Month: February 2021

Is Your Workplace Dysfunctional? What You Should Do

TOXIC CULTURES: I hear a lot about “toxic cultures” when I receive a request from a new client. Leaders may believe that a few “rotten apples” are creating problems and want us to fix them; staff may view the leadership as ineffectual, dishonest and/or out of touch with the troops in the trenches.

DYSFUNCTIONAL? The Urban Dictionary has several different definitions of dysfunctional, some of which would be inappropriate for most workplaces as well as this Monday Memo! The leading one is: “To be very bad at something. Usually pertaining to sports.”

I also found this one to be useful: “Failure to grasp the consequences of a poorly thought-out decision.”

BUT THE PROBLEM IS… Generic labels about what’s dysfunctional are not useful. We can’t really fix a label; we can only fix observable behavior. When I ask clients to drill down on what they mean when they use the word “dysfunctional”, they frequently describe the same behaviors: 1) poor conflict management skills – avoiding conflict, gossiping to third parties not involved in the issue, or hurling aggressive words or actions at their adversaries; 2) poor decision-making tools and strategies; and 3) subtle kinds of bias or harassment.

Based on the work I have done with my clients and research on even the most successful organizations, most workplaces are at least somewhat “dysfunctional”. Why? Because organizations are made up of imperfect human leaders trying to lead other imperfect human beings and everyone in the system makes human errors.

What Should You Do?

FOCUS ON BEHAVIOR: As leaders or staff, we are rarely able to change labels. What we can do is influence — and perhaps change — behaviors. Labeling your organization or team is rarely helpful. Instead, describe observable behaviors that you believe need to change and the impact these behaviors has on the success of the team or organization. If there are no correlations between the behavior and the team or organizational success, stop!

SHINE A LIGHT: After you have described the behavior that’s not working, provide detailed behavioral descriptions of what behavior DOES work.

For more suggestions about encouraging behavior change, go to www.workplacesthatwork.com/resources/monday-memo-archives/

What Do You Think?

Do you believe you work for a dysfunctional organization?  Contact us at: 303-216-1020 or Lynne@workplacesthatwork.com

Did You Know?

We continue to provide engaging education about these and other topics – live and online.

Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Coaching and webinars on these and other management and leadership topics can all be delivered virtually.

__________________________________________________________________________________________

Read Lynne’s book “The Power of a Good Fight” and learn to embrace conflict to drive productivity, creativity and innovation

Cancel Culture: Myth or Fact and Should You Care?

THE DEBATE: There is a lot of blather these days about “cancel culture”, the idea that certain people are banned from social media or even the workplace because of things they have done or said that others perceive as harassing, discriminatory or insulting. Based on my research, however, the concern that anyone has been unfairly muzzled is vastly overstated.

THE LATEST: Bachelor Host Chris Harrison, during the 25th season of the popular Bachelor franchise and the first to host a black star, defended a contestant’s history of racially questionable actions.

Specifically, the contestant was seen online at an Antebellum party in 2018, a racially insensitive celebration of the old South. After the ensuing uproar, Harrison consulted with his bosses and “stepped aside” for an undisclosed period.

WHY DO WE CARE? Some people have argued that the so called “cancel culture” is an over-reaction to everyday slights and that those who are upset are too sensitive or too “politically correct”. My own view is that we should speak out against behavior – not attitudes or opinions – but observable behavior that is simply incorrect in a civilized workplace. What people say at public venues – short of yelling fire in a crowded theater, encouraging violence or hate speech delivered as a part of another crime – should be allowed to flourish as a part of free speech.

As I have written before, in TO REVIEW: You Do Know That This is Not Okay? | (workplacesthatwork.com) what people say in the workplace is another matter. People have a right to feel safe and comfortable at work, to be able to get their work done. That is why we call it work after all. If their co-workers are mouthing or exhibiting unacceptable discriminatory or harassing language or behaving in a harassing or discriminatory manner, the targets may find it difficult to work. Just as filthy or unsafe air can pollute a workplace environment, so can unacceptable speech or behavior.

What Should You Do?

DON’T BE DISTRACTED: If you are a leader, you have a responsibility to provide a workplace that is free from discrimination or harassment. Do not be distracted by those who grumble about the red herring of cancel culture or political correctness.

WHAT’S CORRECT? What is correct in any given workplace will vary, of course, but use the law, your policies, and your values as a guide. People who refuse to abide by respect for their co-workers that is embedded in those three guides need to be corrected and – if they refuse to shape up – moved out of the organization.

