No Bull Business Blog

Deciding when and what to delegate

Excerpted from read  Executive Report: The 7 Essential Steps to Delegating Successfully

Delegating can provide a manager with many advantages. That doesn't mean it's wise to delegate just anything anytime. When done randomly and without thinking it through, delegation can be a disaster.

So, first, be sure to determine when delegation is the best course of action. To do that, start by asking five key questions:

1. Is there someone else who I believe has what it takes - background, expertise, information, etc. - to do the job? Absent that, is there someone I can get up to speed quickly to take over the job?
2. Does the task provide an opportunity to grow and develop another person's skills, or am I just foisting off an unpleasant task on someone else?
3. Is this a task that that's likely to come up again, so that if I invest time in someone, I'll get multiple payoffs?
4. Do I have enough time to delegate the job effectively? If there's no time for training, feedback and, yes, an occasional redo, I may be asking for trouble.
5. Is this a task that I should delegate? Let your instincts decide which responsibilities must stay under your control.

Other factors to take into consideration:

• How crucial are deadlines? What are the consequences of not completing the job on time?
• Is "good" good enough? In other words, could you get by with slightly lower quality for the sake of delegation? If not, you'll have to have full confidence in the person to deliver at the highest level.
• What are the consequences of failure? Handing over the job could increase that possibility. No one accepts failure, but you have to accept the possibility and be prepared to deal with it.

DIGGING DEEPER

Delegating is key to becoming a great manager. To get more help, read the Executive Report: The 7 Essential Steps to Delegating Successfully

Keeping the good employees that you hire

Excerpted from Why Good People Jump Ship - and What You Can Do to Stop Them:

Understanding and clarifying expectations is key to keeping good people. It should start at the time a prospective employee is first interviewed.

During that initial interview, the candidate should get a detailed description of the job, the work schedule and the type of environment the person can anticipate.

Job priorities, accountability and potential for growth and advancement should also be discussed.
Once a candidate is hired, it’s important to provide this information again in various forms, such as during an introductory meeting with a manager and a handful of co-workers.

A “welcome” packet, employee manual and other printed material is helpful to reinforce some of these expectations.

Whether an employee is brand new or a veteran, managers must strive to create an environment where questions are welcomed. Good people need to know they can always ask a manager to clarify expectations.

When good people are asking questions about expectations, it means they are concerned about getting results, too. If a manager doesn’t hear anything, it doesn’t mean things are rosy. And by the time you do hear the news, it may be too late to fix.

Practice communicating expectations early and often, and relating how those expectations fit into overall organizational goals.

Remember: Good people want to feel they are a part of something special – and “special” things are worth talking about!

DIGGING DEEPER
Keeping good people isn't an accident. It takes good managers who know how to create an environment that employees see challenging. For more help, check out the Executive Report: Why Good People Jump Ship - and What You Can Do to Stop Them.

Turn negative employees into positive ones

Excerpted from the executive report Handling Difficult Conversations with Employees: What Every Manager Needs to Know.

Conversations – especially those dealing with emotional issues – rarely follow a logical pattern or system. Every conversation is a little different.

You can’t shoe-horn a conversation into a pattern or system. What you can do, however, is develop a method for getting the other person’s feedback and moving toward a desired result. This five-part conversation method and system has worked for many managers when they’re seeking a change in behavior or performance. A step-by-step example of dealing with someone who’s always negative and critical of others’ ideas:

1. ‘When you ... I feel ...” You can use this to set up the problem: “When you say, ‘That’s a dumb idea,’ I feel as if you’re being disrespectful to the person who offered the idea, and you discourage others from speaking up.”

2. Wait for their input. This is one of those points when your silence can be golden and when you can put into practice one of the “don’ts” we described earlier – “Don’t feel as if you have to fill every silence.”

Let your “When you” sentence hang and wait for a response. And here’s where it gets a little tricky, because you can’t be certain of the response.

The person may deny it, in which case you’ll have to give examples: “I can describe at least three times in the last week ...” Or the person may say, sincerely, “I didn’t realize I was doing that.”

