Smart strategies for working with schemers
Does your workplace include a scheming type who seems to play games with people? They’re difficult to work with, but not impossible. The key is to understand what’s happening – and to be ready with a few smart strategies. 1. Many schemers get their way through subtle bribes. They put on a friendly air and vaguely promise to help at some point down the road – in exchange for an immediate favor. Their favorite phrase is “I owe you one.” But they rarely deliver on their promises. When they approach you to make a deal, take a pass. 2. When a game-player turns on you, the best response is a cool head and plenty of unassailable facts. For instance, if a scheming colleague is going behind your back to spread rumors that your project is way over budget, come to the next meeting with the latest figures proving otherwise. Don’t be confrontational – just present the facts, take questions, and let reality clear up any misunderstandings. 3. If the person is more aggressive, actively trying to sabotage your work, find a chance to engage him or her in civil conversation about it when colleagues are around – preferably in a meeting. Explain what you’re seeing and how you interpret it, and ask whether your concerns are justified. Be specific and detailed, but also be concise. End by asking your colleague for their take on things. What you want is to create a public awareness of what’s happening. 4. Don’t forget that scheming types are human beings too. To improve the chemistry of this person’s relationship with you, look for any impromptu opportunity to talk with them about anything that’s unrelated to work. Let’s say the person loves football and you both saw the championship game – then start a conversation about that. Or you see a child’s artwork taped to his office wall – ask about it. You won’t rewrite history or change the person’s neural wiring, but a few sincere comments will likely warm up the situation. By Tom Terez •...
Read MoreTurn panic into success with these 5 practical actions
What do you do if you’re put in a role that’s way outside your comfort zone? My friend Steve has an answer. Assigned to lead a super-demanding IT project, he started to panic over his lack of technical know-how. But he pulled it together and turned his nightmare into a noteworthy success. The team got the job done ahead of schedule and under budget. If you’re ever similarly overwhelmed, put this five-part Steve strategy to work: 1. Take copious notes. During team meetings, Steve wrote down key points, themes, and terms. He still does, taking time afterward to study the notes, make connections, and figure things out. This speeds up his learning process. 2. Build a network of trusted explainers. As Steve grew familiar with the technical details, he began to learn just how much he still had to learn. He built a bond with several trusted colleagues who would take his questions outside of regular team meetings. He’d scribble their answers in his notebook. 3. Make connections with people on their terms. When Steve needed information from the one person in the company who knew all about a particular operating system, he approached thoughtfully. The man was widely known as a brilliant yet prickly problem-solver who associated with very few people. Steve had heard that the guy was interested in all things automotive. So instead of launching into his computer questions, he started a casual conversation about his recent struggle with a bad transmission. The man’s problem-solving gears began turning, and they talked cars for 30 minutes. After that, Mr. Touchy was more than happy to answer Steve’s questions. 4. Pose key questions to help teams get smarter. Every once in a while, Steve would ask a “dumb” question at a project meeting. These were summary-type questions aimed at getting team members to question their assumptions, see the big picture, and reboot their thinking. For instance: “Let’s step back and take a look at the overall flow here. What does the user enter, how long should it take, and how again does this information get processed?” 5. Earn respect the old-fashioned way. As the weeks unfolded, Steve followed his three rules for earning respect: always put in a full week of work, always give an above-average performance, and make lots of friends. It’s common sense that’s all too uncommon. If you can exert your work ethic and your emotional...
