Successful Supervisor 31 – Reducing Conflict

June 18, 2017

Conflict between people is simply part of the human condition. Organizations are a good place to observe conflict because they have all the ingredients that encourage people to bicker.

First of all, people are in close contact for many hours a day. It is a fact that if you put people together for a long period of time, they are going to end up driving each other crazy. It happens like spontaneous combustion at the bottom of a pile of oily rags.

The second condition that encourages conflict is stress. Organizations are constantly under stress to optimize performance of all their resources. The most typical stressor that causes conflict is time.

People tend to overvalue their own contributions and undervalue the contributions of their work mates. It is just the way we are programmed.

I got interested in this topic of conflict a couple years ago and actually wrote a 30 part video series entitled “Surviving the Corporate Jungle.” Each video is only 3 minutes long and each one has an exercise to instill a new habit that can reduce conflict between people. The series was produced by an organization called “Avanoo.”

Here is a link to a free sample of three videos from my series.

In this article, I want to give a few overarching tips that may be most helpful at the supervisor level. The subject is endless, so you may wish to contribute your favorite tips after reading mine.

Appreciate Differences in People

Each person is unique, so what works for one person may not be ideal for others. In addition, we each see the world through glasses that only we can see through.

When we witness another person doing something that does not look or feel right to us, we grit our teeth and instinctively push back, trying to get the other person to see it our way.

I call this phenomenon the “I AM RIGHT” condition, and I have purchased hundreds of three-inch buttons with those words on them. I give them out at all my seminars on trust.

The tip for the supervisor is to recognize that each person is wearing an imaginary I AM RIGHT button all day.Since each individual experiences every facet of organizational life through his or her own paradigm, it is no wonder conflict erupts.

The supervisor can help people recognize that we have no choice but to see things from our perspective, so it is perfectly natural that there will be tension at times. Try to see the other person’s perspective as being valid, and you will reduce conflict.

Go Back to the Sense of Purpose

Even though people may see things from different perspectives, we can usually get along much better if we remind ourselves that we share a common purpose.

We may have different functions, but we are all important parts of the process, and we are all needed to be at our best if the job is to get done well.

The supervisor is the main coach to help people understand the purpose and remember the larger mission when tempers flare about how to do things.

The supervisor paints the vision of the whole organization onto the canvass that represents her part of the whole and makes sure everyone sees that connection. When people recognize that they are all pulling in the same direction, the individual idiosyncrasies don’t have as much power to polarize them.

Build a Culture of Trust and Love

When a group of people trust and love one another, the seeds of conflict have a difficult time taking root. Building a culture is a daily task that never ends, but the task is a joyous one because the end result is a much happier existence, not only for the supervisor, but for everyone on her crew.

Building that kind of culture takes tending and constant effort. First of all, the supervisor must model the right kind of behaviors herself at all times. She must be the source of love and trust between people, even when things get tense.

It is her actions and words that make the difference every day. The most powerful thing a supervisor can do to build that kind of culture is to make the environment safe and not phony.

Eliminate Playing Games

If you observe most stressful groups at work, you can see that much of the time people are playing head games with each other in order to gain advantage. The environment is phony and full of intrigue. The supervisor needs to create a kind of culture that is real, where people are able to disagree without being disagreeable.

Hopefully the organization has a concrete set of values, and the supervisor must adhere to those values in every conversation and action (especially body language).

The workers are there to do a specific job, but that does not mean the atmosphere needs to be heavy. Great teams make the work light and fun, because they support each other and bring each other up. The supervisor needs to understand a great culture begins with her.

Avoid Inter-Group Conflict

Another common problem is that group cohesion can become so strong that silos begin to form. The workers bond together and against another group in the process as the enemy.

You can observe a kind of Civil War going on in many organizations on a daily basis. It is amazing to witness this hostility, because if you go up to the next level the warring groups are really on the same team.

It is up to the supervisor to keep her area from losing this larger perspective. One idea to accomplish this is to share resources with parallel groups. If team members see an unselfish person in their supervisor, then the ability to maintain proper perspective is easier.

