Power Mongers In the Workplace

I have heard from several readers about the negative impact that power mongers have had on your places of work. I thought we would look at a number of scenarios that seem to bring out the ‘power beast’ in people and what to do about it.

The Know-it-All- Most of us have had the interesting challenge of working with the infamous ‘know-it-all’. This is the employee who has a gift for knowing the minute details of every process and procedure done in the department. Their knowledge makes them the obvious ‘go to person’, but the minute you go to them for information or advice, you quickly understand why they typically sit alone in the company lunch room. These employees often hold their knowledge at bay, and the price you will need to pay for the information is a small piece of your self esteem. These employees walk around with an air of superiority and are highly skilled in talking down to their co-workers and supervisors. Somewhere along their life journey, they came to believe that information equates to power. Unfortunately, once they end up realizing that the information does not actually create any real power, they often act out in a rude and arrogant superior manner in order to give the impression of superiority. These characters can be extremely detrimental to the cohesiveness of a team. As the leader, you need to address this behavior head-on and have an open and honest discussion. I suggest you discuss the following:

• Your definition of team work
• What you expect from each member of the team with regards to contributing to a collaborative and cohesive work team
• The perception of the team with regard to their lack of team focus (give specific examples)
• Inform them of your commitment to providing them with feedback each and every time you see them doing anything that detracts from a cohesive team environment
• Explain the consequences for continued unacceptable behavior

The Dreaded Promotion- One of the most common events that turn people into power mongering lunatics is the dreaded promotion. I am not sure what it is about this situation that makes some people lose their minds, but the consequences can be devastating to a work place. Let’s think about how strange it all is. An employee works hard and shows what they are capable of, the employee gets rewarded for the results of their efforts by receiving a promotion, the employee’s career implodes because the promotion goes to their head and they start treating direct reports and co-workers like in a rude and demeaning manner. It is completely illogical, but it happens all the time. As the leader, it is important you stay tuned in to your newly promoted employee to ensure you are not seeing any signs of the power game being played. If you do, then meet with the employee and lay it out on the table. Include examples of their behavior and the impact it is having on the team

The Training Nazi- What is it about giving an employee the responsibility of training a new comer that can turn them into a complete lunatic? I have seen many cases where seemingly normal, well adjusted, solid performers turn into Attila the Hun when presented with the opportunity to train a new employee. Being in a position where the trainer has all the information and the new comer must rely on them for their early success, seems to be some weird aphrodisiac to some people. They begin to act in a rude and bossy manner and often overstep their bounds in the type of training and feedback they give to new hires. As the leader, it is critical that you stay in tune with how your trainer is doing. If you witness or are made aware of any issues, you must address them head-on. Remember, the trainer is often the employee’s key link to their new organization. You need someone who is an exceptional role model, not someone who needs a high dose of Prozac!!

The Prima Donna Project Manager-Similar to the training Nazi, the minute you give someone the responsibility of managing a project, you better be prepared to monitor their behavior. Some employees are natural team builders who seem to have a knack for bringing a group of people together to achieve a common goal. Others take the opportunity to push: push their own agenda, push people around, push people to the point of anger and subsequently push people out of the group. All of this creates a strong probability that the project will be in danger of falling far short of expectation. As the leader, make sure you periodically solicit feedback from project team members, as well as making unannounced visits to project meetings. Often times the body language along will tell you more than words ever will. If issues exist, take the bull by the horns and lay it out on the table for your project manager. If needed, begin taking a stronger hand in the leadership of the project.

Those Terrible Titles- This category absolutely fascinates me. I have seen time and time again where a company makes an organizational change that equates to nothing more than a title change for a group of employees. There is no promotion, no increase in responsibility, no increase in pay, just a change in title. Nonetheless, there is always a group of individuals that take this as a license to start treating their co-workers like doo doo. Add the term ‘lead’ or ‘senior’ to a title and some people just go insane. As the leader, it is important that you clearly communicate these types of organizational changes in a clear and concise manner. If the title change did not include any significantly new responsibilities, then make sure the employees impacted are fully aware of the scope of their role. It may also be a great reinforcement to announce the changes to the entire team and make sure to include the fact that despite any title changes, roles and responsibilities are the same. Also inform the team that there are no changes to their reporting structure and all team members still report directly to you. This may put the kibosh on anyone trying to send out any information to the contrary. Then, stay close to your team and listen for any drama that may be brewing.

SUMMARY
It is absolutely amazing when you sit back and consider all of the things that can negatively impact a work environment. Unfortunately, this type of drama occurs each and every day in the work place and all it does is detract for your team’s ability to focus on their key responsibilities. Employees who have some innate need to try and influence their work place through their use of power and intimidation need to be immediately dealt with. You need to have an effective face-to-face conversation with them about the perception they are creating as well as the negative impact their behavior is having on the team. Make sure to make it perfectly clear the type of behavior you expect from everyone on your team and the consequences for failing to meet those expectations. It will go a long

Communication in the Workplace- Meetings, Meetings and More Meetings

So far, we have reviewed the importance of face-to -face communication, and the benefits and risks of the various types of written communication. Now let’s review everyone’s favorite topic…meetings! I have attended more than my fair share of meetings in my career. Everything from one-on-ones with my boss to weekly staff meetings, management brainstorming sessions, annual kick- off meetings, quarterly business updates, meetings about disaster recovery, meetings announcing mergers and acquisitions, town hall meetings and meetings to plan everything from training classes to workplace celebrations. I have even had the ‘privilege’ of attending the meeting that informed me that my job, and the jobs of 900 others, had been eliminated. I’ve attended meetings that were facilitated in person, through conference calls, via video conference and through web meeting services. There seems to be a bazillion reasons to have a meeting and increasingly creative ways to host them.

Unfortunately, meetings have gotten a bad rap in the work world, and this is disappointing. Although there are leaders out there that seem to want to hold a meeting every time an employee gets a paper cut, effective meetings are an important method of communication when properly facilitated. Not only are meetings a great way to share critical information and encourage the sharing of ideas, but they are a great way to encourage socialization of a team. The better everyone gets to know each other and see how their peers think and work, the more cohesively the team will work together. Whether the meeting is with company vice presidents, or the crew that works in the mailroom, effective working relationships are critical to every company.

Let’s review some of the most common types of meetings that supervisors will attend and facilitate, along with the important elements of each:

STAFF MEETINGS
Ah yes, the dreaded staff meeting. Many people roll their eyes and sigh heavily when they hear the term. I believe when this type of meeting is facilitated correctly, it is one of the most effective communication vehicles for leadership and front line teams. The elements of an effective staff meeting are as follows:

Frequency- The frequency of staff meetings should be based on the employee’s role in their organization.

• Senior/Middle Managers- Most commonly, you will find that senior/middle managers typically participate in some type of weekly meeting in an effort to ensure all the leaders within a division, region or district are on the same page. It is a great opportunity to review the successes and concerns of key initiatives. It is also the time to review any cross-functional issues, as well as new programs that are rolling out to the organization. The senior manager can then determine how to best communicate to their respective teams.
• Supervisors- Weekly staff meetings can also be extremely effective for the supervisory ranks to ensure crucial information is disseminated to them and their teams in a timely manner.
• Front Line Employees- Staff meetings with the front line team are important to create a culture of strong communication and cohesiveness. Barring any unusual circumstances (new roll out, merger, acquisition, etc) a monthly staff meeting should suffice.

Length- One of the biggest mistakes that leaders make when it comes to staff meetings is not holding them on a regularly scheduled basis. This leads to a build-up of required communication and when the meeting finally occurs, it drags on for an extreme length of time. It is my experience that once a meeting goes beyond the two hour mark, attendees’ attention spans begin to drop. After six hours, the attentiveness of the participants plummets to the point that most are not retaining much of what is being covered. In my opinion, this is why meetings get such a bad rap. Scheduling a standard meeting time, and committing to a maximum meeting time, helps keep meetings a tool for effective communication. If there is only enough information to hold a 20 minute session, then a 20 minute meeting it is.

Content- I strongly suggest preparing a standard ‘high-level’ agenda for your staff meetings. That way participants will become accustomed to the topics that will be covered each meeting and can prepare information needed to have a valuable discussion on each topic. Make sure to cover key elements in most business environments like productivity, quality, service, profitability, new business/sales updates, new program roll-outs, etc

Setting Strong Ground Rules- All leaders need to set strong ground rules for their staff meetings. Everything from materials that need to be brought to the meetings, to the level of participation expected from participants and even how disagreements should be handled must be clearly defined for all attendees.

Leaders must remember that they can spend half their work life in meetings, but if they do not update their teams in a timely, accurate and thorough manner on the various topics reviewed in the meeting, it is all just a giant waste of time. Worse yet, the lack of information will erode the effectiveness of the team.


