Category Archives: Product Management

Even when everyone does everything right….

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Victor Hugo’s Les Miserables story shows that even when everyone is doing what they are supposed to be doing, there will be conflicts and oppositions.  Set in the backdrop of the French Revolution, the characters both implodes and explodes because of these diverse principles.

The story is more rich than this quick summary depicts; but these are just quick examples of how even when people are doing what they feel they must do – there are conflicts and opposition.

 

  • Jean Valjean steals bread to feed his sister’s family, and is sentenced to jail.  He was trying to do what he was supposed to do, in providing for his family.  Jean Valjean completes his sentence, but is on parole forever.  Because he has a criminal record and is on parole, society ostracizes him.  He cannot find  ‘honest’ work.   He soon realizes that he cannot provide for anyone under the title of convict/parole.  So he breaks parole to start a new life.

 

  • M. Myriel, the kindly bishop of Digne, provides Jean Valjean with the means to start a new life.  Even though the bishop was ‘breaking the law’ by harboring a criminal – he was doing what he was supposed to do by saving a soul.  At that point Jean Valjean committed to use the riches to enrich other people.  With his new life, Jean Valjean becomes a benevolent business owner and major.  He supports and watches over his entire town.

 

  • Fantine (single mother) tries everything to provide for her daughter, Cosette.  Because she is a single mother, society ostracizes her and it’s difficult for her to get ‘honest’ work.   As a last resort, she sells her hair, teeth and finally herself to send money to her daughter.  She was trying to do what she was supposed to do – in providing for her daughter.
  •  Javert, Montreuil’s police chief, is duty-bound to hunt criminals and people that break parole.  His job is to capture Jean Valjean if/when their paths cross.

 

The character list continues as the above.  Most characters have very good reasons for doing what they do.  As you look at each character separately, they are doing exactly what they are supposed to be doing.  Set during the pre-ample of the French Revolution (an even larger conflict), each of these characters are met with situations that challenges their core principles.  The colliding of these diverse (yet reasonable) principles both implodes (by Javert’s suicide) and explodes (revolution).

 

This concept is great for any personal or professional interaction.  Give others the benefit of the doubt in the office boardroom, meetings, and project schedule conflicts.  Most people are actually trying to do the right thing.  If you can pause and view the situation from their perspective, you may be able to recognize other alternatives in which everyone can win.

 

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.

Turning competition into collaboration.

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A friend of a friend was visiting from Berlin, Germany.  Although I regularly teach a private group lessons at my friend’s home, she wanted to postpone (cancel) our January group classes — so that her group can take lessons from their visiting friend.  Although I could have seen this as a negative, I didn’t.  It would not make much sense to do so.

  • My friends have been taking from me forever; and they will continue when their friend returns home.
  • Their friend will only be here through January.  I’ll be here long after their friend leaves.
  • My friends enjoy all different types of dances; and it’s fun for them to learn from different instructors.
  • Although I have connections into the Argentine Tango community, I don’t  teach Tango (which is my friend’s friend’s expertise).
  • When their friend leaves, I can still help them stay in practice with Tango during our regular dance lessons.

So I immediately went into collaborative mode.  When my friend mentioned why she was canceling our January classes,  I forwarded my friend all the Argentine Tango community information that I could find.  I also introduced some local Argentine Tango instructors to my friend’s friend.   Local instructors could then offer guest workshops and private lessons with an international Argentine Tango instructor without much overhead or hassle.  I also connected her with a local Argentine Tango instructor that has her finger on the pulse of everything Tango.  This allowed all sides to benefit from the connection.

Even though making these connections between the guest instructor and others may not directly or immediately benefit me — both sides realize that I was thinking of their best interest.  And like any good dance partner, we look out for each other (both on and off the dance floor).

On the dance floor or work environment, we don’t want to show-off, out-do, or struggle with our partners.  We don’t want to make our partner feel uncomfortable or ungraceful.  If the moves aren’t coming out exactly as we had initially envisioned, just relax and co-create a new movement from the blending of your styles.  If your follower isn’t exactly paying attention to you OR if your leader isn’t giving you any play time — just ease into the space and make the best out of this current situation.  You may be surprised  what will develop.  This specific song/task will only last a very limited time.  But the steps and care that you in invest in this time will give you lasting results.

