They Don't Teach Corporate in College (49 page)

Step 8:
Evaluate the results and offer constructive feedback.

Example (to Danny):
“The booth's execution was flawless and the Chapstick giveaways yielded at least 100 more leads than usual. The VP of Corporate Communications thought you'd been doing this for years! I know all of the last-minute changes were challenging, but your organization and flexibility allowed us to pull it off. Next time, I'd just suggest coordinating an on-site booth staff meeting so you can make sure everyone has their schedules in advance.”

If you want your employee to be receptive to future assignments and enjoy working on your team, be appreciative of his efforts and allow him to manage projects independently. Your role is to offer direction and a supportive ear—not to get involved in all of the nitty-gritty aspects of the task. The first few times you try to delegate an important assignment will probably be difficult. Just keep in mind the end goal. The more autonomy and decision-making authority your employee has, the faster he'll acquire expertise that will make your job easier!

Tasks that you assign to your employee may not always be received with open arms. However, you can't back down just because your employee objects to an assignment. She will learn that expressing displeasure will get her out of any responsibility she doesn't like, and, next thing you know, she'll be walking all over you. A successful leader is well-liked and still manages to get things done. You can become one by mastering how to handle objections. Suppose you are a sales manager for a pharmaceutical company. Your employee, a sales representative, does not want to attend an out-of-town bioscience training seminar because she is too busy. You need her to complete the course so that she has the knowledge base to take on two important accounts. Let's illustrate how you might handle this situation using a technique advocated by consulting firm BlessingWhite:

Step 1:
Press for specifics to get to the heart of the concern.

You:
“You mentioned that you don't want to take the seminar because you have too much on your plate. What deadlines do you have next week? If you brief me ahead of time, I'm sure that I or someone else can cover your ‘to do's.' You wouldn't have to worry about your other work at all. Is there another reason you don't want to go?”

Employee:
“Well, actually, the seminar just comes at a really bad time. My boyfriend just got out of the hospital. He had an appendectomy. He's fine now, but I'm worried that if I leave town, something will happen.”

Step 2:
Show that you understand by paraphrasing or empathizing in a warm and genuine tone.

You:
“The last thing you want to do is leave someone you love when he's sick. You must be afraid that if you go to the seminar, you won't be able to check on him as often and that you'll be too far away to help if there are any complications.”

Employee:
“Exactly. I mean, it's not like he's alone. His mother lives a few blocks away and calls every day. It just makes me anxious, you know?”

Step 3:
Respond with the appropriate facts and/or benefits about the task.

You:
“Sure. Well, listen, I'd really like for you to attend this seminar. I know you really want to take on some of the higher-profile bioscience accounts. I think that you're ready, but this training is required before you can start. Unfortunately, the seminar won't be given for another six months. I would hate to hold up your progress that long.”

Employee:
“I really do want to move up, and those accounts will help me do it sooner rather than later. I guess I didn't realize why you were pushing me to fly out for this training. To be honest, I didn't see it as a priority. I'm going to explain the situation to my boyfriend's mother. Maybe she'll be willing to look in on him a little more often than usual.”

Step 4:
Test for acceptance.

You:
“So is it okay if I go ahead and sign you up for the seminar? We can book your travel so that you're back on Friday in plenty of time to spend the weekend with your boyfriend.”

Employee:
“I think we can do that. Thanks.”

Recall the Win/Win approach from
Chapter 7
. Your employee will be much more likely to cooperate with you if you make her want to do what you're proposing. Now, let's be real here: there won't be a Win for your employee in every task you ask her to complete. Sometimes, you will have to delegate an assignment that is just plain undesirable. When you're the bearer of bad news and you know it, it's best to get right to the point. Explain the situation and what needs to be done as positively as you can. Acknowledge your employee's feelings about what you're communicating, and encourage her to participate in finding an acceptable solution. Even if you're as frustrated as she is, don't show it. One of the hallmarks of a true leader is making the best of unfortunate scenarios without breaking a sweat.

For me, the most difficult part of being a manager is delivering criticism. Even if it's given nicely, it's still criticism, and I know I've never liked receiving
it from my boss. I've realized, though, that if I never suggest how my employee can improve, he won't. He'll assume that my constant positive reinforcement means he's doing everything perfectly, and he won't bother to learn the new skills required to progress. And then what kind of manager would I be?

Criticism is necessary to any manager/employee relationship, but you should never bang your subordinate over the head with it. You are not a playground bully, so always make sure to phrase your comments constructively. Begin with a positive statement about your employee's performance, and do not follow it with the word
but
. The
but
erases the good intentions behind your original comment and diminishes the credibility of the criticism to come.
But
may seem harmless, yet it has the power to anger people like nothing else. Prevent your employee's negative reaction by changing the word
but
to the word
and
. For instance:

Example #1:
“Dave, your site design is very sophisticated, but I'd like to see you replace the pastels with dark colors to enhance the effect.”

Example #2:
“Dave, your site design is very sophisticated, and I'd like to see you replace the pastels with dark colors to enhance the effect.”

See how much nicer Example #2 sounds?

