I can’t help it. I always compare work relationships to personal ones. It’s hard not to, especially considering we spend more of our waking hours with people we work with than people we love. Depressing, I know. Unless you find the people you work with exceptionally engaging or attractive.
Anyway. What do you do when you want a work divorce, but everyone (employee and manager) wants to hedge their bets, be friends, and live together for a while before making the break official?
IMHO, this approach is chickenshit. Break up already, whether you are the employee who decided to leave or the manager who decided to move the person on. Dragging out a relationship that is done is just crappy for everyone. And, at least at work, there are no kids to worry about! Employees will manage.
Why do managers and employees feel a need to drag the work divorce out? Employees do it for a couple of reasons:
They think they are so valuable, the company can’t live without them (hate to tell you this, but almost everyone is replaceable);
They don’t want to burn a bridge, so they stick around like a hospice patient until the company replaces them;
They don’t have a better deal, but have been imagining something better is out there, so they are half assedly working while half assedly looking (really what employers want in an employee - not!).
And managers have their own reasons:
They think the employee is so valuable, the company can’t live without them (see #1 above);
They are too freaking lazy to find a replacement. It sucks finding and retraining someone. I get that. Look at this as an opportunity to trade up!
They think it will make them look bad if their employee leaves, especially if it’s someone respected. It might, for a minute. Whatever. Trade up, like I said!
Yeah, breaking up is hard to do. Everyone knows it. But of joining the lonely hearts club and obsessing, look around. There are more opportunities than you think there are. It’s uncomfortable to take a risk, but that is what moves relationships, careers, and companies forward.
Cincinnati Bengals wide receiver Terrell owens runs of f the field after a loss on 10/3/2010: courtesy Newser.com
Are you on a winning team, or a losing team? And how does that impact your performance?
Someone said something to me recently that really made me think about this. He mentioned that his sports team wins well together, but they don’t know how to lose well together. And some teams do, which ultimately makes them stronger performers.
If your company is doing well, everyone is happy, there is less conflict; it’s easy to win together, regardless of whether you are a sports team or a company. The true test of the fabric of any organization is how well does your team…or company…lose together?
And this is when the turnover and morale issues start to appear. Stronger managers with more cohesive teams keep their teams intact through good times, and bad. Weaker managers, or those with less tight teams, start losing focus, productivity, and ultimately, talent.
Don’t be a double loser. If you are on a team that is not functioning that great through the tough times, you have two choices: run away (where you very well could end up with the same problem), or do everything you can to make things better. That can involve a variety of actions and yes, it’s going to take some effort on your part. But it’s worth it. If you can figure out how to help your team lose well together, you’ll help them become winners, which is, let’s face it, more fun.
People talk trash about HR all the time. I’m used to the sudden stoppage of conversations when I walk into a room, articles like Fast Company’s infamous “Why We Hate HR” article, and the incessant comparisons between HR people and cops.
But to replace your HR person with a DOG? For once, I actually am speechless. I know, I probably shouldn’t pick on a company that can't even get a .com address, but whatever.
Image from actual website with images of their management team. I am optimistic that eventually, they will make some, ah, adjustments!
The job situation is a lot like the real estate business. In a seller’s market, you can show your house and let your kids leave dirty socks on the floor while it’s being looked at, and no one will care; you’ll get a great offer no matter what. In a buyer’s market, you’d better stage it well and price it right, making sure there is nice music playing and cookies in the oven.
I can’t be the only one who’s noticed that, in spite of all of the doom and gloom in the economy and an unemployment rate that is still shockingly high in many areas, recruiting has been getting harder lately. Candidates have more choices. They are getting counter offers. They are choosier, because they can be.
Have you noticed this trend yet? You will. And they why’s don’t really matter. Here are some things to think about as you check out companies: As a candidate…it’s your lucky day. You get to call the shots, more or less. Your talent is in demand, and you get to pick and choose the right company for you.
Check their hiring process: Is it streamlined? Thoughtful, but fast? Are hiring managers and recruiters on the same page? How is the company run internally? Did they treat you well?
Pick a company that’s not on the downturn: How is the company doing financially? Are they solvent? Are they willing to pay you what you think you’re worth? (assuming you’re realistic about this!).
