Image by Tumisu from Pixabay

Happy Employees Increase Profits

People over profit.  What does that look like? Recently,  I met with a new client to get a feel for the company before I drafted the proposal.  The company operates restaurants in major airports and was looking for some basic workshops for their managers in conflict resolution and basic body language recognition. As the Director and I walked through the sites, I took notice of her interactions with the various managers and crew members and it was amazing.  First of all, almost everyone smiled when they saw her.  Why?  Everything about her connection with them showed that she cared.  She cared about them, yes there was work to be done but she rarely asked about business or supplies or any of that “operations” stuff.  She asked about them. When we sat down (after a 3-mile walk), we talked about the company philosophy, and she summed it up in 3 words: “People over profits”.

Playing  the Tape Forward

At one point, I asked her what would happen if I applied for a position but had no experience.  She started smiling and said, “I love you already”. Not the answer I was expecting but it was indicative of the company’s philosophy. She said that she could teach me to cook a hamburger or be a bartender. If I didn’t have the ability to do the work, I wouldn’t have been called in for an interview. She was looking for something more, someone that could grow with the company, could be groomed for leadership positions from the day they hit the door.  It wasn’t about my skills; it was about my prospect for the future.  Her actions were evident everywhere. There were GMs who had been there for more than a decade, starting out as food runners and baristas.

Show Them You Care

Think about it. Investing in people increases productivity and increased productivity means bigger profits. It’s not rocket science. Treat people with respect and dignity.  I’m sure you do care but do you show it? If not, it’s time to start; not only with your team but also with your boss.  Start your conversations with “how are you?”, not with “we need to talk”.  They’ll fear you less and trust you more.

The workplace doesn’t have to be a dungeon and you don’t have to be a taskmaster. As the boss, you get to hire people and I am asking you to interview your applicants keeping their well-being top of mind. Help them to wake up in the morning and say “I get to go to work, not I have to go to work. I know it sounds pretty simplistic and all touchy feeling but think about how you respond when someone shows you they care. Sometimes, upping our management game is as simple as being a good person.

Much thanks to Angel and High-Flying Foods

Personal Accountability

Does personal accountability still exist? I’ve been thinking a lot about today’s workforce and the trend toward quiet quitting and malicious compliance.  More importantly, I’ve been thinking about why it happens and what we can do about it. If you scan sites like Reddit or Bored Panda you’ll see people boast about getting back at their bosses by only doing the minimum required to stay employed.  It’s called quiet quitting and for some reason, people think it’s a great way to “own” the boss. There’s also a thing called malicious compliance, which is the practice of doing exactly what you’re told knowing the results will be negative or harmful.  A lot of people think the stories are hilarious. I think they spell trouble. Also, as a servant leader, it makes me very sad.

Why it Happens

Face it, there are some horrible bosses out there (hopefully, this blog keeps you from being one of them). But there are also some horrible employees and when you put them together, well, as they say, stuff happens.  There is no one real cause but I believe that the lack of personal accountability is one of the root causes of the disconnect between a manager and their direct reports.  If I don’t hold myself accountable for my actions, I can’t expect you to trust or respect me as your boss.  It also works in reverse. If there’s mistrust and disrespect, communication breaks down and resentment sets in.  Let the quiet quitting begin.

What is Personal Accountability?

There are a gazillion definitions of accountability but it really boils down to what it means to you. For me, it boils down to one word – ownership. At the end of the day, do you take ownership of your actions, attitude, consequences, and reactions?  Ask yourself if you take responsibility for the outcomes.

For Managers

You have a big, complex job and it can be challenging to keep all the balls in the air. As you go about your day, you have an obligation to your team to give them the best shot for favorable outcomes.  Ask yourself:

• Were my directions clear? Did I check for understanding?
• Did I make sure they had the tools and supplies needed for success
• Did I address any questions or concerns?
• Did I treat them with dignity and respect?

In short, did you set them up for success?  If you didn’t, you didn’t do your job and cannot hold them accountable for negative outcomes. If you gave them every chance to be successful, then let them know that you are holding them accountable for seeing the project through.

For Employees

Guess what? You were hired to do a job to the best of your ability and quiet quitting or malicious compliance is not part of the job description.  If you have issues with your manager, speak up.  Yes, it takes courage but it can be done in a way that fosters trust and respect. Some things to think about:

• Am I doing the best I can?
• Did I ask for directions and clarification until the instructions were clear?
• Did I see a different/better way to accomplish the job? If so, did I speak up?
• Did I try to foster a real relationship with my manager/team/stakeholders?

If not,  you’re not doing your part and you need to take a look at why you’re underperforming. I get it, some managers are just awful and it may be better to leave. There’s nothing wrong with that but you have a responsibility to give it your best shot whenever you show up for work.

 

 

 Which Hat Are You Wearing Today?

Are you a coach or mentor? More importantly, do you know when you need to assume each role? You know that it’s important to be able to perform both roles but do you know which hat to wear and when? :

 When you get promoted, you take on the responsibility of leading others to achieve organizational goals.  Pretty simple, right? You’re given the authority, you accept the responsibility, and you are assumed to have the basic skills for success.  What’s often lacking, especially in the beginning, is understanding the difference between managing, coaching, and mentoring the team.

The Manager

Management is the process of getting work done through others. Whether you’re assigning tasks, creating projects, or delegating responsibilities. You’re the one that keeps the train running on schedule. To do that you must have the right people in the right jobs and that they have the right skills to do it.

The Coach

Coaching is a bit different. Once you’ve started assigning work to your team, you start to notice how well they perform. Improving performance requires that you elevate your skill set.  You’ve got everyone in the right jobs with the right skills but the train is running a little slower than you’d like. Now you start to assess your team and figure out who may need some individual instruction to get things back on schedule. This is where you become the analyst and the teacher. This is where you go 1:1 and create specific goals and instructions for the individual team member.

The Mentor

Mentoring is a whole different ball game.  Your team is performing as expected and the train is running smoothly. One of your strong performers wants more. They want more responsibility and career development.  In my opinion, this is where your leadership skills come into play.  Great mentors create great organizations because they are invested in owning the whole . The great thing about mentoring is that it’s not about correcting problems or teaching skills. It’s about the employee’s career development and the future of the organization.  It’s about using your knowledge and skills to guide them through growing pains as they attempt to figure out who they are, what they want, and how to get there. Heck, it’s not even really about the train.

While coaches are in the business of helping team members improve, it is not the time and place for mentoring. On the other hand, mentoring can be a component of coaching.  Your job is to know the difference.