No Bull Business Blog

This person is a new manager’s biggest challenge

Excerpted from the ManageElite training module: 9 Mistakes New Managers Make

It’s important that new managers develop their leadership style, but how they handle this one group of employees will determine their success.

So what kind of people tend to give new managers their biggest challenge?

• Dumb people?
• Average people?
• Smart people?

Smart people. They’re the biggest challenge.

Good managers know better than to spend a lot of time on dumb people. Average people are your worker bees. They may test your communication skills, but give them clear instructions and let them do their thing. It will pay off.

But new managers tend to view smart people as competitors, rather than the assets they really are.

Here’s a secret. All people are not created equal. Some are smarter and more talented than others. Some are even smarter and more talented than YOU.

The best managers have simply accepted that reality and use it to their advantage by finding ways for people with the most potential to shine the brightest.

A manager who treats each and every employee as just another cog in the wheel is guaranteed to get the performance of a cog in the wheel.

But a manager who gives good people room to develop and grow will get a lot more out of those people. No manager can know everything, so get the most out of your smart people – and you’ll both grow.

DIGGING DEEPER
One of the great leadership qualities is the ability to let others do their jobs. The manager who isn’t afraid to turn his or her best people loose will have greater success. To get help for you and your managers, check out the ManageElite training web site.

Everyone must walk the talk

Excerpted from Executive Report: Dealing with Difficult Employees – Restoring Civility in the Workplace

Everyone must walk the talk. Even CEOs can't tell off-color jokes offensive to some people. Nobody is above the law or above company policies.

It is especially important for all people in the management ranks, from first-level supervisors to senior managers, to set the example. If any manager is allowed to get away with behavior that's supposed to be against company policies, like telling dirty jokes or engaging in other bawdy behavior, it will be impossible to credibly discipline employees for the same offenses.

The tone for the right behavior in any organization is set from the top. Executives determine the culture of a company both by what they do themselves and by demonstrating what will and won't be condoned.

A policy-on-paper-only, if not adhered to, actually does more harm than good. It gives plaintiffs' attorneys a chance to argue that the company knew better because it had a good policy on paper and deliberately chose to ignore it.

That kind of situation spurs juries to tack on multi-million-dollar punitive damage awards against employers.

Misbehavior by senior executives also allows plaintiff's' attorneys to introduce the dreaded "culture expert" at a trial who is then allowed to give expert testimony on how senior executives' misbehavior sets the tone for a fraternity-type old boys' network.

Such a culture expert was instrumental in obtaining a $250 million punitive damages award against the pharmaceutical giant Novartis in a class action suit known as Velez v. Novartis, which was brought by 5,500 female employees who were employed as drug reps. The company eventually had to consider itself lucky to be able to settle the case after an appeal for $152 million.

DIGGING DEEPER
Unacceptable behavior is growing in the workplace. And more and more, people are getting away with it. To help you nip it in the bud, read the Executive Report: Dealing with Difficult Employees – Restoring Civility in the Workplace

ManageElite: Great new tool for training managers

Most managers get little to no training. Yet they need it as much or more as anyone on the staff. Biggest problem? Getting the time to train. And it’s always expensive. Here's a new product that is extraordinarily affordable (only $37 a month for unlimited use) and fits every manager's schedule.

A new product called ManageElite just launched and it’s perfect for getting managers the training they need. It’s online and the training modules are short – only 10 to 20 minutes long. And it is interactive. Plus, it’s real practical stuff and many of the modules have real-life scenarios that require the manager to make choices.

And managers can do the training right at their desks – at any time. Even on weekends when they are at home.

There are also other interactive pieces and PDF handouts in many cases.

The modules cover everything from Handling Difficult Conversations to Interviewing job applicants to doing Performance Review. Plus, there are modules on those tricky compliance issues like Sexual Harassment, Workplace Bias and Retaliation.

But one of the best points, is that it really affordable. ManageElite's charter subscription is only $37 a month, though the cost will eventually go up. But charter subscribers will lock in at $37.

Check out the site at ManageEliteTraining.com

The "Dirty Dozen" of performance reviews

Excerpted from the Executive Report – Performance Reviews: Best – and Worst Ways to Do Them

Here are the 12 biggest mistakes supervisors habitually make in performance reviews:

