Author: Dr. Flores Page 37 of 44

A conversation with an employee who was playing the game…

Your employees come to work each day ready to do the assigned work. After the standard coffee break, and the half-hour used to surf the web, they start going through their Inboxes. It’s time to get going.

Most departmental meetings focus on the day-to-day requirements, and not on the big picture. In other words, the workers fail to understand how the work they do affects the bottom line of the entire organization.

Some might argue that employees should worry only about the work assigned to them, and the rest will take care of itself. Unfortunately, this position is shortsighted, and will stifle the organization’s growth.

The Conversation

I recently had a conversation with an employee working for GeoTel, a global telecommunications company. This company is expanding into South America, and it has a diverse workforce. From what I hear, it receives hundreds of applicants for its advertised positions.

Me: Hey, Mike! How’s it going?

Mike: I’m alright – just hanging in there.

Me: How’s everything at GeoTel?

Mike: I’m doing more work in Brazil now. I do what I have to do. It seems like I’m on the road most of the time. Basically, I go meet our customers in Sao Paulo every month or so, and pretty much tell them the same thing.

Me: What do you mean?

Mike: Well. I give them an update on the new technologies, our marketing campaign, and other routine stuff. In fact, I think a phone call or WebEx might serve the same purpose.

Me: I remember when you started at GeoTel … you were excited. You told me that you were planning to be there as long as possible. Right?

Mike: I guess. I don’t remember saying that, but I probably did. Look … we are pretty much told what to do, and that’s it. I know that management welcomes our opinions, but nothing is ever done. They listen, but do nothing about it.

Me: You mean that your opinion doesn’t really matter?

Mike: I guess, but there’s more to it. Look … the point here is that the more I know this job, the less I like it. I really don’t think we can compete in this market. Because we supposedly are committed to quality, we are late getting into the market. Our competitors have an inferior product, but they are already selling their stuff left-and-right.

Me: So … what are your plans?

Mike: The immediate plan is to book my ticket to Brazil by this Friday. The job market is a bit soft right now, so I’m not going to cause any waves. I will continue to play the “Yes-Man” game for the next year or so. I will do whatever possible to keep the paychecks coming. I think you get the picture that I’m not committed to this organization.

Me: Yeah – that is clear.

Mike: I guess I better run. I have to work on my Portuguese!

Most employees are enthusiastic when they first join the organization. They believe in the vision and are willing to do whatever it takes to succeed. However, at some point, they hit a brick wall, and they begin to lose interest.

The management team must ensure the employees stay energized. This is done by seeking feedback from employees and implementing the viable suggestions. By doing so, the employees will have a better understanding of how their work affects the overall success of the enterprise.

Many employees are mediocre. When they arrive at work, they do just enough to stay under the radar. These average employees have little interest in any work beyond what is explicitly stated in their job description. They are also aware that additional assignments lead to more risk, and this could result in low marks on their performance appraisals.

Here are typical comments made by mediocre employees:

• “I do my work. That’s right! My work! Nothing else!”
• “Today is just Monday! This week is going to take forever.”
• “No one really cares what I do around here. I don’t even care if I receive a bonus.”

The majority of employees fall into the mediocre category. You must do whatever possible to challenge them and motivate them to increase their productivity. In short, you want to make some of them top performers.

Here are three strategies to motivating mediocre employees:

#1: Determine what motivates them to do good work.

Every employee has a different reason to excel. While some will work harder when provided a financial initiative, others are more interested in a work / life balance. Psychologist Frederick Herzberg suggested that true motivators include achievement, recognition, work itself, responsibility, promotion, and growth. He noted that Hygiene Factors (such as pay and benefits) were less likely to motivate employees over the long-term.

Take the time to learn more about your employees. By having lunch with your staff once or twice per month, you can learn the key motivators. These get-togethers also provide you with the opportunity to identify potential individuals who are ready to make the move up the ladder.

#2: Select attainable goals.

The vast majority of employees want to succeed. As the leader of your department, you must identify goals for your employees. When creating goals, use the SMART approach: Specific, Measurable, Attainable, Realistic, and Time-bound. At first, the goals should be easy to accomplish. As the employees improve their skills and confidence, you can add stretch goals.