EDUCATE: Your first line of defense as a leader should always be education – of yourself and your associates. People do not always understand diversity, equity, and inclusion issues, and it is up to you to make sure that you guide them along the path. Once educated, however, if they continue to step outside the bounds, do not hesitate to take the appropriate corrective action.

For more information about appropriate workplace culture, go to workplacesthatwork.com.

What Do You Think?

Have you observed more discussions about cancel culture in your workplace? Contact us at: 303-216-1020 or Lynne@workplacesthatwork.com

Did You Know?

We continue to provide engaging education about these and other topics – live and online.

Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Coaching and webinars on these and other management and leadership topics can all be delivered virtually.

__________________________________________________________________________________________

Read Lynne’s book “We Need to Talk – Tough Conversations with Your Employee” and learn to tackle every topic with sensitivity and smarts.

Pay Attention to Me! How the Attention Economy Impacts Your Work

THE SCARCITY OF ATTENTION:  If you have not heard of the attention economy you probably will. Although the term has been around since the 80s, adopted by a theoretical physicist named Michael Goldhaber, commentators have increasingly applied the term to describe all kinds of ways that we exchange not money, but attention. Attention has become a thing of value because we each have only so much of it.

INFORMATION POLLUTION: We have all felt buried: that sense of information overload because there is simply too much information out there and we are drowning in content. We have a challenging time deciding how to spend that precious resource of our own attention.

EXCHANGING ATTENTION:  At one point in human history, land made a person wealthy, then money, but now we frequently assess a person’s worth – including at work – by how much attention they can attract. Attention comes in many forms: love, recognition, heeding, obedience, thoughtfulness, caring, praising, watching over, attending to one’s desires, aiding, advising, critical appraisal, assistance in developing new skills, et cetera. Increasingly, we spend our attention online with gossip, debate, and learning. As Goldhaber and others have emphasized, the Internet is rewiring our brains, especially when we look at attention.

What Should You Do?

BUDGET ATTENTION: Because most of us (other than Jeff Bezos) have a finite amount of money, we watch where our money goes: creating a budget, analyzing where we save and spend. Look at your limited amount of attention in the same way. Budget your attention so that you do not squander this limited resource.

LEADERS AND ATTENTION: If you are a leader, realize that your attention to those you manage may be even more important to them than a raise. Make sure that you consider the focus of your attention and which people, places and things are truly worth your time and energy. You should consider squandering or mismanaging your attention to be as big a mistake as a budget blunder. As every misbehaving child knows, negative attention may be better than no attention at all, but will criticizing those you lead create the result you want?

PAY ATTENTION TO WHERE YOU PAY ATTENTION: Your staff, family, advertisers, Twitter feed, and your latest Netflix binge are all clamoring for your attention. Make sure that you are conscious about where your awareness lands, rather than responding automatically to the loudest voice.

For more ideas about how you allocate attention, go to: https://www.workplacesthatwork.com/whats-the-most-important-thing-on-your-to-do-list/

For more tips on communications, go to www.workplacesthatwork/Mondaymemos.com

These and other meeting ideas are addressed in all our leadership and management workshops – live and online.

Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Coaching and webinars on these and other management and leadership topics can all be delivered virtually.

__________________________________________________________________________________________

Read Lynne’s book “We Need to Talk – Tough Conversations with Your Employee” and learn to tackle every topic with sensitivity and smarts.

How to Get Anyone to Talk and Tell You What You Want to Know

INTERVIEWS, INVESTIGATIONS OR ZOOM: Even now, in a mostly virtual world, we need to talk to one another: interviews, investigations, or Zoom happy hours still require conversations. To find out what you need to know about co-workers or customers, you need to know how to get anyone to talk about anything.

TALKERS VERSUS THINKERS: Of course, there are always some people who will not shut up, even if what they are saying has no relevancy to what you want from them. In my experience, people generally fall into talkers versus thinkers. There are those (I used to be one of these) who find out what they think by talking, and those who like to think before talking. (What a concept!). Understanding this difference can help you find out what you need to know and time your conversations. Especially with a tough topic, you may need to ask the question and then schedule a time for someone to answer after you have given them a chance to think.

ASK AND THEN HUSH: The introverts among us may think that starting and maintaining conversations is challenging because they assume they need to spend most of their time talking. The reality is, however, that asking open ended questions and then listening is the best way to find out what you need to know.

What Should You Do?

