The Management Skills Center

Oshkosh Northwestern - Talking @ the office

2006-04-24T07:50:00.000-06:00

There's no doubt that e-mail has changed, and will continue to change, the way we communicate with each other at work. The technology itself is undoubtedly useful, but as with anything else that's new and interesting, the way it's used is what makes it a benefit or a disaster.

This article gives some statistics that illustrate how e-mail has affected the workplace. I recommend you read the article and then give some more thought to exactly how e-mail is affecting YOU, your EMPLOYEES and your COLLEAGUES. You decide when it's the right medium to use, and remember there are still options.

If you manage a department or team, and you are trying to build team spirit, it's crucial that e-mail find its appropriate place in the communication mix, and not take over as the sole vehicle.

Oshkosh Northwestern - Talking @ the office

Meeting Skills: an essential management tool

2006-04-20T09:51:00.000-06:00

Meeting skills are communication skills. Meeting skills are essential management tools. That's why I've been conducting workshops on meeting skills for many years, and that's why they form a whole stage in my non-traditional approach to management skills, The Manager's Journey.

How are YOUR meeting skills? The first meeting skills is knowing whether or not a meeting is even necessary or appropriate.

Before you call that meeting, ask yourself if it is really necessary, or if your objective could more easily be achieved by other means. What about a series of telephone calls? Could you just send out e-mail messages to the appropriate people? Perhaps even the lowly memo would serve the same purpose. If your purpose is simply to give out information, with little or no two-way interaction, one of these is often the most effective vehicle. Why take busy people away from their desks for a set amount of time (usually too much time) and sit them around a table—just so that you can fire information at them?

On the other hand, action-oriented, decision-making discussions often demand the face-to-face interaction that is only possible at a meeting. So, how do you decide? Here are three indications of the need for a meeting.

Engage your employees for better business results

2006-04-20T07:52:00.000-06:00

Here's yet another article giving evidence (surveys, polls etc.) that having employees actively engaged with their organizations is good for the organization as a whole. Well now there's a surprise!

Don't we all know this already? Haven't we read it over and over in other studies? Thousands of managers worldwide will no doubt read this article, nod in agreement and move on.

But what do we DO with this information? In most cases it seems almost like the evidence that smoking causes cancer --- everyone knows it by now, but it doesn't stop smokers from smoking. No matter how many times we read that engaging employees through better communication is not only the right thing to do but the profitable thing, I see little evidence in the course of my consulting work that people have actually taken any action on the advice.

So here's my advice. Don't wait for the whole organization to change. Don't wait for the CEO and senior management to see the light and make changes. As a manager, department head or team leader, YOU can take action within your own domain. Please go and read the article using the link below and THEN COME BACK and read the rest of my post. Go on now, click on the link, and then come back.

domain-B : Indian business : management : hrd : Does it pay to have employees actively engaged?

Did you notice the part right at the end where he says you must start with an internal communications audit? Well you can do your own audit just within your own department or team. Here are the steps.

1. Gather your team together and tell them frankly what you are doing and why. You have to let them see that you are looking out for their interests as well as your own and that of the company. When they understand that the end result will benefit them, they will be more likely to be open with their responses to your questions.

2. Start with a specific area of communication, such as perhaps e-mail or voicemail. Design a brief questionnaire to elicit such information as how many e-mail messages they send and receive each day, how much time they spend managing their e-mail, whether they receive e-mail that has little bearing on their jobs simply because they are on someone's distribution list, etc.

3. After you've studied the results, conduct some individual interviews to elicit your people's own views on how they can improve e-mail communication and make it more efficient, not to mention less time consuming.

4. Create a protocol based on their input as well as your own ideas. By the way, if you need more help with the e-mail issue, I recommend you get a copy of my special report on the subject. Get it here.

5. Bring the group together again and share the results and the new protocol. Put it into effect and say you will be reviewing the results after a specified time.

6. At the stated time, bring everyone together again to discuss the results. Whether the results are good or bad, people will be engaged in the process. If further refinements are needed, make them with your people's input so that they can take ownership in the results.

Now move on to the next area for improvement and repeat the process. Everyone wants to know "what's in it for me?" This process makes that abundantly clear to your people --- and that's what creates employee engagement. And next time you read one of these articles you'll know that at least in YOUR department, employees ARE engaged.

