In the post “How To Stop Passive-Aggressive Behavior In The Workplace” I shared how important it is and how to create a culture where teammates first attempt to resolve differences with each other before requesting leadership assistance.
The most productive teams involve the supervisor only as a last resort after teammates were unable to resolve their differences themselves.
If you inherited a team with a different culture, read the post above, change what is expected of teammates to resolve differences, and then prepare yourself to mediate, should it come to that.
Mediation is appropriate when
teammates unsuccessfully attempted to resolve differences
one person has a dominant personality, and the other has a passive personality
other teammates are getting involved and taking sides
a policy was violated
The first key to a successful mediation is to meet with each party separately before meeting together. Ask each participant the same questions to get both sides of the story and clarify your understanding of the problem and the barriers to resolving it.
After meeting with each employee, prepare mentally by considering
what you believe is the issue
their personalities and how each attempts to control conversations
any history between them, or similar issue and a different teammate
your ideas on how to resolve the issue
Have the participants agree to these ground rules before starting.
Stick to the issue – no discussing non-relevant matters
You will interrupt and redirect the conversation when necessary
Respect each other, even if they disagree
No interrupting, raising their voice, swearing, or personal attacks
They need to reach an agreement and commit to it before leaving
Explain the back and forth process, managed by you so that they will understand.
Each person gets a chance to talk while the other listens
The listener paraphrases what they heard, and if correct, gets an opportunity to respond
Repeat this process until you agree on a solution
Questions to ask each participant are
What’s the issue from your perspective?
What did you just hear them say?
What is your response to that statement?
What additional information would you like to add?
How do you suggest we resolve this?
Make sure both parties are clear on what each will do following the mediation. Schedule a follow-up meeting if necessary.
Manage this critical leadership function well and you will not only help resolve this disagreement but teach participants how to handle future disagreements and increase cooperation in the workplace.
If you are interviewing for your first leadership position, this is an exciting time.
I want to give you an advantage over your competition and ensure you avoid the most common mistake eight out of 10 people in your position make.
Most people prepare by designing statements and answers based on their resume, including the duties and responsibilities of positions they have held.
The problem with that approach is that a leadership position is not on their resume, and leadership is precisely the focus of this interview.
Your priority is to convince the interviewer(s) you will make a great leader.
You need to include Leadership in almost every answer and statement to separate yourself from other candidates.
How do you answer questions about your past and present – your resume items? After you convey the situation, what you did, and the results you achieved, continue in the answer and connect it to leadership.
After saying, “This was the situation, this is what I did and the successful results I got,” continue by saying things like:
“How that experience helped me prepare to be a successful leader is…”
“There were several skills I developed through that situation that will help me lead, and they were…”
“What I learned about leadership through that event was…”
Additionally, whether specifically asked about leadership or not, find a way to share:
why you want to be a leader
what it is about leading that excites you (be specific; two or three)
characteristics and qualities that make a great leader, followed by, “That’s me.”
what your leadership style is and how and why you chose that style
Write your cover letter or resume using words and phrases a leader would use. When you meet the interviewer(s), everything about you should exude leadership. The way you:
walk
talk
look them in the eye
shake their hand
introduce yourself and greet them
BE THE LEADER! First, convince yourself you are the leader they want; then convince them. We always have room for another great leader. As Zig Ziglar’s book suggests, See You at the Top!
That’s my perspective, what’s yours? Swing by our website and leave us a comment or question. Leave us a comment below and don’t miss the video on this topic on YouTube.
Most of you know I’m a health conscious person who values physical and mental fitness. I was discussing training schedules with a physical trainer friend of mine, and she asked how I had modified my training regimen after suffering a heart attack and devastating shoulder injury nine years ago.
As I shared the details of my surgeries and subsequent lifestyle changes our discussion turned to when “good enough is not good enough” – situations for which perfection is the objective.
The greatest payoff of striving for perfection is that even if you don’t achieve it, you accomplish more than when you set the goal lower.
Accomplishing more rewards you with an enhanced sense of satisfaction and personal mastery.
Unfortunately, from time to time you may be tempted to settle for ‘good enough.’
Settling for ‘good enough’ is a dangerous, self-defeating habit to establish because it blocks you from reaching your potential.
In this video, you’ll be challenged to:
Identify the areas of your life that deserve perfection-based efforts
Evaluate your current efforts toward reaching your goals
Visualize how you can enrich life with perfection as the target
What areas of your life deserve an increased effort beyond ‘good enough?’
Remember, you accomplish more and feel better about yourself when you set your goals higher AND remain flexible enough to accept the ensuing results.
