The Disciple @Work A Tip From The Manager’s Answer Book

The word discipline often is associated with negative and constricting connotations as it is used today.   For example, control gained by enforcing obedience or order, self-control or even punishment.  However, according to Merriam Webster, the origin and etymology of the word discipline is from the Latin disciplina meaning teaching and learning, or as I heard recently, to impart knowledge and to enlighten.

When you think of disciplining one of your employees are you thinking of it in a negative, constricting way, such as to punish? Or are you thinking about it, as we would suggest, in a constructive way — a way to teach and thus have the employee learn?  In other words, is it a means for you to impart knowledge?

Manager’s Tip:  Manager’s often ask how to address workplace behavior without it appearing punitive. We advise in The Manager’s Answer Book that taking corrective action is not necessarily punitive action — and if you approach it as continuing development process or a teachable moment, it need not be an unpleasant experience for the manager or the employee. Rather than thinking of yourself as a disciplinarian or a task master, think of yourself as a disciple – a teacher or advocate of the employee.

We have more to say about corrective action and you can read it all on page 59 of in The Manager’s Answer Book.

The Disruptor @Work A Tip From The Manager’s Answer Book

“Engaging in virtuous practice is as hard as pulling a tired donkey up the hill, but engaging in negative, destructive activities is as easy as rolling a boulder down a steep slope.” A Tibetan saying. 

My yoga instructor starts and ends each practice with an inspirational reading or intention for the practice. When she read this one, it struck a sensitivity about workplace behavior. 

Manager’s Tip:  Managers are often confronted with destructive behavior at work and we ask in The Manager’s Answer Book:  “What can I (any manager) do to keep such behavior to a minimum?”  Don't act in kind by rolling those boulders down a steep slope and engaging in joking and teasing that could be disruptive or worse discriminatory. Even if the behavior is not discriminatory or harassment just yet, you could be heading in that direction. 

What to do? Pull that tired donkey up the hill.  In other words, be proactive in order to prevent inappropriate behavior from growing worse. Talk about disruptive behavior of all types in meetings with your staff. Let them know that such behavior – joking and teasing about personal characteristics or groups of people, for example – won’t be tolerated.  Explain the organization’s values and how those values are exhibited through everyone’s positive behavior. Yes, this may be harder than ignoring it – which is just as destructive – but the results are well worth it. 

To read our full answer about managing disruptive behavior, see page 121 in The Manager’s Answer Book.

Are You Ready For a Four-Day Workweek? A Tip From The Manager’s Answer Book

A firm in New Zealand recently tried an interesting experiment. They let their employees work for days a week while being paid for five days. The results were surprising to many—productivity went up while work/life balance increased by 24%.  Employees returned to work energized after their time off. 

According to a July 19, 2018 New York Times article, “Supervisors said staff was more creative, their attendance was better, they were on time, and they didn’t leave early or take long breaks. Their actual job performance didn’t change when doing it over four days instead of five.”

There’s a lot we could learn from this experiment, primarily employees saw a significant increase in work/life balance when they had time away from work. They said they “spent more time with their families, exercising, cooking, and working in their gardens.” The firm found this experiment so successful it plans to make it permanent.

While a four day workweek may not be what your organization can support, think about how complicated our world is these days. Today’s employees, especially Millennials, want a real balance between the time they spend at work and the time they spend doing the things they need to do to stay sane!

Manager’s Tip:  We address this issue in The Manager’s Answer Book: “How can I address my employees’ desires for work/life balance with my business requirements?”

Some of the suggestions we offer are flexible work schedules such as a compressed work week or the option of working from home a day or two a week. As long as the work gets done in a timely manner and to your requirements, cut your people some slack on when they physically need to be at your place of work.

Encourage your employees to take time off. We’ve all heard the alarming statistics about how many Americans don’t use their vacation time because they’re afraid they won’t be seen as totally committed to their work. Everyone needs breaks to refresh and rest. Let your people know you want them to take time off and model what you want them to do—take your vacation time and use weekends to disconnect yourself. You’ll be amazed at how creative you are when you are away from work pressures.

Going back to the New Zealand experiment above, don’t you want your employees to be more productive and more energized?  If you can accomplish that in less time so your people have better work/life balance, all the better!

For more tips on work/life balance, see page 106 of The Manager’s Answer Book available on Amazon at: https://tinyurl.com/y8e4ohe2

A Lesson from Barbara Bush A Tip From The Manager’s Answer Book

I may be paraphrasing, but this is one of the stories about Barbara Bush I heard on the news the evening of her death. It was a conversation she had with her son, George W. Bush, during a visit to her home while he was president.

Barbara Bush:  “George, get your feet off my table.”

George H.W. Bush:  “You can't talk to him like that. He's the President of The United States.  

Barbara:  “Yes I can. He’s my son and he knows better!”

Manager’s Tip:  What a wonderful lesson for all leaders. We ask in The Manager’s Answer Book what it means to assemble a personal board of directors. Shout this from the rooftops. Surround yourself with people who tell you what you need to hear, not what you want to hear. All managers should surround themselves with trusted advisors from whom they can solicit honest advice and feedback. This should start with your team members, but don’t stop there. Include colleagues -- peers and even your boss’ peers -- from throughout the organization who will not be afraid to be honest with you and give you feedback. 

You can read all we have to say about assembling your personal board of directors on page 23 of The Manager’s Answer Book.