ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, May 12, 1996 TAG: 9605100102
SECTION: BUSINESS PAGE: 4 EDITION: METRO
COLUMN: WORKING IT OUT
SOURCE: CAMILLE WRIGHT MILLER
Q: Several articles suggest praising employees and co-workers, something I'm reluctant to do. I fear sounding phoney or building resentment. I don't want to suggest I'm "better" and have the right to make a judgment.
A: A few employees might resent praise; however, most of us like, need and want the recognition.
Larry E. Poteat, retired president of Roanoke's Credit Marketing and Management Association, stresses being "both honest and sincere." Poteat says praise makes a lasting, positive difference.
Poteat finds that "in a typical day, three things will go wrong - from burned toast to missing a deadline. It's human nature to hold on to the negative." He suggests "we have to reverse the negative" to create a rewarding environment.
Begin the day by "making a positive statement to everyone. Smile." You'll make an impact on the quality of each person's day. Poteat suggests this practice for employee-to-employee interactions as well as for boss-employee.
Poteat recommends showing appreciation for efforts made by others. For example, when a secretary presents a ``timely, well-typed letter, take the time to say, `Thank you. I appreciate your help.'''
When "asking for something special, ask - don't tell. Employees will do it anyway because they're on the payroll, but use the opportunity to turn the request into a positive experience. Give a positive first." For example, when "asking someone to stay overtime, offer to let them come in late the next day or take a longer lunch."
Tokens of appreciation, says Poteat, don't go unnoticed. From candy bars left anonymously on desks to birthday cards sent to an employee's home, Poteat finds appreciation builds healthier workplaces.
Poteat says that ``95 percent of folks aren't doing this. To do it means you're swimming against the tide. But it's like a conduit, others will follow."
When you first try praise, Poteat suggests, "people are suspect. They like the change but aren't used to it. Once they realize you're sincere, they'll trust" and respond to it.
If you have the opportunity to praise, you also have the responsibility.
Q: For out-of-town meetings, several of us ride together. The usual driver is very aggressive on the road. I dread every trip. How can we get someone else behind the wheel?
A: Gather the support of other riders in instituting a rotating schedule. Suggest it's only fair that everyone take a turn behind the wheel. With this agreement, the self-designated driver should share the keys.
Following that, talk with the aggressive driver. Express appreciation for the willingness to drive. Explain that you become nervous when any driver exhibits a specific behavior, such as "exceeds speed limits."
Then state that you'd appreciate more cautious driving, again being specific about the desired behavior, when you're a passenger.
Consider two other options. When the aggressive driver is scheduled to drive, plead a heavy workload and remain at the office. Or, suggest you have additional commitments and drive yourself to the meeting.
If only one driver unnerves you, change the situation. If several drivers worry you, consider talking with a counselor to address deeper concerns.
Q: A year ago we developed a strategic plan. Although we haven't looked at it since, we're preparing to go on another weeklong retreat to develop a new plan. What's the point?
A: Strategic plans have two separate stages: formation and implementation. Formation alone is thinking without doing. Implementation alone - the more common state - is doing without thinking.
Strategic plans must include an action plan. This section breaks down the steps to be accomplished in moving the organization in the desired direction. Action plans incorporate yearly, monthly, and daily to-do lists - time lines of what must be done and the individual/department responsible for seeing the task to completion.
As Steven Silbiger writes in "The Ten Day MBA," strategists should "always devise their plans with an eye toward implementation."
Employees usually forgive one plan which isn't followed with action. A second similar event generates eventual apathy toward planning.
Early in the retreat, express the need for implementation guidelines and time lines. Don't chastise the group for last year's planning action failures. Focus, instead, on the promise of the new plan if it's implemented. Then help the group formulate the action plan.
Without insistence on time lines and deadlines, a third planning session will be met with the too familiar refrain "what's the point?"
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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