Archive for the ‘Managing Employees’ Category

The Mistake-Free Workplace! (And Other Fairy Tales)

Saturday, September 29th, 2012

Perfection is a beautiful idea. So is Santa Claus – but that doesn’t mean you’ll get presents under the tree just by being good.

Likewise, if you set your mind on perfection and decide to accept nothing less, you’re in for a long, hard fall. And the very things you’re hoping to achieve will fall with you.

Don’t get me wrong—it’s a very good thing to set the bar high, to push yourself and others to do more than they ever thought possible. But part of the package when you’re dealing with human beings instead of robots is knowing for a FACT that mistakes will happen on the way to your goals.

Everyone makes mistakes. It’s part of the human package. So if you’re a manager, how do you deal with employee mistakes when they happen? (more…)

Feedback done right

Sunday, July 15th, 2012

Feedback is the breakfast of champions. – Ken Blanchard

Feedback is one of the most indispensible tools for success. We ought to welcome it as hungrily as our morning meal. But some people attach who they are to what they do so tightly that when they hear suggestions about how they can improve, it feels like a personal attack. That’s a matter of weak self-esteem, something we all struggle with to some degree.

If you are offering feedback to someone else, be absolutely sure your input is respectful and not accusatory and hurtful. The best way to do that is by checking your language to make sure you were making requests about actions, not criticizing the character of the person. (more…)

Take the “Micro” Out of Micromanagement

Thursday, February 17th, 2011

Nobody likes to be micromanaged. There’s nothing worse than feeling the hot breath of your nervous boss on your neck when you’re trying to get your work done.

Getting the marching orders you need to succeed

Tuesday, June 22nd, 2010
© Jennifer Pitiquen |

© Jennifer Pitiquen |

There are a few recurring nightmares that just about everyone has at some point.  You’re trying to run from a monster and you’re stuck in slow-mo.  You’re walking down the hallway of your school in your underwear.  The classics.

Then there’s the one where you have to do SOMETHING but you don’t know what to do or how.  Maybe there’s an odd-shaped racket in your hand and thousands of people in the stands shouting angrily as ten balls of different colors come flying at you.  You’re expected to perform, and you want to do well, but you don’t know the rules of the game, so you have no idea what “doing well” means.

Fortunately we wake up from our nightmares.  But some people live the “no information” nightmare over and over again while the sun is up.  They want nothing more than to do what is expected of them and to do it well, but they are repeatedly handed projects with unclear parameters, fuzzy deadlines, and unstated assumptions.

Worst of all is finding out that, just like in the nightmare, the expectations DID exist, and time after time the employee is lambasted for not meeting them.

This is not okay.  As an employee, you have the right to know what is expected of you.  Holding you to unstated standards and expectations is every bit as crazy as handing someone a bat and putting him at home plate without explaining the rules of baseball—then booing angrily when he strikes out, as he inevitably will.

The good news is that the boss who gives vague instructions is almost always doing it unintentionally.  In most cases she really wants to see the project done right and simply does not realize that she hasn’t given you the information you need to make it happen.  Your job is to help the boss help herself by giving you what you need to do well.  It’s a win-win.

Next time your boss says, “Hey, I need this done,” don’t just dive in.  Take five minutes to see if you have the information you need. What are the exact tasks that need doing?  What are the specifications? When are the deadlines, both soft and hard?

Ask the boss for a five-minute meeting.  Start by saying, “I want to knock this project out of the park, and to do that I want to be sure I understand what’s needed.”  State in your own words what you understand the parameters of the project to be.  Ask if you’ve missed anything.  Ask when the hard deadline is, and whether an earlier deadline would be ideal.  Thank the boss for the clear guidelines and promise to be in touch with any needed clarifications.

Then knock the cover off the ball.  When complete, make sure to go back to the boss and get sign off by asking, “Does this meet your expectations?” If that step is missed, you’re not complete.

If you get praise for a job well done, reply by saying how helpful the clear guidelines and deadlines were. The odds are good that your next assignment will come complete with the details you need.  If not, ask again, reminding the boss how well the previous project went with such clear guidelines.

How to Derail a Career (for Leaders)

Wednesday, June 9th, 2010
© Stillfx |

© Stillfx |

Tired of success? Keen on self-destruction? Looking for a way to run your career off the rails? I’ve got just the ticket. Here are ten sure-fire ways to end any hopes of advancement or future success:

1. Nurture fluffy integrity. Break your promises, gossip, lie, break confidence. Push legal and regulatory boundaries whenever possible.

2. Be passive. Always delegate upward. Refrain from showing initiative. Don’t see what needs to happen to get to the end result, and whatever you do, don’t hold yourself accountable for the results of the team. Favorite excuse: “Nobody told me.”

3. Get yourself a silo mentality. Don’t be a team player. Don’t bother to see how the team integrates with other departmental teams. Keep your cards close to your chest. Has “Every man for himself” embroidered on a pillow.

4. Generate unstable results. Get sloppy, miss numbers, and then sandbag. Make excuses.

5. Be a pain in the butt. Be an arrogant, demeaning, sarcastic know-it-all. Let disrespect be your sword and condescension your quiver!

6. Just don’t get it. No matter how many times something is explained, and no matter how clearly, keep saying, “I don’t get it.” Whatever you do, don’t go look it up on your own time.

7. Be a little Napoleon. Wax autocratic. Be a control freak. Don’t empower others. For good measure, keep one hand inside the front of your coat.

8. Spend all possible time admiring yourself in the mirror. Gawd, you’re fabulous. Put your own needs ahead of team results. You deserve it.

9. Surround yourself with mediocre team players. Keep your team full of “B” and “C”-list players. Never replace with “A”-listers, since they might outshine you.

10. Be a dirty politician. Smile in their faces, then stab them in the back. Word will get out, and you’ll be through.

Any one of the “Dirty 10” can wipe out tremendous results in all areas. So if you’re eagerly courting disaster, cultivate these ten characteristics.

If for some reason you are looking to AVOID disaster, be rigorous about not allowing any of these to creep into your world. Take a hard look at yourself to find out where you need to commit to an immediate and profound change.