Right Attitudes » Ideas for Impact
» by Nagesh Belludi

Consider the all-too-familiar boss’s pet employee at an office. He uses flattery, goes out of his way to help the boss, curries personal favors, and constantly tows the boss’s line no matter how unreasonable it is. He never corrects the boss when necessary. He either sugarcoats or withholds information that the boss would rather not hear. Over time, he has perfected the art of stroking his boss’s exaggerated sense of self-worth.

How about leaders who go overboard on their intention to exceed customer expectations and turn out to be “customer compelled?” They bend over backward to fulfill every whim and fancy of their customers to the likely peril of their own organization’s values and priorities.

Sucking up or brown-nosing is widespread approach to win a boss’s approval solely with one’s own self-interest in mind. Consider the consequences of sucking up:

• An employee that sucks up to his boss loses the respect of his peers and employees. They assume positive discrimination and favoritism because of his ingratiatory behavior. The suck-up recursively promotes sucking up in his organization — he encourages others to establish themselves in his good graces.
• Suck-ups quickly get into a pattern of slavishly reacting to every impulse of the boss. Without realizing, they become vulnerable to obligations to support their boss. Neither can they set limits on favors, nor do they stand up for themselves or their employees.

Be Resourceful, Don’t Suck Up

“One does not make the strengths of the boss productive by toadying to him. One does it by starting out with what is right and presenting it in a form which is accessible to the superior.”
* Peter Drucker, in The Effective Executive

Contrary to popular opinion, a vast majority of promotions are not handed out to employees who are most willing to suck up. Research and empirical evidence proves that employees who are honest, sincere, open, straightforward, and helpful earn management’s respect and attention over time. They move up fast because of their demonstrated ability to make the right choices. In addition, most people can innately distinguish the brown-nosers and differentiate genuine compliments from insincere flattery.

Do not get me wrong. There is enormous value in being helpful to the boss. After all, making yourself resourceful can go a long way in staying in the boss’s good graces. It can open professional opportunities and increase your access to new ideas, initiatives, and restricted information. However, there is an obvious boundary between doing favors and sucking up. Running an urgent errand when the boss is busy preparing for an important meeting or watching over his pet when he is travelling are well within reason. Compromising your values and priorities just to get on the boss’s side will not get you anywhere in the long term. Try these suggestions:

• Be sincere and timely in your compliments. Refrain from making flattering remarks.
• Use facts and logic to support or challenge the boss’s ideas. Never praise, or comment on your boss or his plans in front of others.
• Ask your boss how you could help him achieve his goals and follow-up earnestly.

Recommended Reading

• Four keys to an excellent relationship with your boss
• Never surprise your boss
• How to seek proactive feedback from your manager
• Are you ready for a promotion?
• Talent is more than skin-deep

***See other articles related to Managing the boss, flattery, promotions, career planning, managing people, sucking up

A common mistake we make in giving feedback to others is that we tend to defer corrective (negative) feedback. We put off criticism until the problem escalates or, as managers, wait until the employee’s performance review discussions. This predisposition is often rooted in the fear that negative feedback will offend the other and thus affect our rapport with the other.

Yahoo! CEO Carol Bartz offers a ‘puppy theory’ on timing feedback:

I have the puppy theory. When the puppy pees on the carpet, you say something right then because you don’t say six months later, “Remember that day, January 12th, when you peed on the carpet?” That doesn’t make any sense. “This is what’s on my mind. This is quick feedback.”

Immediate Feedback is Most Useful

I have previously discussed that effective feedback has three aspects: (1) initiate a personal conversation and make sure the other is ready to hear it, (2) explain his behavior, and, (3) help him understand the consequences of his behavior.

Do not neglect or defer feedback. Address problems while they are small. Immediate feedback ensures that the other accepts your feedback, understands his behavior and attempts to correct.

