Dear Readers,
I want to take this opportunity to wish all of you and your loved ones a very happy holiday and to thank you for your continued interest in our blog. Our subscribers are growing daily from all parts of the world and I truly enjoy hearing from each and every one of you. I encourage you to continue submitting your questions and comments and we will continue to bring you relevant and beneficial information. We will be back after the holidays with all new topics that I am certain you will find interesting.
Once again, thank you for your interest and I look forward to hearing from you in the new year.
Warmest wishes,
Debbie
Thursday, December 22, 2011
Tuesday, December 13, 2011
Diversity in Our Ever-Changing World
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.
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, December 8, 2011
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.
Friday, December 2, 2011
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!
Wednesday, November 23, 2011
A Thanksgiving Message
Dear Readers,
Thank you for your interest in, and support of, our blog as we continue to grow in readership. I will continue to answer your questions, posting relevant and beneficial information that will support your professional development.
We will be back next week with all new topics that I am certain you will find interesting.
In the meantime, we wish all of you and your loved ones the happiest of Thanksgiving holidays!
Debbie
Thank you for your interest in, and support of, our blog as we continue to grow in readership. I will continue to answer your questions, posting relevant and beneficial information that will support your professional development.
We will be back next week with all new topics that I am certain you will find interesting.
In the meantime, we wish all of you and your loved ones the happiest of Thanksgiving holidays!
Debbie
Monday, November 14, 2011
Popular Posts
Dear Readers,
Out of town on business this week, so I'm re-running one of our popular posts about managing conflict. What do you think about the subject? Let me hear from you in in the comments! Be back next Monday with an all-new post -- see you then.
Dear Debbie,
I know it's important to be a team player, but what do I do when I strongly disagree with a co-worker? How do I express my opinion without being viewed as a negative force?
When there’s a disagreement with a co-worker, I think it’s best to try to resolve it between the two of you first. I suggest that you have a conversation with him or her to get more information and justification for why he or she is taking their position. It’s entirely possible that, once you get more details, you may find out that you don’t disagree so strongly or perhaps you don’t disagree at all. If you are still at odds, determine where you differ. Do you really disagree about the issue at hand or are there personality differences at play? Knowing whether your differences are issue-related or personality-related can help you both tackle your concerns from the right angle.
If you disagree on an issue, you can come to a compromise based on the facts and how you each see them. If it’s a personality conflict, then have an honest discussion with the individual to unravel your differences and reach an agreement on how you can go forward and work together productively.
It’s important to try to do this first in a private setting so that you don’t have to air your differences in a group. If time is of the essence and you must disagree publically, do so calmly, diplomatically and professionally, leaving your emotions out of it. Remember, you are not always going to agree with your co-workers and there is nothing wrong with healthy dissension in a group.
Out of town on business this week, so I'm re-running one of our popular posts about managing conflict. What do you think about the subject? Let me hear from you in in the comments! Be back next Monday with an all-new post -- see you then.
Dear Debbie,
I know it's important to be a team player, but what do I do when I strongly disagree with a co-worker? How do I express my opinion without being viewed as a negative force?
When there’s a disagreement with a co-worker, I think it’s best to try to resolve it between the two of you first. I suggest that you have a conversation with him or her to get more information and justification for why he or she is taking their position. It’s entirely possible that, once you get more details, you may find out that you don’t disagree so strongly or perhaps you don’t disagree at all. If you are still at odds, determine where you differ. Do you really disagree about the issue at hand or are there personality differences at play? Knowing whether your differences are issue-related or personality-related can help you both tackle your concerns from the right angle.
If you disagree on an issue, you can come to a compromise based on the facts and how you each see them. If it’s a personality conflict, then have an honest discussion with the individual to unravel your differences and reach an agreement on how you can go forward and work together productively.
It’s important to try to do this first in a private setting so that you don’t have to air your differences in a group. If time is of the essence and you must disagree publically, do so calmly, diplomatically and professionally, leaving your emotions out of it. Remember, you are not always going to agree with your co-workers and there is nothing wrong with healthy dissension in a group.
Monday, November 7, 2011
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.
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