Difference Between Micromanagement and Harrassment?

April 16, 2019

Two words that get used a lot these days are micromanagement and harassment. If you are being micromanaged, you will usually experience feelings of being harassed.

Conversely, if you are experiencing harassment, most of the time it is not due to micromanagement.

This article dissects the two concepts and provides some guidance for managers who, despite their good intentions, often end up doing more harm than good.

Harassment

Harassment is the abusive behavior toward another person that has its roots in a desire to annoy or hurt the other individual in some way. The practice is normally intentional, although it is possible for a person to harass other people without being aware it is happening. Harassment is close to the concept of bullying, and it is becoming more prevalent with electronic communication, especially among adolescents.

Except in the rare extreme cases, the manifestation of harassment exists first in the opinion of the person who is being harassed. If I will not let you get to me no matter what you do, then you are not going to be very successful at harassing me.

In fact, I may get a perverse pleasure out of thwarting your attempts to bother me: a kind of reverse harassment.

On the other hand, you may be such a sensitive individual that the mere thought of a certain person walking into the room sends you into a flight of panic: a kind of self harassment called paranoia.

We are all aware of the destructive nature of harassment that evokes anything from mild discomfort all the way to suicide. The distress is always amplified if the person being harassed believes he or she cannot escape and has to endure continual suffering.

Micromanagement

Micromanagement usually doesn’t stem from sinister motives. To the contrary, it is normally the desire of a manager, or person in charge of getting things done, who wants things to go well but is misguided in the best way to accomplish the task.

It reminds me of my favorite Star Trek Quote when Mr. Spock says,

“It is curious how often you humans manage to obtain that which you do not want.” (TOH Charlie Green).

The micromanager is not trying to annoy the victim (usually) but only trying to get things done according to his or her warped definition of how to accomplish the objective. In the process, of course, the victim has to endure the constant meddling that feels very much like harassment.

We are all aware of the antidote for micromanagement, which is for the manager to set the objective and some broad guidelines and then back off to let the individual figure out the details on how to get the job done.  The manager might say, “I’m not going to hover over you while you get this done, but I’m available if you need me.”

Unfortunately, a little concept called “trust” is missing, so the manager does not believe the individual is capable of getting the job done without constant supervision. This lack of trust is the root cause of most micromanagement.

We deal with the manifestations of micromanagement to some degree in most work settings. It is only the most extreme high trust environments where managers are willing to actually stand by and let subordinates do things wrong in order to learn what does not work.

We learn more from our mistakes than we do from our successes.

They would rather intervene and at least suggest that holding the soldering iron by the pointed end might not be the best method. I use that extreme case because the motive of the manager in this case is to prevent the employee from doing bodily harm. What could be more noble than that?

Often what feels like micromanagement to the employee is done for the benefit of the employee.

The grey area between good intentions and oppressive hovering is playing out in the workplace every hour of every day. Managers find their own equilibrium, and employees either complain (or not) behind the break room doors. Eventually a good employee will get tired of the intrusion and simply leave the organization. This reaction is a prime cause of the disruptive and expensive problem called turnover.

The extreme case, where managers tell people how to do their work for the sport of always getting it done their way, crosses the line into harassment. Even if the conscious objective is to get the job “done right,” the spirit with which the manager directs every movement is debilitating.

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 600 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


When You are Thanked, Don’t Say “No Problem”

April 9, 2019

I wrote the core of this article several years ago, and it was so popular that I am dusting it off with some additional information and ideas to enhance the analysis. The article is about the habit of replying “No problem” when someone says “Thank you.”

Pay attention, and you will hear this phrase used very often, especially when people do a service for you. The practice sends a wrong signal, and represents a missed opportunity. Here’s a true story to illustrate why the phrase should be avoided.

My wife and I were out to dinner a while ago and ran into a very personable young waiter named Kyle. This young man was still in college, and he was working to earn money and looking for his future. I really liked this waiter because he made great eye contact, and he was polite but not intrusive.

