I’ll have to admit, after seeing the above photo plastered across social media — I couldn’t help but feel sorry for the unfortunate employee (intern perhaps), who left the less-than-period-proper water bottle on the set of Downton Abbey. I also thought this might be a great time to have a brief refresher on the topic of workplace mistakes.
A few thoughts:
It happens to the best of us. As the above photo attests, even consummate professionals have their moments. In many cases we are too tired, stressed or rushed to do our best work. (A classic work life scenario.) If we can learn anything from this, it is to pace ourselves and recognize when we are fading.
Have the courage to own it. Have you ever had a discussion with an individual who just would not admit they had anything to do with a snafu? Do you recall just how frustrating that was? Many of us feel that we must be perfect at all times — and this is entirely unreasonable. (We cannot prevent re-occurrences if we do not understand what really has happened. Remember this the next time around.) It’s human to make a mistake. However, the first person you must forgive is yourself.
If possible, turn things around. After the shock of the moment has passed, if you can possibly see the humor (or an opportunity) in the error — change the vibe completely. In response to their error, the folks at Downton published this photo, recognizing that indeed they are not perfect — while making the most of the moment to draw attention to a worthy cause.
How have you handled work life mistakes? Share your strategies.
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto. She is also serves as an Influencer at LinkedIn.
I’ve always been a “staycation” advocate. Alright — I’ll be entirely honest, I really love to hang out in my home office and work. Personally, I have found that vacations away from home, can actually become stressful. There are routes to to decipher, planes to catch, maps to re-fold, thunderstorms (and hail) to contend with and new routines to master. (Might I add, leaving my trusted coffee maker behind).
However, these are not satisfactory excuses. We all need a break. We likely feel this deep in our bones.
Whether you can devote an entire month, a couple of weeks or just a couple of days, a break should become a priority. (Preparation is important.) Even if you qualify as a die hard “staycation” addict — there are advantages to planning a vacation away from your usual milieu.
Here are just a few:
You’ll catch a glimpse of you. Somehow when your surroundings shift, you become “louder”. (What is that inner voice muttering?) With the ambient noise of your work life absent, you’ll hear yourself much more clearly. Trust me, your work will benefit from this kind of clarity. Knowing yourself is step one toward a healthy, and productive work life.
Nature can take over. I am officially obsessed with changes in scenery. A new scene through my viewfinder, provided by the power of mother nature — recharges my mind (and soul) in a manner that I cannot even begin to describe. This time around I requested “a room with a view” (and got one) — Grand Traverse Bay was a breathtaking part of my morning routine. Work rarely entered my mind.
Your metrics shift. It may take a couple of days to get into the groove — but, once over the hump — your days will be measured in a very different manner. The places you’d like to visit and the people you haven’t had the time to really connect with in ages, become your focus. Other priorities do begin to fade.
Time slows. For the first time in quite a long while, the passage of time wasn’t quite as fast. Time away from work allows you the luxury of savoring the moment. My only regret? I wish the break lasted just a tad longer. Next year I’ll be sure to make the effort to extend the time frame.
I would love to hear your vacation experiences. Share them in comments.
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Thought Leadership at Kilberry Leadership Advisors, Toronto.
Most of us utilize metrics in one form or another.
For better or worse, they potentially become the focus of our day-to-day behavior.
However, when metrics begin to conflict with our core values and long-term sustainability — it is time to rethink their power to drive your organization. In many cases, chosen metrics can develop a “dark side” that can spell trouble for your organization.
As reflected in this post at HBR, “…the wrong performance metrics will undermine good intentions every time.” In that regard, consider how your team utilizes them. Do the metrics you monitor offer the information your team requires to move forward? Are they pulling their weight?
On a very basic level, metrics should reflect key facets of performance, while supporting both mission and vision. However, they can fail to help us identify developing issues.
Let me offer an example.
Recently, I spent time with an organization that was grappling with metrics that was not helping them to evolve and secure market share. While they kept a close on eye on sales data and leads funneling into their system — there were relevant performance criteria not captured in their set of monitored metrics. (Here, late project changes occurred months after the original contract.)