1. They do not adequately prepare for the review, and they do not allow enough time for the process, rushing through it.
2. They regard the review as a waste of time. This becomes a self-fulfilling prophecy when they just go through the motions of giving all employees a "C" as a cop-out for not giving specific and pointed feedback.
3. They base the review on a score according to meaningless criteria. Does it really matter if someone scores 90% or 95% on attendance? Attendance problems can be dealt with separately through normal discipline.
4. They fear the employee's response. Many supervisors still avoid giving constructive criticism and suggestions for improvement because they fear a confrontation with the employee.
5. They lack training in how to give constructive feedback and have not sought it out on their own.
6. They are uncomfortable siting down one-on-one with employees to talk about performance and attitude.
7. They are plagued by anxiety over any possible area of disagreement with the employee being reviewed, instead of accepting it as a natural part of the process.
8. They let the review process reflect their own poor management skills.
9. They hide behind other supervisors - if other supervisors don't make a special effort on the performance evaluations of their personnel, why should they?
10. They use the performance review only to lay blame, instead of using it as an opportunity to point out the good and the bad. You want to praise good deeds so the employee will repeat them.
11. They don't want to say negative things. Everybody likes to play Santa Claus and give away raises and praises, but not everybody is comfortable sharing necessary bad news, and can do it in a way that is uplifting and points to a better future.
12. They save up some negative feedback to surprise the employee with it at performance review time since they believe they have to have something negative to say. Necessary criticism should be given out over events as they occur in real time, not "saved up" and stored for review time. The best reviews are the ones where there are no surprises on either side, the supervisor or the employee.

DIGGING DEEPER
Lawyers will tell you that if you aren’t going to do performance reviews the right way, then you’re better off not doing them at all. Find out the right way in this Executive Report – Performance Reviews: Best – and Worst Ways to Do Them

Quickest way to 'yes'

Excerpted from the Executive Report: 40 Strategies for Getting Them to Say 'Yes'

Here's a tip that seems almost too simple to believe - but it works:

Studies have shown when making a written request of someone, that person is more than twice as likely to agree if you attach a Post-it note to the paper!

Why does a Post-it have the power of a genie's lamp?

Seems people feel you've gone out of your way to do something personal for them when you include a handwritten sticky note - and that makes them more likely to say "yes."

DIGGING DEEPER
As a manager, your success depends heavily on persuading others to carry out what needs to be done. It's even easier when they believe they're the winner when things are achieved. For help, read the Executive Report: 40 Strategies for Getting Them to Say 'Yes'

14 nasty habits you should never do in the office

Excerpted from the Executive Report: Business Etiquette - 95 Dos and Don'ts for Managers and Executives.

Everyone has at least one bad habit or tic - and they can be truly embarrassing. They can be tough to control because they're often unconscious and generally the outward signs of anxiety or nervousness.

The tic itself is an attempt at self-comfort. But they can be distracting and interruptive at best, offensive and offputting at worst.

So you need to find a way to control them. Often breathing exercises, where you concentrate on taking deep, abdominal breaths, holding and then releasing them can help curb involuntary gestures. You might try that if you do any of these:

• pick your nose, ears or any other body cavity
• twirl, twist, braid or fondle your hair
• scratch - anything
• clean your teeth (even with a toothpick) or nails
• "adjust" yourself
• interrupt others when they're talking
• crowd others (leave at least 18 inches of personal space between yourself and anyone to whom you may be speaking)
• snort, belch, fart or spit (if any of these things happen inadvertently, apologize profusely),
• point
• stare
• wiggle your leg incessantly

Also  avoid:

• consuming smelly food or drink
• playing music (wear headphones if you must), or
• wearing excessive perfume or cologne.

DIGGING DEEPER
It takes more than business savvy to get ahead these days. Following the proper business etiquette will help you stand out - or at least not derail your career. For help, read the Executive Report: Business Etiquette - 95 Dos and Don'ts for Managers and Executives.

The Salary Discussion Quiz

DIGGING DEEPER
Managers dread having to talk salary with employees. Not only is it uncomfortable, but it’s also where many managers make mistakes that lead to trouble later. Here’s help. Read the  Executive Report – The Salary Talk: Eliminating the Angst of Discussing Pay with Employees

Star employee leaving? Counter-offer is a huge mistake

Excerpted from the Executive Report – The Salary Talk: Eliminating the Angst of Discussing Pay with Employees

One of the most difficult decisions a manager or supervisor may have to face is whether to extend a counter-offer to an employee who has given notice of resignation because he or she has accepted a higher-paying position elsewhere.

Counter-offers rarely work long-term. Even if you save the employee temporarily by matching or even slightly exceeding the terms of the other offer, unless other dissatisfactions are addressed, it is very probable that within a couple of years, they’ll be looking for another job again.

That’s why most HR experts discourage counter-offers. If you can’t afford to have the employee leave for now, you may have to hold your nose and give him or her what’s needed in the way of money to keep the person in the fold, but you’d better start the succession planning right then and there – so you won’t be in the same position a couple of years hence.