Many mediocre employees are looking for someone to believe in them. Once you show that you are banking on them to do good work, they will respond favorably. It’s important that you are genuine in your approach. Let them know that their work is important, and make them accountable.

#3: Support them in their career development.

Identifying and training mediocre employees is only the beginning. Once these individuals are in the program, you must help them find even more challenging opportunities. They may not all be interested in management positions, and that’s fine. However, they can become subject matter experts (SMEs), and serve as mentors for other employees.

You can expect a higher level of commitment and loyalty when making others responsible. Reinforce the importance of the work they do, and explain how the deliverables benefit the organization. It’s important to use metrics when measuring performance, such as an increase in sales of 10%, or a defect rate reduction rate of 2%.

It’s true that not every mediocre employee is interested in more challenging work. However, you are interested in identifying those who are ready to make the leap. Many of them will lack the confidence to volunteer for a chance to assume meaningful work. Therefore, it falls on your lap to get to know your employees, and to select those who are prepared to become meaningful participants.

Your audience can sense lack of confidence from miles away. To ensure your message has the intended result, you must show strength in your delivery. Of course, it helps if you are knowledgeable regarding the subject, but expertise alone is insufficient to successful presentations.

Your non-verbal skills make a huge difference. When you walk to the front of the room, many eyes are fixated on you. In other words, you are evaluated from the minute you are announced to the participants.

#1: Don’t drag your feet. Get a confident walk about you.

Get excited about the presentation. This doesn’t mean that you are silly and loud. Instead, you walk briskly to your position, and you keep your head up and shoulders back. This confident demeanor will get you going in the right direction.

When officiating Div. I men’s basketball, I walked onto the floor with as many as 18,000 fans in the arena. My supervisor made it clear that a confident walk gave the impression we were in charge. In essence, we want to control the environment as much as possible.

#2: Have a pleasing smile.

When you smile, you’re human. I’ve learned over the years that smiling makes others more comfortable. This is different from breaking out into a ridiculous laughter that makes you look unprofessional. Instead, use a warm and confident smile to win the audience.

#3: Avoid going on tangents.

Excellent speakers know the importance of sticking to the script. Know the key points that you will cover, provide planned examples, and focus on the message you are attempting to communicate.

A presenter who wanders and fails to focus on the message will lose the audience. In most cases, you have a specific topic that must be addressed, and it’s critical you focus your energy on that requirement.

For example, let’s assume you are asked to discuss the benefits of using virtual teams. Your main topics might include:

• Introduction
• Leverage of talent from different parts of the organization
• Employees exposed to other functions
• Focus on project management skills
• Incorporating technology to stay connected
• Conclusion
• Q&A

You must let the audience know what you will speak about, share the information, have a re-cap, and encourage questions or comments. A well-crafted presentation doesn’t have to be elaborate. Do your best to keep it simple, and pepper examples that reinforce the key concepts.

A successful presenter understands the importance of both non-verbal and verbal communication. Accepting a presentation means that you will commit the necessary time to prepare. Even when you are asked to speak impromptu, have a plan in place. You will introduce the topic, share the information with the audience, review the main message, and allow time for the audience to participate.

In most cases, we are asked to present a topic because we are considered an expert in that area. However, we must avoid an arrogant or over-confident approach, as that attitude will turn the audience against you. It’s best to have a professional approach in which you are open to feedback.

In short, avoid trying to solve every problem with your presentation. Stick to your message, leverage humility, and be thankful you were given the opportunity to share your ideas with an intelligent audience.

As a university student, I was assigned to give a presentation to the class. I was nervous. Perhaps it was the setting of the class; it felt like the students were too close to me.

I practiced several hours for this presentation, and had my note cards ready. I don’t remember the exact topic, but the class covered Texas government and politics.

The instructor called my name, and I made my way to the front of the classroom. My heart was racing, and I broke a little sweat. The intimacy of the room didn’t help much.

I began, “Hello, everyone! My name is … is … is …”

I froze! Thankfully, another student reminded me of my name. By that time, I was both nervous and embarrassed. I finished the presentation in record time, took my seat, and felt stupid (include ridiculous, too). I vowed to improve my speaking skills. Shortly thereafter, I requested my company pay for the Dale Carnegie class, which provided me with the skills and confidence to excel in speaking engagements.