Sometimes, too, the person will offer an excuse – valid or invalid. For instance, the response may be, “I’ve been losing a lot of sleep because of migraine headaches, so that may account for some of it.”

If you believe the excuse is valid, take steps to help or accommodate the employee. That’s what supervisors are supposed to do. Even if you do that, you still can move on to the next step.

3. “I would like ...” Here’s where you describe, specifically, the change in behavior you’d like to see: “I would like you to come to the next meeting with at least three ideas of your own on how we can improve.”

That sets the standard and results in positive terms: “This is what I want you to do.” Instead of “This is what I want you to stop doing.”

Consider how that works in any number of conversations involving performance or behavior. For instance, the person who’s always
coming in late.

Negative: “I would like you to stop coming in late.”

Positive: “I would like you to be on time every day.”

4. “Because ...” In almost any situation, you have to provide a reason for requesting change (other than “because I said so”).

Again, try to stay positive: “Because I know you have a lot of good ideas, and I think we’d all benefit from hearing them.”

That beats the negative attack mode: “Because we’re tired of hearing your criticisms.”

5. “What do you think?” You’re asking straight-out for feedback here, and you’re doing so with more than one purpose:

• You don’t want the person to walk away with the feeling that he or she has been given some iron-fisted orders.
• You can move toward a commitment from the person to change.
• You’ll get a real feel about whether the conversation worked and you’re headed toward a desired goal.

Try this system the next time you’re in a difficult conversation, and see how it helps to get you where you want to go.

DIGGING DEEPER
Every manager has at least one negative personality on the staff. Who do you deal with those folks? For help, check out the executive report: Handling Difficult Conversations with Employees: What Every Manager Needs to Know.

3 questions that will boost motivation - and business

Excerpted from the Executive Report: Why Good People Jump Ship

Involved employees are motivated employees. So how do you make sure they're involved? Ask employees these three questions and you can boost morale and business:

1. Can you tell me our top three goals for this year? (To analyze the level of engagement, people need to be on the same page.)
2. If you were competing against our company, what would you do? (Managers are often surprised to learn that employees know right where the weaknesses are.)
3. What is currently impossible to do that if it were possible would change everything? (This forces people to think is there something different we can do? What drives us crazy and how can we fix it?)

DIGGING DEEPER
Making sure your best people stay is key to boosting business. To get help doing that, read the Executive Report: Why Good People Jump Ship - and What You Can Do to Keep Them

Seven things not to say

Excerpt from the Executive Report: Document, Document, Document - What Every Manager Needs to Know About Tracking Performance and Problems

Good documentation lists specific events and examples, clearly identifying issues that need to be addressed. So some words and phrases weaken good documentation because they're either too vague or too hard to prove.

Avoid using these seven when documenting performance or problems:

1. Perhaps
2. Possibly
3. I think
4. Never
5. Every time
6. Always
7. It seems

DIGGING DEEPER
Documenting employee performance or problems is key to being a good manager. To do it the right way, read the Executive Report: Document, Document, Document - What Every Manager Needs to Know About Tracking Performance and Problems

The trap of the 'at-will' myth

Excerpted from the Executive Report: Terminating Without Fear – What Employers Need to Know

The vast majority of states operate under the "at-will" doctrine of employment, which gives both employers and employees the right to terminate a working relationship at any time, for any reason - or for no reason at all.

But the at-will doctrine often provides supervisors with a false sense of security: "Hey, we're operating on an at-will basis here. If I want to fire 'em, I fire 'em. I don't need a reason."

That's only true up until the point that the employee actually sues for discrimination or retaliation, or any number of other possible violations.

When the employee's attorney asks the manager why the person was dismissed, the manager answers, "I didn't have a reason. I didn't need one. He was an at-will employee, so I was within my rights to fire him."

What happens next is a classic case of filling in the blanks ... to suit your own agenda.

Since the manager left the reason for the firing essentially "blank," the lawyer simply begins filling in that blank with past interactions between the employee and the manager, portrayed solely from the employee's point of view and tilted in the employee's favor.

