Getting Your Head Around Supervising–Episode #6 | Misreading Employees

“How do good supervisors get a correct read on their employees?” That’s the questions I left you with at the end of Episode #5.

Supervisors tend to draw all kinds of conclusions about their employees based upon behaviors they see and words they hear from afar.

As a result, they run the risk of forming mistaken, often negative, perceptions that certain employees are:

  • A problem
  • Negative or difficult
  • Resistant or lazy
  • Weak links

In fact, those same employees may simply:

  • Misunderstand or misconstrue expectations
  • Lack self-confidence
  • Fear making mistakes, looking stupid, or having weak skills exposed
  • Feel unaccepted by or inferior to coworkers

Faulty perceptions, if allowed to continue, are a disservice to the employee, the team, and ultimately the supervisor.

Warning: Seeming is not reality.

The perceptions supervisors form about their employees are rarely a fully accurate picture.

Uncertainty about what affects employee attitudes and behaviors unnerves even the most experienced supervisor. Why? Because every employee is different.

The best way to get a correct first read on each of your employees is through face-to-face conversations on a whole range of subjects starting with whether or not he likes the job, how she thinks she’s performing, how accepted he feels by his peers, and what kind of support is needed from you.

Situational observations are a next approach. Now that you have a baseline read on your employees from those conversations, what you see in the course of work getting done will have a more accurate foundation.

When business direction, policy, or work group changes are announced or implemented, watch how your employees handle it. Do they act differently toward you or coworkers? Is their work output better or worse? Is their demeanor more positive, negative, or unchanged?

When you see unwanted changes in an employee, it’s time to follow up directly with him or her to understand the cause and redirect behavior.

By creating a comfort level for employees around sharing concerns and issues with you, you’ll get better information and make fewer perception mistakes.

Remain clear-eyed.

You don’t get a clear-eyed read on your employees by using yourself as the barometer. Everyone is not like you.

Just because you may not care that your manager rolls his eyes when he doesn’t like your new idea, don’t assume that’s how your employee, Glenda, will react when she sees your baby blues spin around in their sockets.

When your employees come to you with input, take them seriously and respond professionally. Avoid being glib, impatient, or dismissive at all costs.

Don’t misread busyness for productivity. Too many supervisors confuse employee activity as signs that the right work is getting done when it might not be.

No supervisor wants to get snowed by their employees. It’s a mistake to take what employees say about the status of their work or the intent of their behavior at face value.

When your employees are uncertain about performance expectations, boundaries, and professional conduct, they will fill in the blanks on their own.

Consequently, you need to have professional conversations with your employees about their productivity, work quality, and on-the-job behavior to form correct perceptions about them and to help them become successful.

Stay engaged.

Supervisors will avoid misreading employees by staying engaged through Skype video calls with employees in distant locations and through local in-person meetings. There’s no substitute for talking eyeball-to-eyeball.

This doesn’t mean you won’t fall into a misread or two, but that will be the exception and not the rule.

The impact and consequences of a misread can be significant. So every supervisor needs to be able to repair a wrong. Building a history of demonstrated respect can be essential to making things right.

So, how does a history of showing respect toward employees help a supervisor minimize the damage of employee perception mistakes? We’ll tackle that in Episode #7.

 

4 Ways Distraction Threatens Your Career | Fight Back

Distracted? Never, you claim, always fully tuned in, just multitasking.

It’s a popular self-deception. We’re all guilty to a degree.

Research has long debunked the notion of multitasking, our claim of being engaged in multiple things (aided by our digital tools) at the same time.

We’ve just become compulsive about requiring our brains to toggle between one thought or awareness and another. The faster we do it, the more we self-approving we become.

Faster makes winners, right? Until, there’s a wreck.

Distraction as enemy

Keeping up with the pace of change and career demands is wearying. So many swirling expectations and so little clarity about what really matters…to our progress.

