This phrase has been floating around in my brain for the last couple of days. Ever heard of a Human Memo? Have you ever met one? It might be helpful if I provided you with a definition or a description to help you identify one!
These are managers who don't like to interact with other employees. They keep contact to an absolute, bare minimum. The Human Memo only comes out of his/her office when there is a need to communicate a task to the subordinate. But in the course of that communication, there is no interaction on a personal level. Reminds me a bit of the groundhog who only comes out of his hole on groundhog day and runs back when he sees his shadow. Oops, sorry. I'm rambling here.
I had the brief "pleasure" (and I use that term lightly) to work with an individual that I believe was truly an example of a Human Memo. She came into the office 1-2 hours after everyone else in the morning. She used the side entrance to avoid people. She never said "good morning." She didn't talk to people in the hallways. She provided no acknowledgement of their presence, no eye contact, nod, hand gesture. Nothing. She barely, if ever, met with members of her own staff. She limited her interaction to those individuals she viewed as her peers.
As an executive member of the organization, her actions left a lot to be desired. According to the owner, the manager just didn't like confrontation. Confrontation? Strange word to use. How about "interaction?"
I'm not beating on managers. Really. I promise. But I can't stress how important it is to have good managers. Their interaction with employees, and the quality of that interaction, is extremely important to employee satisfaction and the overall success of the business. One study indicates that 50% of work-life satisfaction is determined by the relationship a worker has with his/her boss.
With the manager above, the organization suffered 100% turnover in her department. Not once, but twice during a 4 month period. The organization has yet to recognized the link between the manager and the turnover.
Remember, a managers relationship with employees is key to employee satisfaction and decision to leave, or stay!
Tuesday, July 12, 2011
Sunday, July 10, 2011
What Is A Good Manager?
Previously I discussed the book "The No Asshole Rule. Building a Civilized Workplace and Surviving One That Isn't." It's a great read and a book that I suggest every manager should read, re-read and read yet again. I mean, let's face it. A good manager makes an organization run smooth. And if you're a poor manager. . . . well, you get it.
From my perspective, a good manager should:
- Communicate openly and with candor
- Have the ability to motivate people
- Be able to delegate and therefore focus on their own job
- Have an open door policy and be approachable
- Let people make mistakes and let them learn from them
- Treat employees equally, equality is a practice promoted by a good manager
- Help employees learn and grow
- Empower employees
- Have a high level of integrity and lead by example
A Gallup poll suggests that good manager / employee relationships rest on four foundations. Gallup found that teams rating their managers highly in these four areas also scored highly on productivity and profitability. Employees would like:
- Managers who show care, interest and concern for their staff
- To know what is expected of them
- A role which fits their abilities
- Positive feedback and recognition regularly for work well done
In closing, take the time to continually evaluate the effectiveness of your managers. Ensure they function well in their positions. Provide them with annual training, coaching, growth seminars and even self-improvement books. You have everything to gain!
From my perspective, a good manager should:
- Communicate openly and with candor
- Have the ability to motivate people
- Be able to delegate and therefore focus on their own job
- Have an open door policy and be approachable
- Let people make mistakes and let them learn from them
- Treat employees equally, equality is a practice promoted by a good manager
- Help employees learn and grow
- Empower employees
- Have a high level of integrity and lead by example
A Gallup poll suggests that good manager / employee relationships rest on four foundations. Gallup found that teams rating their managers highly in these four areas also scored highly on productivity and profitability. Employees would like:
- Managers who show care, interest and concern for their staff
- To know what is expected of them
- A role which fits their abilities
- Positive feedback and recognition regularly for work well done
In closing, take the time to continually evaluate the effectiveness of your managers. Ensure they function well in their positions. Provide them with annual training, coaching, growth seminars and even self-improvement books. You have everything to gain!
Friday, July 8, 2011
How to Work With Your Boss
Dealing with Different Management Styles.
This simple little article appeared in Living Magazine in June. It was so direct, and to the point, that I felt it was worth sharing.
"Bosses" come in different types. Here are a few.
Authority: Considers her word law; tolerates few complaints.
Hints for coping: Avoid all defensiveness; do the best you can. Always acknowledge the manager's expertise.
Director: Stays fully in charge, but open to input.
Hints: Don't rush ahead with ideas; explain to your manager, in advance, why they will work.