If you are interested in knowing how to take these  concepts into the professional environment, please sign up for my professional and career management (free) newsletter at : http://eepurl.com/cZ9_-/

URGO method to reduce overwhelment and stress

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URGO
Urgent Rating Graphing for Overwhelment

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.

If you are interested in more training in these areas, please sign-up for the continuing online coaching series.
Every day we are inundated with new tasks, special requests, and high-profile client requests.   But we rarely truly take the time to relationally and realistically prioritize to our best career advantage.  A co-worker is in the middle of some family issues and you end up picking up his/her slack.  The company undergoes some re-organization, and your project lists has increased.  Often times we don’t feel we have a choice, but you really do.
Below are some quick steps that gives you a visual chart that clearly outlines which project or task to spend your time on.
I call this my URGO (Urgent Rating Graph for Overwhelment) method.

  1. Identify your imperatives or career goals
  2.  List your significant time sinks or tasks
  3.  Score each task 0-5 (5 being the most in aligned with your goals) for each listed goal
  4. Chart the results
  5. Create a career plan to accomplish those priority action items.

Example:
Step 1:  My professional goals and mission statements

  •   Get recognized as a thought-leader in my field
  •   Become the GoTo MPV that the executives go to on new innovation and technical strategies
  •   Acquire a new-level promotion within the next 6 months

Step 2: List your current tasks and desired tasks

  • Have a great, innovative approach to solving a new market problem that might open the company to a whole new market
  • Team mate is growing through some tough times and I am stuck picking up his/her slack on maintenance issues
  •  Assigned to an end-of-life product that has been scheduled to be dropped.  But a few clients won’t upgrade to the new product; therefore, the ‘drop’ schedule continues to be postponed.
  • Although I am not behind, I would like some time to get ahead of my current project.
  •  Next Generation Project X is the next high-profile product.  My business proposal would fit perfectly in that scenario.

Step 2: Take each task and objectively rate or score it for each of your career and professional goals

Make a proposal for a new solution to the executives

  • Get recognized as a thought-leader in my field
    • Score 5 – I feel that this is innovative and can be used in our company’s next generation product
  • Become the GoTo/ MPV that the executives go to on new innovation and technical strategies
    •  Score 4 – If this goes as I expect, I could be implementing this in Project X.  I could become one of the technical leads on Project X
  • Acquire a new-level promotion within the next 6 months
    •  Score 4 – This would get me off some of the ‘end-of-life’ product and out of maintenance duty

————————————–Total Score  13
Continue to pick up slack for a co-worker

  •  Get recognized as a thought-leader in my field
    •  Score 0 – It could be considered being a team-player, but neither my manager nor executives actually recognize or acknowledge that I’m doing this.  Right now, I’m doing it.  I’m not even sure my co-worker realizes the extra work he is putting on me.  Besides, this really isn’t even my responsibility.  It’s my manager’s role to manage everyone’s changing work schedule.  Not allowing my manager to know what’s going on is not to my benefit.
  •  Become the GoTo MPV that the executives go to on new innovation and technical strategies
    • Score 0 – Once again, no one is aware of what I am doing for my co-worker.
  • Acquire a new-level promotion within the next 6 months
    • Score 0 – This just keeps me stuck on this maintenance project.

————————————–Total Score  0

Working on ‘end-of-life” and maintenance products

  • Get recognized as a thought-leader in my field
    •  Score 2 – One of the few people around here that still understands this old technology.  Everyone else has either quite or has moved onto the new platforms.  But this technology is currently obsolete.  My company is just behind the curve on ending it.
  • Become the GoTo/MPV that the executives go to on new innovation and technical strategies
    • Score 0 – I don’t have a chance to even learn a new technology because of my current maintenance tasks.
  • Acquire a new-level promotion within the next 6 months
    • Score 0 – Without my intervention, I’ll be stuck on this ‘end-of-life’ and maintenance gig.  I’ll become the only one with this old technology knowledge and they won’t be able to remove me from this spot.

————————————–Total Score  2
Although I am not behind, I would like some time to get ahead of my current project. 

  •  Get recognized as a thought-leader in my field
    •  Score 2 – The current projects are on the technology that is being phased out.  I can not be regarded as a thought-leader with this project.  As long as I don’t fall behind, my remaining time should be spent on other things.
  •  Become the GoTo MPV that the executives go to on new innovation and technical strategies
    •  Score 0 – This is not new technology.  Therefore, spending more time that I need on this is fruitless.
  • Acquire a new-level promotion within the next 6 months
    • Score 2 – If my project is actually phased-out, I will be available for a new project or position.  But there’s no telling when that will be.  It’s been in this same state for 2 years already.

