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.
There are five basic steps an employer can take to resolve dissonance in the workplace within safe legal territory:
1.) 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.
2.) 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.
3.) 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.
4.) 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.
5.) 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.
Sunday, June 12, 2011
Wednesday, May 25, 2011
It's Not My Job!
How many times have you heard an employee pass the buck when asked about an unfinished project? Or, if not actually heard this from an employee, at least witnessed it expressed through their actions. This employee is limited to do their job barely to the extent of their job description and no more. "It's not my job," is their motto and it is this type of attitude in an employee that can spread like a cancer to other members of your team causing harm to your business.
Ultimately, it is your responsibility to remedy the situation and to either get this team member back on board and 100% in the game or to send this person on their way to finding a job elsewhere.
"Too many leaders act as if the sheep.. their people.. are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep." ---Ken Blanchard
There are three critical steps that you as a business owner or leader can do to ensure that all of your team members are willing to give their all for the future of the organization as well as for their future success:
1.) Create Ownership -- It is a proven fact that your employees will be more productive, more into the game as a team member, and more on board with helping the business achieve its goals if you allow them to own their job. After you've sunk so much time and so much money into finding the key personnel for your business, doesn't it make sense to allow them to do what they were hired to do? If you have to babysit them and micro-manage every aspect of their job, didn't you mis-hired. You didn't really trust your gut on this one. You wasted your time and their time.
Coors Brewery had a strong union at one time. The union members fought with management for years for decent wages, good working conditions, and a chance to get supervisors off their backs. The tension was at a constant high day in and day out.
Then, something changed. Management began to treat employees with respect. They began trusting those they hired to get the job done. Over time, the employees of Coors voted to no longer be represented by a union.
Don't allow a union mentality to develop in your business. Once you hire a person, let them do their job. Provide guidance and help when needed, but let them own the job. If they fail, let everyone learn from it and then move on. Give them the freedom to work.
2.) Share Ownership -- If you really want your employees to shine, give them a piece of the pie. Profit-sharing or other forms of sharing of the business gives the employee a sense of pride that shows in their work. No longer will you see or hear, "It's not my job," but you will witness overlapping where one employee will stay late to assist another with a project. While on location at a client's business, I witnessed a member of the office staff pick up a piece of trash in the parking lot on her way to lunch. She took pride in the appearance of "her" business.
Sharing the company with employees gives them the opportunity to see how their work impacts the greater good of the business and that what is good for the business is good for their bottom line as well.
3.) Take Ownership -- Finally take ownership of your business. You probably have more blood, sweat and tears put into the business than anyone else working there. If you find an employee that can't pull their weight or won't do their job, it is time to re-train them or let them go. As my good friend Tim says, "If they tell you they won't or they can't, believe them." In other words, don't try to fight them if they are not willing to change. Believe them and wish them well in the future endeavors.
You don't have to keep an employee who does not want to be on your team. So many employers are afraid to fire an employee. News stories about lawsuits and employees with a team of lawyers scares the britches off of some business leaders. Don't let it! If you've kept good records, treated the employee fairly, but the fit just isn't there, send them down the road.
Ultimately, it is your responsibility to remedy the situation and to either get this team member back on board and 100% in the game or to send this person on their way to finding a job elsewhere.
"Too many leaders act as if the sheep.. their people.. are there for the benefit of the shepherd, not that the shepherd has responsibility for the sheep." ---Ken Blanchard
There are three critical steps that you as a business owner or leader can do to ensure that all of your team members are willing to give their all for the future of the organization as well as for their future success:
1.) Create Ownership -- It is a proven fact that your employees will be more productive, more into the game as a team member, and more on board with helping the business achieve its goals if you allow them to own their job. After you've sunk so much time and so much money into finding the key personnel for your business, doesn't it make sense to allow them to do what they were hired to do? If you have to babysit them and micro-manage every aspect of their job, didn't you mis-hired. You didn't really trust your gut on this one. You wasted your time and their time.
Coors Brewery had a strong union at one time. The union members fought with management for years for decent wages, good working conditions, and a chance to get supervisors off their backs. The tension was at a constant high day in and day out.
