Expectations Upfront

Many misunderstandings and disappointments with new employees can be proactively avoided by clearly setting expectations upfront. This is Management 101, but over the years I have been stunned by my observations of issues that could have easily been avoided by following a few simple procedures as part of the orientation of a new hire. REVIEW THE POSITION DESCRIPTION TOGETHER Hopefully the employee saw the Position Description as part of the interview and hiring process. I recommend you go over it again, and include a verbal elaboration of the responsibilities. This document should be a touchstone for the employee and for management when evaluating performance. EXPLAIN YOUR MANAGEMENT PHILOSOPHY Tell the employee how you operate as a manager. This might include statements like, “I’m very hands on”, “I’ll provide the goals, but you have leeway in how to accomplish them”, “I’m always available when you need help or advice”, or “Part of my job is to clear the path for you”. BE CLEAR ABOUT REPORTING REQUIREMENTS This is the time to explain how you want to be kept informed of what’s going on. You may require a weekly or monthly status report in writing. The employee might need to be prepared to provide a verbal update in a weekly team meeting. If there is an accepted format or methodology for reporting, provide it now. CLARIFY POLICIES In a corporate environment, official policies are documented, and team members read them and acknowledge their receipt. Some require additional emphasis. Discuss work hours, harassment policies, travel and expense accounts – whatever you think warrants discussion. CONFESS PET PEEVES The first thing on my personal list was to communicate my ‘zero tolerance’ policy for gum chewing in the workplace. If you have a peeve that sets you off, don’t wait for the poor unsuspecting newbie to make the mistake and be embarrassed – lay it on the line. GETTING STARTED Finally, be clear about how the new hire will get up to speed, what their priorities are, and how they will be incorporated into the existing team. Talk about what’s going on in the department, and time frames for goals. The first few weeks of a team member’s employment are a key to healthy long-term relationships. As management, you need to make the effort to set clear expectations upfront.

Uncommon Courtesy

Studies show that difficult relationships have more negative impact on work morale than anything else. Conversely, people who work well together and enjoy being part of a professional team find more job satisfaction. A major contributing factor to a pleasant work environment is common courtesy. In today’s workplace, courtesy is not always the norm! I bet you’ve had to deal with some of these issues on a regular basis: People who don’t return phone calls…The bum that takes the last cup of coffee and doesn’t make more…Petty gossip mongers…The manager that never offers a word of thanks…The peer who tries to take credit for your idea or work…Rude or confrontational email…Unrealistic demands…Team members who don’t do their share of the work…That person that’s always late for meetings… Hey, I was in the corporate world for almost 30 years – I could go on with real life examples of rude and thoughtless behavior. The lack of common courtesy is annoying in itself, but there are insidious side effects. Employees who experience uncivil treatment report lower job satisfaction. They start avoiding their jobs through repeated tardiness, unnecessary sick days, and reduced productivity. The office battlefield takes its toll. A culture of courtesy can be established by laying simple groundwork. Senior management must establish policies. Management should be role models and consistently set a good example. Performance evaluations should address a worker’s ability to operate effectively and courteously in the workplace. Unfortunately, many managers today don’t know how (or are afraid to) confront an employee exhibiting bad behavior. Without coaching there will be no improvement. Years ago, I worked on a senior-level team fraught with behavior problems. We finally had a come-to-Jesus meeting with our boss (a former Army sergeant) who confronted us as a group, “You don’t have to be friends or even like each other. But you will respect each other as human beings and behave accordingly, or you will no longer be part of this team.” It wasn’t pretty, but it had to be said. What’s interesting is that things actually got worse and, within months, two of the executives resigned and moved on. Then things got better! My advice to you is to do your part to create pleasant surroundings as part of the norm in your office. Politics can get ugly – you can rise above it. People deserve recognition when they do good work – be sure they get it. When faced with rudeness – respond with grace. The more people yell – the more softly you can reply. We can all strive to set the proper example. For those of us with naturally aggressive spirits, it can be a challenge not to respond in kind to offenders. Consider this… The secret to the Japanese martial art Aikido is to blend with the motion of the attacker and redirect the force of the attack rather than facing it head on, allowing practitioners to defend themselves while protecting their attacker from injury. That seems a wonderfully wise form of uncommon courtesy.

