Tag Archives: business coach

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.

Should I hire over-qualified people?

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Should I hire over-qualified people?

(or will they leave as soon as something better comes along)

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.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

I recently received this question from a reader:

I currently have several positions open, and the job descriptions clearly outline the experience necessary. I’m drowning in applications from overqualified people. I know with the unemployment rate so high, people often have noticeably more experience than the jobs they apply for require.

However, I fear that if I hire overqualified applicants, they will leave as soon as a better job comes along. So I prefer to hire candidates ready to move up or laterally. Is it worth considering overqualified candidates? Or can we add something to the job description to improve our applicant pool?

You are in a great position. My recommendation is not worry about the future if you hire an over-qualified person. Focus on hiring the perfect person for the job. And let “what if” take care of itself.  Let’s take the following examples:

 

  • Some people you feel are ‘over-qualified’ are actually looking for a lower-pressure position. They want something they can comfortably and expertly handle in 5-days/8 hour time slot. Because they are (as you describe) “over-qualified”, your position is perfect for them.  They may not be looking for their ‘next challenge’.

 

  • Don’t assume you understand someone’s reason for applying for your job. They may want a slight career change.  Although they may seem over-qualified for the specific task you have in mind; their interest is more in a change of industry or culture.  Maybe their next challenge is getting experience in this new industry or area.   Perhaps your job offers more travel (or less travel).  It can be any number of things that attract.

 

  • Understand why you are hiring.  If you are in a production spike and need someone that will ‘hit the ground running’, hiring an over-qualified person is your best option.  If your spike is temporarily, consider contracting or temp-to-hire, until your product needs levels out a little.

 

  • To ease your discomfort around this topic, be explicit in your expectations. Explicitly announce your expectations and intentions (including the minimum length of expected stay). It’s perfectly acceptable to include the expectations to stay in this particular job for 8 months, 1 year (whatever your minimum expectations are). You can also include a contract penalty for leaving the position early (1 week, 2 week pay, whatever). This will weed-out the people that are merely using your job as a jobs-gap (bridge to another position).

 

  • Continually outline future career opportunities and advancement routes in both the technical and management ladders.   This helps retain the high-performance employees.

 Conclusions:

Don’t wait until the top-performers leave your company to figure this out.  If you don’t invest in your current employees’ career development, then you will be left with only low to mediocre performers (which make your management job that much more difficult).  Avoid offering lateral positions merely to ease your discomfort with hiring ‘over-qualified’ candidates.  Offer lateral position when it comes with additional promotion or skills advancement opportunities for the employee that is making that change.

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

 

 

When to hire?

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When to hire?

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.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

In today’s tight economy, many employers are under financial strain.  They need additional staff and resources to get the products and services out the door, so that they can expand and sell more products.  On the other hand, ‘right now’ money is tight to hire new employees.   Because of this dilemma, many  businesses wait much too long to hire and fail because of this.

 

So – when is the right time to hire?

The simplest answer to this complex question is: “When the important work isn’t getting done.”

There will always be an abundance of work on our plates.  But when we see that the MUST DO tasks are not getting done at the quality, accuracy or speed that our business needs to be successful – then we need to reevaluate where we are placing our resources.  We need to constantly focus on the business goals, mission and vision (versus being distracted from the everyday items).

For instance – if the ‘nice-to-have’ items are getting done; instead of the MUST DO – there are several things we can do:

1)      Reposition resources from the ‘nice-to-have’ items and onto the MUST DO.

2)      Train inside personnel to move onto MUST DO items

3)      Contract help for a short-term to close the gap on the MUST DO.  This is useful if it’s a temporarily blip or gap.

4)      Replace/retrain ineffective personnel (Performance Improvement Plan or PIP).  This is useful if the MUST DO is fully staffed but just not being executed effectively.

5)      Place ineffectual employee on a PIP plan and subsidize with a temp-to-hire personal.  If PIP fails, you can convert the temp-to-hire. (For more information on how to implement a PIP, contact LauraRose@RoseCoaching.info )

6)      Add additional staff, if you have the funds and time to interview.

7)      Outsource or hand-off to business partner/affiliate, if you don’t have the funds or time to interview/train.

Hiring isn’t always the silver bullet.

Quick steps to move forward:

1)      Identify the staffing gap (clarify the business goals that are not getting accomplished).

2)      Outline the skill set and time frame needed for the gap.

3)      Research alternative ways to fill that gap that fit your budget and time frame.

