Labeling is an easy skill for most of us. Our minds have been trained to categorize and label people, things and places. There are schemata filling the schema in our brains. In other words, files filling file cabinets in our minds with connections and definitions. It's why you might smell something, good or bad, and connect it to a memory, a place, a person or a time. We label. For those of you re-watching episodes on MeTV of "Happy Days" (or maybe watching them for the first time), you know that the coolest guy on the earth in the 1970's was Arthur Fonzarelli, aka Fonzie. Initially labeled a juvenile delinquent, Fonzie rose to show a deeper character and a true coolness. When an organization that worked with kids with who suffered serious abuse and were emotional stifled came to the attention of director Garry Marshall, he wanted Fonzie to alter the label of super-cool a bit. When Fonzie cried in one episode, and those kids watched it, the result was an open door for that agency to help those kids. They were ready to emote since Fonzie did.
The labeling takes over rather quickly, however. We decide who is a jerk, who is nice, who is conceited, who is fake, who is a wimp. We connect people into categories and then treat the group in that category in the same manner. We respond singularly, for example, to someone who is mean. For some of us, we retreat from such a person. For others, we look to engage and rip apart that person. It's a sport - the art of the run and the art of the fight. We all travel the scale and, for some of us, we have to manage people on the same scale. Our involvement in the label movement is an everyday contribution. When we treat our employees in a responsive manner rather than at the level we want them to operate, we display our commitment to the label rather than the person. To be sure, there are jerks. Of course, those jerks might not be long for their employment. Yet, even if they are to be with you for a short time, let's engage them in a way that calls them to greatness rather than meets them in their jerkiness. As you think about how you're reacting, consider these thoughts:
Check your tone - are you sharper with a particular person than others? Is your label of that person the reason for the difficulty in communication?
Re-read emails before you send them - when tone is hard to know, as it is in emails, it means that a bit more time should be spent re-reading prior to send. You may be giving shade, even unintentionally, by doors you've left open for interpretation of words (and, yes, I said "shade").
Examine distribution of work - are you sharing types of work as well as the amount of work equally, based upon skill sets alone? Or are you giving the crappy work only to the employee you've labeled negatively?
Rotate opportunities to lead - Allow staff to take turns leading various meetings, training sessions or projects. By rotating the team leader, you are sure that you're negative slant towards someone isn't getting in the way of job expectations and opportunities.
If you're thinking, "I would never let So-And-So lead a meeting or be in charge of a specific type of work", that's fine. I would just ask back, "Well, then, why is he/she still working at the company?" If the basis work of work isn't being met that you've uniformly given, then the employment of that person should end. The work is the reason a person is hired. Bear in mind, too, that people might just sometimes surprise you. The jerk could let his/her guard down and show you how wonderful he/she is. The wimp might find his/her courage due to the way you're running the department. The fake might become the most authentic person on your team as he/she learns that skill sets and work product matter more than the facade portrayed. If Fonzie can cry, then any of these changes could happen. Heyyyyy...
"Looking back, the thing that's really impressive is that here were these leaders running the Civil War, and people...had time to meditate on the day's events...They weren't multi-tasking; they had time to reflect. It's a luxury many leaders just don't have today, and that's a real loss."
The above quote is by Doris Kearns Goodwin, author and historian, in the April 2009 edition of the Harvard Business Review. The entire article is great and this quote struck me in particular. I'm a knowledge worker. My job involves utilizing large amounts of information and making decisions that support the goals of the organization I work with. Some are straightforward while others requires a fair amount of analysis and consideration.
When it comes to strategic initiatives, it can be all too easy to go with what worked in the past, without considering how it may impact the present. This is where the danger lies. Considering the fast paced world most of us live in it's important that we take the time to reflect on what we do and did, both professionally as well as personally.
It's also important that these reflections be recorded. I know that sounds obvious but think about it--how much of your organizational member's unique knowledge is accessible--to other staff, vendors, and partners?
For example, in a former role I managed the annual update to the employee handbook. My partners and I made policy decisions that impacted thousands of employees. It was also my responsibility to communicate what changes had been made and why. Part of the strategy in accomplishing this was by saving the previous drafts of employee manuals that were created over the years, along with a supporting notes and communications generated. As a result, we became much better at determining which policies were effective and which weren't.
Having these reflections on record also help to preserve and perpetuate an organization's unique culture, which is often underrated and should not be taken lightly. I know that many people argue that a job's a job, but all things being equal, people tend to choose organizations that reflect their professional or personal values.
Another way to look at it is like this--if your top talent got killed tomorrow would their best practices, leadership decisions, etc., die along with them? It's morbid, I know, but I'm trying to make a point. This is why when Steve Jobs took a leave of absence in 2009 people started to wonder if it signaled an end of an era at Apple (as well as rattle shareholder confidence). When employees who represent the best of a company's values and vision leaves it can have an effect on morale and productivity. Preserving their output for others to access helps to minimize the loss of critical resources.
Here are a few suggestions on being better at self reflection:
Set aside (idle) time for yourself. Too often we use what little free time we have to do more stuff. Give yourself time and permission to do nothing, within reason. And stick to it the same way you stick to your other commitments.
Stay healthy. Numerous medical studies show that a good diet and regular exercise have a positive impact on brain functions. It also helps with stress management, making it easier to think more clearly.
Write it down! This is the one I struggle with the most. I'll have a great idea and by the time I'm ready to implement it I've forgotten the most crucial elements (Doh!). So now I carry around a pen and a notepad to jot things down in the moment. It damages my street cred but it preserves my thoughts.
Promote and utilize collaborative tools within your organization. Wikis, blogs, and intranets are some of the tools that may be used by organizations for capturing its members knowledge. It's important that they're easy to use and are supported by top management.
Share. Aside from colleagues, you should try to speak with those outside your normal comfort zone. Remember, you're responsible to all stakeholders. Being able to effectively explain yourself to them (and vice-versa) will only benefit you.
If you want to continue to make quality decisions then take the time to reflect and share this insight with others. Without it you could be missing important opportunities for yourself and your organization.