An Acquisition Fable

Once upon a time, there was a kingdom among kingdoms that was ruled by a wise and benevolent Prince. The citizens of the kingdom worked hard, loving their industry and appreciating the higher purpose in their toils. Their days were filled with effort and laughter. They called many they worked among, “Friend”, and often raised a tankard in fellowship at the end of the day or when they traveled together on behalf of the kingdom. In return for their loyalty, the Prince and his father the King provided for their people well – with fair wages, medical care, and the opportunity to celebrate holidays and victories together. All the family members of the kingdom were welcome, everyone wore their finest clothing, and gifts were plentiful. The kingdom expanded and thrived. Then dark days descended and the kingdom faced a terrible time of uncertainty. The aging Prince and the old King knew they could not protect the kingdom and its people forever from changing times. They were swayed by the Counters of the Beans and those who had invested in the realm and were envious of the richness achieved by other kingdoms. A group of powerful Knights from the East banded together and conspired with the Counters of the Beans to convince the Royals to abdicate the kingdom to their care. They brought riches from past plunders, and sang soulful, sentimental songs honoring the past, accompanied by lyres. The Knights spoke beguilingly of their interest in the kingdom, its castles and history, and the people. They made many promises. The Prince and the King were convinced they had found the best answer for the future security of all they had built. Silver and gold changed hands and the deed was done. The Prince and the King retired into the sunset. The loyal people of the kingdom were stunned. They had loved their rulers, and what they knew of the practices of the Counters and the Knight’s past deeds provided little comfort. Soon their fears began to be realized as a plague of misfortune descended. Many loyal subjects were banished from the kingdom, never to return. Others were made to work longer hours without the benefit of gratitude or reward. In their panic, some turned on each other to protect themselves. Those who bowed to the Knights (known in truth to be nothing more than cunning commoners), were rewarded with plum assignments that made them petty Lords over people with whom they used to happily share fate. An Earl and his associates were exposed as dastardly liars and cheats, disgracing the kingdom. People were disgruntled, but remained grimly silent, afraid of being banished themselves; left without a way to care for their families. Some boldly escaped with their modest bags of silver, to start new lives far away from the ruin of their old happiness. They were the lucky ones. The seat of the once happy and beloved kingdom has since been moved to a land far away. New citizens have been recruited to replace those callously left behind. The proud flourish of the royal seal has been replaced with a paler symbol reflecting a curt nod to the past. The Counters of the Beans have a stranglehold on the purse strings, and no longer allow the people leeway to enjoy the sweet fruits of their labors. The Knights speak oh so cleverly – but the people now understand the truth comes from deeds more than words. There is no moral to this fable…the end is yet to be. Will the Counters of the Beans and the Knights from the East realize that the secret to prosperity for all is in the hands of the people? Their loyalty cannot be re-won without care and consideration, and actions that build trust. Knights – you may never be Kings; but we hope you can be more than cunning commoners, for sake of the future of the kingdom and its people. Disclaimer: This fable is an original work of fiction. Any resemblance to actual persons or events is coincidental.

When Presenting, Know Your Audience

You can’t avoid delivering presentations in one form or another in your professional life. Broaden your personal definition of a presentation, and you know this is true. When you hear the word “presentation” today, you may think about standing in front of a room full of people with a PowerPoint slide show. In truth, a presentation is any opportunity to introduce an idea, pitch a solution, influence a decision, clarify a situation, or educate one or more people. It may be anything from a simple one-on-one conversation to a very structured, rehearsed, and elaborate “performance” with scenery, props, and multi-media enhancements. But all must have one thing in common in order to be successful… you must Know Your Audience.

A presentation simply will not be effective without a keen awareness of the makeup of your audience. Who are they? What do they care about? What do they already know? What are their current concerns? Who are their leaders? How is their success measured? Where are they from? What are they most proud of? What might they think is funny?

Your audience will come armed with the internal question represented by “WIIFM?”, or “What’s in it for me?” Why should they be interested in listening to you? A presentation isn’t as much about the presenter as it is about the audience. You want them to walk away with something of value – a new idea, an enhanced perspective – some sort of inspiration that causes them to act.

Research is required to customize your presentation to your audience. The nature of the gathering will dictate how best to prepare, but some ideas are: Interview people you know that are more familiar with your audience than you… Talk to a few representatives who will be in the audience to test the validity of your talking points… Search the internet or other resources for information you can use to personalize your content with examples that recognize individuals in your audience in a positive way… Find out what has been successful with this audience in the past… Be sure your presentation references the past, the present, and the future in a way that is relevant and gives you credibility as an expert.

Above all, don’t make the egotistical blunder that you are omniscient about how best to approach your audience. Find and accept input from others with different perspectives and take them into account for the best results. Remember: Step 1 in presentation preparation is Know Your Audience.

