, I focus on the task before me. 7. I delegate whatever tasks can and should be delegated. (4) 8. My to-do list is prioritized according to the most pressing requirements of the day. 9. I break each project into milestones and measure performance relative to those milestones. 10. I maintain an early-warning system to signal the need for corrective action when a project falls behind.

Choose

Which of these actions are you not taking? Practice one at a time until you master them all. Track If you need additional help, register for one of the "Managing Multiple Priorities" courses offered by one of the national seminar providers, Personal Effectiveness Solutions

27

Things are always in the last place you look. So look there first. —AUTHOK.UNK.NOWN

JO. Am I $if organized? Disorganization throws up obstacles for you and for those counting on you. Is your disorder harming your performance?

Analyze Your Behavior 1. I frequently have to search for misplaced keys, glasses, cell phones, or other personal accessories. 2. I forget appointments and promises because I've committed them to memory instead of writing them down, 3. I write bits of information (names, telephone numbers, dates) on slips of paper that I misplace. 4. I perform tasks that I later discover were lower in priority than tasks I passed over. 5. I take notes so quickly and sloppily that I can't read my own handwriting. 6. I discover papers that require a response date that has already passed. 7. When I file something, either physically or electronically, I have difficulty retrieving it or lose it altogether. 8. Coworkers complain that I don't get information to them in a timely manner. 9. When I speak, people finish my sentences, ask me to summarize, or daydream because I take too long to get to the point. (14) 10. People accuse me of being disorganized.

Choose Rate these behaviors with this scale: 5—strongly agree; 4— agree; 3—unsure; 2—disagree; 1—strongly disagree. Total your score. A score of 30-35 indicates disorganization; 36-40 reveals chaos; anything higher is as bad as it gets.

Track

Address the highest scored items on the list. For some items you can simply reverse the disorganized action. For other items you may need to adopt a better calendar system, take a timemanagement course, or get coaching from a more organized colleague. Personal Effectiveness

Solutions

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With the fearful strain that is on me night and day, if I did not laugh I should die. —A VRAHAM LINCOLN

11. Ami manajinj myftrett? What are too many responsibilities, the pressure of deadlines, performance anxiety, the uncertainty of change, toxic people, and your worries doing to you?

Analyze These Symptoms

1. I have difficulty concentrating on my work. 2. I'm irritable and lose my temper easily. (12) 3. I wake up in the night thinking about problems and deadlines. 4. The strain of work keeps it from being fun. 5. The quantity or quality of my work is suffering. 6. It seems that I'm doing more and more but accomplishing less and less. 7. I'm growing more short-tempered and impatient with others. 8. Increasingly, I am withdrawn and avoid social contacts. 9. I'm feeling out of control because of the demands coming from customers, my boss, coworkers, and my family. 10. My distress is causing me to abuse food, drugs, alcohol, or tobacco. 11. I experience stress-related physical symptoms such as indigestion, heart palpitations, and skin rashes.

Choose If more than three of these symptoms describe you, take action. If either #10 or #11 is true, or if any five of the symptoms are true, take immediate action. 7 rack Counteract stress. Get a physical. Seek the advice of a professional therapist. Delegate more responsibilities. Take a long vacation. Look for another job. Find a relaxing hobby. Begin a rigorous exercise program. Reserve thirty minutes at the beginning or the end of each day for prayer, reading, relaxation, laughter, and other stress reducers.

Personal Effectiveness Solutions

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When angry, count to ten before you speak; if very angry, a hundred. —THOMMJiFFiRMN

12. Po I have emotional intelligence? How often do you respond in a healthy way when severely disappointed, verbally attacked, or treated unfairly?

Analyze These Attitudes and Behaviors 1. When I am upset, I stay in my head (responding rationally), so that I can remain analytical and solve the problem or otherwise make the best of the situation. 2. I reject the harm that can result from dropping into my stomach (reacting emotionally) when I am upset and getting angry or feeling battered. 3. When verbally attacked, I allow for the likelihood that attackers might never have learned how to respond when their needs aren't met. 4. When verbally attacked, I allow for the probability that the attack is prompted by pain or fear. 5. When verbally attacked, I keep my role as a manager— what's being attacked—separated from my identity as a person—what's not being attacked. 6. I resist the temptation to feel entitled to better treatment and to lose emotional control. 7. I understand that victims of my outbursts will remember my accusatory statements and name-calling long after I have calmed down. 8. I accept that others cannot make me angry without my full cooperation. In other words, I control my anger. 9. When I get angry, I talk about my feelings to calm myself down, rather than focus on what the other person did.

Choose The first two behaviors lay a firm foundation for emotional intelligence. Behaviors #3-5 are proven strategies for staying in control when under attack. Regardless of the root of your anger, deal with it as suggested in #6-9.

Track These prescriptions may be hard for you at first. It will help to ask positive role models to share their secrets. Personal Effectiveness Solutions

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CHAPTEK )

COMMUNICATION SOLUTIONS

Big people monopolize the listening. Small people monopolize the talking. —PAVIP1CHWAW2

1%. How can I imfrove my lifteninj? Many managers assume that they are good listeners, but their employees would disagree. Are you one of these managers?

Analyze Your Listening Habits

1, I strive to give people good listening-to's rather than good talking-to's. 2, When possible, I think about the speaker and the topic in advance of a conversation. 3, Whenever I feel on the spot to say something, but I'm not sure what to say, I listen instead for clues that will enable me to summon a good response. 4, I keep the speaker talking when I need to hear more, I ask questions such as "And?" "Then?" and "What else?" 5, I light a talking fire under speakers by repeating the final words of their last sentence as a question ("... she said she would quit?"), 6, When I am engaged in a conversation, I have nothing in my hands or in front of me, so that I focus on the speaker. 7, I look into speakers' eyes intently enough to take note of their color without staring the person down. 8, I don't plan a response in my mind while the speaker is still talking. 9, I don't interrupt. I let the speaker wind down completely before I respond.

Choose Ask employees this question: "If there's one thing I could do to become a better listener, what would that be?" Their responses may reveal three or four actions or attitudes on this list for you to embrace.

Track When people speak to you, prove that you're listening. Paraphrase what they say to their satisfaction before you speak your piece.

Communication Solutions

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Most conversations are simply monologues delivered in the presence of witnesses, —MAK.
14r. How can I imfron my $feakinj fkillf? Leaders influence others with their communication skills. What are your best opportunities to improve your influence? (16)

Analyze Your Speaking Habits

1. I analyze my audience. I consider the mood, politics, beliefs, prejudices, knowledge, experience, job level, and culture of my listener before opening my mouth. 2. I know exactly what I mean to accomplish with my words. I don't start talking until I've stopped planning. 3. I meet needs with my messages. I relieve pain or give pleasure so the listener will want to hear all I have to say. 4. I connect to an issue that's on the mind of the listener— perhaps something the listener just said—rather than speak directly of a new idea. 5. I speak in the language of the people. I use words they'll understand and appreciate. 6. I show that we share a value or belief so that I create an excited listener. 7. I rid my thoughts and words of sexism, racism, profanity, and other forms of offense. 8. I use forceful language. I clothe my thoughts in the most colorful and powerful words I can muster. 9. I improve my vocabulary, grammar, and word usage. 10. I speak clearly, distinctly, and eloquently. 11. I vary my tone, pitch, inflection, emphasis, and volume.

Choose Rehearse your next message on a tape recorder, voice mail system, or videotape. Listen for evidence of the eleven prescriptions. Develop the qualities you don't hear. Track When speaking, look for feedback indicating that your listener understands. When you're not sure you see it, get confirmation that your ideas are getting through before it's too late. Communication Solutions

39

If you have an important point to make, don't try to be subtle or clever. Use a pile driver. Hit the point once. Then come back and hit it again. Then hit it a third time—a tremendous whack.

—*m wiNmNCMtcmL

J5. How can I improve my written communication? If you write smart messages, you won't have to take tremendous whacks to get them into the heads of your listeners.

Analyze Your Writing Habits

1. I put myself in the minds of my readers. I focus on their need to receive the message and act on it rather than on my need to send it. I write with a "you" not a "me" attitude. 2. When I compose messages, I choose words and phrases designed to express my ideas, not to impress others. 3. I choose a formal tone or informal tone based upon what my readers are looking for. 4. I use jargon, acronyms, and idioms only with those who know them. 5. I keep sentences short (an average of less than eighteen words) and paragraphs short (two to five sentences). 6. I follow generally accepted rules for grammar, usage, punctuation, and spelling. 7. I write in the active voice, not the passive voice. 8. I don't overload receivers of my e-mail with needless messages, unnecessary electronic files, or excessive chatter. 9. After drafting a written communication, I step away from it to come back later to edit extensively from the perspective of the reader.

Choose Ask subordinates, peers, and your boss to help you identify three items on this list that will, most improve the impact of your compositions. Act on the feedback.

Track When a written message is extremely important, follow up to ensure that you were understood and to correct misunderstandings. Communication Solutions

41

I feel like Zsa Zsa Gabor 's fifth husband, I know what I'm supposed to do but I don't know if I can make it interesting.

—Ai^omjK.

16. How can I nail thifffeeck I have t& make? Do you need some high-impact ideas for your next presentation? (14)

Analyze These Techniques 1. Stop imagining you have a presentation to make; start imagining the audience has a message to hear, 2. Link your message to the pains, the pleasures, and the heart-of-heart's desires of your audience. 3. Be your most exciting self. Have fun, be fun, give fun. 4. Give your best energy, enthusiasm, and passion. Begin and end with a bang. 5. Let the visuals behind you do their job without turning around to check on them. Speak to your audience, not your slides. 6. Say "you" five times for every time you say "I." 7. Speak in the language of the people. Use words that mean something to them, 8. Use your voice for impact. Vary pitch, tone, emphasis, volume, and rate. 9. Get attention with a delivery different from those who precede you or follow you on the agenda. 10. Use words with color and impact. Stay away from "ahh" and "uhm." 11. Don't worry about what you'll do wrong; focus on what you'll do right.

Choose You can't possibly attend to all these ideas at your next speech. Pick two that will enable you to present yourself with impact. Once you master them, select two more for adoption and then continue with the rest. Track Ask a trusted colleague to critique your next presentation, assessing your application of these eleven ideas, Communication Solutions

43

If only our founders had given us a bill of responsibilities instead of a Bill of Rights! —AUTHOK.UNK.NOWN

17. What exfectationf $houl$ I have for emfloyee intejrity? If integrity is a shared value within your team or company, what will you ask your employees to do to show that they embrace it?

Analyze These Expectations of Employees

1. Accept full responsibility for your actions. (63, 71} 2. Maintain the strictest confidentiality regarding proprietary information that you are not authorized to share with others. 3. Do not misrepresent, withhold the truth, or lie to anyone in the performance of your job. 4. Promise only what you can deliver; deliver what you promise. 5. Maintain the highest standards of propriety in relationships with, coworkers. 6. Provide candid yet tactful feedback to your colleagues about the impact of their performance on your success. 7. Seek no individual gain resulting from your service to customers. Accept no personal gifts of any kind. 8. Be a good steward of company assets. Request and use only those resources you need to do your job. 9. Constantly reflect the highest moral and ethical standards in your behavior.

Choose Select those expectations appropriate to your team or company. Revise them to reflect the reality and the needs of your work environment. Add expectations of your own. Ask a corporate attorney if any legal requirements should be added to this list, given the nature of the job that your employees perform. 7 rack Of all the shared values your company may profess, integrity is the one that is most important for you to model for your employees.

Communication Solutions

45

Success comes before teamwork only in the dictionary. —AUTHOR UNKNOWN

IS. What exfectationf $houl$ I have for teamwork.2 If teamwork is a shared value within your team or company, what will you ask your employees to do to show that they embrace it?

Analyze These Expectations of Employees 1. Treat your coworkers with respect, 2. Be on time for meetings, 3. Contribute actively and constructively to meetings without dominating them, 4. Value all ideas; remain open-minded, 5. Resolve disagreements directly and professionally. 6. Learn what expectations other team members have of you and strive to meet them. 7. Respect the needs, priorities, and schedules of others, 8. Support, defend, and stand behind your coworkers. 9. Recognize the contributions of coworkers; give them credit. 10. Give your coworkers the information they need, when they need it. 11. Look for and take advantage of opportunities to make coworkers more successful. 12. Put the welfare of the team above your own personal welfare.

Choose

Select those expectations appropriate to your team or company. Revise them to reflect the reality and the needs of your work environment. Add expectations of your own. Ask team members to suggest ones that may be missing. Track Once your list of expectations is complete and communicated, use it as a team-building tool. You might ask employees to rate overall team performance on each of the expectations, using a five-point scale. Next, lead a discussion of what the team can do to improve its performance on the lowest-scored expectations, Communication Solutions

47

If I had kept my mouth shut, I wouldn't be here. —HfN UNPEK. A MOUNJEP FltH

19- What exfectationf fhould I have for emfloyee communication? If effective communication is a shared value within your team or company, what will you ask your employees to do to show that they embrace it?

Analyze These Expectations of Employees 1. Listen attentively, (13) 2. Give coworkers information that is timely, accurate, and complete enough to enable them to do their jobs. 3. Analyze your audiences and tailor your messages to their needs, (14) 4. Think before you speak. (13) 5. Assume nothing; check to be sure people understand you. 6. Make the best use of information technology; do not overload coworkers with unnecessary e-mail and voice mail. 7. Follow proper chains of responsibility when communicating outside your functional area. 8. Take advantage of every opportunity to improve your written and oral communication skills. (14,15) 9. Use language that others will understand. 10. Remain sensitive to cultural and ethnic differences in your communication. (57) 11. When you receive new information in any form, ask yourself, "Who needs to know this?"

Choose

Select expectations appropriate to your team or company. Revise them to reflect your work environment. Add expectations made necessary by your particular communication needs. Track Your final list of expectations for effective communication can serve as a blueprint for employee development. Be sure your employees have the resources they need to meet the expectations. Give them the training and the equipment they require in order to meet your standards for sharing information. Communication Solutions

49

It's a funny thing about life; if you refuse to accept anything but the best, you very often get it. —W. t0M£1&iTMAV$M*M

20. What exfectationf fkoulb I have for Duality f erformance? If quality performance is a shared value within your team or company, what will you ask your employees to do to show that they embrace it?

Analyze These Expectations of Employees 1. Plan your own professional growth. Maintain at least three professional development goals at a time. 2. Take advantage of the relevant continuing education opportunities presented to you. (46) 3. Share your knowledge and experience by teaching, coaching, and training others. 4. Gain a thorough understanding of our products and services and of how your job contributes to them. 5. Suggest ways to do our work better, faster, and less expensively. 6. Meet deadlines and achieve your qualitative goals. 7. Produce work that is dimensionally correct, functionally accurate, and cosmetically appealing. 8. Remain open to feedback on your performance and act on it to increase your effectiveness. 9. Embrace change and take advantage of the opportunities it presents, (8) 10. Remain accountable for the outcomes of your performance. 11. Take calculated risks and learn from your mistakes. 12. Learn the expectations your manager has for your performance and strive to meet them. (86)

Choose Select those expectations appropriate to your team or company. Revise them and add to them to reflect the reality of your work environment.

Track Use your expectations for quality performance to form the basis of your evaluations of employees. Communication Solutions

51

Noblesse oblige. Rank has its obligations. —wcpetim

21. What exfectatiw fheult I have for letfarfhif? If leadership is a shared value within your team or company, what will you ask your supervising managers to do to show that they embrace it?