If you know of others who would benefit by setting higher goals for themselves, please pass this letter and video along to them.
That’s my perspective; what’s yours? Leave us a comment below this post and don’t miss the video on this topic on YouTube!
P.S. Next Week: Interviewing For Your First Leadership Position
surround yourself with encouraging people who regularly reach their goals
have a plan with a deadline
be focused and selective with your time
take action – avoid inactivity and procrastination
prepare to manage setbacks
leave no room for excuses
be committed – Success Is Not Convenient!
I want to talk about the last one, being committed, because the messaging today suggests this item isn’t necessary. Today’s trend in advertising suggests that reaching your goals is easy to do, and that hard work is a thing of the past for foolish people. You can
get rock hard abs with a one-minute workout
lose 25 pounds a day by taking a supplement and eating as much as you want
get rich in 90 days by following a simple ‘get-rich’ scheme
get anything you want, just because you want it
If these are so easy, why do so many people fail? They fail because they buy into the hype of how easy it is to change your life.
It’s true that recent advancements in technology, nutrition and exercise physiology are making things easier. To take advantage of them is wise. However, the suggestion that it is easy to make a significant change is being over-sold, and unsuspecting people are set up for failure.
Changing your life requires hard work and discipline. Expect there will be times when
it won’t be easy
you will be inconvenienced
you’ll question whether it is worth it or if you’ll make it
the price of success will be higher than you anticipated
Prepare for a battle, but always Expect Success. The possibilities are endless when you commit yourself to the principles successful people follow.
Work hard; celebrate hard! Make this year your most successful year yet.
In Part One of Helping Top Performers Improve I shared how to move past your hesitation and fear to deliver this feedback. If you struggle with this and haven’t read Part One, please read it and watch the accompanying video before reading this post, as Part Two begins where Part One ends.
Leaders are taught to treat everyone fairly, but that does not mean you treat everyone the same. Not treating people the same is especially true when it comes to feedback, as customization is the key.
The profile of Top Performers provides an instructive guide to effectively customizing feedback to them.
Top Performer Profile
have high integrity and are trustworthy
take a lot of initiative
make decisions based on facts
are good at managing their performance and always look for ways to improve
have high expectations and are tough on themselves when they make a mistake
are mild to highly sensitive to feedback
Level One Customization – based on the profile
stick to the facts
give objective data first, followed by subjective data and observations
use an approach that eliminates or minimizes their potential embarrassment or disappointment in themselves, while they are in front of you
realize they don’t need much involvement from you past the point of delivery
While points 1 and 2 apply to most people, points 3 and 4 are unique to Top Performers. They, by their performance, have earned the right to be given more freedom.
They are not equal, however, in how independently they can operate, thus creating a second level of customization. Include the following points in your second level of customization.
Level Two Customization – based on the individual and the message
Do they prefer to process feedback entirely on their own, or discuss it with you?
Does the complexity of the message necessitate a discussion or clarification?
If discussion if preferred or required, should it be immediate, or delayed?
Do you desire they take action, or need them to take action on this message?
Do they typically take action on ideas they find valuable, or need that directive?
If direction is preferred or required, what type and how much?
A common mistake is to involve yourself too much or provide too much direction. A Top Performer’s resistance is a clear signal to give them more space to perform on their own.
Always start with the least intrusive approach. It’s easier to get more involved than it is to back off after you have over-involved yourself.
Ask yourself this question: “What is the least intrusive approach I can use while still confident they meet the objective of delivering this message?”
Delivery Approaches – used almost exclusively with top performers
drop-off message – you get together, deliver the message and part ways – with minimal or no discussion
a drop-off message with a scheduled, reasonably comprehensive follow-up discussion
To some of you who have never used such a hands-off approach, those might seem insufficient. Remember who you are talking to; it’s your best people. Their profile suggests they will not only appreciate that approach but find it more than sufficient.
However, if you find it insufficient, you can always involve yourself more or switch to the traditional feedback approach with them.
traditional – we schedule enough time to have the complete discussion and schedule beneficial follow-ups
What type of feedback does the research suggest Top Performers benefit from the most?
improving strengths – help them develop what they already do well – capitalizing on the 80/20 principle
managing weaknesses – find ways to decrease the negative impact the weakness has on a strength. Don’t attempt to turn weaknesses into strengths.
Use an approach customized to your Top Performer’s qualities, and you’ll find they’ll be receptive to your feedback, value your suggestions and the approach you use which gives them freedom and respect and take action on your ideas, bringing even more value to your team.