We take a stab at one thing and then another, often deciding what’s important based upon what others are or seem to be doing or that text, post, news flash, or broadcast email we receive. Our biggest challenge at work is figuring out what matters and what doesn’t.

If you let yourself become distracted by all the inputs that come your way, you’ll more than likely spin your wheels and find yourself stuck in an ever-deepening rut.

You need to separate distraction from meaningful direction. That starts with recognizing how certain distractions can hurt you.

When distractions run amok, they can become:

  1. Career saboteurs–Success at work is about staying focused on the tasks at hand, providing updates to your boss, and working collaboratively with coworkers. When distractions caused by extraneous inputs obstruct your focus and productivity, your career will take a hit.
  2. A safety hazard–Inattentiveness is one of the main causes of accidents in the workplace. You don’t want to get hurt on the job and companies are upset when you do. When distracted, we slip, trip, and fall…or worse…whether we work in an office or outside. Distractions take make us vulnerable.
  3. Relationship eroders–Most of us want to matter at work…to our coworkers, bosses, and customers/clients. People you interact with want your undivided attention as much as you want theirs. Distractions that you respond to while with a colleague screams, “You aren’t more important to me than….” [fill in the blank...this text, email, person who caught my eye]. You may not get much future support from those you make feel less important.
  4. Confidence drains–Distractions interrupt your thought processes, often introducing extraneous points of view, declarations, positions, and news that derail insights that are uniquely yours. Your ideas lose momentum and you start to question their value and relevance. When distractions steer your thinking off course, you put your hard-earned self-confidence at risk.

Be on guard

There’s a relentless onslaught of information coming at you, often causing confusion and clutter in your life. You necessarily must be able to separate the useful from the useless, engaging in a a kind of distraction due diligence.

You need to take charge of the world around you, avoiding the tendency to follow the herd. This means you should:

  • Stop second-guessing what you believe is important to your career success
  • Refuse to fear being wrong, out-shined, or outplayed by others; instead just do what you do best
  • Be willing to differentiate yourself by showcasing your talents and commitment to quality work
  • Expect to be seen and heard, not to be kept faceless and at arm’s length
  • Build meaningful relationships with colleagues that mirror what you want from them

The fear of missing out (FOMO) is a guarantee that you will. It’s impossible to be in tune with everything that’s going on around you. Most of it doesn’t matter to your career plan anyway.

What you don’t want is to miss out on the relationships, creative sharing, emerging insights, and depth of thought/experience that comes from focused engagement with the people you work with.

Resist with courage

It takes courage to resist distractions, especially when you’re surrounded by others addicted to them. Distractions become a cop out, an excuse for putting off decisions, completing work, and reaching out to others. It’s time to fight back.

Being busy being busy is the road to nowhere. Beat the traffic and take the undistracted route.

 

 

Getting Your Head Around Supervising–Episode #5 | Boundary Mistakes

“What are the boundary mistakes that supervisors make and how do you fix them?” That’s the question I left you with at the end of Episode # 4.

By: Ludo

A boundary is border or a limit. At work, boundaries are about acceptable behaviors that ensure:

  • Work gets done the right way
  • Individuals are treated with respect
  • Policies and practices are followed consistently
  • Employees conduct themselves courteously, professionally, and ethically
  • The work environment is safe

Boundary setting and implementation are the job of every supervisor. It’s how you create a work environment where each employee has the opportunity to shine.

All kinds of problems arise when supervisors falter on boundary setting. Here are some typical mistakes to avoid.

Mistake 1: Boundary Abdication

The worst mistake is to abdicate your responsibility to establish and communicate clear boundaries.

When you don’t set boundaries, your employees will create their own and become self-supervising.

Consider this example:

A client of mine inherited a work group that had worked without behavioral boundaries for years. Several of her direct reports had previously repackaged their job duties to meet their own interests. They followed their own timetables for completing assignments, worked with whom they pleased and shunned others, and built allies in the company who believed they were following their supervisor’s lead. When my client implemented her boundaries, the workplace culture got on the right track in time.

