Get Rid of the Employee You Can't Count On

Don’t reward mediocrity.  You’d think that would be a no-brainer.  But, think again. Many larger companies and, especially, government, non-profits and public service organizations have unwritten policies protecting managers and employees who can’t be trusted to handle important, necessary tasks.  Small companies usually do a better job of avoiding this trap because they simply can’t afford to keep deadwood around.

To read the rest of this article from the East Bay Business Journal, see: Get rid of the employee you can’t count on http://www.bizjournals.com/eastbay/stories/2007/08/20/smallb5.html

I’m suggesting that you get rid of employees you can’t count on.  Or maybe I should say, get rid of employees you can count on:

• To deliver poor performance and low productivity – the mediocre, lazy slackers and bottom feeders.  For example, when critical projects are due, they often take unscheduled leave or won’t come early or stay a minute extra.  They produce sloppy, half-finished work.  They assume other people will be responsible for cleaning up their messes.  They do just enough that they’re not fired.  But they’re incompetent enough that you can’t give them projects that matter or are hard.  You’ll look bad when they fail.
• To have poor attitudes and mediocre behavior, at best.  They whine, complain, gossip, have low morale, create emotional drama, pursue personal agendas and fight over turf.  They’re negative, cranky, narcissistic, sneaky, manipulative, abusive control-freaks, meeting saboteurs and energy vampires. You’ve tried everything you can think of to please them – begging, bribery, appeasement, forgiveness, mediation – but nothing has motivated them.

Instead, reward and keep the solid workers as well as the shooting stars.  They work extra, partner to meet difficult deadlines and push to get things right.  Their personal and family time suffers because they’re dedicated but overloaded.  You’ll give them the tough projects with tight deadlines because you know they’ll do whatever it takes to succeed.  Everyone on their team and in other departments the team interacts with knows who can be counted on when the going gets tough.

In order to develop a company culture that can succeed, people who can’t be counted on can’t stay.  Be honest with yourself, and evaluate honestly and explicitly.  Be resolute.  Stop bullies; stop their bullying you.

As a manager, you must respond to the early warning signs that you don’t trust people and can’t give them assignments that count.  Find another place for them.

As a co-worker carrying someone else’s burden, make waves and polish your resume.  Don’t stay in a culture that rewards mediocrity and toxic behavior just the same as superior performance.  Barely good enough isn’t good enough for long-term company success and job security.

As a director or owner, don’t accept people who barely skate by.  Remove managers who are political animals and wimps, who’ll become just-good-enough, long-term managers and who’ll perpetuate a culture of mediocrity until the organization slowly sinks.

High standards protect everyone from unprofessional behavior.  You can learn to eliminate the high cost of low attitudes, behavior and performance.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Don't let turf controllers undercut authority behind the scenes

We all know micro-managers who need to back off.  But just as often, I see employees who refuse to accept accountability and supervision.  They want absolute control of their turf and will resist, sabotage and badmouth any supervisor who wants to integrate them into an effective team. For example, Rita, a high-ranking professional, goes over Tom, her direct supervisor, to complain to a senior manager that Tom is micromanaging and wasting her time, so she can’t complete her tasks.  Rita also complains that Tom doesn’t inform her of meetings, springs deadlines on her without warning and talks down to her.

To read the rest of this article from the Memphis Business Journal, see: Don’t let turf controllers undercut authority behind the scenes http://www.bizjournals.com/memphis/stories/2008/09/29/smallb2.html

We found that Rita simply didn’t want any oversight.  There were records of calls and e-mails documenting timely announcements of meetings, requests for her to attend meetings, and clarity in expressing tasks and timelines that she pretended she didn’t know about.  She also hadn’t return calls so she could say later that she misunderstood assignments and timelines, had good-sounding excuses to avoid meetings where she’d have to report progress and had never brought her issues to Tom.  Instead, she had badmouthed him behind his back to other managers and employees.

She sabotaged, harassed, bullied and abused him behind his back.  She tried to form a clique to disparage and undermine him with her constant negativity.

What could Tom do?

