Last weekend I tackled a do-it-yourself home improvement project. This was a small project and some people I know (who are do-it-yourself types) told me it was easy. Switching out new faucet fixtures for the bathroom sink. Easy.... just turn off the water, remove the old fixtures, hook up the new fixtures.
First I picked out the new fixtures at a well known home improvement type retailer. I selected something that looked similar to what was already installed - figuring this would lead to better success. I also spoke to a store employee to make sure everything I would need was in the box, including instructions!
Next I proceeded to remove the old fixtures. Not easy - simply because things were stuck in their ways - through hard water deposits mostly. Still, borrowing my teenaged son for some strength and ability to brave the spiders under the sink, after more time than I had originally planned the old fixtures were all removed and the parts saved for using to hook up the new faucet.
Problem - not all faucet fixtures are standardized and the old parts don't necessarily work with the new. Okay, trip back to the hardware store for flexible tubing to replace old copper tubes. Then, of course another trip to the hardware store for different sized flexible tubing and plumbers putty. Then, well the new drain is 1/2" shorter than the old one - so trip to the hardware store for an extension - followed by another trip to the hardware store for something called a tail piece that is what I really needed instead of the extension.
So, six hours and four trips to the hardware store later.... nice new fixtures on the bathroom sink!
I'm sure this could lead to a great business-related analogy about change and preparedness, and flexibility, and growth through doing something new. And maybe I'll write about that next time.
Showing posts with label Management. Show all posts
Showing posts with label Management. Show all posts
Monday, September 14, 2009
Thursday, November 13, 2008
Stop Listening for Understanding
I have the problem that whenever I listen to someone I listen with a purpose in mind. I listen in order to understand what is the issue, problem or concern I need to solve or fix.
My second problem is that I actually understand people fairly well and catch on to what is the issue problem or concern very quickly. Then, I put on my problem solving hat and jump right to coming up with a solution.
This is a problem because, as a colleague of mine, Chris, recently pointed out to me - most people do not want me to fix their problems. Most people want to resolve their own problems. What they are looking for from me is to be heard and understood.
Chris suggested (hmmmm was he trying to fix my problem?) that I should stop listening for understanding. Instead I should listen until the person talking feels understood.
How could I possibly know what they feel? Chris pointed out that when a person feels they have been understood, they become more relaxed in appearance and tone of voice. They may sigh or show in their body position or face that they have finished talking. They may pause. At that point the person feels understood.
When someone feels understood they are ready to either solve their own problem, or if they truly do want help to solve the problem, they will ask for it: "So, what do you think I should do?" they may say.
For the last month I have been trying to catch myself listening for understanding and instead replace that behavior with listening until the person feels understood. I can't say I've been completely successful in shedding my old habits yet, however, I'm making progress and I think the people who I'm listening to are beginning to notice!
My second problem is that I actually understand people fairly well and catch on to what is the issue problem or concern very quickly. Then, I put on my problem solving hat and jump right to coming up with a solution.
This is a problem because, as a colleague of mine, Chris, recently pointed out to me - most people do not want me to fix their problems. Most people want to resolve their own problems. What they are looking for from me is to be heard and understood.
Chris suggested (hmmmm was he trying to fix my problem?) that I should stop listening for understanding. Instead I should listen until the person talking feels understood.
How could I possibly know what they feel? Chris pointed out that when a person feels they have been understood, they become more relaxed in appearance and tone of voice. They may sigh or show in their body position or face that they have finished talking. They may pause. At that point the person feels understood.
When someone feels understood they are ready to either solve their own problem, or if they truly do want help to solve the problem, they will ask for it: "So, what do you think I should do?" they may say.
For the last month I have been trying to catch myself listening for understanding and instead replace that behavior with listening until the person feels understood. I can't say I've been completely successful in shedding my old habits yet, however, I'm making progress and I think the people who I'm listening to are beginning to notice!
