Work: A Love/Hate Relationship

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We have a curious relationship with work. We jokingly refer to it as something we just love to hate. We tend to gripe about work in our conversations which are often grounded in negativity. We often view work as a necessary evil, the daily grind or just a job and something to pay the bills. It is to be tolerated until we can do something about it or find something better. We view work with a captive mentality. It is something that we do against our will, as if someone’s forcing us to do it. We complain about work when we are hired, fired, quit or retire.

There are statistics and anecdotal comments that reflect our ambivalence toward work.  70 to 80% of people dread going to work every day. According to the Gallup Corporation, only 18% are fully engaged in the workplace. Conversely, if we find the job we love, we are told that we won’t work a day in our lives.

The Hate Relationship

When we speak of the things we hate about our job, it is generally focused on the manager or the fact that we are underutilized or in the wrong job. Leadership is responsible for the culture, with assistance from our co-workers. We may not think we are able to positively impact environment, unless we are a manager. Therefore, we may elect to put our head down, shut our mouths and do our job. These are survival and coping techniques we use when we cannot leave the job and must stay on board for the sake of our family and future.

The Love Relationship

There may be a love side to work that is often not discussed. Rarely do we hear people say, “I love going to work, it is so fulfilling, encouraging and allows me to grow my skills to achieve my dreams. I love my job because it completes me; I cannot think of any place I’d rather be than at work.” We believe that the right job with the right manager and the right company, that fulfills our purpose, is out there, but we haven’t found it yet.

We should focus our attention to the overlooked facts that point to an affection some of us have for our jobs. There may be positive attributes that are lost in the stress and struggles from working in a toxic environment. If we look beyond the haze, we may see that work can amaze and provide us the opportunity to focus on personal dreams and enable us to acquire marketable and transferable skills. The workplace provides the option to network and meet people who will help us in our career development. Our socialization may be comprised of people we see at work.

Gratitude

It would be helpful to make a list of the things we love and the things we hate about your work. Find a quiet place and create a chart on a piece of paper or on your computer or tablet. Be very truthful and objective, as you complete these two columns. The nature of the job may fit into your strengths and your passions. For example, you may enjoy your manager and co-workers

After you have completed this assignment, study the items you have listed. Ask yourself the following questions;

  • How is this item contributing to my feeling about work?
  • How important is this item in my overall perception of my job satisfaction or dissatisfaction?
  • What can I do to increase or eliminate this as a concern?
  • Who should I talk to and explain my position?
  • How can I make the most of this concern to improve the overall development of my skill sets and career?
  • Am I honest about my assessment of these love-hate attributes?
  • How can I ensure that my response is benefiting the organization and putting myself in position to achieve my goals and dreams?

Where is the Love?

Gallup’s research also notes that people who are engaged at work usually have a best friend work. Early in my managerial career I noticed that certain managers surrounded themselves with people with whom they had a history. These individuals moved together from job to job and invariably brought these talented people with them. Apparently, they had cultivated a bond with these coworkers because of their talent and trustworthiness. There is a lesson we can learn from these relationships. They were an asset to each other as they climbed the company ladder. Therefore, work developed friendships and strategic relationships can benefit our careers. These individuals become investments and when they change companies, they can pave the way for us to join another organization.

My wife commented on how the corporate training programs enhanced my development. She knew me before I started working for the company. She saw me before the experiences and training programs and witnessed firsthand, my personal growth, development and transformation. When discussing difficulties at work, she would remind me to be grateful and express gratitude for the blessings I received.

Many companies have a list of direct and indirect benefits that they provide for employees. These benefits may increase the likelihood that people will love their jobs. Additionally, successful companies try to match people with the jobs consistent with their skill or potential. The direct benefits are pay for education through tuition reimbursement programs. There are vacation days, paid leaves of absence, company matching as a part of their 401(k) benefits. We may argue that companies must offer these benefits to be competitive in today’s marketplace. Yet, there are positive programs that we can use to benefit ourselves and family. Taking advantage of these programs could increase our positive perception of the company. We have a greater chance of loving work when we take advantage of these benefits. If we play our cards right, we can use the organization to develop the necessary skills to achieve our life’s purpose.

