An old joke makes the point. It's 2:00 am and the husband can't sleep. He tosses and turns. He's not told his wife that they're in financial difficulty and the bank is on the verge of forclosing their mortgage. His wife, now also awake, wants to know what the problem is? Husband breaks down and tells her why he can't sleep, that their house will be forced into foreclosure.
She runs downstairs, makes a phone call, comes back to bed, and says, "Now you can go to sleep. I called the bank manager, told him we can't pay the mortgage and now it's his problem."
I do understand that this metaphor only goes so far. Using this approach the couple will lose their house. The point to remember is that the wife transferred the problem. Managers think they own all the problems, when in fact the employees have an equal responsibility for all the problems of the workplace. Transfer the problem to your employees, that's the bigger part of your job.
The standard performance review wisdom out there assumes the manager is the only one with any responsibility and the employee is like an impudent puppy that needs to be cajoled into staying interested in the work. That's just not accurate.
I'll remind you of a couple of things. You are paying these people money, do you think they might owe you some interest?
Another thing, don't comment on behaviour traits. For example you'll see phrases such as; is happy to be here, demonstrates a high level of self confidence, has a pleasant personality. Yes this is traditional unthinking review phrasing but it's just plain wrong.
If the person is unhappy, unconfident, and unpleasant they are hindering the workflow. Why not say that? Get them very interested in solving their problem, (formerly yours). Tell them workflow needs to increase and you'd like a list of things that might improve that. They make the list, not you.
Truth is, I (and you) don't care whether people are unhappy or happy at work. We both care that employees made the right career choice, move the work, and don't demotivate others. Why don't we say that? What happened that we have to comment on someone's traits? Think for yourself, you'll arrive at the same conclusions.
Performance review literature is written as if we're dealing with a volunteer workforce that got sent by someone else and are not here of their own volition. Let's change that. Learn to transfer the problem and sleep easily!
Next week Wednesday Nov. 17th, subject is Performance Reviews, - this is not your father's performance review. You don't have a problem, your employee now has a problem. And you? - you will sleep very well, - I promise you!
See you for breakfast,
Wolfgang
a.) This seminar is as good as full. We may have a few seats left, please call Rachel and check our numbers. You can also ask for my 22 page white paper, Performance Reviews, "It's not about you, it's about what I need." 604-931-6813.
b.) Individual tickets are $135. Or you can book this as a Lunch n' Learn, small group price, $650.
c.) No I'm not nasty. Let me clarify my point about not caring whether people are happy or unhappy at work. However I do care that people make the right career choices. That they choose the right company, the right industry, and the right job. Make that commitment within yourself now do your work and don't worry about liking it. Millions of people do situps not because they like it, but because they know it's the right thing to be doing. Job satisfaction is automatic when you're engaged in the right endeavour. There is no bad work and salary increases are never needed when you've found your life's calling. And if this sounds like hot air to you, redo your resume and find the job you were intended to work at. You've outlived your current usefulness.
Friday, 12 November 2010
Tuesday, 9 November 2010
"Welcome to Canada."
Maybe we all need to hear that "welcome to your new country" speech. Many of us have been here too long and take things for granted. This is the best country in the world to live in. This morning's economic news says "West Jet profits Soar." I blinked, an airline crowing about it's profits, (up 72% over last year), it's been a while! I do know that if airlines are making money, the rest of us aren't far behind.
In Canada, three car manufacturer's sales are up over last year: Ford 8%, Honda 14%, and GM 5.8%. Car sales are one of those leading indicators that tell you whether your employer is going to do well or not. In France unions are fighting legislation to change retirement from age 60 to 62. Oh the hardship of it all. meanwhile France's economy is stumbling under the weight of these social plans. Heh, you should have moved to Canada!
I can go on but in general, countries around the world are struggling while the good news for BC keeps popping up in our headlines. BC enjoys a mild weather climate and it also enjoys a preferred economic climate. The world is trying to immigrate to Canada, and when they get here, they're trying to move to BC. You and I are already here!
I can't tell your employees this, but here's what I would tell my children.
1. At work keep very quiet, (as in 'shut up'), and thank your lucky stars you're employed and that you live in BC. In the entire world, this is the best place to be.
2. Don't ask for a raise. Your employer has been hit with at least a 30% drop in revenues and is trying to rebuild. Just be grateful you're working.
3. You have a regular paycheque which is more important than a big paycheque. Whatever you're getting paid, - it's enough. If income mattered then only poor people would have financial troubles, and that's not true. When people have financial difficulties they come from all income levels. When people succeed financially, their income usually doesn't have much to do with it. Asking for more money means you don't understand money and I've taught you better than that.
4. Think of your paycheque like chinese food. Eat all you want, you'll be hungry in an hour. What you do with your paycheque is what matters. Assets, net worth, is something you can do with any income. Financial security is about character, not about income.