Friday, October 31, 2008
Coaching Conversations
I just got off the phone with a colleague I've known for several years, although we've never met in person and this colleague lives most of the way across the country from me. We spoke of the downturn in the economy, changes in our workload, aggravations of management that sometimes can be ambiguous and send mixed messages, and my colleague's eventual goal to reinvent himself after retirement.
When the phone conversation began, my colleague, whom I'll call Tom, sounded a bit tired and edgy. He'd had a stressful couple of weeks - mostly due to that oft-time aggravating situation of having ambiguous messages from company leadership or lack of clear support from the upper level management team. I've often seen professionals and mid-level managers who truly want to work hard and become fully engaged in their organization's success; however, there is an apparent lack of a clear and consistent vision or support from the leadership team. It's difficult to jump on board the organizational train if leadership either continuously changes direction, or management alternately hitches and unhitches cars from the train showing support at times and lack of support otherwise.
As my conversation with Tom wandered a little and he mentioned a potential new direction or link between his current work and something he'd like to be doing in the future, we discussed the link between employee discipline, employee relations, and labor relations - including the differences and similarities of these human resources focus areas. The more we talked the more that future possibilities seemed to have a positive potential. Tom's voice started to sound much more relaxed and comfortable. He was beginning to see that things would not always be the way they were looking today - and that his attitude would make all the difference between a positive or negative future outcome.
The call ended on a good note - with both of us feeling better and more energized than we would have felt without working through the conversation. I was reminded of why I enjoy sometimes taking a coaching role with family, friends, co-workers, employees, and colleagues half way across the country. Conversation can be a great mood enhancer and problem solving tool. Just as a computer and the internet are the technology of written communication - conversation is the technology of coaching.
When the phone conversation began, my colleague, whom I'll call Tom, sounded a bit tired and edgy. He'd had a stressful couple of weeks - mostly due to that oft-time aggravating situation of having ambiguous messages from company leadership or lack of clear support from the upper level management team. I've often seen professionals and mid-level managers who truly want to work hard and become fully engaged in their organization's success; however, there is an apparent lack of a clear and consistent vision or support from the leadership team. It's difficult to jump on board the organizational train if leadership either continuously changes direction, or management alternately hitches and unhitches cars from the train showing support at times and lack of support otherwise.
As my conversation with Tom wandered a little and he mentioned a potential new direction or link between his current work and something he'd like to be doing in the future, we discussed the link between employee discipline, employee relations, and labor relations - including the differences and similarities of these human resources focus areas. The more we talked the more that future possibilities seemed to have a positive potential. Tom's voice started to sound much more relaxed and comfortable. He was beginning to see that things would not always be the way they were looking today - and that his attitude would make all the difference between a positive or negative future outcome.
The call ended on a good note - with both of us feeling better and more energized than we would have felt without working through the conversation. I was reminded of why I enjoy sometimes taking a coaching role with family, friends, co-workers, employees, and colleagues half way across the country. Conversation can be a great mood enhancer and problem solving tool. Just as a computer and the internet are the technology of written communication - conversation is the technology of coaching.
Tuesday, October 14, 2008
Cleaning Out Closets
I think it must be contagious because even though I am not the most meticulous of housekeepers, lately I've been cleaning out closets - not just at home, but at work, and in my mind. The closets I'm cleaning don't all look like closets. Some are email inboxes, some are piles of papers to be filed, some are stacks of books on the garage floor, some are old habits that are not doing me any good.
Last week we had new flooring installed in our home. Prior to having this done it was necessary to move the furnishings into the garage - so that there was nothing left in the rooms. This week, with fresh new flooring in place, each room is a clean slate. Looking at the garage, I've started thinking of everything that needs to be moved back into the rooms - and more importantly of everything that does not need to be moved back. At least half of the things that I had stashed in closets, drawers, filing cabinets, and various nooks and crannies don't serve a useful purpose. They are there because "sometime" we "might" use them. I have just gotten my family's permission to not move everything back into place. Instead, we will move back only the items we need or use frequently. The others will go into two piles - one to be sold or given to others and one to be tossed in the trash or recycle bins.