Recommended Reading

• Sandwich feedback technique and why it is ineffective
• Manager Tools’ feedback model
• Six steps to appreciate people
• Any excuses for not complimenting your people

***See other articles related to giving feedback, criticism, manager skills, interpersonal skills, praise

Last week, Time Magazine discussed research that suggests that using curse words can help cope with physical pain. This reminds me of a 2007 research that implies that regular swearing helps employees better express their feelings in stressful circumstances and boosts team morale.

Such research is misleading in that the findings may be perceived as approving of profanity at work. As work environments have become more laid-back over the years, swearing is more commonplace than in the past, especially in blue-collar environments and certain other workplace cultures.

Harry S. Dennis III of The Executive Committee (TEC) in Wisconsin and Michigan explores two bases for the tolerance of profanity in workplaces.

• The laid-back we-are-all-in-this-together culture is almost like a fraternity environment. The use of profanity somehow communicates a symbolic unity. Employees believe that their degree of comfort with one another means it’s OK to let down their guard. It becomes a casual exchange and falsely suggests a degree of communication intimacy.
• In the hard-driving aggressive environment, employees use profanity to communicate urgency, a need for action. Most swear words are one syllable, so they carry a bullet-like impact and light a fire under the butt of the person on the receiving end so they get the job done. It is, in fact, a terrible negative motivator.

Bill Gates and Steve Ballmer at Microsoft, Bob Nardelli at Home Depot, Carol Betz at Yahoo! and other executives are reported to have cussed at work. When leaders and managers swear without restraint to express annoyance at an employee, colleague, competitor, customer or circumstance, the message they convey to their organizations is that profanity is acceptable. This is akin to potty-mouthed parents hinting that it is probably OK for their watchful kids to use curse words.

Swearing and poor language is not acceptable in any professional setting. Swearing is dysfunctional to the cohesiveness of teams. Many employees find use of expletives as discourteous and quickly lose respect for those using profane language. Managers’ abusive management style can quickly intimidate employees who may hesitate to speak out.

Bad language is unacceptable behavior. Organizations should require that employees exercise common sense and avoid using colorful language. HR must deal with issues of swearing in the workplace as they occur and institute disciplinary procedures to prevent charges of workplace bullying, abuse or discrimination. Leaders and managers should curb their own language and comply privately and publicly. Employees, even high-performing ones, who repeatedly disregard such requirements and undermine the trust and morale of workplace environments must go openly.

Recommended Reading

• What happens when a manager badmouths an employee
• Jack Welch’s four types of managers
• Forced ranking in performance management systems
• Four keys to an excellent relationship with your boss

***See other articles related to communication, work environments, managing people, human resources, workplace cultures

Here are six guidelines to delegate work to an employee who does not directly report to you. These guidelines are applicable even when you delegate to one of your employees’ employees.

• When requesting a routine work from an employee, copy her boss as a courtesy. Such requests must be components of the employee’s work plan or previously agreed to by her boss.
• When delegating special or time-consuming work to an employee, first write to her boss and request for the employee’s time. Do not go around the boss.
• Provide all the necessary inputs and describe what you expect, and how and when you expect results. Be specific. Ask for timely updates.
• If you have not gotten a response to an earlier delegation email, call or visit the person. Confirm that the employee understands your expectations. Ask for a status update.
• Do not “copy up” (copy the boss or, worse, HR) as a means of coercion. Work with the employee directly to resolve problems before elevating your concerns to her boss.
• Avoid prolonged debates or arguments over email. Problems are often easier to defuse using a more personal means of interaction. If you have difficulty in saying something via email, pick up the phone or walk up to the other and talk to her.

More on Effective Delegation

• Delegate outcomes, not just tasks
• On failing to distinguish accountability from responsibility
• Four telltale signs of an unhappy employee

***See other articles related to effective delegation, managerial skills, accountability, responsibility, managing people

Everybody Desires to be Heard

Last week, a manager complained that his boss constantly pushes his ideas with a “here’s what I want you to do” even though the manager is a subject expert. A wife criticized her husband for never asking for her opinions; “every idea, every decision has to be his—not mine, not even ours,” she grumbled.