He had one annoying habit that was a distraction from the otherwise stellar impression that he created, but he was unaware of the habit. Every time he would do something, like refresh my water, I would say, “Thank you,” and he would reply, “No problem.”

For a while I just let it pass and did not think about it, but eventually I recognized that his response was a habit that was undermining his good impression.

The statement “No problem” is really not a bad thing to say, but it does represent a missed opportunity to build rapport and trust with the other person. Reason: the statement does not represent a proactive positive response to gratitude. Instead, it reflects a kind of throw-away line that I, the customer, am not that important to him. The effect is very subtle, so the negative impression is not severe, but a more upbeat response, or at least some variety of responses, would work much better.

A simple “You’re welcome” would be better than “No problem,” but there could be hundreds of more creative and memorable statements the young man could have used that would further entrench the good impression we had of him. Remember, he has plenty of time to prepare creative comebacks because he pours water for people every day.

For example, in response to “thank you” after he poured the water, he might have said, “We double-filter all of our water before we serve it to our guests.” He could have blown me away with a statement like, “We never serve water that is warmer than 47 degrees. Depending on the customer, some levity might be fun:  “It is for your protection, sir.  In this restaurant, an empty water glass makes the sprinklers go off.”

Another tack might be to demonstrate respect by responding, “I am honored,” or “It’s my pleasure to be of service.” One reader (Timothy Burchfield) commented on my prior article that his employer, Horst Schulze of The Ritz-Carlton, insists that team members use the phrase “My Pleasure.”  I love the Ritz Carlton vision: “The Ritz-Carlton inspires life’s most meaningful journeys,” and their motto: “We are Ladies and Gentlemen serving Ladies and Gentlemen.”  It has the true ring of respect.

The response of “no problem” also effectively closes the exchange and stops conversation. It may be possible to continue the exchange by asking an open ended question when presented with “Thank you.” For example, suppose the waiter had said, “This is special spring water; isn’t it the best tasting water you’ve had for a long time?” That would be a great way to not only differentiate the waiter but also the establishment.

The young waiter had to realize that he was serving expensive food to people who could afford it, so every night he was making impressions on people who could potentially influence his life. He was missing some valuable opportunities. I took the time to compliment Kyle on his demeanor and give him some coaching on his habitual response to gratitude. He got the message and was truly thankful for it because he had never given the matter any thought. It was just something he was used to saying.

You may have the same habit or know someone else who does. The response to a “Thank you” should be thought of as a great opportunity to differentiate yourself from the pack, whether you are in a customer service occupation or not. Don’t waste the opportunity with a throw-away line like, “No problem.”

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Leading Effective Organizational Change. 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


Body Language 21 The Mouth

March 30, 2019

Body language gestures of the mouth are usually straightforward, but there are some tricky nuances to consider. First we will consider the most recognizable gesture: the smile. Actually, there are many different types of smiles to identify.

Smiles

Duchenne Smile – This is a highly recognizable smile, but only a small portion of the population can model it well. The smile actually starts with the eyes. You can see a twinkle in the eye and a slight but natural squint that produces crow’s feet at the corners. The cheeks are elevated and the entire face, including the mouth takes the shape of an oval.

The corners of the mouth are raised through the Zygomatic Major Muscle. Those people who can accomplish a Duchenne Smile have a huge advantage, because trying to force the face to this configuration often looks phony as described below.

Non-Duchenne Smile – this is where the mouth forms a shape by raising the corners of the mouth through the Zygomatic Major muscle but without the effect of “smiling eyes.” The smile is confined to the mouth region only, so it does not have the holistic appearance of a true Duchenne Smile and often is interpreted as being duplicitous or at least insincere.