If you found this interesting, you might also enjoy "Self-Destruction by PowerPoint": http://habaconsulting.blogspot.com/2010/01/self-destruction-by-powerpoint.html

An Old Fashioned "Thank You"

Thank you notes are still a powerful form of communication and are becoming an increasingly lost art form. There are many occasions when it is appropriate to express appreciation in written form, for example after a job interview, a special business dinner, or when a mentor provides needed advice or direction. Too often, what should be an old fashioned thank you note becomes a hurried email or (heaven forefend) a text message. What has happened to the fine art of a hand written, carefully personalized, and swiftly-posted thank you? My guess is that many have forgotten how to approach such a note without it sounding stilted and awkward. Think of it terms of keeping it simple, heartfelt, personal and brief. For example: Dear Reader, Thank you for being a faithful follower of my Haropulos Bailey Consulting Blog. It is gratifying to hear from you that my stories, tips, and advice hit home with my intended audience. I am especially grateful for the comments you have posted – they are added inspiration. Thank you again, and stay tuned for future postings! Sincerely, Laurel This is how I approach it: 1. Write out your text in advance (I do it on a computer). This helps me do the hand-written version without making mistakes. 2. Start with a small, tasteful card. (Minimal real estate makes it easier to write an appropriately brief note.) 3. After a “Dear So-And-So”, dive right in with the words “Thank you”, immediately followed by a description of what you are thankful for. 4. Make it personal by mentioning something specific about how the person’s actions made you grateful. 5. Wrap up with another “thank you” before your closing. Much of the impact of a formal thank you note is quick receipt after the “event”. So break out the note cards and the ink pen, dust off your longhand skills, and make a date with the postmaster. Your note will surprise and delight a friend or colleague, and be sure to leave a good impression.

Bridges

Work at the same company for a long time and in some ways you feel like you are on an island. It’s a pretty great island, where you know most of the other inhabitants, you have a nice cube or office to call your own, there’s a gathering place to grab a cup of coffee, and even a place to eat. If you need medical attention, insurance has been made available to ensure you get better. People know you, treat you with the respect you earn, and you even make lifelong friends. There is purpose, as defined by the work and the “government” of the island. Although on an island, you are not completely isolated. The island has a bridge or two so you occasionally travel elsewhere to conduct business. But you know you can count on scooting back across the bridge to go back to the island, where you belong and feel comfortable. Well, what happens when you no longer belong on the island? Whoa! You may have been, (as they say on the reality show Survivor), voted off the island, or you may have chosen to leave for good. This is a disorienting, disquieting situation – even if you make the decision yourself. Your previous work identity is gone; your daily routine destroyed. Perhaps you question your ability to adapt to a different environment – even though you proved yourself more than competent on the island. Your confidence is shaky, and you are a little scared. That’s not a good feeling, and perhaps it makes you angry. Remember that old adage, “Don’t burn your bridges”? This is the time that advice comes into play. Once off the island, the bridges to other places are your means to navigate the journey ahead to a new place of work. The bridges I’m referring to are your network – the people you know and will come to know in your personal and professional lifetime. The majority of new career opportunities today are found through networking as opposed to job postings. Burn your bridges and you damage your network. Today, think about maintaining existing bridges and building new ones. Make a phone call or two to touch base with a former colleague you admire. Send a supportive email to a friend. Ask for help or advice from a mentor. Venture outside your comfort zone to make new connections. For goodness sake, don’t burn any bridges! The harsh words, the angry email blast – are not worth the effort or the risk. Leave the bridge intact in your rear view mirror. You never know if your path in life will need to take you back the way you came.

Relationships Make the Difference

In our neighborhood in Chicago there are two good little Italian restaurants in close proximity to our condo. They are Pizza Rustica and Fornello’s. We can easily walk to either establishment. Less than a city block separates the two. They both serve pizza and other Italian dishes, including salads, pasta, and other entrees with chicken, veal, or seafood. Both have outdoor patios during good weather. Pizza Rustica is a BYOB establishment. Fornello’s has wine and a full bar, or you can BYOB for a modest corkage fee. The prices are reasonable at both restaurants, and the service pleasant and quick. So why do we find ourselves going more often to Fornello’s than Pizza Rustica? Because the servers at Fornello’s have made us feel like valued patrons, from the first time we set foot in their place. These days, we are greeted enthusiastically by name. They know our favorite foods and beverages, and go out of their way to let us know what’s good that evening. If we fancy something not on the menu, they have the kitchen make it especially for us. Two of Fornello’s waiters should be recognized by name… Aldo is warm and charming. The last time he waited on us, I asked for advice on dining in Italy (for an upcoming trip). We had an animated conversation, and Aldo had great recommendations and advice for us. Later he came back with everything painstakingly written down, to be sure we had all the details. Aldo got so excited about thinking and talking about eating in Italy, as we left he said, “Now, I have to go in the back and cry.” Alfredo commiserates with us about dieting and exercise. Every time we see him he says we’ve lost more weight – and we are always pleased and flattered (even though it’s not true). Several months ago, we saw Alfredo walking in the neighborhood. He shouted a greeting, waved, and ran across the street to chat with us. It was a heartwarming encounter. We like Pizza Rustica’s food. But we spend more time and money at Fornello’s because relationships make the difference.