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Feedback: March 2010 Archives
I haven't done a scientific study, but results over the years have indicated to me that people who are introduced and assimilated into a work culture immediately upon hire stay longer, are more productive, and more successful longterm.
From my experience and those of my management peers, employees who spend time with their direct supervisor, co-workers and key players in the organization within the first day or week of employment tend to stay with the organization and be more productive.
One place I worked, my new boss took me to lunch on my first day; another, it was the first week. Every place I have worked has involved this type of indocrinization.
How can this be applied elsewhere? Whether its your students, your employees, or your social group, going out of your way to make sure the new kid on the block feels like they know their role and how they will interact with others is the right thing to do.
Take time out with every new person, and you will spend less time out recruiting to replace them later on.
I had some friends who used to say they worked for "A manager - he manages to do nothing at all." Unfortunately, in many work situations, that seems to be the perception about management.
Having an effective MBWA (Management By Walking Around) strategy can enable you to look busy, stay on top of your staff, and keep others from thinking you are "managing to do nothing". While management needs to focus on the days sales, productivity, or other immediate goals while also balancing long-term success, managers who show employees that they know how to do their jobs (or the stresses involved in those jobs) are the ones who are the most credible.
Managers can sometimes be manager in name only, and unfortunately in the case of the manager who manages to do nothing at all, that perception may never go away, especially with those who are perennial malcontents or wish they had the title of manager. However, it nonetheless is important to walk the talk, spend time each day with every employee, even if it is just a minute or two talking about the days activities, and you will find that you are among the very best at what you do.
Q: Where are the "bomb" jobs out there? How can I find one?
A: I've seen more and more people give up that search for the "bomb" (or perfect) job because they have realized that it really is more about being passionate about all that you do, and not relying solely on one source of income and workplace for your work pleasure.
More and more people are working a full-time job as well as freelancing. Many people (especially those in college) are working two part-time jobs or more for flexibility with their family and school life.
Relying too much on a job for your enjoyment may set you up for a big fall. Try more to focus on developing your skills as a leader and becoming a better you wherever you are. You may find that your "bomb" job may be that way for just a couple years, but that doesn't mean you shouldn't put in your best effort, or love the job anyway.
Are your rewards systems and pay systems designed to reward innovation and inclusion, or single-mindedness and seclusion?
These are issues companies face every day. In an environment that awards singular effort, there may be others who contribute as much (if not more) than others. If the team is recognized, the morale increases, and similar projects succeed.
However, if one team member consistently takes credit for the hard work, and is rewarded for that work, this can lead to long-term morale decreases amongst those whose efforts are not recognized.
Next time you consider recognizing a member of your staff for their efforts, first look at everyone who was involved, and publicly thank and recognize all of those who may have been a part of the effort.
Q: I have a boss who always seems to jump to conclusions without looking in detail at work I've done, and then send me "nastygrams" via email complaining about some policy issue or infraction. If he would actually read my attachment thoroughly, he then would realize that what I have done is correct. In the end, what usually happens is I get frustrated, he gets frustrated, and if he had just read what I sent more clearly there would never be misunderstanding. Help!
A: Email communications can be the downfall of many a relationship or create massive unproductive spells. Where possible, avoid email altogether.
Sounds to me that you need to provide more detail explaining what you are sending along, so that way there aren't a flurry of emails back and forth, and that way the message explains itself.
Better yet, consider showing your boss your work prior to sending it, and that way any questions are answered at the draft stage.
Regardless of the sender, it's important to critique your criticism before you deliver it, because you may find that when you do criticize, you will be taken more seriously. The more accurate and detailed your initial analysis is, the less you are likely to criticize others by rushing to judgement.
Q: I work in an office with 4 other people. My boss rarely has us meet, and usually when we do meet it is about every 6 months and it usually has something to do with what we are doing wrong. How often should we meet as a team and as individuals?
A: Sounds like a tough spot you are in; good teams have regular dialogue every day, so the need for a sit-down meeting may not be very necessary. However, since it sounds like when you do have a meeting it is to point out flaws, perhaps you may want to suggest to your boss that your team should meet more regularly so it doesn't feel that way.
Very often, meetings are ineffective because they have no agenda or because they focus on the negative. Look at the reasons why you want to meet more often with everyone, and see if there is something you can do to get together without the boss, and then share the meeting results with him.
Every company needs a protocol to ensure communication across all levels of management is consistent. Once in a while, someone may go too far up or down the ladder of management to communicate information, or may not communicate properly at all.
An open door policy is most effective when proper protocols are put in place so it is used efficiently. Having a company email address and phone number that people can reach you at to set up an appointment is best. Some people aren't comfortable spilling details over email, but at least using email and the phone to book the time can prevent a lot of inefficiency.
Over the past two years, I've seen the level of dialogue I've had with people become more effective because people use email and the phone to address issues before making an in-person visit.
As managers, the open door should be open for the open door policy to be effective, but that doesn't mean the open door has to be walked through; just as effectively, a well-crafted email and phone policy can make you seem more open to feedback than you are now.
A couple companies I do work with recently had going away parties for retiring employees. In one case, a new employee had already been hired to fill this person's position. It made me think that perhaps the going away party is only effective if we also celebrate the arrival of someone new to that role.
So much effort is put into recognizing someone who is leaving a company; if the same effort could be put in to welcome a new member of the organization, imagine how much more welcome they would feel to be on board.
Certainly, the extravagance that may go into recognizing someone who has given years of their life to the organizations will dwarf what is done for their replacement, but a welcoming party where the entire staff is invited can certainly provide an appropriate way for the replacement to come in and feel welcome as well.
Q: Should I ask about compensation and benefits at an interview? What other questions should I ask? - Scotia, NY
A: Benefits yes, compensation, maybe not. A good way to get an idea of how a company will take care of you is to ask "If I am brought on board, what kind of health and fringe benefits do you offer?" This can help you find out what your company offers you without being too pushy.
A good question to ask someone interviewing you is "How long have you been with the company, and what has influenced you to work here?" This helps the company see if you are interested in the long haul, and can develop an instant rapport amongst your potential peers.
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