It has been so refreshing to only move back in those things we need or use frequently.
So, the contagion has started to spread - I cleaned off my desk at work today; I deleted emails older than 6-months from the folders I had set up to store them "in case I might need to refer to them"; I took the inbox off of my credenza so that mail cannot pile up in it. That was very refreshing too.
Now, the contagion is beginning to spread to my co-workers and staff - they were talking in the office today about "fall cleaning" and the destruction of unnecessarily stored paperwork.
And, the contagion is beginning to spread to the less tangible. As I was putting some needed and useful items back on the shelves at home my mind began to wander to all those unneeded habits and routines that do not add anything to my life. I started thinking about how much more time I would have to spend with my family, friends, and activities I used to enjoy - if I just change a few things. Fall cleaning - indeed!
Last week we had new flooring installed in our home. Prior to having this done it was necessary to move the furnishings into the garage - so that there was nothing left in the rooms. This week, with fresh new flooring in place, each room is a clean slate. Looking at the garage, I've started thinking of everything that needs to be moved back into the rooms - and more importantly of everything that does not need to be moved back. At least half of the things that I had stashed in closets, drawers, filing cabinets, and various nooks and crannies don't serve a useful purpose. They are there because "sometime" we "might" use them. I have just gotten my family's permission to not move everything back into place. Instead, we will move back only the items we need or use frequently. The others will go into two piles - one to be sold or given to others and one to be tossed in the trash or recycle bins.
It has been so refreshing to only move back in those things we need or use frequently.
So, the contagion has started to spread - I cleaned off my desk at work today; I deleted emails older than 6-months from the folders I had set up to store them "in case I might need to refer to them"; I took the inbox off of my credenza so that mail cannot pile up in it. That was very refreshing too.
Now, the contagion is beginning to spread to my co-workers and staff - they were talking in the office today about "fall cleaning" and the destruction of unnecessarily stored paperwork.
And, the contagion is beginning to spread to the less tangible. As I was putting some needed and useful items back on the shelves at home my mind began to wander to all those unneeded habits and routines that do not add anything to my life. I started thinking about how much more time I would have to spend with my family, friends, and activities I used to enjoy - if I just change a few things. Fall cleaning - indeed!
Wednesday, October 8, 2008
Don't Panic! or Panic! which advise is right?
Over the last few weeks employees at my workplace have been contacting the human resources benefits office wondering what to do with their defined contribution retirement savings programs. There is no universal answer about what to do with 401K savings, invested in mutual funds, during a fluctuating and volatile market period. Also, as employers (not financial advisors), we are often reluctant to give advice in an area where we are not considered experts.
That said, employees will look to human resources and benefits professionals as experts regarding workplace investment programs such as 401K, 403b, or 457 type accounts. Speaking without knowing the facts, or remaining silent are both mistakes.
So, here are some possible words of wisdom from a friend of mine who is a financial professional and who has a calming demeanor:
"These past few weeks have been the most volatile and I have seen in my twelve year career in financial services. And, I have been handling numerous inquiries from participants as to what should be done. My message has remained: Stay the course / Don’t Buy High and Sell Low / If a mutual fund looked good at a share price of $20, it looks great at $14!
Here are some additional points made over the course of several discussions:
1) Think “long-term” … Most people have more than a decade and a half until they access the bulk of their retirement savings. Seeing that the market runs on 6.5 year cycles, there’s going to be at least two more “bull” markets in that time … ‘you gotta be in it to win it,’ per se.
2) Don’t rush to Bond Funds or the Plus Fund: With market conditions the way they are, you might not meet some retirement goals by staying invested in equities but, if you limit your potential returns, you definitely increase the likelihood that you will not meet retirement goals at all.
