Successful Supervisor 39 Measuring Performance

August 13, 2017

There is an old adage in quality circles that “What gets measured gets done.” The saying is often attributed to Edwards Deming, although there is some debate on it.

The issue of what to measure and how to feed back performance is a lot more complex and important than many supervisors recognize. This article is to shed some light on common problems that can come up when trying to measure performance.

Selecting the right measures is a first consideration. Believe it or not, it is common for supervisors and managers to select measures that drive performance in the wrong direction.

I know that sounds incredulous, so let me provide a few examples to demonstrate that what may seem to be a logical measure can drive poor performance.

In an effort to increase revenue, a computer company decided to measure the number of calls made by the sales force. History showed that the level of sales was correlated to the number of calls.

When the measure was instituted, sales people quickly realized they could make more money by making more calls, even if the calls were short and did not produce actual sales. The result was a reduction in revenue.

Make sure to verify that all your measures are driving the right behaviors.

An organization was concerned that the “employee satisfaction” numbers were slipping in the Quality of Work-Life Survey. The HR manager read that satisfaction in many organizations is highly correlated to the amount of development conducted in the organization. To improve satisfaction, they mandated at least 50 hours of training for every employee.

The problem was that the managers implementing the training did not deploy it well. They forced people to go to meaningless training in order to make the 50 hour mandate.

They did not backfill for employees when they were out for training, so when the employees returned to work, they found a huge mess. “Employee satisfaction” actually got worse, even though the measure (number of training hours) showed they met the goal.

Make sure your program to improve one measure does not drive a more important measure to get worse.

A plumbing supply house was interested in improving customer satisfaction, so they asked the counter personnel what they heard from customers. They tried to measure what would make customers happier, so they increased the lighting in the showroom and arranged for better snow plowing of the parking lot.

It turns out the actual customers (not the counter personnel) were contract plumbers who were most interested in getting all of their parts delivered to the jobsite exactly on time. The store was measuring the wrong variables.

If you want to know what the customer really wants, don’t ask a surrogate to give you the information.

It is so easy to fall into these traps when inventing measures. The antidote is to always verify that every measure is doing the following five things:

1. Actually measuring what is important
2. Driving the right behaviors
3. Not easy to manipulate or “game”
4. Easy for people to understand
5. Producing the desired results

I believe that imagining pushing the measure to the extreme case often will reveal a flawed measure. Looking at the computer sales example, you can easily see that while encouraging more customer interfaces is a good thing, when you push it to the extreme and make the individual sales calls so short that no business happens, the measure actually reduces sales.

The verification step is extremely important to do before, during, and after implementation of a new measure. If you forget to do this, it is entirely possible that a well-intended measure is working at cross purposes to your objectives.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 38 Maintaining the Ethical Edge

August 6, 2017

I spend a great deal of my time working to help organizations understand the benefits of running an ethical culture. Believe it or not, there are many highly placed leaders who believe that making ethical decisions means lowering the organization’s performance numbers.

The truth has been revealed in numerous books and articles that organizations that make the ethical choices, even though they may be difficult or costly in the short term, outperform unethical organizations by a factor of at least 1.5, often 2, or even more.

Producing an annotated bibliography is not the purpose of this article; if you want to read up on the topic, look up “Business Ethics” on Wikipedia. There are over 200 references listed.

As a “CliffsNotes” approach for this blog, I will refer you to the work of Raj Sisodia from his book “Firms of Endearment,” which is one data point among dozens that all point to the same conclusion: organizations that do the right thing, even though it is difficult at times, end up thriving.

I serve on the Board of Directors of the Rochester Business Ethics Foundation (RABEF), where we seek to celebrate local organizations that are running their businesses with high ethics and are benefitting from that practice. Rather than gripe about corner-cutting operations that sacrifice the long term health for short term gains, RABEF seeks to champion those organizations that are doing business the right way and gaining huge sustainable benefits, including higher trust for all stakeholders.

You may ask what has this to do with being a supervisor? Well, it has a lot to do with it. I will grant that the ethical tone of an organization starts at levels far above the supervisor, but dealing with ethical dilemmas occurs at all levels, and supervisors are not exempt from the pressures that sometimes lead to ill-advised decisions.

