Not Another Memo!

The road began to rise as I approached the mountains just east of Seattle. The skies were blue and the road was dry. Ahead, a readerboard warned there was construction ahead and to be prepared to slow down to 55 mph.

I was making pretty good time heading toward the pass until a pair of trucks pulled out in front of me. They blocked the highway and each truck displayed a sign: Do not pass. The trucks proceeded down the interstate going 20 mph. Traffic backed up quickly and stretched out as we traveled west at this slow speed.

We headed down the highway for 15 then 30 minutes in a procession. We passed more reader boards with the same message: Construction ahead, be prepared to slow down to 55 mph. Questions began to nag me. Why are we doing this? How much longer will this last?

This situation reminded me of a common complaint that I hear from both employees and managers. 

From the staff, I frequently hear such comments as, why are we doing this? What is it we’re supposed to be doing? From management I hear, why is this taking so long? Why is this is a problem? Typically the comments resonate with frustration.

When managers are asked how they communicated a new requirement, they will cite how they sent an email or memo explaining all the details. They will typically claim they sent the information out well ahead of time and in detail. In other words, they did their job.

In spite of this effort, many remain frustrated by a lack of understanding. Employees and managers alike want to know what is going on, to be informed. This want for being “in the know” was identified as a top priority for both employees and managers over 60 years ago.

Part of the problem is that few people read emails and even fewer read memos. Why? Because they haven’t found them to be very helpful or they are overwhelmed and can’t get to them. Another possible obstacle is that they resent the lack of personal interaction represented by written notification, which they may perceive as a lack of concern and respect.

Too often the solution to convey information is deemed simple. But in reality, it takes a lot of effort. To successfully get the word out requires going and talking with the folks with whom you want to communicate. Doing this in an informal manner allows you to see people’s reaction, answer questions and verify the message was received. People will feel respected, valued and be more inclined to help with whatever you’re trying to accomplish.

Sure, this takes time – but cutting corners by not making the effort to meet with people will invariably lead to frustration and challenges in what you’re trying to accomplish. This will lead to delays in accomplishing the objective. Going slowly up front by personally getting the word out will allow you to go much faster in accomplishing your objective with considerably less frustration.

After following the trucks for 40 minutes, they pulled over and the two lanes of traffic made it safely through a very short detour. As I sped up, I wondered about the return trip.

Walking on Egg Shells

Many years ago I began handing out tootsie pops at work.  It was interesting to watch people’s reactions when I presented a box of tootsie pops and invited them to take one.  While there was initial surprise, with a little encouragement pretty much everyone said yes and sometimes asked for a specific flavor.  Inevitably when savoring the lollipop a smile would appear.  

I started handing out tootsie pops many years ago because of Stover James.

James was our boss and there were ten of us Army officers and NCOs working in the office with him.  While James could be approachable at times, the smallest things could set him off.  His face would turn bright red.  He would kick the trash can and pound the table.  Everyone would get rattled and a tense atmosphere would be created waiting for the next explosion.  On a fluke, I brought in a box of tootsie pops to cheer folks up after a James’ eruption.

Since then, I’ve encountered similar situations where employees have been required to work with a volatile employee or worse yet, a boss acting in the same manner.  When people recalled their association with such a person, their reactions were predictable – an overwhelming sense of dread while they vividly relived the experience.

Working with a volatile coworker or boss has several consequences.  One is the decline in morale.  Another consequence is the development of a way to work around the difficult employee or boss.  These responses hinder productivity.  The most severe consequence of dealing with a volatile coworker or boss is when a good employee decides to leave.  The combination of these consequences can be very detrimental to an organization.   

Just like in James’ case, many times these negative behaviors are well known and tolerated.  An all too common response when bosses are made aware of this behavior is to ignore it.  Frequently this response is a reflection of the boss’ personal need to avoid conflict.  Avoidance is not a solution.

Everyone deserves to have good coworkers.  Requiring employees to work with an emotionally immature person is especially demoralizing.  This sense of dread is amped up when people feel the boss doesn’t care enough to resolve the issue.

When a volatile employee or boss’s behavior is checked or they leave, a great sense of relief is felt by everyone associated with the disruptive employee.  Transferring the employee within the company can be a sign of avoidance.

The vast majority of employees want to do a good job.  To help them do this they need coworkers and a boss they can interact without fear of repercussions.  It is the responsibility of the boss to make sure that happens.

When I hand out tootsie pops, I can still picture Master Sergeant Romero, a veteran of two tours in Vietnam, leaning back in his chair with a big grin on his face while savoring a lollipop. 

Leadership's Golden Rule

"Ph D in leadership, short course.  Make a list of all things done to you that you abhorred.  Don't do them to others, ever. Make another list of things done to you that you loved.  Do them to others,   

always."

 Dee Hock

A Lesson in Leadership

The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an army. It is possible to impart instruction and to give commands in such a manner and such a tone of voice to inspire in the soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and hence manifests, disrespect toward others, especially his inferiors, cannot fail to inspire hatred against himself.

Major General John M. Schofield
August 11, 1879