Communication

Political Correctness – BAH!

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I cannot think of another social movement in recent history which has done so much to stifle constructive dialog and collaborative problem solving.  Whatever the motivation, PC has now become a weapon for those who refuse to acknowledge the value of people holding different viewpoints, much less looking objectively at the value of their ideas.  According to PC proponents we must hold their viewpoints and march in lock step with their views.  Differing perspectives, differing viewpoints result in personal attacks on individuals who dare to voice a different opinion.  Problems abound because the proponents insist on focusing their efforts on personally attacking those individuals rather than collaboratively focusing on the issue or situation causing the problem.   Political correctness has shut down any conversation involving difficult topics.  People are walking on eggshells, afraid of being called whatever “-ist” the PC police will label them if they voice a different viewpoint.  For people who allegedly want to defend the feelings of others, the PC crew sure do fail to follow their own rules when they attack individuals who dare to express some independent thought.  Ethics and morality be damned in the PC world.

ENOUGH OF THIS INTELLECTUAL TYRANNY CLOAKED IN THE APPEARANCE OF MANNERS!

As the leader of your organization what positive steps do you take to encourage conversation and collaborative problem solving?  Or have you taken the path of least resistance and just allowed political correctness to rule?  If that’s the case, take a good look at the quality of problem solving in your organization.  If you want some “correctness” in your organization, implement emotional correctness.  More on that to come.

 

“What difference … does it make?”

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First, this article has nothing to do with politics.  If you want to attack or defend the individual who spoke these words some months ago please go find another page or write your own blog.  My focus is on the importance of always considering the consequences of what we say.

It is my assessment that in the heat of the moment the individual who spoke these words did not fully appreciate or understand the potential consequences of her words.  Even today her words carry some weight.  At all times, no matter the venue, setting, or circumstances she has a responsibility for being cognizant not only of the words spoken but the potential impact upon others – in other words the full message.   She’s not the only one in such a position and should not be singled out for criticism, invective, or other agenda.

Each of us in a leadership or management position, no matter how high, carries the same responsibility.  While it might sound good in private or among friends – and maybe in the heat of the moment – our words are never spoken in a vacuum.  Our comments are subject to interpretation by friend and critic alike.  How more effective can we be as leaders when we take that extra moment to think about the consequences before uttering statements we might spend months and years regretting and/or explaining.

“What difference … does it make?”  This comment illustrates the importance of taking that one brief pause before uttering words that muddy the waters, distract from the issue, or unintentionally cause someone pain or anguish.  Lesson to be learned and implemented – think before we speak.

Same problems, different response?

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It’s still the first month of 2014 and already you’re getting information that the same problems continue to rear their ugly heads.  What do you do?

Like an earlier post asked, are you going to adopt the ostrich response or be the leader?  If you keep using the ostrich response, hoping for a different outcome – well, we won’t repeat the definition of insanity here.  I have watched the problems at a well-known Internet corporation continue into the new year and wonder when their leadership will realize that poor communication from the top is at the heart of their issues.

Back to your situation and here’s a hint – you’re being paid to be the leader.  If everything you’ve tried hasn’t resolved the problems your new response should be to call in a professional problem solver.  In the long run you’re going to save money, improve morale, job performance, job satisfaction and the bottom line of your organization.  That last one should be enough to mollify your stockholders and even Aunt Nell.

Professional problem solvers can provide objective information as to the real issues underlying the problems you’re seeing.  We engage in active and responsible listening to all the parties involved, not just to management’s side of the issue, nor just the staff’s side of the issue.  The problem solver is skilled in both critical and creative thinking and isn’t afraid to use either or both skill sets in helping your organization address the problems.

So your problems from the previous year are starting to set a bad tone for your new year.  Your different response will be to call on a professional problem solver and start on that path toward a positive resolution.  There’s still time to make 2014 the best year yet for improved employee job satisfaction and performance.  Go ahead. Make the call.  We’ll be there for you.

A New Year – A New Opportunity

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It’s a new year and we’ve all had a little time to adjust to writing “2014” on those important documents.  With the new year comes the opportunity to take a fresh look at how we are responding to the problems and issues that occur within our organizations.

This is not an encouragement to make a New Year’s Resolution – most of those only last the first week.  Rather, this is encouragement to take a fresh look at how you identify and resolve problems.  If in the last year you realized that your usual approach wasn’t working, now is a great time to assess your problem solving skills, emphasize the ones that are working and seek out help to improve those that were less productive than you wanted or knew.  Why not also make the decision to call in individuals who have experience with problem solving to help?  Such a decision is not an admission of failure.  It is a testament to your willingness to learn and to grow in your position and a testament to your commitment to seeing your staff and your organization succeed.  Let’s chat!