When they pulled back “the curtain” on sales performance, it was clear that this information had not been actively acknowledged. As such, the team was not alerted to the pattern of costly fixes that would develop down the line.
An oversight such as this develops when performance effectiveness is not fully considered as metrics are chosen. Identifying facets of successful performance must occur first — then the metrics to parlay that information are identified.
We often become comfortable with aging or incomplete set of metrics, because they are available. However, these choices are critical, because ultimately what is measured — is valued organizationally.
The simple act of choosing a metric can ignite a cascade of behavioral expectations, which may or may not contribute team success or the benefit customers. (For example consider the goal of closing sales quickly or monitoring the length of a customer center call, etc.) Furthermore, if metrics are chosen without considering the impact upon product or service delivery systems, serious ramifications can arise. (More on metrics and “performance perversity” at the VA, here.)
Reviewing the usefulness of your metrics at regular intervals is key.
Ask these questions:
Are the metrics robust? Ideally, a set of metrics should represent the dynamic nature of the work that you complete. Ensure that all facets or your work are represented and that your collected numbers offer a broad view.
Are they “change worthy”? As discussed here, data is often prevalent — but insights are rare. We might collect endless numbers (at a high cost in both time and resources), which actually offer few clues as to help us improve. Remember that data and metrics are two very different things.
Do metrics direct behavior? Metrics are only as useful as the behavior they energize. When considering a metric, reflect on its power to truly impact behavior across functions. Be wary of “Vanity Metrics“, that can pack a powerful marketing message — yet do little to guide behavior.
Are the metrics meaningful? While information needs to be readily available — it also must must capture something vital about your organization. For example, do metrics help your team connect with their work?
Where are metrics focused? “Lagging” metrics report on states that have already occurred (lost customers, for example). “Leading” metrics, on the other hand, might help predict a developing problem and offer an opportunity to change a process mid-stream.
Are the metrics dynamic? Metrics should evolve with the changing focus of your team. (You might utilize the 80-20 rule; where 80% of your metrics represent your current focus, 20% represent areas of needed future performance emphasis.) Outdated metrics can “muddy the waters” and cause a good deal of confusion concerning valued behaviors. Metrics can have an “expiration date” — when they lose their value to promote performance excellence.
Other considerations:
Avoid the “single number” emphasis. Any construct worth measuring (such as sales effectiveness or customer service), is likely multidimensional. Ensure that your metrics reflect this.
Consider who utilizes the numbers. The heaviest, most demanding users must be carefully considered when developing metrics. Discuss the needed information required to monitor the health of a department or function, frequently.
Measure what matters, yet ensure they are easily understood. Metrics can become complicated quickly — but ultimately must be easily grasped. Your metrics should be informative and allow you to explain the crux of your business easily.
Refine them. No single metric is a perfect representation of performance. Attempt to factor out “white” noise, that might limit real-time use. You might also consider combining leading indicators to form a clearer picture of performance.
Share them. Metrics can help motivate others within the organization — so share the numbers with those whom might benefit the most. This will help team members align with the larger goals of the organization.
Add a qualitative component. You cannot measure something that is completely out of your purview. Keep abreast of developing areas that affect performance and ensure you have a handle on the leading edge.
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist. She is the Director of Organizational Development at Allied Talent.
There is an iconic urban myth about interviewing for a role at IBM.
The story goes something like this: You are taken to lunch. Present at this lunch are you — and of course a couple of powerful hiring managers. You all chat, you order lunch, it arrives. What are the managers attending to during this interview? Your skill set? Your previous experience? No. They are observing whether or not you salt your food before you take the first bite. What might this tell them about you and your future at their venerable organization? That you are open to experience? That you possess an “open-mind”? That you are a perfect fit for their team? Uh — not so fast.