Read MoreThe top 10 ways to bring out the best in people
1-page handout – 64KB Want to bring out the best in yourself? Then bring out the best in others. Here are 10 ways to take action, whatever your workplace role. 1. Think how, not what. Assignments and deadlines keep us focused on the work itself – sometimes so much that we lose sight of the people who do the work. Maintain a wider perspective. Instead of asking people what they’re doing, ask them how they’re doing. 2. Work it out now. When conflicts arise, letting them simmer is easier in the short term – but destructive in the long term. Unless you’re fond of grudges and hurt feelings, start resolving today’s conflicts today. 3. Just say thanks. There’s no need for fancy awards and rewards – because there’s no substitute for simple, sincere appreciation. Make a habit of putting your gratitude into words. 4. Take action inclusively. A bias for action is a good thing. But the action should be done with people and not to them or despite them. If you’re going to implement anything that affects anyone, gather a group of co-creators. 5. Turn up the differences. A workplace full of clones would be easy to manage. And boring. And terribly unsuccessful. Look for and leverage the many differences that you and your colleagues bring to the table. As long as you share meaningful goals, you’ll achieve uncommon success. 6. Make a point of asking. When you’re full of certainty about a situation, resist the urge to declare your perspective as the end all. Replace statements with questions in order to activate that nearby know-how and creativity. Go from “here’s what I think” to “what do you think?” 7. Tell stories. If you want to shape the workplace culture, become a positive gossip who dwells on what’s going right. Look for examples of employees serving each other and their customers. Then tell those stories over and over. 8. Engage people in return. When someone tries to engage you in conversation, be conscious of your reaction. In a hectic work environment, it’s easy to be dismissive. Take the time to open your ears and mind. 9. Show your emotions. You’re not a robot or a potted plant. If you’re thrilled, angry, enthused, confused, curious, or whatever, let it show in a constructive way. 10. Be the real you. We’ve all met people who are one way one day –...
Read MoreThe 10 Commandments of a Happy Work Life
1. Thou shalt honor thyself Your brain can process 100 trillion instructions per second while using the equivalent of just 12 watts of power. Your heart beats 100,000 times per day, carrying your blood some 12,000 miles. You’re able to imagine, create, communicate, and love. Take time to be in awe of yourself. 2. Thou shalt be true to thyself Only one person has your portfolio of experience, know-how, skills, and style. You’re in charge of putting it to work without compromise. If you need inspiration, consider Mother Teresa, Martin Luther King Jr., and Thomas Edison. These greats (and many others) enriched the world by making the most of their differences. 3. Thou shalt speak up When you have a good idea, share it. When you have a question, ask it. When your help is needed, offer it. When you envision a better approach, put it in spoken word. Your voice needs to be heard. 4. Thou shalt strive to simplify Take a fresh look at your schedule, and eliminate activities that seems important but aren’t. An action is either mission-driven or mere motion. Keep the former, ditch the latter. 5. Thou shalt assume the best Few people wake up and declare: “I’m going to make this a horrible day for myself and my co-workers.” Most people want good days in which they use their know-how, exercise their creativity, and make a positive contribution. Assume and expect the best, and you’ll see more of it all around you. 6. Thou shalt fix processes, not people It’s tempting to blame that missed deadline or fouled-up project on a nearby colleague. But the fact is, problems almost always occur because of process issues, not people. So cut your co-workers some slack — and enlist their help in analyzing and improving how things get done in your workplace. 7. Thou shalt serve a greater purpose Henry David Thoreau put it well: “It is not enough to be busy — so are the ants. The question is: What are we busy about?” What is the mission that gives meaning to all of your work-related busyness? 8. Thou shalt be interested Want to be interesting? Then be interested — in people, processes, clients, customers, competitors, and more. Open your eyes wider. Be more curious. Seek new challenges. Start more conversations. Make a point of asking questions rather than making statements. Turn your work world,...
Read MoreFlashlight wisdom: Get it done one step at a time
When is it easy to run uphill? When you can’t see the hill. I learned this lesson as a runner — but I’ve used it the most in my work life, whenever I take on big projects. Perhaps you can put it to work too. Several years ago, I started running with a few other early risers. We’d hit the wooded trail before sunup, using flashlights and headlamps to show the way. We did our running in the aptly named Highbanks Metropark, where the glacier-shaped terrain goes up and down. I had run these trails many times before, but in daylight. They always wore me out. Darkness changed all that. The hills seemed flatter. I felt stronger. And I’d finish my runs with more energy and a greater sense of accomplishment. What was happening? With the flashlight beam reaching just 10 feet ahead, I couldn’t see those upcoming inclines. So I wasn’t experiencing the hill-induced anxiety that can wear on mind and body. Everything seemed easier. It can happen at work as well – wherever there are big projects or looming deadlines or anything that involves a steep climb. If you stare too far ahead, fixating on the full challenge in all its enormity, it can seem overwhelming. Intimidating. Exhausting. So try some self-imposed darkness. Focus solely on the next few steps. Get those done. Look to what’s next. Take more steps. Repeat. You’ll need a project plan of some sort. Think of the on-paper plan as your trail map, and the steps themselves as your trail. Then get going and keep going, one step after another. The actual flashlight is optional. By Tom Terez •...
