Marla Gottschalk

Too Much Information? The Case of the Job Interview

March 12, 2012March 28, 2014by Marla GottschalkLeave a Comment

I recently finished reading “Blink” by Malcolm Gladwell — a very clever book which poses the theory that we don’t need to process the entire story to actually grasp the “gestalt” of that story. Of course, the real skill lies in knowing what information to consider and what information to ignore. While reading, I couldn’t help but think of how this concept of making decisions on thinner “slices” of behavior or information could apply to workplace practices.

Is less information better? Well, in some cases it might be.

Consider the traditional employment interview for a moment. When you think of all the business practices we openly malign (yearly performance reviews for example) employment interviews have really escaped their fair share of deserved criticism. Why is this? One reason is that employment interviews have simply been a fact of work life — an accepted way of doing business. It seems that when you consider the prospect of a new job, an interview is always the first thing you anticipate.

The Down Side

You might think the run of the mill interview does a pretty good job at doing what it was supposed to do. But this is not the case — they are a bit like a living fossil in the world of business practices. In actuality, the predictive validity of the standard interview is quite low, primarily attributed to subjective error. Shocked? As told to me by a professor, “People by nature are hopelessly curious. The idea of making decisions about a candidate without speaking with them in person makes us feel uncomfortable, even at the cost of making our decisions less accurate”. We just seem to want all of the extra information that can run us in the wrong direction – and resist evaluating candidates based upon key qualifications, tests and work history alone. We allow ourselves to think that we “just know” who is right for the job. That’s the first mistake we make.

The Bright Side

Researchers have investigated practices that help improve the “hit rate” of the employment interview as a selection technique. Of course, these practices attempt to keep decision makers on track and help them focus on information critical to the job in question. The practices are designed to limit the subjectivity of the interview process and idiosyncratic interviewer practices. You can read more about that here, if you wish.

Utilize the time with a candidate wisely. Here are some key findings from past research which you can apply within your organization:

Finalize the job description. Be sure it is accurate and up to date. Jobs will evolve and “reshape” over time. Be sure that all of the current tasks and responsibilities are captured.
Utilize the job description to hammer out a set of meaningful questions. I would suggest a set of core questions about the job in question. Use “critical incidents” for the job as a basis for questions. These are behaviors that separate excellent employees from the pack.
Pose the same questions to all the candidates. This allows a comparison of answers after all of the interviews are completed – a fascinating process.
Use behaviorally anchored rating scales to evaluate core areas of skill or knowledge. This process helps make ratings concerning candidates more straight forward. Learn more about that here.
Train interviewers to convey accurate information about the job and the organization. That way a candidate can decide if there is a real fit between person and job. If possible offer an RJP (Realistic Job Preview) before the interview begins.
Have more than one interviewer evaluate a candidate. A panel works well if you have the manpower. More than one view of a candidate can begin an active discussion about a candidate’s qualifications for the job in question.
Pause, digest, then decide. Train interviewers to delay the actual decision until after the interview and all relevant candidate information has been reviewed. A little time and reflection can go a long way — no “gut” feelings allowed.

Interviews aren’t going away, that’s a given. So let’s manage the “information overflow” wisely.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.

Career, Evolution of Work

The Evolution of Work: Coworking

January 13, 2012January 3, 2019by Marla Gottschalk7 Comments

MP900433182 The evolution of work has continued — a fascinating process whereby the structure of work changes to meet the state of the external world. In a previous post, I have discussed the development of permalancers and slashers. These groups have grown significantly in recent years, partially in response to the ongoing challenges of economy and the job market. To work is to live — and the structure of that work has had to flex with the times. For many, working independently (or even remotely) has become the best and most viable option.

