Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, April 16, 1995 TAG: 9504140004
SECTION: BUSINESS PAGE: F-4 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Self-esteem may shift with each situation, but significant decline is reason to evaluate your work setting and yourself.
Louis A. Perrott, a principal of Peak Performance Consultation of Roanoke and who holds a doctorate in psychology, says "a stable source of perception comes from within ourselves." In developing self-esteem, we "develop our self-concept so we're less dependent on other people and feedback from others." In the face of negative feedback, we can maintain our self-worth.
Perrott notes that while a "person takes a measure of self from others, those stunted in self-esteem development can be devastated by others." Individuals with frequently dropping self-esteem should consider if they are relying too much on others for a sense of self-worth.
On the other hand, Perrott suggests, when "any of us have steady doses of negative, it's toxic." He finds that "in our management culture, managers don't say anything about positives." If an employee errs, managers "get on them." Managing by exception results in "toxic effect."
"People need," Perrott believes, "to hear feedback that's positive in nature, to be told when they do something good or outstanding."
Examine the supervisor's philosophy. "If negatives are excessive, then it's the boss' philosophy." If so, employees can choose to minimize the impact of negatives, confront the supervisor with assertive statements, or seek employment in a supportive environment.
Another possibility is performance. If work isn't up to standards, supervisors often "criticize the person, not the performance; it's the performance that's the issue" and supervisory approaches should be changed. Supervisors should hear they have more positive effect when they talk about performance while remaining supportive of employees.
When self-esteem takes a plummet, look "inside" yourself, at your job performance, and at those surrounding you. Once you find the actual source of the problem, you've moved closer to a solution.
Q: I'm appalled by applicants who can't fill out job applications. I've tried showing some what's wrong, but feel it's a losing battle.
A: Your efforts are commendable. A viable work force is possible only through education on all fronts - from teachers to employers. Boost your efforts by providing applicants with a completed sample application. After receiving an application, review it with the applicant.
Even if you can't offer a job, tell those who meet the standards that you appreciate the attentiveness to the instructions and will keep the application on file.
For those who don't meet the standards, gently tell them you believe they have skills to offer; however, their application doesn't demonstrate enough attention to detail - an important skill for your employees. Invite them to reapply later.
In addition, consider making yourself available to schools for guest lectures. In these lectures, stress interview skills, correct and complete applications, and the desirable attitudes. Students respond well to those who are in the field.
Q: How can we get the most from consultants?
A: Whether engaging consultants on problems in physical distribution, marketing, personnel, data processing or institutional management, the guidelines are the same. "How to Get the Best Results From Management Consultants," a publication from the Association of Consulting Management Engineers Inc., identifies several areas for consideration.
Define the problem. Consultants will clarify and research the problem, but clients need to know what needs improvement. What are the symptoms? What outcome is desired?
Look for consultants who have time to give to the project. Will you be working with principals or junior assistants? Determine the kind of reports - extensive, summary, letter, presentation - needed at project's end. Will they oversee implementation? Follow-up?
Evaluate timelines and keep employees informed of progress. Seek feedback from staff and share it with the consultant.
Ensure that management is committed to implementing recommendations. Recommendations may have to be altered - that's normal, but it disheartens employees to work with consultants only to have recommendations ignored.
Review and measure work following completion. How much disruption was endured? What results were achieved? Were cost and time estimates accurate? Were recommendations reasonable, practical and timely? Has management been stimulated to think? Would the organization hire the consultant again?
In the long run, hiring a consultant on a temporary basis is less expensive than retaining full-time staffers who are trained with the same skills. As with most things, planning in advance promises better services.
by CNB