————————————--Total Score  4

Next Generation Project X is the next high-profile product.  My business proposal would fit perfectly in that scenario.

  • Get recognized as a thought-leader in my field
    • Score 4 – This project is getting lots of visibility.   I already have ideas on the next directions on this platform.
  • Become the GoTo MPV that the executives go to on new innovation and technical strategies
    • Score 5 – My  proposals will tie my ideas to the Project X evolution schedule.  We will be no only able propel the development cycle forward but be able to patent and license how we are doing it.
  • Acquire a new-level promotion within the next 6 months
    •  Score 5 – My blending my business process ideas directly into the Product X infrastructure, I will be building a foundation for a promotion and leadership role.

————————————–Total Score 14

Step 4) Chart the results
From the chart, you can visually see that Getting the Next Gen Project X  and Presenting your proposal to the executives are your top career and professional goals.

Step 5) Create your career plan with those to priorities in focus.
Some suggestions would be:

  • Stop picking up the slack for your co-worker.  Talk to him/her honestly about the issues and encourage them to talk to your manager about it.
  • Start diverting your time to creating that proposal and interviewing executives on what they are really looking forward to in the next fiscal year.
  • Start volunteering your time on Project X and networking with the Project X managers.
  • Prototyping your process as it would look and feel in Project X
  • Continue to work on your proposal and demo/practice on Project X team and managers.
  • Start patent disclosure meetings with your company legal departments.

The above is just an example.  Your goals and tasks will be different and more complex than the above.  But this method works on a variety of situations from task priority, career management, risk analysis, and much more.  It takes the emotional out of the decision process and allows you to focus on the ROI for your professional career development.

Try it and let me know what you think.

What else do you need to continue to move forward?  Tell LauraRose@RoseCoaching.info — and she will try to make it happen.  It can’t be given if no one knows you want it…. Ask for what you want.

If you are having trouble keeping up with the assignment,  let’s talk….

On the Move? Things to Consider Before Relocating for Work

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Moving boxes in empty roomTraveling across the country for a new job may be just the adventure you’ve been waiting for. Like all adventures, relocating for work comes with its share of challenges. Being honest about the benefits and drawbacks of moving for work can save you time, money and family struggles down the road.

Show Me the Money

One big relocation incentive is a pay increase. But extra zeroes may not make much difference when the boxes are all unpacked. Ask yourself these questions regarding price vs. rewards before relocating:

  • Can I sell my home and break even or make a profit? If you can’t sell your house in a timely way and make enough from the sale for a down payment on another home in the new location, the difference in salary may not be worth the move.
  • Is the pay substantially better than where I am? Although the pay may look like enough to make moving worth the effort, some serious number crunching can help you get a clearer picture. Compare utility costs, fuel costs, taxes, as well as the cost of food in the new location. Are there added perks to the new job, like a car that could save you money? Take time to compare 401k plans, profit sharing and potential bonuses between your current job and the new offer. Adding everything together helps you get a clear picture of how much more you will make if you relocate.
  • Will the new company help with moving expenses? Moving across the country is expensive. Calculating how much the move will cost and whether your new job will to pay for it is an important part of your decision-making process.
  • Will the company cover temporary housing? If you are moving to a large city like, say, Phoenix, finding the right neighborhood for your family can take a lot of time. Many companies offer a short-term housing allowance to cover apartment rentals to give you and your family time to find the right house, neighborhood and school district.

The Relationship Factor

No matter how good the job offer, relocating can be difficult on relationships. Spouses, significant others, children and extended family are all part of the equation. Consider the impact your move will have on those you love by asking yourself these questions:

  • How will the move affect my spouse’s career? If your spouse has achieved certain career goals or is working toward them, relocating for your job may not be in her best interest. Be willing to say “no” to a new offer for the sake of your spouse.
  • What about the children? Moving can be harder on children than anyone in your family. Changing schools, making new friends, getting used to a new neighborhood can be devastating for children if not planned intentionally and strategically. Consider carefully how relocating will impact your children and, if they are old enough, get them involved in the conversation.
  • How will my extended family react? If you live near aging parents, consider how moving will impact them. Do they need help with their daily routine? Will moving mean multiple trips back and forth each year to meet their changing needs? Do your parents provide support like babysitting? How will your family replace this in a new town?