I’m all in for an easily grasped explanation, but sometimes we go a bit too far. As a psychologist, my work focuses upon understanding workplace experiences — and I’m certain that the K.I.S.S. was originally coined to describe systems, not human behavior. However, there has always been a powerful “push-pull” operating. Human behavior is stubbornly complicated — but, we would like to make it appear simple. (As the legendary job interview illustrates.) Instead we might consider erring on the side of complexity, but concentrate on communicating the expanded theory effectively. We shouldn’t fear complexity. It doesn’t have to be viewed as the threshold of our “undoing”.
It is, in fact, the “secret sauce”.
There is no single behavior or question to accurately predict future workplace performance during an employment interview. (An “elevator pitch”, is a fantastic staple — yet it’s brevity does not always suffice.) As such, a reasonable balance of structured exploration is likely more preferable. Ultimately, we have to be willing to take that “deeper dive” into certain challenges — and look beyond the hype and “buzz words”.
Where human behavior is concerned — oversimplification can be dangerous. If you are solving a challenge (for example, high turnover in one job category, difficulty recruiting), be sure to embrace a broad perspective of the issue. Take the extra time to look beyond the obvious. Include those nuances, even if they slow you down temporarily.
However, here is the start of a brief guide. (Please share your thoughts, as well.):
Capture the relevant variables. When all is said and done, be sure that all of the important elements are at least considered. Workplace issues are often multifaceted. That’s OK. Treat them as such.
Consider what (and when) to share. Communicating a concept is critical step — and what you share can make or break its power to change opinion. Take note of what an audience is likely to absorb at one sitting, but push the envelope and keep the essence of the concept intact. Focus on inspiring both thought and action.
Indulge your curiosity. Taking a deeper look at an issue, is often worth the investment. If you have an indication that something is “off” or appears unexplained, take that side path to fully explore it. There is likely more under the surface.
Limit assumptions. We often view workplace behaviors with previous biases intact. I’ve made the mistake of jumping to a conclusion much too quickly. Try to avoid that scenario. Biases can mask complexity.
Do we over-simplify the workplace challenges we face? How does that affect our proposed solutions?
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and speaker.
Our beloved Krups coffee maker decided it would brew its last wonderful cup of coffee this week. That might not sound like much to you. But, I assure you — to the finicky beings that are my taste buds, it is. I loved that coffeemaker. Each day it brewed the perfect cup of coffee, that would sustain me through many a morning meeting or assessment.
However, I had no choice in the matter.
Done. Kaput. Farewell.
So, I reluctantly charged off in search of a replacement. The same machine was no longer available. What? Why have you messed with success?
Change is hard. Even the small changes.
When change unceremoniously arrives at work all sorts of havoc can ensue. A little like my coffee machine dilemma, we’re not always consulted when changes occur. Whether anticipating a new boss or company-wide reorganization — change is challenging. It really is. I’ve been there. I’ve lived through lay-offs, sudden resignations and client shake-ups. (I’ve also helped teams move through those very same challenges.)
Embracing that change is an entirely different story, and that is difficult for most of us.
How do we deal with change?
I’d say, as best as we possibly can. But I’m sure that is the last thing you’d like to hear. In many cases, we manage to find that new path and we do manage to adjust.
On some level, we simply have to construct (or wait for) that “new normal” to develop.
While you are waiting, here are a few things to consider:
Embrace the need. While uncomfortable, our work lives demand that we appreciate and recognize the need to adapt. Organizations must evolve. In some cases, the need to revise our own course is inevitable.
You can maintain your identity. Remember, that the qualities you personally bring to the table will remain — even in the midst of change. Don’t assume that revisions to your work life will entirely derail you or force you to become less of a contributor.
Learn more. With any change, learning more about what is about to happen can alleviate the accompanying fear and anxiety. Do a “reference check” on your new supervisor. Ask for the “expanded” explanation as to why that new procedural change is necessary. (And organizations, you need to keep on explaining.)
Ignore the “naysayers”. The last thing you need around you is an individual who isn’t going to give the situation an iota of a chance. Inoculate yourself against the negativity that they might be spreading. It’s really not wise to borrow additional trouble.