OPEN ENDED QUESTIONS: Ask the classic who, what, where questions. Avoid questions that can be answered with a simple yes or no.

LET SILENCE SPEAK: Most people are uncomfortable with silence. Ask your question and then wait. Often, the interviewee will rush in to fill the quiet with words, letting you find out what you need to know without doing much of the work.

BE CURIOUS: I am usually good at investigations and interviews because

 I am naturally curious about the world. Do not be afraid to say that you are confused or puzzled: the world is indeed a mysterious place. Ask for advice; people usually like to offer counsel, telling you what you need to know. Frequently, you don’t know what you don’t know. I often ask at the end of an interview, for example, “What would you want to know if you were doing what I’m doing?”

For more tips on communications, go to www.workplacesthatwork/Mondaymemos.com

These and other meeting ideas are addressed in all our leadership and management workshops – live and online.

Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Coaching and webinars on these and other management and leadership topics can all be delivered virtually.

__________________________________________________________________________________________

Read Lynne’s book “We Need to Talk – Tough Conversations with Your Employee” and learn to tackle every topic with sensitivity and smarts.

Do You Know the Hidden Issue Behind Your Workplace Conflicts?

THE POWER OF BRAIN CHEMISTRY: I recently received an email from a former student wanting me to write a different kind of Monday Memo about condescending and demeaning behavior. Even though I’ve written several pieces about this issue (Do You Know Why Condescending and Demeaning Behavior Continues?), he had a different take. A former boss had given him feedback that his behavior was condescending, but he had refused to accept that feedback. Years later, he received a medical diagnosis that he suffered from being bipolar. Once receiving treatment, his condescending behavior lessened.

THE MEDICAL BACKGROUND: I believe, along with established medical science, that the brain is a part of the body and may suffer from defects like any other part of our systems. All kinds of issues, such as attention deficit disorder, clinical depression, learning disabilities, and other problems may arise. When that happens, workplace behavior problems may result; these concerns may not be correctable no matter how much training or coaching the person receives. That difficult staff member who resists your feedback may be doing the best they are able. Their failure to perform could be beyond their control – and yours.

MY OWN RESEARCH RESULTS: When I am conducting an investigation into a workplace complaint or other workplace conflict, I find that there’s an underlying brain chemistry problem in many, if not most, of these situations. I was conducting an investigation into alleged gender discrimination, for example, and the women in this group felt that they were treated differently than their male colleagues in many ways, but especially since one of them was allowed to work from home. Yet my investigation revealed that he was treated differently because he had been diagnosed as bipolar and his doctor had recommended he be allowed to work from home as a part of a reasonable accommodation plan under the Americans With Disabilities Act. Since most of these accommodations are – and should be – confidential, the women in this group had no idea that this was the reason they were being treated differently. Different treatment, yes, but not based on gender.

What Should You Do?

TAKE A HARD STAND:  If you are a leader, make sure that you enforce your organization’s policies on racist, sexist, and other kinds of unacceptable speech. While your troops might try to raise First Amendment objections, employees in private companies have limited – if any – free speech rights. You have a right to restrict unacceptable behavior at work, including speech.

DON’T LISTEN TO EXCUSES:  Groves initially tried to explain that the slur was in “every song they listened to” and was common in online and everyday speech among her peers. With kids, of course, parents might be prompted to ask whether jumping off a cliff just because musicians or peers do it would not be smart. While I am sympathetic to Grove’s suggestion that she said something wrong because she was so young (who among us hasn’t done something idiotic at 15?), the justification that entertainers or members of a certain group use unacceptable language doesn’t work in the workplace. In educational institutions, it is a sign that we need to do a better job of educating our children about our racial history and our record of injustice.

FORGET POLITICAL CORRECTNESS: People sometimes try to argue that a reaction to hate speech is just “political correctness.” Balderdash. There are standards of behavior that are simply “correct” in a civilized organization and eliminating racist language is one of them.

For more posts on racist and other inappropriate language go to Newsletter – Want to Stop Racism? Start With Yourself | (workplacesthatwork.com)

Did You Know

These and other meeting ideas are addressed in all our leadership and management workshops – live and online.

Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Coaching and webinars on these and other management and leadership topics can all be delivered virtually.

__________________________________________________________________________________________

Read Lynne’s book “Stop Pissing Me Off” and learn what to do when the people you work withdrive you crazy.

What’s your Plan?