Then, something changed. Management began to treat employees with respect. They began trusting those they hired to get the job done. Over time, the employees of Coors voted to no longer be represented by a union.
Don't allow a union mentality to develop in your business. Once you hire a person, let them do their job. Provide guidance and help when needed, but let them own the job. If they fail, let everyone learn from it and then move on. Give them the freedom to work.
2.) Share Ownership -- If you really want your employees to shine, give them a piece of the pie. Profit-sharing or other forms of sharing of the business gives the employee a sense of pride that shows in their work. No longer will you see or hear, "It's not my job," but you will witness overlapping where one employee will stay late to assist another with a project. While on location at a client's business, I witnessed a member of the office staff pick up a piece of trash in the parking lot on her way to lunch. She took pride in the appearance of "her" business.
Sharing the company with employees gives them the opportunity to see how their work impacts the greater good of the business and that what is good for the business is good for their bottom line as well.
3.) Take Ownership -- Finally take ownership of your business. You probably have more blood, sweat and tears put into the business than anyone else working there. If you find an employee that can't pull their weight or won't do their job, it is time to re-train them or let them go. As my good friend Tim says, "If they tell you they won't or they can't, believe them." In other words, don't try to fight them if they are not willing to change. Believe them and wish them well in the future endeavors.
You don't have to keep an employee who does not want to be on your team. So many employers are afraid to fire an employee. News stories about lawsuits and employees with a team of lawyers scares the britches off of some business leaders. Don't let it! If you've kept good records, treated the employee fairly, but the fit just isn't there, send them down the road.
Monday, May 9, 2011
If They're Not With Us, They're Against Us
There is a lot of "team player" talk from management gurus and consultants like me. Our intent is to get everyone on board and believing the mission statement and living the vision statement. While the phrase leans too much toward a generality and is becoming one of those overused, outmoded phrases in the same vein as "at the end of the day," and "no news is good news," (particularly when used during performance reviews), the concept is vital to the success of your business.
Having employees on the team and really playing their part on the team, is crucial to business success. Most businesses can't afford the luxury of leaving a bench warmer on the team just because he is a nice guy or she is the relative of one of the owners. As painful as it is, and being a business leader has its painful moments, the non-performers must go.
Determining to make every member of your organization a true team player starts with a good delivery of the team's mission.
"We want passion for our business.. workers who can interpret and execute our mission, who want to build a career, not just take a temporary job." --- Howard Schultz
If you have clearly communicated the direction of the business, and continue to make that communication a daily priority, you'll either have devoted team members, or those who are not devoted. The decision then is simple: get rid of the un-devoted!
Employees answered a call when you were hiring for your business. They saw a fit and an opportunity to earn money, advance in their career, fulfill a calling, and a half dozen other reasons. They depend on your leadership to continually reinforce the reason for the business and how their position contributes to that reason.
There are three things that you can begin doing this week to either improve on or validate the reasons for your team members to be a part of your team:
1.) Dust off your mission statement (or write one today if you don't have one!) and either through company face-to-face meeting (preferred), or electronic communication, explain what that mission statement means and how it is one of the driving forces the propels the business.
2.) Do the same with the vision statement, but in this case, create a committee of employees to assist with developing the vision statement. Have the committee get input from all stakeholders including customers and vendors. Make it a company-wide creation so that everyone owns it.
3.) Come up with a company slogan that can be easily memorized. Make it a contest to come up with the best slogan. The winner gets dinner for two someplace nice or some other worthy award. Print bumper stickers or have coffee mugs made up with the slogan. Make the slogan have a meaning that incorporates both the mission and vision statements and what the organization is all about.
Get at least these three things started and watch a team concept develop. You'll begin to see cohesion and individual ownership take place. Yes, you'll still have non-players, but they will become easier to recognize. You're not getting rid of the ones who didn't participate in your slogan rally or statement creations, but the ones who don't believe in the direction of the business.