Here are three strategies that help me recover when stumbling during a speech:

#1: Avoid showing distress or lack of confidence.

Regardless of who you are, you will make mistakes during a speech. You might say something silly, or lose your thought process. When this happens to you, quickly review your notes, and hope something in your notes will jog your memory. Avoid a long pause. You must have an emergency point or topic that will keep the speech moving forward.

Unless you are performing at a comedy club, avoid joke telling.  While some people might laugh, many others might not like your humor, or not get the punch line. Just as important here, be careful about getting a laugh at the expense of an audience member. This tactic might be a turnoff, and might cause resentment among the attendees.

#2: Ask the audience to participate.

As a college professor for many years, I’ve learned that engaging my students is an excellent strategy to maintaining control of my presentation. When I get signs that the audience is daydreaming too much, I am prepared with a learning team lesson. I can also ask questions of the audience, but at times responses tend to be measured, which fails to generate the strong interest I’m seeking.

Be prepared with a case study, or any other lesson that breaks the monotony. Of course, make sure you give the impression that it’s planned. You can even make an announcement at the beginning of the session regarding this type of exercise.

#3: Be quick to acknowledge a mistake, but don’t show lack of knowledge or weakness in your subject area.

As a professional, you are hired to speak on subjects on which you are considered an expert. I often teach IT to IT people. I’m sure they know more about some technical subjects than me, but the difference is that I committed many hours preparing for the workshop. In many cases, I developed the curriculum. You must exude confidence. In other words, show that you belong.

You should not convey the attitude of a “know-it-all,” but that you are good at what you do. If a question or topic catches you off-guard, let the person know that you will research it and have an answer soon. In many cases, the person asking the question has a narrow understanding of the topic, and might be looking to look good before his peers.

Becoming skilled as a public speaker takes practice, more practice, and even more practice. Accept as many opportunities to present before a group as you can. Before long, you will develop the confidence to impart excellent knowledge to others, and even keep them entertained.

Most of us want to be more than just the status quo. We work hard to excel, to be something more. However, from time-to-time, we say or do things that make us appear mediocre. For example, we might complain about how many times we’ve been passed over for a promotion. Expressing frustration is fine, but accepting a “victim” mentality is counterproductive to our future growth.

By becoming accountable for everything we can control, we avoid the “average” mentality. It’s best when we look inward when problems or issues arise. Let’s resist the temptation to blame others for the tough times we are experiencing.

#1: Can’t stop looking at the clock, especially near 5 pm.

We all want to get home at the end of the day, and that is normal. However, I know many people who turn off their minds around 4:30 pm, if not earlier. They are ready to end the workday activities, and get home as soon as the clock strikes 5 pm.

An average person is a clock-watcher. We need to work up until the assigned time, and more when necessary. If you are unhappy where you presently work, and can’t wait to get out the door, it might be time to visit Monster.com.

#2: Envious when others do well.

The average person doesn’t have the desire and wherewithal to do better, or to go the extra mile. For that reason, it’s far easier to speak badly about those doing well.

The negative comments include:

• “Mary just received the promotion to Branch Manager. She is way out of her league!”
• “Sam finished his doctorate last week. I’m sure the student loans will make him file for bankruptcy!”
• “No one really cares about management positions here. Jack is stupid for working so hard.”
• “Darlene’s presentation was just okay. The content was suspect. The execs were swayed by the stupid animation. Other than PowerPoint skills, she is mostly incompetent!”

Instead of criticizing others, it’s more prudent to work on our skills. The competition is fierce, and sitting still will lead to obsolescence.

#3: Constantly expecting positive encouragement.

An average person loves non-stop encouragement. When they stay an extra 15 minutes after work to work on a job assignment, they make sure to let their manager’s know. They want to make sure others know they have done a bit more than is expected.

Positive feedback and encouragement are important in employee development, to be sure. However, top performers are focused on deliverables, and understand that the big rewards come down the line. In other words, they have the confidence to perform the work, even when encouragement is lacking.

The average approach is easy. It’s similar to quitting. What does a quitter do? Nothing! We must avoid falling in the victim trap. This occurs when we feel that the system is against us. We feel helpless.