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training.  Merely hiring someone will not solve the problem.   When you hire, you ultimately increase administration tasks, expenses and learning curves.  The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring.  If you are hiring in a spike consider more qualified candidates.  If you are hiring during the slow season and are ramping up for your next spike, then you have time to train someone less experienced. If you don’t have time or money to hire, consider outsourcing or handing-off to business partners/affiliates with a referral revenue plan.

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

 

 

Why do employees continue to job-search?

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Why do employees continue to job-search?

(Even when they already have a good job)

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.

In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.

Two recent surveys found that a majority of full-time workers continue searching out job opportunities, usually online and often through social media. What are the pluses and potential pitfalls of continually being on the search?

My first recommendation to employers is to not take “continually searching” personally.  There are many reasons individuals window-shop.  People often droop over the newest sports-car or gadget.  But it doesn’t necessarily mean that they are unhappy with their current toys.

There are often many reasons for job-window-shopping:

1) If workers are not satisfied with their current work environment, they will continually look elsewhere.

The advantage to this is that many people can handle a ‘bad working environment’ as long as they see a light at the end of the tunnel (a potential new position in the horizon). Conduct frequent one-on-one meetings to understand what is lacking in your employees career development plans.

2) People are always curious. This is an advantage to everyone.  Employees should be encouraged to bring these new desires and new knowledge to their manager to see if there are appropriate jobs opportunities in your current company that fits.  Management would be prudent to hold frequent career development one-on-one meetings, so that they understand what their talented employees are looking forward to doing.

3) Excellent employees are always forward looking.  If the employee sees no ‘next step’ within their current company, they will look more seriously at their next step outside of their current company.  Management would be smart to continually outline attractive and progression job roles for their best employees.

4) People need to feel valued and want to be continually challenged in their area of passion.  At a certain professional level, it is not ‘money’ that satisfies.  The best employees are attracted toward an increase of mastery and autonomy in the areas that they are passionate about.  If management isn’t listening, they are likely to lose their most valuable employees — because it is the talented that walk and the weak that stay.

5) If management uses this opportunity to negatively affect the employee’s advancement opportunities, then management is short-sighted. The employee is doing exactly what they need to do to create the most effective and efficient match between what they want to do with their careers and what they are actually doing with their careers. The employee is acting responsibly. Management would be acting responsibly by listening and reviewing current company’s opportunities to better match their employee’s talents and passion.

Conclusions:

Don’t wait until the top-performers leave your company to figure this out.  If you don’t invest in your current employees’ career development, then you will be left with only low to mediocre performers (which makes your management job that much more difficult).

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

 

 

Do you risk hiring someone that is under-qualified?

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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.
In the recent interview with Steve Wynkoop (founder of SSWUG.org) we covered the “hiring” topic (don’t miss another professional newsletter tip—signup for the free newsletter here). This article covers the topic in more detail.
In today’s tight economy, many employers contemplate hiring under-qualified candidates at a lower rate.  Should you take on a promising employee that you know you’ll have to spend substantial time training, but could pay off? And if so, how do you identify such a candidate?

There’s a risk whenever you are hiring.  Even a very experienced employee can turn out to be a dud.  Most of us depend upon our gut feel and use your best judgment on any new hire.   There are a couple of things we can do to reduce our risk.

 Understand why you are hiring:

  • If you are hiring because you are having a spike in client requests and sales, then hiring someone that is not qualified is not the best solution.  The new person is not only unable to assist with the client requests right away – but other employees will be diverted from the client requests while they are training the new person.
  • When hiring someone under-qualified to save money and reduce your budget, you should also consider the salary/time of the other employees that are training the new person and the length of the learning curve.  Figure out the money you are losing during that learning curve.  If you can accommodate the temporary loss of production, than go for it.
  • If you are hiring the under-qualified person because they seem like a diamond in the rough, do not place them on a critical path role or project.  Do not create a bottleneck in your important project schedules.

 During the interview:

  • Ask Scenario-based, trouble-shooting questions like:  “You are given a task in an area that you are unfamiliar with – where would you start?”
  • Ask them to tell a story about how they actually accomplished a task in an area that they weren’t very accomplished in.
  • Ask them their career goals and professional development plans.
  • Discuss a probation period.  Outline expectations that within 3 months they will be doing xyz on their own, –outline performance expectations.  Agree to hire them at a lower rate, and increase after the probation period if you deem appropriate.
  • Make sure they have some secondary skills that you can take advantage of while they are training in their primary skills.  This way they are producing in an area – while they are learning another.

After hire:

  • Allocate a mentor or someone responsible for overseeing the new-hires progress.
  • Give the new-hire frequent feedback at your one-on-one manager meetings.
  • Make them responsible for the orientation and training materials during their training.  They learn better if they are the one documenting and keeping the training materials up to date.  Make the trainee responsible for the orientation and training materials during their training.  They learn better if they are the one documenting and augmenting the training materials.  Reduce the occurrence of them asking the same question twice.