As Arielle Patrick, the Chief Communications Officer at Ariel Investments, the oldest minority-owned investment firm in the United States stated in Sunday’s New York Times:

“At my old job, we would develop playbooks for companies to have on the shelf in case of a data breach, a #MeToo incident, diversity and inclusion issues, or anything else. Companies that don’t do this are, frankly, delusional…..No matter how great your company is, humans make mistakes, and all you can do is be ready, stand on the right side of history, and take action immediately.”

DIVERSITY CRISIS MANAGEMENT: Of course, with a world gone mad – as seems to have happened this past year – crises seem to be continual. Yet I like how Patrick discusses the issue as “delusional” if you do not have a plan for issues such harassment, diversity, and inclusion. When most organizations think of “crisis management”, however, they frequently assume that would mean a fire, a tainted product, or a PR nightmare about a fraudulent stock deal. Most seem to assume that public exposure involving race, harassment or discrimination will not pop up, yet they are far more common.

HUMAN ERROR: In my experience with these issues, many – if not most – of diversity and inclusion issues do involve human error, rather than intentional discrimination or harassment. Of course, there are evil actors, but they are the exception rather than the rule. Mistakes will happen in these ever-changing areas and we all need to be prepared for them.

What Should You Do?

DON’T ASSUME: Just because you have policies and training on harassment and discrimination issues does not mean you will not face a public upset. Be ready for the inevitable problems with a communication plan (both internal and external) and a competent legal counsel.

EDUCATE LEADERS: Make sure that your leaders understand that these errors around these issues may be more a matter of the number of your employees than anything else. Also, emphasis in your training with managers that you realize they may make diversity mistakes so that they do not hide errors. Almost anything can be fixed if you call an expert soon enough.

For more information on effective diversity, equity and inclusion workshops go to www.workplacesthatwork.com.

These and other meeting ideas are addressed in all our leadership and management workshops – live and online.

Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Coaching and webinars on these and other management and leadership topics can all be delivered virtually.

__________________________________________________________________________________________

Read Lynne’s books on sexual harassment and affirmative action.

Leadership Strength Versus Vulnerability? Which is Best?

THE CHALLENGE: Current experts sometimes suggest that leaders need to exhibit vulnerability to be effective. The theory seems to be that expression allows their staff to understand them as fully human and thus more effective. I agree that emotional intelligence, as I have previously suggested, includes vulnerability. Check out how emotional intelligence assessments can help leaders change.

Yet leaders also need to show strength, so that their associates feel safe and know that they can count on the leader to be there no matter what else may occur.

THE DANGER OF OVERSHARING: I have had coaching clients sent to me because they did not seem to understand oversharing: the rule that leaders need to leave some things for private view only. I might share, for example, that I have been divorced as a part of an illustrative story about managing change. What I don’t need to do, however, is offer up all the gory details of the whys, whens and wherefores. Those issues are best left for close friends, your priest, or your therapist.

THE NEED FOR SECURITY: Every human being needs to feel secure to function effectively. All of us, of course, have different levels of risk tolerance: some of us love to ski down glaciers or dive with sharks, others love the comfort of home and hearth. What they need at work from a leader, however, is knowing that the leader will be there to guide them through stormy seas. A leader can admit that they are worried or uncertain (especially in the midst of a global pandemic, economic uncertainty, and political unrest) yet their staff needs to know that they won’t abandon ship and that they are working diligently with the best of expert advice in order to find the most effective channel to steer through the waves of change.

What Should You Do?

TRESIST OVERSHARING: Even if you count some of your staff among your best friends, resist telling them everything about your personal and professional life. For one thing, it is difficult to distribute friendship evenly and you risk being accused of favoritism. For another, you risk creating more fear among the ranks, especially in times of change.

ADMIT HUMANITY BUT…: Knowing that your boss is human can help you feel connected to them and connection fosters effective leadership. Yet a little bit of vulnerability goes a long way.

CHECK YOURSELF: It is useful to have an independent and trusted advisor to help you find the balance between strength and vulnerability. Before you have that tough conversation, give that speech, or send that email, find someone – outside the organization – to help you determine if you have successfully walked that razor’s edge.

These and other meeting ideas are addressed in all our leadership and management workshops – live and online.

Call or write us at: 303-216-1020 or Lynne@workplacesthatwork.com

Coaching and webinars on these and other management and leadership topics can all be delivered virtually.

__________________________________________________________________________________________

Read Lynne’s book “We Need to Talk — Tough Conversations with Your Employee” and learn to tackle any topic with sensitivity and smarts