In coaching people, one of the most common grievances I hear is that people feel they have lost their right to be heard—their spouses, parents, friends, partners, bosses, and significant others do not “listen.” In fact, one of the foremost reasons for job dissatisfaction is that employees believe their bosses do not care for their employees’ opinions. Lack of respect and consideration can strain professional and personal relationships.

People Make Decisions for Their Own Reasons

“I tell you and you forget.
I show you and you remember.
I involve you and you understand.”
* Eric Butterworth

In making decisions and getting things done with people, if you are often unwilling to ask for others’ opinions, it is because you likely think you might seem vulnerable, insecure, or incapable of taking decisions on your own. Or, perhaps, you simply choose to be forceful and assert your influence. Over time, such behaviors can easily hurt others’ feelings and trigger resentment.

Recognize that people make decisions for their own reasons, not yours. They are less likely to be motivated at something that they did not choose. If you try to be forceful, they are less likely to comply.

Four Important Words: “What do you think?”

“The four most important words in business are ‘What do you think?’”
* Jeffrey Immelt, Chairman and CEO, General Electric

Be open and approachable. Develop the habit of asking, “What do you think,” before declaring, “You will do this,” or even, “We will do this.”

Expect differences of opinion; they are natural. Work on reaching decisions by building on the agreements.

People are Inclined to Support What They Help Decide

Quite often, when people realize they have little influence on the decision-making process, they withdraw from active participation. They are usually reluctant to participate actively in a process, idea, or system that they were never consulted on.

People want to support, defend, and enthusiastically work on anything that they help create or decide. Therefore, include people in decision-making at every level in every situation—at home, work and elsewhere.

Develop the indispensable art of persuasion by asking, “What do you think.” By incorporating others’ inputs, you demonstrate a sincere interest in soliciting their opinions. When people feel valued and cared for, you establish an atmosphere of open communication, ownership, and increased commitment.

Related Articles

• What the deaf can teach us about listening
• Building consensus
• Overcoming the temptation to please
• Accepting compliments gracefully
• Expressing regret or apologizing

***See other articles related to persuasive skills, empowerment, commitment, listening, ownership, engagement, motivating employees, interpersonal relationships, team skills

Henry Ford Saved Time by Meeting Others in Their Offices

Here is a productivity technique practiced by Henry Ford, founder of the Ford Motor Company and automobile engineering pioneer.

One of his executives noticed that Ford almost always conferred with his managers in their offices instead of his own. Since, as the owner of the company, Ford could easily command them to come to him, the executive was curious about the reason for this practice. “I go to them to save time,” explained Ford. “I’ve found,” he said “that I can leave the other fellow’s office a lot quicker than I can get him to leave mine.”

Takeaway: If you tend to struggle to control the amount of time you spend in attending meetings and handling unwanted interruptions, offer to meet others in their offices. This technique discourages drop-ins and gives you a better handle on your participation: you could leave easily when you are contributing to the meeting.

Related Articles

• Preparing to attend meetings
• Analyzing how you currently use your time
• Overcoming procrastination

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A couple of years ago, I compiled a list of job interview questions and loosely categorized this list by personal attributes, career performance, communication skills, team skills, managerial skills, and leadership skills.

I have since shared this list with recruiting managers (interviewers) and job candidates (interviewees) who I have coached. I suggest that recruiting managers choose eight questions on varied topics for a thirty-minute interview. Job candidates can select twenty-five questions and practice answering these questions by recording and reviewing their answers.

Free Download: Job Interview Questions (PDF file)

Recommended Reading

• The ‘STAR’ technique to answer behavioral interview questions. In answering job interview questions, the best way to impress an interviewer is to discuss your credentials and accomplishments in terms of personal success stories.
• Résumé guidelines: fonts and text size, one-page rule, references, updating often, difference between résumé and curriculum vitae, avoiding clichéd superlatives and proclamations.

***See other articles related to Job search, interviewing, recruiting, career

A skilled manager understands how to get work done through her staff under all circumstances. She makes herself available, delegates effectively and provides appropriate feedback. She works hard to sustain an effective work environment in which her staff feels motivated and takes pleasure in their achievements.

