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|Friday, September 27, 2013|
BY TOM COX | BUSINESS TIPS CONTRIBUTOR
Tim walked out of his team’s weekly meeting in a daze.
It was supposed to be a routine meeting. It turned into a debacle.
Five minutes in, Susie had hijacked the meeting to blurt out a litany of complaints she had, mostly about Tim.
Everyone else stared in silent fascination for the next 20 minutes.
To his credit, Tim had listened openly and tried to understand Susie’s perspective.
Unfortunately, as he sat thinking about it afterward, he realized he did not understand.
Tim had been managing Susie and Lisa in their work on a client contract. Susie was the best analyst on the team, but had zero experience creating client-facing deliverables. Lisa by contrast had decades of experience creating polished products to put in front of clients.
So, after Susie had done most of the analysis and created a solid working draft, Tim had assigned Lisa to take over finishing the work.
And therein lay the problem that threatened to fracture the team.
Susie felt completely disrespected by Tim. She felt that her work was being somehow credited to someone else. And she felt that if her work wasn’t fit to go in front of a client, that she should be told why.
What Tim Did Wrong
You and I have both done what Tim did: we made a decision and executed it, without properly informing others of our reasons.
That might be okay for an emergency room, where seconds matter. In most workplaces, it’s not.
By taking the work away from Susie, Tim inadvertently sent the signal that her work wasn’t good. Tim also underestimated the emotional value to Susie of having the client receive her work product. Tim wanted Susie to take pride in her work, and then destroyed her ability to have any pride in it.
And Tim never gave his reasons. He offered no explanations — leaving a vacuum, a lack of data.
Human beings handle the lack of data … badly. We tend to fill the emptiness with our own imagination.
The monster under the bed is always scarier than the monster in plain view.
Tim gave Susie no explanation, so she invented her own. (Any time you find yourself surprised at a subordinate’s anger, or find they’re making up negative stories, look to see if you left an information vacuum.)
In summary, Tim’s errors included:
Fortunately, doing better is actually quite easy.
What Tim Should do Next Time
A good leader is always looking for opportunities to improve relationships and improve capabilities. In Tim’s case, next time he should:
In Tim’s case, it would look something like this:
Tentative decision: move working draft from Susie to Lisa for final polish before giving to client.
Reasons: second pair of eyes to proofread the work; take advantage of Lisa’s experience with polishing final products
Next Step: Show the above to Susie and ask for her thoughts. Example question: “Susie, here’s what I’m thinking about doing and why. What are your thoughts? What am I missing?”
This is one way to exercise “Including” — one of the ALICE skills that good managers use:
Read more about developing the first two ALICE skills here.
One other thing Tim needs to do — acknowledge Susie’s contributions, such as by having her listed as a co-creator on the cover sheet, or having her co-present the final product.
(You can receive my free 1-page “Work Sheet for Over-Requiring Managers” by clicking here.)
Tom Cox is a Beaverton consultant, author and speaker. He coaches CEOs on how to boost performance by building workplace trust.
Wednesday, August 19, 2015
BY LINDA BAKER
In 2010 Vanessa Keitges and several investors purchased Portland-based Columbia Green Technologies, a green-roof company. The 13-person firm has a 200% annual growth rate, exports 30% of its product to Canada and received its first infusion of venture capital in 2014 from Yaletown Venture Partners. CEO Keitges, 40, a Southern Oregon native who serves on President Obama’s Export Council, talks about market innovation, scaling small business and why Oregon is falling behind in green-roof construction.
Thursday, August 20, 2015
BY DAN COOK
The state’s angel investing fund gets hammered in Salem.
Friday, July 10, 2015
BY DAN COOK
The Affordable Care Act has triggered a rush on health care plan redesign, a process fraught with hidden costs and consequences.
Wednesday, August 19, 2015
BY JACOB PALMER
Live, Work, Play wit the CEO of Ruby Receptionists.
Wednesday, August 19, 2015
BY JACOB PALMER | DIGITAL NEWS EDITOR
One of the hottest new investment trends has proven quite lucrative for some companies.
Friday, August 21, 2015
Renee Spears, founder and owner of Portland-based Rose City Mortgage, is hot to trot to sell pot.
Monday, July 13, 2015
BY CAMILLE GRIGSBY-ROCCA
Can the brave new world of neurotechnology help an OHSU surgeon find a cure for obesity?
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Transforming the culture of Oregon’s educational leadership.
The Board dismissed a petition related to efforts to unionize the Northwestern University football team.
Every once in a while we receive a letter in the (fictional) mailbag that is tough to describe and quite compelling. This week, Isabel, the new HR manager at LabCo (and someone who is new to HR), wants to know whether she may fire the owner’s son for having an Oregon medical marijuana card. In passing, Isabel also makes a number of alarming admissions about her motivation. Here is Isabel’s nerve-racking question and our response to it.
Oregon Sick Leave is here, and changes to the federal white-collar worker regulations are on the way. This workshop will prepare you for both. We invite you to participate in an interactive discussion on how to start planning now for the future impact on your operations and finances.
Presented by OEN + CENTRL + YESpdx.
This Roundtable will cover numerous issues under the employer "shared responsibility" rules of the Affordable Care Act, including how to track the "full-time" status of variable-hour employees, temporary or seasonal employees, and employees who experience a change in status or a break in service. Additionally, we will provide a brief overview of Code sections 6055 and 6056, which require most mid-sized and large employers to submit their first information reports to the IRS in early 2016 regarding the health insurance coverage being offered to employees. We invite you to participate in an interactive discussion on how to prepare for the future impact of the shared responsibility rules on your operations and finances.