Freelancers have become a force in today’s world of work. (In the US alone, there are over 40 million independent workers.) Moreover, with less physical real estate an increasing number of employees work remotely while still affiliated with an organization than ever before. With the emergence of this larger “solo” presence, more and more of us are looking for innovative methods to stay productive while on our own. But, we are challenged to do so without the added social benefit of coworkers or colleagues by our side. The problems solo workers face can run deep — and the accompanying symptoms often fester undetected.

We are social beings after all, and loneliness can be a formidable challenge. As a psychologist, the thought of millions sitting alone in front of a computer monitor, challenges much of what I have learned about meaningful work. We are designed for interaction and collaboration — and to many freelancers this state of “aloneness” can become untenable. Studies show that perceived loneliness can lead to multiple problems, including sleep disturbances and the inability to fight disease. People need people. Certainly as individuals, we may have a unique level of contact that works for us. However, most people benefit from some level of human interaction in their work life. We may not always require coworkers to help us become productive every day, but to have the option is often preferable.

For others the basic notion of working at home is the issue, where the myriad of distractions can break concentration, provide ample opportunities for procrastination and limit productivity. To make matters worse, these distractions are always present and available in a home setting. As a result, many find that a location specifically designated for work is the best option – increasing the opportunity for both focus and effectiveness.

Enter coworking

Coworking is a brilliant option. Personally, I find the founding principles of the movement inspiring. The tenets, which include openness, collaboration and a sense of community, are workplace attributes which individuals working on their own are challenged to replicate within a home office. Of key note, is that coworking is the product of evolution, and not a momentary blip. As described by Anna Thomas, former Chief Happiness Officer at Loosecubes, “People talk about coworking as a hot trend, which inherently implies that it’s not sustainable. In fact, shared workspaces provide the opportunity for one to create a more sustainable (and potentially fulfilling) work lifestyle.”

Indeed, this movement has fulfilled real needs within the work life realm. As explained by Jenifer Ross, owner of W@tercooler, a coworking space located in Tarrytown, New York, “The coworking environment offers a sense of community and camaraderie, shared beyond industry specific backgrounds.” Moreover, to some the experience can be described as a “Cheers” of office spaces – a place to call their own, connect and combat that feeling of “office homelessness”.

What you gain

Coworking spaces provide the basics, as well as some of the social-emotional benefits of an office community. Office essentials such as access to conference rooms, copy/fax capabilities and locked storage are often provided. But, other perks such as sponsored events like hackathons, pop-up shops for entrepreneurs and networking events really seem to make these spaces feel like home.

A developing segment of co-working spaces, such as Chicago’s Enerspace, have cleverly combined other components that support or enhance work life. The brain child of University of Chicago’s Booth School alum Jamie Russo, Enerspace addresses key heath and wellness initiatives that might affect work life. With scheduled classes in meditation, an on-site fitness studio and a full-service kitchen – heath, wellness and work, combine in one unique space.

Old problems could still emerge

Of course, some of the problems you experienced when working at home, could still occur in another workspace. (Who could forget the classic TedX talk about offices?) As with any work environment, distractions do exist and problems such as interruptions, could still befall your time in a coworking space. Specific personal productivity issues, not impacted by a work space, must be addressed as well. For example, if you had a tendency to procrastinate at home, you may see the same issue reemerge. Be sure to utilize the tactics and routines that help you remain focused and on track.

I encourage you to visit the Coworking Wiki page for more information about coworking. Also consult sites such as LiquidSpace and OpenDesks, to help you book that space.

One last note: If you find that perfect place — be sure to share your good fortune with others.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Find her on Twitter and Linkedin.

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What We Can All Learn From the Business of Selling Shoes

January 11, 2012January 21, 2014by Marla Gottschalk6 Comments

I don’t love shoes. There I said it — and I hope all of you don’t think I have completely lost my mind. To me shoes are just, well, a pair of shoes. If they are comfortable I wear them. If they have the potential to keep my feet warm in sub-freezing temperatures, they may earn a place on my short list. (I adore fleece-lined Merrels).

