|| Print ||
|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.
Monday, July 13, 2015
BY SAM BLACKMAN
Storyteller-in-chief with the CEO and co-founder of Elemental Technologies.
Friday, July 10, 2015
BY JOE CORTRIGHT
The false promise of economic impact statements.
Wednesday, July 15, 2015
We asked readers how Obamacare has impacted their business.
Friday, July 10, 2015
BY AMY MILSHTEIN
When gossip crosses the line.
Thursday, June 25, 2015
An international architecture firm known for its design of the National September 11 Memorial Museum Pavilion in New York unveiled its plan this week for a modern indoor/outdoor food market at the foot of the Morrison Bridge in downtown Portland.
Wednesday, July 29, 2015
Pushing the extreme.
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.
|10 Innovators in Rural Health|
|The Private 150: From Strength to Strength|
|Flattery with Numbers|
|Downtime with Debra Ringold|
|Farm in a Box|
|Preserving the Legacy|
|Portland fireworks hotline overloaded by call volume|
|Rolling Stone magazine sued by UVA frat brothers|
|'Kayaktivists' hang from St. Johns Bridge to protest Shell Oil ship|
|Legal pot sales to start Oct. 1 in Oregon|
|Best Buy will sell Apple Watch, is hoping it boosts sales|
|Biologist estimates 80% of sockeye population could die due to hot water|
|Fiat Chrysler must offer to buy back 500K Dodge Ram trucks|
One of the many reasons why businesses fail is due to the lack of attention to analytics. Sure, you can go on running your business, but mastering the science of analytics will translate into a business advantage. But what exactly are analytics and why are they so important?
Court experience helps legal firm anticipate potential problems for clients and prevent expensive litigation.
When Garmin AT needed to consolidate operations for its 550 employees, it scanned its entire corporate map for possible sites.
Professional and Continuing Education (PACE) and the College of Business at Oregon State University is offering “Business Analytics for Competitive Advantage”, a two-day intensive workshop.
34 spots for food, 17 places to sip, and 7 sites to choose a brew beckon visitors.
A look back at the shifting sands of Portland’s growth and development.