If you are a supervisor, I guarantee that you have to make many ethical decisions every day. You may not recognize them as such, but you are routinely confronted with the opportunity to make choices that support or undermine the ethical standards that are espoused by your organization.

The first, and most important, consideration is how you can tell if you are facing an ethical dilemma. Nobody is going to sneak up behind you, tap you on the shoulder, and whisper into your ear, “Pay attention Bub, this is an ethical choice you are making here.”

The answer is disarmingly simple: you are facing an ethical dilemma if it is unclear to you what the “right” decision is. There are positive and negative consequences for every course of action you might take. Think of it this way: if the “right” thing to do is evident, then you have no problem making an ethical decision.

Once you are aware that you have an ethical decision on your hands, you have arrived at the moment of truth. You can rationalize the situation and make the “easy” or “most popular” decision regardless of the ethical considerations and be done with it.

That action leads to a kind of dry rot within the group where you may actually be putting the larger organization on a slippery slope in terms of lost trust. Small unethical decisions often lead to larger ones, and at different levels, so the reasons why get obscured in the thinking process, and standards get lowered across the board.

Here are some suggested approaches that can protect you from making unethical decisions.

1. Clarify your values and make sure people know what they are

Values written on a chart on the wall are useless unless you follow them, even when it is difficult to do. By compromising on a core value when it makes you swallow hard to follow it, you show that the entire list is a sham, so not only do the values lack power, they actually reveal an hypocrisy that tells people we follow our values only when it is convenient to do so.

2. Consider the context and all stakeholders

Before wrestling with what the “right” approach is, you need to get the facts. Difficult ethical choices are contextual. For example, we would all agree that taking someone else’s property is an ethical violation, but if you find an interesting book someone left in a recycle bin, it would not be a violation to take it. Consider all of the stakeholders when gathering the facts around an issue.

3. Don’t deal with the decision in a vacuum

If you go through the logical calculation alone, you can often talk yourself into the expedient or less than ethical way out. That process ultimately leads to the need to explain your actions to others who can take pot shots at your judgment.

Once you recognize the “right” thing to do is hard to identify, get some help from others who might be able to add different perspectives to the discussion. This approach has the additional advantage of gaining buy-in of the decisions from others.

4. Look at the issue through different lenses

In ethics classes, we teach a whole array of methods to analyze ethical dilemmas. I will briefly outline just four of the more popular methods here, and you can look up about a dozen other ways in any ethics text.

o Utilitarian – Do the greatest good for the greatest number – Consider the whole population and do that which provides the highest value for most of the people.

o Limited Egoism – Attempt to help others and do not violate their rights – This method comes from your attitude in making a decision. You attempt to assist other people and do so with a sense of fairness.

o Kantian – All correct behavior must be reversible or reciprocal, i.e. follow the Golden Rule. If I take an action that impacts another person, would I be willing to have that action taken on me if the roles were reversed?

o Consistency – is a form of moral reasoning that employs counter examples. Explore some analysis of what would happen if conditions were different. For example, you might ask “would I make this decision if I was starving”?

Your decision could go one way when looking at the problem from a Kantian perspective but a different way if you focus on Utilitarianism. Having more than one perspective adds work and potentially confusion, but it does help with the depth of your analysis.

5. Make a concrete decision based on the logic you are using

Often supervisors will equivocate and postpone making a decision because of the difficulty. This is a trap. Kicking the can down the road to next month or delegating the decision upward because you cannot make a call are ways of procrastinating, but they lack commitment.

Make your decision once you have thought the problem through and consulted with others who might have alternate views.

6. Communicate your decision widely

Don’t just tell people what your decision was, but lead them through the logic you went through to make the call. It is usually good to go all the way back to one of your values, and then describe how your decision was based on adherence to that value.

You can share that other decisions were possible, but you feel, based on your analysis, that the one you made is the best long term course of action.

Leaders are faced with ethical dilemmas on a routine basis. It is how you react and deal with these decisions that will govern how well you do personally and how much trust your organization generates with all stakeholders. That increased trust is the basis for the productivity and profitability advantage of running an ethical organization.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 37 – Mastering Body Language

July 30, 2017

The topic of Body Language has fascinated me for decades. There is no way to cover the topic completely in a short blog article, but I can give some tips that may help supervisors know how to prevent misreading BL and how to control their own so the message they are sending with their body is consistent with their verbal message.