A workplace without clear boundaries soon becomes dysfunctional.

Mistake 2: Moving Target Boundaries

 Boundaries need to be consistent to be effective.

Consider this:

Anita is about five minutes late for work every day because she has to drop her child off at day care. Her supervisor lets this go, believing that it represents his support of women with children.

Charlie works with Anita. He’s five minutes late a couple times a week because, when he goes out with his buddies, he has a hard time getting up the next morning. The supervisor says nothing to Charlie but eventually writes that Charlie’s “often late for work” on his performance review. Charlie complains to HR, knowing Anita had been given a pass.

At work, late is late. So the boundary needs to be punctuality for all, because punctuality is about dependability and having all employees available for work.

Anita needs to set her alarm earlier and so does Charlie. Their live style choices outside of work aren’t the issue. Their commitment to getting to work on time is.

Mistake 3: Access Boundaries

 A supervisor’s boundaries may turn to mush when certain employees feel like friends and it’s hard to say, “No,” to them.

If, as the supervisor, you’ve asked your employees to make an appointment with you when they have an idea to present or an issue to discuss, that means everyone. If your “friends” are allowed to pop into your office anytime, even just to joke around, while others are required to make an appointment, then it’s clear that your boundaries are for some but not all.

It doesn’t take much to create division, even clicks, in a work group. No-favorites boundaries help avoid that.

Mistake 4: Death-Grip Boundaries

 Some supervisors are so unnerved by the potential unpredictability of employees that they set boundaries so tight around every conceivable situation that they squeeze the motivation out of their employees. Fear of loss of control can create a death-grip.

Instead of boundaries, these supervisors create endless hard-and-fast rules that become barriers to initiative and innovation. These insecure supervisors put employees in a vise and, in time, negative fallout and poor results will show.

Aids not obstacles

Effective supervising means adapting to conditions. That’s what makes setting boundaries so difficult in a rapidly changing workplace.

Supervision is as much art as it is method. Good supervisors understand their employees as individuals and as a team, creating boundaries that are aids and not obstacles. Often that starts with getting a good read on who your employees are and what they need.

So how do good supervisors get a correct read on their employees? We’ll tackle that question in Episode #6.

 

When Talent Foreshadows Your Genius, Would You Know? | Becoming Extraordinary

Talent is hardwired in you. You’ve got it whether or not you:

  • Recognize it or have figured it out
  • Know what to do about it
  • Believe you can develop it into something
  • Have the courage to accept or reject it

Your talents give you a hint into what you can get really good at if you:

  • make the effort,
  • face the challenges,
  • accept the necessary sacrifices

Your talents are your foundation. On them you can build a shack, a skyscraper, or anything in between. The choice is yours.

The quandary

In our search for success, a chance to make our mark, we search for ways to put our talents (skills, knowledge, abilities) to use, often in the context of our careers.

Some of us take our talents and bend them to fit the requirements of our jobs, the expectations of our bosses, and the company culture. That may push us to overdevelop some of our talents at the expense of others. We tend to accept that.

But sometimes we don’t, won’t or can’t compromise or dilute our talents, because we’re driven to be extraordinary, pulled by talents that won’t let us go.

There are signs, like when you know you’re driven to:

  • Design new products or apps
  • Start new businesses or restore failing ones
  • Write, record, perform, and produce music
  • Develop and champion certain charities/non-profits
  • Advocate for causes to make the world better

This is when your talents have become your driving force.

Not everyone takes this path. It’s not because they don’t want to or can’t. It just not part of their consciousness or their life view at the moment. But it may in fact be unlocked at another time.

But for those who sense the call, who have the courage, and who are willing to take the risk, there is ultimately the discovery of genius.

