Gratitude and Reflection

Labyrinths—those meandering paths, often unicursal, with a singular path leading to a center. Dating back 4,000 years or more, labyrinths are used symbolically, as a walking meditation, a choreographed dance, or a site of rituals and ceremonies, among other things. Labyrinths are tools for personal, psychological and spiritual transformation, which can invoke mindfulness and a state of personal contemplation. They can also be wonderful tools for community building or team building.

I recently learned that there are more than 100 labyrinths in New Mexico, where I now reside. They are in churchyards, school playgrounds, public parks and private retreats throughout the state. I know there is one in a churchyard not far from where I live. And I’ve walked one at Ghost Ranch in Abiquiu, NM.  There are several in the Washington DC metro area where Barbara lives as well.

It’s probably no accident that I came across this information about labyrinths this month in New Mexico Magazine.  November is a month for reflection and gratitude—time to pay homage to the people and things that are important. And New Mexico is such a restful and contemplative place. 

Consider what’s been accomplished in your organization this year and take time to celebrate those successes.  Give thanks to the people who made those successes happen.  Reflect on your own organizations culture—its traditions and celebrations.  It’s a perfect time to review the past, and learn some lessons from past experiences before looking to the future and the year ahead.

Barbara and I have a lot to be grateful for this year. We’ve had some wonderful opportunities to talk about our books and are very grateful to all of our readers who support us.  We’ve had wonderful feedback from our beta readers for our upcoming book which is on track to be published during 2020. We’re grateful to them for being part of our journey. 

You don’t necessarily have to walk a labyrinth to reflect on the past year, but if you want more information about them, including the location of one near you, contact the Labyrinth Society (https://labyrinthsociety.org).  If you decide to experience one, step into it with purpose while you pray, recite a mantra or walk in silence as you reflect. No matter what you do, take some time during this month of gratitude to consider all the things that grace your life.  

Is this Respectful?

Microaggressions, those prejudiced comments and actions that are indirect, subtle, or intentional forms of bias, are more common in the workplace today than you might imagine them to be. Often hard to recognize, they have a negative impact at work.  Microaggressions cross boundaries—physical, personal, and interpersonal boundaries. They can devalue other people, impact feelings of inclusion, and diminish employees’ contributions.  If they are lodged against people of color, women, individuals with disabilities, or other protected groups, they can be forms of discrimination, especially if they occur frequently. 

On a Sunday morning in September of 2019, I read a cartoon, a column, and an article in the newspaper that all illustrated microaggressions—situations where boundaries were crossed.

Dilbert was mocking a bunch of men who are weak, stupid, and can’t solve a problem while the women can. Is it sexist because only the men are weak—not the women? Of course it is. Discrimination on the basis of sex covers both men and women, and this crossed an interpersonal boundary.

The work advice column discussed repeated and frequent disparaging comments about age directed to an older worker by a younger one. This is another example of crossing an interpersonal boundary and is a potential violation of the Age Discrimination in Employment Act of 1967, especially if the behavior is persistent. 

Then there was the article was about workplace discrimination against natural hair—natural for African-Americans.  It cited allegations of job offers rescinded and terminations that occurred because of hair style—explicit discrimination. Subtle discrimination was also included—comments about natural hair being unprofessional and the microaggression of attempting to reach out and touch the hair of an African-American colleague. This crossed a physical boundary.

Another example from a different source illustrates a manager crossing a personal boundary.  She continually complained in staff meetings about her step-child’s medical needs. A staff member had a child with similar needs and was extremely uncomfortable with the manager’s comments.

What can individual employees do to contribute to a workplace of respect? 

• Be discreet and sensitive to others. Don’t assume that other people won’t be offended.
• Consider the impact of your behavior on others. 
• Respect privacy—yours and that of others. People have varying comfort levels about discussing certain topics.

What can organizations and managers do? 

• Raise the bar on acceptable workplace behavior and accept nothing less than respect and professionalism.  
• Acknowledge employees who treat each other with respect. 
• Talk about respect, civility, and your policies, with team members. 
• Encourage employees to speak up, and acknowledge them when they do. 
• Take concerns and complaints seriously, and have a neutral process to look into them. 
• Dispel any myths that anyone is exempt from your high behavior standards.

Don’t let microaggressions take your organization down a slippery slope toward a toxic workplace. It’s up to the leaders of the organization to take on the challenge of building and maintaining positive workplace cultures.  