Having employees on the team and really playing their part on the team, is crucial to business success. Most businesses can't afford the luxury of leaving a bench warmer on the team just because he is a nice guy or she is the relative of one of the owners. As painful as it is, and being a business leader has its painful moments, the non-performers must go.
Determining to make every member of your organization a true team player starts with a good delivery of the team's mission.
"We want passion for our business.. workers who can interpret and execute our mission, who want to build a career, not just take a temporary job." --- Howard Schultz
If you have clearly communicated the direction of the business, and continue to make that communication a daily priority, you'll either have devoted team members, or those who are not devoted. The decision then is simple: get rid of the un-devoted!
Employees answered a call when you were hiring for your business. They saw a fit and an opportunity to earn money, advance in their career, fulfill a calling, and a half dozen other reasons. They depend on your leadership to continually reinforce the reason for the business and how their position contributes to that reason.
There are three things that you can begin doing this week to either improve on or validate the reasons for your team members to be a part of your team:
1.) Dust off your mission statement (or write one today if you don't have one!) and either through company face-to-face meeting (preferred), or electronic communication, explain what that mission statement means and how it is one of the driving forces the propels the business.
2.) Do the same with the vision statement, but in this case, create a committee of employees to assist with developing the vision statement. Have the committee get input from all stakeholders including customers and vendors. Make it a company-wide creation so that everyone owns it.
3.) Come up with a company slogan that can be easily memorized. Make it a contest to come up with the best slogan. The winner gets dinner for two someplace nice or some other worthy award. Print bumper stickers or have coffee mugs made up with the slogan. Make the slogan have a meaning that incorporates both the mission and vision statements and what the organization is all about.
Get at least these three things started and watch a team concept develop. You'll begin to see cohesion and individual ownership take place. Yes, you'll still have non-players, but they will become easier to recognize. You're not getting rid of the ones who didn't participate in your slogan rally or statement creations, but the ones who don't believe in the direction of the business.
Saturday, March 5, 2011
3 Things We Can Learn from Charlie Sheen
We've probably all seen or at least heard news of the ranting of actor Charlie Sheen. Executives canceled his show, Two and a Half Men, after witnessing his behavior on and off the set. Some of the interviews of Charlie Sheen show an actor (employee) awaiting for show executives to come begging for him to come back to his job.
There are many lessons that can be gleaned from this, but three shout out for attention:
1.) An employee's action can bring down the house. While employers should take responsibility for their employees, there comes a time when you must sever the relationship. When an employee's actions away from work are not in line with the core values of the employer, it is time to make a change. The reputation of the business is carried with every person employed with that organization. There is room for change and forgiveness, but only if it is permanent and sincere.
2.) An employee's attitude can ruin a team. From what I've heard Charlie Sheen say in interviews, it appears that he believes he is the cat's meow. The top hat. The head cheese... you get the picture. He believes that the show cannot go on without him and that any success for the writers, producers, etc. was due to him. Attitudes like this can cause a team to suffer. Team members begin to distrust not only that person, but also leaders that allow that person to remain on the team.
3.) Outrageous activity gets attention. This third and final nugget is different from the other two in that it is a positive outcome of the Charlie Sheen circus. As soon as Sheen opened a recent Twitter account, he received a million followers the first day. Because of his mega-media coverage, whether good or bad, Sheen is in the spotlight. Obviously, you don't won't bad publicity for your business, but what about getting folks attention by announcing free lunch to the first 100 customers next Tuesday, or bring in a massage therapist to offer free neck and back massages from 1:00 to 3:00 (or whatever your slow time is). Create a buzz using your imagination. You don't have to shun off rehab, say that Alcoholics Anonymous is a cult and doesn't work, and have some porn stars move into your house to raise your kids to get attention. We're looking for positive ideas here.
There are many lessons that can be gleaned from this, but three shout out for attention:
1.) An employee's action can bring down the house. While employers should take responsibility for their employees, there comes a time when you must sever the relationship. When an employee's actions away from work are not in line with the core values of the employer, it is time to make a change. The reputation of the business is carried with every person employed with that organization. There is room for change and forgiveness, but only if it is permanent and sincere.