I will also share some resources at the end in case this brief introduction whets the appetite for further study.

Body language points us in the direction of what people are feeling, but it is not an exact science. A person could make a gesture that is a random act or something not indicative of the classical meaning.

For example, if a person touches the side of his nose when giving a response, the experts would say that he is lying or exaggerating. Alternatively, it could simply mean that he had an itchy nose at that moment.

Taking singular pieces of body language and assigning specific meaning can result in some wrong conclusions. So how do we know which things are the real meaning?

In interpreting body language, keep the following five “C’s” in mind, and you will improve your accuracy at reading people.

1. Context

Pay attention to what is going on around the person. Body language is contextual and can vary greatly due to ambient conditions.

Folded arms at a cocktail party might suggest the person is being defensive, but folded arms in a snow storm is more likely to be the result of the person being cold.

2. Congruence

Do the words and body language match? If we are faced with two signals, one from the words that are spoken and another from the body language, then we will likely believe the latter.

For example, if I ask a coworker if he is angry with me and he glares at me with a scowl and clenches his fists while he says “NO!,” I am most likely to believe he is angry with me, even though what he said denied it.

3. Clusters

If we see a single bit of body language, we might suspect that it is an indication of something, but it is hard to tell. However, if I see an individual exhibit several signals of a particular body language cue, then I can be very sure of the conclusion.

For example, if a person is wringing his hands and shuffling his feet while wrinkling his forehead and not maintaining eye contact, I can be pretty sure the person is feeling anxious.

4. Consistency

We all have habitual patterns of body language that we revert to when nothing special is going on. While you are sitting in a classroom or in church, you will habitually cross your legs in a certain way or touch your face in a certain spot.

It is best to not interpret body language that is habitual as some kind of signal, but if the habitual position changes, especially as a result of some comment or other stimulus, then the change in body language is probably a signal.

For example, if a person is listening to me and suddenly starts pulling on his ear lobe as I shift the conversation to the new employee, he is likely showing high interest in what I am saying.

5. Culture

Body language and proximity (which is a part of BL) vary greatly from one region of a country to another and even more so from one country to another.

If I am a USA-based business person and I am doing some work with a person from Saudi Arabia, I may find that he stands a little too close for my comfort level.

Likewise if I meet an Eskimo, I might interpret his head shaking side to side as a “no” response, when he is actually telling me “yes.”

Beyond these five general rules, there are thousands of facial expressions and other cues relative to body language. The more you know these cues the better off you will be at interpreting their meaning accurately.

A few of my favorite resources:

1. A very old book, but still available is “How to Read a Person Like a Book” by Nierenberg.
2. A great online test of your ability to read facial expressions accurately.
3. Online resource Body Language Dictionary
4. A DVD of Bill Acheson; a body language expert from University of Pittsburgh

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 36 – Improving Virtual Communication

July 23, 2017

For the past couple decades, I have been fascinated by the topic of virtual communications. This topic was the subject matter for my second book, Understanding E-body Language: Building Trust Online.

For many supervisors, the need to communicate clearly in virtual situations is becoming more important. Unfortunately, very few supervisors have been trained on how to communicate well virtually. This article will provide some tips to help fill the void.

In most cases supervisors are local managers, and these people are not charged with managing teams in different parts of the world. For those supervisors who do deal with subordinates in remote locations, I recommend the work of my friend Nancy Settle Murphy and her wonderful searchable blog Guided Insights. She has a wealth of information on how to be an effective manager of remote teams.

This article is for supervisors who work with people locally, but do a lot of communicating with subordinates via some form of computer. I will use email as the example, because that is a common form of virtual communication, but the principles will apply to texting or any other non-verbal communication method.

1. Use the right mode of communication

For many applications, a digital note may be the expedient way to communicate, but it may well not be the best way. Consider whether having a face-to-face discussion or a phone call might be the more efficient route in the long run.

Having your cell phone or iPad in your hand is not a reason to use the wrong mode of communication for important topics.

2. E-mail is not a conversation

We often think of email as a type of conversation where one person makes a point and the other person responds. Thinking of e-mail communication like it is a conversation is very dangerous because the two modes are completely different.

When we converse with someone face to face, we modify the pace, tone, cadence, and even the content based on the visible reaction we are seeing in the other person. If we detect misunderstanding based on a quizzical facial expression, we know to back off and try a different approach.