Analyze These Expectations of Supervising Managers

1. Create a distinct vision for your unit. 2. Communicate and translate your vision to those you expect to help you achieve it. (70) 3. State clear and unequivocal performance expectations. 4. Conduct regular performance reviews. 5. Give employees constructive criticism when they fail to meet your expectations. (35) 6. Praise, recognize, and give credit to those who meet your expectations. 7. Manage by wandering around, so that you can maintain accountability and show your support of employees. (67) 8. Be a change agent and help your team deal with the downside of change. 9. Push for excellence, total quality, and continuous improvement. 10. Ask employees for ideas and use them whenever possible. 11. Run efficient and effective meetings where things get done. (56) 12. Handle difficult people directly and tactfully. 13. Delegate responsibility and share the power. (4) 14. Build teams; insist upon team play, (52)

Choose

Select those expectations appropriate to your team or company. Revise them to reflect the needs for leadership in your work environment. Add expectations as necessary. Track Use your expectations for leadership to evaluate management performance and to shape your leadership-training curriculum. Communication Solutions

53

Businesses planned for service are apt to succeed; businesses planned for profit are apt to fail,

—mum* mKKAy WJLEK.

22. What exfectatimf $houl$ I have for customer service? If customer focus is a shared value within your company, what will you ask your employees to do to show that they embrace it?

Analyze These Expectations of Employees

1. Treat your existing customers as well as you treat prospects you hope to turn into customers, 2. Understand your customers so well that you can show them how our products and services will ease pain, solve problems, simplify lives, save money, make money, bring joy, or fulfill dreams for them. 3. Serve customers as quickly as you can; never allow anything except another customer to delay your response. 4. Use language with customers that affirms them and makes them happy to deal with us, 5. Develop relationships with customers that make them feel like more than purchasers of our products and services. 6. At a minimum, meet customers' expectations for quality; wherever possible, exceed them. 7. Offer customers the least expensive alternative that will meet or exceed their expectations. 8. Never let customers lift a finger to get exceptional service. It's up to you, not them, to go the extra mile. 9. Whenever we displease customers, make it right quickly, remorsefully, happily, and generously. 10. Make sure you know what it will take to lose each customer's business, and make sure that never happens.

Choose

Your expectations for exceptional customer service may exceed those listed above. Use this list as a starting point. Track Give your employees the training they need to meet your expectations for knock-their-socks-off customer service. Treat your employees as courteously as you expect them to treat customers. Communication Solutions

55

Diplomacy is to do and say the nastiest thing in the nicest way, —UAAC$OLWEK.$

2Z. What** the be$t way to communicate baft newt? You may have spent sleepless nights wondering how to break the news that will give others sleepless nights. Follow this advice to minimize lost slumber for all. (14,16)

A nalyze Your Approach

1. I've checked and double-checked my information for accuracy and completeness, 2. I've anticipated the most challenging questions my message is likely to elicit, 3. I've incorporated answers to the most challenging questions into my message. 4. I anticipate how people are going to feel, and I empathize with those feelings. 5. I'll acknowledge the validity of the negative emotions most likely to emerge in response to my message. 6. I'll deliver the message face-to-face. 7. I'll be totally honest—no sugarcoating, 8. I'll provide a hard copy of technical data or complex ideas as a follow-up to the face-to-face communication. 9. I'll make sure company actions do not send mixed messages (e.g., announcing a layoff immediately following the purchase of expensive artwork for executive offices). (71) 10. I'll break the news sooner rather than later in order to minimize rumors and avoid prolonged anxiety.

Choose If you can't answer "yes" to all ten criteria, you're in danger of making a bad situation, worse. Criteria #2-5 provide guidelines for reducing anxiety. If you can't fulfill #6, tell people why.

Track Expect anger, resentment, and even hostility immediately following the delivery of bad news. Monitor any negative reactions that could cause disruption in company operations, Communication Solutions

57

Wisdom is the reward you get for a lifetime of listening when you'd have preferred to talk. —POUtfLAWN

2^. How can I jet emfloyeef to keef me informed? Do you do what it takes to maximize the frequency and the candor of information flowing up the line from employees to you?

A nalyze Your Behavior

1. I ask people for their thoughts. I make sure they know how important their ideas are to the team, the company, and me, 2. I use as many employee ideas as possible. 3. When I can't use an idea, I explain tactfully why not, taking great care not to discourage future suggestions, 4.1 reward people, financially or otherwise, for ideas that work. 5. When I present my ideas to employees, I ask for help in identifying their weaknesses, 6. Employees see me keeping others informed—them, coworkers, customers, and upper management. 7. When employees speak to me, I often paraphrase the highlights of their message so that they know I listened to them, (13) 8. I don't kill the bearer of bad tidings. I behave as though all news is needed news, 9. I maintain an employee suggestion box, 10. I am often in the physical presence of employees; I am easily accessible to them by telephone or via e-mail,

Wioose

What on this list are you not doing? Which of these missing behaviors would have the greatest positive impact on upward communication from your employees?

Track

One entrepreneur whose employees felt somewhat intimidated by her had a great idea for getting their suggestions. As a condition of employment, she required employees to write her a note each month starting with the words "1 think." Communication Solutions

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CHArre*. +

EMPLOYEE ACCOUNTABILITY SOLUTIONS

It seemed that every time we were organized into teams we would be reorganized. I was later to learn that in life we tend to meet any new situation by reorganizing; and what a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization.

—mwNmAmnK. (iw §,£>

2$. Should I rewrite job detcriftwnf? As your business goals change, so will the tasks and responsibilities for achieving those goals.

Analyze Team or Company Conditions

1. Have key people left the company, creating a void? 2. Has the company recently merged with another? 3. Have product lines or service lines been revamped? 4. Do employees have inequitable workloads? 5. Have your key technologies changed dramatically? 6. Has the complexity of projects increased significantly? 7. Has serving customers become significantly more demanding? 8. Do customers complain about missed deadlines? Poor quality? Poor follow-up? 9. Do employees disagree over responsibility for tasks? 10. Do employees complain about the lack of coordination within the company? 11. Are jobs falling through the cracks? 12. Are you missing business opportunities because those opportunities do not fall under any current job descriptions?

Choose

Any of these conditions under the right circumstances can justify rewriting affected job descriptions and titles. The more conditions that are true, the more compelling the argument for rewriting job descriptions. Track Consider the ancient lesson learned by Petronius Arbiter—new job descriptions by themselves will not solve your problems. Changing descriptions will be successful only if the change is necessary and only if the people you put into new jobs are capable of growing into them. You'll need to train and coach those employees in order to support their growth. Employee Accountability Solutions

63

If a man will not work, he shall not eat, —2 THEUALONIANi !.10

26. Zhould I fire tkif emfloyee? Have you tried every means possible to turn a nonperforming employee around without success? Make sure you have!

Analyze Your Actions

1. This employee has received the training needed to do a good job. (46) 2. I've given this employee the coaching needed to do a good job. 3. I've given this employee an explicit statement of my performance expectations. (17-22) 4. I've given this employee an abundance of both positive and negative feedback. (35) 5. This employee has access to the resources needed to do a good job. 6. This employee has received the support needed from coworkers to do a good job. 7. I've described precisely what the gap is between the employee's current performance and what it needs to be. 8. Throughout the process I've stayed in touch with my boss, who agrees with my handling of the situation and will back whatever decision I make. 9. I've maintained a paper trail that documents performance gaps as well as the details of the coaching I've done, 10. Our human resources and/or legal office assures me that I am acting properly.

Choose Don't fire the employee until #9 and at least seven other conditions have been met. If all conditions are true, and no other compelling evidence speaks against termination, you'll help everyone involved by acting now. 7 rack Once you decide to terminate an employee, meet with the human resources professionals in your company or with your boss and agree on the precise steps to take. Once confident that you have a good plan, follow it closely. Employee Accountability Solutions

65

He didn't get promoted, Blamed it on his luck; The office gossip was He likes to pass the buck. —CiCtlMXTiR

27- What will make my emfloyeef more accountable? Which of the following actions are most likely to increase your employees' sense of responsibility?

Analyze These Alternatives

1. Emphasize the company's mission statement to employees; make sure they know how it should influence their job performance. (70) 2. Emphasize the company's vision statement in front of employees; make sure they know how it should influence their job performance. 3. Make sure employees know how the shared values of the organization should influence their job performance. (54) 4. Give clear and unequivocal statements of performance expectations. 5. Sit down with employees yearly and set goals for how they intend to add greater value to the organization, their work, their team, their customers, and themselves. 6. Give regular performance reviews that tell employees how they are doing on performance expectations. (35) 7. Give employees daily ongoing feedback—both criticism and praise—on how well they are doing on performance expectations and goals. 8. Impose negative consequences on those who fail to perform up to their level of ability. 9. Reward those who meet expectations and goals. (47) 10. Do what you expect employees to do. (71)

Choose

Any of these actions will increase your employees' sense of responsibility. Ask a trusted colleague to help you select those actions that will have the greatest impact on your employees.

Track

Maintain the best possible relationship with your boss. You'll need all the backing you can get to help you hold your employees' feet to the fire. Employee Accountability Solutions

67

Being in power is like being a lady. If you have to tell people you are, you aren't. —MAKfAUJJMJCHiH

28. Have I lo$t control? Many supervisors question whether they have the influence they need to do their jobs. Use the questions below to test whether you maintain an appropriate level of control.

A nalyze Your Answers to These Questions

1. Do your employees regularly comply with your wishes and follow your directions? 2. Do your employees behave respectfully toward you? (30) 3. Do your employees behave ethically and honestly? 4. Do your employees comply with company policies and observe prescribed procedures? 5. Are your employees excited about your goals and your vision for your unit? (38-40) 6. Do your employees support your decisions? 7. Do your employees keep you informed? (24) 8. Is your criticism of inappropriate employee behavior met more often with compliance than defiance? 9. Is interpersonal conflict on your team at a minimum? (49-51) 10. Is your team highly productive? (52) 11. Do your peers keep you informed? 12. Do your peers support your decisions? (75—78) 13. Does your boss support your decisions? (79, 88)

Choose

You want to be able to answer every one of these questions affirmatively. The first four questions and the last one are the strongest indicators of your influence. Track For those questions you cannot answer with a resounding "yes," enlist your mentor or a trusted colleague to help you analyze why. Depending on your findings, take appropriate action to regain control.

Employee Accountability Solutions

69

I have made mistakes, but I have never made the mistake of claiming I never made one. —JAMS* ffflCPW »f Mi TT

29 What fhoult I to about an employee who accutet me of unfair treatment? Your reputation often suffers when you criticize employees, make unpopular decisions, or enforce restrictive policies. What are your options when an affected employee goes so far as to accuse you of prejudice, discrimination, or bias?

Analyze These Actions

1. Examine your heart. Is there any chance that a personal dislike colors your treatment of this employee? 2. Examine your behavior toward other employees. Do you treat them better in similar situations? 3. Survey your boss, colleagues, or trusted employees for their opinions of your treatment of the complaining employee. Do they see any merit in the accusation? 4. Consult with the company's human resources officer. 5. Admit your error and promise to change, 6. Show the employee how your actions were misinterpreted. 7. Ask the employee for suggestions on how you could have handled the situation differently. ("I'm sorry you feel that way. If you were me, how would you [describe the act that offended]?If you have a better idea, I'm open to it.") 8. Agree that you treat employees differently in response to the quality of their effort. Top contributors get the top treatment. Tell the employee what he or she can do to earn a place alongside the top contributors.

Choose

Take the first three actions. Include #4 if the employee's complaint has legal implications. Depending on what you learned doing #1-4, select the appropriate response from #5-8. Track If you get more than just a rare accusation, chances are good that you really do have pets. Clean up your act. Employee Accountability Solutions

71

Be not hasty in thy spirit to be angry; for anger resteth in the bosom of fools. •SCCl&MfT&7&

£0. How fhmlt I reffond when An emfloyee treaU me bi$n$fectfully? Failure to confront acts of insubordination may diminish the respect you get from others. What are your choices?

Analyze Yourself and the Disrespectful Behavior 1. Have you communicated clear expectations to employees for respectful behavior toward each other and toward you? (18) 2. Is this an act of disrespect or merely a vigorous disagreement with your direction or your ideas? 3. If your favorite employee did the same thing, would you brand it as disrespectful? 4. Are you responding to the impropriety of the behavior and its impact on morale and productivity or are you feeling entitled to special treatment? 5. If an independent panel of observers saw the behavior, would they brand it as disrespectful? 6. Has the behavior jeopardized your credibility with other employees, coworkers, or customers? 7. Is the behavior negatively affecting other team members? 8. Is this employee's behavior a recurring pattern? 9. When you talk with the employee, can you respond from your head (rationally and objectively) and not your stomach (irrationally and emotionally)? (12, 76)

Choose Your honest answers to #1-5 tell you whether and how to confront the employee. Your intensity will be determined by the answers to #6-8. Be guided by #9 when you confront the employee. If the employee has been disrespectful in the past, suspension or termination may be warranted. For a first infraction, insist on a commitment that it won't happen again.

Track

If more than one employee has acted disrespectfully, take a hard look at how your leadership behavior might be bringing it on. Employee Accountability Solutions

73

A lot of molehills become mountains when someone adds a little dirt. —AWMUVmWWN

£1. Should I confront rumor$ About inaffrofriAte emfloyee behavior? If only formal company policies could be communicated as quickly and widely as rumors! The swiftness and efficiency of rumors constitute their destructive power. Do the following conditions describe rumors that have come to your attention?

Analyze the Situation

1. The rumors negatively affect productivity, 2. Those who report to that employee are losing respect for their boss. 3. Coworkers won't collaborate with the employee. 4. An increasing number of employees are approaching you to discuss "what they have been hearing." 5. Employees are asking you to take action regarding the rumored behavior. 6. Employees are criticizing you for not taking action. 7. Family members or others in the community who are affected by the rumors are asking for action. 8. The alleged behavior violates company policy or is at variance with one of the company's shared values. 9. The alleged behavior would be an embarrassment to the company if it were leaked to the media. 10. Customers are asking if the rumors are true. 11. The rumors are diverting management's attention away from its business of running the company.

Choose

Any one of the conditions above can be sufficient reason to investigate the rumors, especially #7-11. Any two represent a mandate for action. If three or more are true, how could you have waited so long? Track If the rumors are true, you'll need to coach, counsel, suspend, or terminate the employee. If the rumors are false, reveal the results of your investigation to those who need to know. Employee Accountability Solutions

75

The apparel oft proclaims the man. —WILLIAM iMKJEWM Ri

£2. How can I make cafml $n$$ A winninj frofofition for M? Many companies provide dress-down days as an employee benefit. Unfortunately the phrase "casual dress," like the word "beauty," is in the eye of the beholder. If you don't set standards, "casual dress" may backfire on you.

Analyze Your Answers to These Questions

1. Do you have a formal, written policy defining "casual"? 2. Does the policy give specific examples of what is and is not appropriate? 3. Does the policy address the varied needs of both sexes? (57) 4. Does the policy cover accessories such as jewelry and watches? 5. Does the policy tell employees how to dress when meeting with external customers who may be in business attire? 6. Is the policy nondiscriminatory? 7. For employees working in hazardous areas, does the policy conform to government regulations for protective gear? 8. Have you communicated the policy to all employees? 9. Do you communicate this policy to job candidates before you make job offers? 10. Do you coach, counsel, or reprimand employees who violate the policy? 11. Are managers impeccable role models of the dress you expect from employees?