Of course, some people are super sensitive and have trouble swallowing direct criticism of any kind. A former colleague shared a wonderful tactic that has worked for me on several occasions. If you want to improve a person in a certain respect, act as though he's already behaving the way you want him to. He will want to prove that you were right to think so highly of him. For example, suppose you want your employee to take better notes at team meetings. Take him aside and tell him that you wish you were as organized as he is. “I don't know how you keep track of everything that goes on in those meetings,” you could add. “Your notes saved my life last week when the General Manager asked for the statistics that the Investor Relations Group presented.” Your employee will think about your compliment every time he goes to a team meeting—and you can bet that the quality of his notes will be better for it. After all, you told him that you love his notes, and he won't want to disappoint the boss.

A performance problem may be defined as a situation in which your employee's work does not meet your expectations. Maybe she turns in her weekly reports with typos, freezes up when it's her turn to present in team meetings, or lets important deadlines slide. Telling employees to shape up is such a sticky wicket that many managers steer away from it entirely. The reasons vary. Some managers genuinely like the employee with the performance problem, and they don't want to offend her. Others are simply unable to tackle uncomfortable situations head-on.

Whatever the motivation, a huge percentage of managers keep their gripes to themselves. They go about their business, allowing their disapproval to simmer while their employees continue to be ineffective. Remember that people are not mind readers. If you don't tell your employee what she's doing wrong, she won't fix it. And if she doesn't fix it, either you or your department could suffer a breakdown. Waiting until her review to discuss the performance problem is not a good idea either. By the time the assessment period rolls around, you will have had to cope with the problem for who knows how many months. A review-based conversation also means that your employee won't have the chance to correct the problem before it is noted in her permanent record.

You should address performance problems in a timely fashion, but you don't want to jump down your employee's throat every time she makes a mistake. How can you strike a good balance? The first time your employee commits an infraction (provided it's not something to fire her over), let it go. Wait and see if the incident was just a fluke or if your employee corrects it on her own. However, if the issue rears its ugly head on an ongoing basis, it may be time to sit down with her and address it. The following steps will guide you through the process.

Step 1:
Begin with a positive comment—and mean it.

Example:
“The General Manager was really impressed with your presentation this morning. He thought you were very articulate and natural in front of the podium.”

Step 2:
Explain the performance problem by citing specific instances.

Example:
“You're an excellent impromptu speaker, and I'd like to see you prepare for your presentations in advance so that you can use concrete examples and statistics to back up your arguments. This morning, for example, you needed to back up your claims about growth in manufacturing with market research and third-party support. And a few weeks ago, you briefed our lobbyist partners on our product strategy without citing any specifics about our play in the government space.”

Step 3:
Tactfully point out potential consequences if the problem continues.

Example:
“I'm concerned that if you continue to do these types of presentations on the fly, a client will call you on it and we could have an embarrassing situation on our hands. As poised as you are, I can't put you in front of customers if it could compromise the company's reputation.”

Step 4:
Ask for your employee's feedback in solving the problem.

Example:
“What do you think is the best way to plan for your next presentation?”

Step 5:
Offer any suggestions you have for solving the problem.

Example:
“Can I suggest that you brainstorm an outline for each presentation a week before you're scheduled to deliver it? I think this approach will help you fill in the holes and anticipate questions ahead of time. You'll also have time to consult with the Market Research Group so that they can provide you with the supporting data you need.”

Step 6:
Work with your employee to develop an action plan.

Example:
“If you can complete the outline for the upcoming presentation by next Tuesday, we can meet to go over it. I'll give you an extension on your other deadlines so that you have time to thoroughly research your main arguments. Once you've prepared
your slides, we can rehearse the entire presentation in the conference room, and I can help you with any parts that still need some tweaking. Sound like a plan?”

Step 7:
Support your employee's efforts to change.

Example:
“Thanks so much for working with me here. Good public speakers are rare, and I know that you're going to become one of our best.”

Step 8:
Follow up, and reward improvements.

Example:
“We won the new account largely due to your efforts. Your presentation was rock solid, and I know the clients were impressed with your in-depth knowledge of their business. How would you like to work directly with the General Manager on our annual briefing for the CEO?”

When it comes to addressing performance issues, the key word is
performance
. No matter what your employee's problem is, you must look at it in the context of her overall contribution. For example, suppose she does outstanding work and always hands in her assignments early, but she consistently breezes in at 10 a.m. Before you engage her in a dialogue about her tardiness, consider if it's worth it. If her lateness is not affecting the quality of her work and your boss won't notice because he works out of another office, you might be wise to avoid a confrontation. You know the old saying: If it ain't broke, don't fix it!

I really couldn't tell you what my boss expects, because I never hear from him. He works out of another office, and when he does come here, he spends all of his time in meetings. We only talk so that he can review me twice a year, and so that he can tell me about the raise I'm not getting. Fortunately, I know what my role is, and I am able to do my own thing with a minor amount of direction. I think I do decent work. I just wish that my boss was more accessible, so that I could know for sure.

Anthony, 25, California

In
Chapter 5
, I talked extensively about techniques for good communication. I discussed the importance of assertiveness, or the ability to stand up for your rights, opinions, ideas, and desires while respecting those of others. I also covered specific strategies for leveraging three communication vehicles—writing, speaking, and listening—to sustain positive work relationships. It's in your best interests to communicate well with everyone you work with, but it's most critical when it comes to interacting with a direct employee. As the manager, the onus is on you to make sure information is shared, and if you fall down on the job, your employee's performance and morale may suffer.