In electronic communication, there is no ability to modify the message as you are giving it, and you get no feedback as the person is absorbing your points.

Therefore, if you start to diverge in terms of understanding, there is no way to correct the problem in real time. The disconnection simply grows as the reader plows on to the next point.

3. Get the right tone at the start

In any message, even a tweet, you need to set the tone at the very start so the other person understands your frame of reference. If not, the message can be read in a way that is totally opposite to your intention. With longer email messages, this is a critical element.

4. Keep the content brief

Twitter helps us in that regard, but the side effect is that sometimes the true intent can be lost in the extreme brevity. With social networking and email, less is often more, because people do not take the time to wade through mountains of text to get the meat.

5. Avoid Absolutes

If I write that you are “always late for meetings,” it is not likely an accurate statement. “You never call me,” is usually proven to be incorrect.

Even if an absolute word is technically correct, it has an accusatory tone that sets up a negative vibe in the mind of the reader who will try to prove the writer is incorrect.

6. Don’t play one upmanship

Escalating emails in an organizational context are familiar long strings of increasing rancor and expanding distribution. I call these diatribes “e-grenade battles.”

The antidote here is to refrain from taking the bait. Simply do not reply in kind to a message that gets under your skin. Instead, pick up the phone or walk down the hall to clear up any misunderstanding.

7. Read before sending

Depending on the gravity of the message, you should reread it at least twice before sending. With social networking this is also true.

Make sure you attempt to put yourself in the place of the reader. Think how the information might be misinterpreted, and make sure you spell things correctly, at least most of the time.

8. Recognize you cannot take them back

Most digital messages are permanent data. They do not atrophy with time like verbal communication does. You can apologize all you want, but the other person can demonstrate that you said this or that.

Make sure you write what you mean to communicate. Emails never go away.

9. Understand you lose control of the distribution

Once you push the send button, it is all over. You cannot get the message back or delete it. It is out there for the intended recipient and potentially any other person in the world to view.

That includes your harshest critics or worst enemies! We all learned that lesson in the last election. Email can become an Achilles Heel, because it can always be recovered somehow.

There are numerous other ways to improve digital communication, but if you keep these nine concepts firmly in your mind, you will have a much more fruitful interface with other people online in the long run.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 35 – Communicating with your Group

July 16, 2017

In my last article, I dealt with improving face-to-face communication with individuals using the VARK Model, but often supervisors are called on to communicate information verbally to their entire group.

The skills to do this successfully are different from the ones used to get a message across to a single person, because the group contains people with different communication styles.

There is a group dynamic that can create negative momentum that is not present when working with one individual. Normally, you can read the body language of one person rather easily.

When the information to share is good news, supervisors usually have no problem just getting everyone together and sharing the information. When the news is problematic for the workforce, supervisors often make mistakes that lower trust or even cause more angst than is necessary. It is this case that I want to explore in this article.

When the supervisors are faced with trying to explain information that people really don’t want to hear, it is a real test of their leadership ability and communication skills that many supervisors cannot pass.

Here are some tips that will be helpful to improve the results when communicating negative information.

Have a Plan

If the subject is difficult, it is worth the time to do some concrete planning. Don’t just call everyone together and “wing it.” Consider the reaction you are likely to get and think through how to keep things from spiraling out of control.

You may want to have an HR manager attend the meeting, or you may want to even have some security people available and ready just in case.

Outline the key points, and make sure the sequence is not confusing. Put yourself in the seat of a person who is known to react strongly and test the validity of your approach based on that insight.

Anticipate the issues, fears, and questions people might have and be ready to address them.

Use Different Forms of Communication

Each individual will absorb information most readily based on whether he or she is a visual, auditory or kinesthetic communicator. If the supervisor just speaks (auditory) the information, it will be picked up accurately by the auditory learners but often not by the people who have alternative styles.

Use a chart or a slide to illustrate (visual) your message visually and then get people to share their feelings about the message (kinesthetic).

It will not make the information any easier to take, but it will ensure a better understanding of the message by everyone.

Try Communicating with Smaller Groups

If the news is particularly bad, like an impending layoff, the supervisor would be smart to deal with small family groups rather than a large room full of all the people impacted.