But, the business of selling shoes — that is an entirely different story. That realm earns a place on my “obsession short list”. As it turns out, selling shoes can teach us quite a bit about customers and meeting their needs. I may not love shoes. But, I marvel at their market power.

The Power of Shoes
Shoes are indeed a highly a coveted product. It’s not a surprise that savvy businesses have paid attention to the “Carrie Bradshaw Effect” (rooted in the wildly successful series”Sex in the City” series), and capitalized on developing market opportunities. The idea of being a “shoe lover” seems to have emerged from the shadows. Even the obsessive component of being a shoe aficionado — owning far too many pairs — is out in the open and embraced. Suddenly purchasing shoes is not only fashionable, but extremely “cool”.

Overcoming Objections
Even though I don’t love shoes, I am fascinated by the business of selling them. Those companies that have innovated and excelled in this area, have essentially rounded up a list of the problems shoe buying poses and have resolved those problems with tremendous creativity. In some cases, they have learned to respect human nature and formulated a plan that didn’t fight the current. That was the secret to success — and this could apply to many product categories.

Smart Shoe Selling Wisdom — I’m just not sure.
People want to be free to change their minds, and Zappos was early to embrace this reality. The fear that many customers once harbored about shopping online, the actual process of returning an item, was an objection Zappos was quick to handle. Who ever had heard of hassle free returns at no charge? Furthermore, Zappos is built to support customer service and maintain that commitment.

Lesson learned: Don’t fight human nature – work with it.

Time is money
Some people simply don’t have the time or access to pursue the hunt, and some start-ups realized this. Not unlike Pandora radio for shoes, some companies get to know your likes, and choose the shoes for you, after a brief style assessment and send them to you. (Think of a fruit of the month club for shoes.) For busy women with limited time, or those with limited access to shopping, this is a perfect solution.

Lessons learned: Know your customer and never underestimate the power of convenience.

Budgets are a fact of life.
Don’t show me a shoe I can’t afford — sort through the options and assemble a group of great choices that I can afford. DSW (Designer Shoe Warehouse) is one example, and sensitivity to customer pocketbooks is key here. Certainly, there are those who have the cash and are willing to invest 700 dollars in a pair of Louboutin pumps. However, I guarantee there are far more customers who would like to invest less and just look like they spent more.

Lesson learned: Pick a price strategy and excel at serving that customer market.

Re-size and apply to your world
Whatever your product or service, make a list of the most looming objections that your potential customers may have. Then devise equally good solutions to those problems.

Chances are you’ll be putting your best possible foot forward.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Find her on Twitter and Linkedin.

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Poor Review? Four Ideas to Get Back on Track

January 6, 2012March 1, 2014by Marla GottschalkLeave a Comment

Experiencing a poor performance review can be an unnerving experience – but you can find a way to move forward. Try to control your negative feelings and concentrate on a plan for the future. Give yourself some time to mourn the event, but then make the commitment to look ahead.

Get a complete view of your performance

Gaining a well-rounded view of who you are as a performer is the first step – and information is power. If your organization doesn’t use a 360 degree appraisal format, obtain additional information on your own. If you have a peer you can trust, ask for their honest perception on how you are doing and access your “invisible resume”. (For those who have a role similar to yours, also inquire about the strategies they utilize to attack the tasks you find challenging). Also consider gathering feedback from those who depend on you on a daily basis, as they can also offer a unique vantage point concerning your performance. Are you meeting their expectations? Find out. (You can read more about that here).

Put your own plan in motion

Don’t be a passive bystander if you feel that your job may be in trouble. Set up a follow-up session with your supervisor to discuss specific performance improvement strategies. Be your own training and development advocate and do your homework on programs that might help your performance. Bring along any information you have collected to the session. If you have a good candidate, discuss an individual who could serve as your mentor going forward. (Read more about mentoring here).

