Monday, April 30, 2012

Giving Constructive Feedback

Dear Debbie,

I am a relatively new manager and have little experience in giving feedback, especially when it involves difficult issues or performance deficiencies. How do you prepare for and deliver constructive feedback without hurting the relationship?

When you prepare for such a discussion, start by clearly defining the issue. Separate your emotions from the facts that you need to review and discuss. Emotions such as fear, anger, stress, and anxiety are a few that can be attached to difficult situations. While these emotions may be understandable and even justified, they won’t help you in solving the issues at hand.
Next, detail any and all performance deficiency specifics that are related to the issue. Look at this challenge in an objective, professional manner, focusing on the facts alone. Anticipate what the employee’s reaction may be and prepare your responses accordingly to keep the meeting on topic and on track. Have a written outline in front of you with the points you need to make and the goals for the meeting.
By preparing with meeting objectives and a clear agenda, you will be able to better control the discussion and accomplish what you had planned. Even though you may be dealing with negative behavior, it’s important to keep your tone and demeanor as positive as possible. Let the employee know that improvement is possible and what he or she must do to achieve it.

Thursday, April 26, 2012

Networking

Dear Debbie,

There are so many networking groups in the area that I get a bit overwhelmed, feeling as though I should participate in all for fear of missing out on an opportunity. How do I determine which groups are worth my time?


This really can be a problem in today’s business world when the advice we get is to network, network, and network some more. Let’s face it, if you live in a major metropolitan area, there are multiple groups for every industry, sector, gender, and age from which to choose and participate. Ultimately, there aren’t enough hours in the day to join everything.
Give yourself permission not to accept every invitation to every function that comes your way. Like everything else in your time management tool box, you must be smart with your networking choices. It’s important to ensure a return on the investment of your time, especially in the areas of business and personal development.
So, here are a few things to think about when you decide which invitations to accept for networking opportunities. First, ask yourself what the demographic makeup will be in attendance. Will it be a group that is interested in your business? Will it be individuals that you can connect with for future business and for your own development? Most likely these questions will help you in effectively eliminating those invitations that likely won’t be productive for you.
Second, determine what your main purpose would be for attending a particular function. Is it to meet certain people? Pitch your business? Connect with future employers?
Once you identify the right group or groups for your networking time, look at ways to increase your level of visibility through leadership roles within the organization and speaking opportunities. These offer excellent opportunities for you to elevate your public visibility and name recognition, while increasing your self confidence and furthering your personal and professional development.

Monday, April 23, 2012

Managing a Difficult Employee

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.

Thursday, April 19, 2012

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!

Monday, April 16, 2012

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!

Wednesday, April 11, 2012

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.

Monday, April 9, 2012

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.

Wednesday, April 4, 2012

Preparing For Promotion

Dear Debbie,

My boss is planning to retire next year, and I know that several of us in the department will apply for his position. We all have about the same qualifications and experience. What can I do to make myself stand out from the pack?


Don’t assume that everyone knows you are interested in the position. Have a discussion with your boss and ask for his insight about being considered or recommended. Depending on the grade level of his position, there may be a formal succession plan in place, or at least some criteria that has been established, for selecting his replacement. If there is, you need this information so that you aren’t sitting on the sidelines assuming that it’s an even playing field when it may not be.

You also need to talk with your peers and other associates to evaluate the level of support you have for the position and what their thoughts are about his replacement. This may give you some information about what you may need to do in order to compete once the time comes.

In the meantime, work to stand out by going above and beyond in your regular duties and by accepting extra assignments, if possible. Volunteer to work on committees, task forces and community projects. Make sure that you are seen as someone who seeks solutions and consensus, and as someone who has strong leadership abilities.

Monday, April 2, 2012

Communication Skills

Dear Debbie,

In my last two performance evaluations, I've been told that I need to improve my communication skills, but I haven't been given many specifics on what I need to do. Can you help me with any general workplace communication pointers?


I encourage you to ask for more specific feedback that defines which communications skills are lacking as well as suggested improvements that you could take immediate action to implement. You might request another brief follow-up meeting with your manager to seek the information as well as to let your manager know that you are taking constructive action to address the concerns.

In the absence of specifics from your evaluating manager, I would suggest that you seek input from your peers and other managers as to how they see you and your communications skills. There are very specific behavioral styles that dictate the way people communicate and receive information, both at work and in their personal lives. Some styles tend to mesh better than others. Gaining an understanding of your style can help you see how others perceive you and how you might adjust your approach when interacting with other styles.

For example, if you are a strong, results-oriented person and you are working primarily with more methodical, detail-oriented individuals, you may be perceived as being abrasive and pushy which is not entirely the case. So, get input from those who know you well and who have observed your communications skills in action. Put it all together to assess how you are coming across and what you need to do to improve.

There are several really good behavioral based assessment tools that I use with clients that are extremely effective in improving workplace communication. See if your organization has access to similar instruments. With the right information and some effort on your part, you can form new and better communication skills and habits.

One more thing – be sure to document the steps that you have taken to improve so that you can present your actions to your manager at your next performance review.