THE CONFIDENTIALITY FACTOR
Supervisors/managers should expect to be invited to meetings from time to time that deal with highly sensitive or confidential information. Although it is absolutely critical that you share whatever information you can with your employees, when that information is deemed confidential, you are bound by an ethical obligation to keep it to yourself until you are officially allowed to share. Although many leaders think they have employees or co-workers they can trust, understand the risk you are running if you violate confidentially and your confidant opens their mouth and shares it with their inner circle. And keep in mind, EVERYONE in the workplace has their own inner circle. Just remember, once the cat is officially out of the bag, it can most likely be traced right back to you. So know the real risks before you open your mouth!!

Beyond violating confidentiality, the other risk you run is fueling the rumor mill, and we all know the problems that can cause. You will quickly erode your employees’ confidence and trust if you are seen as someone who moonlights as the town crier.

Other meetings you will likely attend may involve discussions or brainstorming sessions on potential changes to your organizational structure or various process/procedural changes. Sharing information with team members about possible changes will just create unneeded stress, speculation and chaos. Remember, many employees do not like change, so sharing potential changes contributes nothing positive for your work environment.


ONE-ON-ONE MEETINGS
One-on-one meetings with your employees improve communication, and are a critical part of their development. The frequency of these meetings is often based on the employee’s role in the organization. Many managers have one-on-ones with their direct reports on a weekly basis. Supervisors may have a one-on-one session with each of their employees on a monthly or quarterly basis. These types of meetings should be used for the following:

• Following-up on any projects the employee is involved with

• Checking for understanding of any new processes, procedures or programs that recently rolled out

• Gaining an understanding of how the employee is feeling about their work environment

• Conducting career planning or development discussions


BRAINSTORMING SESSIONS
Brainstorming sessions are a great tool for instilling a sense of buy-in and accountability with your front line employees. Most companies roll-out new goals and expectations on an annual basis. Whether for that reason, or to just challenge your team to take a process to the next level, bringing your team together to brainstorm ideas builds enthusiasm and commitment; it can also fosters true team environment. Ground rules for brainstorming include the following:

• Make it a fun and enthusiastic meeting

• Create an environment where all employees are encouraged to participate

• Acknowledgement and encouragement for those who are participating in the session

• Ensure that everyone understands that there are no dumb ideas. The more ideas that are thrown out to the group, the more ideas spring forth

• Address any negativity that may arise

• Document every idea that is brought forward

• Work with the team to narrow down the ideas that have the best chance of making a positive impact on the environment and meeting the new goal or objective

After the brainstorming session has narrowed down viable options, schedule follow-up meetings to begin hammering out the details.


SUMMARY
You can’t necessarily do much about the meetings you will have to attend that go on for 16 hours regarding the most mundane and uninteresting topics imaginable. What you can do however, is make sure that the meetings you are planning and facilitating achieve the goals and meet the expectations of your employees.

Keep in mind that communication is the cornerstone of your success as a leader. You must be strategic about how your approach each element of the communication you will use with your team. I highly suggest you periodically initiate a little survey with your team to find out whether your communication skills (face-to-face, written, meetings, etc) are effectively supporting their needs. Be open to the results and try modifying your style if needed based on their recommendations.

Ensuring the Use of Effective Written Communication in the Workplace

Written communication comprises a significant percentage of communication in today’s workplace. Although emails, BlackBerry messages and instant messaging can certainly expedite and simplify communication to large groups, there are risks that come with this type of mass media. I have seen countless cases where written communication is misunderstood by an employee and subsequent issues created negative financial or customer impact. Remember, there is a tremendous advantage to being able to analyze the body language and facial expressions of your audience; therefore it is important for leaders to choose their method of communication wisely.

EMAIL
Email is one of the most commonly used methods of communication in today’s workplace. It is a quick and easy way to share information, ask a question, schedule a meeting, etc. Unfortunately, many leaders have begun to use email as a replacement for verbal communication. These days it seems so much easier to just crank out a quick email rather than getting off our butts to go and have an actual discussion with one of our employees. We would rather send a written notification instead of actually picking up the phone to have a human interaction with a co-worker. Are we unknowingly trying to avoid developing relationships in the workplace? Do we just believe the written word saves time, or perhaps we have just become that lazy? No matter what we attribute it to, overusing email in the workplace is downright discourteous and can be extremely detrimental to the work environment.

There is tremendous upside to email when it is used in an effective manner. Emails are appropriate for large scale company communication, especially related to policies, procedures, programs, etc. It can also be very effective in businesses that operate 24/7, where leaders are scheduled on various shifts. But even under these circumstances, follow-up discussions are critical to ensure your team members have a solid understanding of the information contained in the email.

Email becomes an issue when it is used as a substitution for true interpersonal communication. Sitting in your office and sending an email to your team who sits twenty five feet from your door is just plain silly. If you must send a mass communication or forward important information on to your team, at least have the decency to follow-up with some face-to-face interaction where you can check for understanding. If you team is does not reside in your location, then pick up the phone and have a follow-up discussion.

Leaders need to set strong expectations for their employees that all communication, both verbal and written, is expected to be kept professional at all times. It is a good idea to periodically review your company’s electronic media policies with your employees. There are several concerning scenarios related to company email that I have seen reoccurring in the workplace. Leaders must realize that these situations can create significant risk for your employee and the organization:

• The Cowards Favorite Weapon- I have seen far too many situations where leaders use email to blast their employees when they are angry over an alleged issue. Unfortunately, more often than not, they don’t have all the facts before they launch into an all out written attack of the unsuspecting employee. This type of behavior is completely disrespectful and inappropriate in any work environment. The absolute last thing that email should be used for is taking a whack at an employee. In keeping with the running theme of creating a respectful work environment, leaders need to have a verbal discussion with the employee to gain an understanding of all the facts before attempting to take any type of corrective action. If the facts demonstrate that an issue exists and needs to be addressed, then the leader should sit down with the employee and take proper corrective action. Employees at any level of an organization that are being subjected to this type of disrespectful treatment should escalate the behavior to a member of their leadership or HR team.

• Look Before You Click- We have all heard the horror stories of an employee crafting a snarky email but inadvertently sending it to the person they are talking about. The situation is even worse when the employee accidentally sends it to their boss. Employees need to continually be reminded of the expectation that they are responsible for contributing to an environment of positive and respectful communication. The more frequent the message, the better your chances for avoiding issues.

• It is No Joking Matter- Although most employees are aware of their company’s electronic media policy, forwarding inappropriate emails to others inside and outside the company seems to be a common issue in workplace these days. Emails containing profanity, jokes and/ or pictures of a sexual or racial nature violate most company’s policies related to respect, harassment or discrimination. As the leader of the team, you must escalate any issues that you become aware of.

• The Phantom Emailer- I have been involved in several cases where employees have gone to a co-workers desk and sent an inappropriate email to a fellow co-worker, all under the guise of a joke. Unfortunately, the employee who receives the email often times does not understand it is a joke and escalates the issue. Employees must understand that all emails containing inappropriate content (typically of a sexual or racial nature) violate company policy and are typically dealt with in a swift and strict manner.

• Welcome to Subpoena Land- It is not uncommon to hear stories in the news about company emails surfacing during an investigation that corroborate the allegations. Employees need to be aware that everything they send in an email can be easily accessed and subpoenaed in any type of legal matter affecting the company.

BLACKBERRY MESSAGING/INSTANT MESSAGING
This type of communication is effective for asking a quick question of a colleague or providing a quick update on the status of a situation. Unfortunately, it is becoming more common for entire work conversations to take place through this medium. As with email communication, it is important not to overuse this type of communication or allow it to become a substitute for verbal communication. It is also important to remember that with all types of written communication, your company can, and will monitor your activities. Some companies even flag all correspondence that contains any words and/or references that appear to be of an inappropriate nature. Disciplinary action can occur when too many offenses begin to stack up.

SUMMARY
As the supervisor/manager of a team, it is critical that you set a strong standard of conduct for your employees. First and foremost, you must lead by example and ensure that your written communication is consistently prepared in a professional and respectful manner. Frequently remind your team of the importance of complying with corporate policies related to all electronic media, and address any issues that arise which detract from the culture you are working to create. Your efforts will result in a more effective and cohesive work team.

Communication- The Literal Cornerstone of Your Success

I have heard it a bazillion times since first becoming a supervisor… “Communication sucks around this place” or “well if someone would have told me, we wouldn’t have this problem.” It seems to me that miscommunication is used as the excuse for the majority of problems that occur in the workplace. I find it rather fascinating that employees and managers alike throw the term ‘miscommunication’ around in such a casual manner. Considering how detrimental miscommunication can be, leaders need to start making clear and concise communication their top priority.