Set up a feedback system that works

While meeting with your supervisor discuss regular performance feedback. We know that feedback which occurs once a year is simply inadequate. But, you can’t always put the blame on your supervisor. If you need more feedback, ask for it. Negotiate with your supervisor to receive enough feedback for your needs and design a feedback plan which is mutually acceptable. Build more feedback into your work life (some pointers here) and set up a “personal feedback program” which gathers performance information from various sources on a regular basis.

Stay relevant

Become knowledgeable as to how organizational goals might impact your job in the future. For example, learn about planned changes in service or product lines and how your role might support those endeavors. Stay on track and obtain company information that will not only help you stay on track personally, but make a positive organizational impact as well.

We all hit plateaus in our careers – but what we make of those obstacles is what really defines our work lives.

Dr. Marla Gottschalk is a Workplace Psychologist. Find her on Twitter and Linkedin.

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What Do We Really Think About Teams?

January 4, 2012January 23, 2014by Marla Gottschalk4 Comments

If we pay close attention, we can learn a great deal from our children. They are honest — often brutally so — and are not as concerned about mincing words when expressing an opinion. When discussing a common practice utilized in organizations and schools today, working on a team, the opinion in my home is quite clear: time spent on a team can be a “hit or miss” experience.

Secret concerns
It is difficult to admit that we may not have total confidence in the team process. (We’ve learned to feel guilty about this.) From my early days as a team researcher in the auto industry — to experiences with small businesses — the reality is we have doubts about teams. Overall, just like high school students assigned to a group project, we find ourselves worried about the prospects of working on a team. But, why is this the case?

Ultimately, things can go very wrong when we ignore some of the essential principles of teams and team building. Assembling, managing and motivating a team are not to be taken lightly. When we rush into the process and forget the basics, it seems that the entire team process shoulders the blame.

Common complaints:

The work is not distributed evenly. Considering skill levels within a team is crucial — as an equitable distribution of tasks is highly important. One real concern, is that the strongest team members will end up working the hardest. Ensure that the skill levels of those involved been carefully considered.
The pace of the work is simply too slow. Dealing with a large group can sometimes be time-consuming. Overall, the more people involved, the more time it will take to make progress as issues such as scheduling become a factor. Some begin to feel they would rather forgo the added trouble of the team and go solo — even if more of the work will fall on their court.
I won’t be a strong contributor. Being on a team can be stressful for some. Even highly skilled employees might avoid a team, if they fear they will be made to feel less competent. The entire process can be a jolt to the ego of team members if they are not properly prepared. Experiences such as having their ideas challenged in an open forum, can be a difficult to digest.

Some things to keep in mind going forward:

Being a team contributor is a learned skill. We should never assume that all individuals, including students, possess an innate ability to collaborate and work effectively on a team. In reality, effective team membership is a complicated skill set (active listening, sharing confidently, tolerance) that requires training and practice to perfect. For many employees, serving as a team member can be a completely challenging experience — especially without the advantage of adequate training.
Consider paths to mitigate the weaknesses of teams. J. Richard Hackman’s, A Normative Model of Work Team Effectiveness (1983), highlights some of the basic elements that should be considered when forming a team. Issues such as team autonomy and performance feedback, are key to success.
Focus on the right mix of talent. Haphazardly designed teams, which pop up in organizations today, often meet with failure because these components are not be considered carefully. As discussed recently in Forbes, you can actually do more harm than good (and even risk your top talent), if those assigned to a team are not the right mix to fuel progress. Choosing team members so the synergy of the group is maximized is critical. Assembling a group without adequate consideration as to member skills and personalities, is ill-advised.
Monitor growth. It is also necessary to keep a close eye on the growth of a team – as members tend to be added over time. This uncensored growth can be counter-productive. For example, when innovation is a key goal of the team process, the group may need to be quite small. Above all, when teams grow too large, they can start to mirror the same problems in the larger organization, such as lack of progress and a failure to meet milestones.
Carefully consider the role of leader. The role of team leader has a very unique and critical function. A leader can bring together tasks and help the group gain perspective, as larger tasks are often broken down and assigned to various team members. As described by Dr. Steve Kozlowski, a leading researcher on teams at Michigan State University, “When you break up a task into discrete elements – such as assigning students to look at the specific decade in history, the synergy that occurs between the time periods can be lost. ” Leaders not only lend this perspective, but they also help modify team goals over time and offer feedback concerning task and goal attainment – essential components of the team process.