These are just a few of the ideas in my series on “Surviving the Corporate Jungle.” For the supervisor, these ideas may seem like a heavy load, but the joys of doing things in an uplifting way makes the work a labor of love.

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 Part 30 – Finding the Key to Motivation

June 11, 2017

I love the study of human behavior and have been actively pursuing it for about 40 years. Maybe if the good Lord gives me another 30 years I will begin to understand the subject more fully.

Human behavior is as complex and far reaching as any topic I can think of, yet for any manager, and especially for a supervisor, the more insight she has the more effective she will be.

A few decades ago, I learned that the sources of motivation are intrinsic and each person is unique. We can see some general patterns in large groups, but the individual differences swamp any ability to understand what drives a person by looking at the group they belong to.

That is why I avoid trying to characterize people by their demographic.
When people ask me how to motivate a millennial, I tell them to stop thinking of the person as an age group and think of him as an individual.

When students get into arguments about whether men or women make better leaders, I tell them to forget the gender stereotypes and think about the unique gifts of each person.

I once had a wise mentor, as my direct boss who happened to be a volunteer fire chief on the side. He and I were walking through a manufacturing plant one day and said, “Do you see that inspector over there? He is a total slug at work. We have to light fire crackers under him to get him to even move. He has no motivation at all; but you should see the transformation when he walks into my fire station. He becomes a ball of fire who does extra duty without even being asked.”

That conversation has stuck with me for years. The key to motivation is to get to know what lights up a person and find a way to provide more of that element.

Using that method, I was able to turn around numerous people who seemed to be lost causes in terms of motivation. I just needed to find out what was in their firehouse and bring more of those elements into the workplace.

If you are a supervisor, try to avoid thinking of all your workers as basically the same. Study their body language and observe what is going on when they get fired up.

Talk to people about their hopes and dreams. Find out what they are looking for in life and show them how you can provide that better than anybody else can. You will see a metamorphosis of motivation that is truly amazing.

Looking for the particular key to a person’s motivation takes a lot of work, but it is like fun detective work, and the impact you can have as a supervisor will be huge if you master this skill.

Think of yourself as the “Columbo” of your organization; just forget about the cigar.

Don’t worry about converting every laggard in the organization. You cannot save everyone. Some portion of people just want to remain lifeless and miserable.

Focus your attention on the people you can fire up. In my experience, roughly half of the people who are underperforming can be super stars, if they are properly led. It is your job to make that happen.

When you can take an individual who is basically dead weight or a complete albatross and convert that individual to a sparkling example of motivation, your reputation of being exceptional about leading people will be assured.

Have fun with the technique, because only you will know the secret to how you are achieving such remarkable results.

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 Part 29 – Coaching a Narcissist

June 3, 2017

The definition of a narcissist is a person who has fallen in love with his own appearance and abilities. The etymology of the word comes from a Greek hunter named Narcissus, who fell in love with his own reflection in a pool of water.

Supervisors sometimes need to deal with a narcissist, and usually it turns out to be someone higher in the management chain than she is. I will give some advice for that situation in this article, although it is possible that the narcissist in the supervisor’s life could be one of her direct reports, or even herself. How you deal with it depends on who it is.

Narcissism is known in trait theory as a psychological disease, but it plays out in organizational life to varying degrees daily, and it can be a major headache to people who have to deal with the person who has it.

Warren Bennis put it this way, “One motive for turning a deaf ear to what others have to say seems to be sheer hubris: leaders often believe they are wiser than all those around them. The literature on executive narcissism tells us that the self-confidence top executives need can easily blur into a blind spot, an unwillingness to turn to others for advice.”

Leaders who are convinced they are so macho and smart have a difficult time hearing what people are really saying. I love James O’Toole’s observation,

“…it is often the presence of excessive amounts of testosterone that leads to a loss of hearing.”

How can you recognize if you have the problem?