Give it time. Once the changes occur, offer the situation time to settle. Some of the initial bumps that pop up, work themselves out. There is a period of re-calibration that must occur. Once that is complete, a clearer picture may surface. You may actually like a bit of what you see.
Look for the up-side. Change often opens the door to more change — and there could be opportunity lurking there. If you have a new supervisor, for example, they may just be the person willing to listen to those piles of ideas you’ve carefully stored.
I hope you discover your “new normal” quickly. Meanwhile, our new Krups #KM7508 12-cup programmable coffee machine sits on our counter. It has big shoes to fill. But, I’ll have to admit — today it brewed a pretty mean cup of coffee.
Is change difficult for you? What are your strategies to deal with it?
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, advisor and speaker.
Author’s Note: This is an older post. However, I felt a re-share was in order. As spring arrives, walking may be a useful option for many of us. Please update me concerning your strategies — and how you are coping in comments.
Does your mind feel crowded? Unsettled? Unsorted? This can become an issue. While we commit countless hours each day to absorbing ideas, facts and figures — I would guess that your devotion to “down time” — can only be described as paltry.
I’ve neglected that part of life where you find the time to reflect and process. Because of this, I’m certainly less productive. Things seem to “hang” in my mind far too long, spinning, fermenting.
Being busy is a great thing — overload is another.
I’ve recently read a fascinating post (More on the book Daily Ritualshere.) about how some of the most incredible individuals of the last 400 years, spent their time. While their areas of expertise were varied (and remarkable), there was one obvious link among many of them: From Milton to Tchaikovsky, many set aside time for a daily walk. A few ventured alone. One with family.
Shame on me — I know better. Walks rock.
Here are just a few of the benefits:
Digestion. I’m not referring to gastronomy — I’m referring to all of the information you’ve taken on-board today. It’s difficult to see patterns and develop linkages when your brain isn’t allowed the time to process effectively.
Fresh air.I love my office, but a change of scenery does help me to feel rested and refreshed. Unfortunately, I don’t have access to a beach or a handy mountain range to view, as some of my colleagues. But the breeze is just as refreshing here in the mid-west — the birds just as vocal.
Lowered anxiety. With our busy work lives comes our unshakable friend, anxiety. Physical exercise has great way of managing this nagging work life by-product.
Digital reprieve. Not sure how much time you must spend in front of a computer — but I do a lot of my work on-line. At times, I simply forget there is more to life than Power Point.
I’m going to commit 20 minutes each day to get out and walk. Whether it’s a stroll around your office building, a nearby park or a quick trek to grab lunch and back, I challenge you to do the same.
Take a tip from Mozart and keep paper and pencil handy. Write me here and let me know what happens.
Want the book? Just click on the visual.
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and speaker. The Office Blend, has been recognized by Forbes as one of their “Top 100 Websites for Your Career” in both 2012 and 2013.
When George Harrison auditioned as a guitarist for the Liverpool band The Quarrymen in 1958, he was only 14 years old.
Joining the band some months later, his persona as the “younger” member of the band was quickly established. Remarkably, at this early stage of his career (with the soon-to-be Beatles) Harrison had not yet embarked upon his journey as a songwriter. As this skill evolved, his role within the dynamic of the Beatles would prove to be a long-standing challenge. Harrison’s tremendous gift for melody (penning such enduring classics as “My Guitar Gently Weeps”, “Something” and “Beware of Darkness”) was somewhat impeded by the team environment in which he found himself.
On some level — even with the enormous success of The Beatles — Harrison found himself on the wrong team.
The creative struggles that Harrison faced within a team environment are not uncommon. Harrison clearly benefited from his exposure to the talented group, before writing his first song around 1963. (Harrison never learned to read or write music — and didn’t regret that. He employed a “copyist”, as he termed it, to transcribe his melodies.) However, he struggled to gain a place for his music on Beatles’ albums, operating in the shadow of the prolific Lennon-McCartney machine. Reflecting upon Harrison’s contributions to Abbey Road, the last Beatles’ album, Author Peter Lavezzoli wrote: “Harrison would finally achieve equal songwriting status … with his two classic contributions to the final Beatles’ LP”.