The skilled manager is talented at discerning what her employees think and feel about their work, and assessing their level of happiness on the job. She recognizes unhappy employees through these four noticeable changes in behaviors over time.

• Tardiness: The unhappy employee tends to arrive late, leave early and takes longer breaks. He is often elusive and hard to pin down.
• Disdain: The unhappy employee can be grouchy, whining, or exceedingly complaining. He tends to be oversensitive: he sulks at even the slightest criticism, gets defensive, or accuses supervisors of picking on him.
• Indifference: The unhappy employee cannot focus on his responsibilities. Consequently, his work tends to be disorganized and incomprehensive. His workload is a struggle. He fails to update management on a regular basis, rarely has a say in important matters, and resists new assignments.
• Aloofness: The unhappy employee is inclined to distance himself physically, socially and emotionally from his coworkers. He is likely to be uncooperative and refuses to accommodate others’ requests.

Recommended Articles on Managing

• Four questions for employee performance appraisals
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Preamble

This article concludes a series of three articles that describes how to get clarity about your present role in your organization and write an effective job description.

• The first article established that writing a job description for your present position will help you clarify your role and establish a sense of better control and direction over your job. See full article here.
• Yesterday’s article described how to conduct a job analysis: how to thoroughly document your understanding of your role, its scope and context. See full article here.

Write Your Job Description

After completing a thorough job analysis, you should have a list of responsibilities and goals for your position. Here is how to organize this list and write a formal job description:

• A job description should be a high-level synopsis of the expectations of your role. It need not be all-encompassing or list specific tasks you required of you (that is the function of a ‘work-plan,’ where you translate your job description into a more-detailed list of tasks, projects and measures.)
• Prioritize your ideas and responsibilities. Group ideas by functional theme if possible. Each theme can then be written as a paragraph (or bullet point) in your job description.
• List no more than four or five paragraphs of responsibilities. Depending on your position, you may not need a very detailed list of responsibilities. For example, a worker on an assembly line may have just a single paragraph in his job description while an administrative assistant may have a more complex description of duties organized into three or four paragraphs of responsibilities.
• Each paragraph can consist of as many sentences as necessary to describe a responsibility precisely. Begin each sentence with a verb in present tense. See examples below.
• If your job involves supervising other employees, include the scope of responsibilities — coaching, training, conducting performance reviews, etc.

Get Concurrence from Your Supervisor

In your next one-on-one meeting with your supervisor, set aside some time to discuss your job description. Ask, “Is this what you expect of me? Is this in line with how you and our management see my role? Am I missing any responsibility or initiative? Do you see anything differently?”

Consider translating this job description into a more detailed work-plan that expands your responsibilities into a more thorough list of projects, initiatives and goals, and the corresponding metrics and targets. This work-plan along with your job description can establish a basis for measurement and job appraisal.

Revise Often and Maintain

Organizations, their objectives, routines and expectations constantly change. Keep your job descriptions current and accurate. Share your job description with your supervisor as part of the performance review process and continually seek agreement on how he sees your job.

Job Description Example 1: Software Architect

• Research and develop algorithms for automatic parameter-based design of passenger car engines and their machining process illustrations. Implement process-planning software in C++ and integrate an interface with a CAD software.
• Develop and implement algorithms to translate triangulated computer models into boundary representation data structures and recognize geometric features for design and machining.
• Research and develop algorithms for automatic conversion of two dimensional orthographic projections of mechanical engineering designs into three-dimensional solid models.

Job Description Example 2: Project Manager

• Coordinate new projects with Marketing. Write software technical profile from customer requirements. Develop and execute actionable plans for development and implementation of new software. Manage relationships and facilitate cross-functional issue resolution between marketing, customer support and customers.
• Recruit and supervise five software engineers. Manage engineers’ work loads and ensure contribution. Track, prioritize, report and coordinate the needs and progress of their projects.
• Coordinate software programming between offices in cities A and B and track measures for on-time performance of projects.