However, benefits alone should not anchor us to an organization that is tearing us down and burning us out. I spoke to a vice president recently who stated that she stayed with a previous employer because of their benefits, when there were no personal growth and career development opportunities. She indicated that she probably stayed there four years too long, when she could have grown and been better off in another environment, enhancing her career.

We have a love/hate relationship work, but we should mine for the valuable opportunities, benefits and resources we need to grow our portfolio, relationships and life experiences. When we step back and are strategic and objective, we observe and anticipate chances for skill development and financial security. We can accurately project the company’s potential value to us. And when this happens our love for work may increase, along with our level of gratitude.

Copyright © 2018 Orlando Ceaser

 

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The 4th Monkey – “Do No Evil”

I am reissuing, with a few modifications, my most popular blog post, for your consideration. The universal application of these age-old concepts is a tremendous value that should guide our behavior and interactions with each other.

We grew up with the story of the three monkeys. I imagine that many of us have the same interpretation of what they represent. We were exposed to pictures or statues. One monkey had his hands over his eyes, the second monkey with hands over his ears and the third monkey’s hands were over his mouth. They were see no evil (Mizaru), hear no evil (Kikazura) and speak no evil (Iwazura). There were actions and behaviors demanded of us based on the three monkeys, but nothing was said about the fourth monkey. The fourth monkey was do no evil (Shizaru).

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The stories of the four monkeys were popular in Japan in the 17th century. Their origin is between 2 and 4 BC in China. The Storyologer web-site (www.storyologer.com) has this account of Mahatma Gandhi who carried around a small statue of the three monkeys.  “Gandhi had a statue of three monkeys in three different postures. One was shutting his mouth with his hands, the other was shutting his ears similarly and the third one had put hands on his eyes. A visitor to his house became curious and questioned Gandhi about the various postures of the monkeys. Gandhi politely replied, “The one shutting his mouth tells us that we should not speak ill of anybody. The one shutting his ears tells us that we should not hear the ill of anybody. And the one shutting his eyes tells us that we should not see the ills of anybody. If we do so, we will have all goodness and nothing but goodness.”

Travelers will often find local markets with carved depictions or artwork featuring the three monkeys. My wife was able to purchase an angelic model of the same concept. There are three angels; one was covering her eyes, one was covering her ears and the other was covering her mouth. However, the fourth monkey was not shown. The 4th monkey, when pictured, is usually shown folding his arms (the body language of being closed) or covering his crotch to signify inactivity.

The different interpretations of the four monkeys is fascinating. In Buddhist tradition it meant don’t spend your time preoccupied with evil thoughts. In the West it relates to not facing up to our moral responsibility, for example turning a blind eye. But in my household, the monkeys were presented to us as a model of proper behavior. Our parents wanted us to identify with the images, to supplement our moral code.

See no evil (Mizaru)

We were told to pay attention to people and location(s). The idea was that if we were in the right location, we would minimize seeing trouble develop before our eyes. This was applicable in school and at work. We were instructed against being at the wrong place at the wrong time or the wrong place right. We were also told not to look for bad things in people or in certain situations. There are people who see bad things when they don’t exist, which could explain the manifestations of bias, stereotypes and profiling. We were not taught to be naïve, but to be careful and respectful.

Hear no evil (Kikazaru)

We were told to shield ourselves from bad language and bad intentions. We should stay away from people who spoke ill of others and gossiped. If we were not in the wrong place we could minimize hearing things that we should not hear. We were also instructed not to listen to foul or vulgar language. If we heard people language, especially regarding someone’s evil intentions, we could use the evil information to do good or to help others, that would be permissible.

Speak no evil (Iwazura)

Speak no evil was used to discourage gossiping or speaking ill will about someone. We were told to watch our language and to speak kind words. “If you can’t say anything good about someone, don’t say anything” was a part of this same philosophy. Adults told us that spreading bad news or malicious information could come back to haunt us. We should also, apply this same advice to the workplace.

There is a misconception around the concept about someone. This misconception has led people to adopt a code of silence in the workplace when a person is not pulling their own weight. We would rather silently complain or resign, before talking about an employee who was not working. We would not want to be labeled a snitch or a stool pigeon. In the streets people would say, “snitches get stitches”. To speak evil of someone means telling a lie, varying false witness or defaming their reputation. However, it is our responsibility to find a way to report injustice, illegal behavior and practices that undermine people and the organization. Our intention should be to speak the truth in love without malice or premeditated negative objectives.