The fact is that the system is structured to help us succeed. However, success will only come to those who are action-oriented. We must assume full responsibility for our work. We cannot wait for things to fall into place. Instead, it’s imperative that we ensure that we are prepared for the opportunities when they arise.

Ownership means that you are accountable for your work. You make sure to understand the requirements, and commit the necessary effort and resources to deliver on time, within budget, and to the customer’s satisfaction. You understand that your work will help the organization meets its current and long-term goals.

Those lacking the ownership mentality are heard making the following comments:

• “I do what I’m told and nothing more.”
• “I’m not going to kill myself working weekends so that our owners get paid the big bonuses.”
• “If only the customers knew the poor quality of products we produce here.”
• “The problem is marketing. They need to do a better job creating a brand. Until they do that, there is nothing we can do on our side.”
• “That training was worthless! Instead of training, we need a pay raise.”

Passing the buck is a troubling sign. You must go beyond the work you are assigned to do. To develop an ownership mentality, you must know how the different components affect each other.

Here are three ways you can develop the ownership mentality:

#1: Become an owner of problems.

You are hired by organizations to solve problems. In fact, you are a professional problem solver. The bigger problems you solve, the more you are compensated. Once you identify a problem, you must do whatever possible to own it. The issue will only be resolved when someone assumes full control.

For example, the sales manager is concerned that the sales team is successful in scheduling appointments with prospects, but the closure rate is declining. Upon spotting this trend, the sales manager hires an external consultant to train the team on how to focus on expressing the value of the products and services to the customer. Once the problem is identified, the sales manager assumed ownership, and provided an immediate solution.

#2: Avoid blaming others… for anything.

Ownership assumes that you are in control of the problem. You will undoubtedly run across slackers, and even those who avoid the work altogether. When you own the problem, you focus on the individuals who get the work done, and not on those who are just along for the ride.

As a leader, avoid blaming others, especially as an excuse for work that went undone. Instead, inform your leadership team that you are working to identify the quality resources necessary to meet the objectives. This attitude alone sets you apart from the majority of employees.

#3: Finish what you start.

One notable sign of the ownership mentality is finishing the work assigned to you. Many people are gung-ho at the beginning of assignments, but that enthusiasm wanes within a week or so. You must be different. As the owner of a problem or issue, you keep your foot on the gas pedal until the requirements are met. Even when the work intensifies or loses its glamour, you keep going. Your focus remains strong.

The majority of people lack the interest or desire to develop the ownership mentality. These same people complain about politics, and other reasons why they are stuck in a rut.

You are different. You understand that success in your organization comes to those who are willing to assume accountability for the work that matters most. As a big thinker, you not only understand what must be done, but you are also committed to doing the work, even when praise is scarce.

How long does it take you to get going at work? For many, it can take two or three hours to start working on the activities that really matter, creatively procrastinating what should be done immediately. The reason you delay the important tasks is because they are harder to do, and generally not as fun as other day-to-day activities.

Here is a typical early day schedule for low-producing employees:

8:00 am           Boot-up the machine
8:05 am           Open and review MS Outlook
8:20 am           Get some coffee
8:25 am           Strike-up a conversation with co-workers
8:35 am           Still talking to co-workers (Dancing With the Stars discussion)
8:45 am           More talking with co-workers (complaining about too much work)
8:50 am           Back to the desk to re-review email
9:00 am           Work email looks challenging. Time to check personal email.
9:20 am           Get more coffee
9:25 am           Bathroom break
9:35 am           Make a call home to make sure all is okay, and check on dinner plans.
9:45 am           Look out the window and dream about 5 p.m.
9:55 am           Back to the desk – not sure why
10:00 am         Ok – time to get some work done around here!

Many employees waste valuable time early in the day. You can take a different approach and take control of your day. The earlier you tackle the important work, the more productive you are to the organization.

#1: Determine what is not urgent, but important.

Dr. Stephen Covey mentions that you should spend most of our time on issues that are important, but not urgent. In other words, you need to avoid chaos management. You need to identify the activities that must get done. For example, you have a presentation that is due next week. It’s best to work on it today. You can start doing the research, collecting the data, confirming the attendees, and so on. If you delay the issue becomes important and urgent, which creates a stressful situation.

#2: Create your plan.

