HANDLING EMPLOYEE CONFLICT

In this litigious age, many employers are naturally reluctant to interfere with employee conflict.  However, since employee quarrels can often entangle and polarize entire groups and lead to low morale, destruction of company culture, and productivity loss --- among other undesired collateral damage --- it is imperative that a leader take control of these types of situations at once.

Mark Twain said, “Always acknowledge a fault frankly.  This will throw those in authority off their guard and give you opportunity to commit more.”   Too bad more employees have not learned to confess when they are at fault.  There is no doubt that most conflicts would resolve themselves if this were the case, but since the opposite is true, we need to educate ourselves and implement best practices to be followed when the time calls for it.

It is literally impossible to convey all the likely reasons why conflict arises in the workplace, but below are a few of the most common.  Familiarity with the reasons behind the discord assists us in guiding others towards a resolution.

Different values- Since we all embrace a set of beliefs or principles we hold as true, when we discuss an issue with someone who has incompatible views, there is a high potential for friction and conflict.  Being emotional creatures, when faced with these types of situations, we often let our feelings guide our reactions, rather than letting our intellect help us respond in a more cognizant way.  Reactions are the words that literally spill out of one’s mouth and are often regretted; responses are the words that evolve after careful consideration and thought processing.  

Need for power and control- Conflict often pushes its way into the workplace when one or more people try to make others change their mind, vote a certain way, or do other things contrary to their beliefs.  Some people feel that they must always come out on top in order to prove their superiority, while others have a difficult time fulfilling the role of follower.  This power struggle is sometimes noticeable but quite often it works its way into the meeting room like an invisible rip current.  It eventually becomes a swift killer of morale and productivity as minds and souls quickly drown and revert to their “I-just-work-here” mode.

Employees bullying their way through work- Unfortunately, the bullies we grew up with are now in the workplace and still vying for control.  Dr Gary Namie, co-founder and president of the Workplace Bullying and Trauma Institute, conducted an online survey of 1,000 people who claimed to have been bullied at work.  He found that, of these victims, 37% were fired, and 33% quit their jobs.  In a reversal of the typical childhood bullying scenario, in which unpopular kids are picked on most, adult victims in the workplace tend to be capable and charismatic people.  The bully sees them as a threat, and strives to get them out of the picture.  Most workplace bullies are thought to be women-58% according to those Namie surveyed, and so are their targets-80% of those surveyed.  It is estimated that half the adult population will experience severe conflict at least once in their working life.  However, many managers and leaders don’t expect conflict and are not prepared to deal with it when it intrudes.

There are five basic steps an employer can take to resolve dissonance in the workplace within safe legal territory.  

Acknowledge the conflict- This seems obvious at first glance, but more often than not, the employer or HR manager may sense the tension in the office or shop, but with so many fires to put out, they usually hope that the dispute simply fizzles out.  Inaction is likely one of the worse and costlier choices.

Meet, Share and Agree- Meet with the parties involved and have them list situations in which they must work together.  Ask both parties to carefully listen to what the other says and repeat it in their own words to make sure both sides are communicating and understanding each other.  This can take time, but it defines the issue and builds the foundation for resolving it.  Legendary communicator, Dale Carnegie, said “Seek first to understand and then to be understood.”  That is the foundation of step number two.  Get agreements on the type of behaviors employees will exhibit in order to get their tasks accomplished.  Behind closed doors, let both parties agree in the process and also emphatically let them know what’s at stake: no one wants to be perceived as a trouble maker or as difficult to handle.  To some extent, expectation defines the result.  If you indicate, by your actions, content, or voice tone, that you expect less than full adult behavior, that’s what you are likely to get.  Remind them that words, even idle chitchat, have meaning and consequences. 

