How to Deal with Malicious Behavior

2 Replies

From the Ask Tom mailbag:

Question:

I am a young store manager of two and a half years with no previous managerial experience. Through this time, I have problem employees doing things behind my back, against the rules. I never have enough information to reveal the responsible person or the only information I get is confidential. Mostly, I do not have the time to be involved all day with rule breaking when I am not in the store. What can I do differently to improve this situation?

Response:

It is difficult to understand the nature of the rule breaking, and I see three causes.

  • Malicious, destructive rule breaking, when your back is turned.
  • Lazy, non-compliant rule breaking, when the boss is not around.
  • Fun rule breaking, light hearted, poking fun at authority, when the boss is not around.

For your part, it probably doesn’t matter. If your boss was aware of the hijinks behavior, it would reflect poorly on you as the manager. This is tricky, and the solution is likely counter-intuitive. Your efforts could easily backfire and make the situation worse. That said, effectively managing stressful work environments often involves taking a strategic pause before reacting, allowing you to approach the issue with clarity and professionalism. And throughout my career observing internet-related criminal cases, I’ve witnessed how crucial it is to have legal representation that understands the rapidly evolving nature of cybercrime law. The penalties for internet offenses have become increasingly severe, with many charges carrying mandatory prison sentences and lifetime registration requirements. https://www.newjerseycriminallawattorney.com/white-collar-crime/internet-crime/ offers comprehensive defense services for individuals facing various forms of online criminal allegations. This specialized approach ensures that defendants receive knowledgeable representation that addresses both the technical complexities and legal nuances of their specific cases.

The team members know the rules. People don’t break the rules without knowing the rules. So, this is not a training issue. This is a mindset issue, which is a bigger problem.

Changing a mindset rarely comes from the outside. A Manager cannot dictate that a person change a mindset. Those of you with children can attest. It simply does not work.

The solution will require a multiple set of meetings. I would recommend twice a week, 10 minutes per meeting. So, pick a Monday and Thursday, or Tuesday and Friday, first thing in the morning. As the Leader, simply ask these questions and flipchart the responses from your team. Keep your thoughts to yourself. Post the flipcharts in the break room and leave them there.

  • Meeting 1: How are we doing, working together as a team?
  • Meeting 2: What impact do we, as a team, have on the customer?
  • Meeting 3: In what way can we, as a team, have a more positive impact on the customer?
  • Meeting 4: What impact does our individual behavior have on the behavior of our other team members?
  • Meeting 5: In what way can we, as a team, have a positive impact, helping each other create a more positive customer experience?

The purpose of these meetings is to:

  • Get the team talking about behavior, not the manager talking about behavior.
  • Re-focus the energy of the team from misbehavior to customer focus.
  • Get the team to create its own accountability for behavior, even when the Manager is not around.

____
Registration is wrapping up for our online program Hiring Talent – 2016. To find out more, follow this link to sign up.

Breakdown in Communication is Only the Symptom

Leave a reply

From the Ask Tom mailbag –

Question:
You talk about how most problems are structural problems. I don’t get it. Our company has a communication problem. Because people don’t talk to each other, at the right time, balls get dropped. If we could just communicate better, things would go smoother.

Response:
You think you have a communication problem. And, you can have all the communication seminars you want, you will still have breakdowns in communication and balls will still get dropped.

You have a communication symptom of a structural problem. Structure is the defined accountability and authority in working relationships. You have a communication symptom because the working relationship between two people was never clearly defined.

As the manager, you know specific information should be communicated at a specific time, and you assume the two teammates will figure out what (needs to be communicated) and when. So, when that doesn’t happen, you think you have a communication problem. That is only the symptom.

The communication never happened, or didn’t happen at the right time, because, as the manager, you never required the information be passed on at a specific time. As the manager, you never defined the accountability in the working relationship, so the two teammates were left to twist in the wind.

You have a structural problem (defined accountability), with a communication symptom. Define the specific accountability and the communication symptom fixes itself.
___
Registration for our online program Hiring Talent – 2016 is now open. We had a solid signup day yesterday, so only five slots left. Follow this link for more information.

Hiring Talent – 2016 Registration Open

Leave a reply

Registration is now open for our online program Hiring Talent – 2016. Program calendar below. As this economy ramps up, your next hires are critical. This is not a time to be casual about the hiring process. Mistakes are too expensive and margins are too thin.

This is the only program that combines an understanding of Levels of Work with Behavioral Interviewing. The research on Levels of Work is powerful science. The discipline of behavioral interviewing is the methodology for its application. This is the only program that puts these two ideas together in a practical framework for managers faced with Hiring Talent.