• Realize he was in a battle with a person who was out to be her own boss by undercutting his authority.  Every attempt he’d made to accommodate Rita was met with more demands from her to be in total control of her own work.  She didn’t want to report to him or the team.  He’ll never make her happy.
• Document every request to her and every action plan developed by the team.
• Shine a light on her bullying behavior to the team and especially to the senior manager.
• Express his dissatisfaction with Rita’s performance and behavior in writing in order to counterbalance her complaints.
• Ask the senior manager not to listen to Rita in secret, but to bounce her complaints back to him or to hold meetings with both Rita and Tom together to discuss both their complaints.and-say-no/

What should the senior manager do?

Call Ben to learn what you can do to eliminate the high cost of turf controllers’ low attitudes.  All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Stop battles between "leapers" and "steppers"

If you have a “leaper” and a “stepper” on your staff who are at war with one another, you have a big problem that needs immediate attention. Leapers are people with fast biological clocks.  Steppers approach the world slowly and cautiously.  Their very different views of the world can lead to disastrous results if they’re put into roles that make them dependent on one another to complete tasks.

For example, Larry the leaper and Steve the stepper are on the same technical team.

To read the rest of this article from the Charlotte Business Journal, see: Stop battles between ‘leapers’ and ‘steppers’ http://www.bizjournals.com/charlotte/stories/2008/12/08/smallb4.html

The more invested they are in the rightness of their styles, the faster the gulf between them will widen until their differences become irreconcilable.  When they go to war, they’ll both look to you as their manager to punish the other (guilty) person and to excuse their own transgressions.

The war will feel like a crusade and become toxic through out the office.  They’ll misunderstand and see negativity or evil intent in almost every action and email.  They’ll begin to harass, bully, abuse and sabotage, and attempt to line up supporters.

Intervene as soon as possible, before hostilities engulf the whole office.

Be careful yourself; don’t empower one to be the controlling bully on your team.  Don’t harass, coerce or force your preferred pattern on everyone.

Learn what you can do to eliminate the high cost of bullying, aggressive low attitudes of managers and staff.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Micromanagers just don't know when to let up

Harry defended himself by saying that he was following rules he’d heard in training: to increase teamwork, bring people together often; review production in your group often so you can keep people on track; give immediate feedback in public so everyone can learn from one person’s mistakes. But Harry is a micromanager.  Instead of making things better, he made them worse. He created frustration and dissention and stifled his staff’s initiative.

To read the rest of this article from the Philadelphia Business Journal, see: Micromanagers just don’t know when to let up http://www.bizjournals.com/philadelphia/print-edition/2010/10/29/micromanagers-just-dont-know-when-to.html

Micromanagers rarely have enough time for the important tasks.  They’re too busy managing the minutiae.  Of course, good managers make sure important tasks are done right.  But micromanagers think everything is a priority.  They can’t distinguish between what’s crucial for them to be doing with their own hands and what’s a waste of their time.  They’re usually nit-picking perfectionists with all-or-none thinking.

Micromanaging is usually driven by narcissism and fear.  Harry thought he was the only one who knew how to do things right.  He was afraid that if he let others forge ahead, they’d fail and his career would be derailed.  Also, he was afraid that if he gave his staff freedom, someone might outshine him.

Breaking the micromanaging habit is difficult.  Typically, as in Harry’s case, understanding when and why he developed the habit didn’t change his behavior.

But there was a way Harry’s manager could eliminate the high cost of Harry’s addiction to low attitudes.  She could help him change his behavior.

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan that fits you and your organization.

Harry defended himself by saying that he was following rules he’d heard in training: to increase 

teamwork, bring people together often; review production in your group often so you can keep people on

track; give immediate feedback in public so everyone can learn from one person’s mistakes.

Post #156 – BulliesBeGoneBlog Stop Bullies: Ignore Their Excuses, Justifications http://www.bulliesbegoneblog.com/2011/02/28/stop-bullies-ignore-their-excuses-justifications/

Post #194 – BulliesBeGoneBlog Stop workplace bullies who beat you up with the rules http://www.bulliesbegoneblog.com/2011/10/12/stop-workplace-bullies-who-beat-you-up-with-the-rules/

But Harry is a micromanager.  Instead of making things better, he made them worse. He created frustration

and dissention and stifled his staff’s initiative.