Create an issue resolution process- This fundamental tool for reducing wasted time spent on what is often frivolous quarreling should be incorporated into your employee handbook.  Several templates to accomplish this task are available through SHRM and other online resources.  Giving appropriate praise to employees willing to navigate this process within a positive frame of mind will divert the attention they get as either the victim or perpetrator.  At Delta Faucet, in Jackson, Tenn., it is understood that team leaders should not be involved in refereeing disagreements on the team because it takes time away from important tasks.  Instead, employees are trained in conflict management and required to follow a specific course of action when conflicts arise.  Perhaps not all companies have the time to invest in this kind of training, but having a process in place is an acceptable runner up to achieve the desired result.

Focus on behaviors, not personalities- This is a crucial tool that helps others understand that their entire person is not coming under scrutiny and that the challenge at hand is solely based on one or more particular behaviors instead.  By understanding this concept employees walk out of meetings feeling engaged instead of defeated.

Strike an open-door policy balance- Encourage accountability and growth and let employees know that open door does not mean “open dumping ground.”  But also remind them that you are available to coach them on how to work through specific situations.  This will give them a sense that they truly are your most valuable asset and will ignite a desire to self-arbitrate future challenges.   

It’s been said that conflict is inevitable and resentment is optional.  Protecting your business begins with creating a culture that understands this and values conflict management.  In addition to including conflict-resolution action steps in your employee handbook, be sure to clearly communicate that management or HR must always be notified of and involved in certain types of conflicts.  Particularly those in which there are indications of physical violence, harassment, theft, or illegal substance use.

Conflict is not always the evil it is made to be.  In fact, when teams learn to capitalize from this friction is when groups take positive action, reexamine decisions, and ground-breaking ideas are born.  A good fire is impossible without friction; it is up to you and your leadership teams to funnel this friction into a catalyst for innovation and productivity.  

Johnny Duncan, PHR, is President of Duncan Consulting, Inc., a human resource capital firm that partners with business owners to provide workforce management solutions.  Specialties include personalized training, job analysis, people-to-job matches, and conflict resolution.  He can be reached at johnny@duncanconsult.com or by calling 407-739-0718.

Interview Questions That Work!, Part III

"Sometimes, thinking on your feet can be the most creative. Constrained circumstances can bring the best out of you. Some of the most successful shows come out of shoestring invention." -- Cameron Mackintosh

Thinking on Their Feet

In Part III of Interview Questions That Work!, we look at some good questions that can be used to determine if the candidate has the ability to respond to changes and last-minute disruptions. These questions are designed to hone in on the candidates who can think on their feet and make both effective and efficient decisions.

A team member who makes decisions to act, takes responsibility for their actions and the outcome of those actions, is valuable to the business. Questions in this section help the interviewer gain an understanding of how well the applicant thinks on their feet and if they are willing to make decisions or would rather be told what to do.  

1. What are the first three things you would do on the job if you were hired for this position?

The question requires the candidate to be decisive and come up with an action plan.  The answer you receive will give you an understanding into how the interviewee approaches new, possibly uncharted, situations.  If the candidate answers that she will wait to be told what to do, you may have an unmotivated, high maintenance candidate.   

2. If we hired you, what are the three most important attributes that you believe you would bring to our company?

The hope is that the candidate did their homework and knows a little about your company.  If so, they should be creative in their approach to answering this question.  One skill may be easy, and two may be a little taxing.  Asking for three attributes requires that they think quickly as well as creatively on their feet.  While the answers are important, how they get to the answers reveals even more.  It shows that they can improvise and adapt to various situations at a moment’s notice.

3. How do you make decisions?

This simple open-ended question is packed full of potential.  The candidate should elaborate on their decision-making process.  If they stumble on this one, it may be an indication that they are usually told what to do rather than think on their feet.  Perhaps they haven’t been given a chance in the past to make decisions.  If other questions lead toward a good candidate, you may be able to change their habits by empowering them to make decisions.  If you do not have the luxury of that kind of time, use their unsatisfactory answer to this questions as another red flag.