3 Steps to Managing Stress at Work

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Once you start working you will undoubtedly have stressful moments. Some jobs are more stressful than others. Most of us learn how to deal with it others lose their minds
One of the biggest mistake people make is confusing: “This MUST get done” with “I MUST DO IT”.
The company/manager isn’t concerned with ‘how’ a MUST DO gets accomplished; only that it gets accomplished. By working with your manager and team to figure out the most effective way to accomplish something reduces stress. But most employees, when given a task, assume that the boss is telling them that they need to do it. But the manager is really saying, “our department needs to accomplish this” and he is trying to figure out how his staff/team can do it.

 

Some successful techniques to reduce stress at work:
1) Be transparent with your manager and team on your progress and challenges.
Most new employees feel it’s a sign of weakness to show they are having trouble with something or are not making progress on something. Remember that the team goal is to have it accomplished — not that you have to do it on your own.
2) Live, eat and sleep the Change Management Process.
The only thing that is constant is change — therefore create procedures that effectively handles changes. Anytime a new task or assignment comes in, work with your manager to compare it’s priority against everything else on your plate. Discuss which item gets delayed, diminished, deleted or delegated to someone else (the 4 D’s). Managers typically don’t remember everything that you have been assigned.
3) Take YOU out of the equation.
Take your ego out of the equation. How would you get this task accomplished without YOU. This often opens your thinking to alternative resources and solutions. For instance, someone else may have done something similar; someone else may be equally qualified to do this; it may not really be a MUST DO; maybe the task can be split or descoped, etc.
If something is really a MUST DO — it will get done. If you are transparent with you manager and tell them that you can not handle this MUST DO task while still completing your other tasks (on time and with quality); you manager can and will handle the situation. If you keep your situation to yourself (for fear of looking bad), you are tying your manager’s hands and creating stress for everyone (which will absolutely make you look bad).

 

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

Lincoln: The consumate project manager

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Over the holidays, I  saw the  Lincoln movie (released in Dec 2012) and was struck by what master project manager.   I have always had a great admiration for Abraham Lincoln, but frankly did not understand the depth of his character and convictions.

The movie opens at the beginning of Lincoln’s second term (after his re-elect and prior to his 2nd term).  And I wondered if the timing of the movie release was significant because in Dec 2012 (the movie’s first release),  President Obama was in the exact time-period prior to his 2nd term of office.

The movie focused on two of the most important events in the history of the United States — the passage of the 13th Amendment and the end of the Civil War. The movie does not focus on the life of Abraham Lincoln, but rather on his tremendous leadership in the final four months of his presidency.

Lincoln was a master project manager.

He was a caring father and friend, as well as leader of the United States.

He held certain principles as unalienable rights that all men are created equal under the law.

He also firmly believed that the United States could only sustain in history as a ‘united’ government versus separate states.

It was truly an inspiring sight to see the Congress, perhaps more divided than ours today, pass the 13th Amendment.  Only a few of the men realized that they were actually making history on that day.  It was inspiring to watch Lincoln manage his opposition.  His invaluable leadership and wisdom shines in this movie.

I could not help but leave the theater with a great appreciation for Lincoln’s amazing depth of thought and wisdom.
The movie was based on the book Team and Rivals
A lighter book on the topic is : The Wit and Wisdom of Abraham Lincoln

Who are your heroes in history?

How do they inspire you into principled based action?

How do they help you keep your non-negotiables?  To create a list of your non-negotiables, download the Non-Negotiable and Imperative Worksheet at http://eepurl.com/n3EpX

Top 3 Office Game Changers

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Top 3 Office Game Changers

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement.  I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business.  In that role, I see a few misconceptions in how to make office changes (or any change for that matter).  The most prevalent false premise is to “start where you are and take small steps”.  That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

  1. Clearly articulate where you want to be, do and have.
  2. Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)
  3. Evaluate where you currently are against those specific foundation pieces.

 

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today.  Many of those processes and procedures definitely assisted you to this point.  But now you are going to a different place.  Therefore, you need a different map.  You may find that many of your current procedures are still valid.  But that is not the goal.  So, forget those old procedures for the time being.  Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS.  When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month.  Your past paths have no relevancy to your current GPS navigations.  Your GPS starts from scratch every time.  Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common.  But that’s not the GPS’s focus.  It’s just a consequence of time and space – not the goal.  Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

 

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Top 3 Office Game Changers

Professional development series

This is Laura Lee Rose, a business and life coach that specializes in professional development, time management, project management and work-life balance strategies.  In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into office etiquette on various real-world IT topics in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.