Let me know how it works out for you!

globeandmail.com : Keep employees in loop

2006-03-30T08:29:00.000-06:00

globeandmail.com : Keep employees in loop

I've always preached the value of keeping employees informed as to what's going on in the organization, so this article is not news to me. It does, however, make the point that supervisors and managers can be the most effective agents of change.

If you are a supervisor or manager at the lower level, perhaps you don't realize how influential you can be in the working lives of your people. You are the liaison between senior management and your departmental subordinates, and your personal communication skills are of paramount importance.

Read the article, and then take a good close look at your own skills in this area.

And by the way, if you would like to develop all your managerial skills, check out The Manager's Journey. You can find a video introduction to the program at www.mhwcom.com (follow the link to The Manager's Journey), or for more details on the content of the program, visit www.TheManagersJourney.com

Are Management Skills Overrated?

2006-02-26T12:41:00.000-06:00

Here's an online article that poses an interesting question, but in my mind it's based on an incorrect assumption. The writer seems to be saying there's too much emphasis on management skills and not enough on the mindset and other intangible management attributes.

I disagree.

It seems to me that in recent years there has been such an emphasis on leadership that management has had a "bad rap". I liken the situation to the de-emphasis of grammar skills, with its resulting loss of writing ability.

The argument for not teaching grammar in schools is that by putting too many rules in the heads of young childen, we stunt their imagination. So we encourage them to exercise their imagination and just somehow pick up the rules of grammar by osmosis. Based on my work in teaching business writing skills in the workplace, it hasn't worked.

I believe that, on the contrary, if we teach the rules of grammar thoroughly and early, this will free up young minds to concentrate on the content of their writing.

Similarly, if we teach people the skills of management early in their management careers, their minds and hearts will be free to embrace and develop leadership in themselves as well as those who report to them.

That's why my management training program The Manager's Journey focuses on the universal skills of management, with a regular 'nod' to the leadership mindset. Indeed, the first stage in the journey focuses on "The Manager's Mindset".

If you are a new or recently appointed manager, or if you know one or are responsible for one, you owe it to yourself to find out more about this dynamic, non traditional approach to management training. Check it out at http://www.themanagersjourney.com --- sign up for the free interviews with three experienced managers.

Computerworld > Are management skills overrated?

Delegation: it's worth the time and effort

2006-02-06T12:43:00.000-06:00

For new managers, delegation can be a difficult skill to learn. Skill? Yes, delegation is a management skill, and like other skills it takes practice.

There are three reasons inexperienced managers are reluctant to delegate:

1. They are accustomed to receiving instructions and being the "doer" of tasks. Often they feel uncomfortable telling others what to do, so they load themselves up performing tasks that should be done by those reporting to them.

2. They think that it is quicker to do something themselves than spend the time showing others how to do it. an extension of this is that they don't trust others to do things as well as they can do it themselves.

3. They have a certain comfort level with the tasks they did before being promoted that they don't have with their new management responsibilities. Completing the task makes them feel good.

It's important to understand that all three of these reasons arise from the same source: lack of confidence in their ability to do the new job. This is, of course, natural. The world of management is new, and in many ways a mystery. It takes perseverance to discover that

1) people expect their manager to give them work to do
2) time spent teaching others is an investment that will bring dividends in the future, and also frees the manager up to learn his or her new job too
3) pushing out of that old comfort zone is essential if they are ever to become effective managers.

You can't win the race if you don't leave the starting blocks!

Learning the skills of delegation may be painful at first, but it's worth the time and effort in the long run.

Facing resentment from unsuccessful candidates

2006-01-31T15:09:00.000-06:00

You've recently been promoted to management, and are now responsible for the department in which you were previously employed. One of your former peers had also applied for the job, and you are now feeling waves of resentment from him that threaten the success of your promotion.

Does this sound familiar? If so, you're certainly not alone because it's one of the most common challenges faced by new managers. Here are some ideas to help you deal with the situation.

Initiate a discussion

It's imperative that you sit down and have a meaningful discussion with the individual concerned. Your two objectives are to find out specifically how he or she is feeling, and from there to figure out how you can enlist their co-operation and help them become a productive part of the department that is now yours to run.