For example, she might get together with the crews on a packaging line for a briefing early in the morning and have a separate meeting with the inspectors later that same morning. Recognize that the rumor mill will spread the bad news very quickly, so do not space out the small groups with a lot of time in between.

Since this communication is one person to many by design, it is important to keep people from shouting insults or derogatory comments and keep the focus on questions for clarification. The smaller group format will be particularly helpful for this.

Body language is extremely important to convey a calm demeanor, even though the topic is troubling. The tone of voice should be soft and low, and the information should be shared in its unvarnished ugliness, but avoid using inflammatory words in the description.

Rehearsing the delivery is important for very sensitive discussions. Trying to sugar coat bad news is a mistake many supervisors try to use in order to get out of a tough situation. It usually does not work.

Allow People the Opportunity to Grieve

Upon hearing bad news, people tend to go into shock. They need to go through the stages of grief in order to work their way through a transition. If you try to deny the grieving period by promising some good things to come, they will become hostile and make the situation worse.

Allow them to feel badly, if that is appropriate, and promise that you will be there for them as they work through the situation. By acknowledging the grief and showing you care about them as people, you will actually be helping them cope during the shock period.

Don’t Lie or Weasel

Often supervisors try to protect themselves by blaming other people or some situation out of their control in order to soften the blow. This strategy will usually backfire.

People have a keen ability to sniff out the BS, so be sure to tell the truth and do not try to weasel out with some lame excuse why it is not your fault. If they are going to blame you anyway, there is nothing you can say to stop that, and any attempt to deflect blame will make things a lot worse for you in the end.

Keep in mind that to these people, you represent the organization.

Set up an Open Channel for Future Communication

Most supervisors have an “open door” policy where people can stop in the office to chat whenever they need it. When there is bad news, it is smart to redouble the accessibility and make an overt attempt to be out there with people.

In doing so you will be one-on-one with individuals, so you can use the VARK Model to match your communication style to their preferred channel.

As a division manager, I noticed that when there was bad news in the air, supervisors tended to cloister themselves in their offices, thinking it would reduce exposure. That behavior only inflames the matter.

I always advocated that supervisors (and managers at all levels) consciously double the time they spend mingling with people in the difficult times. It allows people more opportunity to vent, which reduces the pressure.

In addition, you have the opportunity to squash any false rumors that happen to spring up. During difficult times, rumors seem to take hold and spread with ease.

Make Small Gestures that Show You Care

There is an old saying that “people don’t care how much you know until they know how much you care.” Look for ways to show empathy, but avoid saying something false like saying “I know exactly how you feel.”

I learned a long time ago to avoid saying that phrase to someone who just lost a loved one. It is better to say something like “I cannot imagine the pain you are going through now.” At least that is an honest statement.

The very best approach to use with people is to ask yourself how you would like to be treated if the roles were reversed. This “Golden Rule” approach normally is the safest one to use in sensitive times.

All supervisors and managers go through times where difficult messages need to be disseminated. If you approach this task delicately and with sincerity, you can get through it with grace, and your subordinates will appreciate it, even though they are not happy about the message.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 34 – Communication Improvement

July 9, 2017

The “VAK” Model (Visual, Auditory, or Kinesthetic) is a wonderful technique to improve communication that any supervisor can use once she has picked up the necessary skills.

Its origin goes back to some studies done in the 1970s by behavioral scientists Bandler and Grinder, who proposed that humans have preferred ways of learning information.

The model was part of a much larger system called Neuro-linguistic Programming (NLP). The VAK Model hypothesized that each person has a preferred channel for taking in information: either visual, auditory, or kinesthetic (movement, as in learning by doing).

The VAK Model is often used in teaching to ensure that people with different learning styles have the same opportunity to learn. It can be used in business and personal situations to establish rapport and increase understanding in communications.

The ideas have been debated by scientists over the years, and I have found the VAK Model is very helpful when it is applied to communications in business.

In the 1980s, Neil Fleming expanded VAK to include Reading and Writing, so the model became VARK. With all the acronyms, it sounds like a little “hocus-pocus,” but the concept is very simple and amazingly powerful.

The idea is to find out what “channel” is the one that the other person prefers and flex your communication style to use that method of transmitting information. Rather than walk through the theory of why this can be helpful to a supervisor, I will share a story that illustrates the point.