Beyond the quality and productivity issues that miscommunication creates, it is the sheer havoc it wreaks on your team that is so detrimental. Employees do not want to redo their work because you failed to articulate a process change. They do not want to look foolish in front of a customer because they were not aware of a new program that rolled out weeks ago. Worse yet, employees should not have to deal with a leader’s anger or frustration when things don’t go as planned, all because of miscommunication. Poor communication can create significant negative monetary and reputational consequences for your organization. Whether your company ends up taking a loss over a mishap in an operational process, or a customer is negatively impacted due to a missed deadline or misunderstood agreement, the consequences can be staggering.

The other factor involved with miscommunication is the toll it takes on the morale in your department. As we covered in an earlier blog, human beings are creatures of comfort. And in order to feel comfortable in the work environment, employees must feel as if we have some sense of understanding and control over their surroundings. Therefore, unless information is confidential, keeping your employees in the dark is a colossal mistake. My goal with regard to communication has always been to OVER COMMMUNICATE! I would rather have my employees roll their eyes at me and say “we know…you have told us three times” than have to explain to my employees and my boss that there was a ‘miscommunication’.

One of my favorite sayings is “in the absence of communication, people just make crap up!” Profound, I know, but it’s true. Poor communication just serves to fuel the rumor mill. Any leader who has had the unfortunate experience of coming into a new work environment that is strongly influenced by the rumor mill knows how difficult it can be to get control of the reins. Employees get comfortable living in the drama created by the gossip mongers and are not always very trusting of their leader. Open, honest and proactive communication must become a key focus for all leaders at every level of an organization.

TYPES OF COMMUNICATION
Over the course of this week we will review the various types of communication that are commonly used in the workplace. Each has an appropriate time, place and recommended audience but is often misused. We will look at the benefits of and pitfalls of each type of communication.

FACE-TO-FACE COMMUNICATION
Spending frequent face-to-face time with your employees is the most effective form of communication to be used with a team of front line employees. It is the most personal of all interactions and has the potential to send the strongest message that you are invested in your team and are interested in what your employees have to say. The beauty of face-to-face communication is that you not only have the benefit of listening to the employees’ verbal cues, but you have an opportunity to watch their body language and facial expressions as well. This usually says a whole lot more than the words coming out of their mouths. Face-to-face communication is especially effective when you ask open ended questions regarding how the employee feels about changes that are happening, or when you ask them to share information with you about a problem that has occurred. You will often be surprised at how strong of a message non-verbal cues can give.

I have worked with many leaders over the years who actually avoided any significant face-to-face contact with their employees because they didn’t want to deal with the potential issues or drama that may have been uncovered in the conversation. They found it easier to just leave a voicemail, or send an email to an employee who sat a mere 50 feet away from them. If avoiding interactions with your employees is part of your ‘style’, then you are in the wrong line of work. The more frequent and in-depth your interactions are with your employees, the more you will uncover. In the beginning, this will undoubtedly create more work as you may find more issues brewing that you were not initially aware of. But over time, you will begin to stay ahead of the issues. You will be able to deal with the real issues from their inception, and squash any rumors as they occur. Once this happens, you will begin to feel more in control and will have the ability to start creating the environment you are striving for.

There are countless reasons to communicate with your employees in a face-to-face manner. Below are several situations where you want to ensure you have that personal level of communication

• Recognizing a Job Well Done- I have seen supervisors/managers send emails to employees to thank or congratulate them on a job well done. Although this might be necessary if you want to CC your boss and others to make them aware of the employee’s accomplishment, the email cannot be a replacement for a personal visit. The best scenario is to personally thank the employee for their accomplishment, and send a follow-up email to the boss. You can then CC the employee if you would like. Don’t minimize your employee’s accomplishment by using email for such an important event.

• Catching an Employee Doing the Right Thing- If you happen to witness an employee doing an outstanding job with a customer, a new process, etc. it is your duty as a leader to approach them in a timely manner and share your feedback. That is one of the most impactful ways to reinforce positive workplace behaviors.

• Do Over’s- There are times when an interaction with an employee does not go the way you intended or does not end on a positive note. In these situations, you should loop back around and have a subsequent conversation with the employee. If there was anything in the conversation that you need to apologize for, make sure you do so. Demonstrating this level of commitment to creating positive relationships with your team members will definitely be rewarded in the end.

• The Roll-Out of a New Process- Many supervisors have found themselves in the boss’s office trying to explain their way out of a process, procedural or service failure. This is extremely common after the roll-out of a new process, procedure or program. Inevitably, ‘miscommunication’ is identified as the culprit. Unfortunately, the real reason for the failure is most often that the leader did not take the necessary time to effectively communicate all of the pertinent information regarding the change. If at all possible, face-to-face communication is preferable when it comes to rolling-out a new process, procedure or program. The leader has a better opportunity to ensure the message is being clearly articulated and can monitor the facial expressions and body language of team members to ensure a solid level of understanding.

RISKS ASSOCIATED WITH FACE-TO-FACE COMMUNICATION
One key risk associated in face-to-face communication is how effectively you handle yourself during the interaction. Communicaiton with your team members should be as unique and varied as the number of employees that report to you. So keep in mind who you are speaking to and modify your delivery to ensure you have the intended impact. 

The following are other critical elements related to effective face-to-face communication:

• Keep it Professional- Remember You are Representing Your Company- All too often supervisors/managers get too friendly or casual in their interactions with their employees. Cussing or using inappropriate references or jokes is inappropriate in the workplace. You are working to maintain a respectful relationship with your team members, so don’t minimize your role by trying to talk to your employees like they are your drinking buddies. You also need to ensure that you are not sharing any confidential information. This can only put end up putting you in a compromising situation down the line.

• Broadway, Here You Come- Remember, when talking to your employees you might as well consider yourself to be on stage. Being aware of your body language and facial expressions is absolutely critical to ensuring an effective interaction. Employees can drop a bombshell on you at any moment, so maintaining a calm and unemotional composure is important to preserving your credibility. You must remember that you never know if what you’re being told is completely accurate. Even the most reliable employee is going to tell their story from their own personal vantage point, so reacting emotionally in any way is not appropriate. Do not act shocked or disappointed at what you are being told. Do not roll your eyes or give off any other signals through your body language that indicate how you are feeling about the information. Show the employee you are interested in what they have to say, and take notes on what you are told. Finally, make sure to refrain from judgment until you have had a chance to thoroughly investigate the situation or allegation. Charging head first into an allegation has left many a leader looking foolish, so look before you leap.

• Keep All Speculations to Yourself- Don’t share your speculations with your employees. Even if you tell the employee that you are just speculating about upcoming changes, many will take the information as factual and assume you know more than you can officially say. The next thing you know is the rumor mill is once again in high gear. If you are wrong about your speculation, you run the chance of diminishing your credibility.

• No Hypothetical’s Please- I once had a boss once that was famous for having ‘off the record” conversations with his employees. He would discuss potential job changes or promotions he was contemplating, and would share with the employee where he felt they may fit in the scheme of things. My boss would say he was just checking for the employee’s interest level in future advancement opportunities. The employee would leave the conversation hearing that their promotion was in the works. They had already begun speculating on their huge impending increase and were considering how to spend their giant new windfall. In the meantime, my boss was on to his next greatest idea and was setting the next employee up for colossal disappointment. I was the unfortunate one who was left trying to smooth things over with the trail of hurt and disappointed employees. Lesson learned…NEVER have hypothetical career discussions with an employee unless you are ready to make an offer and put your money (literally) where your mouth is.

SUMMARY
The amount of time you spend in face-to-face communication with each of your employees will be directly reflected in the quality, productivity and customer service produced by your entire team. The more time you spend soliciting the team’s feedback, the more proactive you can be about addressing the team’s issues and concerns. The more clear and concise the information and feedback your team receives from you, the more cohesive of an environment you will create. The more cohesive the environment, the greater the trust level your employees will have in you. Sounds like a win all the way around!

Common Mistakes Leaders Make in the Workplace

The following are common transgressions made by supervisors/managers in the workplace. These behaviors will erode your credibility and create significant mistrust in your team. Having a strong sense of self awareness is critical to every leader’s success. If you recognize yourself participating in any of these behaviors, take the initiative to immediately change your course of action. Take some time to review the expectations of your leadership role and analyze your relationships and interactions with your team.