An effective team requires careful planning and adequate training for its members to reap the many benefits of the process. When contemplating a team approach, be sure to consider all of the elements that will contribute to success.

Dr. Marla Gottschalk is a Workplace Psychologist. Connect with her on Twitter and Linkedin.

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Recruitment Transparency: Another Look at Realistic Job Previews

December 13, 2011August 12, 2012by Marla Gottschalk2 Comments

Organizations have a multitude of priorities to balance. However, the effort to strategically recruit and retain the best and the brightest remains a top concern. A business cannot move forward without the right people – and being sure the right people find the organization is a major step.

Transparency and talent
When considering workforce goals, any organization can positively impact recruitment efforts by embracing the concept of transparency. Transparency can affect the way your organization is perceived – by your employees – and the surrounding external environment. Not unlike other key brand issues, an organization’s reputation in this arena is built through accepted behaviors and business practices. The process can help you attract and retain needed talent.

Transparency as the new normal
A by-product of the social media revolution and an over-riding emphasis upon sharing, transparency is evolving into the new normal. A clear marker concerning organizational culture, transparency is a “here to stay”, need to have corporate attribute. Bridging the transparency gap can help organizations attract future leaders and drive innovation forward. Businesses can begin addressing the issue with the very first contact points they have with candidates during recruitment.

Realistic Job Previews
Realistic Job Previews are not a particularly new concept (Premack & Wanous, 1985). However, RJPs have been well researched and fit perfectly into the evolving trend of transparency in the world of work. They serve as a vehicle to accurately portray your organization and the job in question. RJPs exist in a number of forms, including printed materials or brochures, video, or in-person format. Whatever the form, RJPs should offer a snapshot of required tasks, responsibilities and potential cultural demands of the position in question. (See two excellent video RJP examples here and here.) In most cases, RJPs are utilized early in the recruitment process – but can be utilized at any stage of the process.

The benefits are there
Transparency can bring meaningful rewards on both sides of the recruitment equation. To begin, an RJP puts an applicant in a better position to make an informed decision about the job in question. Organizations share the potential benefits, including an opportunity to hire better suited applicants and the possibility of impacting early turnover.

The best RJPs offer enough useful information for applicants to appropriately self-select out of the recruitment process. This includes information on topics such as skills required for success, and “day in the life” issues such typical schedules. Other topics helpful in an RJP might include, ambient work environment, physical requirements and information about the culture of the organization.

What to consider when building an RJP:

Always portray jobs accurately. Discuss both the positives and the potential negatives of any position. This becomes even more crucial if a job attribute appears to be related to early turnover.
Discuss career paths. No one should have to guess where their role might take them in the future. Be open concerning the possibilities and limitations related to potential career paths.
Touch upon unusual job characteristics. Include information on tasks or working conditions which may cause applicants to reconsider the role. Unusual physical or schedule requirements should be reviewed early in the process.
Reveal any possibility of relocation. If the natural progression of a role is to relocate frequently or during the first years of employment, share this with applicants.
Reveal travel requirements. Applicants need to be able to assess the real impact of travel on their lives. Never hold back information or adjust the estimate unrealistically.

Don’t sabotage your recruitment efforts before they start – begin your employee relationships with a healthy dose of honesty.

Dr. Marla Gottschalk is a Workplace Psychologist. You can find her on Twitter and Linkedin.