Try to understand how they feel and why they are resentful

The most obvious reason is that she really felt she was the best person for the job. She has ideas on running the department and had been looking forward to putting them into action. Now she feels she has lost that chance.

A lesser known, but possibly even more important, reason is loss of pride. He may have told his nearest and dearest that he was in line for promotion, so now that he didn't get it, he is embarrassed. He feels he will be less in the eyes of his family or friends. So even though he may not actually mind the job he currently has, you're facing some deep personal feelings he may have difficulty changing.

The only way you'll find out is to ask questions, and then listen to the answers. Begin by saying you know the person was a candidate for the job, and that you also understand they were considered qualified. Then begin with a straightforward question such as, "Do you still feel disappointed and resentful?" Wait for the answer. If it's a curt "yes", probe for more. "Is that something you feel you can work around, or that will eventually settle down?" Or "How can I help you deal with that?" Keep probing until the person begins to talk.

If she takes the opportunity to vent her feelings of anger, listen calmly for a bit, using body language to indicate you understand. Then step in to redirect the conversation so that it becomes productive by saying something like, "I understand you've been angry. However, I know you well enough to believe you can get past it and honor yourself by doing the job you are capable of. Let's talk about where we go from here."

Help them regain lost pride

Before the conversation even begins, give some thought to what you know about the person and how they work. How can you use their strengths to the benefit of the department? One effective way is to initiate a special project with a specific objective she can relate to, and put her in charge of it. It's important that this not be an unimportant "make work" project, but rather something of value. You might even come up with it in discussion with the employee, which gives it the benefit of her buy-in.

This kills two birds with one stone: completion of the project benefits the work of the department, and putting the person in charge provides an opportunity to shine. This helps them regain any self-confidence that may have slipped, and they have a "win" to report to those who care about them. It's also a positive achievement that can count towards possible future promotion opportunities.

What if it doesn't work?

If you give people consideration through this process and then give them every opportunity to come on board with you, and they still won't co-operate, then stronger measures are called for. In this case you must have another discussion.

This time you frankly point out their ongoing shortcomings and how they are creating a toxic environment that adversely affects the whole department and its work. Candidly tell them that if they can't find the inner strength to change their attitude and make a productive contribution, then there is no place for them in your department. From then on, follow the usual process when someone is "on probation", monitor their progress and act accordingly. As the common management consulting expression goes, "If you can't change the people, you have to change the people!"

In a recent interview with Management Consultant Mike McInerney, he told me this situation arises at all levels. Young managers may be surprised to learn that even Presidents have to deal with the resentment of unsuccessful candidates. The difference, according to McInerney, is that those people have learned to deal with it, and they don't let personal feelings stand in their way. If you are new to the world of management, you'll do well to take your cue from their example.

Managing people: problem with year-end evaluations

2006-01-02T19:25:00.000-06:00

I've always worried about the whole concept of year-end reviews. It seems to me there is too much of a tie-in with salary increases --- or lack of them --- for anyone to really benefit from the opportunity for improvement that they could provide.

This article from News-Leader.com agrees with my point of view, and suggests periodic "check-ins" as an alternative. I like it. Do you? Check it out, and then come back and leave me a comment about what you think. Here's the link.

News-Leader.com | Business

USATODAY.com - Do women compete in unhealthy ways at work?

2005-12-31T13:48:00.000-06:00

In my male/female communication programs, I talk about the fact that women are often reluctant to face a person or an issue head-on, and prefer to approach it in a different way. That's fine, and it's just another way of communicating.

However, an article in today's issue of USA Today points out that this can unwittingly lead to unhealthy interpersonal relationships at work, as women increasingly see themselves as betrayed by other women. It's an interesting idea, and worth reading the article. Here's the link.

USATODAY.com - Do women compete in unhealthy ways at work?

Communication: they still don't get it

2005-12-27T18:50:00.000-06:00

Today, human resources consulting firm Watson Wyatt issued its annual workplace trends forecast. One section headed "Communication Issues" read as follows:

"Organizations will formalize and enhance employee communication
efforts to positively affect business performance. Employees will
have not only more insight, but increased input into how the
business is run - in areas ranging from pension management to
benefit programs to compensation to governance. Particularly
successful companies will adopt measurement practices to determine
the communication function's contribution to strategic business
goals. This trend will be explored in Watson Wyatt's Communication
ROI study, to be released in early 2006."