As a Business Process Consultant and Efficiency Coach, I am a subject matter expert in the field of Process Improvement.  I work closely with the client to analyze both operational processes and financial metrics to assess project opportunities that positively impact the financial performance of the client business.  In that role, I see a few misconceptions in how to make office changes (or any change for that matter).  The most prevalent false premise is to “start where you are and take small steps”.  That may be the resulting action – but I don’t recommend we start there.

3 Top Office Changers are:

1)     Clearly articulate where you want to be, do and have.

2)     Educate or review the explicit and specific foundation pieces required to get there (i.e., business plan, resources, staff, funds,etc)

3)     Evaluate where you currently are against those specific foundation pieces.

Practice forgetting:

My recommendation is to practice forgetting how you got where you are today.  Many of those processes and procedures definitely assisted you to this point.  But now you are going to a different place.  Therefore, you need a different map.  You may find that many of your current procedures are still valid.  But that is not the goal.  So, forget those old procedures for the time being.  Focus on putting in place the ‘right procedures’ for your new goals and destination.

Conclusion: Consider your GPS.  When you have a new destination or goal, your GPS doesn’t try to force you to travel the same path as you did last week or last month.  Your past paths have no relevancy to your current GPS navigations.  Your GPS starts from scratch every time.  Depending upon the gap between where you currently are and your new destination, there may be some roads and routes in common.  But that’s not the GPS’s focus.  It’s just a consequence of time and space – not the goal.  Your Business Practices should be treated like that.

If you liked this tips, more can be found at www.lauraleerose.com/blog or subscribe to my weekly professional tips newsletter at http://eepurl.com/cZ9_-/

The weekly newsletter contains tips on:
1)      Time management
2)      Career maintenance
3)      Business networking
4)      Work life balance strategies

If you haven’t taken advantage of your introductory time management coaching session, please contact LauraRose@RoseCoaching.info

 

What’s the difference between strong management and harassing behavior?

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One reader asked me: I’d like to get some insight about the fine line between behavior by a manager that is legitimately harsh and within normal management practices and behavior that could be considered harassment. For example, how do you determine whether reprimanding an employee in front of his or her peers is harassment? Questions: Are there certain criteria that apply to conduct that is considered to be harassment? Can yelling at an employee in front of his or her peers be harassment? What determines whether or not it is? How likely is it that an employee who is disciplined under legitimate circumstances will complain of harassment? How does an employer deal with this situation?
I think this issue can be greatly simplified by simply focusing on ‘appropriate behavior’.
Instead of trying to define the line between managing and harassing behavior — corporations should focus simply on appropriate behavior. Something can be deemed ‘inappropriate’ more easily than the legal definition of ‘harassing’.
If the company’s only goal is to avoid legal ramifications, then that is one thing. But if the company’s goal is to provide an appropriate atmosphere for employees to be productive and inspired — then focusing on ‘appropriate’ behavior will be more beneficial to both management and employee.
Appropriate behavior supports calm, confident, and flexible leadership.
If management is confident that he/she can handle any situation – then there is no need to yell, scream or curse at any time.
  • Inappropriate actions would include:
  • reprimanding an employee in front of his or her peers
  • blaming individuals or external environment for project status
  • defending one’s position on a particular solution against all other solutions
  • demanding that there is only one way to accomplish a shared goal.
If you focus on high-level appropriate reactions, then the legal line of harassment rarely comes into play.
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How do you handle a dishonest boss?

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A reader writes: As an employee, how do you handle a situation if you know your manager is being dishonest? A few employees have already approached HR, but they didn’t take the issue seriously. What do we do next?

There is normally a hierarchy for these things in most companies. And it would depend upon the severity of the accusations. Since the question said “A few employees have already approached HR”, I am assuming that it isn’t a single incident and it’s large enough issue that affects multiple people.