Choose

If you answered "no" to #1, the remaining questions are moot. If you don't have a policy, convene a team of diverse employees to draft it. Make certain your policy is thorough (#2-5), appropriate (#6-7), communicated (#8-9), and adhered to (#10-11.) Track Fashions evolve over time. Revisit the policy periodically to ensure that it remains enforceable and reasonable. Employee Accountability Solutions

77

Bathe twice a day to be really dean, once a day to be passably clean, and once a week to avoid being a public menace. —AMTHiWWtf&*

££. Whatfhoulb I do About an emfloyee with aferf&nal hyjienefroblem? Don't wait one day longer than necessary to speak to a "public menace." Otherwise you'll alienate your staff and be most unfair to the menace,

Analyze Your Response

1. I'll do it in private without tipping other employees off. 2. I'll overcome my embarrassment and discomfort to make the discussion as matter-of-fact as it can be. 3. I'll approach the problem as an opportunity to create improved working conditions and to counsel an employee who is probably oblivious to the problem. 4. I'll begin by telling the employee that I have a suggestion for improving his or her ability to function effectively as a member of the team. 5. I'll say that I have noticed a body odor that may reach the stage of offending other team members if not addressed immediately, 6. We'll jointly discuss possible root causes of the problem. 7. I'll offer suggestions for possible solutions to the problem. 8. If the problem might be medically related, I'll suggest consultation with a physician. 9. If the problem is financially related, I'll direct the person to whatever aid might be available. 10, If the employee is non-native-born and unaware of our customs, I'll describe cultural expectations regarding personal hygiene.

Choose

Actions #1 and #10 are essential. Actions #4-7 outline a particular strategy. You may want to alter it to fit your specific situation. Track Be prepared with lots of support for the embarrassment the employee is likely to experience. Monitor and encourage the employee's progress. Employee Accountability Solutions

79

Whiskey, I like it, I always did, and that is the reason I never use it. —ff Wf IMA K.OZERTE. iff

%4r. Whatfkoulb I bo About an emfloyee with a, $ub$tmce abu$e froblem? Some people relieve their mounting pressures with exercise, hobbies, and relaxation. Others resort to drugs and alcohol.

Analyze Your Response

1. I'll intervene the moment I have documented evidence of a decline in performance. 2. At the first sign of physical or psychological impairment, I'll remove the employee from the work area and notify my boss or our human resources office. 3. If the employee is not fit for work, I'll make sure that he or she arrives home safely. 4. If our company has an EAP (Employee Assistance Program), I'll refer the employee for professional counseling. 5. If our company does not have an EAP, I'll recommend outside professional counseling. 6. When the employee returns to work, I'll present specific examples of the performance deficiencies to be corrected, I'll emphasize the severity of the problem. 7. I'll play the role of coach and referee, not psychologist or counselor. 8. I'll establish a date by which the employee's performance needs to return to an acceptable level. 9. I'll establish consequences (termination, suspension, or demotion) if performance fails to improve. (26)

Choose

These responses are vital. Make sure you perform every one of them. If your company does not have an EAP (#4), maintain a list of approved substance abuse programs in your area. 7 rack Don't let your empathy and compassion for the employee cloud your judgment or weaken your resolve. Through your behavior, send the message that any employee with a substance abuse problem has only two alternatives; to get better or to get out. Employee Accountability Solutions

81

He has the right to criticize who has the heart to help. —ABRAHAM LINCOLN

£5. How $houl$ I $i$cu$$ foor performance durinj a performance affmifal? Do you have the ability and the heart to use performance reviews to improve performance rather than merely critique faults?

Analyze Your Performance Reviews

1. Have you set aside a block of uninterrupted time (thirty to sixty minutes) to conduct the appraisal? 2. Is your goal to improve performance rather than extract vengeance, vent your anger, or belittle the employee? 3. Have you documented the poor performance? Will you offer specific examples? 4. Are the performance expectations that you claim are not being met applied fairly across all team members? 5. Will you ask the employee as many questions as you make statements? Will you listen to the answers? 6. Will you encourage the employee to ask questions? 7. Will you focus on what the employee needs to do better, rather than on what the employee has been doing wrong? 8. Will you divert the employee's focus away from the numerical ratings in the appraisal system in favor of a focus on positive improvements? 9. Will you concentrate on the behavior you need rather than on the underlying attitudes, which are none of your business? 10, Will you share with the employee the lessons you've learned from your experience?

Choose

Improve your appraisals by practicing the points above that you cannot now answer with a "yes," 7 rack Make a date with the employee for follow-up and set a deadline for performance improvement. Employee Accountability Solutions

83

Don't judge any man until you have walked two moons in his moccasins. —AMERICAN INDIAN $AYIN$

££. Wk&ttkoM I h with & nonferforminj emftoyee? One of the greatest challenges of leadership is to motivate the employee who's not getting the work done.

Analyze the Situation

1. Have you stated, in writing, your expectations? (17—22) 2. Do you apply your expectations to all employees equally? 3. Has the employee acknowledged a full understanding of your expectations? 4. Have you told the employee that he or she is failing to meet your expectations? 5. Has the employee confirmed, that he or she is failing to meet your expectations? 6. Have you told the employee precisely what he or she must do to meet your expectations? 7. Have you established deadlines for improvement? 8. Have you established consequences for failing to meet those deadlines? 9. Have you kept a written record of all performance counseling sessions with the employee? 10. Is this one of only a few of your employees who's not performing up to standard?

Choose

If you cannot answer each question affirmatively, start working on the "no's" or "not completely's" right away. If #10 gets a no, one of three causes is probable. You may not practice the other nine behaviors, you may not be hiring good people, or the organizational culture may be negative.

Track

For each nonperforming employee draft a one-page letter of agreement specifying the expectations that are not being met; the detailed evidence (performance) you need to see in order to proclaim that the expectations have been met; and deadlines for completion. Schedule interim coaching and progress reporting. Employee Accountability Solutions

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CHAPTERS

EMPLOYEE EMPOWERMENT SOLUTIONS

Good enough never is, —vemmw

£7- How can I jetfeofle to focuf on continuous imfronment? Today's competitive world leaves you no choice but to push for excellence, total quality, and continuous improvement.

Analyze Your Answers to These Questions 1. Do you preach continuous improvement continually? 2. Have you presented continuous improvement to your team as a shared value? (54) 3. Have you given your employees clear statements of your precise expectations for continuous improvement? 4. Do you repeatedly strive for higher goals in your work? (8, 71) 5. Do you admit your mistakes and deal effectively with criticism you receive on your self-improvement journey? 6. Do you reward new ideas and efforts to make things better or to do them faster? 7. Do you provide people with higher levels of responsibility in order to increase their commitment to quality? (3,53) 8. Do you set up inter-team competitions and reward those who improve the most? 9. Do you reveal to employees the financial impact of their work on the bottom line? 10. Do you connect employees closely to the customer so that they'll know the direct impact of their work on customer satisfaction?

Choose Which of these three basic continuous improvement strategies do you not emphasize as strongly as you need to? Have you put the idea before your employees persuasively (#1-3)? Do they see continuous improvement in your own behavior (#4 and #5)? Do you support continuous improvement directly and fully (#6-10)? Track Embed continuous improvement into your work culture by emphasizing it in your performance appraisal process. Employee Empowerment Solutions

89

Money will buy a pretty good dog, but it won't buy the wag of his tail —JMHSIUINff

Z$. Have I created a positive work climate for my team? Your leadership behavior, far more than the salaries you pay, determines how people feel about their jobs. Have you created and nurtured a climate where people are enthusiastic about contributing to a team effort?

nf nalyze Your Answers to These Questions 1. Do team members reach out to help each other? 2. Do team members get along well with each other? 3. Do team members willingly take on increased responsibility? 4. Do team members turn out high quality work? (20) 5. Do team members respond well to the call for continuous improvement? (37) 6. Do team members take change in stride? 7. Do team members treat customers royally? (22) 8. Do individual team members feel ownership for team results? 9. Are team members a reliable source of good ideas? (24) 10. Are team members willing to disagree with you? 11. Do team members willingly give you bad news? (24) 12. Is attendance high at social gatherings? 13. Is participation high in the giving of time and money to community causes (e.g., United Way, Muscular Dystrophy Association, and Habitat for Humanity)?

£hoose

If you can answer "yes" to every one of these questions you are the envy of just about every supervisor we've ever met. If you can answer "yes" to ten or more of the questions, you've done a good job of establishing a positive work climate.

Track Get to work on turning around working conditions so that you can answer all of the above questions with a resounding "yes." Use the other solutions in this chapter and the next. Employee Empowerment Solutions

91

You can employ men and hire hands to work for you, but you will have to win their hearts to have them work with you. —MUMMJ. H. MiUHiH

£9. How do we make thif a jreatflace to work? Each year Fortune publishes a report on the 100 best companies to work for in America. The employee-benefit strategies on this list are inspired by the reports of the last few years. Which of these perks, in addition to good pay and traditional fringe benefits, will appeal to your employees?

Analyze These Perks and Benefits 1, Casual dress every day (32) 2, Subsidized cafeteria or free breakfasts 3, Deeply discounted company products and services 4, On-site haircuts, shoe repair, banking services, travel, services, and concierge services 5, Exercise facilities and programs 6, On-site child care or elder care 7, Adoption aid 8, Relocation services and home-purchasing assistance 9, College planning assistance or tuition reimbursement 10. Stock options for all 11. Extensive training (forty or more hours per year) and educational sabbaticals (unpaid) (46) 12. Mentoring program 13. Psychological and financial counseling 14. Flextime

Choose Decide what budget you can allocate to improving employee benefits. Convene a focus group of employees to compose a program that fits within the budget.

Track Each year replace the least used perks with ones that have been newly recommended by employees.

Employee Empowerment Solutions

93

Far and away the best prize that life offers is the chance to work hard at work worth doing. -JMSeWREmfiYStT

tyQ. How can I jet emfloyeef to be frou$ to work here.2 One of the best ways to hang on to good employees is to make them feel proud of their employer. Have you earned your employees' admiration?

A nalyze Your Company

1. The quality of our products and services is unrivaled in the industry. 2. Our competitors are constantly seeking to emulate us. 3. We consistently meet yearly performance goals. (45) 4. Our performance—growth rate, profitability, and other measures—consistently beats the competition.. 5. We are the innovation leaders in our industry. 6. Our salaries and fringe benefits packages are the envy of the industry. 7. We share the wealth created by the company through employee stock options, bonus plans, or profit sharing. (47) 8. We operate our business with a core set of principles that reinforce morality and ethics. (17, 54) 9. We support charitable and philanthropic causes. 10. We give back to our community and provide our employees with time to do the same, 11. Our work climate enables employees to meet performance goals while satisfying their personal needs as caregivers and family members.

Choose Ask employees to assess the company on these eleven dimensions. Their scores will reveal how you can do an even better job of building pride and generating loyalty.

Track Establish a company-wide task force charged with suggesting ways to increase employee pride. Get top management's commitment to respond positively to the task force's recommendations. (See Lists #39 and #41 for more ideas.) Employee Empowerment Solutions

95

Real generosity to the future lies in giving all to the present. —ALttKJCAMUl

W. How can I jain employee commitment if I can't fromife job security? People will give you their best even though you cannot guarantee lifetime employment if you only give them, reason to.

Analyze Your Company's Culture and Your Leadership 1. We have an exciting, inspiring, and ambitious vision. 2. Our actions extend beyond fulfilling corporate goals to supporting ethical, moral, and societal values. 3. Recruits are told honestly about future uncertainties. 4. Financial rewards reflect employee performance. (47,59) 5. We ask employees for their ideas; we listen to them; and we implement them where appropriate. We even pay for the best ideas. (24) 6. We share profits with our employees. 7. We engage in open-book management. We reveal the economics of our firm to employees. 8. We give state-of-the-art training. (46) 9. We provide challenging job opportunities so that employees can grow and develop. 10. We help employees plan their careers. 11. We treat employees with dignity and respect. 12. We help employees balance their commitment to their work and their personal lives.

Choose

Ask employees how important these strategies are to their continued commitment toward your company, as well as how well they think you're doing in implementing these strategies. Take those actions that meet these three criteria: (1) actions that employees say they want; (2) actions that employees claim aren't happening; and (3) actions you're able and willing to take.

Track If your best and brightest are leaving, conduct exit interviews. Find out why your good people are deserting your ship, and then plug the holes. Employee Empowerment Solutions

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The future is like heaven — everyone exalts it but no one wants to go there now. —JAMEttALWIN

42. How can I reduce emfloyee refinance to chanje? The last time you engineered change did you handle it well?

A nalyze Your Change-Management Behaviors

1. We shared the vision behind the change—what we hoped to accomplish—with our employees. (70) 2. Employees were so well connected to customers and other forces outside the company that the change did not surprise them. 3. We involved employees up front in deciding on the change and designing its implementation, 4. We explained the change fully and honestly to employees so that they knew exactly how it would affect them. 5. We anticipated the threat employees would feel and the danger they would see, 6. We encouraged employees to express their fears. We listened and issued information that overcame the fears. 7. We demonstrated to our employees the benefits that would arise from the change. We included as many direct benefits for them as possible. 8. We demonstrated our commitment to the change by giving employees the time, resources, and training needed to pull it off. 9. We in management walked the talk of the change. (8, 71) 10. We remained open to employee ideas for improvements throughout implementation. (24)

Choose Ask employees to use the following scale to rate a recent change on each of the items listed above: 5—strongly agree; 4—agree; 3—unsure; 2—disagree; 1—strongly disagree. Make immediate adjustments, as possible. /rack Use the above list as a change checklist the next time around.

Employee Empowerment Solutions

99

The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.

—JHS0MRB mam?

4£. Am I muromanAjinj? Do you practice Teddy Roosevelt's advice, or do you watch over your employees too closely?

A nalyze Your Answers to These Questions

\. Do you question the ability of the people who report to you? 2. Are you feeling under intense pressure to achieve excellence? 3. Do you have misgivings about your ability to lead? (69) 4. Do you believe that if you want something done right you need to do it yourself? 5. Do you insist that employees consult with you before taking unplanned actions or before responding to nonroutine situations? 6. Do you find yourself second-guessing the decisions your employees make? 7. Do your people show an unwillingness to take risks? 8. Do your people hesitate to accept responsibility and to run with the discretion that you give them? 9. Do your people complain of not growing on the job or of encountering insufficient challenges? 10, Do superiors, peers, or subordinates accuse you of micromanaging?

Wioose

If you're guilty of any of the first four attitudes and behaviors on the list, you have a tendency to manage too closely. The remaining items provide more direct evidence of a meddling leadership style. If more than two or three of these are true, you need to provide greater empowerment to your employees.

/rack

Once you decide to become less controlling, get ideas from employees about how to do it. You might ask them this question; "What's one thing I can change in my leadership style to help you be more effective?"

Employee Empowerment Solutions

101

If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.