Many years ago, I was teaching a Leadership Course at Syracuse University. I had just completed a module on the VARK technique, complete with how you can determine the preferred communication channel by listening to the words a person chooses when talking normally.

Before the class met the next session, a young female student approached me and said, “It works! That VARK system you taught us really does work.” As the class started I asked the student to tell the story to the entire class.

She said, “After our last class, I went to see my calculus teacher. I am having a problem getting the feel of double integrals. I understand everything he is saying in class, but I just cannot make it happen by myself.” Notice the student said she could not get the “feel” of the content (indicating that she is a kinesthetic communicator).

She indicated that she and the professor seemed to be on two different planets in terms of communicating and that both of them were starting to get annoyed.

She said the professor was getting red in the face and finally put his hands on his hips saying “I just don’t see what your problem is.” BINGO! A little bell went off in her head that she was listening in Kinesthetic, but he was a Visual communicator.

She immediately went to his white board and drew the sign for the double integral. She pointed to the place in the process where she was not visualizing the right thing to do. (Note: she shifted her communication mode from Kinesthetic to Visual by drawing on the board and using the word “visualizing” as opposed to “feeling.”

The student related that the professor “melted and became like a puppy dog.” He said, “Oh, that is what you are not seeing, let me show you.” She said that in 5 minutes he had explained it so she understood it forever, and they parted the best of buddies.

For any supervisor or manager, having the ability to flex your own communication style to match the person you are trying to reach is like a magic potion.

The trick is to pay attention to the words the other person uses to describe what is happening. Within a sentence of two the other person will tell you his or her preferred channel by the phraseology.

For example, if you hear the following words, they give away the channel to use:

I hear what you are saying – Auditory

This feels a little dumb – Kinesthetic

He was texting my best friend – Read/Write

I don’t see your point – Visual

We have a procedure on that – Read/ Write

Looks like I will see you at the meeting – Visual

That sounds easy to me – Auditory

He was experiencing a deep depression – Kinesthetic

Also, it is important to pay attention to a person’s actions and patterns.

When you tell them something, do they remember it? — Auditory

Or do they have to write it down? — Visual or Read/write

Can they learn from watching you do something? — Visual

When they have to learn something new, do they have to do it over and over until it finally “sticks? — Kinesthetic

The first order of business if you want to become a master of this technique is to determine what your own preferred channel of communication is. It may not be obvious to you, but if you simply go back and read some of your notes in your “sent” file, you will quickly determine your channel.

We all use all of the modalities in daily life. The trick is to determine which is used the most and your pattern of usage. Also, think of your learning style. Do you learn best by listening, watching, reading, or doing?

It may be different depending on the subject. Doing this type of self-analysis will help you understand how you communicate and learn as well, saving you time in the future.

The second step is to look for situations where the communication with a particular individual seems to be not as smooth as it should be (by the way, I just gave away my preferred channel by using the word “look.”)

If you can see (again, I give it away here) a potential problem, then pay attention to the specific phrases the individual is using. Once you determine his or her preferred channel, try flexing your normal mode to play into the way the other person receives information.

You will immediately see (once again) a huge improvement in the ability to communicate with this individual.

You can play this little game without the other person even knowing you are doing it. It’s kind of fun, but it does take time and practice before you will observe improvement. People can be complex in their approach to their world. Keep with it, and you will have great rewards.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Successful Supervisor 33 Passive Aggressive

July 2, 2017

I have mentioned all kinds of difficult employees in this series, but as yet I have not mentioned the “Passive Aggressive.”

On Wikipedia, the malady is described as “the indirect expression of hostility, such as through procrastination, stubbornness, sullen behavior, or deliberate or repeated failure to accomplish requested tasks for which one is (often explicitly) responsible.”

For a supervisor, dealing with a passive aggressive is particularly challenging because this individual will eventually do the work requested, but the supervisor has to deal with a lot of pushback and rotten attitudes on a continual basis.

This employee has a kind of disease that is like a cancer that will spread if left unchecked.

If the passive aggressive employee was operating in a vacuum, the supervisor might be able to endure the strain, but the impact this type of employee has on the whole team becomes a huge impediment to the culture of the organization, and thus he or she must be dealt with effectively.

To give you a sense of what a passive aggressive employee might sound like, consider a situation where the supervisor is trying to create some energy to tackle a particularly challenging task for her team.