Check how your recruiter and the managers treated you. Did they act like you should be grateful to talk to them, or like the valuable talent they actually are? How often did you get cancelled on?
Pick a company you like: Does it feel like a culture fit? If not, what are you doing? Go check out somewhere else. Life’s short and you do have options.
Check the vacillation index: How fast did they decide on you? Did you have to wait while they shopped for other candidates or just did their thing?
Negotiate: Changing jobs is always the best time to navigate the waters of salary. Do your homework and know what your job is worth, and then ask for it. What have you got to lose?
Guess what. It’s a buyer’s market right now. Your dream house is waiting.
What does it mean to be engaged as an employee? Managers
and HR people spend countless hours trying to figure this out.Both because they care about their people…and
because they know it costs a lot of money in overt and hidden costs to replace
them.
Autonomy, mastery and purpose. That’s the theory author
Dan Pink promotes as primary factors in employee motivation and engagement. He
has a new book out -- which I haven’t read yet (Drive); the video above is making
the rounds. It sounds good, and it’s a hot topic right now, because the market
is picking up (this in spite of the fact that the employment rate is still
clocking in at 9.9%...I can tell you, it’s picking up in some industries,
anyway). Of course, who wouldn’t want a job that allowed them to do something
they enjoyed and were able to do well? Oh, and a manager who pretty much leaves
them alone!? As these factors clearly have an impact on esteem, it’s no wonder
they are tied to engagement.
Let’s face it. Motivating people by throwing money at
them doesn’t always work, or, at least, not for any length of time.There are thousands of surveys and theories around
employee engagement. Most indicate that employees leave due to a lack of faith
in leadership, first and foremost. Development and empowerment are generally
high on the list.
What’s important to you? How does your employer stack up?
Do you think Pink is full of crap? Does money TRULY motivate you?
In the unfortunate event that a decision is made by a company to part ways with an employee, a common question arises: Who should tell the employee their services are no longer wanted? This practice varies – a lot – from company to company,
based on the philosophy of the leadership and the most senior HR person.
IMHO, managers should do the dirty work themselves. Ideally,
the HR role is that of an advisor and coach to the manager, and a point of
escalation for the employee. If the
employee has no internal person to turn to with questions or concerns,
inevitably, they’ll turn to an external resource, which costs everyone valuable
time and often, money.
Most managers need HR’s guidance to ensure emotions are kept
in check, and that terminated employees are allowed to exit the company with dignity
(after all, you never know when this former employee could become a client or a
source of employee referrals or, gasp, lawsuits).
Too many HR people fall into the bad cop trap, and that is a
waste. It leaves the employee no one to turn to internally, and creates a rift between employees and company leadership. HR
must be the bridge. HR should be an 11 letter word: Switzerland.
This Sunday, CBS will premiere a new reality show: "Undercover Boss". The show features CEOs of major companies going incognito and working side-by-side with their employees. The first episode follows Larry O'Donnell, the COO & President of Waste Management, sorting recycling, picking up trash, even emptying porta-potties alongside his employees. O'Donnell learns first-hand how challenging the jobs of his employees are. So much so, that one of the supervisors actually fires him the first day on the job.
The previews I've seen of the show were nothing short of inspirational. I love how the program reveals the insight and empathy a boss walks away with after spending time experiencing what his employees do on a daily basis. For example, during his day picking up trash, O'Donnell uncovers the fact that his worker literally has to pee in a can each day because there is not time built into her schedule for a bathroom break. The discovery leaves him mortified - but incited with being an advocate for his employee and creating an immediate policy change.
At the end of the show, when the boss reveals he is actually the COO, the employees are deeply touched. They feel appreciated and recognized for the work they toil away at. The show is sure to strike a chord with the overworked and underpaid of our nation's workforce in this down economy. And, the message of the show will hopefully be a good reminder to bosses everywhere to stay connected and compassionate while advocating the career progression of their employees.
In a perfect world, all work leaders would make a practice of role-reversal. Unfortunately, most don't have the luxury of delaying their real work to do the work of their employees. I'm lucky - I feel like my boss has a good understanding of what I do
day-to-day and promotes my good deeds internally. (And I'm not just
saying that since I share this blog with her!) She knows what a typical day looks like for me- despite the fact that she works in San Francisco and I work in Detroit. One simple act she practices is always ending our check-in meetings with
the question: "Is there anything you need from me?" This small inquiry
always makes me feel like she is there for me.