If you have a problem with narcissism, then you are most likely unaware of it. If you have a particularly bad case of it, you are even more likely to be unaware of it.

One way to determine if you have narcissistic tendencies is to ask other people. You can ask your spouse, your supervisor, a good and trusted friend, or a mentor. If the input from others indicates you might be a narcissist, then at least you know about it now and can seek out some help to deal with it.

I suggest getting a leadership coach to listen to your story and give you some tips that are specifically designed to help you. I also recommend reading about Emotional Intelligence. My favorite book on the topic is Emotional Intelligence 2.0 by Bradberry and Greaves.

It is common to find more tendencies toward narcissism as you go up the organizational ladder, so the next part of this article will include tips on what to do if your boss or some other higher leader is narcissistic.

Why is narcissism a problem?

For people in the organization, having a narcissistic manager somewhere in the chain above them can make life pretty miserable. They have to endure a manager who has an inflated view of his or her own wisdom and has little interest in the collective wisdom of the group.

A narcissist manager severely limits the creativity and engagement of the workers, and thus has a major negative impact on profitability.

Trying to point out the problem to a superior only makes matters worse, because the manager has no intention of listening. In many cases, employees suffer in silence for years rather than speak up and get decapitated.

Let’s look at one approach to avoid and follow up with some suggestions for positive things you can try.

One approach to avoid

It would be easy, but ineffective in most cases, to just tell the boss “don’t be so full of yourself” and show the benefits of humility. Unfortunately for the narcissist leader, changing the thought patterns and behaviors is extremely difficult. Besides, in most cases, the narcissist is blissfully unaware that he has a problem.

Daniel Goleman also noticed the same tendency when he identified that leaders with low Emotional Intelligence have the most significant blind spots.

So a direct approach to correct narcissistic tendencies is likely to backfire.
You can’t just march into the bosses office and say, “You are a total narcissist, knock it off and get down from your pedestal.” You need to use a water drop treatment with lots of Socratic Questions.

The issue of leader hubris is perhaps the most common schism that exists between the senior levels and the supervisors or workers. If it is so important, what can we do about it? Is there a kind of anti-hubris powder we can sneak into the orange juice of over inflated executives? Oh, if it was only that easy.

One possible solution: education

What we are talking about here is reeducating the boss with influence from below. We want to let him know that his own attitude and behaviors are getting in the way of trust.

Reeducating the boss is always tricky. It reminds me of the adage, “Never wrestle a pig…you get all muddy and the pig loves it.” What do the sailors do if they are facing a Captain Bligh every day? Mutiny is one option, but it can get pretty bloody.

The road to enlightenment is through education, but how do you get an unaware manager to warm up to being educated? One suggestion is to form a kind of support network with other supervisors and leaders on the topic of leadership. Book clubs where employees, along with their leaders, take a lunch hour once a week to study the topic can begin a constructive dialog.

Try a slow shaping process

Shaping the thought patterns of a superior in the organization is a slow process, like changing the face of the planet in Arizona. Drop by drop and particle by particle, the sand and soil have been moved to reveal the Grand Canyon. Changing a leader’s approach might not take eons, but the slow shaping process is the same, only in human years.

Having the boss select the books to review is a nice technique for getting him involved in the process in a positive way. Try to avoid singling out the offending manager for retraining. Express a need to improve the leadership capabilities of everyone on the team (and that includes the boss). That way, peer pressure among the other managers can help educate the narcissistic manager in a way that is artful and effective.

Some leaders will remain clueless regardless of any effort to correct it. I know one leader who will go to her grave totally blind when it comes to her attitude about her own capability and superiority. If she was reading this passage, she would be nodding her head affirmative and be 100% convinced that I was referring to somebody else, not her.

Perhaps the only hope for a leader like this is some form of radical shock treatment in the form of a series of pink slips.

If you are dealing with a serious case of narcissism, having a leadership coach can help a lot, but you first have to get the boss to agree to some coaching. Try suggesting some coaching for the entire leadership team, then that will cover the boss as well.

