“Alfred sounded great during our interviews with him,” a manager commented to me. “However, in a few short weeks Alfred managed to alienate most of his team members with his arrogant, condescending and uncooperative behaviors.”
More than eighty percent of attendees in my leadership workshops say they have been badly fooled during candidate interviews.
Rachel Feintzeig, writing in the Wall Street Journal, reports several studies showing that lying is rampant during job interviews. And Dr. Nicolas Roulin, author of The Psychology of Job Interviews, estimates that up to eighty percent of job candidates embellish their experiences and about twenty percent invent things—like degrees they have not earned and positions they have not held.
Numerous reports suggest that many job candidates inflate their skills, experiences and responsibilities. And what do they minimize? Short comings of course. Further, applicants showcase the likeable version of themselves and may feign passion for what they perceive to be interviewers’ interests.
I do not suggest the elimination of candidate interviews. Rather, the intent is to heighten awareness and confirm impressions with other tools such as cognitive tests, personality assessments, work samples, and reference checking.
Belinda joined her company one year ago and quickly became a vital team member. In author Dennis Organ’s words Belinda contributes by exhibiting organizational citizenship behaviors (OCB’s)—value added behaviors that do not necessarily show up in the reward system.
Comments from several of Belinda’s team members reveal examples of her OCB’s.
“She is very sincere and has kind words for everyone like ‘Good morning.’ ‘How are you?’ ‘Thanks for your help.’ Belinda is genuinely polite and respectful of all her teammates.”
“Belinda is reliable. If she says that she is going to do something, you can take it to the bank. You do not have to worry. It will be done.”
“Belinda represents our department well. We have our squabbles but I’ve never heard her whine or criticize our team to others.”
“She is one of the first to help when you need it. She saw me struggling with a process that she once did and offered her assistance. I didn’t have to ask.”
“Do not misunderstand. Belinda does not let people take advantage of her, but she does not hold grudges either.
OCB’s improve team morale; more importantly they enhance performance.
How is this for a new year’s resolution, “I’ll strive to improve my relationship with my manager.”
Although we know most resolutions at a year’s beginning are about as short-lived as the latest weight-loss fad, consider these four practical suggestions for enhanced relations with your manager.
1. Determine what your manager is trying to achieve and dig in to help. Few things get managers’ attention quicker than team members’ who align their behaviors with the boss’s vision.
2. When you differ with your manager’s decision, and you will; present other options of how he might proceed. Begin your suggestion with, “I’m going to do what you ask me to do, but I’d like to discuss another way of approaching this issue.”
3. Avoid hallway grumbling and second-guessing. When peers complain about your manager’s decision, listen attentively and explain why you think her decision might work.
4. None of us is perfect and neither is your manager. Accept your manager’s weaknesses; and rather than slamming him for his short comings, lean into his strengths.
Team members who have good relationships with their managers usually have greater individual success and higher job satisfaction.
“I’m all about merit,” a human resources manager said to me. “But my company sometimes struggles with this concept.”
“Can you give me an example?” I asked.
“Yes. We had four internal applicants for a position that required job knowledge unique to our company. Three candidates had advanced degrees but knew little about our company’s creative ways of managing the tasks. After considerable debate with management, I selected an employee who had acquired superb knowledge about our processes but had no degrees beyond high school.”
“How well did the person perform?”
“She exceeded expectations.”
Managers typically use degrees, certificates, and professional exams to backstop their selection decisions. While credentials may aid in selection, they may also eliminate capable candidates.
Most hiring and promotion decisions, in my opinion, place too much emphasis on degrees, certifications and experiences. Further, diversity and inclusion requirements add additional complexities to decision making.
Understand, I do not suggest that selections ignore certifications and legal and ethical guidelines that ensure fairness to all. Rather, I argue that “merit” be prominent as well.
Long term success depends on hiring and promoting persons with the best set of skills and behaviors that match job responsibilities.
Employee flaws (and we are all flawed) draw managers’ attention like flies to honey. No matter how well team members perform, one little glitch—even a typo—can become the impetus for serious interventions.
To illustrate, a manager said, “We recently hired an accounting major to produce our monthly financials. Another small part of his job was to enter data—soil nutrients, water content, air permeability, etc.—in an app which our customers use in crop management.”
“I think you are about to tell me you are disappointed in the employee,” I responded.
“All of his work is good quality. He is just careless about updating the data.”
“What happens if the updates take a little longer than you want?”
“Not much. Our customers do not look at the app every day and most probably would not even be aware.”
“How have you been dealing with this?”
“I’ve had numerous coaching conversations and routinely send reminders.”
“Have you communicated with him about your appreciation for his high-quality work?”
“No. Work quality is not an issue.”
Leaders who chose to improve the good, while reducing attention to the less good, are more likely to create energized, high-performing teams.
As many as 73% of participants in virtual meetings admit to frequent boredom and distraction. More than half of virtual participants say they sometimes working on projects unrelated to meeting topics.
Why are many meetings boring? What creates interest? The following comments from six participants answer these questions.
“Our leader’s voice tone and nonverbals reveal her passion. She brings a lot of energy to our meetings and it is contagious.”
“Carl is just funny. It’s the way he says things. And he always seems to have an entertaining story to back up major points.”
“Belinda gets everyone involved. She asks questions, calls on people to offer solutions, and conducts polls. You have to stay alert at all times.”
“The leader’s boring, monotonous comments are totally devoid of energy. He could put an insomniac to sleep.”
“Did you ask if our leader promotes humor? I do not recall laughter at any meeting; placid would be a better descriptor.”
“Our leader talks at length. My mind drifts to other topics. Few members speak, even when given a chance. I think they just want to get out.”
Energy, humor and involvement create high-interest meetings—fortunately any two of these factors will likely cause an interest spike in most virtual gatherings.
“We say we work in a professional environment, but I have a peer who seldom follows through on his action items, causing us to miss deadlines.”
“I work in accounting and I’m aware that leadership has misrepresented financial estimates to some of our lenders.”
“I can’t believe in today’s world that my manager continues to make sexists comments in our meetings.”
“We failed to honor warranties to some of our customers by inaccurately claiming that they had failed to service the equipment according properly.”
As revealed in the above comments, Sarah Clayton writing in the HARVARD BUSINESS REVIEW, reports that one in five employees have experienced a cultural crisis—shoddy quality, discrimination, cheating customers, bad leader behaviors—in the last year or two.
Lack of accountability appears to be a major reason for these cultural ruptures. For fear of elevating incidents, too many leaders just look the other way. And when leaders do hold people accountable, they hide their actions under the cloak of “privacy.”
Effective cultures identify clear expectations and consequences regarding legal, ethical, and moral behaviors.
To ensure greater accountability, leaders should: (1) communicate expectations vigorously and repetitively, (2) apply appropriate consequences, and (3) shine the light on consequences by making them public.