ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, August 4, 1996 TAG: 9608020067
SECTION: BUSINESS PAGE: 4 EDITION: METRO
COLUMN: Working It Out
SOURCE: CAMILLE WRIGHT MILLER
Q: My only disappointment in my staff is that none of them will ask for advice when they're stuck on a problem or project. I can see frustration building, but still they won't ask for help. Why?
A: Factors ranging from your expectations to your organization's environment may prevent capable folks from asking for help. Review past situations and the current environment.
Do you encourage questions? When someone comes to you, do you stop what you're doing and welcome the interruption?
How do you handle questions? Do you take time to listen to the question carefully? If it's a good question - one that could save later mistakes - do you say it's a good question?
How you respond can be either a positive reinforcement for future questions or a negative that inhibits them.
Consider, also, how you offer solutions.
Do you offer yourself as a sounding board? Before providing solutions, do you ask if possible solutions have been identified? Listen nonjudgmentally. Build on their insights or link them to your solution.
When finished, thank the person for including you in the problem-solving.
If you're doing all those things every time you have the opportunity, and they still don't ask for help, look at the organization structure. The source of the problem is often the organization itself.
Organizations that reward competition over cooperation create an environment of independence. Asking for help is often viewed as a weakness or as giving others the advantage. Such organizations should consider shifting to cooperative efforts. Collaboration can result in stronger individual performances and, ultimately, a stronger performance from the organization.
Your best bet is to lead by example. Ask your employees for their insights and help in crafting solutions.
Q: Having been out of work for more than six months has caused major depression. I have my first interview next month, but I'm afraid I won't make a good impression because of the way I'm feeling. I haven't been able to hide it. I'm in a vicious circle - I won't get hired because I'm depressed and I'm increasingly depressed because I can't get hired.
A: For the short term, you can change your demeanor to impress your prospective employer. Exercise every day until the interview. While exercising, pump up your mind. Review your skills and accomplishments. If negative thoughts surface, promise yourself you'll deal with those after the interview.
Avoid negative people until you've completed the interview. Meet with upbeat friends who believe in you and don't hesitate to say so.
Plan to make a good impression. Check wardrobe and grooming to ensure a strong impact. Think through your strengths and practice how you'll convey those during the interview.
When dressing for the interview, visualize yourself in the interview. Think how a confident, positive person would handle the interview, then visualize yourself as behaving that way.
You can, in the short run, appear confident and positive in order to meet the challenges of an interview. At the same time, work with a counselor to deal with your feelings. While depression often accompanies being out of work, it doesn't easily go away without help.
Q: I want to make changes in my department. I know change is difficult, often resisted, and takes time. I'd like to have the support of my staff. Suggestions?
A. Enlist the assistance of your staff before you begin making any change. Listen carefully to what they have to say.
Discuss the major reasons for the changes. Fully explain the proposed changes, the timeline, underlying rationale for each, and what you expect to accomplish through the changes. Note that you're committed to improving operations; however, the final product will depend on their suggestions.
Ask their help in identifying sources of resistance to change. For example, what other departments need to be notified? Will the changes alter procedures in dealing with those other departments? Will the changes alter your staff's work to accommodate the changes?
Ask for help in evaluating the changes. How simple are the changes to understand and implement? How easy will it be to communicate the changes to others? What advantages do the changes bring? Are the changes compatible with the organization?
Encourage questioning. Ask for suggestions. Make it clear you value their input.
Use their help in modifying your proposal. When it's apparent you have their full understanding and cooperation, initiate the changes.
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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