What if the Narcissist reports to the supervisor?

If the problem person is below you, then you need to coach the person yourself or get some outside help. I would start by having the employee work through the Emotional Intelligence 2.0 book with you. That will form the basis of many substantive discussions and some significant growth.

The above tips may help you work out of a problem with narcissism, but do recognize the challenge is great. Narcissism is more common than we realize, and it is not easy to cure. It is something you need to work on if you are experiencing a problem in this area.

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 26 – The Supervisor in a Transition

May 14, 2017

Organizations go through changes periodically. I wrote an entire book on the topic of Trust in Transition: Navigating Organizational Change.

In the book I highlighted the role of the supervisor when organizations make large scale changes that impact how people work.

This article will highlight some tips from the book to help managers guide their supervisors to be successful when transitions occur.

When I discuss transitions in organizations, I am referring to any structural change in the way the people interface with their jobs. The spectrum runs the gamut from small department restructurings all the way up to corporate mergers and acquisitions.

In this article, I will refer to mergers and acquisitions, because the challenges of these kinds of transitions are easier to visualize, but the same issues also exist to a lesser degree in other transitions.

Whenever people are forced to deal with a new set of rules and different set of people, there is a transition that has to go smoothly or the organization will suffer or even fail completely.

There are some unique issues that make supervisors particularly vulnerable, but at the same time extremely valuable in a transition. Get this part wrong, and you will severely hamper the reorganization; get it right, and you will be halfway to success.

The common thread with frontline supervisors is that these people operate at the critical and delicate junction between the management layers and workers on the front line. Depending on the type of work being done, supervisors come from a variety of backgrounds.

The typical history is that the supervisor was once an individual contributor who did very well on the job over a long period of time. Through dedication and deep content knowledge, this person sparkled relative to her peers. When an opportunity arose, this individual was tapped to become a supervisor.

Another common situation with supervisors is that they often are put on the job with little training. They already have deep process knowledge and have shown a natural tendency toward informal leadership, so they are given the responsibility.

Often they receive no training at first, and later it is forgotten because the person does just fine from the start. There is, however, a lurking weakness that surfaces during any kind of transition.

The attitudes of supervisors during a transition are critical influences on how the employees react to the change. More than any other relationship in the organization, trust is maintained or lost by the workers’ relationship with their direct supervisor.

If supervisors model a cooperative and adventurous spirit and keep looking for the good, it can help people see that positive outcomes are possible. If the supervisors are rolling their eyes and visibly displaying their own fears, then that attitude is going to be picked up and amplified by the people who work for them.

It is impossible to act out positive behaviors if they are not deeply implanted, because people are reading body language at every interaction, and they will pick up the true attitude of the supervisor quickly.

In reorganizations, the operational processes are subject to combinations or modifications in order to accommodate the changing nature of the business. Often the new entity will be a combination of companies with completely different cultures, perhaps even different languages.

This new dynamic could be threatening to supervisors, since their license to lead is often their familiarity with the work rather than deep leadership skills. Changing their work means their platform to lead has potentially been compromised. Couple that with the inevitable push to reduce supervisory headcount, and you have an opportunity for some terrified people in these roles.

You absolutely cannot afford to have any weakness showing through to the workers during the process, and the supervisor is the critical link to demonstrate the management point of view. This issue can be a huge problem in a transition. Thankfully there are approaches to deal with it.

Training

The antidote here is training, and the cost for the training program should be included in the original financial analysis for the merger. Front-line leaders need more and different skills during a transition. They also will require some cultural training if the combined organization involves groups from other cultures.

The training should begin as early as possible and contain supervisors from both groups so that early team bonding can occur. Getting to know the front-line leaders in the other half of the organization will pay huge dividends as the process unfolds.

For one thing, these supervisors can be more easily interchanged later on. Also, having personal relationships with other supervisors enables more sharing of resources.

This integrated training is a major way to prevent the “us versus them” thinking that hobbles so many reorganizations.