Honor Veterans With Jobs!

Hiring veterans is a sound business investment. Yet there are myths or concerns that often cause reluctance to do so. 

One myth is that veterans suffering from PTSD are unstable or may be a liability. PTSD is not a condition confined to combat veterans. Anyone in the population can suffer from it. Don’t let that be a barrier.  

Other myths, or assumptions, are veterans always want to be in charge or they are overly qualified and likely to leave for more pay. Like any assumptions, they may apply to some individuals but are not likely to apply to all veterans. Grant qualified veterans an interview and ask them about their knowledge, experiences and skills—in other words, their job-related backstory.

Finally, there’s the assumption that if a veteran does not have a degree needed for a particular job, then skills and knowledge are lacking.  The training the military invests in technical skills such as pharmacy tech, dental assistants, payroll specialists can be the equivalent of up to two and one-half years of civilian training. In basic training, which equals approximately six months of civilian training, veterans learn critical thinking, problem solving and accountability.  

Aside from the technical skills and security clearances veterans bring to the table, here are just some of the other reasons to consider them for jobs in your organizations.

Veterans foster teamwork. In the military, it’s critical to work as a team to accomplish the mission.  Veterans have extensive experience working to complete a mission, regardless of the time it took, or the levels of stress and adversity they faced.

Strong leadership and followership qualities.  Veterans are trained in effective leadership and are given authority over others. They are accountable for the success of the team and the mission. A good leader needs good followers to succeed and veterans understand this like no other members of the civilian society.

Trust and respect. Organizations can’t succeed without trust among its members. This couldn’t be truer than in military organizations where trust is critical for mission success. Veterans learn the importance of respect—respect for each other, for authority, and for policies and protocols along with the potential consequences of not following protocols and procedures.

Tax credits. Organizations can earn Work Opportunity Tax Credits of up to $9,600 for hiring unemployed or disabled veterans. The credit can be higher for wounded warriors.

It’s true veterans are not necessarily prepared to get jobs outside the military. That should not be a barrier either. Consider using veterans who are currently in your workforce to help recruiters understand and interpret the qualifications listed on a veteran’s resume or application.  An experienced veteran can help translate military experience to civilian job requirements.  

All veterans want to make valued contributions to the workforce, not unlike most civilian workers. Don’t be reluctant to hire these qualified man and women who are enthusiastic to learn and move your organizations forward. 

Becoming a Great Manager Tips From The Manager’s Answer Book

It happens all too often. Someone is hired or promoted into a management role without being prepared for the people management responsibilities that accompanies the position.  They were a good engineer, sales professional, or financial guru—all the best technical skills. Often overlooked when these hiring decisions are made is the people side of management.  This can cause a new manager to struggle, and those struggles affect the whole team.

Manager’s Tips: Managing people is challenging. No matter if you’re a new or seasoned manager, you should always be working to sharpen your people management skills. That is exactly why we included a question in The Manager’s Answer Book on how to up your managerial game.

Here are a few of those suggestions:

• Take advantage of books, webinars, podcasts, YouTube videos, and so many more ideas from experts
• Get to know your employees so that you understand what motivates them
• Listen carefully to your staff
• Reward successes and learn from failures
• Be a positive role model—live your values
• Find a mentor and be a mentor

We also think it is important for managers to be able to show vulnerability. Many managers make the mistake of thinking they need to have all the answers. They feel that if they admit they don’t know everything, they won’t be respected. In fact, the opposite is true. Letting your employees see that you are human actually builds respect and loyalty.

For more information, check out page 114 of The Manager’s Answer Book.  Remember that management development begins with you, so take charge of your own development.

Tips for Collaborating

Collaborating can be fun and a way to find new approaches to your work. Barbara and I always joke that we’ve written several books together and we’re still talking to each other, sometimes several times a day. Here are some tips we came across recently for getting the most out of your collaboration experience. 

Be clear. Don’t assume others understand you or what you’re going to do next. Don’t assume they are mine readers. 

Carry your weight. Once you have a clearly defined next step, do it. You can’t control other people, so focus on one thing you can control—your own work.

Have an agenda. Aimless meetings or phone calls that don’t produce anything are problems.  An agenda with clear goals and discussion items keeps you the project on track and everyone accountable. 