My first recommendation is to take a step back and recognize that you don’t exactly know what is going on.  What may seem to you as dishonest — may be something entirely different.  The face that your HR manager doesn’t see it the same way, illustrates that something else may be going on.  Focus on getting clarity (versus proving someone is being dishonest).   If you go in with the mindset that your boss is being dishonest, everything he does will look dishonest. And everyone that doesn’t see him as being “dishonest” will seem like the enemy.  Instead, focus on getting a better understanding of what exactly is going on.  Once you focus on getting clarity and more information, you will see several available options in front of you.
A few things to consider doing:
1)Revisit HR and ask them the status of this situation.  You may have misinterpreted HR’s interest in the matter at your first meeting. That you interpreted as “disinterest” could be HR ‘thinking’ about the appropriate next step.  HR probably could not promise you anything at that time because he/she wasn’t sure how to approach the topic.  Allow HR a few days to investigate on their own.   Then revisit HR after a few days to get status.   If you approach HR as a group (the group of employees that previously reported together), HR will recognize that this isn’t going away.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well).  Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

2) If HR isn’t taking it seriously, it may be a sign that you and your co-workers may not know the entire situation. There may be extenuating circumstances or a gag-order in place or legal ramifications for the manager to tell his team what is actually going on. It could be that the HR manager understands this, but is under the same legal obligations to say and do nothing. That could be the reason HR seems to not be taking it seriously.  Call a meeting with the offending manager, the “few employees that have already approached HR”, and the HR manager.
Do not publish the meeting to people that are not already involved. Don’t make this a bigger deal than it should be. Limit this closed meeting to only those already talking about this.   The purpose of the meeting is to clarify any misunderstanding around this particular situation to stop the rumors and innuendos. Since the HR manager is already informed of the situation, having the HR manager present gives additional professionalism and balance to the meeting.  Allow the HR manager to invite and include anyone else he/she feels appropriate for this purpose.  Allow HR lead the meeting, and submit your own agenda and Q&A to be covered in the meeting (ahead of time).  If this is an honest misunderstanding, the manager, employees and HR (as a group) can quickly and openly clear up the issue.
**Document this step with email to HR(and cc the employees that have already reported this to HR as well).  Keeping a log of your steps (including phone and hallway conversations) through email and email notification will give your situation more leverage and credibility.Keep all your correspondence regarding this matter.

 

3) YOU calling the meeting and openly inviting the HR manager and manager — avoids HR inactivity. YOU providing the purpose, agenda and Q&A for the meeting (ahead of time), allows HR to meet the manager before the meeting to discuss the issue privately.  This illustrates that your only intention is to get clarification and not accuse or judge anyone.   Setting an meeting appointment is a reasonable forcing function  (for more information on Reasonable Forcing Functions, contact LauraRose@RoseCoaching.info

The item will be discussed — even if it’s to merely to say “We understand your confusing right now. There are some exciting things happening that we are not at liberty to discuss.” At this point, HR and your manager understands that by not attending the meeting and attending to this issue — only creates more confusion and a bigger problem.
**Document the fact that HR and manager refuses to meet with email to HR and manager (and cc the employees that have already reported this to HR as well).  Keeping a log of your steps through email and email notification will give your situation more leverage and credibility.

4) There is also a hierarchy in most organizations. If the HR and manager does not accept your invitation (document that), then tell them that you plan to take it to their managers or executive level — because it is affecting morale and productivity.  Being up-front with your next step plans allows HR to decide what to do next.  Having all your steps documented with the actual email dates and HR responses will be useful when approaching executive level.

5) Take it to the next line. If the HR manager is not providing the required service, then you request a meeting with the HR second-line manager and your manager’s second-line. Mention that there is an issue that is affecting morale on the office/production line that you would like to make the executive branch aware of. Mention that you require their consult on this issue.

Conclusion:   If your attitude is one of  “inquiry” versus an accusation, you will not need to take it past HR.  The only thing you are sure about is that ‘you don’t fully know what is going on’. The only thing you know for sure is that you are confused. Approach your talks to solve your confusion only. Don’t approach the situation as ‘trying to prove to people that your boss is dishonest’. When you approach it as your need to get clarity — people are more willing to meet with you. When you approach it with a chip on your shoulder, people are more likely to avoid you.

Giving everyone the benefit of the doubt is a diplomatic and honest way to approach many difficult issues.  Believing that everyone involved wants this issue resolved quickly and quietly will benefit you greatly.

For more information on Reasonable Forcing Functions and Handling Difficult Office Situations, sign up for my on-line laser coaching series: GoTo Academy: Soft Skills for the GoTo Professional.

In my GoTo Academy: Soft Skill Tools for the GoTo Professional continuous online coaching series, I go into these things in detail.
If you are interested in more training in these areas, please sign-up for the continuing online coaching series.