I'm sad to see they still don't get it about communication. What they say is all very well, but it is so limited! They are talking about process, about the "communication function", which indicates to me that they are once again concerned about how management communicates its message to the troops. Nothing here suggests they understand that communication is EVERYBODY'S function!

In my book The Hidden Profit Center, I explore the idea that communication drives everything we do in the course of our work and our business. Poor communication is the single reason why we waste so much time and energy on those endless meetings. Countless hours of expensive management time is wasted listening to terrible presentations by people who have had not enough training in presentation skills. Sales and lost because sales people talk more than they listen, and talk for themselves more than for the understanding of their prospective customers. And these are just a few examples.

Until business generally understands that communication is not a separate issue, a "function" to be carried out by some Communication Department, but something that has to be practised and perfected by everyone, we'll continue to miss the boat.

As a manager, concentrate on sharpening your own communicatin skills and encouraging your people to do the same, and it will be to the ultimate benefit of everybody.

Management Skills: learn the easy way from 3 experts

2005-12-16T19:10:00.000-06:00

Last month I conducted three free teleseminars in which I interviewed experts in the skills of management. These people have successful management careers of their own, and know the answers to many of the questions posed by new and recently appointed managers.

If you'd like to hear these interviews, absolutely free, go here now

Three guest experts answer questions from people new to management, people just like you! Check it out now!

Workplace Relationships Set the Tone for Job Performance - Knowledge@W. P. Carey

2005-12-02T15:53:00.000-06:00

There's a maxim that's often quoted by consultants: "People don't leave companies, they leave managers." This is undoubtedly true, but I'd say they also leave co-workers.

The people you work with don't need to be your bosom buddies, nor do you need to have them over to dinner. But as a professional, you must work with them and in a way that is the most productive and advantageous to you and your company.

This article reviews a new study called "Relational Identity and Identification: Defining Ourselves Through Work Relationships." It's work a look. Tell me what you think.

Managing: When you speak, you are leading

2005-11-27T17:21:00.000-06:00

This article has some good advice about using your speaking opportunities to establish your leadership role. Presentations become more a part of your job as you progress up the management ladder. Here's an important career lesson you should learn: when you present well, people think you do everything well!So hone your presentation skills early, and they will serve you well for your whole career. Check out the article at Times-Standard.com

If you want to develop your management skills, you need to find out about my Manager's Journey program starting in January. The free preview calls, The Manager's Day Trip, are underway and you can read all about them at The Manager's Journey website I hope to "see you" there this Wednesday!

Managing: the problem with self-paced learning

2005-11-12T15:30:00.000-06:00

In a recent telephone conversation, a friend was lamenting the fact that she hadn’t had an opportunity yet to take the latest online course offered by her organization. As she put it, “They say it is being ‘offered’, but that doesn’t mean there is any choice—we have to take it. The problem is, when?”

In this age of electronic everything, this problem is becoming more and more prevalent. When companies institute online learning, they usually cite as an advantage the fact that the courses are available to employees at their desks, working alone and at their own pace, whenever they decide to do so. My friend stated the following drawbacks to this model:

It's hard to find the time. Like most people, I am very busy in my job. However, if I know, for example, that a traditional classroom seminar or workshop is to take place next Wednesday from 1 - 4 p.m., I book the time in my schedule and I go. Even though I may have to catch up on my regular work afterwards, the important thing is I did take the course. Fitting it into my work schedule at my “convenience” is more of a challenge. Let’s face it—it’s never convenient.

It's hard to focus on the training. When I am at my desk, I feel as if I should be doing my job in the usual way, and it feels foreign to be working on an online course instead. Added to this is the fact that when I am at my desk, other people naturally assume I am doing my job, and they interrupt me with questions and impromptu meetings as usual.

There's no human interaction. The dynamic in a classroom situation is very different from sitting alone at a computer. The opportunity not only to ask questions of the instructor, but also to exchange questions and thoughts with other participants, is an important part of the traditional workshop or seminar.

To read more, and my take on what to do about the problemk, go here

Managing: new managers shouldn't be so hard on themselves

2005-11-10T15:15:00.000-06:00

Moving from staff into management for the first time is exciting—but it can also be scarey.