Calm in the Storm

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Does it seem like every day brings with it new uncertainty and chaos to business rules and regulations? How can any leader feel like they have total control over what the future brings for their organization? I can well imagine how the confusion coming out of Washington these days is adding to the anxiety and concern. How do you stay calm in the midst of all this chaos? Do you get the feeling that you’re a very small rowboat in an unsettled ocean and the storm clouds continue to build?
One way to try to stay calm is literally take a deep breath or a short walk. Then take the time to sit with your senior staff and go over all the new things that you are or will be required to handle. Divide them into two categories – the things over which you have control, and the things over which you have no control and which are mandatory. Making that move starts the calming process because it helps define what you can do. If you have absolutely no control over whether a form is submitted or not, why waste time and effort fighting the requirement?
An area of concern lately is how organizations have been changing their employment practices due to the new regulations. Most of the attention has been on the large national and international organizations. But what if you’re a small “mom and pop” organization in a small community? Obviously some very difficult decisions lie ahead for you. The same thing also applies to the larger corporations. It may seem like an impersonal approach but decisions affecting human beings are never easy. In this climate, effective leaders will insure that they communicate honestly and fairly with the entire staff. Even bad news is accepted a little easier when the communication channels are used effectively. Hopefully your organization has effective lines of communication in place and ready to go. It doesn’t make the decision making any easier but it does ease the anxiety just a bit.

We’ve Expanded!!

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Hello!

Please take a moment to look at our updated website to see the exciting changes we’ve made. The most important is the addition of Angela Buer as a consultant with our group. Angela brings a wealth of experience and expertise with her and we’re very pleased that she’s now working with us.

Check out the new services we’re offering! Additional services are being prepared and as soon as we’ve worked out the details we’ll get them included in our listing of services. (Even Aunt Nell was impressed and we all know how hard she is to please these days!)

Thanks so much for your continued support. We look forward to working with you in the future!

RIP Common Sense

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The debacle taking place in Washington DC, considered by some to be business as usual, should give us all pause as we mourn the apparent passing of common sense (and perhaps decency) in some quarters.   Washington insists on doing what it wants when it wants – and the heck with common sense.  How long do you think you’ll stay employed if you reject common sense and decide that treating employees badly is perfectly acceptable?  When employees disagree with a new policy or procedure – is your reaction to marginalize them?  By doing so how much support do you think the new policy or process will really have?  Your staff will observe how well you handle disagreement and questions about decisions you are considering or implementing.  Taking actions which are unrealistic and responding to critics  with demeaning or disparaging comments does nothing to advocate effective communication.  Maybe the people actually doing the work just might have a better idea.   Perhaps this is the opportunity to resurrect common sense and enjoy the benefits which comes from taking such a stance.    Aunt Nell can’t be too upset if more effective and efficient work processes are implemented because common sense rules.

Performance Appraisals for Difficult Employees – Part II

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We talked in Part I about preparing for the performance appraisal meeting.  In Part II, let’s look at a couple of strategies you might consider for the actual meeting.

It’s hard not to think in some situations that the performance appraisal review with a difficult employee won’t deteriorate to a confrontation.  If the employee weren’t having or displaying problem behaviors there wouldn’t be a need to prepare for a difficult meeting, right?  Even though you prepare for a confrontation, your tone of voice and body language need to be as neutral as possible. If you go into the meeting loaded for bear that message will come through clearly and nothing will be accomplished.  Before the meeting take a couple of moments to take a deep breath and calm yourself.  It really does work.

When the meeting begins, clearly state the purpose of the meeting. This is a performance appraisal meeting and it is about the employee, not about you. Also remember that this is not a negotiation meeting.  As the supervisor you have observed good things and areas where improvements could be made. Start out with a positive comment, if possible. For example, if the employee has shown improvement in an area that was discussed during the last review period, make note of that.

In as even a tone of voice as possible, describe the areas where improvements are needed. Again, if progress has been made, reiterate that. But if there are areas which were brought to the employee’s attention and which did not show improvement during the recent review period that needs to be discussed.  Keep your focus on the facts. Whenever possible, give specifics as to dates and times when tasks were not completed or submitted late.  Detail the problems areas with as much specificity as possible.  You’re never going to be voted as supervisor of the year but you’ll  have the satisfaction of knowing that you’ve done the best job you can under difficult circumstances.

End the discussion of the performance on as positive a note as possible. Compliment a positive skill. Next, set an interim review date to monitor the progress. Work with the employee to set a time that will allow the employee to make the required changes in performance and to establish a positive track record.

Strategy

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A while back I started a conversation with you all about group dynamics.  As I’ve said before knowledge of group dynamics is a good thing.  It helps increase your effectiveness as a leader and improves communication.  Some knowledge of group dynamics will facilitate your work with a problem solver as you all work together to correctly identify not only the problem but the source of that problem (no, it’s not Aunt Nell but she comes close!)  Having a good understanding of group dynamics will enable you to develop realistic strategies for addressing the issues and the problems.  More importantly your knowledge of group dynamics will help you create a work environment that does not foster persistent personnel problems.  Rather, the work environment will be one where your employees will know and appreciate the work performance standards required to maintain and even improve the bottom line.  It will reinforce your role as a leader who values each individual.  Remember my previous comment about having employees challenged to do their best?  That sort of work environment allows employees to have the chance to develop and use their critical thinking and creative thinking skills.  Your organization will have to tackle projects that are both difficult and time sensitive.  Neither of these characteristics will be an obstacle to completion IF you put individuals together in effective teams.  You will be able to accomplish that because of your knowledge of group dynamics.