Harrison forged relationships with other artists, including Bob Dylan, which offered him varied experiences that supported his creative growth. By the time The Beatles formally split in 1970, Harrison had already worked on other projects. In a 1971 interview, he revealed that he had a backlog of original songs, never recorded. (All Things Must Pass, originally a triple album, was also released in 1970.) Commenting on the break-up of the band, Harrison described the experience as a “relief” — a telling comment. (See the entire interview here.)
Talent alone will not ensure that an individual will excel to their fullest ability within a specific team. In the case of Harrison, he ultimately found alternative paths to pursue — but his actions were likely not without an emotional cost. Within our own organizations, leaders must become cognizant of factors which impact the success of individual players within a team.
What we might learn:
Consider the individual carefully. Talented individuals will run the gamut in terms of both personalities and communication styles. For example, an introverted yet highly gifted individual, may require guidance or support to find an equal voice on a team.
Monitor team dynamics. Collecting talent is one thing — nurturing how the contributors work together as a team, is another. Pay close attention to the dynamics within the group that could derail motivation and eventual success.
Offer “side” paths. Pay attention to developing skill sets of your team members over time. People evolve — and so should their work lives. As was the case with Harrison, his talent emerged over time, but was not fully recognized by the larger group. Be on point to discover these gifts, and offer them vehicles to explore them.
Monitor the “contract”. Although a team relationship may be prove successful — talented individuals still opt to leave, both physically and emotionally. (Harrison was barely present for the making of Sargent Pepper’s) Have conversations to establish the health of the psychological contract. Happy work life relationships, between employees and employers, are a two-way street.
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and speaker. The Office Blend, has been recognized by Forbes as one of their “Top 100 Websites for Your Career” in both 2012 and 2013.
The prospect of job hunting can be particularly challenging for an introvert. If you find yourself on the introverted side of the I-E continuum, you’ve likely felt that key segments of the search process were stacked against you. Between the “on the spot” nature of interview questions and required networking — the process can seem a complete mismatch with regard to your strengths. Unfortunately, the proverbial “one size fits all ” workplace bias, can also extend to the selection process. So, what are the best techniques to bend the odds in favor of finding the right job-person match?
While many people confuse being introverted with shyness, introversion is in fact about how an individual handles stimulation and processes information. Fortunately, as the importance of embracing individual differences increases in the workplace, the so-called mysteries of introversion will become more universally understood. This aside, turning ourselves completely “inside out” while job hunting is simply not necessary. Introversion is not the problem or a weakness — the challenge is to effectively relay vital information concerning our strengths, as they mesh and align with potential roles. This effectively increases the potential of finding that “best fit” opportunity.
Mechanisms that help to communicate the “whole story” become critical. In many cases, introverts possess a unique set of qualities that are not fully expressed within the traditional job search process. (Many of these qualities can only be appreciated with time.) This can lead to inaccurate or incomplete impressions concerning capabilities. Ultimately, this a communication gap that we cannot afford.
A few thoughts to consider:
Let your network work for you. Not earth-shattering news — but, strategic none the less. (More on branding for introverts from HBR here.) You may not personally wish to broadcast your accomplishments at every turn — and you likely have limits on your desire to network. So, start small, and concentrate on connecting with one or two individuals at events which provide networking opportunities. Also remember that others may be more than happy to do some of this for you. Let your trusted, established connections know exactly what you are looking for — as they can also serve as a powerful marketing team. Those willing to recommend you for a role, team or project, can contribute to the positive buzz. This may lead you to the right role.