2.) An employee's attitude can ruin a team. From what I've heard Charlie Sheen say in interviews, it appears that he believes he is the cat's meow. The top hat. The head cheese... you get the picture. He believes that the show cannot go on without him and that any success for the writers, producers, etc. was due to him. Attitudes like this can cause a team to suffer. Team members begin to distrust not only that person, but also leaders that allow that person to remain on the team.
3.) Outrageous activity gets attention. This third and final nugget is different from the other two in that it is a positive outcome of the Charlie Sheen circus. As soon as Sheen opened a recent Twitter account, he received a million followers the first day. Because of his mega-media coverage, whether good or bad, Sheen is in the spotlight. Obviously, you don't won't bad publicity for your business, but what about getting folks attention by announcing free lunch to the first 100 customers next Tuesday, or bring in a massage therapist to offer free neck and back massages from 1:00 to 3:00 (or whatever your slow time is). Create a buzz using your imagination. You don't have to shun off rehab, say that Alcoholics Anonymous is a cult and doesn't work, and have some porn stars move into your house to raise your kids to get attention. We're looking for positive ideas here.
Tuesday, February 15, 2011
Training Wheels: 3 Reasons Not to Train
I'm often asked, "Why should I train my people when they will only take all that I give them in knowledge and skills and go somewhere else?" Good question. My answer is always the same, train them anyway.
If you've put the time in for finding the right person and going through the hiring process (in some places, that includes drug testing, background checks, etc.), why not make sure that once you get them, you conduct continual training to ensure that they provide the best in quality services and products and the very best in customer service?
Here are the three top reasons most employers want provide continual training:
1.) Training is too costly. Actually, the cost of training is minimal compared to the benefits. With proper planning, a team of 25 employees can be put through a week-long training program covering most subjects for what it costs to lose just one client due to poor customer service.
2.) Training takes too much time. There are many training programs available online that can be taken at the employee's pace. There are also programs that can be customized to fit in or around the business' hours.
3.) Training won't make a difference. Studies from the American Society for Training and Development (ASTD), as well as from the Society for Human Resource Management (SHRM) show that even a little training goes a long way. A receptionist trained on the proper techniques of handling calls can significantly improve the bottom line of a business. A salesperson with only a few hours of good listening skills training can lead the sales force in existing and new sales quotas.
There are other excuses given from employers, but there are the smart players that implement training as a business practice and continue with veteran employees as well as new hires.
If you've put the time in for finding the right person and going through the hiring process (in some places, that includes drug testing, background checks, etc.), why not make sure that once you get them, you conduct continual training to ensure that they provide the best in quality services and products and the very best in customer service?
Here are the three top reasons most employers want provide continual training:
1.) Training is too costly. Actually, the cost of training is minimal compared to the benefits. With proper planning, a team of 25 employees can be put through a week-long training program covering most subjects for what it costs to lose just one client due to poor customer service.
2.) Training takes too much time. There are many training programs available online that can be taken at the employee's pace. There are also programs that can be customized to fit in or around the business' hours.
3.) Training won't make a difference. Studies from the American Society for Training and Development (ASTD), as well as from the Society for Human Resource Management (SHRM) show that even a little training goes a long way. A receptionist trained on the proper techniques of handling calls can significantly improve the bottom line of a business. A salesperson with only a few hours of good listening skills training can lead the sales force in existing and new sales quotas.
There are other excuses given from employers, but there are the smart players that implement training as a business practice and continue with veteran employees as well as new hires.
Monday, December 13, 2010
Training Wheels
Training is one of those functions often discussed in leadership circles, but seldom fully implemented. This is not being negative because of what is seen in practice (or not seen) or because of poor customer service experience obviously based on lack of training. No, I'm just stating a fact: while well-intended, continued training of employees is one of those tasks that is kept in the back rooms of the mind. It is "something that we'll get around to soon."
Some professionals believe that procrastination is the result of fear. It is the fear of not properly completing a project that causes us to not even begin. In his book, Eat That Frog, Brian Tracy states that if we eat a live frog first thing in the morning, that is the worse thing we will do all day and the rest of the day will be a breeze. The point is that if we tackle that one thing that we've been procrastinating, (translated: FEAR), we will build confidence to improve on that project and to go on and complete several others with ease.