And because the manager has no documentation and no stated reasons for the firing, it's very hard to counter whatever bias allegations the employee might be claiming.

It's the plaintiff's attorney's job to create the suspicion of discrimination in the minds of jurors. In the courtroom, years after the encounters have occurred, that's not hard for a good lawyer to do if the manager has no documents supporting his or her actions.

And that's why employers are well-advised - even in at-will situations - to not only establish good reasons for firing an employee, but to be sure to create the critical documentation that backs up the decision.

DIGGING DEEPER

Yes, managers can terminate problem employees. In fact, problem employees make it easy, but managers still need to follow some basic rules. For the right way, read the Executive Report: Terminating Without Fear – What Employers Need to Know

The right way to give verbal warnings

Excerpted from the Executive Report: Terminating Without Fear - What Employers Need to Know

Verbal warnings are a reliable first step when trying to get people back on the right track without making a to-do of things.

But it can be a bit of a judgment call.

A non-specific verbal warning, such as "Bob, you need to dial up your attention to detail" probably isn't worth the time it'd take to make a written record of the interaction.

It doesn't say enough.

Instead, try: "Bob, today is the third day in a row you failed to put the extra washer on the thingamajig. You know that step's been added to the assembly process, and I've mentioned it to you several times, and it is mandatory. I'm going to be monitoring your attention to detail, and if you continue to make the same mistake, I will have to move on to the next disciplinary step."

After an encounter such as that, a manager should make a written note of the interaction - as precisely as possible - making sure to include exactly what the employee was told, the date and time of day. Also include the employee's actions or response.

The paperwork should be filed away, but since it is a written record of a verbal warning, it is not necessary to get the employee to sign off on the document at this point.

If the employee then fails to improve, the manager might begin a more formal process of progressive discipline.

And in the first write-up, the manager should refer to earlier verbal coaching: "As we've discussed on several occasions, your attention to detail ..."

If the employee claims he wasn't given prior notice that his performance or behavior was unacceptable, the manager has the earlier notes to fall back on, and can and should recount the specifics of those earlier interactions with the worker again.

DIGGING DEEPER
Managers too often let fears of legal repercussions cloud their judgment about pulling the trigger on terminations. For help, get the Executive Report: Terminating Without Fear - What Employers Need to Know

Boss fires employee on Facebook

There is no question that some employees have posted dumb comments on their Facebook pages, but it may be even dumber for the boss (who has been “friended”) to answer back. TheNextWeb.com shares one such exchange between an employee and the boss. After the employee called the boss a “pervvy wanker” on her Wall, the boss replied by blasting her incompetence, called her a few choice names and fired her in the post.

That’s extreme, but the problem for companies is growing. A recent Proofpoint survey of companies with more than a 1,000 employees said that 8% of the companies had terminated employees for their posts on sites, such as Facebook and Linkedin. That twice what it was a year ago.

DIGGING DEEPER
To head off trouble and to make sure everyone in the company knows what’s acceptable, it pays to have a written policy. To get help, read the Executive Report: Facebook, Twitter and Your Employees: The Dangers of Social Networking

Are you stressing out your employees?

Excerpted from the Executive Report: Why Good People Burn Out – and How You Can Stop It

As much as you and your employees don't want to suffer from stress and burnout, you could be the "cause" of the stress. Here are some things to watch out for:

