What do YOU mean?

A frustrated training participant reports that he’s coming to the end of his rope with the ‘higher ups.” They tell him he has a ‘voice’ and he has been using it as much as he can to ask for things and describe situations that require attention. He’s used humor, kidding, teasing, reminding -- all to no avail. His frustration grows when he is repeatedly reminded that ‘he has a voice.’

I suggest that what he has not done and should try is to ask what is meant when they tell him that ‘he has a voice.’

What does he think it means? That when he speaks he will be listened to and some action that aligns with his expectation will result.

What does it look like they mean? That he should speak up.

Pretty different definitions

I sure get his frustration. If we define terms and concepts differently, the outcomes are likely to be different that our hopes and expectations.

So first clear up the miscommunication. Then see if the result can be improved.

American Red Cross of MD: Every Second Counts and Now it's Every Person's Story

I attended the American Red Cross of Maryland’s Every Second Counts Breakfast at Orioles Park in Camden Yards this morning. A terrific event attended by hundreds, we were listening to the third of three personal stories of people who’s lives had been helped in a major way by the American Red Cross. Each story was a moving account of how the Red Cross provided help and support and made a difference in the outcome of a very challenging situation: a home and life’s possessions lost in a fire, a major accident with a happy ending as a result of the training for emergency medical assistance and CPR, and the need for total body transfusions over the life of a child with sickle cell disease. Each story was compelling, bringing tears to people’s eyes.

Mid-way through the third story, everything stopped, including the speaker. Our attention was drawn to someone in the back of the room who had collapsed. A few people stood to see what was happening. Simultaneously, a doctor came to the back of the room, people cleared space, calls were made to 911, and the room went silent. After several minutes, a pulse was found, the EMT’s arrived and departed, and the program - - - -

Well, there wasn’t going to be time to complete the program as originally planned. The host took the microphone and apologized, letting us all know that it appeared that things would be fine for the individual who had collapsed, although there wasn’t going to be time to finish the last story. But the question was raised – “If the person had collapsed and you were the only one in the room, would you have known what to do?”

As I walked out to the parking lot with other participants, I overheard people talking about taking safety training and having the Red Cross come to their workplace to conduct an emergency training program for employees. Pledge cards and donations were completed and handed in. It was an amazing and powerful morning.

As unsettling as it was, it served the mission of the Red Cross as no story could. It would become the story those of us who were there this morning would tell others. Talk about changing lives.

Suck It Up and Step Up to the Plate, Cupcake!

Today’s Supervisory Boot Camp training program indicated that people are seeing the results of their efforts and that many of the strategies and skills pay off! Training is all about DOING but it helps to talk about the challenge involved and what stops people.




The topic this morning was giving improvement and reinforcement feedback. For the most part, no one enjoys stirring up difficult emotions. At a deeper level, many supervisors and managers steer cleat of giving improvement feedback because they want to be liked and don’t want to deal with the interpersonal mess of defensiveness, pouting, complaining, and explaining about why work is substandard.



The focus needs to be on closing the gap between what you want from employees and what they are currently delivering. Let them know you think they are capable of improving, and follow up to show them that you are interested in their progress. Eventually they may understand that your job as the manager is to develop them and help them improve their performance, not applaud everything they do, not matter what. Few enjoy conflict and delivering improvement feedback. One of the participants said that while in the army in Iraq, there was a phrase he thought fit the theme of the session: “Suck it up and step up to the plate Cupcake!” Exactly!!

WMAR Good Morning Maryland @9 - Tough Interview Questions

http://www.abc2news.com/content/gmm/default.aspx?articleID=19433 

If you are prepared, there is no such thing as a 'tough interview question.' Anticipate the challenging inquiries and create answers that will allow you to come across as polished and professional. And those illegal questions that in training I advise managers to avoid?? If you don’t answer it, you might appear rude or stand-offish to the interviewer. Employers shouldn't ask these kinds of questions but some do, either to intentionally discriminate or innocently through ignorance of the law. Smart candidates (like you) are prepared to respond gracefully and concisely. Don't point out that they have just asked you an illegal question! Stay calm. This shows them that you can handle yourself with dignity and professionalism.




Today's visit to WMAR held an added bonus/surprise. As I'm sitting and waiting to go on, I see this man who looks familiar walking up the hall and I hear on the TV monitor that Jamie Costello will be interviewing Earl (The Pearl) Monroe on the show later in the morning! As we walks towards me I stand and grin and clasp his hand, introducing myself and when he say's "I'm Earl Monroe," I try not to gush, ramble, and kvell (could be the name of new law firm!) as I tell him that I know, why is he on the program, I'm a huge fan, the 73-74 NY Knicks were the best team ever, I also lived in Philadelphia, how is he feeling, where does he live now, does he ever see the guys from the old team ----." He was gracious, answered all my questions, asked what I did and why I was on the program and asked for my card (he didn't have any).



I didn't want to take up too much of his time and I wanted to send emails from my Blackberry telling my husband, brothers, son that I had just met him. (I want to stop talking TO you so I can tell people I talked to you!!) When my youngest brother emailed back that he still had the basketball trading cards of the whole 73-74 team in his office - I shared that as we all went into the studio. Earl tells me that he had gone out to dinner just the other night with Willis Reed and Walt Frasier. These guys were basketball gods to my family growing up. We talked a little bit more about staying in touch with long-time friends. And we both agreed that it was so nice to meet and it just goes to show that, in terms of the future and the potential - you never know!!!"

Multi-Generational Manager: Get Up from Your Table and Go Sit Somewhere Else

Millennials are not like the Baby Boomer's or Gen X-ers who have come before them. Working with managers today in a follow-up clinic to a previous training program, there is still much unhappiness and reluctance to manage differently and creatively to attract, retain and develop these employees. While the current economic environment is definitely changing the "I can get a job any where" to "There are no jobs out there," it will not change Millennials in terms of their values, beliefs, connectedness to parents, confidence, and use of technology.




The conversation was spirited and allowed people to both throw up thier hands in annoyance AND tackle issues and strategies with creativity. While organizational policies and company cultures are slow to change, getting the conversation focused on what people CAN do is very energizing. I wish clients had the budget for me to come back again and again to see how tings were going, what worked, what didn't, why not and what’s next.



If you want to get to know ‘them,’ spend some time with them. Work isn’t all that different from high school! In the cafeteria, the Cheerleaders all sit together, the Jocks all sit together, the Nerds all sit together and the Theater-Rats all sit together. If you want to get to know and understand someone else, you are going to have to get up from your table and go sit with another group. It’s counterintuitive for most people, but managers need to be creative about how to motivate a variety of people.