One way to break the code of silence is by offering incentives to whistleblowers. These individuals are people who step forward and report unlawful activities in an organization. They are generally paid a 10% bounty if the measure goes to court and fines are levied against the lawbreakers. In neighborhoods where people know the perpetrators of violence, but fail to come forward, there are no such incentives. Residents may be afraid of retribution, as the rationale for their silence. We must also realize that justice requires telling the truth and this should not be regarded as speaking evil of someone.

Do no evil (Shizaru)

The fourth monkey’s actions are truly related to the others. The workplace is a common place for the four monkeys to be used as an operating system. Employee bullying and intimidation, sexual-harassment claims, the presence of racial discrimination, unconscious bias and sexually charged language and actions exists in many organizations. Where improprieties and liberties are taken with people’s rights in the form of disrespectful words and actions, there are laws in place to prevent and punish these actions. Employees, who adopt a see no evil, hear no evil, speak no evil mindset are not helping to develop a positive company culture or a respectful workplace

Do no evil is a perfect monkey to enforce the values of character and integrity. He reminds us of proper behavior and etiquette. Our choices have consequences and the more we can emphasize a positive corporate culture and a respectful workplace the more effective our organizations will be become. There is conduct and behavior norms which must be identified, emphasized and enforced vigorously. Character will minimize stress in the workplace and reduce the number of lawsuits and discipline related to improper behavior.

The do no evil mindset would influence our participation in the political process. Our dialogue in conversations around those who are different from us or have different opinions would be positively affected. If we operated each day thinking in terms of do no evil, we would be more empathetic in understanding of each other. We would put ourselves in the shoes of our neighbors and seek to understand their point of, listen to their words and lay the foundation for greater chemistry instead of conflict.

How can we create an environment in our workplaces, families and communities, where people are held accountable for their own unlawful actions and the private citizens who come forward can feel safe and protected? If the fourth monkey was modeled, we would have less of a cause to talk about Mizaru (see no evil) and Kikazuru (hear no evil).

Do no evil and speak no evil should be magnified and connected to many of our guiding principles of behavior.  The Golden Rule and its equivalent in many cultures advise us to treat people the way we want to be treated. The Platinum Rule which asks us to treat people the way they want to be treated. The 10 Commandments implores us not to do a series of acts which could be seen as evil, such as murder, stealing, etc. you are instructed to love your neighbor as yourself. If we began from a position of love it is easier to think in terms of speak and do no evil.

We must clearly outline expectations of behavior and the judgment related to them to improve the climate in our organizations, homes and places where people meet. Correct action is essential to achieving healthy results in our relationships.

The imagery and practices espoused by the 4th monkey holds the key to making this possible. I am hopeful that by emphasizing the fourth monkey, we can improve our behaviors, connections, interactions and relationships with everyone.

 

Copyright © 2016 Orlando Ceaser

 

 

Inclusion: Maximize the POP in Your Culture

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The large corporation recognizes the power of inclusion. They realize the enormous reservoir of residual potential within their employees. Similar companies are establishing practices to capitalize on the diversity within their ranks. Inherent in their approaches is the desire to create an OASIS1 where people can be Open And Share Information Safely; where people can fully express their minds in a culture of trust, where their talents will be developed and appreciated. Where inclusion is successful, there is an increase in energy and engagement.

POP (Potential – Opportunity – Problems)

When companies maximize the POP in their culture, they focus on potential, opportunity and problems. Potential represents the reservoir of thoughts, ideas, resourcefulness and resilience which could fuel innovation and productivity. There is untapped energy that can be used to benefit all constituents. Potential is the pipeline for new ideas and solutions for today and tomorrow.

First, we acknowledge potential as the latent ability to accomplish excellence. It is the sum total of talent, capacity, skills and ability. Potential speaks to the unlimited capacity within us. They are not sure how much power is stored in each individual, but they need to provide the environment to explore their content. The uniqueness and diversity of each individual may be linked to the variety of experiences, exposure and expertise they own.

Secondly, opportunity is defined by Merriam Webster’s dictionary as, “a favorable or promising combination of circumstances or a chance for advancement or improvement. There are synergies when engagement and diversity are maximized. Additional value can be gained by minimizing the detrimental effects of unconscious bias and negative micro inequities.