Yep, you’ll still need an “Elevator Pitch” (or two). It’s difficult to communicate important messages about our work when answering questions in a pinch or presenting — so craft the messages you wish to convey at your own thoughtful pace, on your own time. As discussed by Susan Cain, find methods that allow you to start with smaller steps. Fill 2-3 note cards with vital information concerning what you bring to the table and your target role. Then choose the salient points. (You can also utilize a recording device to video yourself delivering the messages.) It can take a few “takes” to perfect the messages — but, you’ll likely find an opportunity to use them.
Build a 3-D social media presence. Utilize social media channels to represent your work — as this process allows you to build your presence with the forethought you crave. Start a blog in a niche area to gain visibility. “Flesh” out skeleton profiles with examples of your work and the real-life problems that you’ve solved. Many sites allow room to highlight past projects — so be creative in this regard. LinkedIn for example, allows you to upload images, video, documents and other information about you and your work directly to your profile.
Express your Personal Value Proposition (PVP). Educating others about you and your unique qualifications is what the job search process should be about — and a personal value proposition is critical. (Read the HBR post here.) Companies such as the 1-Page Company, allow you to develop your own proposal as a vehicle to let organizations know exactly what you bring to the table. The platform has the capability to help you communicate your skill set and your creative solutions to specific problems.
Live your dream. Passion for your work can carry you a very long way. If you have a dream role or “vision” project, attempt to make this a reality. Interestingly, you don’t necessarily have to wait for a single employer to give you the go ahead — you can make it happen your way. If you are open to freelance work, O-Desk and Elance offer a great platform to link you with the work that you enjoy and aligns with your strengths. Sites such as Kickstarter, offer an opportunity to gain funding for your dream project.
Practice the “power pose”. Gaining a mental edge before an interview is also important — as sometimes our own bodies betray us. Recent research has shown that our physical stance shortly before an interview, can affect what we project (and how we are subsequently evaluated) during that interview. Spending as little as 2 minutes in a “power pose” can lower the amount of the stress hormone cortisol flowing through our bodies. I’d say it’s worth a try.
Know your limits. The job hunt can include many situations that are quite stimulating. While activities such as networking, professional meetings and conferences are important to find a job you love — know when you’ve had enough. Many introverts can feel drained after participating in these types of situations, so leave ample time to recharge.
What techniques have you utilized to help find a role you love?
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist, consultant and speaker. The Office Blend, has been recognized by Forbes as one of their “Top 100 Websites for Your Career” in both 2012 and 2013.
It is a question heard around the world. Where did all of those great ideas really go? Like you, I find it intrinsically satisfying to share ideas that can improve how we carry out our work. But, while this exchange of ideas is a fundamental component of knowledge work — bringing those ideas to life can prove challenging. Many of us have the opportunity to share ideas; whether in team meetings, off-site conferences or brainstorming sessions. But, what really happens to all of those promising ideas once collected?
While we place great emphasis on innovation in today’s world of work — the fact remains that many worthy ideas will never see the light of day. I would venture to say that many organizations have a back-log of great ideas, languishing untouched and undeveloped. Ultimately, we likely do a good job of generating ideas. But utilizing them effectively — well that can be quite a different story.
Forward progress is just as much about managing the ideas we generate, than any other element in the dynamic. Many worthy ideas fail to become reality, because we fail to utilize a process robust enough to properly select and implement them effectively. In many cases, we are stymied as to how to wade through that mountain of collected ideas.
Build trust. In the cultural scheme, if there isn’t an adequate level of trust within the working team, it is nearly impossible to evaluate ideas effectively. To begin evaluating ideas, the stage has to be set for an open and honest discussion. If we are wary of bucking authority and voicing all sides of the story, we can land in trouble. Pixar calls this cultural element the “Braintrust” — the notion of offering an “unvarnished” opinion to move idea development along effectively.
Complete a postmortem. Carefully consider worthy ideas that never reached their full potential — what caused this to happen? Was the idea not properly communicated? Inadequately defined roles in the field? Lack of data concerning value? Use this information strategically, going forward.
Connect ideas with mission & vision. An idea floating in the stratosphere can have little meaning to the work your organization completes. So, offer context, to properly identify idea potential. Attempt to connect an idea with desired end-states that align with company mission and vision. How can the idea provide a route to valued goals?