5. If you don't like your boss, don't complain. Find a different job. What's the matter with you? Your grandfather brought me here on a refugee freighter that lacked both concierge and business centre. It had bunk beds, three high, like a floating camp. I researched it. Today I have clients with bigger yachts than the boat I came over on.
6. If you don't like your co-workers, treat them like your own children. With kindness, patience and a helping hand. Everything will change for you and for them. The only people that annoy us are the ones we don't like. Start liking people.
7. When you get a performance review, listen and accept what they tell you. Don't prepare for it. I know I told you you're special, but I'm your Dad and sometimes I tell lies. In the big world, special is a place you have to earn on your own. You can do it if you listen.
8. I love you, you're the best kid a father could ask for. You are special.
On Nov. 17th, besides performance reviews, I'm going to help you deal with the pushback and resistance that goes with evaluating people. It's the reason for today's letter, to help you remind your staff about how lucky we all are. Don't give out more money, remind everyone we're lucky to be where we are!
See you for breakfast,
Wolfgang
"Welcome to Canada," the seminar
A lunch and learn, 1.5 hr event that reminds employees how lucky we all are. Why your company is great. Why the executives aren't incompetent, their customers are valuable, their products and prices are fair, and that they're not surrounded by incompetents and that whatever they're earning, - it's enough! When it's over they'll all be laughing and happy they're working for you.
Things are fine in your company and in this province. We as leaders have to take a stronger stand and make our case. Let's lead, - from the front of the room, ok?
GVRD Lunch and learns start at $650 for groups of under 20, in your boardroom.
"Work is like wrestling a gorilla. You don't quit when you're tired—you quit when the gorilla is tired." (R. Strauss)
In Canada, three car manufacturer's sales are up over last year: Ford 8%, Honda 14%, and GM 5.8%. Car sales are one of those leading indicators that tell you whether your employer is going to do well or not. In France unions are fighting legislation to change retirement from age 60 to 62. Oh the hardship of it all. meanwhile France's economy is stumbling under the weight of these social plans. Heh, you should have moved to Canada!
I can go on but in general, countries around the world are struggling while the good news for BC keeps popping up in our headlines. BC enjoys a mild weather climate and it also enjoys a preferred economic climate. The world is trying to immigrate to Canada, and when they get here, they're trying to move to BC. You and I are already here!
I can't tell your employees this, but here's what I would tell my children.
1. At work keep very quiet, (as in 'shut up'), and thank your lucky stars you're employed and that you live in BC. In the entire world, this is the best place to be.
2. Don't ask for a raise. Your employer has been hit with at least a 30% drop in revenues and is trying to rebuild. Just be grateful you're working.
3. You have a regular paycheque which is more important than a big paycheque. Whatever you're getting paid, - it's enough. If income mattered then only poor people would have financial troubles, and that's not true. When people have financial difficulties they come from all income levels. When people succeed financially, their income usually doesn't have much to do with it. Asking for more money means you don't understand money and I've taught you better than that.
4. Think of your paycheque like chinese food. Eat all you want, you'll be hungry in an hour. What you do with your paycheque is what matters. Assets, net worth, is something you can do with any income. Financial security is about character, not about income.
5. If you don't like your boss, don't complain. Find a different job. What's the matter with you? Your grandfather brought me here on a refugee freighter that lacked both concierge and business centre. It had bunk beds, three high, like a floating camp. I researched it. Today I have clients with bigger yachts than the boat I came over on.
6. If you don't like your co-workers, treat them like your own children. With kindness, patience and a helping hand. Everything will change for you and for them. The only people that annoy us are the ones we don't like. Start liking people.
7. When you get a performance review, listen and accept what they tell you. Don't prepare for it. I know I told you you're special, but I'm your Dad and sometimes I tell lies. In the big world, special is a place you have to earn on your own. You can do it if you listen.
8. I love you, you're the best kid a father could ask for. You are special.
On Nov. 17th, besides performance reviews, I'm going to help you deal with the pushback and resistance that goes with evaluating people. It's the reason for today's letter, to help you remind your staff about how lucky we all are. Don't give out more money, remind everyone we're lucky to be where we are!
See you for breakfast,
Wolfgang
"Welcome to Canada," the seminar
A lunch and learn, 1.5 hr event that reminds employees how lucky we all are. Why your company is great. Why the executives aren't incompetent, their customers are valuable, their products and prices are fair, and that they're not surrounded by incompetents and that whatever they're earning, - it's enough! When it's over they'll all be laughing and happy they're working for you.
Things are fine in your company and in this province. We as leaders have to take a stronger stand and make our case. Let's lead, - from the front of the room, ok?
GVRD Lunch and learns start at $650 for groups of under 20, in your boardroom.
"Work is like wrestling a gorilla. You don't quit when you're tired—you quit when the gorilla is tired." (R. Strauss)
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