Dear Debbie,
I manage a great work group except for one employee who is a chronic complainer and persistently negative. I tried once to counsel him as part of his performance review, and he badmouthed me to the rest of the group. What should my next step be?
This falls into the 80/20, or better yet, the 90/10 rule wherein 10 percent of your employees actually create 90 percent of your problems. This one employee, if left to his own devices, could potentially destroy your team’s morale and undermine your credibility in the process. Such dissent can also hinder your workgroup’s performance. There’s a lot at stake in this situation.
As the manager of the group, the sole responsibility for taking action rests with you. You basically have two choices: rein him in (have the employee change their ways), or move him out (either voluntarily or involuntarily).
With any employee issue, you want to identify whether the problem is performance related or behavior related. Once you determine which it is, your course of action will be much easier to define. In this case, the problem is clearly a behavioral issue which should always be dealt with in a swift and decisive manner. I say this because behavioral issues are conscious decisions on the part of the employee to behave in a certain way which is typically unacceptable to the organizational rules and values. A performance related issue, on the other hand, would be addressed very differently.
Your employee has chosen to be negative and to chronically complain. Even worse, he has chosen to behave in a way that is bordering insubordination by “badmouthing” you as his manager. The result of this behavior is damaging to the workgroup and to the company, which is unacceptable.
You mention that you have counseled him as a part of his performance review. Have you had a standalone discussion with him about only his behavior? Have you presented him with very specific examples of how his behavior is unacceptable and why it is a negative force for the entire group? If you have not yet had this specific discussion, then you should do so immediately. Be sure to document your discussion in detail. When you have this talk with him, you should include specific expectations that define exactly what you will and will not tolerate in his behavior going forward. Additionally, you should outline the next steps that will occur, such as a follow up meeting to gauge his performance and progress, and include the expected changes that you will be reviewing with him at that time. This puts the responsibility squarely on him to really think about and take steps to change his behavior.
I cannot stress enough the need for you to cite very specific examples of his negative behavior and how you would expect him to handle similar situations differently in the future. The hope is that you will be able to turn him around and see a marked improvement in him once you bring it to his attention and let him know the consequences.
Be aware that there will be times when an employee simply refuses to change. Either the person does not believe that there will be consequences or they are resistant to change at all costs. In this case, continue to document any ensuing meetings and your efforts to counsel him. If all else fails and you are seeing no improvement, then it may be time to terminate his employment. Allowing one person to adversely affect your entire workgroup simply isn’t fair to your employees, to you, or to your company.
Good luck – this is one of the particularly challenging parts of being a leader.
Monday, October 31, 2011
Thursday, October 27, 2011
Making Successful Business Presentations
Dear Debbie,
Do you have any tips for making business presentations? I've been asked to give my first big one and I'm nervous!
Most people have experienced the anxiety, trepidation and fear that often precede public speaking, especially if it the presentation is to a large or influential group. The good news is that experience definitely helps and you will become more comfortable and self-confident with every presentation that you design and deliver.
It helps to remember that being nervous before speaking or presenting is perfectly natural. Even the most seasoned professional can have the jitters before delivering a large presentation. The key word here is preparation, and the more speaking experience you gain the more you will understand its importance. If anything, you want to over prepare and over practice. Knowing your material inside and out will help ease any anxiety that you feel, and will help you deliver a more polished presentation.
It’s also important to anticipate any controversial points or difficult questions that you may encounter while you are behind the podium, and plan your responses accordingly. The fear of the unknown is at the root of most speaking anxiety, so thinking through potential scenarios can be very helpful.
In addition to being familiar with your material, become familiar with your audience. Find out who will be in the room, what levels in the organization are represented, and why your presentation might impact them. It’s important to know your audience so that you can connect with them through your presentation. By researching your audience in advance, you can incorporate stories, facts, or examples that will resonate with them and connect to the points you wish to make.
I’d also advise you to keep your presentation as concise as possible. No one enjoys sitting through unnecessarily long, drawn out speeches. Think about the main points that you want your audience to remember, and then hit those points as succinctly and directly as possible. Have a handout that includes more detailed information for those who are interested.
Practice your presentation before a trusted colleague or advisor; preferably someone who will understand the material sufficiently to critique both the content and your overall delivery. Then, practice repeatedly in front of the best presentation tool of all – the mirror.
Getting your first business presentation under your belt is an important career milestone. I wish you the best of luck!