Delegator: Knows which tasks to assign to whom. Keeps direct supervision to a minimum.
Hints: Have the same confidence in yourself your manager has in you. Wherever possible, solve problems yourself.
Team Player: Runs his office like a democracy, regularly soliciting input.
Hints: Be a "team player" yourself; ignoring coworkers is as bad as antagonizing them. Show initiative and energy.
Absentee: Stays behind shut doors; delivers instructions, when she must, by messenger.
Hints: Treat your manager's gatekeepers (and key influencers) with friendly respect.
I feel that the manager types Authority and Absentee appear a bit negative. Hey wait, they were identified specifically as women. Is this a gender thing again? Where's the editor? We need to talk!
This simple little article appeared in Living Magazine in June. It was so direct, and to the point, that I felt it was worth sharing.
"Bosses" come in different types. Here are a few.
Authority: Considers her word law; tolerates few complaints.
Hints for coping: Avoid all defensiveness; do the best you can. Always acknowledge the manager's expertise.
Director: Stays fully in charge, but open to input.
Hints: Don't rush ahead with ideas; explain to your manager, in advance, why they will work.
Delegator: Knows which tasks to assign to whom. Keeps direct supervision to a minimum.
Hints: Have the same confidence in yourself your manager has in you. Wherever possible, solve problems yourself.
Team Player: Runs his office like a democracy, regularly soliciting input.
Hints: Be a "team player" yourself; ignoring coworkers is as bad as antagonizing them. Show initiative and energy.
Absentee: Stays behind shut doors; delivers instructions, when she must, by messenger.
Hints: Treat your manager's gatekeepers (and key influencers) with friendly respect.
I feel that the manager types Authority and Absentee appear a bit negative. Hey wait, they were identified specifically as women. Is this a gender thing again? Where's the editor? We need to talk!
Wednesday, July 6, 2011
Q12: 12 Questions to Measure Employee Engagement
Is Employee Engagement important?
In a Deloitte survey asking employees about factors that would cause them to stay at or leave their current organization, 25% of the employees cited non-financial recognition from their supervisors or managers as a reason to stay. However, 20% cited the lack of this recognition as a reason to leave.
In a 2008 study by global consulting firm BlessingWhite, electronics retailer Best Buy reported that stores in which employee engagement increased by a mere tenth of a point on a five point scale typically see a $100,000 increase in sales for the year.
With all of the above being said, Yes, employee engagement is important.
Back a few years ago, The Gallup Organization created a system to measure employee engagement. As a result of multiple focus groups and interviews, Gallup developed the Q12, a 12 question survey. Each of the 12 questions is rated on a 5 point scale and falls into one of the below four categories. The Q12 database, with over 5 million responses, is perhaps one of the largest (if not the largest) employee benchmarks available.
Basic Needs: 2 questions
Management Support: 4 questions
Teamwork: 4 questions
Growth: 2 questions
Q12
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your fellow employees committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?
In closing, engaged employees feel valued and are willing to put forth their best efforts, thoughts and initiatives. Engaged employees drive performance for the company. Are your employees engaged?
In a Deloitte survey asking employees about factors that would cause them to stay at or leave their current organization, 25% of the employees cited non-financial recognition from their supervisors or managers as a reason to stay. However, 20% cited the lack of this recognition as a reason to leave.
In a 2008 study by global consulting firm BlessingWhite, electronics retailer Best Buy reported that stores in which employee engagement increased by a mere tenth of a point on a five point scale typically see a $100,000 increase in sales for the year.
With all of the above being said, Yes, employee engagement is important.
Back a few years ago, The Gallup Organization created a system to measure employee engagement. As a result of multiple focus groups and interviews, Gallup developed the Q12, a 12 question survey. Each of the 12 questions is rated on a 5 point scale and falls into one of the below four categories. The Q12 database, with over 5 million responses, is perhaps one of the largest (if not the largest) employee benchmarks available.
Basic Needs: 2 questions
Management Support: 4 questions
Teamwork: 4 questions
Growth: 2 questions
Q12
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your fellow employees committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?
In closing, engaged employees feel valued and are willing to put forth their best efforts, thoughts and initiatives. Engaged employees drive performance for the company. Are your employees engaged?
Thursday, June 30, 2011
What We Have Here Is A Failure To Communicate
Communication has always been a hot topic for me. It always will be. Recently an acquaintance asked for input to a situation she was struggling with. She asked the question, "Why is it that when a woman is assertive she is considered a bitch?" Good question.