4. Do you have any questions for me?

This question has been asked over a million times by employers, but doubtfully used for determining if the candidate can think on their feet. Typically what is asked are questions about salary, start date, vacation and other benefits. What you are looking for is a quick-thinking candidate who may have also prepared a strategy for this question. Both responses are positive.

5. Describe a time when you were asked to do something you were not trained to do.  How did you handle it?

The answer to this question provides insight into how the candidate adjusts to doing something outside of her comfort zone. Asking how she handled it helps to learn about her thinking process and if she can change direction on the fly. Candidates that can adapt and ask for assistance from managers and coworkers should be considered as able to think on their feet.

Please send me any questions you may have used to find the perfect candidate.

Interview Questions That Work! Part II

"We all prospect, and don't even know we're doing it. When you start the dating process, you are actually prospecting for the person you want to marry. When you're interviewing employees, you are prospecting for someone who will best fit your needs." -- Zig Ziglar

Last time, I mentioned that screening for the right person for the job is always a challenge. You need someone not only qualified, but with a passion for the work and a desire to serve. You don't have the luxury of multiple interviews, following up with past employers, calling all character references, or reading through multi-page resumes, (they're usually not true anyway).

I gave you nine of 50 great questions for you to use in your interview process. Here are another ten that include good customer service screening questions and also some that will let you know how well the candidate can think on his/her feet.These questions will help you to decide quickly whether the candidate you are interviewing is the right fit or not. Each question has been filtered through a vast array of human resources scenarios to determine if any are "questionable" or "offensive" based on current HR laws, regulations, and interviewing rules, (e.g., discriminatory questions based on violations of ADA, Title VI, etc.), and each one has passed the test.

Customer Service
Providing excellence in customer service is so vital for the success of your company, that hiring talent that can deliver the best to your customers must be a priority. It’s been said that if you have great customer service, its assumed that you provide a great product. These questions will help you identify those candidates who not only know the importance of great customer service, but can deliver that service.

1. What have you done at your present/last company to provide a wonderful experience for your customers?
A generic question that the candidate can answer in a variety of ways. You are looking for specifics that shows the candidate took action to provide for a good experience for the customer. The best possible answers include total recall of incidents where the candidate knows that she shined and remembers comment cards from customers or kudos from supervisors.

2. Have you encountered a situation where you dealt with a really upset customer, or were even blamed for something that wasn’t your fault? How did you handle it?
Great follow-up to the first question. Every business has unsatisfied customers, whether justified or not. It is simply part of running a business. Here, you are tying to get the candidate to provide an honest account of a difficult scenario and how they handled it. The main thing you are looking for in their response is if they are focused on finding a positive solution for the customer.

3. How have you advocated for your customers when it was apparent that their issues could be prevented by improving how a product was designed (e.g., how the food was prepared, tires changed, medical device sold), how a process could be streamlined, or how communication could have been improved?
With this question, you are looking for where the candidate may put the blame for a customer service issue rather than doing what it takes to please the customer. If the candidate recalls an incident when he did all that was possible to right the situation regardless of who or what was at fault, you may have found someone who places customer service as a high priority-a trait that is required to be successful in this job.

4. Give me an example of when you went the extra mile for a customer?
Any question asked during an interview should be designed to elicit more than just a “yes” or “no.” This question prompts the candidate to retrieve a file that will give you information on how she thinks and reacts outside the normal parameters. Tony Hsieh tells the story of how one of his employees at Zappos, an online shoe store, once ordered a pizza for a customer who requested one using her personal credit card. You may not want a candidate that feels empowered in that extreme, but close to it would be nice.

5. Describe a delightful customer service experience you had when you were the customer in a restaurant. What did the server/cashier/hostess, etc., do to make it so?
You are looking for a response that indicates that they know what is meant by good customer service and what it took to deliver it for them.