Narrow the field. At some point we have to focus on the ideas that are worthy enough to devote valuable time and resources. For that to occur, you must develop selection criteria relevant to your team and the situation at hand. (For example, ideas that meet an urgent need or those with the greatest potential to impact customers.) Without these criteria, you cannot move forward. (See other selection techniques here.)
Don’t look for a single “winner”. One trouble we encounter with idea management, we tend to narrow the focus quite quickly to one path — when it’s likely there is more than one great idea circulating. One idea really does not have to “win”? You can often combine ideas, to enhance product development or service improvement.
Capture potential value. To drive your idea home, take the time to draft a “business case” which adds dimension and clearly outlines future cost and benefit. As discussed by Microsoft, this can serve as an integral step in the evaluation process.
Find an owner. Yes, just like people, ideas need guidance and care to develop fully. So identify an owner — and make this choice by aligning with interests and passion. Offer the role to a team member who believes in the idea, and can envision its potential.
Give things time. Great ideas have the potential to turn the normal state of affairs “upside down” and trigger a powerful emotional response. As discussed here, ideas need to be fully digested before we can act on them effectively. Take this into consideration when planning any implementation phase. A little patience may be entirely in order.
What at strategies are you utilizing to manage ideas and bring more of them into the fold? Weigh in here.
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist and workplace strategist. She also writes at Linkedin.
You know them — really rotten co-workers. It’s unclear clear how they have developed into what they are, or progressed this far, but they are here. They could be the person who sits in the cubicle next to you. (Yes, that close.) They may serve on a team with you. Unfortunately, they just may be your boss. During the course of work and career, it’s likely you’ll meet more than one of these individuals — some of us sooner, rather than later. I’m sorry. They are out there.
They don’t fully cross the line professionally (or legally). But, they are awful…rotten to the core. You know this. Somehow they have managed to miss every message concerning a healthy culture and camaraderie. The worst part? They couldn’t care less. They are likely clueless to their egregious behavior. Getting ahead is all that matters.
I know — you sometimes fantasize about getting even. You might replace their Power Point presentation with something ridiculously embarrassing, or offer the wrong start time for an important meeting. But you know that deep in our heart, your daydreaming is just that…daydreaming. Because, you are not that person. (Their comeuppance will arrive, rest assured.)
The best thing you can do is to inoculate yourself against “rotten” — and never, ever fall into that category.
Some ideas for that:
Lend a helping hand. Have you noticed that someone appears stressed or uncharacteristically frazzled? Step in and offer to help. We all have 5 minutes to help someone prepare for a presentation or sort through ideas. Step up. Rotten co-workers turn a blind eye to others in distress.
Be the link. We all want to be a success — but it’s not a “zero sum” game. Rotten co-workers wouldn’t think to help anyone, but themselves, to move forward. Do you know someone that would be a great link for one of your colleagues? Make that introduction. It’s fuel for the “workplace soul”.
Be transparent. We’ve all met that person who presents as one person — but is really another. Be upfront with your needs and motives. It just doesn’t pay in the longer term to be deceitful.
Don’t be that jerk. Leaders remain our co-workers. However, sometimes that undeniable fact is ignored. If you hold a leadership position, don’t “lord” position power or the hierarchy over others. If you land a great promotion, keep this in mind. It’s gross. Really.
Be someone’s champion. Changing attitudes and powering real change is difficult. If you see someone you really “has something”, join the crusade. Help them develop their idea and take it to the next level. Everyone wins.
Above all — value the contribution of others. You know that guy who changed your slide without telling you? He missed the orientation memo concerning respecting the work of others. That kind of behavior is a no – no, if you want to stay out of “rotten” territory.
Have a rotten co-worker? Share your story here.
Photo Credit: Dailymobile.net
Dr. Marla Gottschalk is an Industrial/Organizational Psychologist and workplace strategist . She also writes at Linkedin.
Marla Gottschalk 