Blame It On the Rain

Deflection is an art.  We can really get great at showcasing our ability to deflect responsibility and avoid consequences.  In my life, I have known people who were great at this.  Some might even say I know how to do this well.  Perhaps they are right, but it seems to be such a requirement in the workplace that likely I've adopted methodology.

Remember when Milli Vanilli were caught lip-syncing.  And then we found out they didn't sing the songs that they won Grammys for.  And then they were embarrassed.  And then they blamed the record company.  And then they blamed the pressure to succeed.  (And then they released a demo of them actually singing? Just awful, by the way)  Lots of blame being tossed around. 

And why?  Why is this the norm?  Maybe some of it comes from the overbearing nature of some moms and dads (it's always about mom and dad, isn't it?).  "Little Jimmy" could do no wrong in school ("it was that lousy teacher"), in sports ("the coach never gave him a chance") or in his first job ("it's the summer and they wanted him to work 8 hours in one day...the nerve!").  Mom and Dad could have meant well, but instead shut off the ability to fail, to stumble, to learn from his/her mistakes.

Maybe it's because our society doesn't want to hurt anyone's feelings.  I work with many companies that are corporately held in another country.  When those CEO's engage with US workers, they notice how quickly feelings are hurt.  It's an oddity to most of them.  Are we too sensitive?  Maybe.  I mean, just because I still cry at the end of every repeat episode of Touched By An Angel doesn't make me sensitive, right?  But I digress...

It's not unusual for an employee to blame another employee or a process as the reasons why something didn't work or why he/she was unable to complete a task appropriately.  There may very well be truth to what that employee shares, but does it excuse the employee from getting the job done?  Some companies that have stagnated find themselves making excuses along with employees as to why things aren't working.  We think that more policies, more parameters, more rules, more goals, more more more will motivated change in process, in employee attitude, in results.  OK, America, how's that working out?

If you don't like that your employees do it, have you checked to see if they are learning by example?  Of course, this is not going to be the case in all situations.  There is some tough love needed with some employees.  They need to know that it's not okay to just wait for everything to be fixed before they work harder, smarter, better.  They have to be accountable to their performance.  If something is not right, what have they done to bring it to the right channels or, even more so, to try to correct it?  We want to encourage innovation, critical thought and a healthy work ethic.

But sometimes, as I said, the company leadership has fallen into an excuse-laden mode of operation.  Once we find the right people, things will get better.  Once the new product line is tested, we will start to make money.  Once the economy changes, we will be in better shape.  I cannot tell you how many CEO's have said or thought that a new political party in power would change everything.  It's not Bush's fault your company isn't working out nor is it Obama's fault.  Of course there are things we wish they had done differently to help US companies, but regardless, it's the company leadership's responsibility to make things work in the context of what is, not in what's wished for.

Survey the environment, study the competition, take financial management courses, work with experts...do whatever it takes to make your company great.  If you are a business leader, take that role seriously and expect it to be hard.  If you are an employee, figure out ways to make your job work the way it ought to so that you can achieve the results expected. 

For all of us, life is not about waiting for things to work out.  You probably won't hit the lottery.  You probably won't retire at 40.  You probably won't get your way in everything.  So what does that mean?  Blame?  For our company?  For our spouse?  For our children?  For our parents?  Really, think.  What does that get us?

Be committed to excellence, not blame.  Be willing to own what you are not doing well and then decide to change.  Seek help.  Seek collaboration.  Seek ingenuity.  We're much better than blame.  Divert those energies into something remarkably positive.

Don't You Forget About Me

Comcast is pushing its new Streampix movie and television show catalog.  There are promos aplenty with much of it being TV commercials.  And its primary movie of choice to play in the background of the announcer's messaging is "The Breakfast Club."  This movie debuted in early 1985.  It's 2013 (barely).  A movie almost 29 years old is the primary movie of appeal for current streaming consumers?  Apparently.