Thinking on Their Feet
A team member who makes decisions to act, takes responsibility for their actions and the outcome of those actions, is valuable to the business. Questions in this section help the interviewer gain an understanding of how well the applicant thinks on their feet and if they are willing to make decisions or would rather be told what to do.

6. What are the first three things you would do on the job if you were hired for this position?
The question requires the candidate to be decisive and come up with an action plan. The answer you receive will give you an understanding into how the interviewee approaches new, possibly uncharted, situations. If the candidate answers that she will wait to be told what to do, you may have an unmotivated, high maintenance candidate.

7. If we hired you, what are the three most important attributes that you believe you would bring to our company?
The hope is that the candidate did their homework and knows a little about your company. If so, they should be creative in their approach to answering this question. One skill may be easy, and two may be a little taxing. Asking for three attributes requires that they think quickly as well as creatively on their feet. While the answers are important, how they get to the answers reveals even more. It shows that they can improvise and adapt to various situations at a moment’s notice.

8. How do you make decisions?
This simple open-ended question is packed full of potential. The candidate should elaborate on their decision-making process. If they stumble on this one, it may be an indication that they are usually told what to do rather than think on their feet. Perhaps they haven’t been given a chance in the past to make decisions. If other questions lead toward a good candidate, you may be able to change their habits by empowering them to make decisions. If you do not have the luxury of that kind of time, use their unsatisfactory answer to this questions as another red flag.

9. Do you have any questions for me?
This question has been asked over a million times by employers, but doubtfully used for determining if the candidate can think on their feet. Typically what is asked are questions about salary, start date, vacation and other benefits. What you are looking for is a quick-thinking candidate who may have also prepared a strategy for this question. Both responses are positive.

10. Describe a time when you were asked to do something you were not trained to do. How did you handle it?The answer to this question provides insight into how the candidate adjusts to doing something outside of her comfort zone. Asking how she handled it helps to learn about her thinking process and if she can change direction on the fly. Candidates that can adapt and ask for assistance from managers and coworkers should be considered as able to think on their feet.

When you get a chance, let me know of any great questions you've used before to find qualified candidates.

:: PARTNERING & PAIRING ::

TWO SIMPLE QUESTIONS TO CONSIDER

1. Did you ever have a job where the mere act of walking in would

make you feel that you could not breathe?

2. Do you ever stop to consider how many people in

your team could be feeling that way right now?

I bet all I have that question #1 made you go back in time & clench your teeth even at the brief resurfacing of those old feelings.

Remember the frustration?

That frustration that invariably leads to an increased employee issues, wasted time and sooner rather than later productivity loss? Well, just because it is not happening to you right now it does not mean that those feelings are not lingering in your workplace's corridors right as you seat reading this coffee in hand.

Funny thing is how much of this can be solved by the simple act of listening. Not the plain old listening, but the kind of intent listening that must take place during team meetings and any other gatherings, the kind of listening that does not involve the ears. The body language- listening, the results-listening, and the listening for one's team intrinsic mood.

If something does not sound quite right, to your ears, your eyes, or your intuition then action is a must. One of the key issues we find arise during this intent listening sessions is team construction and pairing.





The magic of pairing. So underrated. We insist that people must be able to work with anyone and be flexible at all times. True. Ideally that should work, and so should communism.

But the reality of it is that if you put two people that usually don't see eye to eye to work together for an extended period of time this won't translate into rewards of any kind. No matter what level of maturity, skill and professionalism is at work, if the heart and collaborative spirit is not there, you lose, and so will your company and your bottom line. History shows us that good partnering is essential to any great achievement, why ignore such tried and true wisdom?

While it is true that working with folks who have different points of view is likely to enrich us, if philosophies and personalities are diametrically opposite, the enriching part won't ever matter, because personal issues will inevitably blindfold & undermine more positive attributes.

The right pairings and team building won't take place overnight. This is an art with almost no science to it. So listen. Ask questions. Take the time to re-evaluate who sits next to whom, who seems unhappy to work with whom, what pairs/teams feed of each other's ideas and energy, and begin taking into account your team member's input when designing groups that will work side by side, departments, and shifts.

