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Employee Surveys: Asking for Feedback is Not Enough

April 20, 2022 By Nagesh Belludi Leave a Comment

Employee Satisfaction Surveys: Asking for Feedback is Not Enough

Nothing undermines employee trust faster than inviting employees to provide feedback about their work experience and then not following up.

Don’t take the employee satisfaction survey results at face value. Don’t discount the importance of the findings by brushing them off, “the data were what we expected” or “there were no real surprises here.”

Show that you’ve listened to what employees are saying. Initiate strategic conversations with selected employees and explore critical issues in more depth. Establish cross-functional teams to react to the survey’s findings. Let the team consist primarily of non-senior employees. A senior manager could sponsor and support—not manage—the team and see an action plan through.

Idea for Impact: Employee surveys, focus groups, and discussions that don’t change how an organization functions ultimately undermine employees’ faith that their leaders really care what the employees think. Close the communication loop.

Wondering what to read next?

  1. Fire Fast—It’s Heartless to Hang on to Bad Employees
  2. Giving Feedback and Depersonalizing It: Summary of Kim Scott’s ‘Radical Candor’
  3. Can You Be Terminated for Out-of-Work Conduct?
  4. Are Layoffs Your Best Strategy Now?
  5. What To Do If Your New Hire Is Underperforming

Filed Under: Leadership, Leading Teams, Managing People Tagged With: Conversations, Feedback, Group Dynamics, Human Resources, Leadership, Performance Management

What To Do If Your New Hire Is Underperforming

March 22, 2022 By Nagesh Belludi Leave a Comment

What To Do If Your New Hire Is Underperforming If a recent hire, particularly one brought into the team with high expectations, isn’t delivering, start by asking the following two questions:

  1. Is the employee in an environment that allows her to perform at her best?
  2. Are you clear on what her personal objectives are?

Only after answering both these questions with a ‘yes’ can you move to consider coaching, reassess the employee’s suitability, and examine if you need to terminate the bad hire quickly and cut your losses.

Idea for Impact: Nothing puts wind beneath a manager’s wings more quickly than asking these two questions when dealing with employee underperformance. Ask, don’t guess, how you can accommodate each employee’s strengths and needs and create an environment that works best for each individual.

There’s no one-size-fits-all answer to creating a positive culture, empowering employees, and tackling performance problems. Each employee faces individual challenges and has her own goals and preferences.

Wondering what to read next?

  1. Fire Fast—It’s Heartless to Hang on to Bad Employees
  2. General Electric’s Jack Welch Identifies Four Types of Managers
  3. Seven Real Reasons Employees Disengage and Leave
  4. How to Manage Overqualified Employees
  5. Eight Ways to Keep Your Star Employees Around

Filed Under: Leading Teams, Managing People Tagged With: Coaching, Conversations, Employee Development, Feedback, Hiring & Firing, Human Resources, Mentoring, Motivation

Nothing Like a Word of Encouragement to Provide a Lift

February 7, 2022 By Nagesh Belludi Leave a Comment

Like many young-and-struggling writers, Stephen King and his wife Tabitha “Tabby” King toiled to make ends meet in their early 20s. They lived in a trailer with two young children. They drove an old, rusty Buick held together by baling wire and duct tape.

Tabby worked second-shift at Dunkin’ Donuts, and Stephen taught English at a private high school. He also moonlighted on odd jobs and worked summers at an industrial laundry to scrape by.

In his time off, Stephen worked hard at building a career as a writer and developed ideas for many novels. He sold short stories to men’s magazines.

Nothing Like a Word of Encouragement to Provide a Lift: Case Study of how Tabby King encouraged Stephen King to keep at writing Carrie

One night, when working as a janitor in a school locker room, King struck an idea that eventually became his blockbuster first novel Carrie. It was about an eccentric high schooler who, with newly-discovered telekinetic powers, goes on a killing spree to exact revenge on her bullies.

Carrie almost didn’t make it beyond three pages!

When King started writing Carrie, he wrestled with acute self-doubt. He didn’t yet feel confident in his work’s quality or marketability.

One evening, just three pages into the draft of Carrie, King sat hunched over his desk littered with crumpled up bits of paper and cigarette butts. In frustration, he decided to give up on his idea for the novel. He slammed his fist on the table, hurled the first three pages of his book in a trashcan, and stomped out of the room.

Later that evening, Tabby saw the wrinkled balls of paper in the bin. She pulled them out, shook off the cigarette ashes, smoothed out the wrinkles, and sat down to read them.