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When It’s Your Job to Present Bad News

December 6, 2011February 11, 2014by Marla GottschalkLeave a Comment

Many of us deal with numbers for a living — and this role poses unique challenges. As a corporate researcher, I’ve had the responsibility of analyzing customer/employee opinions and developing meaningful explanations. Sometimes, I would crunch a data set that would put me in quite a stressful predicament — as an explanation did not exist that would make the results more palatable. My heart would actually begin to race, as I saw the initial tabulations. There were big problems to address — and I dreaded that I would be the one to initially deliver the news.

Strategy is key
Psychology can play a major role in these situations. Personally, it wasn’t the actual numbers that unnerved me — it was the uncomfortable “push back” that I anticipated when presenting the findings. I realized that someone in the audience would likely want to “kill, question, or at least injure the messenger” (which just happened to be me). I was fully aware, that the fallout from the data could hit like a hailstorm, if I didn’t properly map out a communication path.

Prepare for panic mode
Unfavorable numbers can throw any group into emotional chaos — so be prepared to lead the group to a safer ground. When presenting unfavorable results, many can quickly become very uncomfortable. (Often, you can almost feel the tension building in the room). Key here, is keeping the group calm and and building on the information presented. “I let my audience know that a rear view mirror is small for a reason.” says Marianne Rose Hines, Senior VP of Sales at Byram Heath. “Your windshield is larger, as it is a view of what lies ahead. If you focus too much upon the rear view, you can actually put the organization in jeopardy.”

Numbers are a snapshot in time as to where you stand. But, the information is only as helpful as the strategy that follows. Encourage your group to focus on what can be done to positively impact the future — as panic can quickly become a large reservoir of wasted energy.

Here are a few other techniques to consider:

Craft your opening statements carefully. Prepare your audience for what is to come. This includes helping them put the results in perspective and take a balanced view of the implications.
Engage you audience. Avoid a developing “you” vs. “them” scenario — and reinforce your role as role as communicator. Remind the audience often, that you are playing on the same team.
Don’t sugar coat results. Be direct and attempt to stay on message. The numbers are simply the numbers —and staying true to them is the first step in improving future outcomes.
Remind the audience that information is power. What we do not know can hurt us. Information on our radar — is information that can be acted upon. Point out that what the group doesn’t know, can become increasingly problematical as time goes on.
Keep the group forward focused. Crying over spilled milk never, ever helps — so attempt to get beyond the initial shock and move into “strategy mode”. Always attempt to keep the group moving forward. If someone becomes “stuck” in negative mode, try to re-direct their efforts.
Present solution “starters”. Provide information to help the group begin to solve the issues. Guide the group to the areas that can be impacted.

Finally, always offer to meet privately with members of the group to take a closer look at their specific situation. Many may require time to process the data and weigh the implications. This gesture is often appreciated, and can lead to an open discussion of potential solutions.

Dr. Marla Gottschalk is a Workplace Psychologist. You also can connect with her on Twitter and Linkedin.

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Dealing with Role Stress at Work

December 1, 2011January 14, 2019by Marla GottschalkLeave a Comment

Stress can play a huge role in our daily work lives. As organizations are forced to succeed with fewer resources, it often seems that jobs disappear overnight. However the amount of work remains constant. For those employees that are left to fulfill obligations, this can mean absorbing an increased number of tasks into an already lengthy “to do” list.

I have heard employees describe how the job they once loved, has morphed into an unrecognizable “monster”.

You can’t solve every the problem that contributes to stress at work. But, it is in everyone’s best interest to take hold of the issues you can address and act swiftly. Stress is serious business – so move the needle where ever possible.

Could role stress be a problem at your organization?

There are a number of different scenarios that can trigger a role stress problem. Early diagnosis is important – so ask yourself the questions which follow. If you answer yes to anyone of them, a review is warranted:

Do you have unfilled positions which other employees are covering?
Do your employees have work in more than one function or department?
Are your employees often “on the road” and out of the loop?
Are you offering a new product or type of service?
Does your organization have a new reporting obligation or parent company?