 

Conclusions:

Don’t wait until the last minute to hire a candidate that requires training.  The delay caused by the inevitable learning curve places additional financial and morale strain at the workplace. Consider your natural business cycle with hiring.  Don’t place an unqualified trainee in the middle of the critical path. If you are hiring in a spike consider more qualified candidates.  If you are hiring during the slow season and are ramping up for your next  spike, then you have time to train someone less experienced.

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

 

 

Modifying the Pro and Con list to make better decisions.

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Most everyone is familiar with Pro and Con lists to help make a decision.  Often times the Pro and Con List does very little to clarify the decision – because – well – the reason you are creating the Pro/Con list is because it is a ‘close call’ to begin with.  We don’t go to the trouble of making a Pro and Con list on ‘no-brainers’.  Often times the pro and cons are pretty equal – making the decision still difficult.  Our mistake is that we stop at this point.  We don’t take the next step to reduce the impact of the “Cons”.

 

Use the Pro/Con/What if table instead.  List your Pros and Cons (like you would normally), then add a “What if” or “What needs to happen to reduce your discomfort of the Con”.   Once you have your matrix filled out, and then determine the probability and impact of each.  If you can’t think of any way to reduce the impact of the ‘Con’ – that adds clarity.  But most of the time we don’t take that step to think of things to improve your position.

Take the below example between a current job and a new job.  Once you have identified the “What Needs To Happen” – have a transparent and collaborative discussion with the hiring managers to see what is possible.

 

Pros Cons What needs to happen to  reduce discomfort of the Con

Job 1 – current
Enjoy the people and type of work $45/hr – underpaid Request $60-65/hour raise
Analytical, model and mathematical work that I enjoy Don’t have enough money to do much. Ask if there’s an opportunity to get paid for your articles, inventions and publications on your findings (in addition to the hourly rate)
Opportunity to set a standard and make a name for myself in this area Can’t enjoy my free time very much. Ask if there are any other things you can do for separate and added pay (i.e. referrals, sales leads, promote at trade shows, explicit things that will make the business money)
Opportunity to present papers on discoveries Can’t comfortably support my family obligations Find an alternative/added revenue stream (in addition to this hourly rate) external to this company.
Opportunity to define processes and lead policies
     

Job 2 – new opportunity
$85/hour Don’t know the folks. Will be working in isolation (not in a team). I work well both in a team and in isolation.   I can create opportunities to share my knowledge with co-workers through group discussions, lunch meetings, etc.  I can build working relationships outside of my specific task.
Easy work Have to accept without reading/signing a contract.  They want to know if I will accept before going to the trouble of a contract.  After I accept, I get a written contract to review and sign.  My fear is that after I accept and resign from other job—I find something in the contract that is not acceptable. If I want, I can accept job ‘now’, with the understanding that I still need to review and accept the written contract.  And you agree to start 2-weeks after you sign the contract. Then don’t you’re your resignation on old job until you have read the new job contract.
Will have enough money to do a few more things (including supporting my family). Not very exciting or challenging work. Ask if there are presentation opportunities within the company.
Will have some funds to enjoy my free time.  Will have some free time to enjoy. Ask if there are any opportunities (in this company) to set standards or procedures in the area that you are interested in.
Not a high pressure job.  No stress.  Have free time. Is there an outside activity that can fill the presentation, publication, and setting standards gap?  Is there another thing that gives me the same fulfillment or feeling?
Learn more about company and its other departments.  There may be other, more exciting project that you can get involved in as well.

 

Bottom line:  Taking the time to do a Pro and Con is critical; but sometimes it’s not enough.  Taking that extra step to find a solution to the Cons helps you better understand your next steps.

 

In my GoTo Academy: Tools for the GoTo Guy and Gal continuous online coaching series, I go into Time-boxing and the use of Parking Lot methods in detail.
If you are interested in more training in these areas, please signup for the continuing online coaching series.

 Subscribe to my weekly 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

Difference between managing and harassing behavior

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There is a 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?
  • 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?
While there may be a fine line between management and harassing, 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 and encourages calm, confident, and flexible leadership.
If management is confident that he/she can handle any situation that comes their way,  then there is no need to yell, scream or curse at any time.  Overreaction in this way tells more about employer’s ability then about the employee.
Inappropriate actions would include:
  • reprimanding an employee in front of his or her peers
  • blaming individuals or external environment for project status
  • requiring employees to consistently stay late to compensate for poor project management skills
  • 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.