And why not go as far as to take more drastic measures and even consider having your current employees interview new hires that they'll work with? Studies show that companies that invest on that initial time to get to know potential new hires have a much lower turnaround than companies using more traditional interviewing/hiring methods.

Something to think about.

The most successful pairings occur naturally.

Don't get in the way of what works.

Photographs courtesy of GSN

Can you hear me now?

Funny, right? Unless it's you who is not being listened to.

Most of us listen to about 25% of what is being communicated to us. I know, I know, listening and communication are common threads in this blog, but there never was a more pressing time to start working on our listening skills (afterall, we do want to keep our jobs and progress in our careers, right?). So do what you can, and if you feel you are not meeting your own expectations try again, try harder and try smarter.

I have a good friend whom I always thought had the touch for changing people's mood around. The type who, after a sales person has been openly rude to him, replies "How is your day going?" Not in a sarcastic way but in the most caring and compassionate tone possible. It always amazes me to watch the results: even the rudest most abrasive people make eye contact (sometimes for the first time) and then the magic happens: that moment when an frustrated associate actually sees the person in front of him as a human being.

Besides the obvious results my friend always gets (things done right the first time, a more pleasant person to do business with, quicker service, a discount, etc.) the most everlasting result is that he's likely to have made a positive impact on that person's day and attitude.

So go ahead laugh at the cartoon. Remember all the jerks who mistreated you and vent about it.

But also remember that a graceful human being helps situations by showing, not by telling.

If your listening and empathy skills leave something to be desired, read a book on the subject, ask friends and coworkers to be honest with you and provide you feedback, practice deliberately not interrupting or thinking about what you are going to say next while your spouse, friend or coworker is talking to you, take a class (Rollins College has a fantastic class on the subject)...and most of all, when you think you are done learning...well, then it's time to start all over again.

And remember, the fact that most of us run at 25% capacity that doesn't mean that's the way it has to be. Not if you want to achieve exceptional results anyway.

Listening--Why Bother?

Below is an article that summarizes some key points to help us understand why listening is so important for success. Listening, communication, core values & principles are key aspects of HR Remedies's true North. That is why you will continue to see these as recurring themes in our blog.

The article was written by Bruce Wilson, executive coach & trainer and featured on the business listening site.

Practical Benefits of Better Listening for Leaders and Teams

Besides the deep implications of listening for leadership explored in decades of leadership models, listening has a number of direct, practical benefits for executives, managers, and team members.

Experienced management trainer Madelyn Burley-Allen identifies the following immediate tangible benefits from listening in the work place:

A Bond of Respect. Genuine listening generates respect, rapport and trust between talker and listener. In particular, employees like, and respond better to, supervisors who they think are listening to them.

Productivity. Productivity will be higher and problems solved more rapidly if people working to solve problems are encouraged to explain problems and start working though solutions out loud before "advice-giving" begins

Cooler Heads. Focusing on listening helps both the talker and the listener stay cool--and helps them cool down--when dealing with a crisis or discussing an emotionally charged topic.

Confidence. A supervisor who listens well will tend to have better self-esteem and self-image because they will get along better with others.

Accuracy. Better listening leads to better recollection of important facts and issues later on, resulting in fewer miscommunications and fewer mistakes. Thus, attention to good listening technique is even more important when complex issues are involved.

Parts of this section were inspired by the book Madelyn Burley-Allen, Listening, The Forgotten Skill. A Self-Teaching Guide (Fireside (Simon and Schuster), 1995 (Second Edition)) (>Amazon.com), with interpretation and analysis by Bruce Wilson.
Other motivational benefits of listening in the work place:
Innovative solutions to problems and new production methods are incubated by listening. When a leader tells someone exactly how to do something, or tells them to stop thinking and just keep doing it the way it's always been done, the organization misses out on any improvements that someone might discover by applying their fresh eyes and unique background to solving the problem.

