ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, February 4, 1996 TAG: 9602020051
SECTION: BUSINESS PAGE: G-2 EDITION: METRO
COLUMN: Working it Out
SOURCE: CAMILLE WRIGHT MILLER
Q: I've been working to gain exposure for a staff member I supervise. I've done such a good job that my superiors now go directly to the staff member. Can I put this person back in his place?
A: Smart supervisors groom staff to take over their positions. When the supervisor has promotion opportunities, someone is trained and ready to assume the supervisor's position.
For this to work, the supervisor must continue his or her own training to prepare for promotions. When supervisors fail to improve, a promising subordinate will leap-frog over the supervisor.
Review your recent record of training and identify areas for improvement. Establish a timeline for new education efforts. Share this information with your supervisor - let your boss know you're still in the game.
As for your staff member, continue to promote him to others. You'll be seen as one with savvy - among the first to identify and champion talent. Remain on the same team.
In addition to continuous education and cheerleading, spend time offering new ideas and solutions to your supervisors. Make sure you're seen as an active member of the organization.
If you feel the need for greater protection, put your staffer in charge of those responsibilities at which he or she excels. Ensure that the staffer reports to you. Your gesture both rewards the staffer and reinforces your position as supervisor.
Alternatively, seek a promotion for the staff member outside your area. You'll receive credit for spotting talent and you won't have to concern yourself with increased competition.
Successful mentoring shouldn't bring about your failure. You want your protege to surpass you in success levels, but your own improvement should make that a continuously harder goal.
Q: I get uncomfortable when someone comes behind my desk and stands right next to me. Is the problem me or them?
A: The desire for "personal space" is not limited to just you. Social scientists have identified four "zones" of comfortable distances between two interacting individuals. When a "zone" in violated, the natural response is to feel personally violated or uncomfortable.
From physical contact to about 18 inches is where all your body movements occur; this is the area in which you move throughout the day. It's also the area reserved for close, intimate interactions.
Eighteen inches to four feet, the personal zone, is where conversation with close friends and colleagues takes place. Social distance extends from four feet to 12 feet. This is where many business exchanges occur; informal business conferences and staff meetings occur within this distance.
The final zone, public, extends from 12 feet to as far as the eyes and ears can take in information. This is a more formal zone and is usually limited to a speaker addressing an audience.
When someone circumvents the barrier of your desk and stands next to you, your intimate zone has been violated. The natural reaction is to become tense and uncomfortable.
The most honest approach is to say you feel uncomfortable when others stand too close. Then ask the individual to stand at the end or front of the desk.
Q: I said something foolish when introduced to the head of another department. I've been wondering if I should meet with the person and explain what I meant.
A: It's hard to correct a first impression. It can take months of performing at excellent levels before someone will surrender a negative first impression. On the other hand, we sometimes give more weight to things we've said than others will.
If what you said was hurtful or could be taken as an insult, apologize immediately. Don't offer explanations, just apologize and promise the individual it won't happen again.
If what you said was an error in fact, stop by the department head's office and casually correct the information. Don't offer long explanations as to why. Simply say you were thinking about the conversation, realized you'd made a mistake and wanted to correct the statement.
If your original statement was one that simply embarrassed you, give yourself permission to forgive yourself. Everyone blunders occasionally; however, berating yourself for weeks for an infrequent misstep is counterproductive.
Instead, think about why or how the incident happened so you can avoid similar future statements. Then replay the scene as you wish it had happened - as practice for getting it right next time.
Camille Wright Miller, an organizational behavior sociologist who works in Lexington, answers questions from our readers about workplace issues. Please send them to her in care of The Roanoke Times, Business News Department, P.O. Box 2491, Roanoke 24010.
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