Genius calls

The term “genius” sounds a bit snooty or overblown to some. It’s not a word we associate with “regular” people like us. It’s only for larger than life figures like Albert Einstein and Steve Jobs, right? Not so. And it’s not just a term about IQ.

By definition, a genius is “a person of extraordinary intellectual and natural talent…aptitude, or inclination.” (American Heritage Dictionary of the English Language–4th edition)

Everything in life is relative. Your idea of extraordinary is different from mine. But generally speaking, we can tell when we or someone we know has taken their talents to an extraordinary place.

Take the guy you knew from high school who struggled to get passing grades but had a talent for music. For years, he gives music lessons and plays gigs to earn a modest living, immersing himself many music genres, learning how to play multiple instruments and to sing.

He turns to songwriting and records a couple of CDs of original music, professionally records and produces with other accomplished musicians. Some of his songs are discovered and become themes in TV shows and movies. After three decades into his craft, he’s still working to “make it” his way. There’s no selling out, no capitulating, and no desire to do anything but to make and honor good music.

 Genius emerges from the unrelenting effort dedicated to one’s talents.

Now consider that gal in junior high school who made the best brownies for the bake sale who is now the owner of a high-end cupcake company in a big city and who ships her renowned treat worldwide.

Or the geeky adolescent computer gamer who now designs programs that enable unmanned submarines to scan the ocean floor for wreckage or new marine species.

Following the pull of your talents can lead you to extraordinary places.

Check out this piece about Ra Paulette, (CBS Sunday Morning May 19, 2014), who for the past 25 years has been creating sandstone caves of art in New Mexico. He has no degree in sculpting and is neither a structural engineer nor architect. He simply turned passion and talent into genius.

Genius is in you, ready to see the light, if you have the will and courage to embrace it, to be different, and to risk what’s unknown

Own it.

Famed French writer and existential philosopher, Simone de Beauvoir (1908-1946) writes:

One is not born a genius, one becomes a genius.

Your forever challenge is to own your evolving genius and protect it from those who may want to derail you. Please don’t be afraid to become extraordinary.

 

 

 

 

 

Getting Your Head Around Supervising–Episode #4 | Setting Boundaries

“What do good supervisors do to set boundaries that minimize mistakes?” That’s the question I left you with after Episode #3.

We unwittingly set the stage for our supervisory mistakes. Setting boundaries helps us minimize them and avoid a chain of calamities.

Think respect.

Boundaries are essential for supervisors and employees, so they can work together at top effectiveness.

On the surface, you might think that setting behavioral boundaries is simply a control tactic, the way supervisors keep their thunderous employee hoards at bay or imprison workers in the darkness of dreary, nose-to-the-grindstone tasks. Not so, at least not in a healthy workplace.

Actually, boundaries, when well used, build mutual respect between supervisor and employees that help everyone avoid making senseless mistakes.

We go to work to exchange effort for reward. It’s the same for both supervisors and employees. We do our best work when we believe that we’re respected for who we are, what we bring, and how we execute the requirements of our job. We determine whether or not we’re being respected by the way we’re treated, individually and in comparison to others.

Respect begets respect, that’s an easy principle to live by.

We earn respect in many ways as supervisors. Most often it’s about the way we treat people: our courtesy, acknowledgement, fairness, and courage to name a few. The platform for building respect, however, is in setting boundaries.

Set unifying boundaries.

Boundaries are limits supervisors set around acceptable and unacceptable behaviors, so employees know what’s within or out of bounds. This makes it clear whether or not it’s acceptable to:

  • Refuse an assignment or ignore required processes and practices
  • Be late or absent from work without notifying the supervisor ahead of time
  • Disrupt the workplace with distracting behavior
  • Barge into the supervisor’s office to complain, make demands, or interrupt
  • Demonstrate insubordinate, rude, or uncooperative behavior
  • Engage with others in ways not appropriate to the company culture or society

The potential list of work place boundaries is unlimited and no supervisor can or should try to figure them all out in advance. You’ll know when you’ve failed to set a necessary boundary when an employee crosses it , you’re caught off guard, and/or there’s been a negative impact on your work group. Some work groups, because of their make up, operate on few articulated boundaries; others need many.