The Botox Smile – This smile looks pasted on and is perfunctory for service people who wish to look pleasant but it comes across as insincere. It is also known as the “Pan Am” smile after flight attendants who were instructed to flash a pasted-on smile at each customer. This smile is also seen on the faces of beauty pageant contestants while they are being judged. My friend Jeanne Robertson has a whole comedy routine about how she learned to smile continuously while competing in the Miss America Pageant.

Tight Lipped Smile – As the name implies, this smile is characterized by not showing any teeth. Depending on the circumstance, this smile can convey approval or precaution. According to Bill Acheson in “Advanced Body Language,” one cardinal rule when meeting a person for the first time is to smile naturally but make it broad enough that you show your teeth. He explains that the custom is a carry over from when the condition of a person’s teeth was an indication of health and status.

Pulled Smile – also know as the “smug smile” this is where the mouth is pulled to a smile configuration, but on one side only. Generally, this configuration suggests some form of agenda going on, and it is not a smile that invites high trust in the individual. The extreme form of a pulled smile was demonstrated by McKayla Maroney in the 2012 Olympics when she was awarded the silver medal in the vault. She contorted her face pulling her mouth entirely to one side to indicate she was “not impressed” with the performance of the other gymnasts or the judges. This contorted smile was made into a meme that became a PR issue.

Laughing Smile – Occasionally you will see a person make a smile with his or her mouth wide open. This is known in some circles as the “Marilyn Monroe” smile. It is as if there was a laugh that was frozen in time. This smile also tends to lower trust, because it is seen as less than authentic.

Frowns

Classic Frown – We are all familiar with a frown brought on by the person feeling negative about something. The lips are pulled downward and often the head and gaze go down as well. This is the look you see on football players’ faces when they have lost a close game. Another place to see a classic frown is at a funeral. This is also the habitual expression on the face of Donald Trump when he is trying to negotiate something.

Clenched Teeth – This type of frown has the additional element of clenched teeth, which causes the jaw muscle to pop out. I once had a boss who did this whenever he was really upset. It was a telltale sign to watch out if his jaws popped out and became red.

Puffed Cheeks – Occasionally you may encounter a person who frowns but then fills up his cheeks with air. This is an indication of exasperation; it is like the person is getting ready to blow up.

Other Mouth Gestures

Puckering up – This gesture can have different meanings based on the context. It may mean that the person is deep in thought. It could mean you are getting the kiss off by the individual. If done softly and delicately it may be an actual signal of blowing a kiss.

Twitching – Some people will have an involuntary twitch. Most common is the twitch of the upper lip. If you see this gesture in a person, it may be habitual and be of little significance in terms of body language. Watch to see if the twitch comes just after a particular person addresses him or when something that may be sensitive comes up. If a person twitches during stressful conversation, it is a great clue to use when observing his level of stress in the future. I knew a university dean who would twitch whenever he was stressed. He was aware that he was sending signals, but he could not stop it.

Covering the Mouth – The classical interpretation of this gesture is that the person is lying or telling a half truth and covers his mouth to avoid detection. That may be true in some circumstances, but covering the mouth can also be a reaction to being embarrassed; it may also be out of fear of halitosis the discovery of bad teeth. The best advice when you see a person covering his or her mouth is to gather more data to see if there is some pattern.

Wiping the Mouth – This may be a function of the saliva getting into the corners of the mouth. Some people struggle with that problem and need to wipe their mouth many times when speaking in public.

Biting the Lip – This gesture is usually related to insecurity, and it is normally the lower lip that is involved. As with all body language, it is important to notice the pattern of making this gesture. If it is at a logical point where the person may be feeling insecure, then the interpretation is likely correct. There could be another cause, so be alert for other signals. Bill Clinton was famous for using this gesture in his more infamous moments.

The gestures in this article were some of the more common mouth configurations you are likely to encounter. There are other, more subtle gestures you may see as well. The best advice is to keep track of a person’s habitual behavior, and then you can use that baseline pattern to assess what is happing with the individual.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language 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 600 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


The Benefits of a High Trust Environment

March 26, 2019

The advantages of working in a high trust environment are evident to everyone from the CEO to the shop floor, from suppliers to customers, and even the competition. Building and maintaining trust within any organization pays off with many benefits.

