There is so much written and discussed about the topic of diversity but then I also hear of women’s initiatives and other affinity groups. Don’t all of these groups fall under the diversity umbrella? I would appreciate an overview of diversity and what it means in today’s workplace.
The short answer to the first part of your question is yes, all of the various groups you refer to are a part of a diverse workplace and are representative of a particular group that contributes to that diversity.
Let me give you the overview of diversity that you asked about which I think will help you better understand when and how the term is used.
We can break diversity down into two categories, or types, that are present in today’s workplace - vertical diversity and horizontal diversity. Vertical diversity refers to the wide range of ages in the workplace, with four generations working alongside each other, and horizontal diversity refers to all other types of different groups to include those of various races, cultures, genders, sexual orientations, and religious beliefs.
The important thing to know and understand about diversity is that it enriches our lives, both professionally and personally. It brings such different backgrounds and perspectives together, and it creates synergies that otherwise aren’t generated. This results in greater ideas and increased creativity to all settings and in all situations.
Many studies have proved that when diversity is embraced and celebrated, organizations are higher performing, more profitable entities as a result. Diversity contributes just what it implies, a diverse range of perspectives and ideas, that ultimately better serve the world.
Thursday, May 10, 2012
Monday, May 7, 2012
Avoiding a Hostile Workplace
As a manager, I have had repeated complaints from employees about a fellow employee telling offensive jokes. Sometimes they are just overhearing them but are nonetheless still offended. How do I approach this employee when many of the complaints are based on hearsay?
This is another great question and one that is so very important for you to understand how to handle as a manager/leader. This one can get you into lots of trouble and can create additional problems if you do not handle it correctly.
The first rule-of-thumb as a leader and a manager who is responsible for people is that once you have knowledge of an issue, you basically own that issue and must take the appropriate action to correct things. In this case, when an employee is offended by something that another employee is saying, your workplace can potentially be deemed a hostile work environment. This is one in which all employees do not feel comfortable and may even feel threatened. Now that you have knowledge of this, it is your responsibility as the leader to remedy this situation swiftly and decisively.
When you receive a hearsay complaint such as this, you will need to investigate. Start by asking the complainant for their side of the situation, asking them if they did, in fact, tell what could be offensive or inappropriate jokes in the office. Make it clear that this behavior is inappropriate for the workplace and that they should immediately stop the practice of telling such jokes. Usually, this is all it takes to stop the offensive language; however, I would suggest you take it a step further. Take this opportunity to look at what training, if any, your employees have had in this area. I’m willing to bet that your company/organization has an acceptable conduct policy and if so, has everyone signed off on that policy? If not, make sure they understand what is acceptable and what is not, and have them sign statements that they have read and understand the conduct policy.
If there is a dispute over what the two individuals, the complainer and the complainant, are telling you and/or you have already done all of the above, then you should seek out other employees for written statements. Once you determine that the employee has indicated an understanding of the acceptable conduct policy and has chosen to violate it, then you must take immediate action to discipline and perhaps even remove the employee from the workplace, depending on the level of the complaint.
This is another great question and one that is so very important for you to understand how to handle as a manager/leader. This one can get you into lots of trouble and can create additional problems if you do not handle it correctly.
The first rule-of-thumb as a leader and a manager who is responsible for people is that once you have knowledge of an issue, you basically own that issue and must take the appropriate action to correct things. In this case, when an employee is offended by something that another employee is saying, your workplace can potentially be deemed a hostile work environment. This is one in which all employees do not feel comfortable and may even feel threatened. Now that you have knowledge of this, it is your responsibility as the leader to remedy this situation swiftly and decisively.
When you receive a hearsay complaint such as this, you will need to investigate. Start by asking the complainant for their side of the situation, asking them if they did, in fact, tell what could be offensive or inappropriate jokes in the office. Make it clear that this behavior is inappropriate for the workplace and that they should immediately stop the practice of telling such jokes. Usually, this is all it takes to stop the offensive language; however, I would suggest you take it a step further. Take this opportunity to look at what training, if any, your employees have had in this area. I’m willing to bet that your company/organization has an acceptable conduct policy and if so, has everyone signed off on that policy? If not, make sure they understand what is acceptable and what is not, and have them sign statements that they have read and understand the conduct policy.
