I worked at a manufacturing location that was the “launching pad” for many of the corporation’s rising stars.  Some were terrific and others left there with the organization in much worse shape than when they arrived.  The latter  group obviously had no feeling for the employees who remained to clean up the “mess.”   The vicious cycle this created was a problem for those who were genuinely concerned about the local operation.  Employees became very skeptical of the motives of any new manager, and sometimes made it difficult for the manager to obtain good results–even when their motives were the right kind.

My suggestion is to use the job as a stepping stone BUT act like you’ll finish your career there.  It’s the equivalent of thinking globally and acting locally.  You’ll get results and cooperation from fellow employees, satisfaction from knowing your legacy will be a positive one, and the experience that prepares you well for your next assignment.  If you stay with the same company, your reputation will also precede you to that next assignment.

And besides…someday you might have to go back to that location!!  How will you be perceived then?

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Many of the employees losing their jobs hadn’t prepared for such an event, either monetarily or skillwise.   They are frightened and very apprehensive of what the future will bring.   They’re looking for any possible advantage to help them find the next job.  There’s a real sense of urgency!

Now comes the tough part.  Occasionally one of these people would ask me for either a recommendation letter or some other sort of certification showing they had met some qualification that wasn’t in fact true.   I felt very compassionate towards these employees who had given their lives to the company, and don’t for a minute think that that didn’t weigh heavily on my mind.  However, I felt that I had to be true to myself and to the company.  I couldn’t in good conscience lie or exaggerate an individual’s credentials, and this didn’t make me very popular with that person.  That was something I just learned to live with.  I tried always to be compassionate but frank with the employee when I explained that I couldn’t comply with his/her request.

You may think you’re helping someone out, but at what cost if you don’t give an accurate representation.  Your integrity and your company’s reputation may be at risk.  Plus, is it fair to the prospective employer?

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1. You can totally ignore the situation.  This may put your employment status in jeopardy if the impropriety is later uncovered and there is evidence that you knew about it and didn’t report it.
2. You can go directly to your supervisor’s boss or to your HR Department.  This is the method that most company codes of conduct would suggest, but you have to feel comfortable with your company’s reputation as an employer who doesn’t retaliate against whistle blowers.
3. You can confront your supervisor with the facts (and I must STRESS facts— and not suspicion) in hopes that he/she will do the honorable thing.  The facts are important because if you happen to be wrong, you’ve placed yourself in a very rough spot.

Of these three alternatives, my choice would be for number three, adding that if he/she doesn’t admit the wrongdoing to upper management immediately, that I would be forced to take my facts to them myself.  Why would I take this approach?  First, I find it personally distasteful to go around my supervisor to a higher level.  After all, I wouldn’t want any of my subordinates doing that to me.  Second, I don’t want to have a perceived reputation that I will go around my supervisor.  Other company managers (who someday could be my supervisor) may wonder at what level I would do this.  What if I were just upset with one of their decisions.

Having said all this, option 3 allows me a chance to not have to go around my supervisor, but still get the issue resolved.  However, I had better be prepared to follow up if my supervisor refuses to follow through.  Which option would you choose, and why?

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There are going to be issues that arise that frustrate all of us from time-to-time.  Perhaps your computer system crashes at a crucial time in your project.  Maybe one of your team members fails to deliver an important part of the project.   You may just have been chewed out (wrongly so of course) by your boss.  Each of these events may cause you to lose your temper at the next slight provocation.

I’m here to say “stop and think before you act.”  Once those words or the actions are out there in front of your subordinates or coworkers, they ain’t coming back!  Sure you can always apologize later, but in the back of their minds, people will always be wondering that if it happened once, it can happen again.  In addition, when you think about it rationally, the temper outburst adds no value to your organization.  I know there will be some of you who say that the explosion gets a message across to your employees that they shouldn’t get complacent.

To this point I would say that if you must lose your temper in order to control your subordinates,  you never really had conrol anyway.  Give that some thought the next time you’re ready to explode.  What exactly are you accomplishing?

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You’ll start by understanding each member of your team, and what are their motivators and what do they value.  As I had mentioned in an earlier post, what motivates one might infuriate another.  I have always been a strong proponent of a more direct style of communication with a subordinate, but mixed with a generous helping of understanding about their motivators and values.  When one of my last team’s members was slipping in her dedication to our objectives, I had to examine the situation from my perspective, her perspective, and the team’s perspective.  After determining that the change needed must come from the team member herself, I then thought about the strategy needed to get the point across, change her behavior, but not alienate or demotivate her.  That’s when I had to use my best leadership skills.