—ANnm PS Mim>exvr£w

44. How can I increase creativity on the team? The manager who complains about a shortage of innovative ideas may be the manager who labels innovative thinkers as cranks. Do you attract innovation or repel it? Analyze Your Behavior 1. I'm open to ideas and opinions that differ from mine. (13) 2. I challenge my people to think about new and different ways to improve our products and services. 3. I reward people and teams whose creative ideas improve our products or services. 4. I support training programs that teach creativity. 5. I support continuous learning through seminars, guest speakers, management book clubs, and any other strategies for systematically acquiring new information. 6. I support cultural diversity on my team. (57) 7. I create a working environment that is fun. (39, 40) 8. I create a working environment and operating systems that foster open communication and information sharing. 9. I set aside funds for ideas that might require developmental support. 10. I'm careful not to squelch employee ideas by passing judgment or being critical too quickly. (13,24) 11. I benchmark our operations against best practices both within our industry and outside of it.

Choose

Ask your team which three of these behaviors characterize you the best and which three are the least characteristic of your leadership. Get their suggestions for what you should do differently. 7 rack Consider writing a set of performance expectations for creativity and innovation. Share these expectations with employees and lead a lively discussion of this vital concept. Impress job candidates with the importance of out-of-the-box thinking. Employee Empowerment Solutions

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Ah, but a man's reach should exceed his grasp. Or what's a heaven for? —K.OtEK.T$K.OWNIN
45. Am I $ettinj joalt that are both motivatinj and attainable? The goals targeted for your employees should be high enough to stretch performance without being so high that they frustrate,

Analyze Team Goals of the Past Two Years

1, Has your team achieved more than 75 percent of its goals? 2, Do you get your people to help you set team goals or do you set them yourself and merely announce them? (60) 3, Do team goals have the effect of pushing team members beyond their comfort zones? 4, Will the achievement of its goals cause your team to beat the competition? 5, Does your team get excited about its goals, or does it complain about them? 6, Do you plan next year's goals in light of team capabilities, the competition, and economic trends, or do you simply dictate an automatic, arbitrary increase in productivity (e.g., 15 percent)? 7, Do you get your team to analyze and to make plans to overcome the constraining forces it faces in achieving its goals? 8, Do goals take into account what the team cannot control? 9, Do you provide the resources necessary to achieve team goals? 10. Is the team rewarded when they meet or exceed goals? (47) 11. Do you actively train, coach, and mentor your team to help them achieve their goals? (35, 36)

Choose At least seven of these conditions, plus #9, should be true. If all eleven ring true, you are among the best goal-setting managers we know. Track Don't rely totally on a self-assessment of your goal setting. Ask your team to help you rate the presence of these conditions. Employee Empowerment Solutions

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Don't worry that employees you train will decide to learn. Worry that the ones you don't train will decide to stay. —AUTHOR UNKNOWN

$6. How can I imfrove the return on investment in tr&ininj? Are you getting the highest return on your training dollar?

A nalyze Your Approach toing Train

1. I mentor employees on their career paths and give them the training they need to negotiate those paths. (92) 2. Our corporate culture is such that when you are scheduled for training, that is where you belong, regardless of the operational urgency of the day. 3. I establish a plan together with my employees for their professional development, 4. Each training plan is based on the results of periodic performance appraisals. 5. Before employees attend training, I ask them this question: How will attendance in this program add value to you and the company? 6. We design and select training that emphasizes application and transfer of learning to the workplace, 7. Within forty-eight hours of training, participants are expected to meet with me to discuss what they learned as well as three new competencies they'll exhibit, 8. Within one week of training, employees are expected to declare how they'll share their new learning with colleagues—whether through a written report, over a brown-bag lunch, or in a formal training session.

Choose

Rate your adherence to these approaches to training and development with the following scale: 5—strongly agree; 4—agree; 3—unsure; 2—disagree; 1—strongly disagree. Start correcting your faults by changing the lowest scored items. Track Build further accountability into training by tying its completion to merit increases and promotions. Employee Empowerment Solutions

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Some people's money is merited And other people's is inherited. —0
^7- Zkmlb we fay for ferform&nce? What criteria must a merit-pay strategy meet in order to have a positive impact on employee achievement?

A nalyze These Criteria in Your Company \. Making more money must be a highly desirable goal of employees in the program, 2. Overall salary level must already be competitive in the industry, 3. You need a fair and valid yardstick to measure the relative contribution of employees. 4. Employees should not become so consumed with maximizing whatever performance measures you use that the long-term value of their work suffers. 5. Employees need clear and specific feedback demonstrating that their compensation is increasing in direct response to the quality of their performance. 6. Achieving performance goals that result in better pay must be within an employee's control. 7. Merit pay must be generous enough so that employees believe that their increased effort was justified by the size of their financial reward. 8. Reward unsung heroes. Recognize the support-staff members who make obvious heroes look good. 9. Reward teams. Merit pay given to teams may have an even greater impact on the bottom line than merit pay given to individuals, since it encourages people to work together. (53, 57)

Choose Don't implement pay for performance unless #1-7 on the list are fulfilled, by your proposed system. The last two criteria are good "icing" ideas to put on your merit pay "cake."

Track One year after implementation, assess how well the system is working. Is it improving performance? If not, use this list to discover why merit pay isn't making people more meritorious, Employee Empowerment Solutions

109

The question "Who ought to be boss?" is like asking "Who ought to be tenor in the quartet?" Obviously, the man who can sing tenor, —tffWRyWRJ?

4-8. Who are the be$t unM&tet to become $ufervi$or? Who among your current employees shows the most promise for promotion to the supervisor level?

Analyze These Criteria for Supervisory Success

1. Able to look beyond the welfare of the team to the good of the entire company. 2. Thinks like a manager rather than like an hourly employee, 3. Sees job contribution in terms of accomplishment rather than hours expended. 4. Can give up the "doing" part of the old job to focus on the "leading" part of the new one. 5. Willing to delegate responsibility. (3,4) 6. Accepts that many followers will not have the same energy, dedication, and ability as the supervisor, and doesn't expect any more out of them than they can give. 7. Can give direction to people who were equals before the promotion. 8. Can delegate the "dirty work" without feeling guilty. 9. Can handle no longer being "one of the guys" or "one of the gals." 10. Can handle the potshots from employees who are jealous of the promotion or who don't understand why the new supervisor no longer acts like one of them. 11. Has confidence in his or her ability to lead others.

Choose Don't make the mistake of promoting employees into supervision just because they are excellent "doers." Favor candidates who demonstrate the ability to exhibit the above behaviors. 7 rack Stand by to coach, mentor, and counsel your new supervisors. Send them off for at least three days of training in leadership within three months of appointing them. Continue to groom other employees for future leadership opportunities. Employee Empowerment Solutions

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CHAPTER 6

TEAMWORK

SOLUTIONS

Outlawing all atomic weapons would be a magnificent gesture. However, it should be remembered that Gettysburg had a local ordinance forbidding the discharge of firearms. —HOMEKP.UNtf

f9. What can I fa to head off conflict on my team? You want a minimum of strife among your employees. What are the best ways to keep the peace?

A nalyze These Alternatives 1. Give your team training that emphasizes the value of working with people of different backgrounds and perspectives. (57) 2. Don't let your employees battle over scarce resources; give them what they need to meet your expectations. 3. Don't foster head-to-head competition; where it's unavoidable, keep it from becoming destructive. 4. When disagreements erupt, address them directly before they escalate into wars. (50, 51) 5. Give employees a clear vision of the future that you want them to work together to create. (70) 6. Provide clear, coordinated job descriptions that leave no question about who's responsible for what. (25) 7. Make your performance-quality requirements clear; leave no question about the excellence you expect. (20) 8. Make your teamwork expectations explicit; leave no question about the collaboration required. (18) 9. Provide your employees with team training. 10. Empower the team to make decisions that affect them directly; trust them with choices you might normally make yourself. (53, 60)

Choose As few as three or four of these actions—the right ones—will head off much of the dissension on your team. Your experience with your team will tell you which they are.

/rack A little conflict is a good thing. It energizes people and keeps them on their toes. Don't take these actions to an extreme that dampens spontaneity and creativity on your team. Teamwork Solutions

115

The lion and the lamb may lie down together, but the lamb won't get much sleep. —WOOPy ALLEN

SO. When fkoulb I referee A conflict between two emfloyeef? You'll want to arbitrate certain disagreements between employees and leave others alone. When should you act?

A rtalyze the Situation 1. The conflict is out in the open for all to see. 2. The conflict is affecting the employees' individual job performance. 3. The conflict prevents employees from communicating and collaborating. 4. Other team members are taking sides in the conflict. 5. Overall teamwork is suffering. 6. The conflict negatively affects customers. 7. The conflict distracts my attention from more important job responsibilities. 8. I have remained objective and not taken sides. 9. I can remain calm, cool, and collected during a conflict resolution session. (12, 76) 10. I'm prepared and in a position to enforce assertive action if necessary. 11. I have credibility with both combatants. 12. Each person appears willing to make a good-faith effort to work toward a resolution.

Choose Any of conditions #1-7 are sufficient reasons to act. Conditions #8-11 need to be met in order for you to be the appropriate facilitator. Without condition #12 the only realistic alternative may be to separate the two employees,

Track Turn to List # 51 for a strategy that will help you decide if the conflict is resolvable. If you referee the conflict yourself, do it in a private place with enough time set aside to do a thorough job. Tell the employees that they will leave your office with a mutually-agreed-upon resolution or you will resolve it. Teamwork Solutions

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I hold it that a little rebellion now and then is a good thing.

—jHmMjBm*MN

57. Wkatfhmlt I fa About two battling emfloyeet? When conflict breaks out between two team members, what are your choices? Analyze These Options If reconciliation appears unlikely . . . .

1. don't confront the employees if you believe that airing their issues will make matters worse. 2. separate them by reassigning, promoting, or firing one of them. 3, appoint a third employee to act as a buffer to effect the coordination that must occur between them. 4, lay down the law. Insist upon cooperation, if not respectful treatment, under threat of consequences. If reconciliation appears possible.... 1. point out what they will each gain through cooperation. 2. in a meeting among the three of you, have them admit three things they've been doing to contribute to the conflict 3. in a meeting among the three of you, have them state exactly what they need in order to resolve matters. 4. in a meeting among the three of you, have each person pledge to take three actions to improve the relationship. 5. have them meet by themselves with the requirement to emerge either with a solution you can approve or with a compelling argument about why they can't achieve a solution. Choose Using your knowledge of the employees and of their willingness to reconcile their differences, package some of these actions into a strategy that will achieve your conflict resolution goals. Track Consider bringing in a neutral third party—perhaps a professional facilitator—to help implement your strategy. Teamwork Solutions

119

Snow/lakes are one of nature's most fragile things, but just look at what they can do when they stick together. —rf*?4 M. x£uy

52. Po we need to imreate our team'f effectiveneff? The great promise of teamwork is that it enables a group to solve problems better than they could as individuals. Is this promise being fulfilled on your team?

Analyze These Symptoms

1. Members don't share a common vision that has them all headed in the same direction. (70) 2. Members don't trust each other's motives and intent. 3. Members don't share their ideas, opinions, and feelings openly and honestly. 4. Members don't listen to each other. (13,19) 5. Member won't challenge each other's assertions and assumptions. 6. When members challenge each other's assertions and assumptions, they do so through personal attacks. 7. Members don't treat each other with courtesy and respect. (17) 8. When the team makes decisions, members fail to support those decisions uniformly. 9. Members don't give each other the information or the other resources they need to do their jobs. 10. Members aren't fully accountable to each other. 11. Members are more concerned about their special interests than the welfare of the team.

Choose Have team members rate these behaviors on a five-point scale (5—strongly agree; 4.—agree; 3—unsure; 2—disagree; 1— strongly disagree). Flag those that score higher than 3, Track Lead team members through an analysis of the negative factors causing certain of the symptoms to be so prevalent. Work with them to devise action steps to overcome the negative factors and to strengthen the team. Teamwork Solutions

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A community is like a ship; everyone ought to be prepared to take the helm. —neNmim

5£. Zh&ulb I form Hlf-$irecte$ teamf? Self-directed teams receive no direct supervision. They are trained, and given specific expectations for the quality and quantity of their work. They decide how they will combine their knowledge, experience, and energy to meet the expectations.

Analyze These Reasons for Self-Directed Teams 1. Upper management wants to give employees greater emotional ownership for the tasks they perform. 2. Upper management is willing to relinquish day-to-day control and to trust the team to make decisions. 3. Upper management is willing to provide the team with the resources it needs to meet expectations. 4. The team will be trained to function without direct supervision. 5. Team members are highly motivated to take control of their work. 6. Team members respect and trust each other. 7. Team members are committed equally to the success of the team and to the success of the larger organization, 8. Team members are eager to assume greater responsibility and accountability for their performance. 9. Team members are willing to have their merit pay at least partially determined by the work of the entire team rather than by their individual merit alone. 10. Team members are willing to provide each other with the performance evaluations formerly provided by upper management.

Choose All factors above are crucial to the success of self-directed teams. The first seven are vital. Without any one of them, self-directed teams are as likely to fail as to succeed.

Track Monitor newly formed (or newly self-directed) teams closely. Remain alert for signs that management and employees are not fulfilling the necessary conditions for success. Teamwork Solutions

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Man's chief purpose ... is the creation and preservation of values; that is what gives meaning to our civilization, and the participation in this is what gives significance, ultimately, to the individual human life. —t£m$MVMMM

5f. What should ourfkared value* be? The best organizations are driven by shared values that are well understood and widely accepted by employees.

A nalyze These Shared Values \. Accountability 2. Character 3. Client Focus / Customer Intimacy (22) 4. Communication (19) 5. Community Service 6. Continuous Improvement 7. Creativity/Innovation 8. Cutting-Edge Technology 9. Education/Knowledge/Diversity (57) 10. Employee Empowerment/People 11. Excellence/Precision/Quality (20) 12. Financial Success/Growth 13. Integrity/Honesty/Ethical Behavior (17) 14. Leadership (21) 15. Personal Responsibility 16. Positive Work Ethic 17. Productivity 18. Safety

19. Shareholder Value 20. Stewardship 21. Team work (18)

Choose Have a task force of employees select three to seven shared values that best describe your organization. The more employees you involve, the more buy-in employees will have to the chosen values.

Track

For each shared value, have the task force write performance expectations that will apply to all employees. Use the resulting document to reveal your identity to job candidates, employees, customers, partners, suppliers, and investors. Teamwork Solutions

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No member of a crew is praised for the rugged individuality of Ms rowing. —RALPH WAWQEMEKJON

55. What can I fa about an employee who'f not a team flayer? The success of your team depends on members pulling together. What if one of your team members demonstrates the worst qualities of a Lone Ranger?

Analyze These Alternatives

1. Emphasize the need for team play to all. 2. Give employees a clear definition of teamwork, including unequivocal performance expectations. (18) 3. Tie individual rewards to team play, (47,59) 4. Tell the Lone Ranger how well he or she meets your expectations for teamwork. State the behavior there needs to be more of, or less of. 5. Send the Lone Ranger to a teamwork seminar to return with a plan for improved performance. 6. Take the entire group on a team-building retreat conducted by a qualified professional. 7. Assign the Lone Ranger to research books and magazine articles on teamwork and to prepare a report on the best application of teamwork to your work setting. 8. Stick the Lone Ranger in a work situation where his or her success, and even pay, depends on cooperation with others. 9. Give the Lone Ranger greater responsibility, and thereby hopefully more ownership, for the success of the team. 10. Put the Lone Ranger on probation or impose other consequences until he or she at least minimally fulfills your teamwork expectations. (36)

Choose Depending on the particular Lone Ranger troubling you, apply the appropriate combination of these ideas.