Do you have any tips for making business presentations? I've been asked to give my first big one and I'm nervous!
Most people have experienced the anxiety, trepidation and fear that often precede public speaking, especially if it the presentation is to a large or influential group. The good news is that experience definitely helps and you will become more comfortable and self-confident with every presentation that you design and deliver.
It helps to remember that being nervous before speaking or presenting is perfectly natural. Even the most seasoned professional can have the jitters before delivering a large presentation. The key word here is preparation, and the more speaking experience you gain the more you will understand its importance. If anything, you want to over prepare and over practice. Knowing your material inside and out will help ease any anxiety that you feel, and will help you deliver a more polished presentation.
It’s also important to anticipate any controversial points or difficult questions that you may encounter while you are behind the podium, and plan your responses accordingly. The fear of the unknown is at the root of most speaking anxiety, so thinking through potential scenarios can be very helpful.
In addition to being familiar with your material, become familiar with your audience. Find out who will be in the room, what levels in the organization are represented, and why your presentation might impact them. It’s important to know your audience so that you can connect with them through your presentation. By researching your audience in advance, you can incorporate stories, facts, or examples that will resonate with them and connect to the points you wish to make.
I’d also advise you to keep your presentation as concise as possible. No one enjoys sitting through unnecessarily long, drawn out speeches. Think about the main points that you want your audience to remember, and then hit those points as succinctly and directly as possible. Have a handout that includes more detailed information for those who are interested.
Practice your presentation before a trusted colleague or advisor; preferably someone who will understand the material sufficiently to critique both the content and your overall delivery. Then, practice repeatedly in front of the best presentation tool of all – the mirror.
Getting your first business presentation under your belt is an important career milestone. I wish you the best of luck!
Monday, October 24, 2011
Business Casual Attire and Professionalism
Dear Debbie,
What are your thoughts about business casual attire? My company is switching over and I'm unsure whether to change the way I dress and whether it will make me seem less professional.
This is a great question, especially for women. I have had this conversation with other women often in the last several years as more businesses relax their dress codes. I, along with probably every other professional woman out there, have struggled with what to wear to work. Everyone runs the risk of seeming less professional if their attire choices are wrong, but the stakes do seem to be higher for women.
Let’s look at the differences at play for men and women when it comes to business casual attire. Clothing decisions can be simple for men because they do not have a wide array of clothing choices. Yes, they have different slacks and shirts but their main decision basically boils down to, “Which pants and what color golf shirt should I wear today?” For men, typically a pair of khakis and a golf shirt or open collar shirt is what constitutes acceptable business casual dress.
Women, on the other hand, have so many options that the definition of business casual can become muddled. Does business casual mean skirts or pants? Short sleeves, long sleeves, or sleeveless? Close toed shoes, open toed shoes, or sandals? How low cut should my blouses be? How much jewelry, if any, can I wear?
First, check your company policy closely and always abide by it, even if others don’t. Within those parameters, I advise women across the board in all industries and professions to play it safe with dress decisions. When in doubt, go with the safer choice. If something has even a remote chance of making you or others feel uncomfortable, don’t wear it to work.
While I like the idea of casual dress, when you are representing your company in front of clients or the public, you should be in traditional business attire. In addition to showing respect to your clients and to your company -- you just never know who you might be introduced to or run into as you are out and about!
What are your thoughts about business casual attire? My company is switching over and I'm unsure whether to change the way I dress and whether it will make me seem less professional.
This is a great question, especially for women. I have had this conversation with other women often in the last several years as more businesses relax their dress codes. I, along with probably every other professional woman out there, have struggled with what to wear to work. Everyone runs the risk of seeming less professional if their attire choices are wrong, but the stakes do seem to be higher for women.
Let’s look at the differences at play for men and women when it comes to business casual attire. Clothing decisions can be simple for men because they do not have a wide array of clothing choices. Yes, they have different slacks and shirts but their main decision basically boils down to, “Which pants and what color golf shirt should I wear today?” For men, typically a pair of khakis and a golf shirt or open collar shirt is what constitutes acceptable business casual dress.
Women, on the other hand, have so many options that the definition of business casual can become muddled. Does business casual mean skirts or pants? Short sleeves, long sleeves, or sleeveless? Close toed shoes, open toed shoes, or sandals? How low cut should my blouses be? How much jewelry, if any, can I wear?