Concluding Thoughts

One of the leading causes of frustration and discontent for employees is the lack of clarity on what is expected on their roles. From an organization’s perspective, employees who do not understand their roles will fail to deliver.

By writing an effective job description for your present position, you can bridge the gap between the expectations of your role and your performance on your job. This generates better results for you, your management and the organization as a whole.

Recommended Reading

• Why to write a job description for your present position
• Job analysis for your current role
• Four keys to an excellent relationship with your boss

***See other articles related to effective executive, contribution, objectives, goals, responsibility, job description, career success, performance assessment, managerial skills

Preamble

This article is the second in a series of three articles that describes how to get clarity about your present role in your organization and write an effective job description. Yesterday’s article established that writing a job description for your present position will help you clarify your role and establish a sense of better control and direction over your job. See full article here.

Before you begin writing your job description effectively, you need to thoroughly document your understanding of your role, its scope and context. This is the intention of job analysis.

Step 0: Prepare and Survey

You should have been on your current job for a suitably long-enough period of time, ideally three to four months, to develop a fairly reasonable perspective of your job and its requirements. Collect a job description if one exists for your role, your boss’s and your employees’ job descriptions if they exist, your organization’s objectives and any metrics that you report on a regular basis. Study these documents carefully.

Step 1A: Focus on Contribution to the Whole

Yesterday’s article established that your job exists to fulfill an essential function of your organization. Therefore, at the outset, your job analysis should focus on this specific need of the organization.

Identify the goals and the end-product of your organization. If you work at a larger organization, focus on the product of your business division or department. Ask, “Who is the customer of our organization? What do we produce? What service do we deliver?” Then, examine how your role fits in this larger context. Ask, “What contribution does my role make to this whole? How do I add value? How does my work contribute to the performance and results of my organization?”

Recognizing the broader perspective of your work in the context of your organization helps you understand the objectives of your organization and what is expected of you and why.

Step 1B: Understand the Interrelationships

Reflect on how your role is interrelated to others’ roles in the broader context of your organization. If feasible, make a special effort to ascertain the contributions of your manager, his manager and his peers, your peers and your direct-reports. Ask, “How does your role fit into our organization? What are your goals and objectives? How does my work help you contribute in your role? How do you use my work? What can I do to help you and how? What product or service can I provide you to help you become more effective?”

Step 2: Identify What Your Role Requires of You

Given a thorough understanding of your organization’s objectives, establish what the demands of your role are. Stress on defining your key responsibilities and contributions by asking, “What do I need to do to meaningfully add value and contribute to the results of my organization?”

Step 3: Refine Your Role around Your Strengths

In principle, no job should be structured to suit the incumbent employee — every job should be task-focused and organized by function to ensure continuity and succession. However, to promote ownership and job satisfaction of the incumbent employee, her role should be customized to reflect her strengths and weaknesses to the extent possible, without compromising the core contributions expected of her role. This balance between job satisfaction and productive work is critical.

Once you have established what your role demands of you, understand how your unique strengths and characteristics can help your role be more effective for your organization. Ask, “What unique skills do I bring to this job? How can I channel my strengths to enhance this role?”

Step 4: Include How You Can Grow and Expand Your Role

Every job consists of tasks and activities. Managers and organizations often belatedly discover that, when the component tasks tend to be repetitive, an employee may no longer feel challenged and may therefore lose motivation on the job. Hence, all jobs should provide opportunities for the personal and professional growth of the employee and opportunities for the role to expand in terms of its responsibilities and contributions.

To identify how you can grow and expand on your job, ask, “What factors and trends will influence my organization in the short- and long-terms. How can my organization respond? What will be its next initiatives and goals? How will our roles change? How will these changes influence my role? What initiatives can I take to add more value to my job? What else can I do to contribute more? What skills can I acquire to be more effective?”

Recommended Reading

• Why to write a job description for your present position
• The importance of understanding perspective on your job
• How to examine a process and ask the right questions

***See other articles related to effective executive, contribution, objectives, goals, responsibility, job description, career success, performance assessment, managerial skills