Coaching

Another suggestion is to develop a “coaching corner” for all supervisors. This is a mechanism for management to work face to face with supervisors during the planning and execution phases of a transition.

It is important to have all supervisors emotionally engaged and pulling in the direction you wish to go. If they favor a different path, they will take the spirit of the masses in the wrong direction every time and you will not get them back easily.

Special briefings and team activities for supervisors will keep them actively supporting the effort because they are helping to design it. Remember the old adage, “Change done to me is scary, but change done by me is energizing.”

Convert or Remove Naysayers

Finally, it is vital to cull out any supervisors who would sabotage the effort, even unwittingly. It is not hard to determine who might undermine the effort. Some supervisors will not agree with the change.

Try to convert those who would push against the change. Many times, through careful attention by management, an individual can be turned around. I call this process “adopting a supervisor.”

Basically, the manager gets very close to the supervisor through a series of informal conversations to figure out what makes the person tick. It takes time to do this, but the payoff is very high.

The advantage is that after a while you get to identify which reluctant supervisors are worth trying to save. Focus your efforts on them and develop a plan to move the others out of leadership positions.

This action can, and should, be done routinely, but it becomes an essential ingredient during reorganization. You cannot afford to have a supervisor who is not completely on board with the effort. She will poison the attitudes of people who work for her.

The most wonderful part of this coaching process is that you have the opportunity to turn some powerful negative forces in the organization into powerful allies. Keep in mind that the supervisor was originally selected based on her ability to be an informal leader.

Turning a negative person into a positive force is a huge swing in the right direction. If you can simultaneously remove the sour individual, who will never change, that is also a blessing.

Adopting a supervisor may seem like a very time-consuming effort. The change is not going to occur in a week, but the daily time investment is not great. What it takes is resolve and persistence to work with those you want to convert. Select the people who are worthy of your limited time and invest in them.

Recognize that the supervisor is a key position during any kind of organizational transition. If you work hard to provide the ideas and tools in this article you will go a long way toward having the transition be successful. If you ignore these ideas, then the entire change process will likely be compromised.

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 25 – Healing Damaged Trust

May 6, 2017

Building trust with employees takes constant diligence. It takes effort and skill on the part of the supervisor. Repairing damaged trust is equally vital, and it takes an extra measure of effort to do it well.

I liken trust with other people to a bank account, where we can make deposits or withdrawals in the account, and it is the current balance that determines the level of trust.

Note: since this series is about creating more successful supervisors, the points in this article will be made from the supervisor’s point of view rather than from the employee’s perspective. Recognize that there are always two dynamics going on whenever we are addressing interpersonal trust.

There are two main ways trust can be damaged: 1) trust lost because of an employee issue, or 2) trust lost because of an action by the supervisor. I will discuss these separately because the actions required to restore trust are not the same.

Trust loss because of an action (or non-action) by the employee

This is a pretty common form of trust problem. You trusted the employee to act in a certain way and were let down. In this case, the employee made a withdrawal to the trust account.

The first order of business is to assess the severity or magnitude of the withdrawal. An example of a small withdrawal might be making a lame excuse for not setting a process up according to procedure.

A large trust withdrawal might be stealing material or tools from the workplace and lying about it when confronted later.

Some trust withdrawals can be grounds for immediate termination of the employee. An example of this would be if the employee was acting in a threatening manner to you or other employees and pulled out a weapon.

While these situations are rare, they do happen and need to be dealt with urgently.

Assuming the employee’s withdrawal is major but not grounds for immediate dismissal, the path forward involves punitive action and documentation. The first point is to avoid procrastinating on taking action.

Once the facts are known, you must meet with the employee as soon as possible. Start by stating your understanding of what happened and ask the employee if that is accurate. If the employee denies the action (this is often the case) then you must produce the evidence. The employee now has a chance to refute the evidence or admit the action.

If the evidence is refuted, then it is best to engage some neutral party to investigate the case more carefully. A typical person to do this would be an ombudsman.