UTILIZING THE SAME EMPLOYEES FOR KEY PROJECTS- There are leaders who consistently use the same employees for key projects and special assignments. This is extremely detrimental to the health of your team, as it does not allow all of your employees to grow. It can also create the perception of favoritism within the team. I have seen situations where the perceived ‘favored’ employees begin treating other team members poorly. People don’t stay where they are not wanted. Employees who feel expendable will undoubtedly seek employment elsewhere and you will be stuck dealing with unneeded turnover. Your job is to create a strong team environment where employees can flourish. Challenging each employee with unique stretch assignments will not only help them grow in their role, but it will create a stronger skill set and prepare them future opportunities. Employees that feel you are invested in their success, and have created an even playing field where all can succeed, will reward your commitment with increased loyalty to you, the team and the organization.

THROWING YOUR EMPLOYEES UNDER THE BUS- There are times when an employee will make an significant error in their work that has negative consequences to the department, division or organization. You need to understand that as the leader of the team, you are ultimately accountable for all of the successes and failures that occur within your team. Playing the blame game by pointing fingers not only demonstrates a lack of integrity, but sends a strong message that you do not possess an understanding of the accountability required of all leaders. You boss will be smart enough to know that you did not personally make the error, so pointing fingers accomplishes nothing other than minimizing your credibility. You need to assess the situation that occurred and present the facts to your boss including what steps YOU are taking to mitigate the risk of future issues. Include any oversight you will have in the process.

FAILING TO LEAD BY EXAMPLE- There is nothing more frustrating to employees than working for a boss who leads by the “do as I say, not as I do” method of management. You know the type of boss I am referring to, the one who writes their employees up for tardiness, but has not made it into work on time for the past year. Leaders, who constantly talk about integrity, but continue to try and lie their way out of issues and problems occurring in the work place. Those who talk a big game about standing up for what is right, but wouldn’t know courageous leadership if it was staring them in the face. We all have our strengths and areas of development need, but a true leader needs to have enough self awareness to understand that they are leading through the example they are setting each and every day.

LEADING BY POWER AND INTIMIDATION- There are far too many leaders in this world whose reign has more to do with power than serving the employees they have the privilege of leading. This type of mindset is extremely harmful to the workplace, and inevitably will end up in the age old battle of good versus evil. Employees will only tolerate so much negativity, cruelty, bullying and fear before they will ban together in an effort to oust the intimidator. It is my experience that the power of the people always wins, so if you are more interested in power than the responsibilities of true leadership, look out because you are on a short track to a career change.

SHARING CONFIDENTIAL INFORMATION WITH AN EMPLOYEE ABOUT ONE OF THEIR PEERS- Unfortunately, it is not uncommon for leaders to share confidential information with a team member about a fellow employee who is struggling with a performance or conduct issue. Although initially it may make the employee feel like they are a part of your inner circle, it won’t take long for the employee to start wondering who you may be talking to about them. You have a boss and supervisory peers who you can discuss these types of confidential issues with. DO NOT talk to your employees about their peers!

THERE IS NO SUCH THING AS BEING FRIENDS WITH YOUR EMPLOYEES- It drives me absolutely bonkers when I hear about supervisors/managers ‘hanging out’ with their employees. One of the big drawbacks to being in a leadership role is the isolation that can occur. Your social circle must immediately transition from those who may have been your fellow co-workers, to your new peer group of supervisors or managers. Unfortunately, it can be difficult to break social ties with those whom you were once friends with, but trust me; there is nothing positive that can come from socializing with members of your team. Whether trying to socialize in the workplace or outside, this is a practice that is very dangerous and will inevitably have negative consequences for you and your team. Not only does this behavior set you up for accusations of favoritism, but it compromises your ability to effectively deal with any issues that may arise with your ‘friends’. Keep in mind that life and relationships can change with every breath we take, and a once cohesive relationship with a ‘friend’ can turn sour in short order. Imagine the complications of trying to address a performance or conduct issue with someone who has less than warm and fuzzy feelings about you. You can bet that any negative thing you ever said related to the work environment or employees on your team will be broadcast for all to hear. Don’t compromise yourself by digging your heals in on this issue. There can serious career consequences for those leaders who do not heed this advice.

SUMMARY
Making the decision to become a leader is not one that should be taken lightly. There is a tremendous amount of responsibility and sacrifice that goes with the role, not to mention the accountability factor which dictates that you are responsible for everything that happens with your employees. If you are currently in a leadership role, and see yourself in any of these scenarios above, it is time to make a commitment to change your ways. If you are not interested in modifying your leadership behavior, then clearly the role is not for you. Employees deserve the opportunity to report to a courageous leader who personifies kindness, honesty and integrity. The question is….are you the right person for the job?

New Hire Assimilation and Training-The Final Phase

The final elements for ensuring effective assimilation and training involve your commitment to following-up on and providing feedback to your new hire. Let’s face it, why go through all the work of preparing assimilation and training plans if you are not going to follow-up to ensure its effectiveness?


A significant level of involvement with your new employee is absolutely critical for their success. Frequent interactions allow the employee the opportunity to get to know you and what makes you tick. It is very frustrating when an employee feels uncomfortable around the boss, as if they have to tip toe around because they don’t understand you. Frequent discussions also help you gain valuable insights into your new employee as well.


The Daily Fly-By
While your employee is in training, it is important to stop by their work area several times a day to check in. Ask questions to gain an understanding of their overall comfort level in the department and the progress they are making on their training. Keep the conversation fairly social and informal, but ask specific questions about how their training is going.

It is also a good idea to try to spark general discussions with other employees in the department. This can help pull the new hire into the team and encourage stronger socialization in the team. Remember, your job is to create a cohesive team environment. Sometimes this happens on its own, but most often it needs some orchestration from the leader.


The Weekly Meeting
Whenever you have a new employee join the team, it is critical that you formally meet with them hire at least once a week for the first month or so. Consider the following when preparing for the meeting:

• Meet with the trainer and get their assessment on how the training is going

• Also ask the trainer for their assessment on other factors like the employees ability to integrate with the team, ability to take constructive feedback, communication skills, adaptability, etc.

Try to keep the meeting with your new employee scheduled for the same time and day each week. That will help the employee by allowing them to plan for the discussion. Suggestions for facilitating the meeting:

• Make sure you have the training plan in front of you

• Have the feedback from the trainer available so you can incorporate it into the feedback you will be giving

• Thank the employee for joining you

• Ask how the employee feels their training is going

• Review the specific topics from the week’s curriculum and ask the employee about their comfort level with each

• Feel free to ask specific questions about the various topics to check for a solid understanding on the part of the trainee

• Reiterate anything you feel is important about the processes they are learning

• Ask about how things are going with the trainer. Make sure the new hire feels they are able to easily communicate with their trainer

• Reiterate any policies or procedures that need to be reviewed

• Review any company communication that has come out over the previous week. Remember, your new hire does not have the history that is often necessary to thoroughly understand large scale corporate communications.

Make sure you are honest with the employee about how you feel their training is progressing. Recognize their positive results, as well as advise them on any concerns you may have. Getting the employee in the habit of hearing your frequent feedback lets them know you are a straight shooter. It will help them get over any fears they may have about meeting with ‘the boss’, and may also deter the employee from pulling any silliness down the road.


Summary
Frequent interaction with your newly hired employees is critical to creating the type of work environment you are striving for. Demonstrating an ongoing commitment to your employee typically translates into their unwavering loyalty and commitment. In turn, you should reap the rewards when your boss recognizes your ability to minimize unwanted turnover and ensure that high quality work is consistently produced in your team.

Effective assimilation and training are the absolute foundation for the successful leadership of your team. Although it will take significant time and effort to prepare your plan, it will certainly reap dividends in the end.

New Hire Assimilation and Training- Preparation for the Employee's First Day

Preparing for the Employee’s First Day- Please Don’t Disappoint!
The next phase of the assimilation process is creating a warm and welcoming environment for your new hire. It is very disappointing for a new employee to get to their work area only to find that no one is ready for them. Their desk or work area looks like a barren wasteland without even the most basic of office supplies. Often times, the employee is lucky to even have a working phone or chair. If this is what you are allowing your new employee to walk into, you are sure to strike out before noon on your employee’s first day.

Leaders need to start making their new employee a priority from the moment they say “I DO” to your employment offer. Solicit the support of your trainer to ensure the following supplies and equipment (if appropriate) are in place and fully functional in advance of the new hire’s start date:

• A complete set of office supplies
• A working phone
• Phone book
• Phone listing
• Training material on company communications (Telephone, E-mail, V-Mail, Etc.)
• Computer
• Chair
• Name plate (if applicable)
• Applicable department training materials

Technology Requirements

Many companies require a significant amount of lead time to get user IDs and passwords for access to computer systems. Unless otherwise restricted by company policy, do not let your employee down by waiting until after the employee starts to get the ball rolling. It can make training difficult when the new employee cannot even access the system they are trying to learn.