First, check your company policy closely and always abide by it, even if others don’t. Within those parameters, I advise women across the board in all industries and professions to play it safe with dress decisions. When in doubt, go with the safer choice. If something has even a remote chance of making you or others feel uncomfortable, don’t wear it to work.
While I like the idea of casual dress, when you are representing your company in front of clients or the public, you should be in traditional business attire. In addition to showing respect to your clients and to your company -- you just never know who you might be introduced to or run into as you are out and about!
Wednesday, October 19, 2011
Aging and the Fast Track
Dear Debbie,
My company is hiring all these younger employees, and I'm starting to feel outdated. How can I make sure that I stay on the fast track as I age?
Let me reassure you that you are not alone in feeling this way. For the first time in U.S. history, there are four generations in the workplace, working together as peers as well as managing each other. Much has been written about this mix because it has presented some new and different corporate dynamics. The wide range of ages can mean very different communication styles, workplace practices and diverse approaches to work.
I encourage you to really look at this as an opportunity for both your own professional and personal growth as well as a chance to mentor and advise younger coworkers. I especially encourage you to look at the younger workers as a resource for your own learning and development. Many times, older workers automatically feel superior to and maybe even annoyed by their younger counterparts. Open yourself up to truly interacting with these younger professionals by engaging them in discussions and seeking their perspectives. Far from being a roadblock to your success, they can help you stay current about the latest trends, especially if they are fresh out of college.
Try not to let you self be seen as “the elder” in the group. Instead, get in there and remain engaged at all levels with everyone. Remaining open to learning opportunities and to change is critical as you move through all stages of your career. Don’t let yourself fall into the trap of feeling superior simply because you have more years of experience. Staying curious yourself will make others interested in learning from you. A willingness to grow will help maintain your position as a key contributor.
It’s helpful to view the process of staying on the fast track as cyclical. The more you stay engaged in learning, the more you will have to offer which, in turn, makes you even more relevant and valuable to everyone in the organization. Your experience, combined with your willingness to continue growing, will make you a stellar employee at any age.
One last reminder – attitude is everything! Keep a positive, young-at-heart, inquisitive outlook about the world and your age won’t be a factor to anyone.
My company is hiring all these younger employees, and I'm starting to feel outdated. How can I make sure that I stay on the fast track as I age?
Let me reassure you that you are not alone in feeling this way. For the first time in U.S. history, there are four generations in the workplace, working together as peers as well as managing each other. Much has been written about this mix because it has presented some new and different corporate dynamics. The wide range of ages can mean very different communication styles, workplace practices and diverse approaches to work.
I encourage you to really look at this as an opportunity for both your own professional and personal growth as well as a chance to mentor and advise younger coworkers. I especially encourage you to look at the younger workers as a resource for your own learning and development. Many times, older workers automatically feel superior to and maybe even annoyed by their younger counterparts. Open yourself up to truly interacting with these younger professionals by engaging them in discussions and seeking their perspectives. Far from being a roadblock to your success, they can help you stay current about the latest trends, especially if they are fresh out of college.
Try not to let you self be seen as “the elder” in the group. Instead, get in there and remain engaged at all levels with everyone. Remaining open to learning opportunities and to change is critical as you move through all stages of your career. Don’t let yourself fall into the trap of feeling superior simply because you have more years of experience. Staying curious yourself will make others interested in learning from you. A willingness to grow will help maintain your position as a key contributor.
It’s helpful to view the process of staying on the fast track as cyclical. The more you stay engaged in learning, the more you will have to offer which, in turn, makes you even more relevant and valuable to everyone in the organization. Your experience, combined with your willingness to continue growing, will make you a stellar employee at any age.
One last reminder – attitude is everything! Keep a positive, young-at-heart, inquisitive outlook about the world and your age won’t be a factor to anyone.
Friday, October 14, 2011
Romance in the Workplace
Dear Debbie,
What do you think about office romances?
My short answer is that is it best to keep work relationships professional and to stay away from romance if you possibly can. However, having said that, sometimes things just happen when you work closely with someone in a demanding environment. Many successful personal relationships and even marriages have started as working relationships. Let’s face it, when you spend the majority of your time with the same people and you get to know them well, you inevitably like some more than others. We are, after all, human.