Track Don't tolerate a lack of team play. Once this behavior spreads to the entire team, the disease may become incurable. Teamwork Solutions

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A company's business would increase 50% if you cleared the conference room of chairs. —W. f. HENEfHAN

£6. How h I m&ke our meeting more f reductive? There is a good reason people joke about the time wasted in meetings—if they didn't joke they would probably cry.

A nalyze the Meeting Leadership Roles You Play 1. I'm a "travel agent" issuing a written agenda before the meeting that states exactly where we're headed. 2. I'm an "attorney" making sure we give each other clear expectations of appropriate behavior. 3. I'm a "supplier" seeing that we have necessary a/v, materials, and refreshments on hand at the start. 4. I'm a "judge" clearing up misunderstandings. 5. I'm a "conductor" striving to keep the meeting on track and moving ahead. 6. I'm a "traffic cop" regulating the flow of information and making sure people listen to each other. 7. I'm a "reporter" summarizing what we've decided and what we still have ahead of us to accomplish. 8. I'm a "referee" pointing out instances where group members digress from the agenda. 9. I'm a "physician" diagnosing our strengths and weaknesses and recommending cures. 10. I'm a "score keeper" at the end, telling the group how well we accomplished the stated objectives in the agenda. 11. I'm a "coach" both at the end of and during the meeting, as appropriate, reprimanding, praising, or counseling participants regarding their efforts.

Wioose Ask team members which of the vital roles you need to play more effectively. Work on the two or three you're convinced will improve your meetings the most.

Track As you feel comfortable, encourage team members to step in themselves to perform the functions of some of the roles. Teamwork Solutions

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E pluribus unum (From many, one) —INMKirFIQNW V.%. CVKtMNCy

$7. Are we takinj advantage oftiverfity? Does your team make good use of those employees whose demographics (ethnicity, gender, background, education, or age) are different than the majority of its membership? Analyze Yourself and Your Company 1. Do your employees see you acting comfortably around employees with nontraditional detnographics?( 71) 2. Do employees with nontraditional demographics give evidence that they feel comfortable around you? 3. Do employees with nontraditional demographics report that their differences are respected? 4. Do you actively solicit the opinions, feelings, and suggestions of all employees, regardless of demographics? 5. Do you receive a relatively equal amount of opinions, feelings, and suggestions from all employees? 6. Does your company hire and promote in such a way that employee diversity reflects the diversity of society? (62) 7. Do your company's social activities reflect diversity? 8. Do your company's fringe benefits reflect diversity? 9. Do you discipline employees who engage in demeaning or prejudicial behavior toward others? 10. Does your company maintain a committee charged with improving the working climate for all employees?

Choose A "yes" to the first two questions is needed for a positive response to diversity. Ask those employees in your company with nontraditional demographics to answer #3-9. The answers will tell you how to do a better job of leveraging diversity, 7 rack Head off the two common negative outcomes of a diversity initiative: (1) being charged with reverse discrimination by the majority and (2) an incorrect assumption by management that cultural sensitivity means relaxing performance standards. Teamwork Solutions

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Even when I went to the playground I never picked the best players. I picked the guys with less talent, but who were willing to work hard, who had the desire to be great, —iAUm "MA$tC»J6HNHM

5$. How io I make fart-timers fed fart of our team? Customers don't care whether the employees serving them work forty hours a week or four. Do you enable your part-time employees to produce the same quality as full-timers?

Analyze These Reasons for Self-Directed Teams 1. We recruit and select part-time employees with the same rigor that we apply to full-time employees. (61,62) 2. New part-timers receive a thorough orientation that includes an explanation of our corporate vision, our mission, and our shared values. 3. Part-time employees receive the training and support necessary to perform their jobs. 4. Part-timers have full access to the materials, equipment, and facilities they need to do their best work. 5. Part-timers receive pay and benefits equal to or better than the industry standard. 6. Our full-time employees treat part-timers well. (17,18) 7. Performance standards for part-timers are the same as for all. 8. We negotiate work schedules with part-timers in order to meet both their needs and our needs. 9. Part-timers have an opportunity to move into full-time employment if they perform well. 10. We invite part-timers to company-sponsored social functions. 11. We provide awards, bonuses, or other incentives for exemplary part-time employees.

Choose

Ask your part-timers to answer items #2—11. They'll tell you what you need to do differently. Track Conduct exit interviews with part-timers who leave voluntarily. They'll tell you how to do a better job, Teamwork Solutions

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When Babe Ruth was asked in 1930 how he felt about making more money than the president of the United States (Herbert Hoover), he replied, "I had a better year than he did."

5?. How do I reward $tnn while fromotinj teamwork? Successful companies push teamwork. Yet teams are composed of individuals, some of whom play a greater role in the team's success. Without special recognition these individuals may want to play on another team, but will singling them out hurt the team?

Analyze the Star and the Team 1. The star supports the team and isn't seen by others as a Lone Ranger. 2. The star excels with humility, not conceit. 3. The star serves as a willing coach to help other team members improve their performance. 4. The star's performance contributes to the overall success of the team. 5. The star isn't above following the rules set out for all. 6. Team members believe the star's rewards are based solely on performance, not friendship, politics, or some other criterion indicating bias. 7. Other team members acknowledge the role and importance of the star. 8. Other team members appreciate the star's presence. 9. Other team members root for the star. 10. The star is widely recognized beyond the team as an exceptionally valued employee. 11. None of the team players will be surprised by the star's recognition.

Choose To be in the best position to reward a star extraordinarily without hurting team morale, you should be able to agree with all eleven statements. The first six statements are the most essential.

Track The star's bonus should not diminish the compensation pool set aside for the team. Team members should never feel that they lose to the star. Teamwork Solutions

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CHAPTER 7

LEADERSHIP

SOLUTIONS

The pope and a peasant know more between them than the pope alone, —tJAUANfMVg*»

60. £houl$ I make thit facifim my$eif or involve my team? There are many reasons to involve others in decisions. Is it a smart move for you?

Analyze These Conditions

1. The decision affects team members directly. 2. It's important for the team to buy in to the decision, 3. The team has the knowledge and ability necessary to participate in the decision. 4. The team has good problem-solving skills. 5. The team is effective at resolving disagreement among its members. 6. You and your team share goals and values. (54) 7. You and your team share a vision for the future. 8. Team members believe that it is appropriate for them to participate in the decision. 9. Team members have confidence in each other and in themselves, 10. Team members feel as accountable as you do for the consequences of a decision, and thus they are as determined as you are to make a good one. (27) 11. You will genuinely welcome their ideas and give them full consideration.

Choose If #1 and #2 are true, make every effort to involve the team in the decision in some way. The more of the other conditions that apply, the stronger the case for involvement becomes. Track Involving others in a decision can range anywhere from simply consulting your team to turning the full responsibility for the decision over to team members. Make the precise involvement you desire clear to them at the outset to avoid confusion and hard feelings later. Leadership Solutions

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When you hire people who are smarter than you are, you prove you are smarter than they are. —U&MMfMMT

61- $houl$ I hire tkitferton? Employee selection decisions are among the most difficult a manager has to make. Not only is it easy to make a bad choice— the cost of making one can be enormous.

A nalyze Your Answers to These Questions 1. Does the candidate's personality match the culture of the organization? 2. Are the candidate's preferences, life choices, and personal priorities consistent with our shared values? 3. Is the candidate excited about life and his or her career? 4. Does the candidate appear to be teachable? 5. Is the candidate looking to make a contribution to a team effort rather than to shine as a lone star? 6. Does the candidate thwart your attempts to elicit criticism of his or her former boss/employer? 7. Is there strong evidence of character, moral fiber, and integrity in the candidate's history? 8. Did the candidate command respect from superiors, colleagues, and followers in his/her most recent job? 9. Does the candidate convince you that he or she intends to continue to grow and increase in competence? 10. Does the candidate's history and presence give evidence of effective interpersonal skills? 11. Does the candidate have a distinctive talent or ability that is particularly important for this job?

Choose Before you evaluate candidates, prioritize the criteria on this list for the particular job you are filling. Hire the candidate who fares best on the top five criteria.

Track Before offering the job to anyone, show finalists the performance expectations of the job. Learn more about their potential by having them identify three expectations on the list that they would have more difficulty fulfilling than the others.

Leadership Solutions

141

Here lies a man who knew how to enlist into his service people better than himself. —SmAritQfANPKeWC*KNi$lg

62. What Are the beft interview ^w$twnt? Answers to interview questions should be clear, well organized, and consistent with your vision and values. Analyze the Value of These Questions 1. Which of your past experiences is most relevant to this job? 2. What single strength of yours is most important for this job? 3. What were the weaknesses of your past supervisors? (Reject candidates who snipe at former bosses.) 4. What was your biggest disappointment in your last job? (Look for a willingness to accept responsibility.) 5. What two personal projects are you most proud of? What was your role in them? (Look for a proven track record.) 6. How, specifically, did you add value to your last position? What's being missed now that you're gone? 7. When we evaluate your performance, what relative emphasis should we place on your excellence as a [job title] versus your teamwork with other employees? (Look for the emphasis relevant to your company.) 8. What are your personal development priorities? (Look for an existing growth plan.) 9. What expectations do you have for your career in this company? (Look for ambition tempered by realism.) 10. What three leadership behaviors in your manager will you be counting on the most? (Look for a good fit with the manager.) Choose Guided by the successes and failures of past employees, use those questions that measure critical success factors for this job.

Track Respond to each answer with at least one follow-up question that probes for even richer information about the candidate. Leadership Solutions

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The only thing that walks back from the tomb with the mourners and refuses to be buried is the character of the man, —J. X. MILLER

62* Po I lead with integrity? Ask any group of employees what one quality they hope to find in their leaders. The most likely answer will be "integrity." Do these integrity-building behaviors characterize your leadership?

Analyze Your Behavior 1. I base my existence on an unshakable core of moral truth. 2. I refuse to compromise my core values and beliefs. 3. I walk my talk and practice what I preach; I do what I expect of others. (71) 4. I conform my behavior to company rules, policies, and procedures. (87) 5. My word is rny bond; I speak the truth. 6. I make only those promises I know I can fulfill. 7. I make no empty threats; I warn of negative consequences only with the fullest intent to impose them. 8. I admit my mistakes and wrongdoings. 9. Employees can trust that I always have their best interests (e.g., safety, health, and welfare) at heart. 10.1 strive not to let my personal feelings about people influence how I respond to them as employees. 11. Whenever I have something negative to say about someone, I say it privately to his or her face, not to others. 12. I am my employees' advocate and defender throughout the company. 13. One of my main goals is to help employees achieve their full potential. (39, 48) Choose What three items on this list do you not practice as consistently as you practice the other? Ask peers, superiors, or even subordinates to give you independent judgments,

Track What commitments will you make to increase the integrity with which you lead your employees?

Leadership Solutions

145

The curse which lies upon marriage is that too often the individuals are joined in their weakness rather than in their strength—each asking from the other instead of finding pleasure in giving, —HMONB Pi HAUVOIK.

64-. How un I make thit merjer & $uccef$? A merger of two teams, departments, or companies can be a marriage made in heaven or in hell. There are smart steps to take before you walk down the aisle,

A nalyze Your Merger Behavior

1. As soon as merger rumors started to circulate, we were honest with employees, answering their questions, 2. We negotiated a complete written agreement specifying the issues of ownership, authority, management structure, operations, marketing, assets, physical relocations, staff consolidations, personnel policies, and the like, 3. We trained our leadership in merger management. 4. We showed all employees the role they could play in the success of the merger. We asked, for their help. 5. We held "town hall" meetings and conducted gripe sessions to air employee fears, concerns, and resentment. 6. We moved the merger along as quickly as possible to minimize uncertainty and destabilization. 7. We re-recruited our best employees to make sure we hung on to them in this time of chaos. 8. We called on our biggest customers to reassure them that their needs would not get lost in the shuffle. 9. We continue to stay on top of progress. We move in with problem-solving interventions when squabbles erupt in the marriage. (50, 51)

Choose

Ask your merger management team to assess itself on these behaviors. Take action, on the three behaviors that the group agrees are not being addressed as well as the other six. Track Three months after a merger is announced, survey employees for their opinions about how it's going. Take action on what you hear. Leadership Solutions

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The ability to keep a cool head in an emergency, maintain poise in the midst of excitement, and refuse to be stampeded are true marks of leadership, —Jt SHANNON

65. Wk*t faultl h if

an emfloyee fayf, "Match thu offer or I'm tearing"? In a free and open market, people sell their labor to the highest bidder. Consider these options before you decide whether to register for the auction.

Analyze the Situation

1. I know the other offer is bona fide. 2. I believe the employee is seriously considering the offer and not just using it to pry more money from me. 3. I can afford to match the offer. 4. The employee has not received a significant pay increase recently. 5. It would cost as much to find an employee with comparable value as it would to match the offer. 6. This employee is crucial in achieving corporate goals. 7. This employee's departure will cause significant disruption in our workflow. 8. Finding a replacement of this employee's caliber would be difficult. 9. This employee has critical experience that would take a new employee a long time to duplicate. 10. If I match the offer and the employee stays, I won't hold a grudge. 11. If I match the offer, I'm prepared for visits from other employees with similar requests.

v-hoose Don't let your pride or bruised ego stand in the way of a smart business decision. If you affirm the majority of the statements above (especially #6-9), match the offer. I rack If other employees tell you about counteroffers, apply the same criteria to each decision. Leadership Solutions

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Time is but the stream I go a-fishing in. —mtiWVA ¥10 TMKiAU

66- Zkoulb I imfisment flextime? Should you "reengineer" the five-day, forty-hour week so that employees can work those same forty hours in a schedule more congruent with their lifestyle? Analyze Work Requiremen 1. Certain periods of our workday are less hectic and require fewer employees. 2. Projects assigned to the team can be accomplished without all team members on the job at the same time. 3. Some team members can work on projects independently. 4. Some tasks assigned to team members can be performed earlier in the day or later in the day. 5. If the workday were to extend beyond eight hours to ten or more hours, employee productivity and efficiency would not be impaired. 6. Customer service will not be compromised by flextime. 7. Flextime won't increase labor costs or other operating expenses. 8. We've lost valuable employees because we were not able to adapt to their preferred schedule. 9. Our most talented recruits are requesting flextime schedules. 6-hoose If you can't answer the first seven questions affirmatively—particularly #5-7—flextime may not work for you. Once employees begin to exert pressure (#8 and #9), you may need to find a way to make flextime happen despite its anticipated impact on productivity, service, and cost. I rack Once you opt for flextime, set up a pilot program for three or four months, tweaking schedules to make sure the program is fair to all and does not compromise team performance. Some companies find that flextime actually saves operating costs over the long haul, as well as improves productivity and customer service. Leadership Solutions

151

You can observe a lot just by watching. —J^f/PfRlM

67 .What's the bett way to M&WA

(mamje by WAnhrinj around)?

If you remain visible for the wrong reasons, employees will misread MBWA as MBSA (manage by snooping around).