Post #190 – BulliesBeGoneBlog Be wary of these business animals http://www.bulliesbegoneblog.com/2011/09/27/be-wary-of-these-business-animals/

Read more

To read the rest of this article from the Philadelphia Business Journal, see: Micromanagers just don’t know when to let up http://www.bizjournals.com/philadelphia/print-edition/2010/10/29/micromanagers-just-dont-know-when-to.htm

l

Micromanagers rarely have enough time for the important tasks.  They’re too busy managing the minutiae.

Of course, good managers make sure important tasks are done right.  But micromanagers think everything is

a priority.  They can’t distinguish between what’s crucial for them to be doing with their own hands and

what’s a waste of their time.  They’re usually nit-picking perfectionists with all-or-none thinking.

Post #14 – BulliesBeGoneBlog Top ten ways to create a hostile workplace http://www.bulliesbegoneblog.com/2008/02/26/top-ten-ways-to-create-a-hostile-workplace/

Post #114 – BulliesBeGoneBlog Self-Bullying Perfectionism Can Ruin Your Life http://www.bulliesbegoneblog.com/2010/04/12/self-bullying-perfectionism-can-ruin-your-life/

Micromanaging is usually driven by narcissism and fear.  Harry thought he was the only one who knew how

to do things right.  He was afraid that if he let others forge ahead, they’d fail and his career would be

derailed.  Also, he was afraid that if he gave his staff freedom, someone might outshine him.

Post #52 – BulliesBeGoneBlog 7 Signs of narcissistic control-freaks http://www.bulliesbegoneblog.com/2009/02/05/7-signs-of-narcissistic-control-freaks/

Post #19 – BulliesBeGoneBlog Stop verbal abuse by a know-it-all-boss http://www.bulliesbegoneblog.com/2008/03/19/stop-verbal-abuse-by-a-know-it-all-boss/

Post #117 – BulliesBeGoneBlog Stop Bullies at Work: Control Freaks http://www.bulliesbegoneblog.com/2010/05/04/stop-bullies-at-work-control-freaks/

Breaking the micromanaging habit is difficult.  Typically, as in Harry’s case, understanding when and why

he developed the habit didn’t change his behavior.

Post #198 – BulliesBeGoneBlog Micromanagement is a double-edged sword http://www.bulliesbegoneblog.com/2011/10/26/micromanagement-is-a-double-edged-sword/

Post #88 – BulliesBeGoneBlog Stop Bullies: Will Knowing Why Bullies Keep Abusing Us Help Us Stop Them? http://www.bulliesbegoneblog.com/2009/10/04/stop-bullies-will-knowing-why-bullies-keep-abusing-us-help-us

-stop-them/

But there was a way Harry’s manager could eliminate the high cost of Harry’s addiction to low attitudes.

She could help him change his behavior.

BulliesBeGone Books and CDs http://www.bulliesbegone.com/products.html

All tactics are situational.  Expert coaching and consulting can help you create and implement a plan

that fits you and your organization.

Post #63 – BulliesBeGoneBlog Workplace Bullying and Harassment: Recognize Common Techniques Bullies Use http://www.bulliesbegoneblog.com/2009/03/25/workplace-bullying-and-harassment-recognize-common-techniques

-bullies-use/

BulliesBeGone Hire Ben http://www.bulliesbegone.com/hire_ben.html

The 9 Circles of Trust

Whether you’re thinking of personal relationships or the workplace or you’re teaching your children, how can you know who to trust? Some people think that it’s morally and spiritually advanced to start by trusting everyone.  You’re somehow a bad person if you don’t trust people.  After all, you get what you put out.  Other people say that everyone is out to get whatever they can so you should start by trusting no one.

Where do you usually begin?  And do you have any horror stories of people who trusted too much or too little?  Or heart-warming stories when trusting won over a previously un-trustworthy person?

Read more and you’ll learn about the 9 circles of trust – a process for getting around the unanswerable, philosophical trust-question.

Seventeen year-old Abby doesn’t know what to do with her boyfriend or whether she should trust her step-father.  She grew up knowing men were not worthy of trust.  Her father bailed on the family when she was six, leaving her mother with Abby and three younger children.  They never heard from him, but Abby knows he took all the money.  Her mother worked hard, but it was years before they could get on their feet.  Abby saw a succession of boyfriends take advantage of her mother; bullying and abusing her, and verbally intimidating the children.  The men were selfish and self-centered; real narcissists.