So while I suggest that you try not to complicate your professional life by mixing in a personal relationship, let me give you the dos and don’ts if you just can’t avoid it or if you’re already in an office romance. When you first sense that a relationship is clearly budding into something serious with someone in your immediate workgroup, I suggest that one of you begin immediately to try to transfer out of the group. The first step to take is to separate your working relationship from your personal relationship, especially if one of you is senior to the other.
If you are peers, it is not quite as complicated but it’s still not a good idea to work together. Resentment as well as issues of favoritism and unfair practices can, and usually will, arise when there are personal relationships within the workplace. These issues can have an adverse impact on reputations and can even derail career paths.
People love to talk, and a budding romance in the office is fabulous fodder for the gossip mill. Don’t let yourself be the target of rumors and innuendo that ultimately can negate your hard work and deter your long-term success. If you don’t wish to change your personal relationship, then it’s generally best for one of you to change jobs.
What do you think about office romances?
My short answer is that is it best to keep work relationships professional and to stay away from romance if you possibly can. However, having said that, sometimes things just happen when you work closely with someone in a demanding environment. Many successful personal relationships and even marriages have started as working relationships. Let’s face it, when you spend the majority of your time with the same people and you get to know them well, you inevitably like some more than others. We are, after all, human.
So while I suggest that you try not to complicate your professional life by mixing in a personal relationship, let me give you the dos and don’ts if you just can’t avoid it or if you’re already in an office romance. When you first sense that a relationship is clearly budding into something serious with someone in your immediate workgroup, I suggest that one of you begin immediately to try to transfer out of the group. The first step to take is to separate your working relationship from your personal relationship, especially if one of you is senior to the other.
If you are peers, it is not quite as complicated but it’s still not a good idea to work together. Resentment as well as issues of favoritism and unfair practices can, and usually will, arise when there are personal relationships within the workplace. These issues can have an adverse impact on reputations and can even derail career paths.
People love to talk, and a budding romance in the office is fabulous fodder for the gossip mill. Don’t let yourself be the target of rumors and innuendo that ultimately can negate your hard work and deter your long-term success. If you don’t wish to change your personal relationship, then it’s generally best for one of you to change jobs.
Monday, October 10, 2011
Mentoring
Dear Debbie,
A young woman at my company has asked me to mentor her and I've agreed. I've never mentored anyone before...do you have any advice for me?
She’s given you a great compliment by asking for your help. It is obvious that she admires you, looks up to you, and wants to learn from you. Mentoring can and should be very rewarding for both the mentor and the mentee and many times can lead to long-term, successful professional relationships. Think of this as an opportunity for you to grow as well a chance to positively impact another person’s career.
Look at the reasons why she has asked you to mentor her and find out where she specifically feels she needs guidance. I would start with a general discussion to find out how long has she been in the organization (if you don’t already know), her education and experience, and whether she needs advice on career opportunities or whether she is looking for a better understanding of what additional technical skills she may need to develop. These are the types of questions which will lay the groundwork for you to know what kind of specific help and guidance she is seeking.
A mentoring relationship should be one in which there is mutual respect and trust, and confidentiality is a must. Remember, your advice and guidance will help shape her thinking and will ultimately influence her future career path. My mentoring experiences have been very rewarding and afforded opportunities for my own growth as well as a chance to help others to grow. Be sure to watch for your own chances to develop through this special relationship.
Keep in mind that there will be times when simply listening is your primary role. Let your mentee talk through situations and decision making processes. There may be situations in which you simply offer your support and affirmation while other times you may be asked to provide input regarding difficult challenges. Keep in mind that you are the more experienced person in the relationship, and sharing your expertise is how your mentee will learn.
As I mentioned in a previous post about executive coaching, a mentoring relationship usually has fairly broad objectives. Be yourself, share the wisdom and knowledge that has supported you in your success, and you will be a fabulous mentor.
A young woman at my company has asked me to mentor her and I've agreed. I've never mentored anyone before...do you have any advice for me?
She’s given you a great compliment by asking for your help. It is obvious that she admires you, looks up to you, and wants to learn from you. Mentoring can and should be very rewarding for both the mentor and the mentee and many times can lead to long-term, successful professional relationships. Think of this as an opportunity for you to grow as well a chance to positively impact another person’s career.