Analyze Your Motives and MBWA Behavior 1. I believe in the importance of getting firsthand information from employees. 2. I believe in the need to remain accessible to employees and to demonstrate my concern and interest in their work. 3. I feel and look relaxed when I leave my office to MBWA. 4. When I MBWA, I convey the image of a coach, not a referee. 5. My agenda is to see, be seen, and listen. 6. I spend roughly equal, time with all employees and make my visits spontaneous and unplanned. 7. I use MBWA to catch people in the act of victory so that I can credit their achievements. 8. I talk with employees about their passions—whether family, hobbies, vacation, or sports. 9. I have employees show me how the real work of the company gets done. 10. I ask for suggestions to improve operations. 11. I am open and responsive to questions or concerns. (13)

Choose MBWA works when you are genuinely interested in employees and in their work and when they see you as there to listen. Have your team use the above criteria to rate you. One way to do this would be to ask them to identify three MBWA behaviors (#4-11) that they would like you to adopt more frequently.

Track MBWA sometimes requires follow-up. When you can't answer an employee's question on the spot, get back to him or her with an answer within forty-eight hours. Leadership Solutions

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After the game, the king and the pawn go into the same box. —ITALIAN FMVgRt

68. Zkoulb I fmatize with feefie I fufervi$e? Balance the need to maintain productivity with the need to be caring, friendly, and accessible. Analyze Your Off-the-Job Socializing 1. Does your corporate culture stress informality? 2. Did you once socialize with employees as a coworker before you became their supervisor? 3. Are families often invited to the company's social events? 4. Are social activities free of the heavy use of alcohol and of any use of illegal drugs? 5. Do you maintain good judgment once you start to loosen up? 6. Are social activities free of flirting and sexually suggestive behavior? 7. Will you be sure not to do or say anything that might be construed as flirtatious behavior? 8. Will you avoid intense work-related discussions? 9. Will you spread yourself around and not demonstrate closer friendships with certain employees? 10. Will you be one of the first to leave social events? 11. Back on the job, will you require the same performance standards of employees who are personal friends as you do of others? Choose If you can answer "yes" to all the questions, have fun. If any one of #4-7 is not true, shun team events. If #11 is not true, you're headed for a fall, whether or not you socialize with your team. 7 rack Never allow yourself or your employees to cross the line between professionalism and impropriety. If an employee takes advantage of your friendliness, take that employee to task. If your behavior is the problem, take yourself to task and out of the party scene. Leadership Solutions

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Not everyone who sits in the seat of honor is master.

—vmmfwn*»

69- 1$ w>y teaderthif ftyte working? Do your employees show any signs of not appreciating your leadership?

A rtalyze Employee Reactions

1. My employees won't support my vision. (70) 2. Involuntary terminations and transfers are up. 3. Attendance and punctuality are poor. 4. Complaints and grievances are increasing. 5. Productivity and quality are down. 6. Customer complaints are on the rise. 7. Employees balk at the smallest changes, 8. Employees act nonprofessionally, 9. Employees won't bring their problems to me. 10. Employees get defensive at my attempts to coach them, 11. Employees have been seeking guidance from managers in other units. 12. I can tell employees aren't honest with me. 13. When I walk into a room, employees turn silent. 14. I'm seeing and hearing more insubordination. (30)

Choose If none of these statements are true for you, your leadership style is as effective as it gets. You're doing a great job if only one or two are true. Effective leaders might encounter as many as three of four of these behaviors. Five or six raise a red flag. Seven or eight are cause for serious alarm. Nine or more are a disaster.

Track If you don't like your results, start your recovery by meeting with a senior manager whose behavior you admire and whose counsel you respect. Let that person help you decide where to go from here. You may benefit from attending a leadership seminar or contracting with a personal leadership coach.

Leadership Solutions

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A leader has two important characteristics; first, he is going somewhere; second, he is able to persuade other people to go with him, —MAXMIUSN-flUMfm W»#W* RRf

70. What'$ the beft way to keef the vision &lin? Your vision is the future you're striving toward. It's your dream—the tomorrow you want to create. Are your people working toward that same dream?

Analyze Your Vision-Sharing Behavior

1. Do you have a vision? 2. Is your vision complementary to the broader vision of the company? 3. Have you described your vision vividly to your team? 4. Is your vision statement in public view? Do you keep it in front of employees? 5. Is your vision exciting? Is it something people want to be a part of? (38-40) 6. Have your employees helped you to shape the vision? 7. Do you walk the talk of your vision? (71) 8. Do you reveal your vision in your recruitment advertising? 9. Do you emphasize the importance of the vision to job candidates at selection interviews? (62) 10. Do your performance reviews measure how well employees are contributing to the vision? (35) 11. Are employees rewarded for advancing the vision and criticized for hindering it? 12. Do you promote your vision to coworkers, suppliers, customers, and other partners outside your team?

Choose

Do everything on this list to keep the vision alive. Get busy today on, turning around whatever it is that prevents you from answering all of the above questions affirmatively. Track Hold periodic meetings in order to monitor and discuss the gap between the vision and the performance of the team. As a group, commit to action plans that bring results in line with the vision. Leadership Solutions

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Be the change you want to see in the world. —IfANPHI

77. Po I walk the Ulk? Slogans, posters, and appeals are meaningless if your daily behavior doesn't reinforce your message. Before you exhort your team to push harder, make sure you're pushing along with them. Analyze Your Behavior 1. When you ask people to make financial sacrifices, do they see you refusing bonuses and pay increases? 2. When you ask people to be team players, do they see you doing what's best for the company? 3. When you ask people to accept change, do they see you learning new skills and expanding your comfort zone? 4. When, you ask people to increase their tolerance for diversity, do they see you developing employees who don't share your demographic characteristics? (57) 5. When, you ask people to treat one another with respect, do they see you listening empathetically to others? (13) 6. When you urge people to take pride in their appearance, do they see you projecting self-respect? 7. When you tell people to strive for excellence, do you walk away from every job knowing that you have done the very best you can do? 8. When you tell people to "think out of the box," do they see you looking for new ways to improve operations? 9. When you ask people to support the community, do they see you volunteering your time? 10. When you counsel employees to lead a balanced life, do they see you committed to your existence off the job?

Wioose

Ask a trusted colleague or employee to tell you which of these "talk-walkers" you need to improve on.

/rack Look in a mirror the next time you hang a motivational poster, publish a catchy slogan, or give a rousing speech. Leadership Solutions

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CHAPTER 8

COWORKER

SOLUTIONS

Tell me with whom thou art found, and I will tell thee who thou art, —JOHANN WOLf$AN
72. With whom fhoult I be aMGcmtinj at work? Your attitude, and thereby your performance, at work will rise and fall according to the people with whom, you surround yourself. You also become known by the company you keep.

A rtalyze Colleagues for These Behaviors Get next to those who... 1. are on the cutting edge of innovation. 2. have the ear of upper management. 3. are widely recognized as rising stars. 4. show a genuine and unselfish interest in helping you succeed. 5. have a proven track record of honesty and high personal standards. 6. can be counted on to fulfill promises and meet obligations. Shun those who ... 7. preach gloom and doom, 8. whine about management, the company, or customers. 9. criticize others behind their backs. 10. behave unethically, illegally, or immorally. 11. ridicule others, poking fun at their vulnerabilities. 12. slide by with an intentionally low level of performance.

Choose Select your closest colleagues based on the positive behaviors (#1-6) that are most important to you. Reject colleagues based on negative behaviors that are most offensive to you (#7-12). 7 rack Don't merely abandon colleagues described by #7—12. If, after a while, such colleagues ask why they don't see you as much as before, tell them the truth with gentle directness.

Coworker Solutions 165

165

We have a lot of players in their first year. Some of them are also in their last year. —5/U WALSH, HZ AD COACH, MN FRAMIM0 FOKW-NINiKf

7£. What can I da if I work with A faabweijht? You may have someone on your team who's not carrying his or her share of the load. What is your recourse.

Analyze Your Options 1. Do nothing, hoping your shared boss will take action. 2. Stay out of this coworker's way; don't allow your performance to be dragged down. 3. Ask other coworkers for their perception. Do they confirm your assessment of the person's performance? Do they have helpful suggestions? 4. Describe your concerns about your coworker's behavior to the boss and ask for relief. 5. Examine your prejudices for evidence that gender, race, origin, religion, or lifestyle colors your reaction. 6. Meet with the coworker. Act as a reporter by describing what you've seen and explaining why if s a problem for you, for the team, for the company, and especially for the coworker. Remain unemotional, with the goal of helping the coworker succeed, not with the goal of getting even. 7. Meet with the coworker. Ask a question like this one: "What's one thing I can do to help you succeed?" Encourage the coworker to ask the same question of you. 8. Express your appreciation whenever the coworker assists or supports you.

Choose Options #1 and #2 may be the most feasible; if not, move down the list. If you do #3, don't let the discussion tear down the coworker. Option #4 is a last-ditch effort. Always do #5. If you confront the coworker, #6 and #7 provide two distinct approaches. Always do #8.

Track Examine your own behavior as intently as you study the performance of others. Coworker Solutions

167

Some people can stay longer in an hour than others can in a week. —WILLIAM PEAN HOWELL*

7f. What can I fa if I work with A brain? What can you do when colleagues cany endless conversations, dwell on personal problems, and sap your time and energy?

Analyze Your Options 1. Don't partake in unproductive conversations. Keep silent until the person runs out of steam, 2. If you work with lots of drains, rearrange your office to make it less inviting as a hangout. 3. When a drain shows up, stand up and walk out from behind your desk to meet the person close to the doorway, 4. When a drain asks if you have a few minutes, say, "Sure I do! At around 3:45 I'll have fifteen minutes. Can I put you down for then? And what will we discuss?" 5. When a drain drags on, try this to free yourself: Join in the conversation on the same topic being beaten to death, no matter how boring it is to you, ("I know just what you mean ... ") Raise your volume to gain control and then excuse yourself. ("Wow, look at the time—I'm going to have to let you go.") 6. Tell the drain you're trying a new time-management system and you need to assign that person a fifteenminute slot each week. 7. Confront the drain. ("I enjoy our chats, but my deadlines do not. For the next several weeks I'm really under the gun. We'll have to limit our updates to the lunch hour for a while,") Choose Apply three or four suggestions from this list that are compatible with the situation and with your personality. 7 rack Don't become so protective of your time that you shun people with a genuine and legitimate need for your listening ear. Coworker Solutions

169

Hurt me once, shame on you. Hurt me twice, shame on me. —AffJMf.VNK.mWM

7$. What should I do about a coworker wko*$ tryinj to make me look bad? How should you act when a backstabbing coworker tries to ascend in the eyes of others by making you descend?

Analyze Your Options 1. Make sure there's no chance that your insecurity, prejudice, or ignorance of the facts is leading you to misinterpret this coworker's behavior. (12) 2. Count the number of people you would accuse of backstabbing. If the number exceeds one, examine your behavior or the company culture for what may be egging on these coworkers. 3. Do nothing, if you're sure that the boss and others see what the backstabber is up to. 4. Perform damage control with those affected. Make sure they know the truth. 5. Ask a trusted coworker for his or her perception of the backstabber's behavior as well as of the damage being done to your character. 6. Take a carefully worded complaint to the boss. ("I understand Michael has made assertions about me that are not true and are damaging my reputation. I'd appreciate your ideas on how to counteract them.") 7. Confront the coworker with evidence. Collect as many documented examples of the backstabbing as you can. Challenge with facts, not with innuendo, hearsay, and supposition. Accuse the person of behavior, not intent. Choose Examine yourself (#1 and #2). Next, pick from the other five actions on the list. Start with one near the top of the list (#3 or #4) before taking one of the final three, more assertive, options. 7 rack Never allow a coworker's backstabbing behavior to tempt you to return the favor. Coworker Solutions

171

When arguing with a stupid person, be sure he isn't doing the same thing. —AUTHOK.UNK.NOWN

76. What can I do to ntolve conflict with A coworker? What should you do the next time you confront a colleague with whom you're having a disagreement?

A rtalyze Your Options

1. I'll let my coworker speak first in order to calm him or her down, to reduce his or her need to speak, and to gain clues about what it will take for me to be convincing. (13) 2. I'll be totally honest about the fact that I disagree, and I'll explain why, 3. I'll stay calm and rational, focusing on issues, not personalities, and being careful not to say anything I'll regret later, (12) 4. If I get angry, I'll talk about that anger, rather than what the coworker did to elicit it. 5. I'll direct our attention to fixing the future rather than rehashing the past, 6. I'll admit to my part in the conflict and to my errors. 7. I'll paraphrase my coworker's assertions before making my own. I'll help hint or her do the same. (13) 8. Even as I disagree with opinions, I'll affirm my coworker's right to his or her feelings. 9. I'll keep the focus on our comparative needs, not on our opposing positions. I'll lead us in a search for creative ways to meet both sets of needs, 10. I'll use words like "we" and "our" more than "I" or "you."

Wioose

Consider #1-5 not as options but as essential conflict resolution behaviors. These form the "cake." Options #6-10 are the "icing." They'll make the cake taste better. Track Practice your new conflict resolution strategies for six months. Then come back to reread this list for more ideas. Coworker Solutions

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No one is rich enough to do without a neighbor. —PANVHriWiR*

77- What can another manager and I do to jet our defartmentf to cooferate? What can you and a fellow manager do to make sure that you beat up on the competition not on one another?

Analyze These Ways to Build Cooperation

1. Be sure that both you and the other manager admit to what's wrong in the relationship. 2. Be sure that you each accept responsibility for solving the problem. (76) 3. Direct your two departments to stop all blaming, namecalling, and scapegoating. 4. Spend more time together. 5. At an interdepartmental meeting, have each department describe what it does. 6. At an interdepartmental meeting, specify what cooperation each department needs from the other and how well the other is meeting its expectations. 7. At an interdepartmental meeting, make each department give pledges to the other for better cooperation. 8. At an interdepartmental meeting, analyze the enablers and barriers acting in favor of and against interdepartmental cooperation. Devise action plans to overcome the barriers. 9. Have employees work in the other department for a day. 10. Make permanent employee transfers between the teams.

Choose Once you're sure that conditions #1 and #2 are present, choose suggestions from the rest of the list that will have the greatest impact. Consider combining #5-8 into one integrated strategy.

Track Once a month, have lunch with the other manager, building rapport and defusing problems while they are small. Coworker Solutions

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Treat your friends as you do your pictures; place them in the best light. —rtiKW-AVfMTi Rf W/R

7S. What can I do to be man affreciated and accepted by myfeen? Team play is valued more than ever before, by your boss and by your peers. How can you be seen as a precious resource?

A nalyze Your Behavior

1. I overcome my prejudices. I treat colleagues with courtesy and respect regardless of my reaction to race, sex, age, background, religion, or lifestyle. (57) 2. I never say anything negative about my colleagues behind their backs—only to their faces. 3. I defend, support, and speak well of my colleagues. 4.1 share my ideas and opinions, honestly and tactfully. 5. I'm a good listener, to ideas other than my own. (13) 6. I praise and recognize my colleagues. I credit them for their accomplishments. 7. I offer help and advice when it's requested, without being a know-it-all. 8. I accept offers of help and advice without getting defensive. 9. I give my colleagues the information they need to do their jobs. 10.1 know my colleagues' expectations of me, and I hold myself accountable to meet them. 11. I follow through on my promises. (63) 12. I'm a "net giver," not a "net taker"-—I'm more concerned about what I do for others than what they do for me.

Choose Ask those you work with to give you three "oranges"—three behaviors listed above that you perform most consistently— and three "lemons," those behaviors that you perform less consistently than the other nine. Turn your lemons into oranges.

/rack

Three months after receiving your "lemons," ask your colleagues where you're making the best progress, Coworker Solutions

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CHAPTER?