Instead of that long coffee break, get a blank sheet of paper and create an outline of the work that you must do for an upcoming project. Determine the information you need, the resources required, and the funding necessary to meet the objectives. By putting the activities on paper, you kick-start the process. Your manager will appreciate that you can conceptualize these high-level assignments. In essence, you are strategizing, which means you are thinking like a leader. The work is now assignable to others because they have a clearer understanding of the requirements.

#3: Get to work!

Now that you know what is important, and you’ve created your plan, start doing the work. Don’t kill time talking with co-workers, calling home to see what’s for dinner, checking your personal email, or staring out the window. Put your head down and begin tackling Activity #1. The sooner you start, the sooner you will create tangible benefits for the organization.

Productive employees excel in ambiguous environments. You will rarely have step-by-step instructions. It’s your responsibility to make the complicated seem easy to understand. Finally, avoid looking for a pat on the back. Your manager will know you are doing excellent work.

The first two hours of your workday will ensure that you complete the critical activities each day. From a professional standpoint, this commitment will elevate you to a top-performer, and you will be on track to reap the benefits associated with that level of accomplishment.

As you apply for different employment positions, you are asked for letters of recommendation. Interviewers and selection committees are particular about the validity and reliability of those references. Make sure you take the time to “coach” the letter writer about the job expectations.

Here are examples that appear important, but are common in nearly all letters of recommendation:

• “Bob is an excellent team player. He gets along well with people.”
• “Andrea works well under pressure. In some cases, she can get the work done on the same day.”
• “Martin is a go-getter. He accepts any and all assignments.”
• “Janie is on the fast-track. She has been promoted every year, and we expect the ascension to continue.”

The statements above are canned, and a couple are even corny. You are looking for a testimonial that will differentiate you from the rest of the applicants. Being a go-getter is fine, but there are many energized and hard working people in the workplace. In other words, going 100 mph fails to make you unique.

Write Your Own Testimonial

When asking others to write an endorsement about my previous work, I offer to write it. I understand that people are busy, and I want to avoid waiting too long for the letter.

The conversation goes something like this:

Angela, as we discussed on the telephone, I need a letter of recommendation from a colleague who has a good understanding of my project management experience. You and I worked on the data migration project for six months, and you know my performance well. I can tell you are super-busy right now. Do you mind if I put together a rough draft of the letter? You can read it, and make any edits necessary.

The advantage here is that your letter will be specific to the position to which you are applying. You are going to focus on the key areas required from the successful applicant. Of equal importance, the letter will be done faster because you are doing the time-consuming work. You can expect Angela to be happy with this solution because you saved her valuable time. While she might be aware of your skills and competencies, there is a good chance that the information is not fresh. This is a win-win situation.

Comments that Differentiate You from the Pack

Your letter must go beyond the standard positive remarks. The selection team wants to read tangible examples. They want to know that you are accountable for the work, and that you understand how your role fits within the organization as a whole.

Here are few comments that are differentiators:

• In 2010, Adam became our Quality Assurance Manager. He implemented one program that reduced our defect rate by 20%. We estimated the cost-savings from this initiative at $1.5M.
• Our Service Desk was experiencing internal turmoil. We asked Jennifer to identify the problem areas, and make a presentation to our CIO. Within two weeks, the cross-functional team she assembled identified three areas that were causing the underlying problems. We implemented those recommendations, and today the culture is positive. We appreciated that Jennifer sought assistance from other key stakeholders. This approach resulted in buy-in when implementing the program.

An excellent letter of recommendation can make a huge difference. Take the time to write it on your own, and ask your colleagues to make any necessary edits. To differentiate yourself, ensure that you integrate examples in which you demonstrate your understanding of the interdependencies of the organizational components. In short, reinforce your knowledge of the cause-and-effect principle.

Many of us A lot of people talk too much, and some say the wrong thing at the wrong time. It’s crucial to learn the importance of silence, especially during sensitive discussions. In many cases, saying nothing is the smart move.

While getting my haircut at the local barbershop this week, the barber asked: “So, tell me … are you a Republican or a Democrat?” We all know this is a loaded question, and regardless of my response, he was going to make a point about it. I used a safe answer: “I guess I tend to fall somewhere in the middle.” The fact is that I do have a preference, but he doesn’t need to know that. I know his political preference, and I’m sure he and I think differently. By keeping my thoughts to myself, the conversation was steered in a different direction, and no feelings were hurt. Another point here is that he had the advantage by holding the sharp object in his strong hand.