The passive aggressive might listen with a bored look on his face and then utter one of his favorite expressions: “Whatever…”

Let’s look at some tips for dealing with a passive aggressive (PA) personality.

Tips for Supervisors

Call them on it

The PA employee appears to be uncooperative as a way of gaining attention. His ultimate goal is often to skate the line between acceptable and unacceptable behavior with great care to remain employed but still make life miserable for his supervisor.

If she would simply indicate that his pushback has become an unacceptable level, then the PA employee is likely to change behavior, at least temporarily.

Once a change in attitude is obvious, the supervisor can give gentle but not effusive praise. In some cases, this shift in feedback is enough to make a more lasting shift.

If the employee falls back into a pattern of PA behavior, the supervisor can say something like, “Oh, you were doing so well with a more positive attitude; let’s not slip backward at this point.”

Take a direct approach

With some people, a direct approach of a heart to heart discussion with the employee will work. Simply point out your observations and let the employee know you are not going to tolerate his antics. In some situations that will be enough to bring the employee around.

You can ask the employee for help because of the negative effect his passive aggressive behavior is having on the operation.

In taking this approach, refrain from threatening the employee with an “or else” statement; simply put the request out there and appeal to his nobler side.

Work on Accountability

I have written extensively on Accountability earlier in this series, so I will not repeat the ideas here, but in the accountability discussions, the supervisor can gain some leverage with a passive aggressive.

Stress that it isn’t enough to be accountable for the work getting done. Each person needs to realize that he or she has an impact on other people as well.

The PA employee can reduce the effectiveness of any group by lowering the morale of everyone. That action will lower productivity and cause missed commitments.

A process of peer pressure that sends a signal of unwillingness of the group to let the PA employee hamper the success of the group can be very helpful.

Don’t Accept Excuses

Part of the way a PA employee gets to slack off without repercussions is to make lame excuses for not doing what was expected. The supervisor can thwart this kind of behavior by simply refusing to accept excuses for poor or late work.

Just be alert to the words being used by the employee and when the word “because” comes up, make a statement that you are not going to tolerate it.
Simply blow by the excuse as if it was not even stated, and get back to the requirements.

Soon, the PA employee will realize that the ploy does not work with you and stop trying to use it. Be vigilant, because he will continue to test you periodically to see if he can wear you down. The message needs to be that missed deadlines are not erased by cooking up some reason why the problem was not the employee’s fault.

Focus on reality

The PA employee lives in a kind of fantasy world of his own making. You can bring the conversation back to reality by simply restating the requirements. If the employee is resistant to this approach simply state “The situation is XYZ and you need to do ABC now.” You can also spell out the consequences of not complying with duties.

Hide Your Goat

Often the passive aggressive employee is just trying to push your buttons to see how far he can go before you get rattled. Basically, he is trying to “get your goat” to see what you will do about it.

Steve Gilliland, an acquaintance from the National Speaker’s Association, suggests that you can simply hide your goat.

You need to refuse to get upset and just turn the negative energy back at the employee with a comment like, “I know what you are doing, and it is not going to have any impact except to make you look immature in the eyes of your friends.” Now you are using a form of peer pressure to bring the employee back into line.

Confirm Established Goals

The PA employee is compromising the ability of the group to accomplish its goals. Point out that there is no relief from the pressures on the organization, and that the entire team is responsible for meeting the goals. Point out the employee’s contribution to the common goal and relate the situation to a sports analogy where the entire team needs to perform well for the mission to be accomplished.

Working with an employee who uses passive aggressive tendencies can be exasperating, but you ultimately can control the behavior and shape it to be acceptable. Use the tips in this article to help you win the battle and remain in control.

This is a part in a series of articles on “Successful Supervision.” The entire series can be viewed on http://www.leadergrow.com/articles/supervision or on this blog.

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of four books: 1.The Trust Factor: Advanced Leadership for Professionals (2003), 2. Understanding E-Body Language: Building Trust Online (2006), 3. Leading with Trust is Like Sailing Downwind (2009), and 4. Trust in Transition: Navigating Organizational Change (2014). In addition, he has authored over 500 articles and videos on various topics in leadership and trust. Bob has many years as a senior executive with a Fortune 500 Company and with non-profit organizations. For more information, or to bring Bob in to speak at your next event, contact him at http://www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763