When she was done, Tabby told Stephen, “I think you’ve got something here. I really do. You ought to keep it going.”

Tabby’s glimmer of hope surprised Stephen.

Tabby continued, “You can’t write about women. You’re scared of women.” She pledged to support him and offered suggestions on the main character and how she’d think.

Over the next few weeks, Tabby guided her husband through the world of women. She gave him guiding principles on forming the characters and helped him write the now-famous shower scene.

Nine months later, the final draft of Carrie was finished

'Carrie' by Stephen King (ISBN 0307743667) Carrie became a 25,000-word novella. It was turned down for 30 publishers before Bill Thompson, an editor at Doubleday Publishing, offered King a $2,500 advance to publish the book.

King had gotten rid of his phone to save on expenses, so Thompson sent a telegram that read, “Congrats, kid—the future lies ahead.”

Yet, Carrie only sold 13,000 copies as a hardback. Dispirited, King grudgingly signed a new teaching contract for the 1974 school year.

Soon, Thompson was back with more significant news, “The paperback rights to Carrie went to Signet Books for $400,000 … 200K of it is yours. Congratulations, Stephen.”

As a paperback, Carrie sold over 1 million copies in its first year despite a mixed critical response. It became one of the most popular novels of all time.

Tabby encouraged Stephen King to keep going at that pivotal moment

Tabby’s simple action changed the trajectory of Stephen King’s career. Carrie launched one of the most successful careers in modern American writing. King is now one of the world’s most well-renowned and prolific authors.

King won the 2003 Medal of Distinguished Contribution to American Letters. In his acceptance speech at the National Book Awards Ceremony, King didn’t talk about his success or literary style. He spoke about how Tabby had rescued Carrie from the rubbish and inspired him to keep going:

There is a time in the lives of most writers when they are vulnerable—when the vivid dreams and ambitions of childhood seem to pale in the harsh sunlight of what we call the real world. In short, there’s a time when things can go either way. That vulnerable time for me came during 1971 to 1973. If my wife had suggested to me, even with love and kindness and gentleness, that the time had come to put my dreams away and support my family, I would have done that with no complaint. But the thought never crossed her mind. And if you open any edition of Carrie, you’ll read the same dedication: “This is for Tabby, who got me into it—and then bailed me out of it….”

A nudge of encouragement goes a long way!

As with Stephen King, a little boost of encouragement can lift somebody else’s spirits and help them move forward.

Encouragement is about believing in people, particularly when they don’t believe in themselves.

What’s one thing you can do today to boost somebody’s spirits beyond whatever is holding them back? Is there someone who needs you to believe in them today? Someone you can get unstuck today with a bit of nudge of encouragement?

  • Could you offer a sympathetic ear to a colleague in a spell of self-doubt or in a tangle and ask, “How can I help?”
  • Could you talk to a teenager who has suffered a setback, remind her of her virtues, and cheer her up by saying, “you’re a strong, confident person, and I know you’ll get through this.”

Idea for Impact: Everyone needs hope. Look for honest ways to offer even a little nudge of encouragement.

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Filed Under: Managing People, Sharpening Your Skills Tagged With: Adversity, Anxiety, Attitudes, Coaching, Conversations, Fear, Feedback, Motivation, Personal Growth, Resilience, Wisdom, Worry

Fear of Feedback: Won’t Give, Don’t Ask

January 21, 2022 By Nagesh Belludi Leave a Comment

Fear of Feedback: Bosses Won't Give, Employees Don't Ask Most bosses are uncomfortable about evaluating their subordinates. The prospect of delivering bad news makes them uneasy. They fear that employees will react to even the mildest criticism with anger, stalling, or tears. They don’t know what to say. As a result, they often do everything they can to avoid saying anything at all.

Most employees, for their sake, are fearful of uncovering what their bosses really think of them. They don’t want to know how they’re doing because they are afraid they aren’t doing very well. So they don’t ask. They wait to be told.

Idea for Impact: Giving and getting feedback may be difficult, but it won’t get any easier if you wait.

Wondering what to read next?

