Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, November 5, 1995 TAG: 9511030010
SECTION: BUSINESS PAGE: F-6 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Linda J. Ferguson, president of New Paradigms Consulting, believes that many "new managers think they need to come across sternly to have others respect them." Her philosophy is to "earn respect by showing respect. Showing respect for someone, especially when you don't agree with them, is a challenging task."
Ferguson has established guiding principles for effective work relationships. She believes that with "practice and intention to improve each time, anyone can learn these skills."
The principles are, first, "strive to make people feel accepted and have a meaningful role." Second, "determine if your expectation and strategy help you in the current situation." Ferguson believes you should use this principle on a situation-by-situation basis, that is, whenever you're interacting with an employee evaluate whether your approach and desires are creating an effective interaction.
Third, "be encouraging and seek to find each person's gift." If each person has some ability, talent, or perspective that adds to your organization, you're remiss if you don't identify it.
Fourth, "recognize each person's power to decide for themselves how to act."
Fifth, each person must accept responsibility for his or her role in any relationship and participation in a conflict. These suggest we treat employees as full and responsible adults.
Sixth, "treat people with dignity and respect even when you don't like their actions. Separate the deed from the doer." Ferguson notes this principle is hard to follow; however, it embraces her belief that treating folks with respect gains the respect you desire.
Q: The company I'm with is constantly introducing small changes. I resent having to learn new procedures on an on-going basis. Is there any hope of stopping and just doing things as we always have.
A: Many highly successful businesses operate on the notion that frequent small changes are much less disruptive than infrequent major overhauls. There's merit to this notion. Continually making small changes to adapt to a changing environment keeps a business current. Without change we fail to grow.
Compare this with the organization that endures rare but disruptive overhaul in response to a serious problem or as a result of remaining static too long. The result of overhaul is overwhelming disorder - and it rarely brings the level of success needed.
There's often greater job security in an organization that thrives in a culture of change, because the organization will survive. Instead of resisting change, find ways to enjoy it. Seek opportunity and challenge in your organization.
Having stability is important. Ensure you maintain a constant and steady life outside the organization; however, view the work change as a way of maintaining balance.
Q: A report went out with several factual errors. Someone not involved with the report, called the errors to the attention of my boss, rather than discussing them with me. I think the person's out to get me and I'd like to cut them off, quickly.
A: First, work on your reports. Check, double-check, and then check again the accuracy of reports that will be read by anyone. Staff members make decisions based on reports - if they're inaccurate, bad decisions follow. It is your responsibility to verify all information, provide an attractive format, and proofread carefully.
Second, accept responsibility for the mistakes. Talk with your supervisor, express regret, and define what steps you'll take to prevent a similar situation in the future.
Third, while it would have been preferable for the individual to come to you, many employees believe it isn't their place to critique a co-worker. They give the information to the supervisor and let the supervisor exercise supervisory responsibility. Your co-worker wasn't wrong in using your organization's chain of command.
Use this opportunity to get the individual on your side. Approach your co-worker. Communicate appreciation for the attention given to details in the report. Ask if he or she will read future final drafts of important reports. By enlisting the aid of others, they often become our champions rather than our adversaries.
If that doesn't work, go to the individual and explain that as a matter of courtesy you'd like to be notified when there's a problem.
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.
by CNB