The Formal Department Welcome
A nice touch for welcoming your new hire is to have some type of informal meet and greet within the first week of their employment. Whether you bring in donuts or have a small luncheon for the team, it typically creates more of a social atmosphere. Food always seems to encourage social interaction and it will allow your new employee to see the personalities of their team member. If you are lucky enough to have a cohesive group of team players, your new hire may walk away from the experience feeling proud to be a member of such a great team. For the cost of a couple dozen donuts or some bagels and cream cheese, you will put a smile on the faces of your employees, and show your new hire that you are truly excited to have them as part of your team.

Summary
Leaders have a responsibility to create an environment for their employees to flourish. Supervisors/managers must recognize how impactful effective assimilation is on their new employees. The focus must begin before the employee is even officially on the payroll of your company. Take some time to recall your past experiences of when you first stated in your previous jobs. Not feeling like you are welcome or important in the workplace can extremely disheartening. The emotional rollercoaster that occurs when deciding to change one’s job or career can create significant stress in a person’s life. Don’t make matters worse by creating an environment that causes your new employee to regret their decision to join your company.

Your ultimate goal is to create a cohesive team where your employees work together each day to achieve a common goal. This is difficult to achieve when new employees are joining and subsequently leaving your team at warp speed. Minimizing turnover is a critical element in ensuring positive results in the productivity, quality and customer service produced in your department; and the last time I checked, these results are directly linked to your performance as the leader of the team. Effective assimilation and training is not just a great idea, it is a key responsibility of all leaders!

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New Hire Assimilation and Training- Creating a Training Curriculum

Now that you have your peer trainer(s) in place, you need to ensure that there is a defined process and plan in place for when, where, and how the training will occur. If at all possible, you should have your trainer(s) assist you with the development of a training plan. Although many supervisors/managers are knowledgeable about the tasks and activities done in their departments, your trainer(s) should be knowledgeable of the specific details required of each task.

You will want to get yourself in the mindset that you are going to be managing a fairly substantial project. You will most likely need to schedule frequent meetings and status checks to ensure the project stays on track. This whole process will likely require a significant amount of your time and involvement to ensure a proper outcome, but in the end, you will have a solid training plan that can be used time and time again with your new hires.

PREPARING THE ASSIMILATION PORTION OF THE TRAINING PLAN
One mistake that is commonly made when training new hires is cramming too much functional information at them before they have any real understanding of the bigger picture. So before getting into the details of the processes and procedures that new hire needs to be trained on, you need to take a giant step back and review how you plan to assimilate the employee into your department. To do this, you need to start from the point when the employee first arrives in the workplace. Document when and how you will facilitate the following:

• Is there a formal orientation? If so, do you have any involvement in the process? If you are invited to join in on any part of orientation, make sure you do so. It is a great way to start building your relationship with the new employee. It also helps them see you as a leader in the work setting.

• If there is a formal orientation, do you have any involvement in getting the employee to the orientation or meeting them right after it is completed? I have seen many new employees walking around aimlessly after orientation because no one bothers to give them good instructions on what to do or where to go. Meeting your new hire right after orientation and walking them to the work area can make a positive impact.

• What will you do with the employee once they get to your department? This is the time where you need to be on your ‘A’ game. Preferably, you will want to have an hour or so set aside to facilitate the following:

• Formally welcome the employee to the team
• Share positive information about the company
• Discuss any company mission statements or value statements that exist
• Review the company or division’s organizational chart
• Discuss any internal customers supported by the department
• Discuss any external customers supported by the department
• Discuss how the work that is done in the department supports the overall product or service provided by the company
• Review the employees work schedule
• Review the attendance policy
• Discuss how new employees earn vacation and personal time
• Discuss how the associate reports regular time, personal time, vacation time, holiday pay, etc
• Review upcoming holidays and pay guidelines for new hires
• Discuss how the employee is to request time off
• Review the procedure for calling in sick or for a personal day
• Discuss telephone etiquette- any specific requirements for voicemail, etc
• Review any parking guidelines that may exist
• Review smoking guidelines as well as approved smoking areas if needed

In order to break up the day, it is time to go for a walk with your new employee while you facilitate the following:

• Introduce the employee to their coworkers
• Take the new hire on a thorough tour of the facility. Make sure to include things such as the rest rooms, break room, mail room, other departments they may need to visit, etc.
• Introduce your new hire to employees in other departments who they will interact with as part of their normal course of business
• Introduce the employee to key members of the management team, especially those they may end up interacting with

Next, you should plan to return to your work area and review the following documents with the employee: 

• Job Description
• Performance Review Form
• Important policies to be aware of (attendance, tardiness, breaks, lunches, etc)
• Any individual or department related requirements (claims processed per/hr, etc)
• Any other key information/documentation that will help the new employee to better understand their role in the organization

At this point you should be ready to share the training outline with the new hire and explain how their training will progress. Set the expectation that you want them to take good notes that they can refer to in the future. Also reiterate that although you will be frequently checking in with them, your door is always open and you want their feedback about how their training is progressing. Remind them if they have any issues, problems or questions, they should get with you as soon as possible.

Once this meeting is completed, it is time to introduce your new hire to their trainer.

PREPARING THE FUNCTIONAL TRAINING OUTLINE

The first step in creating the actual functional training plan is to start by making a checklist of the high level responsibilities of the department. Utilizing the job description and performance review document are great resources to ensure you are capturing all of the pertinent information.

Once you have the high level responsibilities documented, you and your trainer(s) can begin to document the minute functional details for each process. Make sure to take your time and capture each and every step in the process. Create the training plan in a logical order, where each part of the process or function builds on the last. If needed, sit next to an employee who is actually doing the process. Have the employee explain the step-by-step processes and take thorough notes throughout the session.

Hands-On Training is Critical

Although it is important to have your new hire watch the trainer and take detailed notes, you will also want to specify in the training plan what type of hands-on training that will take place. Although many people will pick up on the process by listening to the trainer and watching them do the process, most new employees will tell you that the hands-on experience stuck with them a lot more than just observing someone doing the job.

SUMMARY

Although this process will take time to create, it will be well worth it in the end. Providing a structured approach to training and integrating your new hire into their new surroundings will keep them focused and they will not become insecure about their new role or responsibilities.

One other best practice is to continually evaluate the effectiveness of the training process in your department. The best way to do this is by asking your new hires about the quality of the training they experienced. Ask them about what additions/revisions they would suggest to make the training plan more effective. This will allow you to continually fine tune your departments training plan. This will also help your new hires feel as if they are making a contribution to the department.

More tomorrow on preparing the work environment for your new employee.

 

New Hire Assimilation and Training- Finding the Right New Hire Trainer

We spent time reviewing effective interviewing and selection practices. This week we will look at how to effectively integrate and train your new employees to prepare them for a successful career with your organization.

TADA...YOU JUST HIRED THE PERFECT CANDIDATE!  NOW WHAT?

You spent all of that time and effort interviewing all of those candidates and you finally found one who you believe will be a perfect match for your team. Unfortunately, you may not be prepared for your next big challenge. How are you going to integrate and train your new hire once they start??

One of the biggest mistakes both new and experienced supervisors make is failing to invest sufficient time and resources into acclimating and training new employees in the early days of their employment with the company. Virtually everyone has some type of horror story about a time when they were thrown into a job and left for dead. Although this may be a bit of an exaggeration, it certainly feels that way if you are the one going through it. Most leaders who have been in the workforce for any amount of time should be able to draw on their own negative experiences to better prepare for this area of their supervisory responsibility.

Leaders need to understand that most human beings like consistency and comfort; we like to be familiar with our surroundings. Many people struggle with change and experience significant stress when they find themselves in unfamiliar territory. Let’s face it: the stress that comes with starting any new job can be very overwhelming. As leaders we often compound our new employee’s stress level when we fail to create the right type of environment for our new hires to easily integrate into. Much like developing a first impression when you meet someone, your new hire will develop first impressions based on their experiences from the first few weeks of their new job. These experiences will shape their opinions about you, your team and your organization. It is critical for all leaders to understand that the first few weeks of any new employee’s work experience is absolutely critical for setting your new hire on a path to success.

YOUR PREPARATION WILL REAP DIVIDENDS

All too often supervisors consider the new employee’s first day the starting point of the process. Unfortunately, you will do a great disservice to your new employee if you don’t get a significant jump-start on the preparation process. A great deal of commitment and effort will be required when it comes to creating a plan for effectively integrating your new employee into the team. Just be mindful of the fact that putting a comprehensive plan together can be extremely time-consuming. The good news is, once you develop the plan, it can often be easily repeated with all of your future new hires. As with much of effective leadership, preparation is the key to success!!