And before you make it just a money conversation, you’d better find out a little more about everything that led to the person’s resignation in the first place. When people decide to leave a company, it’s rarely just about money – unless you know you’re paying your people significantly below market value, in which case you have to be prepared for a high turnover rate.

DIGGING DEEPER
Managers dread having to talk salary with employees. Not only is it uncomfortable, but it’s also where many managers make mistakes that lead to trouble later. Here’s help. Read the  Executive Report – The Salary Talk: Eliminating the Angst of Discussing Pay with Employees

When to give negative feedback

Excerpted from the Executive Report: 47 Ways to Deliver Effective Feedback.

Negative feedback - for obvious reasons - can be tricky. If you learn of a situation and realize you have to reprimand an employee, the key is to wait until you're ready. That means: Get your emotions under control and carefully plan what you're going to say.

You don't want to wait too long from the time the event occurred. Just like positive feedback, you want the situation fresh in everyone's mind. But sometimes it's best for everyone if you wait a few hours - or even until the following day - to deliver negative feedback.

Ask yourself, "Am I able to deliver this feedback in a calm and objective manner?"

If the answer is "yes," go for it.

DIGGING DEEPER
One of the keys to being a successful manager is giving feedback to employees. For additional help, read the Executive Report: 47 Ways to Deliver Effective Feedback.

 

Interviewing job candidates: Picking up on cues

Excerpted from the Executive Report: Interviewing - Weed Out Slackers, Stupid People and Bad Fits

If interviews were just about questions and answers, we could just write down the questions and ask job candidates to respond in writing.

Of course interviews are about much more than just questions and answers. A lot of what you get from candidates lies in how they answer - their language, mannerisms and expressions, for instance. Or in what you might call the parenthetical statements they make.

Let's not make the mistake of believing we can use mannerisms as a crystal ball to tell, for instance, if a candidate is lying. We can't. Still, we can study some typical traits and what they generally reveal about a candidate. For example:

• Complaints about current job or boss.  That's a sign the candidate thinks "it's everyone else's fault," and an indicator of questionable loyalty.
• Speaking quickly before processing a question, or cutting off your question. If the answer's on-target, maybe that's fine. You might have a quick thinker in front of you. Otherwise, though, the person may be a careless worker who lacks preparation.
• Pretending to know all about your organization. Someone who studies the company beforehand is a candidate worth considering. But you'll know when the person crosses the line and professes to know more than you do. That's a danger sign of conceit.
• Criticizing, lacking respect for or poking fun at junior staff, support people or others in lesser positions. You're probably dealing with an inconsiderate bully.
• Showing poor manners. Smart candidates pick up the expected manners and culture of a prospective employer. Ignoring the manners and culture is a sign that someone's oblivious to what's appropriate and what's inappropriate.

DIGGING DEEPER
The interview is full of opportunities for misinterpretation, misunderstanding and just plain missing the mark. How can you be sure your next interviews lead to a successful hire? Read the executive report: Interviewing - Weed Out Slackers, Stupid People and Bad Fits

Employee discipline: Too little, too late

Excerpted from the Executive Report: Disciplining Employees - The Right Way to Do It

Managers tend to be focused on one thing: Productivity.

They don't want to deal with disciplinary problems any more than an employee wants to be disciplined.

It's easy to let small things slide because bringing up minor problems sometimes seems like more trouble than it's worth. You pick your battles.

And who wants to stir the pot, and maybe make an enemy, when it's already hard enough to meet monthly goals?

The last thing a manager wants is for a disciplinary action to create a wider staff morale problem.

It's an understandable rationale ... but it's flawed. Those small issues rarely go away by themselves - indeed, they almost always get worse.

And by not taking action, managers send employees the message that undesirable behavior will be accepted, or - even worse - hasn't even been noticed.

Delay has another adverse impact on the manager. As the problem worsens, it's common for managers to build up resentment against the employee - and that can warp the supervisor's perspective in a way that makes it difficult to eventually deal with the person in an objective and positive way.

DIGGING DEEPER
Poor performance and unacceptable behavior are inevitable. And too often the dread of disciplining employees stops managers from taking immediate action to resolve the issues. Find out what managers need to do by reading the Executive Report: Disciplining Employees - The Right Way to Do It.

Gossip takes up 65 hours a year

Excerpted from the Executive Report: Managing Gossip: What You Need to Know to Keep the Rumor Mill in Check.

The Human Resources Department at Randstad USA reports that out of a survey of 1,540 U.S. employees, 60% revealed their biggest pet peeve in the workplace was employees who gossiped.

Beyond this, the American Society for Training and Development report on business ethics found 21% of workers admitted to frequently participating in gossip, and 64% reported gossiping sometimes.

The business communications company Equisys researched office gossip in 2002 and found 65 hours a year per employee are wasted gossiping about the workplace.