Opportunity is a chance to capitalize on a situation or moments that could lead to new discoveries, customer benefits and hopefully, a competitive advantage. Taking advantage of opportunities requires flexibility that is focused and spontaneous. Agility with the ability for greatness to maneuver the white waters of change is important to leverage opportunity. Responsiveness will allow organizations to master changes in direction by preparation and timing.

Thirdly, problems do and will exist. They may be due to the negative ways people are treated. This could lead to a suboptimal release of talent, skills and abilities. Ultimately, engagement, innovation, employee satisfaction and results are impaired. The problem could represent unproductive conflict or the uncontested unconscious bias and micro-inequities within the culture. Problems may be barriers, a discrepancy between results and expectations, as well as the delta between where they are and where they want to go. The problems may also denote the business challenges encountered which require the entire capacity of their teams to concentrate on the problem for maximum effectiveness.

Many times the problem could be a lack of developmental information. It would be ideal if people are vulnerable and share the areas where they need to improve. Too many times performance management becomes a game of Hide and Seek or Keep away. Individuals are aware of their developmental areas, but are reluctant to be vulnerable and share because of the negative consequences of evaluation and ratings. It could cost them money. Where there is trust people feel comfortable about being authentic and transparent as they dedicate themselves to the individual and group getting better.

SPOT (Strengths – Potential – Opportunity – Threats)

 

Let’s turn our attention to applying energy and resources to the right area, the main thing, as it is often called. Inclusion gives us a strategy to maximize the POP in our culture by encouraging us to set our sights on excellence. When we identify our focus, we may say that X marks the spot. By using another acronym, the SPOT stands for Strengths, Potential, Opportunity and Threats.

The spot allows us to expand self awareness and become inwardly centered on individual skills and abilities. We were hired and promoted mainly for our strengths. These strengths should be harnessed to benefit us and the company. Marcus Buckingham touts the value of increased engagement2, if people feel that every day they can use their strengths at work. The environment for increased engagement stated in the Gallup- Q-12, Marcus was a part of the research, highlighted 12 factors that are favorably addressed in high engagement cultures. The idea is to give strengths the priority while managing and minimizing areas needing further development (weaknesses). The leader must understand these principles and determine how they apply personally.

Potential and opportunity are the same as stated earlier. The leader must also benefit, along with the other members of the team and organization. Opportunities may spring up as trends and openings that can be beneficial, if responded to decisively with excellence. A leader must model the acuity and ingenuity to solve problems and the use results orientation to reach their goals.

Threats are usually evaluated from an external vantage point. We want to answer the question, what are the negative things outside of the organization that can externally impact individuals and the company. Whereas, this is very crucial, there are also internal threats that we must be aware of, so that they do not derail achieving our goals or career objectives. These threats could be systemic, such as the prevalence of unconscious bias and micro inequities in suppressing growth and development.

We must create a culture that minimizes the impact of unconscious bias and micro-inequities.

  • They are structurally held in check by programs
  • Data is accumulated to detect and rectify their presence
  • Individual participants are identified and held accountable for their actions
  • It is safe for people to speak up where the OASIS exists (Open And Share Information Safely)

The threat could also be individuals who may not have our best interests at heart. The threats could be personality issues that need to be corrected, such as difficulties with emotional intelligence which compromises leader effectiveness. These barriers, harmful trends, negative circumstances or individuals could disrupt our path to career excellence.Inclusion will enable organizations to adopt a leadership style that begins with personal self-awareness, self-management and moving onward to others, as we increase social awareness and relationship management.

Inclusion will enable us to maximize the POP in our culture (Potential – Opportunities – Problems). The leader must be an example for direct reports and those who look up to us for guidance and inspiration. We must focus on the organization but personally demonstrate how excellence marks the SPOT; focusing on our particular Strengths, Potential, Opportunities and Threats. Copyright © 2017 Orlando Ceaser

References

  1. Orlando Ceaser, Unlock Your Leadership Greatness (Chicago IL: Watchwell Communications Inc., 2014)
  2. Marcus Buckingham, Standout 2.0 (Boston Mass: Harvard Press, 2015)

Unconscious Bias & Micro-inequities – Strategies Using The Know System

Do you want to create the right climate for your employees? Worker satisfaction and operational objectives are influenced by the culture in the workplace. Do you feel your employees are your most important asset? If they feel valued, employees will increase their level of engagement and tap into their discretionary effort to increase productivity. Leaders may have good intentions around workplace climate and culture. However, leadership success may be compromised by factors they may not have considered, such as, unconscious bias and micro-inequities.