This movie has been shown hundreds of times on TBS and the like.  It's sold thousands of VHS and DVD copies.  And it continues to sell.  So why?  For those of you familiar with my deep love for Molly Ringwald, I will leave that aside as a reason (hard for me to do).  Part of the appeal is the nostalgia of the 80's.  Those of us who hit their teens sometime during that decade find that this movie, perhaps more than any other, defines our generation.  The characters struggle with identity and their place in the world.  The peer pressure, the temptations of life, the masks needed to be worn, the inadequacy of self - all of these are themes, still relevant today.

It's brilliant, actually, that Comcast is using it.  The movie is a microcosm of life beyond the teenage years.  Many of us work in places where we have to mask ourselves and pretend that all is well when it very much is not.  And, to be clear, this is not necessarily an indictment on the workplace or company; it may be that your continued poor view of self haunts your everyday existence and causes you to maintain appearances using all of your energy.  Letting your guard down is not an option and perhaps there is no real outlet for it.

I am aware that counseling is available for the deeper issues; some companies have rather robust EAP's or even in-house professionals.  However, the reality is that most of us won't use those available services or seek outside help for what we would call "it's just how I am."  Going home after work and popping on "The Breakfast Club" while crying might be all the therapy needed.  I have experienced workplaces where the demand is great and the care for people is not.  I have also been at workplaces where the care for people is high, but the facade to be okay and participate with others is crushing.  Not everyone is the "kum ba yah" type to be okay with HR's latest and greatest team building program.  HR can encourage, albeit unintentionally, poor self-esteem (I can't do what these people can do), dishonesty (a lack of people being able to be genuine) or compartmentalization (I need to work a certain way and fit into a certain box).

Let's not be offended by this.  Let that go.  It's not about you.  It's about the companies we work for and the employees we serve.  So, ask yourself, what have I forgotten about people that I need to re-learn?  Take some time to consider your company to jar your memory.  Does peer pressure still exist at work?  Is it positive in that it's about performance and cultural health? Or is it about high school groupings all over again?  Who are the Cool Crowd and how do they keep the Dorks out?  How do people sit in the breakroom?  Look, this is just one stream of thought - there are MANY to consider.  But we ought to think about the Ally Sheedy's and Anthony Michael Hall's of our companies.  Where do they fit and are they fitting well?  Don't forget about them.

And yet, I would also submit that the Molly Ringwald's and Emilio Estevez's don't have it all together either. And sometimes, we in HR feed those roles and allow little room for them to say, "Enough!"  We build programs around the funny guys, rather than around significant content. so that we get a visceral response to affirm our own existence at work - close your mouth and don't pretend to be shocked.  I have seen this done numerous times and I am sure it will continue.  It's the same line of thinking around some who desire to be seen as "experts" or "thought leaders."  Posting and re-tweeting "smart" stuff doesn't really make you either an expert or a leader (ouch).

I am driven to always come back to the people we serve.  We have to consider all of them and how they fit together.  "The Breakfast Club" works well because we see the roles each one plays, the walls come down and true relationship emerges, but here's the reality - they went back to school on Monday and assuredly re-acclimated to their role.  They may hate it, but they do it.  Adults do it, too.  

Fitting in and finding your place means something to every person (don't even pretend it doesn't - even non-conformists hang out with other non-conformists).  Individual identity is precious and should be encouraged to be explored.  If you read biographies about some of the great business leaders, you'll see struggles dealt with in these areas for each and the way in which they were fostered through it.  We can consider this as we develop our programs and benefits, yes, but more so in our messaging and our recognition language.  

How do all of the pieces fit?  That's our job to study.  We are to create environments that will allow every person to be free to be the skillful, collaborative person we've hired.  That's what our companies pay for and that's what we need them to be.  And each person has a role.  Don't forget about any one of them.

The Story of My Life

Thankfulness is not trite.  It can be portrayed as such, but in actuality, it is quite a bit more.  Being face to face with someone who wants to express his/her gratitude to you is humbling, heartfelt and, well, special.  When those in my lifetime have sat me down to express a sentiment of thankfulness or if I have received a note to say as such, I am always taken aback.