There’s so much you don’t know. Somehow managing looked so easy from the outside, but now you actually have to do it, you realize it’s more complicated than you thought. Before, you had certain tasks to accomplish and you knew you had the skills to do them. You still have responsibility for those tasks, but now you have to see that the work is done effectively by other people. That’s a whole new task in itself, and you’re not sure you’re up to the job.

You also find that it’s hard to concentrate on the planning that is such an important part of managing, because emergencies large and small seem to arise all the time and people keep running to you to resolve them. The expression “When you’re up to your neck in alligators, it’s hard to remember you were trying to drain the swamp” might have been written for new managers!

In these early days, you must learn not to be too hard on yourself. Management skills are not built into our human DNA—we have to learn them as we go. Promise yourself you’ll learn at least one management lesson every day. Set aside a few moments at the end of each day to think about that day’s lesson and how you’ll use it to improve your management skills. Sometimes these lessons will be hard, but each one will give you something to build on if you are willing to learn.

Each day will bring you new challenges, new experiences—and new successes. It’s easy to forget the successes and focus on all the things that didn’t go so well, so I recommend you keep a diary of all your new experiences. Then, on those days when you think becoming a manager was all a horrible mistake, you can read over your diary and remind yourself just how far you’ve come.

Becoming a manager is a journey. Like any journey, it offers both good and bad experiences, enjoyable and not-so-enjoyable aspects, positive and negative events. Just take it one stage at a time, learn from each experience—good or bad—and you’ll gradually find yourself becoming more and more comfortable in your management role.

If you want to become comfortable in your management role more quickly, you should take every chance to learn from those who have gone before you. Visit http://www.TheManagersJourney.com now and sign up for the series of free management skills teleseminars.

Free teleseminars for new managers!

2005-11-08T10:18:00.000-06:00

Calling all new managers! Here's a great chance for you to learn about the skills of management from experienced managers—and it's absolutely free.

I'm holding a series of free teleseminars called "The Manager's Day Trips" on November 16, 23 and 30 at 7 p.m. EST. I'll be interviewing three guest experts who started in staff positions and then moved into management, and have had brilliant careers since then. They are willing to share their wisdom with you and help you get your feet firmly planted on that first step up the management ladder.

Although the sessions are free, you must register in order to receive the call-in information and take part. I urge you to go on over now to The Manager's Journey> and read all about it.

I hope to "see" you on the calls!

Do you have boomers and Xers in your department? Expect clashes!

2005-10-30T17:37:00.000-06:00

This article in the Salt Lake Tribune focuses on women of the boomer and Xer generations, but the same studies could be done on men from the two generational groups. Multigenerational workplaces—perhaps even your multigenerational department—pose special problems for companies and for managers.

The article explains how some of the differences come up, but offer no ideas on how to cope with them. I'm interested in YOUR experiences as a manager. Are you a boomer manager managing Xers? Or are you an Xer manager managing boomers? Different, but equally challenging, situations.

Read the article in the Salt Lake Tribune , and then please leave your comments on your own experience. Thanks!

Managing: criticizing effectively pays off

2005-10-28T13:30:00.000-06:00

As a manager, you'll have to criticize people's work, work habits and results when they are not up to standard. Criticism is a valid and expected part of developing your people, but there's a right way and a wrong way of doing it.

First, criticize the work or the performance, not the person. This is an important distinction. People will recognize the truth of what you say about poor performance, and in most cases they won't be offended. But if there is any suggestion that you are attacking them personally, they will be offended—and rightfully so.

The words you use are the tools to make this distinction. For example, if you say "Bob, your attitude is deteriorating and you need to start being more responsible," this could be taken as a personal remark. You are casting aspersions on Bob's character. Not only that, but it's far too general—how will this help him make the improvement you want?

On the other hand, if you say instead, "Bob, I've noticed you've been late for work four times in the past two weeks. Is there some reason you're having difficulty getting in on time?" This is specific, factual and non-judgmental. There may, in fact, be a good reason for Bob's lateness, and this wording opens the possibility for reasonable discussion.

