Top Line Performance

05/20/2024

Conflict and Negativity in the Workplace

Not all conflict is unhealthy. If it’s the clash of competing and creative ideas, count yourself lucky. If it’s negative behavior that is impacting productivity and harmony in the workplace it’s critical to separate facts from emotion and make hard choices about the “cost” of the disruption.

I firmly ascribe to the idea that behavior is largely a function of its consequences. If you are in a supervisory or managerial role that means that you will shape behaviors by what you do and by what you do not do when faced with employee performance issues. In those situations where you observe negativity and conflict in the workplace, it often is in the form of attitudes and behaviors directed toward co-workers and/or management. These attitudes, these behaviors can easily impact morale and productivity in a department.

As a manager I encourage you to remember that your attention should be focused on correcting behaviors and not on changing personalities. (There’s an old joke, maybe it’s a play, where the punch line from the young fiancé is “I love you. You’re perfect. Now change.” You can’t give people a sense of humor. You can’t change their outlook on life. You can define and clarify acceptable behavior. You can identify how their negativity or conflict causing behavior impacts productivity. You can point out how this type of behavior impacts the productivity of others. Negativity wastes time. Negativity can spread like the plague if not responded to. Negativity and conflict allows the worker to deflect or avoid accountability…if tolerated. This reinforces my earlier comment that managers will constantly shape behaviors on the job by what they do and by what they don’t do. It goes with the job.

When addressing these behaviors always ask the worker to state their business related reasons for their behavior and be prepared to respond in a business-like manner. Do not allow emotional reactions to derail the business specific reasons for defining acceptable versus unacceptable workplace behaviors. Ask for their help in resolving the situation; but be clear in your expectations and next step consequences in the event there is no improvement.

You as the Manager, should set a follow-up schedule to review progress. You should also look for opportunities in the interim to acknowledge and positively reinforce observed effort and progress. Continued unacceptable negativity and conflict causing behavior should be immediately addressed. Needless to say, physical conflict should never be tolerated or unaddressed.

Read on: TLPerformance.com MoPilesAuthore.com

05/03/2024

Managing Behaviors

Not all conflict is unhealthy. If it’s the clash of competing and creative ideas, count yourself lucky. If it’s negative behavior that is impacting productivity and harmony in the workplace it’s critical to separate facts from emotion and make hard choices about the “cost” of the disruption.

I believe that behavior is largely a function of its consequences. If you are in a supervisory or managerial role that means that you will shape behaviors by what you do and by what you do not do when faced with employee performance issues. For example, in situations where you observe negativity and conflict in the workplace, it often is in the form of attitudes and behaviors directed toward co-workers and/or management. These attitudes, these behaviors can easily impact morale and productivity in a department.

As a manager, You can define and clarify acceptable behavior. For example, You can identify how their negativity or conflict-causing behavior impacts productivity. You can point out how this type of behavior impacts the productivity of others. Negativity wastes time. Negativity can spread like the plague if not responded to. Negativity and conflict allow the worker to deflect or avoid accountability…if tolerated. This reinforces my earlier comment that managers will constantly shape behaviors on the job by what they do and by what they don’t do. It goes with the job.

When addressing these behaviors always ask the worker to state their business related reasons for their behavior and be prepared to respond in a business-like manner. Do not allow emotional reactions to derail the business-specific reasons for defining acceptable versus unacceptable workplace behaviors. Ask for their help in resolving the situation; but be clear in your expectations and next step consequences in the event there is no improvement.

You as the Manager, should set a follow-up schedule to review progress. In the interim, you should also look for opportunities to acknowledge and positively reinforce observed effort and progress. Continued unacceptable negativity and conflict causing behavior should be immediately addressed. (Needless to say, physical conflict should never be tolerated or unaddressed.)

Just remember, “It’s what you do and what you don’t do that shapes behaviors.”

04/19/2024

Start Where You Are

Could you ever get everybody in your department “on the same page”?