Here are 12 benefits of working in a high trust culture:

1. Problems are easier to solve – because the energy is on the real problem, and people are not afraid to suggest creative solutions.
2. Focus is on the mission – rather than interpersonal protection.
3. Efficient Communication – less need to “spin” information.
4. Less unrest – little need for damage control.
5. Passion for the work – that is obvious to customers.
6. A real environment – no need to play head games.
7. People respect each other – less bickering and wasting time.
8. Fewer distractions – things get done right the first time.
9. Leaders allowed to be human – can make a mistake and not get derailed.
10. Developing people – emphasis on being the best possible.
11. Reinforcement works better – because it is not perceived as manipulative.
12. People enjoy work – the atmosphere is light and sometimes even fun.

With advantages like these, it is not hard to figure out why high trust groups out perform low trust organizations dramatically. There have been many studies that indicate the leverage you get with a high trust group over a low trust one is at least three times. That is why it is common for groups to more than double productivity in less that a year if the leaders know how to build trust.

There are dozens of leadership behaviors that will develop higher trust. An example would be to do what you say (“walk your talk”). I believe the most powerful leadership behavior that will develop higher trust is to create a safe environment. My quote for this phenomenon is “The absence of fear is the incubator of trust.”

Creating a culture of low fear is not rocket science at all. Leaders simply need to make people understand that they will not be put down for sharing their opinions as long as it is done in an appropriate way and time. I call this action “reinforcing candor,” because the person needs to feel welcome to share a contrary view without fear. Leaders who can accomplish this kind of culture will have the advantages listed above.
Work to consistently build, maintain, and repair trust in your organization. I believe the leverage in doing so is the most significant path to greatness in any organization.

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.TheTrust 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 600 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


Body Language 20 Language of the Eyes

March 23, 2019

My article last week was about body language with the eyes. I kept the focus (no pun intended) on three aspects of ways we communicate with our eyes. They were: 1) eye contact, 2) pupil dilation, and 3) blinking rate. There are a host of other ways we communicate with gestures around the eyes, and this article will deal with several of them, even though no single blog article can cover them all.

Eyebrows

The eyebrows can add many meanings that you likely will recognize. When you see a person raise both eyebrows at the same time, it generally is a signal of surprise and it is normally a positive gesture, as in the attached photo. We see this look on the faces of kids on Christmas Day when they look out the window and see a pony in the back yard.

Raising both eyebrows can also be a gesture of greeting between people. The meaning is that I am awake and happy to see you. If the mouth is in the form of an “O” rather than a smile, then the gesture usually means shock rather than pleasure.

Lowering both eyebrows is a negative gesture which often shows some level of aggression, concern, or intensity. This is often referred to as “furrowed” eyebrows with the accompanying mouth configuration tight-lipped and straight. You never see furrowed eyebrows along with a pleasant smile. Reason, it is nearly impossible to make these two gestures at the same time. If you doubt that, try it now.

Lowering only one eyebrow often means disapproval or suspicion. You would see this expression on the face of a parent if a child claims to have not eaten any cookies when there is chocolate all over his mouth. In the adult world, you might see this expression when a foreman tells his manager that all of his employees were taking the standard ten minutes for the morning break.

Glances

There are suggested meanings for all kinds of glances, up, down, left, right. I would be a bit careful at being certain of a particular meaning with just one signal. Look for corroborating evidence with mouth or hand gestures. Here are the classic meanings as recorded by several authors.

Looking up – If a person lowers her head and glances upward, it often is a sign of submission. In many of the pictures of Princess Diana, you can observe that look.

Looking up and sideways – This gesture has the connotation of recalling something. Often it will be a picture or visual image that is being remembered when using this configuration. This gesture may also accompany a person who is trying to imagine something pleasant.