However, I'll take partial credit too for keeping my boss informed. As employees, we can all be proactive. If you feel like your boss is clueless about your day-to-day, empower yourself to enlighten her about your routine. Here are some ways:
Over-communicate. Despite the fact that my supervisor gets flooded with emails, I still make a habit of over-communicating the things I'm working on. I know she may not read everything - and we cover many of the issues again in phone statuses - but I like to make sure she at least receives the information. My personal rule of thumb: if the communication is with any of my supervisor's peers or her boss, she gets cc'd on the email.
Anticipate and be proactive - don't wait to be asked. My boss and I formally check-in once a week. When we meet, she may have a handful of questions. But, I can't expect that she knows all of the activity happening behind the scenes. So typically, I prepare a status list of projects and issues for us discuss. This saves her the effort while, at the same time, keeps her informed of my workload and challenges. Using this list, she advises me on priorities and provides feedback re: how to move through any roadblocks.
Wear Your Entrepreneur Hat. I owned a small business for many years, so I have a tendency to view things through the lens of: "If this were my business, would I..." Fill in the blank: Spend this much money? Hire this person? Prioritize this project? This way of thinking allows me to be more solution-oriented rather than simply presenting problems to my boss. I find this helps to inform her without creating even more tasks for her already heavy workload.
Prove your worth in numbers. Establish quantifiable benchmarks with your boss that - in her mind - is evidence you're having success. Only the two of you can determine what those numbers are. Quantifying your benchmark is like the difference in declaring "I'm going to lose weight" or "I'm going to lose 20 pounds". The goal with a specific benchmark is a clear milestone proving success. Once the benchmark metrics are determined - provide results at regular intervals: monthly, quarterly, annually, etc.
Provide a "day-in-the-life" inventory. If you're feeling your manager is really out of the loop, take a week to journal each day in 15 minute increments. This will take a lot of extra effort - but will be insightful to both your manager and yourself. A detailed account of the day will highlight interruptions, time drains, etc. that could be addressed. It can also help rationalize business reasons for assistance or additional resources.
Be Your Own Squeaky Wheel. I once learned a valuable lesson from a former colleague that happened to specialize in PR: "If you don't toot your own horn, no one else will." Broadcasting your own success can feel awkward for the bashful or humble. However, if done in a way that showcases how your personal success is benefiting the business, leadership may view it as less self-serving and more as a wake up call to how you impact the bottom line.
As effective as "boss role-reversal" might be, there may be some situations that a manager can never really know how it feels to do the job of his employee. I look forward to the upcoming Undercover Boss "Hooters" episode, where CEO Coby Brooks
goes stealth in his dodgy restaurant chain. The show's producerswill have a great success story on their handsif they talk Brooks into walking a mile in a Hooter girl's spandex. Unless he's a successful cross-dresser, I'm
not sure he'll fully understand what its like for his well-endowed
waitresses to be ogled and propositioned by the customers. ("Mr. Brooks, can we please wear shirts that aren't two sizes too small?" "Mr. Brooks, these hot pants make it difficult to pick up spills on the floor.") Hey, a girl can dream.
NOTE: This is a continuation of Wednesday's post on re-thinking your position in advertising and considering a Community Management role.
How To Become a Qualified Community Manager If you're considering a role as a Community Manager, here are three things you can do to build your expertise.
1. Engage.
Create your profiles on Facebook, Twitter, LinkedIn, Yelp, FlickR,
YouTube and participate. Immerse yourself in the communities and talk
about your passions. Learn about proper online etiquette and language
so you don't unknowingly publicly embarrass yourself. Many local
chambers of commerce or community colleges are offering workshops about
basic social media usage.
2. Volunteer. Combine your
thirst for social media knowledge with the opportunity to help a local
non profit organization build an online community. Cristina
Lorenzetti, a Detroit-based freelance copywriter and social media
neophyte, volunteered her services to be the community manager for "The
Bottomless Toy Chest" a non-profit devoted to pediatric cancer
patients. This allowed her to practice community manager skills while
benefiting the organization. Prospective employers will now be able to
view her writing and community manager skills in real-time on these
social channels.