If the employee finally admits the action, then you should assess an appropriate penalty to fit the situation. At this point you should stress that there are two issues to deal with. First is the original action and second is the failure of the employee to fess up when the action was discovered. It is a good idea to keep HR informed of your actions, so in case of any escalation you already have a head start.

If the problem is simply a minor slip, then you need to figure out what form of coaching is the right way to handle this particular situation. The employee needs to understand the consequences of any future repeats of this kind of action.

One minor trust withdrawal can be erased eventually by excellent performance, but a pattern of minor withdrawals adds up to a permanent loss of trust.

Recognize that although the discussion will be between yourself and the employee, others in the area will be observing what is going on, so you may want to have a brief meeting to discuss the situation with the whole team before the rumor mill takes over and blows the event up to be more that it was.

Trust loss because of an action (or non action) by the supervisor

There are two major categories and hundreds of sub categories in this aspect. The first category is the ongoing behaviors of the supervisor and the second one is a single event or situation that is outside the normal pattern. Let’s take them one at a time.

Ongoing behaviors

Basically, any action or even body language, that works against building trust is some form of withdrawal. I have written many articles about how the behaviors of leaders are the most significant contributor to the level of trust in any organization. I believe this phenomenon is true at all levels and is particularly evident for supervisors.

It may not be an overt action at all; it could be the attitude of the supervisor toward the workers that causes a loss of trust. The supervisor is usually not even aware of the damage she is doing, yet it goes on daily.

The problem may also be the ambient culture of the entire organization that is causing the supervisor to behave in ways that cause constant trust withdrawals.

If the culture from above is toxic, it is effectively impossible for a supervisor to maintain high trust within her group. Hence, one conclusion for the cause of low trust is the behaviors of the senior-most leaders in the organization.

Culture starts at the top and cascades down.

A single event or situation outside the normal pattern

In this case, you have done something that undermines your credibility, and the employee (or usually group of employees) will immediately lose respect for you. The problem may have been major or minor, inadvertent or intentional.

For example, a major trust withdrawal made by you would be lying to employees when asked about an impending layoff. This is sometimes advocated by nervous executives who fear some kind of sabotage if the truth gets out early, so they put on a “gag order” on the information.

This is a very bad decision, because people are going to find out eventually anyway. Then you have lost the ball game. The best you can do is explain that the decision was made at a higher level, and you were powerless to go against it.

A minor trust withdrawal might be when you simply forgot to get back to an employee who made a request. Once the gaff is realized, you need to immediately meet with the employee and apologize.

You might explain that you deal with hundreds of issues every day and occasionally reach an overload situation. As long as the situation does not repeat, you will probably be forgiven.

If you get a reputation as a person who does not follow up on promises, then your ability to lead the group will be severely compromised.

Repairing damaged trust is a skill that needs to be learned through conscious effort. Compromised trust should never be ignored, because it can begin a form of organizational dry rot that will threaten the ability of the team to perform and ultimately lead to your removal as a supervisor.

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 24 – Holding People Accountable

April 29, 2017

In my corporate work on leadership, the most common issue that comes up is accountability. Reason: most leaders do a poor job of holding people accountable, so they do not get the change in behavior that they would like to see.

This issue is particularly evident at the supervisor level because the span of control for supervisors is normally much wider than for higher level managers. This article outlines a model for improved accountability discussions based on five concepts that all begin with the letter “C.”

Clarify Expectations

People must understand expectations to have any shot at meeting them. In some complex situations, a written document is required, but most of the time it is a matter of spelling out what the requirements are and gaining a verification that the employee has truly internalized them.

Often a failure to perform at the prescribed level can be traced to a misunderstanding between the supervisor and employee.

Supervisors sometimes make the mistake of assuming the employee understands what is required because he or she has heard the instructions.

To verify understanding it is critical to have the employee state in his or her own words the specific requirement. It needs to be framed up in terms of the specific action to be done by a specific time and with certain level of quality.