From a different perspective, by not listening to the people who have to get the job done a leader not only chills innovation but also de-motivates by reducing feelings of responsibility, control, and importance.

Finally, it bears noting that Six Sigma, the latest system for total quality management, explicitly recognizes not only the value of the employee viewpoint, but the value to the employee of being listened to. Listening makes employees feel better about themselves and the problems they are working on seem more within their control.

Aren't some of us just too darn effective already to rely much on listening? Even General George S. Patton, the flamboyantly egocentric but highly effective U.S. Army tank commander during World War II, once said:

"Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."

Cultivating the Work Environment. At IDEO, the company's leaders seek out the creative voice of team members and encourage team members to listen to one another in order to build an office environment that promotes cooperative teamwork and inspired problem-solving.- IDEO uses empathic listening to discover ways to make the work environment comfortable and attractive in order to recruit and retain top people.- IDEO treats the work environment as one of its product development projects. They brainstorm, prototype, and take feedback from team members to zero in on what works.- This approach to work environment encourages a flow of creativity and problem solving rather than focusing team members on barriers and obstacles in their path, such as "who's getting a window office."

Encourage Prototyping. Like brainstorming, prototyping is a way to solicit input from team members and develop empathy with customers. Prototyping is the process of creating and experiencing multiple early versions of your products of services, perhaps with alternative features, before your "final" version is ready for sale.

For example, when facing a one month deadline, try to come up with 5 different flavors of primitive outlines or prototypes after the first week and get feedback from team members about the prototypes to see what directions look most promising. Then prepare a final version. Don't begin by preparing a final version of "best guess" for completion and delivery on day 30, then get feedback after its too late.

Prototyping early and often breaks log jams, builds momentum, and allows course changes before smacking straight into obstacles.

Dealing with adversity as a true leader

The following is part of the Listening Leaders Newsletter sent by Dr. Lyman K. Steil & Dr. Richard K. Bommelje. If you'd like to subscribe or check past newsletters please visit their Listening Leaders site.


"Listening Leaders® regularly face the two-edged challenge of simultaneously attempting to accept and address adversity that enters every listener’s life. Adversity resides around every corner in a period filled with worldwide financial turmoil, a downturn in the world economy, excessive unemployment, real-estate foreclosures, health care challenges, international armed conflict, terrorist threats, energy shortages, excessive individual and national debt, and a contentious political season. Danger lurks everywhere, and Listening Leaders® must learn to accept and address adverse moments as they find them.

Obviously, different people deal with moments of adversity in different ways. However, all listeners will be wise to remember the wisdom of the Roman philosopher Lucretius who wrote, “Look at a man, in the midst of doubts and danger, and you will learn in his hour of adversity what he really is. It is then that true utterances are wrung from the recesses of his breast. The mask is torn off; the reality remains.” The ultimate test of listening may reside in how well one listens when the world around them seems to be falling apart in front of their eyes and ears. As we know, it is easy to listen when one is coasting downhill with the wind at our back and the sun in our face. The greater challenge is meeting the task of readiness for the moments when the road turns steep and rocky, and the wind and the rain are in our face. For it is in these moments when Listening Leaders® multitude of honed skills of listening truly pay-off.

Accepting and addressing all moments of adversity becomes easier if one listens with planned preparation, an understanding of relevant listening principles, and practiced listening skills. Preparation is critical as adverse events often appear when one may least expect them. Simply put, wise listeners plan and are prepared for the unexpected. They project negative possibilities and create strategies for rational processing and responding. In the process, Listening Leader’s® build solid foundations from which they can address adverse events.

In addition, the challenges of dealing with adversity require a deep understanding and application of Listening Leader® Principles. Assuming “Primary Responsibility” for effective listening becomes heightened in all adverse moments. Moreover, difficult times demand that listeners “Find and Align the Purpose” of every communication. One cannot run from, or ignore, any significant challenge of the moment.