Maybe you recently “inherited” your current staff as part of your changed role and responsibility. Or, maybe you have decided to no longer tolerate some of the “negative” and unhealthy workplace conditions that seem to have infiltrated the workplace culture in this post-Covid era. Conditions like “reduced engagement” by workers toward their job. Or, maybe a new, lower level of incivility of treatment from one worker towards another worker. Or, you have drawn a line in your head about the need to raise the level of respect shared between bosses and subordinates and by the disrespect shown by peers who spend so much time together each and every day. So, why not expect better?

Have you ever thought about convening a meeting to “drive a stake in the ground”? A great reason for this meeting might be your recent ascension into your role, as mentioned earlier. A “I was previously your peer and now I’m your Supervisor” so let’s talk about this new relationship.” Or, if you’ve been the Supervisor over a group for some time; “I’ve been observing how we have been doing what we do and I want to make some changes”.

This first meeting sets the stage for future ongoing meetings to discuss progress or setbacks. These future meetings will be made more effective and successful with a set of behavior expectations and ground rules. Subjects might include routine revisiting of topics like “What does good look like?” and how each member of the staff might do more to make the workplace culture one that all would want to be a part of. These meetings would also be great opportunities for you to educate, interpret, explain and answer questions they might have. They woud be places where people ask and answer questions. They would be places where “respect for each other” is reinforced. And, they would be places where you, their supervisor, evidence your awareness that they contribute, that they exist, and that they have value.

Go ahead. Try it. I dare you.

TLPerformance.com MoPilesAuthor.com

04/10/2024

Can You Spot A “Leader”?

There is a lot written and a lot of discussion on the subject: “What makes a Leader?” So, guess what? I’m going to weigh in on the subject and share some of my observations of “Leaders and Almost Leaders.”

Let me start by creating a construct of “where I’m coming from”. There is a long list of traits, attributes and behaviors that might be universally present. I’m not going to review a long list; but, I will share my short-list and you can add to mine or even subtract from it. I would hope that you will ponder my list and think about “leadership” and it’s place in the “professional you”.

Leaders I have had the pleasure of observing and interacting with exhibit the capacity to focus on goals that have a short-term immediacy and while also focusing on big-picture implications and consequences. They can function in the “heat of the moment” and rise above the moment, and see the bigger picture of the root causes and future possible implications. Not only can they appreciate the immediate goal and problem to be solved, but they can “anticipate” what may lie ahead. It is a trait, skill that creates trust in those reporting to this Leader.

Leaders also exhibit an “empathetic capacity”. That’s the ability to actually “listen for understanding”. It’s called “emotional intelligence”. It is the willingness to listen to others; others with whom they may not agree on the interpretation of “what, why or how”. They have a willingness to learn. They are mentally flexible. Leaders appreciate that better understanding can lead them to improved and more productive outcomes. In short form, they recognize that knowledge can expand their power over problems.

So, this is my short list. What would you add?

More: TLPerformance.com MoPilesAuthore.com

03/28/2024

To Invest or Not…In People

Give a little thought to this hypothetical exchange: The CEO asks CFO: “What happens if we invest in people and they leave us?” The CFO responds: ”What happens if we don’t, and they stay?”

There are multiple possible “learning messages” in this story. What you take away from the story might include:
• The “better performance” that is realized by tapping into the talents and capabilities of employees will be a positive ROI for the employer and the employee.
• Growing and developing employees is more than just words. Growing and developing people is showing you have respect for them and value them. That can influence a person to stay a part of such a workplace.
• It may also communicate that the Employers/Supervisors have the power to create self-fulfilling prophecies of success or failures in their employees.

(Or, as Richard Bransom is quoted: “Train people well enough so they can leave. Treat them well enough so they don’t want to.”)

Then there is this take: “There’s rarely a good time to invest in people. There’s only the right time…and that’s now.” Anonymous

And then there is this sort of “reverse logic” perspective: If I’m able to “train people up” to perform to their capability and to their capacity, the end result will be that I “get more time back; to be able to do more of the things I don’t have time to do now. Hmm, am I being selfish? Hmm, that refers to that 28,800 seconds in my workday doesn’t it? IKR

Net, net, bottom-line. However, you get there…just do it. Invest in people.