They key is to be honest with yourself about behaviors you absolutely won’ t tolerate as the supervisor. Start by thinking about supervisors you liked and visualize what they did and didn’t accept from their employees. Then reflect on things you’ve seen and heard coworkers do that you know were off base. Then put together your list.

The preparing is always easier than the doing. Always remember that boundaries aren’t just about what makes life easier for you, the supervisor. They’re set to make the workplace a positive, safe, and relatively stress free place for your employees and you.

Your boundaries are there to insure inclusiveness, no bullying, fairness across the board, consistency in enforcing company policies, and a climate of mutual respect. When you have good principles-based boundaries, you have the foundation for teamwork, collaboration, and initiative that builds a sense of value and self-worth in each of your employees.

Boundaries matter.

Boundaries ensure mutual respect among supervisor and coworkers, so everyone can succeed. There need to be standards around quality of work, goal achievement, courtesy and fair treatment, respect for differences, and ways of speaking to each other.

The boundary-setting mistakes supervisors make often mirror Goldilocks sitting at the three bear’s breakfast table, deciding which porridge bowl to eat–too hot, too cold, and just right. Getting the boundaries set right is the next step.

So what are the boundary mistakes that supervisors make and how do you fix them? We’ll tackle that in Episode # 5.

 

Looking for the Key to Success? Start with Appreciation. | Pharrell Knows.

Achieving success is a mystery.

When we don’t have it, we often want something or someone to blame:

  • Parents who weren’t supportive
  • Life in a bad neighborhood
  • Boring teachers who didn’t motivate us
  • A bad job market or a go-nowhere job
  • Schmoozer coworkers who get the promotions

If only…if only…so sad, right?

Your and my success aren’t about anyone else but you and me. It starts with us, no matter what the circumstances.

The key to success is putting yourself in its way

by taking action and showing appreciation for

everyone who takes an interest in you

no matter how large or small.

You just have to start with small steps and a willingness take a turn when the road splits.

 It’s the little things.

We’re not entitled to the kind of success we want. We may achieve all of it, some of it, or very little of it.

The problem is: We often don’t really know what we’re after. We may know we love sports or music or business and that we want to pursue it, but we usually have no idea how any of that interest will turn into success.

Most successful people stumble into it. Forget about those who get the family business handed over to them. This is about those of us who start at the bottom and try to work our way to that place of success where we want to be.

Your definition of success needs to be yours alone. It’s not about what your parents, your friends, or the media sell you about success.

For some it’s about money and material things. For others it’s peer recognition by an accomplished craftsman, artist, educator, or care-giver. It’s painfully easy to define your own success by the measures of others, something that can derail a career that will truly make you happy.

It’s the path to success that befuddles most of us. There is no achieving success alone. It takes connecting with good people, successful in their own fields, who have a genuine interest in lifting you up.

The key to your success is focusing on and developing your talents, finding those good people, and appreciating, every day, the significance of their part in the trajectory of your success.

Happy is…

Pharrell Williams, American singer-songwriter, record producer, and musician, has been successful behind the scenes for years until his song, “Happy,” hit the airways with him as the singer. It catapulted him into major celebrity.

Although Pharrell is a musical talent in his genre, his life and rise to fame are representative of how small steps, humility and appreciation matter.

Pharrell was interviewed on the CBS Sunday Morning program (April 13, 2014) where he explains how his success “story is the average story” of a kid whose mother was a teacher and his father a handyman. It included a few special people who took an interest in him, even though he was a C and D student in high school and deeply into music, especially rap.

He never forgets his appreciation for those who noticed him and wanted to give him an outlet:

Take all my band teachers out of [my life], where would I be?