It reminds me that my life means much more to many more than I realize.  It's so very easy to be swallowed by duty and responsibility.  I have a family, a job, a church...I define myself by function.  And yet, what matters most is not those roles but the way in which those roles impact the relationships connected - the people who value the work I do, the involvement in my church programs or the love in action for my family.  I define my life by what I do.  Gratitude shakes me back to what my life should really be about - relationships.

The story of my life has been marked by incredible difficulty and incredible pain, but those things do not define me.  If it does, it takes my eyes off of the incredible beauty and incredible blessing in my life.  So many people, so much love, so much to appreciate.  Each one of us has a decision to make each day - am I going to be a benefit or a distraction to those around me?  I can control my behavior...I am not a victim.  I can rise above the pettiness around me, if there is any.  I can choose to be a beacon of positivity in my work culture.  I can be grateful for where I am.

Gratitude is powerful.  I am amazed constantly at the impact of being thankful.  I don't know why I am amazed.  I have seen it happen plenty.  But I forget so easily.

During this week where it's easy and convenient to be thankful, let's think about ways that we can be more grateful all year.  I know that I can raise high the banner for what it will do to the workplace or to the family, but I think it's more than that.  When a habit of gratitude is lived, a life is really lived.

The story of my life needs to be about being thankful.  This isn't about self-help.  It's not about being a great leader.  It's not about being a good employee.  It's about you.  All of those things mentioned will happen when you're grounded.  And gratitude is grounding.

Tell Me Something Good

Performance reviews always make me smile.  All of the preparation put into it by managers and supervisors is overwhelming.  The stress level is high.  The loathing of the review by the preparer sets in deeply.  Resentment over spending a weekend or two to get them done overflows into a negative reaction concerning other components of the job.  And let’s not forget the anxiety of the recipient of the review.  They hope for a good appraisal so that the raise they expect/deserve happens.

Isn’t it a great cycle?  Every year, six months or maybe even quarterly, a manager and a subordinate sit together to review that subordinate’s performance.  The process can be draining.  I was just asked to review a particular company’s performance review plan.  The actual review was six pages to complete (Yikes!).  One manager has 20 employees that report to him.  Wow!  No wonder his response is to hate these reviews.  They take an incredible amount of time.

And what about those reviews, especially if they are annual, that connect directly to compensation.  If you hit a 3.4 average, you get a 3% raise, but if you hit a 3.3 average, you only get a 1.5% raise.  How many managers have to alter scores so that the employee gets the raise?  Is that a real review of performance or just documentation to file so that a raise can be given? 

Part of the basis of philosophy on performance reviews has to be considered.  Why are they being done?  To justify a raise? To merely say they are being done?  Why?  If the reason is to actually honestly review the performance of the employee, then we’ve got it right. 

So many managers struggle to be honest about performance.  They know that a certain employee will flip his/her lid and make things really difficult moving forward.  Really?  That’s a reason to curtail a review?  It sounds like this person should be encouraged out of the organization.  I mean, who’s in charge?  If performance standards are not being met and the recipient is belligerent about it, then I don’t see why we’d waste time coaching someone who does not feel he/she needs it.  Move on.

The review is not only a time to tell someone what’s wrong, but also what’s been really good.  It’s more than okay to tell them something good.  Be honest about it, though.  Don’t make up stuff.  And don’t try to compare an innocuous “good” thing to a really bad performance reality.  For instance:

“Jim, thanks so much for being great during the holiday food drive.  You brought in more canned goods than anyone else.  Fantastic.  But you know, the financial analysis work you’re doing seems to be missing a few components each time and it has not improved.  We’ve talked about this before and I am not seeing much improvement.”

Are we really going to compare the holiday food drive participation (non-work essential) to a core job function (directly work essential)?  The employees we speak with are not stupid (I know, there are exceptions) and can see that there isn’t much good you have to share if the best you can come up with is that he brought more cans of creamed corn in than anyone else.  Let’s think critically on our part and provide dignity on the part of the employee.  If the best we got is creamed corn, then shouldn’t we try to move this person out of the organization or at least to a different area where his skills would better align?