Boss

SOLUTIONS

Two captains sink the ship. —Ti/K*tfJfFR0rfR*

79- What cm I h about a bow who countermand my facifionf? The person you report to has every right to reverse your judgments. When reversals become the rule or when they make you look weak to employees, consider your options.

Analyze Your Options 1. Do nothing if the practice of countermanding decisions appears to be a nonnegotiable quality of your boss's style, 2. Check your thinking thoroughly with your boss before making future decisions, 3. Speak to colleagues who don't appear to have the same problem. Learn the secrets of their success. 4. Study your boss. Become an expert on his or her likes, dislikes, and priorities. Make no decisions that will be annulled. 5. Ask your boss for coaching that will help you make decisions more to his or her liking. 6. Ask your boss this question: "What do I do to cause you to have so little faith in my decisions?" Expect to hear, "What do you mean?" Describe the last reversal. Listen to your boss's explanation and learn from it. 7. Ask your boss this question: "What might I have done with (the reversed action) that would have kept you from stepping in?" 8. Say this to your boss: "Incidents like (the reversed action) erode my confidence in my abilities. What can I do to keep my future actions from being overturned?"

Choose Going down the list, the alternatives increase in assertiveness. Choose the one that is as direct as you believe you can be. Or use the ideas to invent your own strategy. 7 rack Apply what you learn to future actions in order to increase your boss's confidence in your leadership. Boss Solutions

181

A successful man is one who can lay a firm foundation with the bricks that others throw at Mm,

—pAmtmmy

SO. How tkml% I ntpmb when my bw $&yt I'm not boinj A joobjob? You can grow from your boss's criticism, whether it's justified or not and whether delivered tactfully or insensitively, (12)

A nalyze Your Attitude and Behavior 1. I recognize that as difficult as it is for me to hear the criticism, it is equally difficult for the boss to give it. 2.1 realize that there are things I need to learn and that my performance can be improved. I've embarked on a personal continuous-improvement journey. (8) 3. When criticism takes the form of a personal attack, I attribute the cause to the boss's inadequacies as a critic. 4. I listen carefully to the complaint. 5. I fight the temptation to become defensive, looking for at least one idea I can use. 6. I put myself in the boss's shoes to understand his or her perspective. 7. I ask for specific examples of my shortcomings. 8.1 ask for specific suggestions of what to do to improve. 9. I learn from the criticism and take the recommended corrective action. Choose The realizations in #1-3 are important first steps toward personal betterment. How many of the remaining strategies do you practice? You may have to ask your boss in order to get an accurate picture.

Track Some bosses won't tell you what you need to hear. When you lack constructive feedback, ask this question: "What's one thing I could do to become a more valuable employee to you?"

Boss Solutions

183

There is one thing stronger than all the armies in the world, and that is an idea whose time has come.

—m-roKMV$Q

$1. What'} the be$t way to fell a new idea to my bo$$? You'll not rise to the top of your company because you have great ideas but because others accept those ideas. Learn how to garner your boss's support.

Analyze Yourself and Your Idea 1. The boss believes that I am honest and reliable. 2. I have a track record of good ideas. 3. The boss knows I'm a team player who suggests only those ideas that will benefit the company, 4. This particular idea enhances my boss's position. 5. This particular idea relieves a pain that my boss currently experiences. 6. This proposal solves a nagging problem for the company. 7. This idea saves money, makes money, or both. 8. This idea is easier to accomplish, cheaper to carry out, and more cost-effective than competing ideas. 9. There is overwhelming evidence to support the claims of my idea. 10. I've developed the idea so thoroughly as to minimize risk of failure. 11. I'm open to suggestions my boss may have for improving the idea—thus increasing his or her ownership of it.

Choose To answer # 1-3, get reality checks from close friends. Which of the benefits (#4-7) is most important in your situation? How critical are the qualities of the idea (#8-10)? Do #11 every time. I rack As you develop your idea, maximize benefits to the company and minimize your ego and personal glory. When the idea flies, your career will soar.

Boss Solutions

185

It is much easier to be critical than to be correct. —BENJAMIN PIMELI

$2. Zhmlb I jive my bw constructive criticism? One of the toughest decisions you'll ever make is whether to be honest with your boss about a behavior that troubles you,

Analyze Your Answers to These Questions 1. If you don't confront your boss, will you violate your personal values or sense of integrity? 2. By not offering the criticism will you hurt yourself, your boss, or the company? 3. Is the problem or issue one that your boss can control? 4. Does your concern focus on specific behaviors and examples rather than, on an attitude problem or personality quirk? 5. Is the criticism motivated by a sincere desire to help your boss improve? 6. Will the criticism help the boss improve employee morale and productivity? 7. Will the criticism help your boss achieve corporate goals? 8. Will the criticism help your boss achieve greater selffulfillment? 9. Do you have all the facts about the situation? 10. Has your boss expressed a desire to be told whenever he or she engages in problematic behavior? 11. Does your boss have a resilient ego? Choose Confront your boss if you can answer "yes" to these questions: either #1 or #2; #3 or #4; #5; either #6, #7, or #8; and #9. It helps a lot if #10 is true. If #11 is not true, emphasize tact and face-saving in your message, Track Consult the next list for help with the actual delivery of the criticism.

Boss Solutions

187

When you shoot an arrow of truth, dip its point in honey. —ARABIAN MOVER*

$2. What'* a joo$ way to criticize my bo$t? There may be no good way to criticize your boss, but some approaches work better than others. Imagine that your boss causes severe morale problems by belittling you and others in front of customers.

Analyze These Opening Lines of Criticism 1. "I have an idea for improving morale and productivity," 2. "I have an idea for making us look even better to our customers." 3. "I get the feeling we've been disappointing you lately." 4. "I'd like to ask for your help with, something." 5. "I just had something very upsetting happen to me." 6. "What can I do to give you more trust in my performance?" 7. "What can I do to make you feel less of a need to criticize me in front of our customers?" 8. "It's not like you to criticize me that way in front of customers." 9. "I need to count on you to criticize me in a private location." 10. "It's very discouraging to me to be spoken to that way in front of customers." 11. "I think that customer was as embarrassed as I was."

Choose Following any one of the first seven statements (your choice), wait for a response that opens the way for you to reply with something like one of the last four statements. You might instead begin with one of the last four statements, if your relationship with your boss supports a more direct approach.

Track Whichever of these statements you select, word it to fit the situation.

Boss Solutions

189

Madness in great ones must not unmatched go. -WILLIAM $H A Mire A K.E

84. Whatfhoult I bo if my km enjajef in illegal or unethical Activity? When your boss is doing something wrong and you're the only one who knows about it, you face a tough test. Analyze Your Options 1. Make sure the boss's behavior is illegal or a violation of industry or corporate ethics and not only a breach of your personal standards. 2. If you suspect illegal behavior, consult an attorney to verify your suspicion. 3. If you suspect an ethics violation, consult the documents that set those standards. 4. If only your personal standards are being violated, take one of three paths: Grin and bear it, have a heart-to-heart talk with your boss, or quit. 5. For a breach of law or ethics, you can do nothing, risking that higher-ups will discover both the boss's crime and, possibly, your failure to report it, 6. For a breach of law or ethics you can speak to the boss privately, risking a reaction that leads you to submit your resignation. 7. For a breach of law or ethics, you can inform higher-ups. Some whistle-blowers have regretted this move, however.

Choose

Perform action #1 and whichever of #2-4 is appropriate. If the boss's behavior does not affect you directly, choose from among actions #5—7. If the boss's behavior might implicate you, your choices are to perform #6 or #7, or to quit.

Track If you confront the boss, say something like this: "There's something I'm misunderstanding that I hope you can clear up for me." Next, reveal your evidence. If the boss cannot clear it up, state exactly what problems the behavior creates for you, for the boss, and for the company. Ask what you can do to help. Boss Solutions

191

Never attribute to malice what can be explained by stupidity, —AUTHOR UNKNOWN

S5. Wktt fkoutt I io if my bw it A jerk? Work is no fun when your boss is a bully, showboat, hypocrite, praise miser, control freak, or "lowlife."

Analyze Your Boss and Your Options 1. My boss has been a problem for a long time. 2. My boss's job is very secure; upper management supports him or her, 3. Team members concur in my assessment. 4. My boss knows that the team has trouble with his or her management style, but my boss shows no interest in changing, 5. I've confronted my boss and explained the specific problems I have with his or her management style. 6. I've developed, stress-related symptoms, (11) 7. My work performance is deteriorating. 8. My family and friends have expressed concern that my reaction to the boss is affecting my health or my relationships with them. (98) 9. None of the positive features of my job (salary, fringe benefits, coworkers, customers, and working conditions) compensates for what I endure.

Choose The more you agree with the first five questions, the less likely things will get better. The more you agree with the last four questions, the more quickly you should check out opportunities for early retirement.

I rack If you believe there's a chance to change your boss's behavior, lead off your discussion with a question like this: "What do I do that causes you to (describe the offensive behavior)!" Once the discussion turns toward the boss—and it will—focus on the specific behaviors and actions that are causing you and your colleagues to be less effective than the boss wants you to be. Boss Solutions

193

For if the trumpet give an uncertain sound, who shall prepare himself to the battle? —JCOZINJHIANSH:8

S6.Wk*t*kouMlioif my bo$t if an enijma to me? You can't meet expectations if you don't know what those expectations are. Be ready to do some detective work. Analyze Your Options 1. Verify that peers experience the same frustration. If not, the problem may be that you're not listening well to your boss. 2. Don't complain about your boss to others, 3. Don't ask your boss for a clearer statement of whaf s expected of you. You'll either sound like a whiner or get the response, "How could you wait until now to ask?!" 4. If peers also suffer from an absence of communication, meet with them and put together a profile of the behaviors your boss values. 5. For revelations of his or her priorities, read the articles, memos, and reports your boss authors. 6. Go over your last performance review for clues about the most critical expectations of your performance. 7. Write the top ten expectations that you believe your boss has of you. Make an appointment to discuss them. 8. List the major tasks you perform, rank-ordered according to their relative contribution to the success of your job. Ask your boss for opinions about the ranking. 9. Ask your boss this: "What's one thing I should start doing that I don't do now?" Choose Begin by taking the first three actions on this list. Then select the other options that are appropriate, given your boss's character and your relationship with him or her.

Track Assume at least 75 percent of the responsibility for effective communication with your boss. Ask questions that force clear answers and that provide the focus your boss can't muster without you. Boss Solutions

195

Laws should be like clothes. They should be made to fit the people they are meant to serve,

—aAmNcuMKum

87 Wkatfhmlt I fa about tfolicy I don't $uffort? What are your choices when you cannot tolerate company policy?

Analyze Your Options 1. Be clear on the reasons you cannot support the policy. Does it make your job tougher? Is it applied unfairly? Is it ambiguous? Does it hurt operations? Does it violate one of your core values? 2. Examine the policy one more time. Strive to understand why the ftamers drafted it the way they did. 3. If the policy makes your job tougher, ask for an exception to it. Promise a resulting increase in your productivity. 4. If the policy is applied unfairly, appeal for better administration. Justify your appeal by pointing toward the improvement in morale and productivity that a fair application of the policy would produce. 5. If the policy is ambiguous, recommend improved wording. 6. If the policy hurts operations, make a compelling and constructive case by documenting lost hours, added expenses, or the deterioration of products or services. 7. If the policy violates your values, your only choices may be to resign or refuse to comply. Refusal works best when your position in the company is rock solid. 8. Point out to upper management that another highly respected company uses, in your opinion, a better policy. 9. Wait for the day that enough other people complain and create a groundswell for change.

Choose

Depending on your analysis (#1 and #2), select one of options #3-7, as well as #8. Whatever your strategy, get colleagues on your side and present a united front to bring about change.

Track Take care not to make enemies. In particular, be sure not to alienate the framers of the policy. Boss Solutions

197

It's no use in saying "we are doing our best," You have got to succeed in doing what is necessary. —UK. WINWN CHUK.CHILL

8f. Mow can I tell if my bw believe* I'm boin) & JQQ& job? How can you get better feedback from your boss? Analyze Your Alternatives 1. Show your boss a self-analysis of your top three strengths and your three greatest needs for development. Get confirmation or denial. 2. Start a meeting with your boss with these words: "I'm concerned that I may not be meeting your goals for my work." 3. Hand your boss a blank performance appraisal form and ask for it to be completed. Schedule a meeting to review it. 4. Hand your boss a performance appraisal form on which you have done a self-evaluation. Schedule a meeting to review it. 5. Get your boss to agree to give you scheduled performance reviews. 6. Ask this question after the next job you perform: "What's one thing you would have liked me to do differently?" 7. Ask your boss this question: "If there's one thing I can do to become an even more valuable resource to you, what would that be?" 8. Give your boss three lists: (1) what you should be doing more of, (2) what you should be doing less of, and (3) what you should keep the same. Ask for item-by-item confirmation or denial. 9. Ask your boss to write the three lists described in #8.

Choose

Pick the strategy that you believe will yield the best results for you and your boss. If your first choice doesn't work, go on to your second choice, your third choice, and so on. Track Thank your boss whenever you get feedback. Show your appreciation, your boss's behavior may become a habit. Boss Solutions

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CHAPTER 10

PERSONAL CAREER SOLUTIONS

I would rather men should ask why no statue has been erected in my honor, than why one has.

—MA K.CV* num CAIO

$?. How un I build my credibility? Do your employees trust you? Do they believe you? Do they willingly follow you? The answers to these questions will tell you what credibility you have as a leader and will suggest what you can do to increase it. Notice that most of the questions are also relevant for coworkers, bosses, and customers,

A nalyze Your Employees' Answers to These Questions 1. Do you trust that I always have your best interests at heart? 2. Do you believe that I am as concerned about helping you meet your needs as I am about meeting my own needs? 3. Do you feel you can be honest with me? 4. Are you convinced that I would not use information about you to hurt you? 5. Can you count on me to back you up when you're in a fix? 6. Do you believe I tell you the truth? 7. Do I follow through with projects and tasks I initiate? 8. Do I fulfill my promises? 9. Do you see me standing up for my beliefs? 10. Are you convinced that I represent your interests accurately and enthusiastically to others, especially higher-ups?

Choose Have employees anonymously check off each question to which they can respond with an enthusiastic "yes." Next, ask them for one thing that you can begin doing to earn checks on each of the other points. Be careful not to threaten them with this exercise. Get right to work on the credibility-building actions suggested by their feedback.

Track Three months after you receive the initial feedback from employees, repeat the exercise. If you're not satisfied with the progress they see in your behavior, ask for their ideas on how you can do better. Personal Career Solutions

203

Contrary to the opinion of many people, leaders are not born. Leaders are made, and they are made by effort and hard work. —VINCELOMtAK.PI

?Q. Pa / need a lea$er$kif course? You were such a good doer that they made you a leader. Like most other supervisors, you do the best job you can even though you may not have been trained to lead. Might you benefit from training in your craft?

A nalyze Your Answers to These Questions 1. Are you open to the notion that some of your cherished ideas about leadership must change? 2. Has it been at least two years since you've had formal leadership training? 3. Is there a particular supervisory skill or two that you'd like to develop? 4. Do you sometimes feel inadequate as a leader? 5. Are you getting burned out in your leadership role? 6. Will the company pay your tuition to a leadership course? 7. Does your boss agree that you'll benefit from a leadership course? 8. Do significant others (mentor, peers, and subordinates) agree that you'll benefit from a leadership course? 9. Are you experiencing challenging performance problems on your team that you don't feel qualified to resolve? 10. Do you see other supervisors around you who appear to be getting better results than you get from your followers?