About the reason for his current success, he adds:

For me…if the people don’t upload my music there is no success….I’ve been hoisted up by others….I just did the song and other people bought it.

And about what it all means, he adds: “What else do I have but to be appreciative.” The stars aligned for me. “A kite doesn’t fly without the air.”

Your story

You have your own career path before you, ready to be mapped.

Pharrell explains there are lots of great song writers, musicians, and producers around, just like him, who aren’t being heard. That doesn’t mean they aren’t successful.

Success is about the mark you make, big or small. The people you touch, the good you do, the difference you make, and the way you fill your own heart. Appreciation and humility underpin the kind of success that can deliver something worthwhile.

 

 

Getting Your Head Around Supervising–Episode #3 | You and Your Mistakes

So what do good supervisors do when they make mistakes? That’s the question I left you with after Episode #2.

Supervising is murky. It doesn’t lend itself to measurement. Subjective evaluation, yes, but hard measures, not that I can see.

There are terrific books on how to become a great supervisor, like Marcus Buckingham’s First, Break All the Rules, but they aren’t recipes. You can’t put your interpersonal style, employee performance expectations, and feedback methods in a blender and serve up the perfect smoothie every time.

Doing a good job as a supervisor takes a realistic frame of mind, accepting that a lot of the time you’re good, sometimes even great. But there will be times when you’re woefully deficient, times your employees remember most.

You will make people mistakes, some big and others relatively insignificant. You’ll learn a ton about your employees and yourself each time you foul up.

Supervisors not cut out for the job don’t react well when they mess up. Some withdraw, lose confidence, wither, or self-flagellate. Others get defensive, resentful, or disillusioned.

Good supervisors see every misstep as a learning experience. They know how to recover. Their frame of mind is always focused on progress. When there’s a setback, a miscue, or a failure, they act fast.

Concede mistakes.                                                                                                        

Supervisors often derail their own careers because they’re afraid to make a mistake, especially with their employees..

Trying to be a perfect, by-the-book supervisor takes all the fun out of it. It’s a job more like white water rafting than a canoe trip. You get all wet, bounced around like a pinball, bashed against the rocks, and even thrown into the drink when you don’t hold on tight enough.

But, when you’re finally on dry ground, you realize how exhilarating it was: the risk, the camaraderie with your raft-mates, the demands of the river, and the courage you discovered was really in you.

Supervising is a wild ride. It tests you like the river. Your employees are about as unpredictable as the speed of the rapids and the rocks hiding below the surface. No one knows what they’re getting into when they agree to supervise.

We might like to predict how it will be and convince ourselves that we know what to do when the raft gets swamped. But we’re only kidding ourselves.

It’s true that some supervisor mistakes are more egregious than others. You can’t, on a bad day, speak abusively to an employee, even if it’s someone you and others believe has long needed a tongue-lashing. Abuse of any kind under any circumstance is both wrong and an indelible black mark.

You also can’t behave unethically: steal time, permit employees to break company rules, violate laws, and misuse company resources. These bad behaviors should go without saying, but I’ve read enough news coverage on errant business leaders to know that they need to be said.

Unless you want to make yourself into neurotic, hyper-controlling nut case, it’s just better to accept that you will make mistakes and do your best to fix them.

Think first.

Most mistakes that create employee problems come out of our mouths. We say the wrong things, at the wrong time, and in front of the wrong people in a tactless tone of voice, with bad body language, and without full awareness of the situation.

Sometimes we know right away that we bumbled, so we can correct ourselves. But most often, we don’t understand the impact until there are signs much later, signs that spell trouble.

We unwittingly set the stage for our mistakes by not thinking about the significance of what we, as supervisors, say and do. Clearly we don’t want to set ourselves up for calamity, but to avoid it, we need to adopt some important mistake-minimizing steps, like setting and maintaining boundaries.

So, what do good supervisors do to set boundaries that minimize mistakes? We’ll tackle that question in Episode #4.