Finally, listeners will find it easier to address any adverse issue if they develop their skills of effective listening through extensive Practice of “Identifying and Using Structures, and Identifying and Controlling Distractions and Emotions.” The adage, “perfect practice makes perfect” holds great significance in moments of adversity. Prepared listeners who have developed practiced skills will always trump the unprepared and un-practiced listeners. For as the Irish poet, W. B. Yeats observed, “We begin to live when we have conceived life as a tragedy.”

In times of adversity, Listening Leaders® will profit by accepting and adopting the simple observation of the Australian poet, Adam Lindsay Gordon, who wrote: “Life is mostly froth and bubble. Two things stand like stone, Kindness in another’s trouble, Courage in your own.”

So as we continue our quest of “Advancing listening leadership throughout the world,” we challenge all Listening Leaders® to accept and address adversity where you find it.

LISTENING LEADER® KNOWLEDGE NUGGET: Listening Leaders® accept and address adversity.

In the Winter of 1776-1777, Thomas Paine endured the travails of adversity in the dark hours of the Revolutionary War. Conditions were brutal, yet Paine established an invaluable and timely road map for all Listening Leaders® facing moments of adversity.

Paine wrote: “These are the times that try men’s souls. The summer soldier and the sunshine patriot will, in this crisis, shrink from the service of their country; but he that stands it now, deserves the love and thanks of man and woman. Tyranny, like hell, is not easily conquered; yet we have this consolation with us, that the harder the conflict, the more glorious the triumph. What we obtain too cheap, we esteem too lightly: it is dearness only that gives every thing its value.

I call not upon a few, but upon all: not on this state or that state, but on every state: up and help us; lay your shoulders to the wheel; better have too much force than too little, when so great an object is at stake.

Let it be told to the future world, that in the depth of winter, when nothing but hope and virtue could survive, that the city and the country, alarmed at one common danger, came forth to meet and repulse it. Say not that thousands are gone, turn out your tens of thousands; throw not the burden of the day upon Providence, but ‘show your faith by your works,’ that God may bless you.

It matters not where you live, or what rank of life you hold, the evil or the blessing will reach you all. The far and the near, the home counties and the back, the rich and the poor, will suffer or rejoice alike. The heart that feels not now, is dead: the blood of his children will curse his cowardice, who shrinks back at a time when a little might have saved the whole, and made them happy. I love the man who can smile in trouble that can gather strength from distress, and grow brave by reflection. ‘Tis the business of little minds to shrink; but he whose heart is firm, and whose conscience approves his conduct, will pursue his principles unto death.”

Two hundred and thirty-two years later, Thomas Paine’s invitation continues to hold value for present day distressed Listening Leaders® everywhere.

LISTENING LEADER TIP OF THE WEEK: Embrace moments of adversity.

GOLDEN CIRCLE LISTENING LEADERS QUOTES OF THE WEEK:

Adversity introduces a man to himself ~ Anonymous

It never rains but it pours ~ Proverb

Prosperity doth best discover vice: but adversity doth best discover virtue ~ Bacon

When sorrows come, the come not single spies, but in battalions ~ Shakespeare

We are all strong enough to bear the misfortunes of others ~ Duc de la Rochefoucauld

We are always in the forge or on the anvil ~ Henry Ward Beecher

The gem cannot be polished without friction, nor man perfected without trials ~ Chinese Proverb

What do your employees really want?

Article by Pam Pumarino, regular contributor to our blog. She holds degrees in business & psychology, and has an extensive background in Customer Service training.



For a while I worked at a Fortune500 HR call center where they did a big hoopla about motivating employees. One of their last attempts was their ‘Fall Challenge.’



Let me say that again, Fall Challenge. Yes, the name alone destined the festivities to the land of despair.



The rules where rather simple, do something right (aka do what you are being paid for at least some of the time) and you’ll get a ticket for a raffle at the end of the busy season.