Read MoreWant more trust at work? Then make it visible
Trust can’t be seen, heard, or touched. It can’t be booted up or turned on. It can’t be crisply measured or defined. Yet trust is the foundation of good dialogue, great teamwork, and true community in the workplace. It’s that important. So how do you turn this elusive intangible into an everyday reality? By making it visible. Here are four practical actions: Talk about it Words have their own creative power — to such a degree that what we talk about is often what we become. So start a conversation about trust with your colleagues. Try to make this an ongoing dialogue that keeps trust on everyone’s radar. You might have to wait for the right opening to get people talking. For instance, the start of a new team project can be the perfect springboard for dialogue. Have team members describe what strong trust would look like, then brainstorm specific ways to make it happen. Go for it Back up your words with action. Take a leap of faith and show greater trust in more people, even if you have to grit your teeth while doing it. Delegate that task you’ve been holding onto for years. Ask for help from that co-worker you’ve been keeping at arm’s length. Hand out that data you’ve been keeping so close to the vest. Push for a wider sharing of decision-making responsibility. Encourage people to pursue and develop their own ideas. As you show greater trust, you’ll get more in return while inspiring others to follow your lead. Assess it Make a point of evaluating the extent of trust in your workplace. Do this with colleagues on a regular basis. If you have a monthly meeting, for example, make it a 10-minute item on the agenda. One approach is to have people share recent examples of trust in action. Simple storytelling is a great way to make trust visible while figuring out what works when it come to building trust in the workplace. Reinforce it Underscore the importance of trust and trust-building by writing it into job descriptions, performance evaluations, team evaluations, values statements, and elsewhere. Include it in criteria for making hiring and promotion decisions. Make it the focus of specific questions in employee surveys. Added up, all these references remind people that trust is integral to their success as individuals and to the overall success of the organization. By Tom Terez...
Read MoreYou know your meetings are terrible, so try this
Yes, painless meetings are possible. Here are 6 ways to make it happen — starting with NOT having a meeting.
Read More10 ways to jump-start that apathetic co-worker
You can’t use jumper cables, but there’s a lot you can do to energize your unengaged colleague. Here are ten steps for a sure start. 1. Adjust your own attitude. Instead of writing the person off, identify their one or two biggest strengths. Focus on these positives whenever the two of you are working together. 2. Tell them their strengths. That’s right, when you get an opportunity, pay them a constructive compliment that affirms what they’re good at. Don’t be surprised if they’re surprised, because most people go through life all too unaware of their greatest gifts. 3. Cite the importance of their role. When the time seems right, mention how their job contributes to a greater good. “John,” you might say, “if it weren’t for your great work on these applications, we’d never get these grants, and we’d never be able to serve as many people as we do. 4. Seek their input. When challenges arise, approach your listless colleague and ask them to weigh in with their thoughts. If their first few comments are meager, keep asking until they say something substantial. 5. Involve them in anything new. Got a new project or a new task force? How about a new training event or a new initiative to hear from customers? Get them in the mix, preferably in a role that taps their strengths or interests. 6. Give them more control. If you’re a manager and you find yourself frequently telling people what to do, stop being directive — and let them figure out their own approach. If several things need to get done right away, let them decide where to begin. If you can circulate information that will bring more people into the loop, start sharing. 7. Make a habit of it. All of the above actions work best when they’re done day after day. They’re like dental braces: You have to leave them on for a year or more before they work their change-management magic. 8. Have a one-on-one. If the apathy persists and you’re concerned about your co-worker, consider talking with them. Share your observations in a caring way, then ask if there’s anything you can do to make their work more engaging. 9. Know when to fold up. Some people seem hardwired for apathy. If your best long-term efforts with a colleague fail to generate a spark, direct your energy elsewhere. Just make...
Read MoreThe problem with “my employees”
What could be wrong with “my employees”? The answer might surprise you.
Read MoreNeeded: Supervisors with super vision
Supervision can be interpreted in two sharply different ways. One way is super — the other, not so much.
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