There are several aspects involved in effectively integrating employees into their new environment. You need to prepare a plan for them with the following elements:

• Identify and assign an effective new employee trainer
• Create an effective training plan
• Prepare for the employee’s first week including how you plan to welcome them into the team
• Prepare to facilitate a thorough tour of the building and specific work environment

SELECTING THE RIGHT TRAINER

Selecting an employee who will be an effective trainer will create a positive experience for your newly hired employee. This person will be the employee’s life line for the first month or so. It is critical that you look for an employee who possesses the following characteristics:

• Excellent Communication Skills- The trainer must be able to easily adapt to the trainee’s communication style. They must be able to clearly articulate the employee’s new responsibilities in a broader sense as well as train the employee on the minute details of how various processes needs to be done. The trainer must also be able to provide you with feedback on the progress being made by the new hire. Therefore, having a good working relationship with the trainer is critical.
• Patience- It takes a special person to spend a significant amount of time with someone they just met. The trainer must be able to handle virtually any personality type and learning style. Even the smartest trainee may struggle with certain concepts or processes. The trainer should not be someone who frustrates easily, or shows their frustration to others.
• Excellent Work Habits (reliability, dependability)- A new employee is going to pay close attention to all that is going on around them. This will be the example for what is expected of them in their department and in their role. Having a trainer that is frequently tardy for work, has poor attendance, takes too many breaks, gossips with co-workers, etc. is not what you want your new employee exposed to. 
• Integrity- Your trainer needs to be someone who follows the processes and procedures as defined. Although everyone takes shortcuts from time to time, you do not want a trainer who is always finding ways to take the easy way out when it comes to fulfilling their job duties. A new hire should always be trained according to established procedures. If they want to develop shortcuts later, that is their choosing. 
• Confidentiality- Every new employee should have the benefit of working with a trainer who will maintain confidentiality, especially when it comes to their performance on the job.
• No Gossip Gurus- The last thing you need is a new hire who gets sucked into all of the gossip and drama going on in the department. They need to spend all their energy learning their role and responsibilities. You do not want ‘Drama Momma’ or the ‘Town Crier’ as your department trainer.
• Strong Technical Knowledge- Having someone who knows the process inside and out is important, but do not make the mistake of making your resident expert your trainer if they do not possess the qualities listed above. Remember...early impressions are absolutely critical to the success of your trainee.
• Strong Analytical Skills- Your trainer should be your assistant when it comes to actually preparing the department training plan. The trainer will need to be able to work closely with you to break down the processes within the department and outline them in a logical manner for training purposes. They will also need to be organized and able to prepare training materials that will help aid the new hire in learning their responsibilities. A trainer should be self sufficient, a self starter and someone who is able to work independently.

SUMMARY

Preparing for your new hire is absolutely critical for your employee’s success, as well as the success of the entire department. As most existing employees end up being stuck with the extra workload that comes with turnover, getting your new hire up to speed more quickly also helps alleviate the burden on the rest of your team. Having an effective new hire training plan sends a strong message to your team that you have their best interest in mind.

Getting your new hires up to speed is also critical for your own success. No boss wants to continue to hear excuses about things not getting done because of turnover. You must be responsible to fill your open positions in a reasonable amount of time, and get your new hires trained and working effectively in short order. The only way you will accomplish this is through effective planning and execution of your training strategy.

Tomorrow we will review what to include in a training outline to ensure all aspects of an employee’s role are thoroughly covered.

 

Quirky Employee Behaviors- The Chip Stacker

The 'Chip Stacker' is a very common employee type that seems to be everywhere in the workplace. These employees are highly skilled and capable of cranking out a TON of quality work, in an extremely short time frame. You can just keep piling on and the ‘chips’ of the world will continue to dazzle you with their ability to get it all done. Sounds great doesn’t it? What their unsuspecting manager doesn’t realize is that their rock star employee is collecting phantom ‘chips’ for each good deed they do. When things are going along smoothly, and the boss least expects it, the employee will arbitrarily begin cashing in their chips. They start using their sick time, leaving early, making excuses for assignments not getting done, turning in less than quality work, etc. Just when the manager starts to question what is happening with the employee things miraculously return to the superstar status quo, therefore, the manager does not feel the need to say anything to ‘Chip’. You see, these employees are experts at reading their managers and can pick up the most subtle clues that there may be trouble in paradise. Once this happens, they snap right back in to the state of exceeding the bosses expectations.

I have seen this cycle go on for years between some employees and their managers. Although you would think the manager would notice what is going on, the leader seems oblivious to this constant roller coaster. I believe the primary reason managers overlook this behavior is because they don’t like conflict. Also, they don’t want to have to address performance issues with an employee who has demonstrated the ability of producing such a high caliber of work. They seem thankful for the bursts of awesome performance and are willing to overlook the lulls. Unfortunately, this is no way to manage your employees or your business. Employees need to be able to live up to their potential in the workplace and demonstrate consistency in the work they are producing. I would take consistent execution from an average performer any day, over the roller coaster ride the ‘Chip Stacker’ wants to take you on. No leader should allow an employee to hold them hostage, and that is the game the ‘Chip’ wants to play.


SUGGESTION FOR THE LEADER
Each of your employees has a unique set of skills and talents, and your job is to know what makes each of your team members tick. In the case of the ‘Chip Stacker’, there isn’t necessarily anything specific that causes the employee to slack off. Often times, they have just learned they can get away with this roller coaster behavior, so why should they mess with a good thing?

The ‘Chips’ of the world seem to need a ton of praise and constant reinforcement. They need to feel as if the work they do matters to you and to the organization. You will need to schedule frequent meetings with ‘Chip’ to ensure you are constantly setting expectations and following up on the progress being made. These meetings are also a good time to provide positive feedback. Just remember, do not let a solid run of performance allow you to back off of your regularly scheduled meetings, because the moment you do, ‘Chip’ is sure to take advantage of it.

Quirky Employee Behaviors- The Walking, Talking Infirmary

Isn’t absolutely amazing how one person can possibly contact every germ, bug and virus that exists in the universe? Well most of us have had the distinct honor of working with one or more of these individuals over the course of our work life. These are the employees that can hear you talking about one of your distant relatives having the flu, and they call in with flu symptoms the very next day. It is nothing short of miraculous how these individuals will contract everything from the common cold to a highly contagious virus (requiring days of in-home quarantine...of course) at the drop of a hat.  This unfortunate cycle seems to continue throughout the employee's marginal career.

These employees seem to be the unlucky souls who are constantly suffering with mysterious symptoms that leave their doctors stumped. They come to work wheezing, sneezing, coughing, dripping, sweating and seem to come just short of seizing. Not only are they frequently leaving work to go to their own doctor appointments, but they are also constantly running their family members (including fourth cousins twice removed) to their medical appointments as well. They need to be at every family member’s surgery, biopsy and tooth extraction. Clearly the extended family unit could not continue functioning without this employee being the focal point of all medical activity.

These employees also seem to get sick at the worse possible times. It does not appear that they have any regard for the impact their absenteeism has on their company or their fellow employees. Half the department could be out due to meetings, valid leaves of absence and/or vacations, and this employee will still call in sick with some random case of the bubonic plague.

CRYING WOLF SYNDROME
This type of employee defines the 'crying wolf syndrome'. They make a huge deal over every sniffle and cough, causing you to become desensitized to their many medical dramas. Just keep in mind that one of these days, one of their issues may end up being a serious medical condition. So although you really want to roll your eyes every time you see them coming, or hear their voice on the phone, you need to maintain your objectivity. If this latest issue is truly related to a serious medical condition, you have an obligation to discuss their right to apply for a medical leave of absence and/or FMLA (check your company policy). 

THE DREADED ATTENDANCE DISCUSSION
Although the employees with constant minor medical dramas can absolutely drain you of time better spent on other employees, you must not prejudge whether their latest story is true; just follow the guidelines established by your company for addressing attendance issues. Suggestions for an attendance meeting are as follows:

• Have a fellow supervisor/manager as a witness and ask them to take detailed notes.
• Thank the employee for joining you.
• Explain that you have noticed that their absenteeism seems to have increased and is bordering on excessive.
• At this point, the employee will most likely launch into the conversation and will begin unloading EVERYTHING regarding their health and the health of their family and closest friends. Make sure you listen carefully and try to determine whether there is any aspect of the story that sounds like it may be related to a serious medical condition related to the employee or an immediate family member.
• Again, explain that you are concerned about their level of absenteeism and if the situation is related to their own serious medical condition, or that of an immediate family member, then they need to consider applying for a medical/FMLA leave of absence.
• Most front-line supervisors/managers are not typically expected to know the details behind FMLA. Your role is to advise the employee of their right to pursue FMLA.
• If the employee expresses interest, inform the employee that you will be getting in touch with your HR representative. Make sure to contact HR that day!
• Have your company’s attendance policy available and make sure you reiterate the policy.
• If the explanations for the absences are random, and have nothing to do with a chronic medical condition, it is time to explain the consequences for their current level of attendance and any additional absences.
• If you are intending to issue some type of disciplinary action due to the random nature of the absenteeism, and then make sure you let the employee know that this documentation is forthcoming within the next few days. You don’t want to just spring it on them or they may feel like it is double-jeopardy (you already talked to them about the issue and are now coming back again to whack them over the head with it).
• Document the conversation and proceed with formal disciplinary action related to the employee’s attendance, if appropriate.