  1. Giving Feedback and Depersonalizing It: Summary of Kim Scott’s ‘Radical Candor’
  2. Never Criticize Little, Trivial Faults
  3. Invite Employees to Contribute Their Wildest Ideas
  4. Eight Ways to Keep Your Star Employees Around
  5. Fire Fast—It’s Heartless to Hang on to Bad Employees

Filed Under: Career Development, Effective Communication, Managing People Tagged With: Coaching, Conversations, Feedback, Great Manager, Leadership, Winning on the Job

Each Temperament Has Its Own Language

November 18, 2021 By Nagesh Belludi Leave a Comment

From Dr. Irmgard Schlögl’s The Wisdom of the Zen Masters (1976) (she was later Ven. Myokyo-ni, Rinzai Zen Buddhist nun at the Zen Centre in London):

An elder Zen monk on his pilgrimage put up in a monastery. He came across another monk who was also on the pilgrimage. The two discovered that they had much in common, and decided next morning to continue together.

They came to a river where the ferryboat had just left. The elder took a seat to wait for its return. His new friend continued however, walking over the water.

Halfway across, he turned around and beckoned the elder to follow, “You can do it, too. Just have confidence and tread on.” The elder shook his head and stayed put.

“If you are scared, I’ll help you across. You see I can do it without much trouble.” Yet again, the elder shook his head.

The other reached the other bank of the river. He waited there until the ferry had brought the elder over. “Why did you hang back like that?” he asked.

“And what have you gained by rushing like that?” replied the elder.

“Had I known what you were like, I would not have taken up company with you.”

Wishing him farewell, the elder resumed his pilgrimage on his own.

Temperament Clashes Exist to Some Extent in Almost All Relationships Temperament clashes exist to some extent in almost all relationships. The language of camaraderie that two people share so effortlessly at some moments can unravel at others.

Sometimes each person believes they are deliberately communicating their needs and values, when indeed little gets through because each is working from different core assumptions and expectations—conveying and interpreting language, gestures, and intent differently, or seeking a different set of signals.

Idea for Impact: Each temperament has its own language.

Each of us has our own expectations of relating in an interpersonal relationship. When there are problems, don’t always attempt to “fix” them or back off and distance yourself. Simply give the other more space to be who they are. Seek to understand.

Wondering what to read next?

  1. People Feel Loved in Different Ways // Summary of Greg Chapman’s The Five Love Languages
  2. Psychoanalyst Erich Fromm on the Art of Love and Unselfish Understanding
  3. Change Your Perspective, Change Your Reactions
  4. If You Want to Be Loved, Love
  5. A Trick to Help you Praise At Least Three People Every Day

Filed Under: Effective Communication, Living the Good Life Tagged With: Attitudes, Communication, Conversations, Feedback, Getting Along, Listening, Meaning, Parables, Relationships

Avoid Blame Language

November 17, 2021 By Nagesh Belludi Leave a Comment

Refrain from using the terms “always” and “never” when you’re in a disagreement.

Avoid Blame Language Making statements like “You never think about anyone but yourself” or “You always ignore how I feel!” provokes defensiveness because of the apparent exaggeration.

The actual conversation gets abstracted because the other person understandably resists the all-or-nothing argument.

Making negative judgments or proclamations about the other in extreme, absolute terms gives no wiggle room because making global attacks on their entire personality.

Idea for Impact: Try to voice your concerns in a way that focuses on your own feelings and how the other’s behavior affects you. Try “I” statements, such as “I feel neglected when you make plans without me.”

Wondering what to read next?

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  3. How to … Communicate Better with Defensive People
  4. People Feel Loved in Different Ways // Summary of Greg Chapman’s The Five Love Languages
  5. How to Be Better in a Relationship: Assume Positive Intent

Filed Under: Effective Communication, Managing People Tagged With: Anger, Communication, Etiquette, Feedback, Relationships, Social Skills

Don’t Underestimate Others’ Willingness to Help

September 6, 2021 By Nagesh Belludi Leave a Comment

The biggest barrier to generosity may not be getting people to give but people’s reluctance to ask for what they need.

Mostly, people enjoy helping (but not so much that they can get burned out by their own goodness.) They want to give and be recognized for their giving.

Reciprocity Rings - Don't Underestimate Others' Willingness to Help

People can’t give when they don’t know what others need

According to the University of Michigan’s Wayne Baker, a solution to the awkwardness of asking for help is the notion of reciprocity rings (or reciprocity bulletin boards.) Boeing, Citigroup, Estee Lauder, General Motors, Google, IBM, Novartis, UPS, and others have implemented informal networking groups to facilitate asking—and giving.

