Who's the Goof-Ball?

A friend sent this story in and I thought it was worth sharing:

"An organization, feeling it was time for a shakeup, hired a new CEO. The new boss was determined to rid the company of all slackers. On a tour of the facilities, the CEO noticed a guy leaning against a wall. The room was full of workers, and he wanted to let them know that he meant business.

He asked the guy, 'How much money do you make a week?' A little surprised, the young man looked at him and said, 'I make $400 a week. Why?' The CEO said, 'Wait right here.'

He walked back to his office, came back in two minutes, and handed the guy $1,600 in cash, and said, 'Here's four weeks' pay ... Now GET OUT, and don't come back.'

Feeling pretty good about himself the CEO looked around the room and asked, 'Does anyone want to tell me what that goof-ball did here?' From across the room a voice said, 'Pizza delivery guy from Domino's.'"

Remember that "the relationship between you and the performers affects the quality of your circus." Getting to know those you work with and building a healthy relationship is critical in building trust. Without trust, it becomes difficult to lead and actually have people follow.

What can you do today, tomorrow or this week to better get to know those that you work with and build trust? How about your friends and family members?

Planned or Spontaneous Praise

It seems that planned praise, especially when it is an agenda item, is so much easier to execute. But, is it the most effective? Storing up recognition for the "right moment" or for when you have a scheduled meeting to take care of it can remove the opportunity to catch someone off guard and truly express your feelings of gratitude.

Don't wait for the awards banquet, don't wait for the annual review, don't wait until you are at your daughter's wedding. Take the time now to say, "Thank you, I appreciate all that you do and have noticed your fine work you have done." Write a note, stop them in the hall or pick up the phone and make a quick call. There probably is someone on your mind right now that you know you should acknowledge - don't wait, don't hesitate, tell them now. This moment in time might be when THEY need to hear your appreciation the most.

Of Course It Does!!!

I had to laugh when I read the headline of the Harvard Business Review Stat of the Day: Wishing Someone Luck Can Improve Performance. Research has been done in Germany that showed that when people were told "my fingers are crossed for you" before attempting a task, the task took them on average 3 minutes. For the ones who were not given the encouragement, the task took an average of 5 minutes.

My thought was, "Of course it improved performance!" Unless someone feels patronized by encouragement, it always has the mental affect of boosting your energy and determination toward completing a task. You know you are not alone. Someone is counting on you-or believes in you. The person giving the encouragement is also creating a level of expectation.

In our training programs we hear that one of the biggest frustrations workers face in the fast-paced business environment is rarely hearing that they are doing a good job. Managers and supervisors think they are too busy to take a moment and thank workers for their efforts or offer encouragement. This study tells them that they may be dead wrong with that type of thinking.

If you go back and do the math, the workers in the study improved their performance by almost 40% just by having someone say something positive to them. Where else can you get that return on investment in your people? Take the time today to offer encouragement to those around you-regardless of how small it may seem.

"One Sure Way To Break Trust With A Performer"

While attending a conference last week, I witnessed one of those "don't ever do this" kind of moments as a ringmaster. A department leader was giving a presentation and when finished, introduced the next speaker, who was someone who reported to them. In the transition, the second speaker indicated a need to use the laptop and set up a power point. The department leader was clearly frustrated as they set things up and then said, "You told me you didn't need this." They said it loud enough for all the meeting attendees to hear and it clearly shook the second presenter.

Yes, the second presenter should have been better prepared and indicated their needs prior to the session, but reprimanding them in front of the audience was clearly no way to professionally handle the situation. Making one of the performers in your circus feel less than their best just prior to a performance is a guaranteed way to get less than what you expect. It also undermines the level of trust shared between you. Address it at a more appropriate time when there is no audience and when the results won't be so damaging.

Trust takes so long to build and can be broken with just a few thoughtless words.

Ask The Ringmaster-Please!

A frequent comment in our training programs is that people are uncomfortable asking their ringmaster (boss or immediate supervisor) for help when they are juggling elephants. Specifically, they just don't see how they can get the things done (or done well) that are assigned to them. The reason most often given is that they don't want to appear weak.

First, if someone is afraid to talk to their supervisor about the situation, it probably hints of a deeper issue. Trust could be lacking or the relationship has not been grown in a positive way. Also, the person in leadership may not be very "approachable." Some managers understand the value of being available to their people and working through issues, but others use the Nike slogan-Just Do It!

If you are struggling trying to figure out how to get your current workload completed and the elephants keep coming, here are a few suggestions:

• Think of the needs of your boss or supervisor. How will their help in helping you prioritize assist them in accomplishing what is most important to them?
• Have an initial solution in mind. Managers don't want employees who simply throw themselves down and scream, "I just can't do it all!" When seeking help, have some ideas in mind of how you could shift your work to accomodate these new responsibilities. Then they can offer advice or suggestions.
• Use the right language. Use phrases like, "Help me understand..." or "I want to make sure I'm spending my time where it's most important to our team, etc."

Ultimately, you need to seek their support and collaboration. In an era of ever-increasing workloads, it's only a matter of time until an elephant comes crashing down on you-and then you WILL have a talk with your manager or supervisor that won't be nearly as pleasant or productive.