With that question asked, let's look at "gender" privilege for a moment. Why is it that a man can speak more forcefully and yet a woman is not afforded the same privilege? Oftentimes the woman will be labeled as pushy, abrasive or a bitch. How can a woman be strong and assertive, and yet avoid creating a negative or poor reputation for herself? Are women being stereotyped? Yes, in some instances they are and it's unfortunate. Is there privilege associated with speaking forcefully?
In a 2009 Psychology Today article titled "Assertive or Aggressive - Are Men Assertive and Woman Aggressive?" Gabriela Cora states "This is the quintessential question. We tend to say a man is aggressive when he's about to strike at his opponent's jugular while many refer to women who assert themselves as aggressive, instead. Is this a double standard?"
Stereotyping and gender privilege aside, let's talk about communication styles. A thin line exists between being assertive and being aggressive. Assertiveness is the ability to express our desires and opinions in a FIRM YET RESPECTFUL manner. Aggressiveness is FORCING your thoughts and ideas on another person in a bullying manner. Unfortunately, some people view assertiveness and aggressiveness as the same.
Assertiveness is firm, but polite.
Speak in courteous, conversational tone.
Friendly eye contact.
Open and relaxed body language
Considers others feelings
Participative group behavior
Aggressiveness is firm, but impolite.
Speaking using loud, intrusive tones.
Glares
Rigid body language
Considers self only
Controlling group behavior
Often people think they are acting assertively when they are really acting aggressively. That mistake is often accidental. People are simply trying to have their needs met.
Remember, being assertive isn't the same as being rude. It's about letting people know what you need, and what work needs to be done, in a direct way. Workplaces are a melting pot of communication styles and personalities. Miscommunication can happen quickly and easily. As a woman (or a man) we need to be aware of how we communicate. We need to modify our message to our target audience or to the culture of our organization.
Patience must be developed, human nature must be considered. There must always be a space between listening and reacting.
With that question asked, let's look at "gender" privilege for a moment. Why is it that a man can speak more forcefully and yet a woman is not afforded the same privilege? Oftentimes the woman will be labeled as pushy, abrasive or a bitch. How can a woman be strong and assertive, and yet avoid creating a negative or poor reputation for herself? Are women being stereotyped? Yes, in some instances they are and it's unfortunate. Is there privilege associated with speaking forcefully?
In a 2009 Psychology Today article titled "Assertive or Aggressive - Are Men Assertive and Woman Aggressive?" Gabriela Cora states "This is the quintessential question. We tend to say a man is aggressive when he's about to strike at his opponent's jugular while many refer to women who assert themselves as aggressive, instead. Is this a double standard?"
Stereotyping and gender privilege aside, let's talk about communication styles. A thin line exists between being assertive and being aggressive. Assertiveness is the ability to express our desires and opinions in a FIRM YET RESPECTFUL manner. Aggressiveness is FORCING your thoughts and ideas on another person in a bullying manner. Unfortunately, some people view assertiveness and aggressiveness as the same.
Assertiveness is firm, but polite.
Speak in courteous, conversational tone.
Friendly eye contact.
Open and relaxed body language
Considers others feelings
Participative group behavior
Aggressiveness is firm, but impolite.
Speaking using loud, intrusive tones.
Glares
Rigid body language
Considers self only
Controlling group behavior
Often people think they are acting assertively when they are really acting aggressively. That mistake is often accidental. People are simply trying to have their needs met.
Remember, being assertive isn't the same as being rude. It's about letting people know what you need, and what work needs to be done, in a direct way. Workplaces are a melting pot of communication styles and personalities. Miscommunication can happen quickly and easily. As a woman (or a man) we need to be aware of how we communicate. We need to modify our message to our target audience or to the culture of our organization.
Patience must be developed, human nature must be considered. There must always be a space between listening and reacting.
Friday, June 24, 2011
Interns: Paid or Unpaid?
Summer has arrived and companies everywhere are looking for interns. When hiring interns, how do companies know if they have hired a true intern or an employee who should be, at least, receiving minimum wage?