The employee can decide how to accomplish the task, but the deliverable must be crystal clear to avoid ambiguity.

Having the employee parrot back the expectation has the additional benefit in the event the deliverable is fuzzy. The supervisor can take the time to reiterate the specific deliverable before the employee attempts to do it. This saves time and money while reducing frustration.

If an employee has a pattern of habitually missing expectations and later blaming it on a misunderstood specification, then it is a good idea to put the expectation in writing.

In cases where the employee is on progressive counseling, it would be a good idea to have the employee sign the written document for filing. A copy should be given to the employee.

Contribution of Supervisor

Often the supervisor will attempt to hold an employee or group accountable when the reason for the shortfall was a blockage caused by the supervisor rather than the workers.

Most people will do a good job if the culture and environment set up by management are conducive to working well. When supervisors micromanage or otherwise destroy positive attitudes of the workers, they are contributing substantially to the shortfall they see within the workforce. They are quite often the root cause of the problem, yet they find it convenient to blame the workers for not meeting expectations.

I recall one supervisor who lamented that “all my people are lazy.” As I dug into the situation, it was evident that the bully attitudes of the supervisor had caused people to become apathetic and perform only when beaten.

The supervisor blamed the workers, but she was obviously the source of the problem. She could not understand this connection of cause and effect.

Her “command and control” way of managing was the root cause of her problems. If this supervisor was replaced by an empowering leader, those “lazy” workers would quickly become productive and show high initiative.

Care

When giving feedback on performance, especially if performance is not at the level expected, be sure to treat the employee the way you would want to be treated if the situation was reversed. “The Golden Rule” provides excellent guidance in most cases.

There are some exceptions where the Golden Rule breaks down (like suppose I enjoy being yelled at and confronted), but they are rare.

If the manager demonstrates real care for the individual, even when the feedback is not positive, the employee will usually respond well to the input.

Comprehensive and Balanced

This principle means that the leader must take the big picture of what is going on into account when deciding if an individual is meeting what is expected.

There may be a specific reason for not living up to the agreed performance that is totally out of the control of the employee. If a dog is left locked up in the house all day, it is entirely possible you will find a mess on the floor, even if the dog would have loved to have been let out.

Make sure that the feedback is balanced such that you account for the good things they do as well as for times they fall short. Since most people do things right far more often than they fail, your holding people accountable should normally be a positive discussion.

Rapport and trust are destroyed when employees only hear from management when they are having problems. It is a common refrain for an employee to say “My supervisor only talks to me when I screw up.”

Collective Responsibility

If the accountability discussion has the flavor of everyone, including the manager, being responsible, then that feeling of a family working together will permeate the discussions, and they will be more fruitful.

When the manager points the finger at a specific worker and fails to involve the other people who also make up the system, the employee feels picked on. This results in hard feelings and creates more problems than it solves. When the atmosphere becomes one where “we win or we lose together,” then the proper level of teamwork is assured.

These five C’s will help you create an environment where holding people accountable is far more productive and effective. Try to remember these principles when you are dealing with the people in your life.

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 22 – Foundations to Build Trust

April 16, 2017

We are all aware of things we can do that build higher trust. In my seminars on trust, I ask groups to name some things that build trust, and they quickly create a list of dozens of behaviors in just a few minutes.

For example, here are a few of the things typically named that will help to build trust:

• Operate with integrity
• Do what you say
• Use the Golden Rule
• Be respectful of others at all times
• Admit mistakes
• Be as transparent as possible

These actions and hundreds of others like them are needed to build and maintain trust at all levels of management. Each level has a different focus on why these things are important, and at the supervisor level employees look for these behaviors constantly.

Because of the span of control, supervisors must be alert to applying these behaviors in a consistent manner to avoid the perception of playing favorites, which is a major trust buster, especially among first level employees.

The conundrum is that while we know numerous things that will build trust within an organization, in most organizations there is still a serious lack of trust.