Stem the tide of stress

There are simple and effective methods to keep certain sources of role stress at a minimum. Two huge offenders are role ambiguity and role conflict:

Keep a keen eye out for role overload. Overload can build over a period of time, as tasks are added slowly. However, employees can reach a point where they are clearly overwhelmed.
Reduce role ambiguity by ensuring that employees have clarity concerning their roles and the accompanying expectations. This includes outlining performance criteria and markers of effectiveness. Offer frequent opportunities to receive feedback about their work.
Clear up role conflict — the confusion that comes when employees experience competing obligations. If an individual has cross-departmental or cross-functional duties, be sure they are aware of priorities when meeting their obligations.

What to discuss if you suspect a role stress problem

Set core tasks, then expand. Consider jobs in relation to other roles in the organization. How does the role fit in? What are the key tasks the role should accomplish for the organization? Align tasks accordingly , as the work should “make sense”.
Has the job evolved to include too many tasks? If a job has obviously expanded in the last six months — take a look. Attempt to limit tasks that do not appear relevant or useful. Ask yourself: Can obligations logically be trimmed?
Meet with the employee. In this case the incumbent is the expert. Have the employee list all daily tasks and whom they interact with to get the job done. Compare with your view of core tasks for the role.
Discuss options to modify tasks. Research has shown that employees often feel that they spend their time addressing meaningless tasks. Have some tasks become obsolete? On the flip side, are new tasks now a priority? Be sure to touch upon tasks which are obvious sources of stress, such as redundant reports and meetings. Propose a few meaningful changes.
Work to remove roadblocks to success. Small changes can spell big relief for your employees. In particular, pay attention to policies and procedures that were once helpful, but now are impeding progress.

Reducing role stress has payoffs

Research shows that role issues are related to workplace outcomes such as satisfaction and performance effectiveness, areas which have an impact on eventual organizational outcomes. If you are suffering from role stress, talk to your supervisor. If you are a business owner — talk with your employees.

If possible swiftly address the sources of role stress and help your organization move forward.

Dr. Marla Gottschalk is a Workplace Psychologist. Find her on Twitter and Linkedin.

Career

Dealing with That Difficult Person at Work

November 28, 2011January 11, 2019by Marla Gottschalk11 Comments

zhen-hu-674287-unsplash — Photo by Zhen Hu on Unsplash

It is a simple fact that just like family, you cannot choose your co-workers. It’s also likely that at some point, you will be forced to deal with a seemingly erratic or mean-spirited individual in the workplace. It’s difficult to prepare for this scenario. However, when it does occur, most of us are shocked, dismayed and at a complete loss for words. But take heart, you are not alone.

One co-worker that really gets the blood pressure going, is the individual who loves to discuss, dwell and highlight your mistakes. “Sorry that presentation wasn’t a total home run…” they quip. Or after witnessing a bit of a criticism directed your way, they chime in to agree, “Yes, I was thinking that was a weakness of the plan.” Their timing is always perfectly awful. My all-time favorite, after a less than stellar showing — “Wow, are you upset with how that went?” (Take a guess, what do you think?)

Most of us aren’t able to react in the moment, as the interaction catches us completely off guard. (You silently kick yourself later for not responding.) But don’t be too hard on yourself. This is a common reaction to this subtle type of workplace bullying. You have to train yourself to respond effectively, and this takes a good deal of practice.

More than likely, the memory of the interaction will get stuck on replay — as you mull over the interaction and your lack of an effective response. This is completely normal. However, you cannot allow the individual gain access to your stores of self-worth and start a potentially negative internal script. Talk yourself through the situation with a calm clarity and put the interaction where it belongs — completely out of play.

Remember that the intention of the interaction was most likely to rattle you, so take control and starve the feedback loop.