It is rare that these types of employees actually end up pursuing FMLA. There is stringent criteria for qualifying for FMLA, including physicians’ statements and a relatively frequent review of the employees medical information. Often times once an employee has a full understanding of what is required to qualify for FMLA, you won’t hear much more about it. As long as you have advised the employee of their rights under FMLA (do it with a witness present), and the employee either fails to apply or fails to qualify, you should continue to forge ahead with holding the employee accountable to the attendance guidelines. I strongly suggest you reach out to your HR representative to partner with them as you work through these issues; they can be tricky and have negative consequences for the employer if not handled appropriately.

SUMMARY
Putting this employee ‘in a box’ by strictly enforcing your company’s attendance policy is your only hope for forcing them into a decision. They can modify their behavior and begin showing up for work every day, or face termination where they can take their show on the road to another unsuspecting employer. Regardless of their decision, maintain your professionalism and your efforts will pay off in the end.

 

Quirky Employee Behaviors- Liar Liar Pants on Fire!!

LET'S MEET LIAR LIAR PANTS ON FIRE
Throughout my leadership journey, I have had the privilege of working with some incredibly challenging employees. Among the most difficult to manage were those who, as they say, would lie when the truth would serve them better. Oh yes, those special individuals who can lie with a frightening level of ease and conviction. This ridiculous behavior is an alarming factor in many a workplace, and it is emotionally draining and time-consuming to deal with.

These types of employees seem comfortable lying about everything from what they had for dinner last night to being the long lost heir to a famous family's fortune. But the most disturbing of the lies I have heard are from employees who claim to be suffering from a life threatening medical condition. Although I am not qualified to diagnose the underlying issue, this level of deceit is downright frightening.

Suffice it to say, if an employee is comfortable lying to their co-workers about suffering from a terminal illness, you don’t have much hope of ever being able to trust a single word they say! How do you work with someone who is absolutely devoid of integrity? A significant element of your leadership role is creating a strong professional relationship with your team, and the last time I checked, one of the key elements in any relationship is trust. So how in the heck does a leader deal with someone who is a chronic liar??

DEALING WITH A CHRONIC LIAR IN THE WORKPLACE
One of the main challenges of dealing with these individuals is it becomes very tempting to try to ‘out’ them on their latest lie. I mean let’s face it, listening to a barrage of colorful lies on a daily basis could have even worn Mother Theresa down. However, your objective is to treat the employee with dignity and respect, and maintain a high degree of professionalism at all times. Trying to poke holes in their latest fabrication just makes it personal, and detracts from the real goal which is holding the employee accountable for the expectations of their job. That is the key to dealing with the workplace liar. Stay focused on the quality and productivity of the employee’s work, as opposed to their latest and greatest whopper of a story.

One significant complication that often occurs when dealing with this employee’s performance issues, is they often come up with some creative story about how or why the issue occurred. Much like with the ‘Drama Momma’s’ of the workplace, they will most likely attempt to take you on a trip over the river and through the woods in an attempt to distract you from the real issue(s). DO NOT WAIVER! Continue bringing the employee back to the objective facts or results that you are attempting to talk with them about.

If any element of the employee’s lying becomes a violation of any company policy, you have an obligation to address it. Just be prepared to compile a mountain of data (evidence) to make your case. Remember, these employees are slippery buggers. They are quick on their feet when it comes to lying their way out of a jam. Once you are able to present them with one piece of evidence after another, they often fold. In some cases however, the employee will continue to lie throughout the entire investigation. Just don’t waiver on your commitment to professionalism. In the end, the facts typically win out and the employee will be subject to the consequences of their actions.

SUMMARY
The workplace liar is one of the most difficult employee types to deal with. The human side in many of us wants to right all wrongs, and working side by side with someone who chronically lies day in and day out really wears on the psyche. Continue to stay focused on your role and resist the temptation to spend too much energy on this employee. I have never seen any amount of attention change their behavior. Just make sure they are doing their job, and not violating any of your company’s rules. Finally, keep in mind that your focus must remain on their behavior in the workplace. Resist the temptation to become involved in any way with the tall tales they are telling about their personal lives.

Quirky Employee Behaviors- Dealing with Drama Momma

I am going to spend the next week or so highlighting quirky behavioral types that I have repeatedly found in work place regardless of the industry I was in. I know it is typically not appropriate to make sweeping generalizations regarding anything, but most leaders will tell you that they have worked with many, if not all, of these types of employees at one time or another throughout their careers. So grab a cup of your favorite beverage, strap yourself in, and prepare for a journey into what may feel like a trip to the Twilight Zone.

MEET ‘DRAMA MOMMA’

The reference to ‘Momma’ is not meant to be a gender reference; it just has a nice ring to it. Although I have seen both men and women behave this way in the workplace, it seems that more women fall into this category than men. Nonetheless, managers and employees alike will never forget working with a classic ‘Drama Momma’. You see, for this employee, drama and gossip seem to be as important as the air they breathe.

‘Drama Momma’ needs to have an audience and the workplace is the perfect stage. They seem to think that EVERYONE needs to know about the details of the latest and greatest event that has occurred in their life. I am not just talking about any old run of the mill life event; I am talking about the fact that no one in the history of man could possibly have as much drama or bad luck as this employee. Many co-workers actually begin to eagerly anticipate their daily dose of this live soap opera that unfolds before them each and every day. I have actually seen employees go get a cup of coffee prior to the ‘Drama Momma’s’ arrival so they were completely ready to tune in to the day’s episode.

These employees also LOVE bringing their family dramas into the work place as well. Stories of their children’s bad behavior, the spouse’s latest faux pas, their mothers nagging ways, and even disappointments caused by the family pet can be topics for their daily update. There is absolutely nothing sacred to this employee. There also seems to be no limit to the events that continue to shake this employee to their core. It is simply amazing that one mere human could possibly endure that much drama in their life! You know what I say? WHATEVER!!

Now as I have said before, we leaders are not psychiatrists, and should not be diagnosing our employees’ behaviors. But what we should be doing is determining whether our employees’ behaviors are acceptable for the workplace. And let me tell ya…all that drama and distraction that ‘Drama Momma’ is peddling is absolutely not acceptable and frankly, it’s downright destructive to the work place.

ENOUGH ALREADY!
These employees typically create a significant distraction wherever they go. The time they are spending telling each and every employee about the latest and greatest episode in their wildly insane life is eroding your department’s productivity. I would also venture to guess that it is also creating a morale issue, because although that drama may initially be entertaining, interest will soon wane and your employees will begin to get annoyed with this nonsense.

All the last-minute dramatic exits from work to deal with the latest world crisis often leave their fellow team members to take on an additional work load. So let’s face it, these employees are an absolute drain on the workplace and must be dealt with!

ADVICE FOR THE LEADER
You can typically spot these characters from a mile away. After a few days of exposure to their high intensity drama is all you will need to have their number. The magic cure for dealing with a ‘Drama Momma’ is ensuring there is a significant level accountability in place to keep them in line. One of my favorite phrases for dealing with problem employees is “put them in a box”. What I mean by this is, once you create significant structure around this employee, they will either adapt or succumb to your constraints. Typically, they can’t operate without the drama fueling their existence, so they either transfer out of your department or quit the company. Either way, score one for the leader!!

These individuals will need a ton of corrective feedback if you have any hope of modifying their behavior. You will need to get comfortable pulling them aside and addressing their behavior when it is occurs. Some suggestions for dealing with their behaviors are as follows:

Addressing the daily meeting of the drama department- ‘Drama Mommas’ typically feel empowered to have informal gatherings of employees at their desk (work area) each day to adequately update the team on the latest events unfolding in their oh-so-fascinating life. As the leader, you need to put an immediate stop to this. Walk up and join this impromptu meeting and politely ask what everyone is talking about. Someone will inevitably tell you that ‘Momma’ was just sharing his/her latest crazy experience. Then, politely explain to the group that there is a lot of work to get accomplished today, and although you don’t mind the team chatting, they really need to get back to work. After a couple days of this, ‘Drama Momma’ may figure out that you are onto their little daily broadcast.