Choose A "yes" answer to #1 is a must for you to benefit from leadership training. Answer "yes" to three or more of the remaining questions and you're a fine candidate. If you answer "yes" to #9, search for a program that addresses the particular performance problems you face.

Track Before you leave for training, set learning goals that are based upon your most recent performance review or upon discussions with your manager. Convince your boss to agree to meet with you after the training to discuss what you got out of it as well as to coach you in your continuing development as a leader. Personal Career Solutions

205

There was no respect for youth when I was young, and now that I am old, there is no respect for age—I missed it coming and going,

—j. 9. fmmy

91. What might I be foinj to earn tifretfect? You work in a fishbowl. Your employees study everything you do and say. What they see and hear determines the respect they give you. We hope they don't attach any of these behaviors to you,

A nalyze Yourself for These Negative Behaviors 1. You lack the knowledge or the full set of skills you need to perform your job. 2. You ask employees to meet standards of behavior that you fail to meet. (71) 3. You make light of situations that employees see as important, 4. You poke fun at people's weaknesses or vulnerabilities. 5. You crack ethnic, racial, or sexual jokes. (57) 6. You ask one employee to snitch on another, 7. You mislead or lie to employees. (63) 8. You fail to stand up to your boss on behalf of employees. 9. You give employees reason to think that you believe you are above them. 10. You make decisions that employees do not see the sense in. (60)

Choose Ask employees to identify anonymously the three behaviors on this list that they see most often in you. To minimize the threat that employees might perceive in this exercise, insist that each employee submit exactly three behaviors. Collect the results, select the behaviors you believe it will be most important to improve, and get to work on them. Track Employees show clear signs of disrespect when they consistently (1) go around you to higher-ups; (2) drag their feet on your requests; (3) fail to keep you informed; (4) walk away from you in frustration; and (5) pass on negative rumors about you.

Personal Career Solutions

207

A single conversation across the table with a wise man is worth a month's study of books.

—cmmrnmw

92. Whom fhoulb I thoofe &t & mentvr? A mentor helps you manage your career, serving as a sounding board in times of trial and as an adviser in times of challenge. Your mentor shows you the ropes, sheds light on company politics, and tells you what dues to pay to achieve your career goals. If your company doesn't assign mentors, you'll want to select one on your own—someone who matches these qualities closely.

A nalyze These Mentor Qualifications 1. Someone who is one or more levels above me in the hierarchy. 2. Someone who is well respected, particularly by superiors. 3. Someone who is advancing more swiftly than average. 4. Someone who knows the people and the politics. 5. Someone who is accessible and available—who will be able to find time for me. 6. Someone who is a good listener. 7. Someone who is caring and who enjoys helping others. 8. Someone who thinks issues through and doesn't shoot from the hip. 9. Someone who has come up though the ranks and so has empathy for my situation. 10. Someone who shares a number of my values and beliefs. 11. Someone who keeps confidences. 12. Someone who agrees eagerly to my request for mentoring.

Mioose

Pick the seven qualities you most want your mentor to have. Consider only those candidates who possess these qualities. Once you target someone, ask that person to serve as your mentor. Suggest a periodic meeting—say, lunch every other month— and ask for the privilege of calling on your mentor in time of need without having to make an appointment.

Track Take care not to be a burden, and if it becomes apparent that a relationship is not working, release your mentor and start a new search. Personal Career Solutions

209

The sure way to miss success is to miss the opportunity. -VICTOR CHAtLEt

9*. Should I accept thi$ new affijnment? Out of the blue came an offer to take a new position in your company. Is this an opportunity you should jump at or turn down graciously?

Analyze These Conditions 1. If 11 be a strike against me to decline the offer. 2. The new opportunity is at least as interesting and fulfilling as my current job. 3. My prospective support staff is at least as effective as my current staff. 4. My prospective boss is at least as influential in the company as my current boss. 5. My prospective boss appears to be at least as great to work for as my current boss. 6. The promotion positions me well for my future career direction. 7. I'll receive a satisfactory pay increase. 8. My level of responsibility in the company will be greater. 9. I'll be able to maintain valued working relationships. 10. The new job presents more opportunities for growth. 11. The new position will allow me to make a greater contribution to the company and to others (customers, employees, community).

Wioose Identify the five conditions on this list that mean the most to you. If all five of these conditions are present in the position, the new assignment looks like a good idea. Next focus on the conditions that do not exist. Even though they may not be in your top five, might their absence cause problems for you?

/rack Ask a trusted adviser to use these eleven conditions to rate the job offer, without thinking of you. Does this rating differ from yours? Discuss the differences before you make your decision. Personal Career Solutions

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There may be luck in getting a good job, but there's no luck in keeping it. —J. OfPENAZMOUK.

94r. Which job efferfkoult I &cceft? Two companies want to hire you. Both offers meet your basic needs for salary, benefits, and lifestyle, but there's more to consider.

Analyze Your Answers to These Questions 1. Which of the prospective bosses appears to wield the greatest power "up the line" and therefore would be best able to support your success? 2. Which of the bosses appears to command the greatest respect from current subordinates? (Ask the subordinates!) 3. Which of the bosses has the most exciting vision? 4. Which of the bosses has given you the clearest statement about expectations of your performance? (17—22) 5. Which job promises coworkers who are competitive, cooperative, bright, open to new ideas, self-assured, and excited about your arrival? 6. Which company is more poised to take advantage of future trends and to grow in the face of them? 7. Which company has a culture that values and empowers employees rather than controls them? (38-40) 8. Which company invests the most in the training and development of its people? (46) 9. Which company/boss appears most concerned that employees lead balanced lives? 10. Which of the two jobs is likely to be more fun?

Mioose Take the job that fares best on the top five questions that are of greatest value to you. Track Your ultimate satisfaction with any job will be determined far more by the answers to these questions than by the money the job pays.

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I make the most of all that comes, and the least of all that goes. —MM JEAWALE

9$. h it time for me to ^nit? People who begin their careers near the start of the twenty-first century can expect to change jobs eight to twelve times. Are you ready to move on?

Analyze Your Answers to These Questions 1. Has your boss indicated that your days are numbered? 2. Have you been passed over for promotion? 3. Are you convinced you're underpaid for the value you provide? 4. Do you feel that you're unchallenged or unable to grow on this job? 5. Are you made to feel like a second-class citizen whose ideas are not valued? 6. Do you feel stale from being in the job too long? 7. Are your career paths limited in this company? 8. Is there unresolvable antagonism in one or more of your working relationships? 9. Is it difficult, if not impossible, to maintain a life—work balance in this job? (98) 10. Are any aspects of the job demeaning to you? 11. Are you expected to act in a way that violates your core values and beliefs? (63) 12. Do you know of a better job opportunity elsewhere?

Choose If you can answer any seven of these questions affirmatively, it's time to go. If #1, #7, or, particularly, #11 is true, you have a strong reason to look elsewhere. Add two or three others from the list, and your mandate to leave grows.

7 rack Once you decide to leave, do it with the greatest of style. Don't bad-mouth the company to anyone still there or to your new employer. Leave all bridges intact.

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Make yourself necessary to somebody. —JMAF« WALP0 GmtMN

96. How can I hold on to this job? Your employer is in the throes of major change. It may be downsizing, merging with another company, reorganizing, or restructuring the way work gets done. How can you protect your position?

A nalyze These Alternatives 1. Find out what's happening; go after whatever information you feel you're not getting. (7) 2. Continue to exceed your boss's expectations, becoming even better at what you do. (86) 3. Document what you do on paper. Make a record of the value you create: the tasks you perform, the problems you solve, and the customers you delight. 4. Don't be distracted by those who jump ship; expect others to react to turmoil by accepting positions elsewhere. 5. Don't be distracted by coworkers who act erratically during organizational upheaval. 6. Take care not to make enemies of coworkers. This is no time to have others speaking against you. (76) 7. Avoid criticizing the decisions of upper management; offer ideas for better ways to handle change in a constructive spirit, 8. Reexamine your last performance review; make certain you're visibly addressing the deficiencies noted on it. 9. Ask your boss what you can do to help make the change work. (88) 10. Be certain that those who report to you take the actions on this list appropriate to them.

Wioose

Not all of the suggested actions will be equally relevant to you. Think long and hard about the ones that will improve—not worsen—your situation. Perform them!

Track Don't get so immersed in self-preservation that people stop seeing you as a team player. Personal Career Solutions

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Big shots are little shots who kept shooting,

—tHMTWHi* mmy

97^ Wk*t>$ the be$t way to become more fromot&ble? When a higher position opens up in your company, somebody is going to get the nod. What's the best way to make sure you're that somebody?

A rtalyze These Alternatives 1. Take far more pain out of your boss's work life than you put into it. 2. Keep your boss fully informed. 3. Each day at quitting time come up with a good answer to this question: "What did I do today to make my boss look good?" 4. Get a mentor who can help you plan a smart career path. (92) 5. Increase your hours on the job without expecting more

pay-

6. Volunteer for work nobody else wants. 7. Come up with a way to save money, 8. Come up with a way to make money. 9. Come up with a way to serve customers more quickly. 10. Come up with a way to meet customer needs more fully. 11. Supervise the most valued team in your company. 12. Show yourself to be a team player—someone who cares as much about the success of coworkers and of the company as your own personal success.

Mioose Everyone needs to do # 1-3. Do #4 as well in order to learn what other strategies on the list to add to your plan. Track Play close attention to the feedback you receive daily and on formal performance reviews from your boss. What does this tell you about what your boss and upper management are looking for in someone they would like to have as a peer? Personal Career Solutions

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The graveyards are full of indispensable people. —CMKL&PefMUe

9B. h my life in balance? Is your life a rich blend of the personal and the professional?

A rtalyze Your Behavior 1. I am usually upbeat and optimistic rather than depressed and gloomy. 2. I have fulfilling and satisfying personal relationships. 3. I spend time and energy maintaining my physical health. 4. I spend time and energy maintaining my spiritual health, 5. I have interests and hobbies that are disconnected from my occupation. 6. When I am with family members, I really am with them, devoting my time and energy to them. 7. When, I am on vacation, I am able to disengage from work. 8. I have found a spiritual, humanitarian, or philanthropic cause that both interests and motivates me. 9. My role models are professionals who not only are financially successful but also have satisfying personal lives. 10. I schedule assignments and projects so that my employees are able to balance their work and family. (9) 11. I can think of many things that I'll enjoy doing when I retire or cut back on my work schedule.

Choose Get a reality check. Ask friends and loved ones to rate you on the first seven behaviors. Their answers will tell if you need to stop and smell the roses—and where the flower gardens are located.

7 rack Balance does not mean living an "either/or" existence (money and career versus family and health). Managers who challenge their life-work balance can discover strategies to live "and / also" lives (career and family).

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You can't expect to win unless you know why you lose. —BENJAMIN LIFtON

99 Whatfhmlt I fa about beinj faffed over for (romotion? When the promotion you expected goes to someone else, do some soul-searching and look for the lessons that life teaches.

A nalyze the Situation 1. Have higher-ups told you why you weren't promoted? 2. Do you know what management found attractive in the person who got the nod? 3. Do you know exactly what you need to do to position yourself favorably for the next opportunity? 4. Have you been promised the next promotion? 5. Have you asked your boss if the message is that you should be looking for employment elsewhere? 6. Can you work with or for the newly promoted person without feeling hostile, jealous, or bitter? 7. Can you work for this company without anger and acrimony affecting your performance? 8. Can you maintain professional composure around coworkers and customers? 9. Are you marketable outside the company? 10. Are any outside options truly more attractive than your current situation? 11. Have you developed an action plan for never being passed over again?

Wioose

Be sure you know why you were passed over (#1-3). Find out what this means (#4 and #5). Decide if it makes sense to stick around (#6-8). Explore your options (#9 and #10). Don't let this happen to you again (#11).

Track If you decide to leave the company, don't bum any bridges behind you. In job interviews, withhold criticism of the company or higher management. Work as hard as you can right up to your last day on the job. Personal Career Solutions

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Money, it turned out, was exactly like sex; you thought of nothing else if you didn't have it and thought of other things if you did. —JAMKVALPWIN

100. Should I take Af Ay cut &nb $tay in thifjob? A looming pay cut challenges anyone's self-respect as well as the ability to keep the pantry stocked. Whether you accept it or move on depends on your agreement with these statements,

A nalyze the Situation 1. Market conditions, not my failure to perform, are behind the cut. 2. All employees took the same hit proportionally. 3. The company has pledged to restore salaries once financial conditions improve. 4. I believe that financial conditions will improve and that the company will stand behind its promise to restore salaries. 5. My budget can handle the reduction without dramatic sacrifices. 6. My family supports my riding out this setback. 7. I can stick it out without becoming bitter and resentful or suffering wounded pride. 8. Working at a lower salary will not endanger my longterm career objectives. 9. I enjoy this job enough to accept a reduced salary. 10. I am not highly marketable outside this company. 11. The job market is depressed right now.

Wioose If you agree with all the statements in the analysis, take the cut without another thought. Your reaction to the cut (#5-8) is an especially important barometer. If #10 and #11 accurately depict the status quo, you don't have much choice.

Track If you stay, resolve to work quickly through any bitterness toward your company so you can get on with your career. If you leave, find a company that solved the competitive problems your present employer did not. Personal Career Solutions

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Let your hook be always cast. In the pool where you least expect it, will be a fish. —6VIV

101. Should I volunteer for an alignment no ene el$e wanU? Higher-ups sometimes need help with difficult, unattractive, or unrewarding projects. The following statements will tell you whether to step forward and help out with the dirty work.

analyze Yourself and the Project 1. I possess the skills to master the assignment. 2. My experience and my contacts in the company position me perfectly to pull this off. 3. I know the expected outcomes, and I can achieve them. 4. Top management will furnish the resources—time, money, materials, equipment, and people—needed to get the job done. 5. I'll welcome the change of routine. 6. By taking on the added work, I'll do a big favor for my boss. 7. This assignment will connect me to people in the company who are on the cutting edge of its future. 8. This job will expose me to top-level managers. 9. The risk, time, or effort is worth the potential for longterm rewards. 10. I've done my homework and understand the problems that I'm likely to confront. 11. I have a plan to solve the problems that I'm likely to confront.

Wioose

If you disagree with statements #1—4, don't take the assignment. Statements #9-11 are the next most important. If you agree with all eleven statements, you're staring at the opportunity of a lifetime.

Track Take advantage of every opportunity this new assignment presents. At the same time, keep your boss informed of your progress, especially regarding any unanticipated barriers as well as any help you may need to leap over them. Personal Career Solutions

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More Power to Act Sam Deep and Lyle Sussman consult to companies, teams, managers, and employees throughout the world. They help companies,,. Create their visions Map their strategic direction Take advantage of tactical opportunities Empower their managers Restructure successfully Manage change effectively They help teams . . . Work in harmony with other teams Maximize their productivity Resolve internal conflict Generate synergy Prosper under self-direction Conduct productive meetings They help managers... Win ownership from employees Build accountability Lead courageously yet sensitively Develop critical interpersonal skills Communicate with impact Function as a team They help employees... Act positively Work efficiently Become team players Sell persuasively Please bosses Delight customers To find out how Sam and Lyle can help you call 412-487-2379, On the Internet, visit www.samdeep.com.

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