Purpose of this program – to train managers and HR specialists in the discipline of conducting more effective interviews in the context of a managed recruiting process.

Candidate Interview

How long is the program? We have streamlined the program so that it can be completed in 3-6 weeks. The self-paced feature allows participants to work fast or slow, depending on their personal schedule.

How do people participate in the program? This is an online program conducted by Tom Foster. Participants will be responsible for online assignments and participate in online facilitated discussion groups with other participants. This online platform is highly interactive. Participants will interact with Tom Foster and other participants as they work through the program.

Who should participate? This program is designed for Stratum III and Stratum IV managers and HR managers who play active roles in the recruiting process for their organizations.

What is the cost? The program investment is $499 per participant. Vistage members receive a $100 discount, just indicate VISTAGE in the registration.

When is the program scheduled? Registration is now open. The program is scheduled to kick-off with orientation Jan 25, 2016.

How much time is required to participate in this program? Participants should reserve approximately 2 hours per week. This program is designed so participants can complete their assignments on their own schedule anytime during each week’s assignment period.

Register now. No payment due at this time. We will send you a payment link later this week.

Jan 15, 2016

  • Registration Opens

Jan 25, 2016

  • Orientation

Week One – Role Descriptions – It’s All About the Work

  • What we are up against
  • Specific challenges in the process
  • Problems in the process
  • Defining the overall process
  • Introduction to the Role Description
  • Organizing the Role Description
  • Defining Tasks
  • Defining Goals
  • Identifying the Level of Work

Week Two

  • Publish and discuss Role Descriptions

Week Three – Interviewing for Future Behavior

  • Creating effective interview questions
  • General characteristics of effective questions
  • How to develop effective questions
  • How to interview for attitudes and non-behavioral elements
  • How to interview for Time Span
  • Assignment – Create a bank of interview questions for the specific role description

Week Four

  • Publish and discuss bank of interview questions

Week Five – Conducting the Interview

  • Organizing the interview process
  • Taking Notes during the process
  • Telephone Screening
  • Conducting the telephone interview
  • Conducting the face-to-face interview
  • Working with an interview team
  • Compiling the interview data into a Decision Matrix
  • Background Checks, Reference Checks
  • Behavioral Assessments
  • Drug Testing
  • Assignment – Conduct a face-to-face interview

Week Six

  • Publish and discuss results of interview process

Registration is now open for this program. No payment is due at this time.

Smartest Guy in the Room

Leave a reply

“What do you mean, change the context?” Ruben asked.

“Jason is the smartest guy in the room, or, at least, he wants you to think that,” I nodded. “Right now, his attitude is counterproductive. So, change the context. You do some internal training, from time to time?”

“Yes, but that’s my job,” Ruben assured me.

“No, that’s what you believe. You believe that’s your job. What if you believed it was Jason’s job?”

“But, our internal training is usually about something new, not like we have a training manual, I have to figure how a process works and then determine the best way to teach it,” he protested.

“Sounds like you need the smartest guy in the room. What if you believed it was Jason’s job to teach? Change the context, behavior follows.”
_______
Registration opens today for our online program Hiring Talent – 2016. Please follow this link to find out more about the program and to register.

How to Change the Behavior

Leave a reply

“Is Jason smarter than everyone else in the room?” I asked.

“On some things, yes,” Ruben replied. “But, that’s not the point. Even if he does know something the team doesn’t know, he doesn’t have to shove it in their face. He needs to share, so everyone on the team can get better. That’s what teamwork is all about.”

“What do you believe about Jason?”

“Well, he is smart, but I believe his behavior is counterproductive. He makes his teammates feel bad,” Ruben pushed back.

“If he is so smart, do you think he could be an effective teacher?”

“Not with that attitude,” Ruben raised his eyebrows.

“In what context could that attitude be different,” I wanted to know.

“What do you mean?”

“Ruben. Look. Behavior does not happen in a vacuum. It happens in a context. Change the context, change the behavior. Could you change the context?”
___
Registration for our online program Hiring Talent – 2016 starts Jan 15. Follow this link for more information.

How Does Culture Drive Behavior?

1 Reply

“He doesn’t fit the culture,” Ruben explained. “Jason’s okay, knows the technical side of the business, but he doesn’t fit the culture.”

“What do you mean, he doesn’t fit the culture?” I asked.

“He doesn’t fit the team,” Ruben replied. “Our teams work together, support each other, help each other. If someone asks Jason a question, he snaps the answer, he treats the other person like they are stupid. And, they just want to know the answer to the question.”

“What does Jason believe about the team?”