If the meetings continue, it is time to confront ‘Momma’ about their behavior. If this becomes necessary, bring the employee into a private setting. If possible, have a fellow supervisor/manager present as a witness. Not only is this a CYA move, but it sends a clear signal to the employee that the gig is up! Explain the following:

• Thank the employee for joining you
• Explain that you want to speak to them about some concerns you are have regarding their behavior in the work place- You heard that right…get right to the point. This is not the type of individual to beat around the bush with. If you give them an inch, they will take 12 miles. Make sure there are NO LOOPHOLES in your message!
• Explain that you continue to see frequent gatherings in their work area that typically consist of social discussions.
• Explain that although you don’t have an issue with minor chit chatting throughout the day, the discussions that occurring in their work area each day are excessive and detracting from the productivity of the department. (again…be direct)
• Ask the employee if there is some business reason that you not aware of for these daily pow-wows.
• Regardless of the myriad of excuses you will most likely hear, stick to your guns. Remind the employee that they get two breaks and a lunch period each day and are free to discuss the details of their personal life at that time.
• The employee may bring up the fact that other employees share stories about their personal lives in the workplace. Respond to ‘Momma’ that they have taken social discussions to a level that is now affecting productivity in the department.
• Ask the employee to make a commitment to become more aware of the type and length of discussions they are engaging in. Also ask that they stay focused on their work while they are on the clock. If this is not an hourly employee, then ask that they stay focused on their work while they are at work.

The Wandering ‘Drama Momma’- Once you clip ‘Momma’s’ wings, they may just start taking random strolls to other departments. If they cannot pedal their stories in their own department, you may find them in other areas, talking to other employees. If this is the case, you will need to address it ASAP. Follow the same outline above but discuss their absence from the department is affecting productivity. Then reset the expectation that they need to stay in their department and focus on their work.

SUMMARY
Dealing with the ‘Drama Mommas’ of the world can be utterly exhausting. It is like being embattled in a chess game where you are always trying to anticipate your opponent’s next move. Just prepare yourself for the probability that an ENORMOUS amount of feedback will be required for dealing with this type of employee.

My personal experience is that these employees rarely modify their behavior. Many choose to go to battle with their supervisor for a time, and once they realize they have met their match, they leave the work place in a blaze of glory. Many come up with amazing stories of why they must move on. Whether they just became a bazillion dollar lottery winner, or have been offered a job by the White House to head up the mission to create world peace, you will undoubtedly want to pound down a few of your favorite cocktails after the close of business on their last day!!

The Interview and Selection Process- Assessing the Interview

Although there is often the temptation to bring this process to quick closure, it is absolutely imperative that you slow down and make an informed decision. Take some time to give serious consideration to each of the following questions. It will help you to ensure you are considering all factors prior to making this critically important hiring decision.

ASSESSING THE INTERVIEW

• How was the initial greeting? Did the candidate exude an appropriate level of confidence and/or enthusiasm?
• Did the candidate maintain eye contact and appropriate body language throughout the interview?
• Did the candidate’s answers demonstrate a strong level of knowledge and expertise that you are looking for?
• Did you feel the candidate was upfront and forthcoming in their answers?
• Could the candidate easily cite examples of how they were able to make a difference in their previous environment? Be aware of the professional interviewee. They are all around you waiting to sell you a bill of goods on how amazing they are. Although they can tell you all the jobs they have had, rarely can they give you details and share success stories. 
• Did the candidate talk about ‘we’ or ‘I’?  Too much “I” and not enough “We” can be a warning sign, especially when you are hiring a team member as opposed to an individual contributor. Remember….it is all about the success of the team.
• Does the candidate have aspirations for advancement? This is fabulous news if this person wants to be successful and climb the corporate ladder. Let’s just make sure they don’t want to move into the executive suite before the year is out. Beware of those who have lofty and unrealistic goals. It could be a sign that the candidate lacks self awareness. It can also be a warning sign of impending turnover when the employee does not rise to fame and fortune in the timeframe they think is appropriate. All that training down the tubes with no return on your investment is not where you want to be heading.
• Was the candidate able to articulate a previous employment history or skill set that is a strong match for your open position? 
• Do you think the candidate’s personality will complement your current team? It is very important to consider when there are already existing personality conflicts within the team. Don’t make matters worse by hiring someone who will add to the drama.
• How do you think you would interact with the candidate on a daily basis? 
• Did you find the entire interaction to be a pleasant one? 
• Was there anything about their personality or communication style that may be hard for you to deal with? 
• Is the candidate overqualified? Might they become bored too quickly? Often times these candidates seem like a dream come true. If you plan on hiring an overqualified candidate, you better be ready to challenge and motivate them or they will fly the coop as soon as they find their next exciting opportunity.
• Did the candidate ask appropriate, reasonable and/or relevant questions?

BUT MY GUT IS TELLING ME SOMETHING DIFFERENT
Most leaders will tell you that any time they had reservations about making an offer, but did so in spite of it; they ended up being sorry they did not listen to their gut. If anything makes you feel uncomfortable, or if you strongly question a candidate’s credibility, you must probe a bit deeper.

There are times where the candidate appears to be a match made in heaven...on paper. And although the candidate said all the right things, you just have a nagging feeling that something is not right. In these cases, reach out to a fellow supervisor or manager and ask them to conduct a follow-up interview. Asking someone else who you trust to do a second interview is a great way to make sure you are adequately assessing all aspects of the candidate’s experience, talents and interpersonal skills. Just don’t share your specific reservations with your fellow manager. You do not want to influence their mindset prior to the interview.


OTHER PITFALLS TO CONSIDER
I have seen many leaders make some common mistakes in the interview and selection process:

• You Remind Me of Someone I Know- There will be times where a candidate’s personality, sense of humor, mannerisms strongly remind you of another employee or personal acquaintance. Beware of making assumptions that the candidate will behave or perform in the same manner…good or bad.
• The Dreaded Employee Referral- Referrals are often a great way to find solid candidates, but be careful not to assume that all referrals will perform as well as the person who referred them. A friendship or relationship has little to do with knowledge, skills, work habits or work ethic. Sometimes your boss may push referrals on you as well. Just because our manager thinks their referral is a match made in heaven, in the end, you are the one who has to manage this employee. If in doubt have another supervisor conduct a second interview.
• Administering the Fog and Mirror Test- This is a popular interview technique is commonly used by leaders who either don’t understand the importance of the process, or have poor time management skills. In a nutshell, this highly analytical test checks to see if the candidate is breathing. And as long as the candidate is indeed breathing and doesn’t say anything incredibly stupid during the interview…they are hired!! In the best of circumstances these employees usually turn out to be mediocre. Under the worst circumstances they become an attendance, performance or conduct nightmare. These employees will suck the life out of you. They will monopolize what seems to be 98% of your time. This in turn will take its toll on the morale of your team because you have little time left for them. 
• Resume Remorse- This comes into play when a leader relies too heavily on a candidates resume. They take everything listed on the document as if it was gospel and assume the candidate is proficient in every area referenced on the resume. BIG MISTAKE! I mean let’s face it, all a candidate has to do is get a copy of their job description and pay someone to whip up an impeccable resume. The candidate could be a complete fake and a fraud, and unless you know how to conduct an effective interview, you can easily be duped. 
• Beware of the Mega Personality- From time to time, even the most skilled interviewer can be WOWED by the magnetic personality of a candidate. They end up liking the candidate so much that they jump to a hasty decision without regard to whether the person can actually perform the key functions of the job. 
• Blonds Always Make Great Employees- Although this may be a bit of an exaggeration, this type of stereotyping happens. Some leaders allow things like a candidate’s physical appearance to strongly influence their hiring decisions. I have worked in environments where employees made bets on whether the boss was going to hire the ‘hot blond chick’ that was currently being interviewed. Unless you are hiring the models for this years’ Sports Illustrated Swim Suit Edition, a candidate’s physical characteristics are the absolute LAST thing a leader should be considering. 
• Resist the Rumor Mill- On rare occasions, you will be given personal or professional information from an outside source during the interview process. For example: An employee sees the candidate come in for their interview. Afterwards, they come to you and tell you that they worked with the individual in a prior job and they had huge attendance problems. Although this may be something you want to consider, the reality is that the employee most likely does not have all the facts related to the reasons for the candidate’s prior attendance. Worse yet, what if the employee is providing you with this information based on a personal dislike for the candidate? Sounds farfetched? Think again, it happens.

SUMMARY
The ultimate lesson in hiring new employees is NEVER SETTLE ! If you come to the interview with the right mindset, fully prepare to conduct a quality interview and take time to thoroughly assess all elements of your candidates, you will make the right decision for you and your team.