Look at the reasons why she has asked you to mentor her and find out where she specifically feels she needs guidance. I would start with a general discussion to find out how long has she been in the organization (if you don’t already know), her education and experience, and whether she needs advice on career opportunities or whether she is looking for a better understanding of what additional technical skills she may need to develop. These are the types of questions which will lay the groundwork for you to know what kind of specific help and guidance she is seeking.
A mentoring relationship should be one in which there is mutual respect and trust, and confidentiality is a must. Remember, your advice and guidance will help shape her thinking and will ultimately influence her future career path. My mentoring experiences have been very rewarding and afforded opportunities for my own growth as well as a chance to help others to grow. Be sure to watch for your own chances to develop through this special relationship.
Keep in mind that there will be times when simply listening is your primary role. Let your mentee talk through situations and decision making processes. There may be situations in which you simply offer your support and affirmation while other times you may be asked to provide input regarding difficult challenges. Keep in mind that you are the more experienced person in the relationship, and sharing your expertise is how your mentee will learn.
As I mentioned in a previous post about executive coaching, a mentoring relationship usually has fairly broad objectives. Be yourself, share the wisdom and knowledge that has supported you in your success, and you will be a fabulous mentor.
Monday, October 3, 2011
Handling Difficult Directives
Dear Debbie,
I've been given a directive from my boss that I don't support. My team isn't going to like it, either. How do I deal with this in an honest way with my employees and yet be loyal to my boss and the company?
This is a tough situation that all leaders will find themselves in at some point in their careers. My first advice is to get as much information from your boss as you can. What is the rationale behind this directive? Is it strictly a business decision? Have all aspects of the directive been thought out thoroughly? Are the consequences clearly defined? Why do you oppose it and why will your team oppose it?
Gathering all the information that you can about the background of an unpopular directive will help you better explain and support it. If you remain adamantly opposed to it and cannot, after gathering all the facts, give your full support, think about whether you want to state your position to your boss in a one-on-one discussion with her or him. Maybe it truly is something that she or he has not thought through and your voice could give additional reason to the situation, perhaps even helping her or to shift their course of action.
Ultimately, it is your responsibility to execute the directive in a way that does not undermine your boss or company whether or not you support it. With your team, you should stand up and state the reason for the directive, explain all the facts, and stay focused on any upsides to carrying out the directive. You should never state to subordinates that you are being forced to implement a directive or that it is not your decision. Once you get to the point of conveying the instructions to your team, you should clearly take responsibility for doing so without ‘laying blame’ on others just because it is potentially unpopular. There will always be some positives in any situation, so identify and stress those. Especially in unpopular messages, always give your subordinates the ‘big picture’ explanation behind a directive, letting them know why it is important to the business and to the long-term success of the organization.
These are always difficult situations when you deal with them for the first time, but like everything else, with practice and a experience in navigating such problems you will handle tough directives with greater ease and success in the future.
I've been given a directive from my boss that I don't support. My team isn't going to like it, either. How do I deal with this in an honest way with my employees and yet be loyal to my boss and the company?
This is a tough situation that all leaders will find themselves in at some point in their careers. My first advice is to get as much information from your boss as you can. What is the rationale behind this directive? Is it strictly a business decision? Have all aspects of the directive been thought out thoroughly? Are the consequences clearly defined? Why do you oppose it and why will your team oppose it?
Gathering all the information that you can about the background of an unpopular directive will help you better explain and support it. If you remain adamantly opposed to it and cannot, after gathering all the facts, give your full support, think about whether you want to state your position to your boss in a one-on-one discussion with her or him. Maybe it truly is something that she or he has not thought through and your voice could give additional reason to the situation, perhaps even helping her or to shift their course of action.
Ultimately, it is your responsibility to execute the directive in a way that does not undermine your boss or company whether or not you support it. With your team, you should stand up and state the reason for the directive, explain all the facts, and stay focused on any upsides to carrying out the directive. You should never state to subordinates that you are being forced to implement a directive or that it is not your decision. Once you get to the point of conveying the instructions to your team, you should clearly take responsibility for doing so without ‘laying blame’ on others just because it is potentially unpopular. There will always be some positives in any situation, so identify and stress those. Especially in unpopular messages, always give your subordinates the ‘big picture’ explanation behind a directive, letting them know why it is important to the business and to the long-term success of the organization.
These are always difficult situations when you deal with them for the first time, but like everything else, with practice and a experience in navigating such problems you will handle tough directives with greater ease and success in the future.
Subscribe to:
Posts (Atom)