Looking down – This gesture has many possible meanings. The most common meaning is some form of shame. The individual may be averting his eyes due to guilt at having told a falsehood. The gesture also accompanies the recall of a feeling or emotion. A third possible meaning is that the person is confused or is searching for a word. A person may use this gesture in shutting down when feeling abused.

Looking left – This gesture may occur when a person is recalling a sound or verbal input.

Looking right – Most often this gesture is seen when a person is recalling an emotion or feeling.

Darting Eyes – Sometimes you will observe a person with an unsteady gaze. Shifting or darting eyes is an evasive gesture. The person is likely looking for some form of escape. It will most likely result in a lowering of trust, because you can instinctively sense the person is holding back in some way. Look at the eyes of most politicians when they are trying to answer a challenging question. The look is unmistakable.

These guidelines are rough at best, because glancing gestures are fleeting and may come in clusters. Also, if a person is left handed, the meanings could be reversed.

Other Common Gestures

Several eye gestures are common to most people and are rather easy to interpret. Here are a few examples you will probably recognize.

Rolling the eyes – This gesture is one of sarcasm. The person rolling his eyes may be bored, or just incredulous. Eye rolling is almost always done in response to someone else’s verbal input, and it is rarely directed at the perpetrator. It is a means of communicating to a third party that you are not buying into what is being proposed. The literal meaning would be “I cannot believe this guy is wasting our time with this drivel.”

Children often use this gesture as a form of exasperation or not wanting to accept what the parent is telling them. In this case, the gesture is usually aimed directly at the parent rather than a third party.

Squinting – Tightening the facial muscles in order to narrow the eye opening to a slit gives the appearance of wincing or finding the information hard to believe. Obviously, there can be a physiological cause as in a person looking in the direction of the sun.

Weeping – Tears may flow if a person is in great pain or is experiencing a peak period of joy. Do not assume you know what a person is thinking just because tears are flowing. I recall singing a song for a music teacher once. When I was done, she was weeping visibly. I assumed she either hated or loved my voice. It turned out that her crying had nothing to do with me. The particular song I sang was a courting song her husband used to sing to her. She was reliving happier days gone by.

Winking – This gesture is not that common, but it has gotten many people in trouble. The most common meaning of the gesture is a kind of bonding with a person across the room. You might wink at a fellow worker when he is advocating for your position in an argument with your boss. The danger is that this gesture may be misinterpreted as a sexual advance, a play for affection, or a lack of sincerity.

Looking down your nose – This gesture is a condescending one intended to make the recipient feel inferior. The extreme case of this gesture is if a person is wearing glasses and looks over them.

The best way to improve your interpretation accuracy is to become more conscious of the eye gestures you see in others. You have seen them all your life, but the majority of the time your interpretation has been subconscious. By increasing the intensity of observation, you can make your conscious mind become more aware of how you are processing the eye gestures of others. In turn, that will increase your conscious level of the signals you are sending to others all day, and it will improve your accuracy of communication.

This is a part in a series of articles on “Body Language.” The entire series can be viewed on https://www.leadergrow.com/articles/categories/35-body-language 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 600 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


The Link Between Trust and Motivation

March 19, 2019

How many times a week do you hear leaders say, “We’ve got to motivate our people?” Those words and the actions they generate seldom lead to a sustained improvement in motivation. The above phrase is one of the most common phrases leaders or managers use every day. So what’s wrong with it?

Lack of Understanding

The phrase shows a lack of understanding about what motivation is and how it is achieved. Leaders make a mistake when they use perks to increase motivation by making people happier, like handing out free candy. They put a manipulative spin on the subject of motivation that backfires for several reasons:

1. Historical Research

The notion that improving things in the workplace will somehow make people more motivated is flawed. Over 50 years ago, Frederick Herzberg taught us that increasing the so-called “hygiene factors”  (read that more candy) is a good way to reduce dissatisfaction in the workplace, but a poor way to increase motivation.