3) We will look back on this as the biggest buying opportunity in the history of the market. Everything is “on sale” and will probably continue to be so for the next year. Take advantage of low prices.
4) Don’t reduce your contribution, increase it. Yes, a primary use of an investment account is to increase wealth. However, qualified accounts such as 401K, 403b and 457 also provide a shelter from current taxes; lowering contributions will allow Uncle Sam to take more of your earnings. Plus … see #3 above!"
I thought those were words of good advice and passed them along to the employees where I work. Being silent sends a message that we don't care about the worries of our employees. Providing calming words of timeless advice from a calm, financial friend is a better option.
Let me know what you think - email sandra@skysthelimit-hr.com or take the quiz on this blog page!
That said, employees will look to human resources and benefits professionals as experts regarding workplace investment programs such as 401K, 403b, or 457 type accounts. Speaking without knowing the facts, or remaining silent are both mistakes.
So, here are some possible words of wisdom from a friend of mine who is a financial professional and who has a calming demeanor:
"These past few weeks have been the most volatile and I have seen in my twelve year career in financial services. And, I have been handling numerous inquiries from participants as to what should be done. My message has remained: Stay the course / Don’t Buy High and Sell Low / If a mutual fund looked good at a share price of $20, it looks great at $14!
Here are some additional points made over the course of several discussions:
1) Think “long-term” … Most people have more than a decade and a half until they access the bulk of their retirement savings. Seeing that the market runs on 6.5 year cycles, there’s going to be at least two more “bull” markets in that time … ‘you gotta be in it to win it,’ per se.
2) Don’t rush to Bond Funds or the Plus Fund: With market conditions the way they are, you might not meet some retirement goals by staying invested in equities but, if you limit your potential returns, you definitely increase the likelihood that you will not meet retirement goals at all.
3) We will look back on this as the biggest buying opportunity in the history of the market. Everything is “on sale” and will probably continue to be so for the next year. Take advantage of low prices.
4) Don’t reduce your contribution, increase it. Yes, a primary use of an investment account is to increase wealth. However, qualified accounts such as 401K, 403b and 457 also provide a shelter from current taxes; lowering contributions will allow Uncle Sam to take more of your earnings. Plus … see #3 above!"
I thought those were words of good advice and passed them along to the employees where I work. Being silent sends a message that we don't care about the worries of our employees. Providing calming words of timeless advice from a calm, financial friend is a better option.
Let me know what you think - email sandra@skysthelimit-hr.com or take the quiz on this blog page!
Thursday, September 18, 2008
Moment of Truth - for Management
In the last couple of years management circles have begun to discuss "moments of truth" in relationship to having those difficult conversations that are necessary for process improvement, growth and development. Being able to "handle the truth" (in the fashion of Jack Nichelson's character from the movie "A Few Good Men") is essential to being able to solve problems, put them behind you and move forward.
Knowing that people are becoming more and more familiar with the term "moment of truth", when faced recently with a communication issue that had left hurt feelings within my staff members, and me questioning my own abilities, I requested a moment of truth conversation with my boss.
By specifically using the moment of truth phrase, my boss was alerted to the fact that the conversation might be a difficult one to "handle", but that it would be necessary to resolve a problem or make improvement. He was immediately prepared to not be evasive or defensive, but to listen to the problem and seek solutions.
The isssue to discuss boiled down to a breakdown in communications from the boss's office to my department and staff members. Due to the breakdown, my staff had hurt feelings and a perception that my boss did not trust them or our department. Luckily, due to using the moments of truth phrase to preface raising this issue, our focus was on problem resolution - not on blaming, evading, or covering up. It worked very well and I left the office that evening feeling better than ever about my work and my confidence in not only my job, but my staff. I couldn't wait to talk with the staff members the next day to share the moment of truth experience with them so that they could be a part of developing the solution.