Great idea, right? Not so fast. The bottom line was that attendance during busy periods did not increase. Morale did not increase. Productivity did not increase. Instead, resentment grew like rampant summer weeds, as good employees watched others--who did one thing right one time--walk away with big prizes.



Why didn’t it work? Well, employees were not asked what they wanted as a reward. Employees were not asked for input for establishing the guidelines. There was a lack of flexibility…one reward seldom fits all—for me it might be money, for you time off might be as good as gold. It created resentment amongst coworkers. It did not take into consideration people who missed work due to important circumstances (kid got chickenpox and husband got foot stuck in the toilet, dog ate shoes, lost both ears rendering self unable to listen to phone calls, etc.).



So what is the lesson learned? Don’t waste valuable time at a corporate table with other managers to figure out what banana you’ll throw your monkeys. Instead, talk with your people, treat them like people, and most importantly LISTEN to what they have to say, as well as what they are not saying. There is no other way for you to find out their wants, needs and motivational hooks. You’ll find that, often, the mere fact of having you truly listen to them might just be what they wanted all along.





LISTEN , LISTEN, LISTEN

Listening is the one activity you do more in life than any other activity except to breathe. How much time and energy do you exert in developing the communication skill that has been with you since birth. Self-leaders capitalize on the power of listening. They listen for what people say, what they don't say, and what they would like to say but don't know how to put into words. When is the last time that you were either involved in or observed a situation in which their was a cost due to a listening breakdown? Most people can identify several recent examples in their own life. The costs can be staggering. SELF-LEADERS LISTEN, LISTEN, LISTEN.



Excerpt from Dr. Bommelje’s Listening Leaders’ website.

What do your employees really want?

Article by Pam Pumarino, regular contributor to our blog. She holds degrees in business & psychology, and has an extensive background in Customer Service training.



For a while I worked at a Fortune500 HR call center where they did a big hoopla about motivating employees. One of their last attempts was their ‘Fall Challenge.’



Let me say that again, Fall Challenge. Yes, the name alone destined the festivities to the land of despair.



The rules where rather simple, do something right (aka do what you are being paid for at least some of the time) and you’ll get a ticket for a raffle at the end of the busy season.



Great idea, right? Not so fast. The bottom line was that attendance during busy periods did not increase. Morale did not increase. Productivity did not increase. Instead, resentment grew like rampant summer weeds, as good employees watched others--who did one thing right one time--walk away with big prizes.



Why didn’t it work? Well, employees were not asked what they wanted as a reward. Employees were not asked for input for establishing the guidelines. There was a lack of flexibility…one reward seldom fits all—for me it might be money, for you time off might be as good as gold. It created resentment amongst coworkers. It did not take into consideration people who missed work due to important circumstances (kid got chickenpox and husband got foot stuck in the toilet, dog ate shoes, lost both ears rendering self unable to listen to phone calls, etc.).



So what is the lesson learned? Don’t waste valuable time at a corporate table with other managers to figure out what banana you’ll throw your monkeys. Instead, talk with your people, treat them like people, and most importantly LISTEN to what they have to say, as well as what they are not saying. There is no other way for you to find out their wants, needs and motivational hooks. You’ll find that, often, the mere fact of having you truly listen to them might just be what they wanted all along.





LISTEN , LISTEN, LISTEN

Listening is the one activity you do more in life than any other activity except to breathe. How much time and energy do you exert in developing the communication skill that has been with you since birth. Self-leaders capitalize on the power of listening. They listen for what people say, what they don't say, and what they would like to say but don't know how to put into words. When is the last time that you were either involved in or observed a situation in which their was a cost due to a listening breakdown? Most people can identify several recent examples in their own life. The costs can be staggering. SELF-LEADERS LISTEN, LISTEN, LISTEN.



Excerpt from Dr. Bommelje’s Listening Leaders’ website.