If training were made a priority we would probably choose to complete it first. If we knew the outcome of the efforts of our training, we would put more effort into getting it done. It seems to reason then that we need to know the benefits of training so that we can appreciate the immediate need.
Conducting an analysis of job performance is a great place to begin. Discovering from various resources such as employee reviews, customer feedback forms, vendor feedback, sales tracking, and many more can help to determine where training is needed. In the case of sales, if a salesperson's performance has slipped, it is a good idea to find out why and then fix it. If you discover that the salesperson needs training in managing prospects, and you know that the outcome will be that the training will improve sales for the salesperson and the business, then training becomes a priority: TRAINING TO MANAGE PROSPECTS = $$$. Now you have a reason to train. The only other fear now, or reason for procrastinating is the "how" of training.
How we train is so vital to the outcome of our training that we don't want to mess it up. In the example of the salesperson and managing prospects, the trainer should have some knowledge in sales and business, but a lot of knowledge in managing prospects. The trainer should know how to train various personalities, how to measure effective training outcomes, and how to construct ongoing training materials.
Stay tuned for the next segment of "Training Wheels."
Some professionals believe that procrastination is the result of fear. It is the fear of not properly completing a project that causes us to not even begin. In his book, Eat That Frog, Brian Tracy states that if we eat a live frog first thing in the morning, that is the worse thing we will do all day and the rest of the day will be a breeze. The point is that if we tackle that one thing that we've been procrastinating, (translated: FEAR), we will build confidence to improve on that project and to go on and complete several others with ease.
If training were made a priority we would probably choose to complete it first. If we knew the outcome of the efforts of our training, we would put more effort into getting it done. It seems to reason then that we need to know the benefits of training so that we can appreciate the immediate need.
Conducting an analysis of job performance is a great place to begin. Discovering from various resources such as employee reviews, customer feedback forms, vendor feedback, sales tracking, and many more can help to determine where training is needed. In the case of sales, if a salesperson's performance has slipped, it is a good idea to find out why and then fix it. If you discover that the salesperson needs training in managing prospects, and you know that the outcome will be that the training will improve sales for the salesperson and the business, then training becomes a priority: TRAINING TO MANAGE PROSPECTS = $$$. Now you have a reason to train. The only other fear now, or reason for procrastinating is the "how" of training.
How we train is so vital to the outcome of our training that we don't want to mess it up. In the example of the salesperson and managing prospects, the trainer should have some knowledge in sales and business, but a lot of knowledge in managing prospects. The trainer should know how to train various personalities, how to measure effective training outcomes, and how to construct ongoing training materials.
Stay tuned for the next segment of "Training Wheels."
Monday, August 16, 2010
For the Love of People
Working for improving the people side of business is not always that easy. Frankly, people can be... well... people. You know, frustrating, aggravating, whiney, selfish, hard-to-please, and down-right annoying! But, that is, at the same time, the beauty of working with people--- interviewing them, hiring them, and training them--- that makes the work so interesting. Let me explain. If the people that you hired are all the same, made from the same mold, say the same things, dress the same, etc., then you don't have not put together a winning team.
Don't get me wrong. You don't have to have people that disagree with you or that rub you the wrong way and don't fit your company's culture. But you should look for those folks who will add "spark" to your business. Those people who may not look the part, but who offer creative insights into areas of the business that you or others on your team have not seen before. You may have to overlook some aspects of their personalities in order to allow much stronger points to flourish.
Think about it. You may need to rethink your hiring process and the criteria for the people that you are looking to bring on board.
Don't get me wrong. You don't have to have people that disagree with you or that rub you the wrong way and don't fit your company's culture. But you should look for those folks who will add "spark" to your business. Those people who may not look the part, but who offer creative insights into areas of the business that you or others on your team have not seen before. You may have to overlook some aspects of their personalities in order to allow much stronger points to flourish.
Think about it. You may need to rethink your hiring process and the criteria for the people that you are looking to bring on board.
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