If there is a dispute over what the two individuals, the complainer and the complainant, are telling you and/or you have already done all of the above, then you should seek out other employees for written statements. Once you determine that the employee has indicated an understanding of the acceptable conduct policy and has chosen to violate it, then you must take immediate action to discipline and perhaps even remove the employee from the workplace, depending on the level of the complaint.
Thursday, May 3, 2012
Delegating Effectively
Delegating
I have just been promoted and am working on delegating more to my team. How do I give up the need to control every assignment and trust the job will get done?
Understanding and learning how to effectively delegate is a critical leadership trait that all new managers must hone -- and as quickly as possible!. Notice that I use the word ‘effectively’ because like every other skill, you must learn how to effectively use this one for your maximum advantage. Delegating is extremely important to your success for two main reasons: your own time management, and the development of those for whom you are responsible. For many people, learning to delegate and to let go is a challenge.
Start out with smaller, maybe less important tasks that you feel more comfortable delegating, and that won’t stress you out if they aren’t completed exactly to your satisfaction or on time. When you first begin to delegate, you will likely fight the urge to micro-manage the details and this is where you have to really work on yourself. Set reporting timelines for your subordinates to submit progress updates on specific tasks. Hold regular conference calls with your team so you can gauge the overall progress when you have many things going on at once, which you will as you move up in your responsibilities. As with any new skill you are learning and developing ,there is initial discomfort when you practice it. This is because you are stretching yourself and going out of your normal comfort zone. Discomfort is okay and is to be expected.
Remember back to when you were in an individual contributor role and how you felt when you were given an assignment, especially one that was new to you. You may have been slightly apprehensive but you were most likely proud and rewarded that your boss had the faith and confidence in your abilities to give you such an assignment. This boosted your self-confidence and ability to take on even more responsibilities. This will be what you are doing when you dole out those delegated assignments, not to mention the fact that you are getting the work done through many channels which is great for your overall team development.
Last, and just as important, I suggest you look around at your team and ensure you have the right people in the right job assignments. If you don’t, then make the necessary changes to get the right people in place. This is a mistake that many managers make when they let too much time go by before making what can be tough decisions. Once you do this you should be confident in the fact that your individual team members are more than capable and ready to take on each and every assignment, growing in the process.
Now . . . go delegate one task! Good luck!
I have just been promoted and am working on delegating more to my team. How do I give up the need to control every assignment and trust the job will get done?
Understanding and learning how to effectively delegate is a critical leadership trait that all new managers must hone -- and as quickly as possible!. Notice that I use the word ‘effectively’ because like every other skill, you must learn how to effectively use this one for your maximum advantage. Delegating is extremely important to your success for two main reasons: your own time management, and the development of those for whom you are responsible. For many people, learning to delegate and to let go is a challenge.
Start out with smaller, maybe less important tasks that you feel more comfortable delegating, and that won’t stress you out if they aren’t completed exactly to your satisfaction or on time. When you first begin to delegate, you will likely fight the urge to micro-manage the details and this is where you have to really work on yourself. Set reporting timelines for your subordinates to submit progress updates on specific tasks. Hold regular conference calls with your team so you can gauge the overall progress when you have many things going on at once, which you will as you move up in your responsibilities. As with any new skill you are learning and developing ,there is initial discomfort when you practice it. This is because you are stretching yourself and going out of your normal comfort zone. Discomfort is okay and is to be expected.
Remember back to when you were in an individual contributor role and how you felt when you were given an assignment, especially one that was new to you. You may have been slightly apprehensive but you were most likely proud and rewarded that your boss had the faith and confidence in your abilities to give you such an assignment. This boosted your self-confidence and ability to take on even more responsibilities. This will be what you are doing when you dole out those delegated assignments, not to mention the fact that you are getting the work done through many channels which is great for your overall team development.
Last, and just as important, I suggest you look around at your team and ensure you have the right people in the right job assignments. If you don’t, then make the necessary changes to get the right people in place. This is a mistake that many managers make when they let too much time go by before making what can be tough decisions. Once you do this you should be confident in the fact that your individual team members are more than capable and ready to take on each and every assignment, growing in the process.
Now . . . go delegate one task! Good luck!
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.
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.
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.
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!
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!
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