When we sat down to discuss the situation, I was prepared with the facts that were very undeniable.  There was no way these could be refuted, and she was made to realize that she was being held accountable for those objectives under her control.  Then we discussed if there were any external factors that might be impacting her work results.  Having dismissed this as a contributing factor, the only other possibility was that there was a performance behavior that was impacted by internal stimuli.  We talked and set up a corrective action plan along with a timetable in which the behavior needed to change.  There were consequences if the behavior did not get back on track.  Don’t think that your other team members don’t see the problem and your solution from their perspectives.  You’re reinforcing your philosophy on expectations at the same time.

Don’t think that your organization is immune to these hiccups, but be prepared instead to correct them and move on.  If you have one you’d like to discuss, please let me know.

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Not long before leaving my last traditional HR assignment, I  mentioned to my team during a meeting that what we have here is something to be cherished.  It doesn’t happen very often, and you may never see anything like it again during your working careers.  I’m not sure how much they believed it then, because their working careers were much shorter than mine, and they hadn’t been in many work groups.  I hope that they continue to strive for the blend of high quality/quantity work, coupled with harmony and unselfishness.

How did my team get there?  It is probably best summed up in my previous post about “Managing in H.E.L.L.–and Loving Every Minute of It.”  There are a number of short posts on that link, but the five minutes or so you’ll spend reading it may be the turning point for your team.

If you’re fortunate enough to experience it more than once, my hat goes off to you.  If you’re still looking for that first time, never, ever stop trying.  The results are worth the wait.

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On Sunday morning you wake up and go through your normal activities or plans you have for the day……but……there’s something looming on the horizon that starts to eat at the pit of your stomach.  Your evening reminds you that hell starts all over again tomorrow, and as luck would have it, there are 5 days of hell for every 2 days of weekend leisure.  Your mind wanders into thoughts of morons, politics, schedules, and hypocrisy.  Oh, please!!  Let me have just one more day!!

If the above scenario seems to be a regular occurrence in your life, you should be thinking about making a change for another opportunity.  Now I realize that in difficult economic times, you may have to bite the bullet and endure SNS until things improve for employment opportunities.  Not being able to make a  move doesn’t mean that you shouldn’t be prepared in case the right job opens up for you.  Just about everybody has had a case of SNS at one time or another, and the secret is to make sure it doesn’t become a permanent, chronic disorder.  You owe it to yourself and to your employer to come in on Monday morning, fresh and without the lingering effects of SNS.

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If the individual just wants to vent, understand that all you need to do is listen and give your complete attention to that person.  Nothing is worse than talking to your boss who is busy with a BlackBerry or a PC.  Focus on your employee.

If the employee is in a situation and they have taken a course of action already, they may only want your opinion of their actions.  If you’re able to do this without being too judgmental, that’s probably the best avenue to take.  If the action is totally out of line, ask the person why they took this action, and if they understand what the consequences might be.  This approach may help them decide what their next step should be.  Remember that the decision was theirs–not yours.  If you agree with their original action, resist the urge to wholeheartedly endorse it, just in case things don’t turn out well later.  In many instances, your just listening means so much to them.  And don’t forget that you want them to be able to function well on the job.

Last but not least, the employee may want your advice.  It’s an honor to be asked, but it also places a great deal of pressure on you to assist your team member while still maintaining a good, healthy working relationship.  Think it over very carefully before rendering the advice.  For instance if you were to condemn a troubled relationship and it later blossoms, the awkwardness can make all uncomfortable later.  Good luck!

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If we choose to challenge the kool ade flavor we have been chugging for some time, we’re labeled as not being a team player.  When that drink continually fails to produce desired results but we still have it served in heaping portions, when is enough, enough?  It may be necessary to rethink your boundaries as spelled out in Bend But Don’t Break, an earlier post of mine.  Can I continue to drink the same kool ade and be OK with subpar results or with a violation of my value system?  If not, I have a decision to make.

Interestingly enough, in your own department, are you guilty of serving up the same old flavor of kool ade to your team members?  Maybe this has happened over a period of time and you’re not even aware of it.  Do you question your team members’ loyalty if they challenge you?   Can you learn something from one of your subordinates?  See You CAN Teach an Old Dog New Tricks.  The kool ade you’ve been serving your team members may not be as refreshing as you think it is.

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