Don’t Make the Same Mistake Twice!


At a crucial point in the game, the coach yelled, “Take care of the ball!  We’ve had two fumbles already.  We don’t need another one.”  All players focus on “don’t fumble” and too often there is a fumble or another mistake.

Managers see repeated mistakes as something akin to the pneumonic plague and admonish the team with, “We are supposed to learn from our mistakes–not keep making them!”

To reduce repeated mistakes, consider three approaches.

One, shine the spotlight brightly on successes, no matter how small.  Start catching employees doing things right.  Cheer all improvements.  Managers who focus strongly on mistakes, like coaches who prioritize fumble avoidance, create tense environments which actually contribute to error-making.

Two, require checklists whenever appropriate.  Pilots who have successfully performed hundreds of take-offs and landings still complete checklists.  Why?  Checklists are proven devices for reducing mistakes.

Three, consider removing an employee from a task if, after training and experience, the employee continues making dumb mistakes.  All tasks, no matter how simple, require some degree of talent to be performed well.  Remember Shaquille O’Neil, after untold hours of practice, could not improve his free-throw shooting.

You Behavior at Holiday Parties Counts


“I guess I should not have had that last drink,” Fred commented.  “But it was a party.  We were having a good time.  The vice president was in worse shape than I was.  I don’t think anyone will hold it against me.”

At the annual holiday party, Fred a front-line manager, had apparently told a couple of off-color jokes and sang a karaoke tune loudly and badly.  And that was after he spilled his food dish into the lap of one of his staff member’s spouses.

Like it or not, you are the leader twenty-four-seven.  Your behavior off-the-job, on the weekend, at the grocery store or during annual celebrations impacts your leadership.

Whenever and wherever you make a fool of yourself, descriptions of the incident will get back to your workplace; it may even be on YouTube.  And you can bet that all unprofessional behaviors will negatively impact your leadership effectiveness.

Do attend your company events and use the experience to enhance your leadership.  Initiate greetings with your staff and family members.  Make it a point to say something nice.  Visit with people from other departments.  Express your appreciation for their contributions.  Ask others about their personal interests.  Minimize the alcohol.

 

Is It Better to “Think” or “Act” When Problems Arise?


Adrian and Stephanie approach problems differently.

“First, I like to determine the root cause of the problem,” Adrian said.  “Then, I like to brainstorm alternatives, evaluate them and make a plan. During execution, I may adjust the plan.”

Stephanie said, “When a process erupts, I quickly put a patch on it.  If my first impulse fails, I try something else.  I just continue experimenting until a solution finds me.”

Adrian, by moving logically from one stage to the next, exercises linear thinking.   Stephanie’s approach is less logical and more iterative.  Which is better?

Tom Wujec gave many groups an assignment to build a tower out of spaghetti and tape to support a marshmallow.

Not surprisingly, the best performing teams in Wujec’s experiments were architects and engineers.  However, kindergartners consistently outperformed business school students.

Business students, relying on linear thinking, spent a lot of time methodically planning and assigning team member responsibilities.  When the plan failed during execution, they went back to the drawing board to regroup and revise.

Kindergartners simply began trying different actions without planning (an iterative approach). When an action failed, they quickly tried another.  Their “try it and fix it” approach produced a better product in less time.

 

Are You Teaching Your Employees to Fad Surf?


Prior to an all-hands meeting, an employee commented sarcastically to a peer, “What’s it going to be this time?”

“Whatever it is,” the peer responded, “the vice president will assure us that it will improve sales, cut costs and cure cancer.”

Rumors of a new program launch had been racing through departments like a grass fire in a wind storm.

Perhaps the employees should not have been so skeptical.  But they clearly remembered several previous aborted improvement efforts.

“Higher-ups” often are not fully aware of the extra work burden created by the latest catholicon.    And when managers are prone to latch on to the new “whatever,” employees quickly engage in what Professor Robert Sutton calls “fad surfing.”  That is, employees make minimum commitments to show cooperation but do not engage enough to ensure eye-popping success.

Program failures prompt managers to search for the next lever; starting a cycle of: (1) roll out a new program with great fanfare, (2) experience disappointing results, (3) regroup and center on another, even better, remedy.

When a new program flounders, management should not be so quick to search for lightening in another bottle.  A refocus on the fundamentals—hiring, training, supervision, recognition—might be the better cure.

 

Accept This Fact: Career Success is Very Dependent Upon Your Boss


Which is more accurate?

  1. My boss is more dependent on me.
  2. I am more dependent on my boss.

About seventy percent of participants in my workshops say, “My boss depends more on me than I do on him (her).”  This view, I think, may over state the role of the subordinate in the relationship.

Of course, higher-level managers depend on subordinates to fulfill their responsibilities.  And bosses, in some cases, may not even be able to perform their subordinates’ tasks.  Still, the boss has a lot of influence—much more than most of us would like to think.

Recall a time when you worked for a bad boss.  No doubt, you experienced a lot of frustration.  Compare that to an experience with a good boss.  Job satisfaction and career success are much more likely when working for good bosses.  Face it, you are very dependent upon your boss for a good work life.

Good bosses mentor and help staff members grow.  Bad bosses stress and frustrate all.  When considering a position, be sure to evaluate the boss carefully.  If you are frustrated at work, the boss still gets a pay check; you may get an ulcer.

The Five Toughest Personnel Issues


Part 2 of 5

Alfredo’s manager described Alfredo as, “a likable, high-performing employee who gets along well with others.  He has been with us about eight months.”

The manager continued to say that Alfredo had been traveling a lot lately and the office manager became suspicious of his expense reports.  Taxi fares seemed too high and some restaurant tickets included more people than necessary.

The manager confronted Alfredo about his expense reports and he responded, “I probably did inflate some of my expenses a bit.  My previous company seemed OK with that.  But I know it is wrong.  I won’t do it again.”

About thirty percent of participants in my workshops say they would give Alfredo a warning and watch him closely.  He is a good producer and a good team member.

But about two thirds say that falsification of records justifies termination.  Alfredo did admit his discretion but only after he was caught.  This is a character issue.  It is probably not the first time and will not likely be the last.

While some managers tend to overlook such practices, especially for high producers, I side with the two-thirds who argue that it is a character issue and grounds for termination.

 

Eat the Live Frog First


Ascham admitted, “As I was driving to work, I knew I needed to talk to Reginald.  He has an ego as big as the parking lot.”

Reginald, an employee with excellent work skills, sometimes produced excellent work– sometimes not.   Last week, Reginald disappointed his team with a sloppy analysis on a critical issue.  When questioned, Reginald became defensive, blamed others and stated, “I don’t think this is important anyway.”

Ascham said, “When I arrived at work, Reginald was on my mind; but I decided to respond to a couple of emails.  It took longer than I intended.  Then I got a call from the vice-president asking for a status update.”

Mid-day approached and Ascham had still not contacted Reginald.  “I intended to stop by after lunch but decided to go back to my office and update a couple of proposals,” Ascham said.

Just prior to leaving work, Ascham finally stopped by and had the awkward conversation with Reginald.  “If I had taken care of this first,” Ascham said, “I would not have worried about it all day.”

Mark Twain said that if the first thing you do each day is to eat a live frog, you can go through the day knowing that this is probably the worst thing that will happen to you.