Play nice with vicious co-worker

November 20, 2012

Q: I’m so furious at my colleague who threw me under the bus in front of my entire team. We have to present together to our client next week. How can I work with him when all I want to do is drive over him?

A: Sacrificing a colleague is a cheap temporary solution when the bus is heading directly for him. A convenient scapegoat deflects attention from their mistakes. Running scared creates reactive, short sighted and hurtful actions.

Retaliating may feel better in the short term, but a pedestrian rarely wins when he goes head to head with a bus. It just creates more carnage.

Instead, retreat and nurse your ego until your emotions are no longer clouding your judgment. Replay the situation and identify what you can take responsibility for in the situation.

There is always something. What did you do or not do that allowed you to be cast in a bad light? Find some truth – even if it is only two per cent – in the person’s accusation. As painful as this may be, the self reflection can be a catalyst for huge learning.

Now you have found a starting point to clear the air between you. Take the leader role and book a meeting with your colleague. Open with stepping up and owning your part in the unintended impact. Share what you learned from the situation and what steps you will take to avoid a recurrence. Request his assistance and support.  This can create an opening for your colleague to take responsibility for their actions.  Discuss how you could both work together next time in a way that respects both of your needs.

The bystanders are still watching to see if the runaway bus could take them out, too. Your responsiveness can reinstate the team’s trust and confidence in you and your leadership.

Originally published in The Province, Nov. 18, 2012.

Taking high road pays off in the end

September 13, 2012

Q: I was wrongfully blasted by my boss in front of my entire team. I was so blindsided that I couldn’t even respond. I’m sure I’ve lost all credibility and want to know if there’s any way to recover.

A: You probably feel like you have nowhere to go except out the door right now. However, your silence probably saved you. A public outburst or retort against someone of higher rank can be corporate suicide.

Choosing the high road versus defending the indefensible in the moment pays dividends.

The exchange revealed not just your character but that of your boss under pressure. It is not a weakness to stand in the tornado without acquiescing to your emotions or retaliating.

Demonstrating self-control shows self-discipline, inner resolve and emotional intelligence.

Leaders who manage their impulsivity create an environment of trust, comfort and fairness. One study showed that executives promoted to CEO demonstrated seven times more emotional self management than those who were passed over.

Your team is unlikely to come to your rescue. However, don’t interpret their self preservation as abandoning you.

They are watching you closely. What kind of leader do you want to be viewed as? It is entirely possible to turn a slap in the face into a powerful victory by being viewed as calm, fair and honourable.

Focus your energy on the issue at hand rather than taking the attack personally. Look beyond the boss’s behaviour and determine the underlying trigger for the outburst.

Detach from your reaction before responding so you will be calm and objective as you determine your desired outcome.

Set up a private one-on-one to understand the boss’ perspective, clear the air and set the record straight.

Following these steps could avert being the boss’s future scapegoat when he loses control.

Originally published in The Province, September 9, 2012

Managers need to buffer staff from stress

May 14, 2012

Q: Our region has been understaffed and over-worked for almost 18 months due to output demands and a head count freeze. My staff is burned out, tempers are flaring and productivity is dropping. How can I reduce the stress when I can’t hire?

A: The high price of stress includes errors in judgment, interpersonal conflicts, increased com-plaints and absenteeism.

Stress caused by organizational issues or poor leader-ship decisions can be mitigated by ensuring staff perceive their work as meaningful and valuable.

Managers may unknowingly contribute to employees’ stress by treating all assignments as urgent and pressure employees to meet unnecessary deadlines.

Recognize the volume and intensity of the work-loads. Multiple assignments increase stress. Set realistic expectations and deadlines. Prioritize and provide clear instructions so staff can make effective choices. Stream-line or eliminate extraneous steps.

Micromanaging also causes undue stress, as staff feels controlled and stifled. Develop employees’ skills and abilities so they work independently to achieve their own success. Assign tasks and responsibilities that play to employees’ strengths. Recognize their accomplishments.

Studies show that the leader’s energy is contagious. Humour and fun increase positivity. Managers who take their jobs and themselves too seriously risk depleting their workforce.

Encourage staff to take lunch and breaks to recharge and connect with colleagues. Flexible hours or telecom-muting gives employees autonomy. Time off enables them to return refreshed and more motivated. With-out any vacations, staff will begin performing worse and working more slowly.

Invite staff to face-to-face meetings to discuss and dif-fuse conflicts. Validating their viewpoints serves as a safety valve to vent their fear, frustration and concerns. Man-agers must also buffer their staff from the stress produced by those higher in the chain of command.

Managers who communicate with their staff fairly, openly and honestly can preserve a cohesive productive workplace.

Originally printed in The Province, May 13, 2012.

Try handling with care

May 9, 2011

Q: Due to economics, I am forced to revoke some employee benefits. My HR director says I should inform staff first. To me that’s pointless since they have no say in the matter and that would lead them to think they did. I believe it is better to play it low key and let them discover it for themselves. Who’s right?

A: Employees understand leaders are charged with making decisions they won’t necessarily agree with or support. Anger and resistance are natural responses to change. The only hope of getting staff on board is to communicate with them early and often.

Begin your message with empathy. Imagine a perk being taken away from you without being informed. Wouldn’t you feel disrespected and cheated? What would you want to hear?

What if you were told up front of the company’s challenging situation and how circumstances are forcing a difficult decision? You still wouldn’t like it, but you would be more likely to accept it.

Expose your thought process, the tough questions you asked yourself and how you wrestled with hard choices. This demonstrates that you didn’t take this lightly. Articulate three sound and compelling business reasons for making the change. Your explanations should address their likely questions so it reduces their fear, insecurity and objections. Hard news takes time absorb.

Staff want to hear the implications for them. Give them clear and specific information about what will be the same or different. Providing a forum to ask questions, express their concerns, opinions and feelings will clear the way to move forward faster, easier and with less resistance. Finally, offer them roles in the change because people support what they create.

Originally published in The Province, May 8, 2011.

New exec tip: take it slow

November 29, 2010

Q: I am the first woman in my organization to be promoted to the executive team. I’m putting a lot of pressure on myself to perform. How can I create a powerful presence so that my perspectives and leadership style will be accepted?

A: First there’s no need to prove yourself. A 19-year study showed that 25 of the top Fortune 500 firms that promoted women into the executive suite were 20-80 per cent more profitable than the medium firms in their industries.

New members provide the team with a valuable point of view that can provide more sound decision-making for a homogeneous team. As part of this team, you are responsible to bring your unique perspective to the table so that it’s heard and considered even though it may not be accepted and adopted.

One of the biggest challenges for any new executive is to step into your new identity so it matches your new role-including viewing corporate issues strategically now instead of tactically. Believing you belong on the team is key since your attitude impacts how you are perceived. If you feel you are fighting to represent an unpopular viewpoint you may come across as defensive. How can you lead so others will follow?

Before rushing to establish your executive presence on the team, assess and manage the relationships. What are the member’s unique drivers, strengths and styles and how are they leveraged on the team? How do members come to agreement on issues? How do they raise and resolve difficult issues?

Collaborate in areas you are already aligned demonstrating your strengths and forging alliances. Credibility and trust take time to develop. Like you, the team needs time to adapt. Enjoy the challenge — you’ve earned it.

Originally published in The Province, November 28, 2010.