Your first reaction might be to duck around corners to avoid your offender. To the contrary, you must take the attitude that you can handle any situation that comes your way. Remember the goal should be to end the negative behavior and retain your dignity, not to sling another insult in return.

Accept that you cannot change this person, only how you digest and respond to their anti-social behavior.

Above all, you need a method to deal with the madness. Try to take control and master the situation.

Keep these points in mind:

Don’t feel the need to defend yourself. These individuals are not the ultimate judge of your work. When all is said and done, only your supervisor’s opinion and your own assessment truly matter.
Limit the “payoff” of their negative behavior. Stay calm. Without the anticipated reaction from you (to be thrown off-kilter) the motivation to converse about your work is greatly reduced. As a result, the possibility of a repeat performance is lowered.
Role play for the next time around. You’ll likely have another opportunity to set things on a better course. You can alter the dynamic with a new internal script. Re-play the scenario in your mind, but this time respond diplomatically to the comment. If you are armed with some quick responses — you can approach a similar situation with a bit more confidence

Some suggested responses:

“I am so glad you’ve pointed that out — I’ll be sure to consider it.”
“It wasn’t perfection. But, I’m more than OK with how things went.”
“Is that how you saw it? I am actually satisfied with the outcome.”
“Live and learn.”
My personal favorite: “Gee, (fill in the blank), I hadn’t looked at things that way. But, thanks so much for your concern.”

The next time a co-worker shows an unhealthy interest in your blunders — take a moment to collect yourself. Then remember the words of Eleanor Roosevelt:

“No one can make you feel inferior without your consent.”

Dr. Marla Gottschalk is an Organizational Psychologist, coach and speaker. Find her on Twitter and Linkedin.

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Are You Mature? The Struggle of Klout to Measure On-line Influence

November 12, 2011January 14, 2019by Marla Gottschalk4 Comments

Observing the evolution and challenges faced by Klout, a venture designed to measure the on-line influence of an individual or organization, has been nothing short of fascinating. Changes in the Klout algorithm (and its impact upon scores) can send the world of social media into a frenzy. The overriding opinion seems to be that you shouldn’t “mess” with the numbers, right?

But, that is absolutely wrong — in fact, you should.

I have a very different perspective on Klout’s struggle to develop into a meaningful measure. I find the struggle to be quite predictable. Probably because where I come from, when a new construct and its measurement are proposed, it often takes a very long time to determine true value and identify prudent uses in the real world.

On one hand, the outcry that resonates after a scoring revision is an excellent sign. It lets us know that Klout, at the very least, was actively being considered as one measure of influence. On the other hand, it becomes obvious that the scope of the development phase, may have needed to be more controlled to allow for necessary iterations occur.

In psychology, the development of a new construct is an important and often long-winded process. However, when you consider the importance of measuring concepts, such as intelligence and motivation, the development of that construct — and its valid measurement — are paramount.

All in all, you must tread quite carefully.

A Framework
It may be useful to view Klout in reference to a few traditional elements of construct development:

Does Klout have Face Validity? In other words, does the idea and its components seem to make logical sense.
Does the measure demonstrate reliability? In other words, can the measure show consistency.
Does Klout possess Content Validity? Do the components that make up the measure adequately represent the elements of influence.
Does the measure have Construct Validity? When you look at scores on the measure, the scores should jive with other key markers of influence. (Convergent and divergent validity.)

There is another point to briefly consider here. Klout may be measuring “Potential to Influence” and not “Influence” itself. We simply do not know. As with other constructs, such as job satisfaction and its relationship with turnover — Klout scores may signal an impact on attitudes, yet the relationship with behavior, is not a causal one.

Time to Mature
All in all, Klout has to be allowed the time to develop fully. The algorithm should be subject to changes and iterations, as the organization sees fit, to adequately develop the measure.

Dr. Marla Gottschalk is a Workplace Psychologist. You can also find her on Twitter and Linkedin.