'All You Have to Do Is Ask' by Wayne Baker (ISBN 1984825925) In All You Have to Do Is Ask (2020,) Baker explains that these onetime or recurring networking meetings have individuals explain one by one the specific issues they’re facing. The rest of the group taps their knowledge, resources, wisdom, or networks to help the requestor. In a sense, a reciprocity ring is an expanded version of the “daily stand-up,” “daily huddle,” or “scrum meeting” that many teams use to talk over what they’re each working on and where they need help.

Wharton School’s Adam Grant popularized the concept of reciprocity rings in his book Give and Take (2014.) He argues that reciprocity rings normalize asking and giving. They build trust and relationships by creating new and fast connections where they may not exist otherwise.

A charitable mood sets in—reciprocity rings engender altruism.

Helping others without the expectation to have that help reciprocated is the foundation of altruism. A reciprocity ring cultivates an environment of giving. According to All You Have to Do Is Ask, a reciprocity ring helps people overcome their hesitations and fears about asking for help because everyone’s making a request. Baker cites research that the takers in the groups tend to give three times more than they get. Over time, people tend to make more significant requests.

Idea for Impact: Assemble an informal network and facilitate opportunities to ask for and help one another. It’s an easy and effective way to build connections and strengthen the spirit of the community.

Take a cue from Bay Area career coach Marty Nemko, who organizes his own informal reciprocity ring. Nemko’s “board of advisors” meets for an hour every month, and each person talks about a thorny personal—or professional—problem they’re facing and requests input from others.

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  3. Four Telltale Signs of an Unhappy Employee
  4. Eight Ways to Keep Your Star Employees Around
  5. The Curse of Teamwork: Groupthink

Filed Under: Effective Communication, Managing People, Sharpening Your Skills Tagged With: Asking Questions, Coaching, Feedback, Gratitude, Meetings, Mentoring, Networking, Teams

The Difference between Directive and Non-Directive Coaching

May 13, 2021 By Nagesh Belludi Leave a Comment

The Difference between Directive and Non-Directive Coaching When coaching, many managers’first impulse is to jump into solution mode and fix problems by recommending solutions. The advice is often framed as, “I’ve seen this condition before, and you should do X. That’s what worked for me when I was working at company Y.”

The Directive Coaching Style is suitable when your employee doesn’t have the time, skills, temperament, or patience to resolve her problem.

The Non-Directive Coaching Style, in contrast, encourages the employee to think through her problem and develop her own solution. This coaching style takes more time but is usually more effective, especially if the situation is complicated.

Suppose the problem presents a skill or competence that the employee can learn. In that case, a good coach nurtures the employee by challenging her to mull over the situation objectively. Merely supplying the right solution is wasted if she doesn’t understand it or internalize it well enough.

The most effective coaches I know tend to dwell less on the “what’s to be done” and more on instilling the “how to think about.”

Idea for Impact: When offering advice, steer the thought process. Don’t dictate the outcome. Employees are more likely to be invested in the solutions they come up with.

Wondering what to read next?

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  2. To Micromanage or Not?
  3. Avoid Control Talk
  4. Why Your Employees Don’t Trust You—and What to Do About it
  5. If You Can’t “Think on the Spot,” Buy Yourself Time

Filed Under: Managing People, Sharpening Your Skills Tagged With: Assertiveness, Coaching, Conversations, Feedback, Likeability, Manipulation, Mentoring, Persuasion

People Feel Loved in Different Ways // Summary of Greg Chapman’s The Five Love Languages

February 15, 2021 By Nagesh Belludi Leave a Comment

The ‘Five Love Languages’ is this notion that people express love differently, and people feel loved in different ways. The term was familiarized by Greg Chapman’s The Five Love Languages: How to Express Heartfelt Commitment to Your Mate (1992.)

'The 5 Love Languages' by Gary Chapman (ISBN 080241270X) Chapman identifies the types of expression and perception as in an interpersonal relationship as the five “love languages:” (1) words of affirmation, (2) quality time, (3) receiving gifts, (4) acts of service, and (5) the physical touch.

The Five Love Languages gives several case studies to show that your sweetie will feel loved when you express love in a language that is natural to her. If love is expressed in a different language, she’s unlikely to receive your message of love.