• Setting unrealistic goals. Imposing highly ambitious goals on employees will daunt and discourage, rather than motivate, them. If you have tough goals they must achieve, break them into smaller parts before presenting them.
• Looking at the dark side. If you always look at the downside or harp on what's wrong - and allow others to do it - you can bet employees will become de-motivated and stressed. Instead, mention the bright side of every tough circumstance you and your people face. Encourage employees to suggest changes for things they don't like.
• Us vs. them talk. Managers often don't want employees angry at them, so they unintentionally remove themselves from potential guilt. (For instance, "I fought for your pay raise, but you know HR makes the final decision.") Leaders need to stand behind decisions they've made or have been made regarding their employees.
• Allowing some people to slide. Managers who let poor performers get by or allow bad behavior to continue will derail good employees. Confront those issues until they're fixed or gone.
• Talking more than you listen. Whether you deliver bad news or offer an opposing opinion, your employees will want to vent about it. Let them, because that may be all they need to get over it.
• Jumping to conclusions. One person rarely knows how another person feels, so avoid telling employees how they should react or feel in any situation. Let them react and then talk about solutions.
• Poor listening. Nothing is more irritating than not being heard. Paraphrase, take notes or do anything to show employees you care.
• Reacting to anger or anxiety. This only adds fuel to the fire. Instead, keep an even tone and deal with similar situations uniformly.
• Bad habits. Ask a trusted colleague (or loved one), what habits you have that can get on people's nerves.

DIGGING DEEPER

So, are your employees stressed out? Find out what you can do by reading the Executive Report: Why Good People Burn Out – and How You Can Stop It.

77% rise in FLSA lawsuits

There has been a 77% rise in FLSA lawsuits tied to wage-and-hour disputes since 2004, according to the National Employment Lawyers' Association.

Also, over the same period, there's been an 11% increase in wage- and-hour enforcement actions by the DOL, reports HRmorning.com. The biggest problem areas to watch for:

• unpaid or underpaid overtime due to alleged job misclassification
• requiring employees to use their own money for company purposes (e.g., employees must buy their own uniform or equipment), and
• supervisors who fudge time reports.

Another factor: High-profile lawsuits against big companies - including Wal-Mart, Pep Boys and Dollar General - have brought attention to FLSA regs and have spurred copycat suits against smaller employers who've employed similar practices.

To date, retail giant Wal-Mart Stores has paid an estimated $640 million to settle dozens of wage-and-hour lawsuits across the nation that accused the world's largest retailer of forcing hourly-wage employees to work through breaks and off the clock.

Regardless of the business you're in or your personal opinion of Wal-Mart's pay and benefits policies, the company's legal problems offer you an opportunity to grab the attention of supervisors and senior management to get serious about FLSA compliance.

DIGGING DEEPER
Figuring out who is exempt and who is nonexempt is often confusing. To find out more, read the Executive Report: Exempt vs. Nonexempt - FLSA Overtime Guidelines You Need to Know

Form I-9: Look out, Immigration is auditing employers

Immigration reform is still on the front burner, says HRmorning.com. Immigration and Customs Enforcement announced its plan to implement a nationwide audit of employer I-9s.

ICE is drawing up Notices of Inspection to review the I-9 records of 652 employers - names not released yet. In some instances, the notices will include subpoenas for records such as:

• quarterly wage reports
• EINs
• business licenses
• correspondence from Social Security Administration regarding no-match letters, and
• payroll data.

Employers whose I-9-related records don't pass muster will then receive Notices of Intent to Fine. ICE officials said the audit is just a "first step," so employers probably can expect more audits and inspections.

DIGGING DEEPER
To find out everything you need to know to ensure compliance with Form I-9, read the Executive Report Complete Guide to the New Form I-9

 

Touting your rising stars

Excerpted from the Executive Report 9 Mistakes New Managers Make Most Often

Whenever there is any question as to who gets credit for an accomplishment, pass the credit to the employees.

Why? It's good for managers to develop a reputation of helping rising stars.

In an essay titled How to Manage Smart People, business consultant Scott Berkun makes an amazingly simple and telling finding:

"A manager who treats his reports as cogs in a wheel is guaranteed to get the performance of a cog in a wheel. But a manager that develops and grows people into new strengths and abilities will always get more out of the team."

Cogs in the wheel are just fine if the task is simple and straightforward, and the wheel never needs greasing or changes direction.

But that's not how most of our businesses really run.

Today's managers are challenged with an array of ever-changing tasks, most of which must be performed under the "do more with less" scenario.

Smart, talented employees make the job easier. And touting their accomplishments to others not only motivates the employee, but enhances the manager's reputation as someone who knows how to develop people.