I believe the reason is that there are four conditions that form a foundation on which all of the other trust-building behaviors rest that makes them work. These four conditions provide a deep understanding of the nature of trust in an organization, so they act like the concrete blocks upon which we ultimately construct a lasting building.

This article will name these four conditions and describe why I believe having this foundation underneath the common behaviors gives them much more power to build trust. Then I will explain why these concepts are just as important at the supervisory level as they are at higher management levels.

Condition 1 – The First Law of Trust

Trust is reciprocal. You trust every person you know at some level, and that person also trusts you at some level. The levels are not always the same, and they fluctuate based on the transactions between you and the other person.

Any communication between the two of you will impact the trust level for both people. It may be face to face conversation, a phone call, e-mail or texting, or even body language at a meeting that impacts trust either positively or negatively.

Trust may go up in one direction but down in the other direction from the same transaction. It is a highly dynamic system.

When you extend more trust to another person, he or she will instinctively respond by showing more trust in you. This “First Law of Trust,” as I call it, is not true 100% of the time, but it is directionally right with such high frequency that it makes a pretty good law of nature.

If you want more trust with another person, find ways to show more trust first.

Condition 2 – Values-based Behaviors

When I begin work with new clients, I always ask if they operate from a set of values. Normally the senior leader is able to produce a list of some values that the group has adopted. Sometimes the values are on a plaque on the wall, and other times they are buried somewhere in a desk drawer.

I then ask the senior leaders point blank if they always follow the values, even when it means making a difficult decision.

The question is usually followed by a pregnant pause and finally someone says, “Well we try to follow the values at all times, but sometimes it is impossible.” While the answer is an honest one, it really signals a kind of hypocrisy that leads to organizational dry rot of trust.

The correct answer must be “yes” at all times in order to preserve trust.

When leaders adopt values they cannot abide by in all circumstances, they set themselves up for failure. That is why one tempting value: “People are our most important asset” is a dangerous one.

If people are really our most important asset, then when there is a downturn in business, we will keep the workforce and sell buildings or other assets to survive. Few companies actually do that, so it is unwise to adopt that phrase as a core value. You simply must abide by the values you advertise or trust becomes a casualty.

The specific values adopted at the supervisor level must mirror the values set at higher levels. There may be some different phrasing to make it apply to first line employees, but the intent needs to add up to the same conclusion or the organization will not be aligned.

Condition 3 – Balanced Accountability

The word “accountability” has become more popular in recent years. It is a shame that in most organizations accountability takes the form of a “gotcha” mentality where all accountability discussions are negative.

My observation is that most people on most days go to work intent on doing the right things for the right reasons. They need to be held accountable in a positive way for the things they are doing right and in a corrective way for the things that did not get done correctly or on time.

If the accountability discussions were not always focused on missed opportunities, then people would not get the impression that the only time they hear from supervision is when they mess up.

I invented the phrase “hold people procountable,” which means that we need to feedback performance that is directionally right as well as the corrective feedback. The nature of the feedback needs to be proportional to the holistic nature of the performance.

This philosophy should be spread across the entire organization, but it is particularly important for the supervisor, who is working at the critical junction between management and the workers. Negative accountability discussions are often the downfall of an inexperienced supervisor.

Condition 4 – Reinforce Candor

This fourth condition I believe has more power to create trust than any other leadership behavior. That is why it is one of the foundational conditions. It consists of creating an environment of low fear where people believe it is a good thing to point out areas where the behavior of higher managers is monitored for consistency.

If something appears to be inconsistent with our values or ethical standards, employees know they will be rewarded rather than punished for bringing it up.

I believe “the absence of fear is the incubator of trust,” and the logic holds at all levels of the organization.

Supervisors can improve the level of trust by making sure all employees know their observations are valued and appreciated. In practice it is not easy to reward someone who points out that some of your behaviors appear to be hypocritical.

Make a special effort to make sure when an employee questions a decision or action on your part that the employee walks away glad that he brought it up.

If the preceding four elements are in place, then I believe the foundation is laid where all the other things that create higher trust will be highly effective.

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