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.

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

If you can drive, you can understand project managing.

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If you can drive, you can understand project managing.

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.
If you know how to drive, you already understand project management.  You may still not want to be a project manager, but at least you understand better their function and value.  In fact, project management and defensive driving have much in common.  Let’s look:

Road Expectations Project Management Equivalent
Traffic patterns and traffic rules Project ground rules, schedules, resources, budgets, etc
You cannot safely go faster than the car in front of your Critical path analysis and task dependencies
Everyone in your lane (even though they have a variety of destinations) really needs to be heading in the same direction Everyone on your team (even though they may have different motives) need to be heading in the same direction.
Car’s break lights are RED for a reason RED FLAGS on a project mean slow down; stop; and re-evaluate.
Motorist pull over for emergency vehicles Projects have recovery protocol charts and plans
Motorists merge temporarily into another lane to get around an accident. Project resources are temporarily redirected to past a blocking issue.
Traffic lights and signs are placed to control the traffic patterns and keep everyone in-synch and on time. Status reports and quality metrics are placed to keep everyone in-synch with the delivery schedule.
Motorists risk lives when they speed and ignore traffic rules. Employees risk the project schedule and create hostility in the team when they ignore the project rules.
Accidents and traffic tickets delay time to destination Defects and morale issues delay project delivery schedules
Optimal routes change depending upon road conditions, weather, traffic patterns, time of day traffic loads, and construction schedules. Projects often deviate from the original route because of various contributing factors such as: resource allocations, equipment failure, outsource/contract disputes, defects in components, scheduled maintenance and security upgrades, etc.
General motorist courtesy: slower traffic stays right, left lane reserved for passing only, leave enough space when you change lanes (no cutting off people), allow people to merge into your lane, etc. Project meetings have certain courtesy ground rules: No interruptions, allow everyone to speak their opinions, no arguing, allow the option to change direction (as long as the destination stays the same).
Yield the right of way Abide by the priority of the team goals (not just your own agenda).
Pedestrians have the right of way Keep the client perspective in mind at all times.  Project Managers need to also be a client advocate
Motorists encounter detours because of unexpected road constructions – but their final destination is the same. The natural flow of a project will have some detours – but the final destination always stays the same.
Getting angry at the non-moving traffic doesn’t make the traffic move any faster. Getting upset at the lack of visible project progress isn’t helping.  Either take constructive action or be confident that things will eventually move along.
Road rage Sometimes there is road rage in the boardroom or office meeting.  It’s as dangerous in the office as it is on the streets.
Texting while driving may cause something to be missed and end up in a fatality. Texting and multitasking in a project meeting will cause something to be missed and end in a delay in schedule.
Bridges ice first Project pieces not well grounded or rooted, are risky.  That is why you have Risk Analysis and Risk Management as part of the project manager’s toolbox.
Different cars handle differently on the road. All employees and resources are not the same.  You need to handle them individually.
Want more help?   Setup a one-on-one chat session or email consult with LauraRose@RoseCoaching.info

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What we can learn from Judge Judy.

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Back in the old days (when I was growing up), daytime television was composed of soap operas.  Today it’s slightly different.  Today there are a plethora of judge TV shows.

Is there anything we learn professionally from Judy Judy that we can use in our career advancement?

      ABSOLUTELY!

 

 

 

Some of the things are:

  • Most disputes stem from miscommunications
  • Document expectations to reduce miscommunication
  • Answer the questions being asked
  • People get pissed-off when they think you are hiding something

To avoid miscommunication:  Paraphrase everything you think they are saying back to them. This gives them the opportunity to correct you or agree with you. Ask them to repeat what you say to them. This gives you the opportunity to see if they heard what you meant to say.

Document expectations:  Write down your agreement to include measurable criteria , who is responsible for what, and reasonable time line. Also include consequences on any missed goals and deadlines.  Sign and date.  If you verbally alter agreement, then document the changes, sign and date.  (For more information on Change Management Strategies, contact LauraRose@RoseCoaching.info)

Answer the questions being asked: I recently asked a vendor about their status on my project XYZ. They quickly told me the status of their project ABC.  That was nice, but I was interested and asked about my project.    The deflection frustrated me and I had to ask again.

People get pissed-off when they think you are hiding something:  The above Q&A repeated once again, until I lost patience.  I imagined that they had not spent any time on my project; and didn’t have any status to report.  Since I had a signed contract that identified expectations, time frames and consequences,  I was able to discontinued their service without payment and found a better fit.

How can you re-use these lessons in your profession?

 

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