DIGGING DEEPER
The hardest thing to do in business is manage people. Great managers are worth their weight in gold. So how do we turn new managers in to great managers? For help, take a look at the Executive Report 9 Mistakes New Managers Make Most Often

The dangers of Facebook, Twitter, blogging in the workplace

Excerpted from the Executive Report - Facebook, Twitter and Your Employees: The Dangers of Social Networking

Employees are flocking to social network sites. Every organization needs to have a written policy on use of social networking sites by employees - for the good of both employees and the company.

A recent Harris Interactive survey found that just under half (48%) of U.S. adults have either a MySpace or Facebook account.

Usage statistics are much lower for Twitter, with only 5% of Americans saying they currently use it. But that number doesn't tell the whole story.

Twitter grew 1,382% year-over-year as of February 2009, registering a total of just more than 7 million unique visitors in the U.S. for the month.

As you might expect, there are substantial differences in who is and who isn't using these selected social networking sites:

• Three-fourths of those ages 18-34 (74%) have a Facebook or MySpace account, but this quickly drops off the older people get. Just under
• one-quarter (24%) of those ages 55+ have an account.
• Tweeting's also more common among the young, but not by much; only 8% of 18-34-year-olds use Twitter, while 7% of those ages 35-44 use it, 4% of those ages 45-54 and only 1% of those ages 55+ use it.
• While men and women use Twitter at the same levels (5% each), women are more likely to have a Facebook/MySpace account (52% vs. 45%).
• There's also an educational difference in usage of MySpace and Facebook. Two in five people with a high school degree or less (40%) have a Facebook or MySpace account, compared with 55% of those with some college and 52% of those with at least a college degree.

DIGGING DEEPER
To protect your company and employees, it's smart to have a policy to explains what's acceptable and what's not. To find out more, get the Executive Report - Facebook, Twitter and Your Employees: The Dangers of Social Networking

Prima donnas: Are they worth keeping?

Excerpted from the Executive Report: The 7 Most Disruptive Workplace Issues - and How to Handle Them

No question, prima donnas are often valuable to companies. Start-ups especially benefit from the high-powered energy that prima donnas can bring to the table.

But there are times that these employees are simply more trouble than they're worth. And then management has a critical decision to make.

A few questions to ask:

• What's this person's effect on morale? Did good employees jump ship because of this person's behavior?
• How much extra staff time is spent dealing with this person?
• Is he/she really the only employee who can handle this assignment?

The answers will indicate whether it's appropriate to make internal adjustments or end the relationship. Sometimes, jettisoning the top-performing prima donna may be less painful than managers fear it's going to be.

Other employees (rejoice) step up to fill the vacuum, and morale gets a boost.

There's an old saying: "The cemetery is full of indispensable people." That sort of puts it back in perspective.

DIGGING DEEPER
Keeping employees focused has gotten more difficult. So no manager can afford the distractions that a disruptive employee causes. Get the help you need in the Executive Report: The 7 Most Disruptive Workplace Issues - and How to Handle Them

Rookie managers' biggest mistake

Excerpted from the Executive Report: 9 Mistakes New Managers Make Most Often

New managers persist in doing their old jobs rather than the new one. It's the No. 1 classic mistake almost every manager makes upon first being promoted. The good ones recognize it pretty quickly and make the needed change.

But many continue to make this same mistake over and over, even though they know they shouldn't.

It's tempting for a new manager to fall into the trap of wanting to be productive and doing the job he or she performed so well - the job that got them promoted in the first place.

One main reason managers continue to do their old jobs is they haven't yet learned how to delegate the work effectively.

They hang onto every little task themselves and eventually burn out. While this burnout is underway, the people who report to them fail to grow and eventually burn out and feel unmotivated, too.

DIGGING DEEPER
Rookie managers generally have talent, yet they’re missing one key ingredient to be successful – experience. But with guidance, they can avoid the mistakes that can derail them. Get the Executive Report: 9 Mistakes New Managers Make Most Often.