Category Archives: Time Management

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.

Using other’s failures to set your pace?

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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.

 

Over the holidays, I visited my family (as many people do).  During on conversation with my mother, I was offering to pick up a movie for mom to watch.

Mom: “Don’t bother.  All the movies are in discs these days.  I like videos and they don’t make them anymore.”

“Well, you have a DVD player in your reading room.  We could…”

Mom:”No,No.  It’s connected to the small TV.  I don’t like that TV.”

“No, problem.  We’ll just connect it to your big TV in here.  You are right … it’s much better watching this set.  We’ll just…”

Mom:  “Don’t bother.  Your sister tried it and she couldn’t do it.  Your cousin tried it and he couldn’t do it.  They both say that the TV is too old to be connected.”

“Well, it won’t hurt to…”

Mom: “Don’t bother.”  And I decided to drop it for now.

The next morning, while mom was still asleep, I took a closer look.  I took the DVD from the small set and successfully moved it to the larger set in the family room.  Since I knew mom already worked the VCR machine, I wrote out the instructions for the DVD as close to the VCR players instructions as possible.  When mom woke up, I played a DVD for her and she was very excited.

I realize that many people believe that “history repeats itself” as rationalizing for not trying things others have failed.  But you are not the same person that tried before.  They don’t know what you know.  They don’t have the same experience, background or resources that you do.  Even if you are the one that tried and failed before … you are currently a different person than you were last year, last month and even yesterday.

What past limitations are you using to hold you up?

 

Are you a free bird or a butterfly?

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I know the title is a little strange, but indulge me for a moment.  Most of us really appreciate the freedom and lightness of flight.  We are attracted to a stress-free environment that allows us to flow in our areas of genius and passion.  We all realize that we are more productive, effective and empowered when we are work and passions are closely aligned.  And when we are so aligned, we feel we are a bird in flight, floating on air, flowing where our genius takes us.

Even if 100% of our day isn’t in-flight like that; most of us have pockets.  We often find ourselves in the ZONE or flowing.

Now — when we’re in those pockets or zone … are you a free bird or are you a butterfly or a combination?

Some definitions:
Free Bird:  Has lots of experience and freely shares it.  A bird is light, free and flowing.  Consumes just enough to stay light; confident that more opportunities will become available exactly when you need it. The abundance mentality allows the bird to stay unencumbered and light.  They soars, shares (drops) their experience on others and flies away.  When their knowledge drops on the right flower or field, it fertilizes, feeds and energizes.  When their knowledge lands on unexpected people, cars, benches; it annoys.

Butterfly: Has lots of experience and freely shares it.  A butterfly is light, free and flowing.   During the process of collecting nectar, some pollen sticks to their belly and legs.   This allows them to continue to fly unencumbered (like a bird) but have more beneficial affect on those it touches and lands on.  While they are going about their normal activity of gathering nectar, they deliberately  focus on where they land; therefore, their knowledge and experience land on those that are asking.

Using this in the office:
How can we be the best of both?  Maybe we want to be a hummingbird of such.  Something that is a combination.  What is the one thing we can do TODAY, that  allows us to be an opportunity agent to others and ourselves? An Opportunity Agent collects appropriate contacts (pollen) as they go about their regular business (their nectar).  Because they are building a network and contact database, they can cross-pollinate among their contacts at the appropriate time.  Instead of only providing their singular experiences, they can connect their important contacts with other high-caliber contacts, resources, and networks.  This provides an exponential benefit to those they land or connect with.

By deliberately and mindfully staying in contact with the significant people you cross paths with,  you have the option to extend your wonderful network to others in the future.

Available free tools like Linkedin.com  helps you do this almost automatically (like the butterfly or humming bird).  I have a short free videos on how you can easily do this with the social media tools of your choice.

Check out http://lauraleerose.com/snapebook/   for the It’s a SNAP video
Check out http://lauraleerose.com/leveraginglinks/  for additional tips on leveraging the links you already have.

Send me your tips to staying in touch with your significant contacts.
And if you don’t already have a Business Networking Plan for 2013 — check out my Individual Networking Strategy Workbook.  It is intended to help you create a networking strategy to supports and propels you toward your career goals.

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.

A free ride normally isn’t….

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Last night I saw two teenagers pushing a car up a street.  It wasn’t late (6:00pm) but I was on my way to another client appointment.

I stopped my car and asked, “Need some help?”

One girl said, “Well – do you have a gas container?” Ahh – they have run out of gas.

“No – but there is a gas station not ½ a block in the opposite direction. Do you need a ride?”

The same girl said, “Yeah, we know about that gas station.” She sounded deflated.

The other young lady was more upbeat and said, “She asked if we needed a ride to the gas station.”

The first girl said to her friend, “Oh – that would be good.”

The other young lady said, “Maybe I should stay with the car to make sure no one hits it, and you go to the gas station.”

So – now one girl is standing somewhat in the middle of an intersection protecting the car, while the other one is looking for her phone and bag so that she can go to the gas station with a stranger.  In the meantime, I’m wondering why the car is pointing away from the gas station instead of toward the gas station. They knew where the gas station was, but the car was traveling in the opposite direction.

The moment the first girl hopped into the car, I get hit with cigarette fumes and I open my window.

I said, “I’m sure that the folks at the gas station will fix you up. You just need enough gas to drive the car back to the station for a better refill.  I’m sure they  have a gas container for you.”

The girl said, “Yeah, but the last time this happened, they wanted me to pay for the gas container!”  She paused, “Oh – maybe my other friend has a gas container.  I’ll call her.” And she starts texting her friend.

I’m thinking … ‘Well, if you are going to continue to ignore the fuel indicator…maybe investing in a gas container isn’t such a bad thing.’ Then I realized that was ‘old adult thinking’. This is a ‘young adult’. Young adult thinking is much different. We are all  familiar with this type of thinking.  We’re all been through this stage of development.   At this stage, we’re not developed enough to think beyond the immediate.

  • She probably borrowed the car from her family and tried to get the car back home without putting any gas in the car (that’s why the car was facing away from the gas station).
  • They probably deliberately passed the gas station hoping they could drive up their driveway on fumes (that’s why she sounded dejected when she admitted to knowing where the gas station was).
  • She has money for her own personal use (i.e. cigarettes) but not to refill the gas in someone else’s car that she is borrowing.
  • Why should she buy gas for the next person  (versus the thought that she is merely paying for the gas that she has already used).
  • Its fine for her friend to help push the car and then stand in traffic to protect the car; a stranger to drive her to the gas station; and another friend to meet her at the gas station with a free gas container – just as long as it’s not costing her anything.

It’s common. It’s just that age.  We’ve been there.  And to expect young people to think otherwise (on their own)  is going to be frustrating for you.  They are not wrong…. they just ‘are’.  So — even though we explicitly state our expectations when they borrow the car,  have the house to themselves,  go to unchaperoned events, etc; don’t be surprised if it doesn’t ‘stick’  all the time.

We get to the gas station and I said, “Well – I’m glad it was just gas.  That’s easy to fix. And there’s even an auto parts store right there if you need more help.  I think you’re all set.”

She said, “Yeah, it’s good that it was only the gas. Thanks for the ride.”

“No problem.  Good luck.”

A free ride to the gas station. But what she doesn’t realize is that it is costing someone something.  It may not be costing her friends anything.  It’s another adventure to them and they ‘young think’.  It’s totally logical to them.  But think of the parent on their way to work the next day – with a car that has only fumes in the gas tank.  And- in retrospect – the ‘free ride with a stranger to the gas station’ probably wasn’t such a good idea either.

Youth.

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.