ROANOKE TIMES
Copyright (c) 1996, Roanoke Times
DATE: Sunday, October 13, 1996 TAG: 9610110023
SECTION: BUSINESS PAGE: 3 EDITION: METRO
COLUMN: WORKING IT OUT
SOURCE: CAMILLE WRIGHT MILLER
Q: A friend has been telling me about training which guarantees jobs when the training is completed. Are these on the level?
A: Explore your career options and make your decision based on evidence and information. Any program you ever consider should be researched. Call and request catalogs from the sponsors. Read the information carefully - the documents often serve as contracts and state an institution's limited responsibilities.
For example, a training institute may guarantee employment opportunities, but not explain that graduates have to relocate to another state. Look for what is stated as well as what isn't. Ask questions when you feel information is missing.
Visit the program site. Even if your funds are limited, you can't afford not to. Visit while classes are in session. Pay attention to atmosphere, attitudes, and to the classroom. Talk with students and instructors; ask their opinion of the program. Ask for names of graduates you can contact. Call and ask if they're satisfied. Ask them about job opportunities.
Ask about accreditation. Your credentials will be more valuable if the institution has the accreditation.
Call prospective employers. Ask their opinions about the training program. Employers will often steer you away from programs they feel are inferior or make recommendations for programs they respect.
The more you research your possibilities and alternatives, the better your decision will be.
Q: This sounds stupid, but I think I'm surrounded by "yes" people. Whatever suggestion I propose, my employees agree with me immediately. They don't always appear enthusiastic, but they always agree. How do I get their best thinking rather than their fast agreement?
A: It's possible that all your ideas are worthy of full support from your staff. Few of us, however, have that kind of genius.
Before you consider making changes to increase dissension, even if you'll gain positive results, make sure that you're able to accept that dissension.
Present behavior generally stems from past experience. If, in the past, employees offered differing opinions and were put down or suffered some other negative consequence, they'll be unlikely to disagree now or in the future. Search your memory for examples of negative feedback on your part.
If they've suffered negative consequences for disagreeing, you have to regain their trust before they'll have the confidence in you necessary to share their thoughts. Consider how you ask for input. When introducing an idea, be clear that you're working in the preliminary thought stage. Say that you're convinced a better plan will emerge if everyone helps shape the idea or project. Go to folks individually and ask for their ideas. Make sure the final plan includes their ideas of merit and credit for those ideas.
Give preliminary ideas to work groups or teams and let them carry the idea from that starting point to completion. Ownership of a project nearly demands fuller participation.
If none of the above works, evaluate the hiring decisions you're making. You may be defeating yourself by hiring individuals who haven't the experience or desire to disagree. If that's the case, revamp your hiring practices.
Q: I read and attend seminars to stay current with management practices. Everything's helpful for the moment, but I can't keep it all in my head. The result is that I'm spending time and money and not changing my approaches in any noticeable way.
A: When reading or attending a workshop, keep in mind the goal of the session. What's the major desired outcome? As you're reading or listening, note the steps or behavior changes necessary to reach that goal.
Leave the material alone for 24 hours. After a day, review the steps and evaluate how compatible they are with your current style. Choose one step, either the easiest or the most significant, and implement it consciously for two weeks.
At the end of that period, evaluate how comfortable you are with the step. How comfortable are you with it as part of your daily activities?
If it doesn't work, modify the step so it does. Then attempt it for another two weeks. If you're comfortable with the change, take the next step. Add a new step every few weeks. Note on your calendar the review dates so you can measure your progress. Learning is rarely an "aha" moment that transforms us. Learning is a committed process which takes time and attention.
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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