More: TLPerformance.com MoPilesAuthor.com

02/22/2024

Go Ahead. I Dare You.

In fact, I’m going to double-dare you.

You know the mental image associated with my 24-hour clock exercise. One of the takeaways from that exercise includes the recognition that each of you probably spends more time at work with the people you supervise than you spend with members of your own families or with people in your “private social circle”.

Behaviors you “act out” and even those you don’t act out (it will make sense to you later) actually shape your “legacy over time”. Why do I say that? Well, the people you supervise are spending the same ratio of their conscious and awake time…with you as well.

Both groups can just continue to go through the motions of what they call “work”. And, if they choose to do that, it will all too often continue to be “unfulfilling” drudgery: Just “showing up” and “going through the motions”.

How would you like “work” to be different? It can be. But if you want “work” to be different, you have to “dare to go first”. For example:
• You have to say GOOD MORNING or GOOD AFTERNOON first.
• You have to know enough about them to know they have kids on a sports team or in the play at school..and ask how it went.
• You have to tell the new hire that you are glad they are part of the team…and make it safe for other coworkers to do the same.
• You have to set Standards of Respect for how people treat each other and be a role model.

Simply put, you have to create a workplace culture that you would enjoy coming to every day. Enjoy coming to, more than you even do right now. That’s all.

I double dare you to go for it.

Checkout TLPerformance.com MoPilesAuthor.com

02/12/2024

Which are you? A Theory X or Theory Y Supervisor?

As defined by Douglas McGregor, a Social Psychologist in the 1960s:

Theory X: The “Average person” dislikes work and will try to avoid it. Most people must be forced with the threat of punishment to work. He continued this perception of the workforce as populated by people preferring to be directed and avoid responsibility. This view included the perspective that most workers are unambitious and want security above all else.

Theory Y: A contrary view of the “workforce”. In this view, expending effort In work is as natural as play. He went on to suggest that people will apply self-control and self-direction in the pursuit of organizational objectives. And commitment to objectives is a function of rewards associated with their achievement. This view also depicts people usually accepting and often seeking responsibility. McGregor also suggested that the intellectual potential of the average person is only partly utilized.

McGregor encouraged Employers and Supervisors to adopt his Theory Y view of workers. IKR

Which view do you subscribe to?

Here’s why I ask.

It’s been my observation that Supervisors create “self-fulfilling prophecies” when it comes to their interactions with their staffs. What do I mean? I mean that if you subscribe to the Theory X view of “people in the workplace” they will prove you right. However, if you subscribe to the Theory Y view of the people who work for you the overwhelming majority will prove you right.

It’s up to you. Are you a Theory X Supervisor/Manager or are you a Theory Y?

More at: Tlperformance.com and MoPilesAuthor.com

02/01/2024

“Things Change”

In 315 AD, public restrooms consisted of wooden seats with holes dug beneath them and no separation barriers. Public restrooms could serve 144 people at a time.

In the 19th century revolving saws used to cut trees, but also circa 1926 were used by German doctors to cut through bones. Ouch! But it was a change. Right?

The production of clothing/garment-making was largely done by hand until 1790 when the first model of a sewing machine was designed and powered by a hand crank. Probably very welcomed by the “fashion set”.

So, now that you are flinching…

Let’s leave the toilets, the machines and the bones behind. Lets look at coming to grips with the “challenges posed by the anticipation of change”. Change is difficult for some of us to really embrace in a positive way. So, what might open-us-up to the benefits of addressing change? Here are some ideas on the subject from people you may know of:
• “In order to change the world, you have to get your head together first.” -Jimi Hendrix, Rock Legend
• "Change before you have to." -Jack Welch
• “The measure of intelligence is the ability to change” -Albert Einstein
• “Don’t be afraid to give up the good to go for the great.” -John D. Rockefeller
• “Yesterday I was clever, so I wanted to change the world. Today I am wise, so I am changing myself.” Rumi
• “A bend in the road is not the end of the road…unless you fail to make the turn.”—Helen Keller
• “It’s only after you’ve stepped out of your comfort zone that you begin to change, grow and transform.” Roy Bennett

So, there you go. The myth is busted. Babies aren’t the only people who like “change”.