Reviews are to be just that – reviews.  There should not be anything discussed in the formality of the sit-down that someone hasn’t heard previously.  Using the example above, the supervisor reminds Jim that they had discussed his missteps with financial analysis before – perfect.  Now, the review provides an opportunity to right the ship, if it’s not already happened.  Develop a plan and a range of results expected with the employee.  Use the sit-down to establish parameters. 

The busyness of the daily workload can be prohibitive to formal objectives, but the review provides a dedicated time to develop those goals and objectives.  The employee should have a voice in the development of those goals, so use part of that time to do so.  It takes some of the pressure off of the manager if he/she can get participation in success.

I know that in one blog article, we can’t solve the world’s problems with performance reviews, but we can start.  Think through what you and your company are doing.  Is it working?  If not, what has to change?  Are you seeking help, if needed, to restructure?  If it’s working, why?  Keep those core truths close and make decisions that support them.  If it ain’t broke, don’t fix it.

The first performance review I received had all 5’s on it and one 3.  The three was for employee communications – how I spoke to other employees.  Two things, even in my early 20’s, struck me with this.  One, I knew I wasn’t a 5 in everything.  No way.  And the second, for me to get a 3 in one area that had never been spoken about to me previously, must mean that I really stink at it.  I was dejected that this was a reality that no one shared with me.  I would have addressed it in myself.  I was a little bitter towards the manager.  I was unhappy with this bomb (in my estimation) being dropped.  Oh, and by the way, I got my raise.  Effective?  Hmmmmmm…

Freaks Come Out at Night

Multiple shifts often mean multiple sub-cultures.  The way things are done during the day shift, for example, can vary (sometimes greatly) from how they are done during the night shift.  An us/them effect can take over and the disparity in attitude can cost an organization in lost productivity and higher payroll due to paying more for the extra time it takes to get things done.  

In one organization I got to be a part of some years ago, the day shift thought the night shift was a bunch of freaks.  They would spend part of their work day and break time discussing how dumb, crazy, stupid, bizarre and idiotic the night crew was.  Sounds productive and helpful to the culture, right?

Management has one choice in this type of situation - Get up.  Get out of your ergonomic chair and get on the floor.  Engage with the sales teams, line workers and administrative staff.  OK, how?

• Change the tone and type of conversation by being an example of healthy communication and encouragement towards goals.  Make the decision to not participate in smearing an entire team's or group's reputation.  If an employee thinks the night shift is filled with freaks, ask why?  Challenge the basis, not argumentatively, but directly. 
• Consistently be seen.  This effort cannot be a "one and done" deal.  It cannot be a once per month which happens to fall during the same time each month.  It cannot be done daily at the same time.  Mix it up.  Catch people outside of habit or comfort.  Allow them to be affected by your presence.  Your mere presence should give cause for employees to pause and think about what they are about to say to someone else.
• Don't allow comfort to get in the way.  You're going to have to do these things on all shifts.  Only engaging with the shift that is most convenient to your schedule will fall short.  Those workers on the shift you hardly come to see will know it.  It's not hard to amplify an us/them feeling when you're dealing with multiple shifts and teams.  The likely winners are usually the Monday through Friday day shift.  They are able to work with the bulk of senior management and administrators during the "normal week" schedule.  You cannot allow that to be the perspective; it will foster the feeling that any other shift is less than desirable.  Get up on a Saturday.  Go into work at 3AM for the overnight crew (just leave early from work the next day).  It's a little inconvenient but it's an appropriate message to those employees.

Simply, be present and persistent.  Set a tone that you would want others to follow.  Don't wait for someone else to start it (scary, I know).  You set the bar and start the momentum.  Don't look to the right or to the left for someone else to champion the cause.

The only freaks that ought to be named should be those who do not extend themselves for the betterment of the company.  What would it mean to your company if this were true?  The anomalies of the company are those who are not present fully and persistent in protecting culture.  Nothing scary about that!