“What do you mean, believe about the team?” Ruben looked puzzled.

“You said this was a culture problem,” I nodded. “Culture is a set of beliefs that drive behavior, for better or worse. Ultimately, those behaviors are repeated and become an unwritten set of rules that guide the team in the way they work together. That’s culture. But, it all starts with what we believe, what you believe, as the manager, what Jason believes as a team member. If you want to change the behavior, you have to change the context. What we believe, what Jason believes, creates the context and drives his behavior. What does Jason believe about the team?”

Ruben looked up into his brain, “Jason believes he is smarter than anyone else on the team. Jason believes that he could do all the work better than anyone else on the team. Jason believes the other people on the team slow him down. When someone asks a question, it proves Jason is right, that he is the smartest person on the team and he wants everyone to know it.”
______
Our online program, Hiring Talent kicks off Jan 15, 2016. More information here.

How to Destroy Development Opportunities

Leave a reply

“You will never, ever get what you want,” I was calm. “You will only get what you focus on. How will you focus? You think you can determine your future, but you can only determine your habits and your habits will determine your future. How can you build focus into a habit?”

Meredith replied. “I know what my business plan lays out. My goals are well defined. There are three. I will print those out, on card stock, tape them to the bottom of my computer screen. So, when I feel compelled to get buried in my email, those objectives will stare me down.”

“And what is the first of those three goals?” I asked.

“It’s funny,” Meredith smiled. “Develop my two lead technicians to take over supervisory tasks so I can focus on our system of production. And, every time I follow-up on a project detail, I destroy a development opportunity for my lead technicians to follow-up.”

How Will You Focus?

Leave a reply

“Quick breakdown,” I pushed. “What are the three things you have to get accomplished this year?”

“Well, that’s easy,” Meredith replied. “Those three objectives come from my business plan.”

“And, you have your three objectives for the year broken down into quarterly goals?”

“Yes,” Meredith nodded.

“So, how do you keep those three objectives in front of you when you stay buried in your email, handling all the traffic and details of your projects?”

“It’s tough,” Meredith shrugged.

“I know it’s tough, but if it wasn’t tough, how would you do it? How would you focus on your top three priorities each and every day?”

“One thing is for sure,” Meredith smiled. “I won’t find them buried in my email.”

“You are correct,” I agreed. “For many managers, email is counter-productive to focus. Email is efficient, it is self-documenting, but it can also be a distraction. How will you focus?”
_____
Pre-registration is now available for our online program – Hiring Talent 2016. Regular tuition is $499. Use the promo code -Blog- in the comment field to receive $100 credit. Find out more.

Which Details Demand Attention?

Leave a reply

“Those problems come to me because I am the manager,” Meredith protested. “Being a manager is a big job and I take it seriously. That’s why I am so busy.”

“That is why you are so busy, or that is why you are so distracted?” I wanted to know.

“These are not distractions, these are important details,” she continued to push back.

“Don’t you have people on your team to handle these details?” I asked.

“Yes, but I am accountable. Sometimes, these details demand my attention.”

“How can you tell the difference, between the details that other people should handle and the details that demand your attention?”

Meredith sighed. “I don’t know. I guess that’s why I stay buried. I am trying to handle all the details.”

“Meredith, when you were a supervisor, you WERE handling all the details, but you are a manager now. We expect you to take a step back and look at the patterns in your team, the patterns in your work flow. Yes, there are some details that demand your attention. The way you lay out your system should surface those details that demand your attention. But, your system should also allow for most detail to be handled and tracked by your team. There is appropriate decision making at every level of work. Let your team be busy, so you can look at the pattern of work.”

Progress Measured by the Inch

Leave a reply

“Quick breakdown,” I interrupted. “What were the top three things in your email this morning?”

Meredith’s hands dropped off her keyboard.

“You know,” she shrugged. “Details on a project. Someone had a question about how something should be done. Did we finish a step on another project. I am pretty busy around here.”

“And what are you going to do, today?” I continued.

“More of the same. I have a meeting in about an hour, following up on some details, tracking some materials that got misdelivered.”

“Let me change the question,” I shifted. “What are you planning to achieve today?”

“Achieve?” Meredith muttered. “You mean like something bigger. I don’t know. I measure progress around here, inch by inch. Lots of things grab my attention. I know you think I should be focused on longer term objectives, but there are so many other things that seem important.”

“Why do those other things seem more important?”

“You know, they are right now. What am I supposed to do, ignore them. Problems don’t go away by themselves.”

“Why are those problems going to you?”
____

Watch for the release of our online program – Hiring Talent 2016, scheduled for Jan 15, 2016.