I'd love to hear your comments or experiences in similar situations - let me know at sandra@skysthelimit-hr.com or by comment to this blog.
Knowing that people are becoming more and more familiar with the term "moment of truth", when faced recently with a communication issue that had left hurt feelings within my staff members, and me questioning my own abilities, I requested a moment of truth conversation with my boss.
By specifically using the moment of truth phrase, my boss was alerted to the fact that the conversation might be a difficult one to "handle", but that it would be necessary to resolve a problem or make improvement. He was immediately prepared to not be evasive or defensive, but to listen to the problem and seek solutions.
The isssue to discuss boiled down to a breakdown in communications from the boss's office to my department and staff members. Due to the breakdown, my staff had hurt feelings and a perception that my boss did not trust them or our department. Luckily, due to using the moments of truth phrase to preface raising this issue, our focus was on problem resolution - not on blaming, evading, or covering up. It worked very well and I left the office that evening feeling better than ever about my work and my confidence in not only my job, but my staff. I couldn't wait to talk with the staff members the next day to share the moment of truth experience with them so that they could be a part of developing the solution.
I'd love to hear your comments or experiences in similar situations - let me know at sandra@skysthelimit-hr.com or by comment to this blog.
Wednesday, September 17, 2008
Regaining Trust
When I accepted a new position a little over two years ago, a few things happened that inadvertantly eroded some trust between me and one of my directly reporting employees. While the management position I now occupied had been vacant, this professional level employee took the position on an interim basis. Additionally, she and the previous manager had gotten along very well and had a personal friendship.
I came in and while we got along well, during the first six months or so on the job I found several compliance issues had been neglected by my predecessor - and presumably by this professional level employee as well. When I asked her about the history of the neglected, yet required programs, she was understandably embarassed not to have been aware of the compliance requirements.
I did not blame her for the shortcomings, because she did not know about them. However, I also took it upon myself to develop and implement the solutions to the problems, without involving this employee. I'm sure she felt marginalized, however I had become so absorbed in the problem-solving and the tasks of putting the new programs in place, that I was thoughtless in not noticing her feelings.
She retreated to lower level functional activities that did not require a lot of judgment, analysis or risk-taking. I encouraged her with my words to take more risks, engage in creative and innovative actions, and my words told her she was empowered to move forward. However, the marginalizing actions of my first year on the job spoke louder to her than my words.
Lately I've been giving some thought to how to regain the trust with this employee and how to once again let her know I believe in her professional judgement and want her to become engaged in the work again. I'd love to hear your words of advice or stories of similar situations and how you were able to repair them and once again provide motivation to your top talent.
Email me at sandra@skysthelimit-hr.com with your thoughts - or simply comment right here!
Cheers,
Sandra
I came in and while we got along well, during the first six months or so on the job I found several compliance issues had been neglected by my predecessor - and presumably by this professional level employee as well. When I asked her about the history of the neglected, yet required programs, she was understandably embarassed not to have been aware of the compliance requirements.
I did not blame her for the shortcomings, because she did not know about them. However, I also took it upon myself to develop and implement the solutions to the problems, without involving this employee. I'm sure she felt marginalized, however I had become so absorbed in the problem-solving and the tasks of putting the new programs in place, that I was thoughtless in not noticing her feelings.
She retreated to lower level functional activities that did not require a lot of judgment, analysis or risk-taking. I encouraged her with my words to take more risks, engage in creative and innovative actions, and my words told her she was empowered to move forward. However, the marginalizing actions of my first year on the job spoke louder to her than my words.
Lately I've been giving some thought to how to regain the trust with this employee and how to once again let her know I believe in her professional judgement and want her to become engaged in the work again. I'd love to hear your words of advice or stories of similar situations and how you were able to repair them and once again provide motivation to your top talent.
Email me at sandra@skysthelimit-hr.com with your thoughts - or simply comment right here!
Cheers,
Sandra
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