Her mother finally found a great guy.  They’ve been married for eight years and Tim has been wonderful to her mother and all the children.  It’s as if his heart has adopted them even though they’re not his biological children.  He spends his money on them as if they were his real family.  He helps around the house.  He’s always there for Abby, her mother and the other kids through their emotional ups and downs.  He attends all their functions and has gotten Abby in the middle of the night when she’s needed help.  He’d even support her if she went to college.  Should Abby trust Tim or is he going to turn out just like the other men?

Abby’s 22 year-old boyfriend is demanding, abusive, intimidating and controlling.  He blows up when she doesn’t do what he wants.  He says he proves his love by being insanely jealous and insisting that she doesn’t go to college because she might meet other guys.  He doesn’t work and says he needs her support to get his life together after the terrible treatment he suffered at the hands of his parents.  He even wants her to drop out of high school now so she can get a job and they can live together.  With her help, he might be able to stop drinking and smoking dope.  Since he says he loves her and would be lost without her, how can she not trust him?

Let’s compare that with a situation at work.  Lizzie’s boss is a bullying, control freak.  He gives everyone impossible tasks and deadlines.  Since they’re never perfect, he micro-manages, yells and delivers crushing putdowns.  He’s verbally abusive, emotionally intimidating and threatening.  He’s created a hostile workplace.

But when people started complaining and leaving, he promised he’d change.  He’d be more understanding, kind and caring.  Liz had begun to look for another job, but now she wonders if she should trust him.  Notice that while this looks different from Abby, it has the same key question: should Lizzie trust her boss?

I’ll use Abby to describe how the Nine Circles of Trust method works.  Think how Liz could apply it at work or someone could teach her daughter how to apply it to the other kids at school.

With coaching, Abby sees that she’s making a problem for herself by looking at trust in the old way – should she trust someone or not.  What’s more useful is for her to develop an accurate, realistic prediction of what another person is likely to do, based on their past behavior.  The more accurate her estimations are, the more she can trust her estimates.  That’s what trust is about: trusting her accurate estimations.

Abby also makes a problem for herself when she thinks the question with her boyfriend is whether or not he loves her.  She’s better off when she decides how she’d like to be loved (what behavior would make her feel loved) and then tests whether or not her boyfriend treats her that way.  It doesn’t matter what he calls it.  What matters is whether he treats her the way she defines love.

In order to develop a repeatable process, she imagines herself at the center of a bull’s eye.  She makes nine circles of trust getting further and further out from her; like she’s at the center of a target.   She writes how someone would have to behave in order for her to allow them to move from the furthest limit to one circle closer.  Actually, she makes different lists: one for her stepfather, one for her boyfriend and one for a girl at school.  At this distance, her tests for whether she’ll allow them closer are about non-threatening, physical behavior: no hitting, throwing things or physical abuse.

Then she makes lists of how they’d have to act in order for her to let them into the next closer circle.  At this distance, it’s about polite, civil behavior; not stealing her things, lying, bad mouthing her, yelling, threats or intimidation.

Then she makes a list for admission to the next closer circle.  And so on, closer each time.  Now she’s ready to decide how, for example, her boyfriend has acted and which circle she’ll put him in.

Abby’s shocked at her estimation of him.  She puts her boyfriend into the ninth circle.  He’s a bully and she won’t allow him any closer.  Despite her previous experience with her biological father and her mother’s rotten boyfriends, she brings her stepfather right next to her.  He has proven himself during eight years, despite lots of bad behavior from her.

Some of the other important considerations when using this process are:

• Adjust the prices of admission (the tests) to each circle as you learn more.
• Ignore reasons, excuses, justifications, pleading and coercion – base your estimates on actions.
• Be open to surprises (good and bad).
• Move people further away when they act bad.
• Keep people in their previous position even if they do one thing nice – recognize established patterns.
• You may move a particular person closer or further away depending on the circumstances – for example, you might go to a party with someone, but never lend them money.

You’ll find more examples of the effective use of methods like the Nine Circles of Trust in personal and work life in “How to Stop Bullies in Their Tracks” and “Bullies Below the Radar: How to Wise Up, Stand Up and Stay Up.”

In which circle would you place the people in your life if you trusted that your estimates of what they’re likely to do?