If Bob's lateness is having a detrimental effect on the department as a whole, bringing that fact out can help. For example, "Bob, I've noticed you've been late for work four times in the past two weeks. When that happens, it means your regular delivery of the daily progress reports is held up, and people can't begin work on them—and that can set the whole day back. What can we do to help you get here on time in the morning?" This reminds Bob of his importance in the scheme of things, and encourages him to correct the problem.

One more thing, and this is vital. ALWAYS criticize people in private, never in front of colleagues, friends or anyone else. Public embarrassment is not an incentive to improve, but rather a case for resentment.

By the way, watch out for news of my upcoming series of "Manager's Day Trips". I'll post news in the next few days.

Most workers don't want the boss's job

2005-10-25T15:35:00.000-06:00

If you are ambitious, you have probably more than once had your eye on your boss's job. After all, that's the logical next step up the ladder.

So when I read this article in Delaware Online, which says most people don't want the boss's job, I was surprised! The main reason seems to be that people are afraid of the pressure to perform that comes with the managerial office.

What didn't surprise me was the next statement: most workplace discontent comes from lack of communication. I've been preaching this message to whoever will listen since I began speaking and training in the early nineties, and it just gets more and more true. That's why my business is based on helping people communicate better. If you haven't been to my website for a while, go on over there and read some of my articles. Become a better communicator and you'll automatically be a better manager.

Here's the link to the Delaware Online article: http://www.delawareonline.com/apps/pbcs.dll/article?AID=/20051024/BUSINESS/510240311/-1/NEWS01

Here's the link to my website: http://www.mhwcom.com Sign up for my e-zine and get your free 40-page e-book, "23 Ideas You Can Use RIGHT Now To Communicate and Succeed in Your Business Career!"

Communication Smoothes the Path to Change

2005-10-20T12:06:00.000-06:00

Productivity almost always suffers in times of great change, because employee stress dramatically increases due to the universal fear of the unknown. In these times, communication becomes more important than ever. This is true whether you are leading the whole company or just your department or team.

Often senior executives genuinely believe they are communicating with employees when it comes to matters that affect them. Unfortunately, they often underestimate the number of matters that includes, for the fact is that most high level decisions will affect employees in one way or another. (That's why a new law recently went into effect in Britain forcing employers to answer employees' questions on any changes or decisions that affect them.)

So how do you know what is important to employees and what to tell them? Well, you need to put yourself in the position, the mind, the heart of employees—one employee at a time. If you were that person, what would you be worried about right now in the current situation? What would be important for you to know? What is the worst thing that could happen, and would you want to know about it in advance? How would you want to be told?

Of course, you can't answer those questions yourself. You need input from the very people you are trying to understand. Depending on how much you can discuss or how much is already known, you might ask a few individuals what the grapevine is saying, and what people are worrying and wondering about.

Now, armed with this information, draft the answers to the questions. Of course they must be truthful answers, for insincerity is easily recognized and will deal a death blow to your communication efforts. Then they must be couched in terms that are clear and uncompromising, but also considerate and compassionate. It's worth spending some time on this part—lack of commitment to your message is also easily read and will automatically raise the cynicism level among employees.

Next comes dissemination of the information. There is, as we all know, no shortage of communication technology in the business world. However, the way a person receives news can dramatically affect how he or she feels about it, so you need to choose the medium very carefully. E-mail can be perceived as cold and unfeeling in many cases, although it is useful for routine updates that don't have emotional overtones. Some messages are better spoken, either by managers to their groups or by the CEO to the whole organization.

If the messengers don't have highly developed communication skills, it's worth engaging the services of professional speech writers or presentation coaches to help them, but be sure the message remains honest, clear and compassionate.

And above all, follow through on your commitments and promises. Nothing turns employees off more than empty words, but sincere, caring, ongoing communication can form the basis for building employee engagement when the present time of turmoil ends.

Managing: watch for this sign of anger

2005-10-17T14:57:00.000-06:00

A male client told me about a situation that made him feel totally inadequate, and I suspect this happens a lot among young male managers.

Tom was discussing a work situation with one of his young female employees. The situation involved a difference of opinion between her and another worker, resulting in a mistake being made. Tom felt he was being quite considerate in the discussion, not at all heavy handed. To his dismay, the woman suddenly burst into tears and answered Tom's questions with difficulty. He blundered his way through the situation, but was quite upset by it. What, he asked me, should he have done?