You heard it here. IKR

Check out: TLPerformance.com MoPilesAuthor.com

01/12/2024

Comfort Zones

So what’s a “comfort zone”? Well, “comfort zone” is a term that describes a “safe place” where we “don’t risk”. It’s doing the same thing over and over because this results in an “Acceptable Outcome”. Unfortunately, it also can result in a lack of growth or development. It’s a construct that dates back to the early 1800’s.

For some of us, a comfort zone suggests “acceptability”. Too often used to rationalize the perception that there is “no need to strive for improvement in possible outcomes, effectiveness, and productivity.”

It’s an easy trap to fall into. “Comfort zone” suggests a psychological state that “feels safe”. There is a low level of hesitation or fear associated with “doing” something because there is a high probability for an “acceptable outcome”.

Unfortunately, if you never dare to perform to a higher level of achievement you will never enjoy the experience of discovering new boundaries, new capabilities, new improved personal and professional growth areas. The act of “daring to do different in pursuit of Better” can be exhilarating and rewarding. The process of “daring to do different” brings new expectations of you by you. And, the prospect of acting/behaving outside your comfort zone can also be a source of “new energy”.

If you look at yourself in the mirror and recognize that you have the potential to be better at your job, do something about it. If in your gut, you feel you could be a better supervisor of people, try to.

So, go ahead. I dare you. Dare to “do better”, “be better”. One step at a time. Create new comfort zones.

More: MoPilesAuthor.com

01/02/2024

I Give You Permission

We humans can be the cause for Head-scratching at times. You know what I mean? Deep down, we know “what to do”; but for some reason (maybe fuzzy thinking), we hold back…and do nothing new or different.

As we start a new year, allow me to be the one who gives you “Permission” to do what you have thought of doing; but have held-off from doing anything “different”. Or, maybe there are things you have quietly thought of “trying”; but have declined doing because it could “backfire”. (Maybe you are not “doing different” because you might be embarrassed in your implementation. )

You know where I’m going don’t you?

So let me “give you permissions”:
• I give you permission to “scratch the surface”. Dare to create a workplace that you look forward to spending so much time at/in, to create a place that your staff will also enjoy spending time at too.
• I give you permission to dare to implement a “self-development” plan for growing YOU. Like yourself enough to invest time and effort in YOU.
• I give you permission to “invest in people”. Give yourself permission to bring your personal core values to work with you every day. Show respect for every person you supervise. Extend value to, and consciously look for “effort” shown by your staff and your coworkers. Try to catch people doing good.

What was that? Did I hear some of you mumble that “You don’t have to give me permission” to do those things. Really?

I’m going to give it to you anyway. It can’t hurt. It might even help.

Now get on with making this a new year of YOU.

12/21/2023

12/21/2023

DARE TO BE PROUD

“Anyone in any walk of life who is content with mediocrity is untrue to himself.” General George Patton Jr.
For those of you who have history of reading my newsletters recognize my affinity for Patton. (That’s who I am named after.) IKR

And, I recently saw a wall poster that said “Never wake up to be mediocre.” That made a second-relate to the idea of “acceptance of mediocrity”. Could that really happen? Surely not with you or me; but with others, maybe. (Another IKR.)

Here are some ideas for you to consider…
• You don’t have to be “the best”. You just need to expect that you will be “the best that you can be” and accept nothing less of yourself.
• Be able to describe the workplace that you would like to go to every day yourself? So, now that you know what it would look like; create it.
• You don’t have to “like” each of your staff members as “friends, buddies, or pals”. But, there should never be a question of respect-based treatment of every one of them. So many things go better if you do.
• Develop a legacy for how you are known now, how you will be remembered… for “setting people up to succeed”.

It’s simple really.

Dare to be Proud of who you are and how you do it.

That’s all.

Oh, one more thing. HAPPY HOLIDAYS

More: MoPilesauthor.com