  • Each of us has a primary love-language (and often secondary and tertiary ones.) Couples seldom share the same preferences. Learn to speak the language of your sweetie. You may be showing your love regularly, just not in the way your sweetie wants to receive love.
  • Chapman believes love-language-preferences tend to be fixed throughout our lives.
  • To help identify your love-language, focus on the way you most frequently express love. Often, what you give is what you need. “We speak and understand best our native language.”
  • Determining which love-language your sweetie speaks can be challenging. If in doubt, just ask. Try out different ways of expressing your love and be sensitive to what gets a better response.
  • Be more observant of your partner’s preferences. Get better at reading them—be mindful of how your partner may be showing you love. “People tend to criticize their spouse most loudly in the area where they themselves have the deepest emotional need.”
  • Even in close relationships, individuals are afraid to ask what they want. They feel vulnerable—or don’t want to appear needy.
  • All individuals have a “love tank” that needs to be topped up frequently by their loved ones in different ways.
  • Exploring the love-languages with your sweetie can spark a more in-depth conversation.
  • Become fluent in all the five love-languages. The framework can also improve and illuminate all kinds of other relationships—with parents, children, friends, and perhaps employees (professionally and platonically, of course.)

Relationships are a Lot of Work - the Five Love Languages (Credit: Renate Vanaga at Unsplash) Recommendation: Quick-Read through Greg Chapman’s The Five Love Languages. It’s a convenient formulation, and it’s simple, and it’s relatable. You may find the book’s tone a tad preachy and hinting at Evangelical Christian attitudes (Chapman is a Southern Baptist pastor and holds a Ph.D. in adult education.)

Nonetheless, The Five Love Languages is a practical approach. This framework isn’t a cure-all to marital and relationship issues, but it is a stepping-stone toward breaking communication barriers.

Chapman’s guidance is convenient given that most people aren’t comfortable expressing their likes and dislikes. And, in return, they hate struggling to guess their partners’ likes and dislikes.

Idea for Impact: Relationships are a lot of work. Prioritize your loved ones. Doing nothing is not one of the five love-languages.

Wondering what to read next?

  1. Psychoanalyst Erich Fromm on the Art of Love and Unselfish Understanding
  2. Each Temperament Has Its Own Language
  3. If You Want to Be Loved, Love
  4. A Trick to Help you Praise At Least Three People Every Day
  5. The More You Can Manage Your Emotions, the More Effective You’ll Be

Filed Under: Effective Communication, Sharpening Your Skills Tagged With: Attitudes, Communication, Conversations, Feedback, Getting Along, Meaning, Philosophy, Relationships, Virtues

How to Manage Overqualified Employees

September 16, 2020 By Nagesh Belludi Leave a Comment

How to Manage Overqualified Employees Some employees are overeducated and overqualified—or think they are—for the jobs they are doing.

Such employees will find their roles not demanding enough to keep them occupied. They may not feel fully engaged in those tasks and responsibilities that they judge “beneath” them.

Toffee-nosed employees can create team tension. They can develop negative attitudes, such as a sense of entitlement about their skills (remember the FedEx “Even an MBA Can Do It” advert?) or resentment through boredom. That frustration and disillusion can ripple out and bring everyone else in the team down.

Here are two guidelines for managing overqualified employees:

  1. To keep overqualified employees engaged, allow more autonomy, and assign them more creative assignments. Delegate longer-term projects or have them collaborate with other teams within the company. Though, be mindful that this may create even more resentment in the team towards the perceived overqualified employees. Discuss with the team why some people have been chosen for those special assignments.
  2. Work together with the human resources staff and help the overqualified employees chart out individualized paths for climbing the corporate ladder and reach their potential. Find ways to help them acquire new skills and get exposure to other parts of the organization. Coach them to apply for roles that possibly do not yet warrant their experience and expertise. Expand their leadership capacity by assigning training and mentoring responsibilities.

Idea for Impact: Nurturing and keeping overqualified employees can create a strong foundation for tomorrow’s management team.

Wondering what to read next?

  1. Fire Fast—It’s Heartless to Hang on to Bad Employees
  2. General Electric’s Jack Welch Identifies Four Types of Managers
  3. Seven Real Reasons Employees Disengage and Leave
  4. Don’t Push Employees to Change
  5. How to Promote Employees

Filed Under: Leading Teams, Managing People Tagged With: Coaching, Employee Development, Feedback, Great Manager, Hiring & Firing, Mentoring, Performance Management

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About: Nagesh Belludi [hire] is a St. Petersburg, Florida-based freethinker, investor, and leadership coach. He specializes in helping executives and companies ensure that the overall quality of their decision-making benefits isn’t compromised by a lack of a big-picture understanding.

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