What men need to understand is that when a woman cries in a business situation, it is usually simply a sign of anger. While angry men tend to rant, speak loudly and angrily, angry women sometimes cry. She was probably angry at the co-worker, angry at the situation and perhaps even angry at Tom.

The best way to handle such a situation is to simply give the woman a moment to compose herself, perhaps give her a tissue if she clearly can't find one, and then continue the discussion. If she is having trouble composing herself, excuse yourself and say you will be back in a ferw moments. Don't attempt to comfort her, as this often comes across as patronizing even though not intended that way. When you think she is ready, just say something like "Okay?" in a pleasant tone, and on her signal, continue the discussion.

It's not your fault. It's not her fault. It's just an expression. Carry on!

Meeting skills: sit where the leader can see you

2005-10-16T13:34:00.000-06:00

A young woman recently complained to me that her manager never seemed to notice when she had a point to make at a meeting. In further discussion, I found out she was making two mistakes.

1. She always sat in an area to the right of the leader, who happened to be her boss. When he looked up, she was never in his line of vision. If you want to be asked for your opinion, sit where the leader can see you—preferably right in his or her line of sight.

2. She raised her hand and waited for permission to speak. Well first, if he couldn't see her, how could he notice she had her hand up? Second, sitting with your hand in the air and being ignored makes you look like a student in school—and gives you just about as much power. If she is consistently ignored, she needs to raise her hand and simultaneously say, "Excuse me, Don, may I comment on that?"

Although these problems are not confined to women, it is true that more women than men have them. Women tend to listen well, and that's a good attribute, but if you sit at meetings and don't speak up confidently to make your point, men will think you are passive and weak. Then they are even less likely to listen to your ideas, so it becomes a vicious circle.

Sit where the leader can see you, and speak up confidently!

Managing people: making work meaningful

2005-10-14T09:29:00.000-06:00

As a manager, one of your most important challenges is leading your people. New managers often misunderstand this, thinking that the only important thing is making sure everyone knows what to do to get the work done.

My speaking colleague Jim Clemmer has written a profound article that will give you some perhaps surprising insights into a wider view. Jim's view—and I heartily agree with it—is that people have a deep need to feel their work is meaningful. He gives some surprising examples of how this plays out in the workplace.

Please consider your own job first. Is this work meaningful for you? If not, what could you, your boss or your organization do to make it so? When you figure that out, take action. It's in everyone's interest to have you perform at an optimum level, so don't hesitate to put forth your suggestions.

Now, consider the people who report to you. Do you believe they are fulfilled in their work? Consider having conversations with them to find out. If they are not, what can you as manager do to help them?

Check out Jim's article using the link below and see if it sparks any ideas for you. Then come back and leave me your comments.
Here's the link

Managing: is poor communication the problem or the symptom?

2005-10-13T16:59:00.000-06:00

Poor communication is often cited as a problem. Often, it is. But just as often it's a symptom for another problem altogether, such as inter-departmental competition, lack of trust or thoughtlessness.

The link below is to an article from South Africa, in which the writer expresses surprise that two bodies of people who are professional communicators don't seem able to communicate. I believe that's because in this case, communication is a symptom of bitter rivalry and fear of the other's success. What do you think?

Consider whether your own people could be suffering from the same problem. If so, what can you do about it?

After you've read the article, please come back here and leave me your comments and thoughts on this.

Business Day - News Worth Knowing

Hiring: try them out on contract first

2005-10-08T15:37:00.000-06:00

Hiring the wrong employee can turn into a nightmare. What if there was a way to try a new hire out before making a final decision? Well there is—hire them first on a contract or temp basis.

Suppose you have interviewed a number of people for a position in your department, and one looks like a good fit. It also seems that the potential employee is positive about the job. Rather than make an offer of permanent employment, suggest that he or she come on board for a period of, say, one to six months (depending on the nature of the job and the job level) under contract. During that time both you and the employee can see how it is to work together. You can observe how the person interacts with others in the department as well as how quickly they learn.

At the same time, the employee can become acquainted with the company's culture and the people.

When you make this offer, point out the advantages to both parties. If you make the rate of pay for the temporary period comparable to what they will earn if they take the permanent job, the candidate won't lose out financially on the deal.

If the candidate refuses this option...well, perhaps that tells you something in itself.