Why? – because things like picnics, pizza parties, hat days, bonuses, new furniture, etc. often help people become happier, but they do little to impact the reason they are motivated to do their best work. That impetus comes from a different source.

2. Less is More

It is imagined that heaping nice things on top of people it will improve their attitude leading to higher motivation. The only lasting way to improve attitude is to build a better culture.

3. Bribery is not Motivation

It is difficult to motivate another person. You can scare a person into compliance, but that’s not motivation, it is fear. You can bribe a person into feeling happy, but that’s not motivation it is temporary euphoria that is quickly replaced by a “what have you done for me lately” mentality.

4. Motivation is a Personal Choice

Individuals will gladly accept any kind of freebie the boss is willing to grant, but the reason they go the extra mile is a personal choice based on the level of motivational factors, not the size of the goodie bag.

5. Focus on a Better Culture

Smart leaders focus on the culture first. They seek to build an environment of TRUST and improve the motivating factors, such as authority, reinforcement, growth, and responsibility. With these precursors, motivation within people will grow. It will be enhanced if some nice perks are added, but the perks alone do not create motivation.

Why do I make this distinction? I believe motivation comes from within each of us. As a manager or leader, I do not believe you or anyone else can motivate other people. What you can do is create a process or culture whereby employees will decide to become motivated to perform at peak levels.

6. Don’t use the Word Motivate as a Verb

How can you tell when a leader has the wrong attitude about motivation? A clear signal is when the word “motivate” is used as a verb – for example, “Let’s see if we can motivate the team by offering a bonus.” It is as if “motivate” is something a leader can “do to” the workers.

If you seek to change other people’s attitude about their relationship to work with goodies, you are going to be disappointed frequently. Using the word “motivation” as a noun usually shows a better understanding – “Let’s increase the motivation in our workforce by giving the team more responsibility to make its own decisions.”

What an Environment of TRUST Feels Like

The way to create the best environment for personal motivation to grow is to create a culture of TRUST and affection within the organization. Doing this helps people become motivated because:

• They feel a part of a winning team and do not want to let the team down. Being a winner is fun.

• They feel both intrinsic and extrinsic rewards when they are doing their best work.

• They appreciate their co-workers and seek ways to help them physically and emotionally.

• They understand the goals of the organization and are personally committed to help as much as they can in the pursuit of the goals because they know that when the organization does better, they do better personally.

• They truly enjoy the social interactions with people they work with. They feel that going to work is a little like going bowling, except the physical work is different. They are distributing computers instead of rolling a ball at wooden pins.

• They deeply respect their leaders and want them to be successful.

• They feel like they are part owners of the company and want it to succeed. By doing so, they bring success to themselves and their friends at work.

• They feel recognized for their many contributions and feel wonderful about that. If there is a picnic or a cash bonus, that is just the icing on the cake – not the cake itself.

An organization where all people are pursuing a common vision in an environment of trust has a sustainable competitive advantage due to high employee motivation. How do you achieve that kind of culture?

Tips to Achieve higher Trust

Building a culture of high trust requires that leaders stop trying to manipulate people and build a real environment. Excellent leaders create a solid framework of values, vision, mission, behaviors, and strategy.

The key to building trust is to allow people to point out seemingly incongruent behavior on the part of the leader without fear of reprisal. This requires leaders to suppress their ego needs to be right all the time and acknowledge their fallibility.

When people are reinforced for voicing their truth, even if it is uncomfortable for the boss, trust will grow. The quote I use to emphasize this is “The absence of fear is the incubator of trust.”

With this approach you have a powerful correcting force when people believe things aren’t right. If something is out of line, they will tell you, enabling modification before much damage is done. Now you have an environment where honest feelings are shared and there are no large trust issues. People in your organization will instinctively choose to become more motivated because they are working in the right kind of atmosphere.