Don’t be shy. Yes, be polite, but don’t accept ideas you think are inferior. Don’t hesitate to offer your own ideas.

Stay visible. Nothing is more frustrating than someone who doesn’t respond to emails or texts for days at a time. Be responsive.

Remind yourself that no idea is too small. Don’t sacrifice details for focus on big picture stuff. Sometimes going down a lengthy rabbit hole can yield pure gold. 

Prepare your arguments. When you’re collaborating, you’re a committee member. Take time to organize your thoughts. 

Embrace discomfort. Collaboration sometimes means ways of working that you’re uncomfortable with, but unless this involves illegal or unethical activities, make an effort to embrace it.

Speak up early. If you’re not happy or comfortable with something, don’t simmer for months and then blow everything up. Speak up right away. And if you lose the point, be diplomatic and graceful.

Be prepared to go on alone. Give the project your best, and approach the partnership honestly. But if your partners fail and drop away, have a plan for how you’ll get something out of it anyway—and know how you’re going to handle it if you are the one who has to drop out. 

Collaborating with someone might be an amazing experience that changes how you work, or miserable one—either way it’s going to teach you something.

Adapted from an article by Jeff Summers, All Together Now, in Writer’s Digest, November/December 2019.

Why Should I Delegate? Tips From The Manager’s Answer Book

We hear this question a lot in our consulting work with managers at all levels. Some people don’t want to delegate work because they don’t want to give up doing the things they love to do. Others say they don’t delegate because they can do the work faster or better (or faster AND better) than showing someone else how to do the task.

Manager’s Tips:  If any of these reasons apply to you, let’s consider why you should delegate.

1. Delegating routine tasks frees up your time to think, strategize, and manage your team.
2. Delegating work is a way to develop new skills in your staff.
3. Delegating work shows you trust your employees which goes a long way in establishing a positive work environment.

When you are comfortable delegating, think about who is the best person on your staff to take on a new challenge. Consider who has the potential to take on this task so that you ensure a successful outcome. You certainly don’t want to set people up to fail.

When you have that person in mind, provide all the help and resources they need. Set some milestones so that you check on their progress, and make yourself available for consultation. Don’t forget to reward their good performance.

For more information on how to be a good delegator, see page 54 of The Manager’s Answer Book.

Becoming a Great Boss

When we were writing The Manager’s Answer Book, we gathered a lot of great questions that managers were likely to ask.  We interviewed other successful managers, and we drew from our own business experiences.  Once the book was published, we were the ones being interviewed about the book.

To celebrate National Boss’s Day, which falls on October 16 this year, we wanted to share some of our insights, recognizing that individuals are often promoted with little preparation or training.  They’re not prepared for managing themselves or others in the new role. 

So we looked back on some of the questions we were asked.  If you want to be noticed and acknowledged as a great boss, what’s the most important thing to do?  Well, you’ve got to develop a personal brand.

Why is having a personal brand so important?

As a manager, all eyes are on you.  You have to show you are credible and competent to be successful.  Your brand is how you present yourself—how you communicate, act and interact with others. Interactions aren’t limited to your staff, which are, of course, important. They also include interactions with people both inside and outside the organization. As a manager, you are representing the organization, so you always want to be mindful of how your actions uphold the organization’s positive culture.  Lead by example—others will follow and behave similarly. 

What traits are important in building a positive personal brand, and how should a manager exhibit those traits?

Clearly, at the top of the list are ethics and integrity. This means being true to your values and principles and making decisions that don’t contradict them.  Seek out people with common values, and respect the people around you. Avoid being judgmental of others.  Trustworthiness is also at the top of the list.  Maintain confidences, exercise discretion, and avoid rumors and gossip.  Listen to your staff, and be as transparent as you possibly can. Be fair and consistent with your staff, and admit when you are wrong.  And finally, have courage—show the confidence and integrity when you see something is wrong or not moving in the right direction to say something. Confront wrongdoing, no matter where it’s occurring. In addition, courageous leaders not only speak out and take an opposing point of view, they may also advocate for ideas and positions that might not appear to be popular.

Being a manager is hard work.  Being a great boss is even harder. So, celebrate great bosses on October 16.  Do something festive. Decorate their offices. Take them to lunch. And if you want to give them a gift, we’d be honored if you gave them a copy of The Manager’s Answer Book.