The Fair Labor Standards Act requires that employees be paid at least minimum wage for all hours worked. The FLSA excludes from coverage those persons who work for another for their own advantage such as an unpaid internship. The DOL has developed a six factor test for determining whether an internship qualifies for unpaid status. The factors include:
1. Whether the internship, even though including actual operation of the facilities of the employer, is similar to training which would be given in an educational environment;
2. Whether the internship experience is for the benefit of the intern;
3. Whether the intern displaces regular employees, and works under close supervision of existing staff;
4. Whether the employer providing the training derives no immediate advantage from the activities of the intern; and on occasion its operations may actually be impeded;
5. Whether the intern is entitled to a job at the conclusion of the internship;
6. Whether the intern understands that he is not entitled to wages for the time spent on the internship.
If the internship meets all six factors, it may qualify for unpaid status. However, the DOL takes a very narrow view of this exemption and believes that very few "for profit" employers can properly offer these programs. The DOL has published a Fact Sheet on Internship Programs under the FLSA.
To be compliant, the focus of an internship program should be mentoring and exposing interns to real-life experience versus having them produce a certain amount of work.
The Fair Labor Standards Act requires that employees be paid at least minimum wage for all hours worked. The FLSA excludes from coverage those persons who work for another for their own advantage such as an unpaid internship. The DOL has developed a six factor test for determining whether an internship qualifies for unpaid status. The factors include:
1. Whether the internship, even though including actual operation of the facilities of the employer, is similar to training which would be given in an educational environment;
2. Whether the internship experience is for the benefit of the intern;
3. Whether the intern displaces regular employees, and works under close supervision of existing staff;
4. Whether the employer providing the training derives no immediate advantage from the activities of the intern; and on occasion its operations may actually be impeded;
5. Whether the intern is entitled to a job at the conclusion of the internship;
6. Whether the intern understands that he is not entitled to wages for the time spent on the internship.
If the internship meets all six factors, it may qualify for unpaid status. However, the DOL takes a very narrow view of this exemption and believes that very few "for profit" employers can properly offer these programs. The DOL has published a Fact Sheet on Internship Programs under the FLSA.
To be compliant, the focus of an internship program should be mentoring and exposing interns to real-life experience versus having them produce a certain amount of work.
Tuesday, June 21, 2011
Different Probation Periods for Different Employees?
Can a manager set different probation periods for different employees? Or is it discrimination?
Here's a situation a lot of HR managers face:
You have two low-performing employees. One is white and the other is non-white. You and their managers want to place the employees on a Performance Improvement Plan ("PIP"). While on a PIP the employees have a set amount of time, 90 days for instance, in which to correct any performance (or other) issues.
The manager of the white employee wants to give the employee the full 90 days. The manager of the non-white employee decides, prior to the end of the 90 days, to terminate the employee.
Is this discrimination?
This is a difficult situation. To avoid charges of discrimination, here's a bit of guidance:
1. You're okay if, when deciding on probation periods, you set different ones for different employees. Not all employees are the same and you may have good business reasons for setting different periods. For example, it may be crucial for an employee to get up to speed quickly on an urgent project, while progress by the second employee may not be so urgent.
2. Even if you set the same time frame on the PIPs, you're not stuck with them IF you stipulate in the PIP that lack of progress on the part of the employee can cause the time to be cut short. As a manager, if during a 90 day PIP you see little progress after 60 days and you recommend termination, ensure that information is clearly spelled out in the PIP paperwork.
Here's a situation a lot of HR managers face:
You have two low-performing employees. One is white and the other is non-white. You and their managers want to place the employees on a Performance Improvement Plan ("PIP"). While on a PIP the employees have a set amount of time, 90 days for instance, in which to correct any performance (or other) issues.
The manager of the white employee wants to give the employee the full 90 days. The manager of the non-white employee decides, prior to the end of the 90 days, to terminate the employee.
Is this discrimination?
This is a difficult situation. To avoid charges of discrimination, here's a bit of guidance:
1. You're okay if, when deciding on probation periods, you set different ones for different employees. Not all employees are the same and you may have good business reasons for setting different periods. For example, it may be crucial for an employee to get up to speed quickly on an urgent project, while progress by the second employee may not be so urgent.
2. Even if you set the same time frame on the PIPs, you're not stuck with them IF you stipulate in the PIP that lack of progress on the part of the employee can cause the time to be cut short. As a manager, if during a 90 day PIP you see little progress after 60 days and you recommend termination, ensure that information is clearly spelled out in the PIP paperwork.
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