Achieving a state where all people are fully engaged is a large undertaking. It requires tremendous focus and leadership to achieve. It cannot be something you do on Tuesday afternoons when you have special meetings, or by holding employee picnics. Consistently build higher trust by reinforcing people when they express themselves and you will experience higher and sustained motivation.

 

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 600 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 www.Leadergrow.com, bwhipple@leadergrow.com or 585.392.7763


Tips to Avoid Being Micromanaged

March 12, 2019

You have probably been in a situation where you have felt micromanaged. You were given something to do, but then badgered about exactly how to do it.

This happens more in low trust groups, and it often creates a further degradation in trust. We usually fault the manager for this problem because he or she is the one hovering and giving the minute and detailed orders on how to do the job.

While it is usually a overzealous manager who is the root cause of micromanagement, there are several things the employee can do to mitigate the problem. This article is about those things you might try if you have an intrusive manager.

I once worked for a manager who was the king of all micromanagers. I learned about his reputation before ever going to work for him. During my first few weeks, I went way overboard in my preparation.

I would anticipate any potential question he might have and be prepared with data to support my conclusions. When he would suggest something to try, I usually could say, “it has already been done.”

I would communicate my plans to him every day (including weekends) and ask lots of questions about what was wanted. He never had an opportunity to get to me because I always got to him first. After a while, he basically left me alone and did not micromanage me very much for the next 25 years. We got along great, while he continued to micromanage others.

This experience led me to create a list of tips you can use to reduce the tendency for a boss to micromanage you. Granted, this will not be 100% effective in all cases, but these steps can really help reduce the problem to a manageable level. Note: I will use the male pronoun here for simplification, but the same concepts would apply for both genders.

1. Anticipate what the manager will suggest

Work to understand the point of view of the manager, and figure out the suggested methods so when he says, “Do it this way,” often you can say, “That’s exactly how I am doing it. Or you might say, I tried doing it that way, but it created too much scrap, so I am now doing it a better way.

2. Be sure you are clear on the expectations

Often the manager has been somewhat vague on the precise deliverable. Before going off to do a task, take extra time to verify what the boss really wants in the end. If it is a long or complex set of activities, see if you can get some sub-goals that you can deliver along the way. Go the extra mile to identify not only what the objective is but if the manager has any preference for how the solution will appear.

3. Get to the boss before he gets to you

This technique really helps when you have a voice mail or text connection with the boss. Get familiar with the timing of communications and preempt the instructions with a note of your own. For example, if the boss has a habit of catching up on his micromanaging tasks during the lunch hour, simply provide an update to him at about 11 a.m. every day.

4. If the boss is getting intrusive, surprise him

It stops a micromanager dead in his tracks when he tries to tell you how to do step 3 and you tell him you are already on step 8. Step 3 was done yesterday, and the results were supplied to him in his e-mail inbox. The boss is blown away that you made so much progress.

5. Seek to build a trusting relationship with the micromanager

Micromanagement has its roots in inadequate trust. If the boss really trusts you, it means there will be less worry on his part that you will do things incorrectly. That means you are left alone to do things your way.

6. Call him on it

The boss needs to understand that for you to be empowered and give your best effort to the organization, you need to be free to use your own initiative. I knew a technician who brought a set of handcuffs into the office. Whenever his boss would try to micromanage him, he would just pull out the cuffs and slip them on. The message was loud and clear, “if you want me to do this well, don’t tie my hands.”

My rule of thumb on micromanaging is that credibility and communication allow you to manage things as you see fit. Lack of credibility and communication often lead to being micromanaged.

 

Bob Whipple, MBA, CPLP, is a consultant, trainer, speaker, and author in the areas of leadership and trust. He is the author of: The Trust Factor: Advanced Leadership for Professionals, Understanding E-Body Language: Building Trust Online, Leading with Trust is Like Sailing Downwind, and Trust in Transition: Navigating Organizational Change. 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