Here are three times when keeping your thoughts to yourself is best:

#1: When you are asked to criticize others.

It’s unfortunate that much time is wasted to putting down fellow employees. You may be asked something like, “Janie, what do you think about Martin getting away with coming late to work two times this week?” You are being asked to participate in gang tackling Martin. This is an issue for your manager or HR to resolve, and not something requiring your attention.

#2: When a solution is identified, but others want to continue to brainstorm.

After a couple of hours, your team determines that outsourcing the data migration work is the best option, especially given the lack of internal resources and capabilities. Once the planning and analyses is done, it’s time for implementation. There is nothing left to discuss.

However, near the end of the meeting, the project lead says, “Ok, everyone, what did we miss? What else do we need to do? Does anyone else want to make any contributions?” No! The decision has been made. In many cases, the project lead has a difficult time closing the meeting because he is aware that the long and difficult work lies ahead. There is nothing else to contribute. Get an action plan. Assign the requirements. End the meeting. Get going!

#3: You are asked your opinion after someone is fired.

There is nothing else to say when someone is terminated. It doesn’t help to say, “Oh, Christopher was an overall good employee.” The decision was made, and feeling sympathy is a waste of time. On the flip side, you should not criticize the person who was given the pink slip. Make sure the process was followed, and get back to work.

To avoid causing any bigger problems, focus less on talking, and more on doing your work. A professional employee is one who stays away from spreading rumors, piling on, and engaging in petty activities. When you sense that someone is recruiting you to participate in any of these unproductive activities, kindly keep quiet.

On a Monday morning a few weeks ago, I went to the local police department to file a report for a stolen item. The detective worked me into his schedule at 7:50 a.m., and I made it on time. I approached the counter, which separated the attending police officer and me with a glass.

Officer: How may I help you?

Me: I’m here to see Detective Davidson.

Officer: Does he know you’re coming?

Me: Yes.  I have an appointment at 7:50.

Officer: Gimme a second [He makes a phone call].

Me: Ok.

Officer: He’ll be out in a few. You can take a seat.

When Detective Davidson came out to visit with me, I could tell that Monday came too quick for him. He looked tired, and the lack of energy showed on his face.

Det. Davidson: Tell me again. What is your case about?

Me: The stolen laptop we discussed on the phone last week.

Det. Davidson: Ok. Let me go get the paperwork.

The detective returned about 10 minutes later with the paperwork, and I provided the documentation needed for the report.

As I walked out of the station, I reflected on the attitude I observed from the employees. While I might be wrong, it appeared that many of them were going through the motions. I understand it was Monday morning, and it takes a while to hit one’s stride.

However, you can’t wait for anything to jumpstart your day. You need to be in control. When you have a plan in place, the day of the week matters little. You can be productive on a Tuesday morning, and on a Friday night.

Here are 3 tips to being happy at your work:

#1: Do what motivates you.

Are you doing work that excites you? If not, start developing a plan to make it happen. Did you dream of becoming a university president, but today you are a high school principal? You are in the right line of work, but changes are required for your dream to become a reality.

#2: Stop thinking it’s impossible.

You’re not too old. It will not take forever. You will not fail. If a new career is truly important to you, the obstacles and challenges can be overcome. You need to get started. Once you have traction, it’s only a matter of time for you to get to the finish line.

#3: Associate with a positive circle of influence.

Your network of friends and colleagues is an important component to your success. You want to avoid those who can hold you back. When you find these people, make sure to disassociate from them as quickly as possible. People who are going places are more likely to help each other reach their respective goals.

The hour or so at the police station reinforced to me the importance of finding an occupation in which I am happy. Making a change will be difficult, but the payoff is worth it. You might need to make an investment in your education or in specific training, which means many long hours, but this commitment is part of the sacrifice necessary to find the occupation that is right for you.

Once you are happy at work, Mondays are of little concern to you. In fact, you might get to the point that you are excited to see Sunday night end, so that you can start doing the work you love bright and early on Monday morning.