Multiply 65 by the number of your employees and the grapevine can suddenly look like an enormous money pit for your organization.

DIGGING DEEPER
Office gossip is a fact of life, but you can keep it from getting out of control. Find out more in the Executive Report: Managing Gossip: What You Need to Know to Keep the Rumor Mill in Check.

Gossip: Treat it as a viral infection

Excerpted from the Executive Report: Managing Gossip: What You Need to Know to Keep the Rumor Mill in Check.

Gossip and rumors spread much like any sort of disease - from one person to another.

But just like a viral or bacterial infection, some people are more susceptible to the invading germs, and others are more active in spreading them. It's important for managers to identify these individuals so the spread of gossip and rumors can be contained.

An experienced manager will be able to spot a gossipmonger or rumor mill feeder more easily than  will a new boss. But any manager can learn to identify the telltale traits of these folks.

To prevent or stop office gossip, a manager must first understand the personality profile of an employee who spreads information about others.

Very often, the person who is a gossip monger is also a person with an unsatisfied ego. The need to feel important or the need for power, coupled with a weak value system, can add up to the kind of person who uses gossip as a way to ingratiate himself or herself with others. By offering up valuable information, this person feels needed, valuable and indispensible to others.

Most gossipers are flat-out attention seekers. They want to draw attention to themselves to feel connected and powerful within an organization.

If knowledge is power, displaying that knowledge will demonstrate the gossiper's powerful profile.

DIGGING DEEPER
You can't keep employees from gossiping, but you can keep it from getting out of control and even use it to benefit your organization. Find out more in the Executive Report: Managing Gossip: What You Need to Know to Keep the Rumor Mill in Check.

Making the best of a difficult boss

Excerpted from the executive report: Stopping Difficult People from Sucking the Life Out of Your Organization

It won’t always be an underling whose behavior you’re trying to change. In real life, the people who manage us can be difficult, too. If handled with tact, these techniques can be used successfully to address problematic behavior with superiors.

Your approach, how a problem is presented, becomes especially important and can have a big impact on success. A positive approach is almost always the way to go.

Let’s say you have a manager who is throwing you assignments at the last minute and leaving you in the lurch. If it happens all the time, it’s a problem. Your performance will eventually suffer because of it.

Be positive and firm: “Jim, when I get an assignment at the last minute it really puts me in a situation where I have to give up something else or I can’t do as good of a job as I normally would do. Is there some way we can work this out that I can sort of anticipate better when these kinds of assignments are coming?”

Remember, what you’re saying in reverse is: “Hey Jim, you’re an awful planner. Do you know that?” So of course, approach these with caution.

Sometimes the nature of your business won’t allow for better planning, for instance if you work for an emergency ambulance service. But at least, having had the discussion, everyone’s on the same page and there is a better understanding as to why assignments arise at the last minute.

Remember, you can’t fix everything. If you’ve thoroughly examined your own situation and you’ve come to the conclusion that your manager is just a jerk, that’s a lot more difficult. Your first question should be: Is the behavior really causing me a problem?

If it is, then you may be at the point where you have to either ask for a change of assignment or decide maybe this is not where you want to be.

DIGGING DEEPER
Whether it is a superior or a subordinate, dealing with difficult people takes a lot of you - and hurts morale and productivity. This Executive Report can help: Stopping Difficult People from Sucking the Life Out of Your Organization.

Dealing with bullies in the workplace

Excerpted from the Executive Report The Manager's Guide to Handling Conflict at Work

Immediacy is important when handling workplace bullies. When people complain, or managers see or suspect bullying, they need to act fast. Some keys to a one-on-one conversation:

• Be direct, non-confrontational and specific. For instance, say, "You told someone to shut up," instead of, "You're not being nice." Another example: "You said you did all the work on this project, and I know Judith researched and created the charts," instead of, "You took all the credit, and you didn't deserve it."
  
• Bring emotions to life. Be prepared for some bullies to blame others and  some bullies to get angry in an attempt to shift the focus off of their actions. Keep them focused on their behavior by reminding them of how their actions affect other people's feelings. Examples: "Would you want your daughter to be treated that way?" or, "Would you want a co-worker talking to your husband like that?"
  
• Focus on behavior, not people. You can't ask people to change. Instead tell them that their behavior must stop.
  
• Document the situation and let bullies know the consequences (from reprimands to firing).
  
• Set a clear action plan. Demanding that a certain behavior stop may be enough of a plan if it's a first offense. If not, supervisors may need to set up counseling and get bullies involved in a behavior improvement plan.

DIGGING DEEPER
Conflict in the workplace can disrupt productivity and destroy morale. For more help, read the Executive Report The Manager's Guide to Handling Conflict at Work.