Leaders may blunt their effectiveness by shutting out people and creating walls that block the contributions of individuals and groups within their teams. Unconscious bias and micro-inequities may cast a negative cloud over their culture, work environment and work life balance/effectiveness. The Know System™ (TKS™) will help you ask key questions to gather information to solve problems and make decisions. TKS™ is a philosophy to help you develop a strategy to address barriers to success. Leaders, who create a safe environment, are in position to discover and capitalize on the potential in their talent pool.

Unconscious bias

The subconscious mind takes in over 11 million bits of information per second. The conscious mind is only aware of about 40 bits of information per second. Therefore, 99.99% of our thinking is at the subconscious level. The mind uses bias to help us process the sheer volume of information it has to handle. It makes shortcuts to a new in processing the data quickly, but sometimes speed causes it to make mistakes. Additionally, the mind uses past experiences and other bits of information to fill in the gaps where there is missing data. This automatic processing can give rise to misinformation, invalid conclusions and inappropriate decisions.

Tesia T. Marshik, Ph.D, Associate Professor of Psychology, University of Wisconsin – La Crosse, in her lecture, Unconscious Bias and the Mind: Challenging the way we think about thinking1 (available on YouTube), mentions four distinct attributes related to our biases.

  1. We don’t always see the world as it actually is
  2. We often see the world differently from other people
  3. When told there is a another perspective, it affects our opinion
  4. How we expect the world to be, changes how we see it

We know that biases are thoughts, ideas or beliefs that cause us to prejudge an individual or group. Sondra Thiederman, PhD, in her book 7 steps for Defeating Bias in the Workplace2, defines bias as an inflexible belief about a particular kinship group. She also says that biases are attitudes not behaviors. When biases are negative, they can cause us to unfairly interact with the target of our bias.

Unconscious bias by definition is bias that is outside of a leader’s awareness. It can undermine the corporate culture and create tension that works against goals and objectives. Therefore, a strategy must be instituted. It must contain a system that minimizes harmful effects on the current culture. This strategy should address unconscious bias and micro-inequities.

Joseph Greeny, et al, in the book Crucial Conversations3 describes the relationship between our thoughts and actions. Initially, we see, hear or experience something which causes us to create a story around it. This story creates feelings that in turn are converted into actions. Unconscious bias affects the stories that we tell ourselves, which ultimately affect our behavior.

There is a large body of evidence to validate the existence, prevalence and effects of unconscious bias. Individuals involved in the studies would have categorically denied that they were biased, yet data conflicts with their impressions. These results may explain why women, people of color, those with age differences and disabilities may be at a disadvantage in some companies.

  • US orchestras – 50% more women selected in first round with the implementation of blind auditions4
  • Resumes with white sounding names received more call backs than ethnic sounding names for interviews5
  • 58% of Fortune 500 CEO’s are six feet or taller compared to 14.5% in the US population6

The Implicit Associate Test, IAT, developed by Professors Mahzarin R. Banaji and Anthony G. Greewald has compiled data on millions of people. The results validate that we are a product of our experiences, conditioning, cultural and societal messaging. Additionally, we have a subconscious tendency to display preference toward or against individuals or groups. The summaries of their research are presented in their book, Blind spot7. You may take the test at Implicit.harvard.edu. Some of the findings are;

  • 76% of us associate male with career and female with family
  • 70% associate male with science and female with arts
  • 75% have an implicit preference for white people over black people
  • 76% have an implicit preference for able bodied people

Micro – inequities

Micro-inequities are the negative micro messages that we communicate to others. They represent the manifestation of unconscious bias. Our conditioning, experiences and advertisements are embedded in our subconscious mind. Our actions are the fruit of our innermost thoughts and feelings.

Micro-inequities was coined by Dr. Mary Rowe8 in the 1970’s to explain behaviors identified while working with female and minority students at the Massachusetts Institute of Technology. Dr. Rowe was an ombudsman who noticed many complaints from students that did not fall under the classic definition of discrimination.  She discovered a pattern of behavior of subtle slights which could be verbal or non verbal. The cumulative effect of these devaluing messages affected the student’s self esteem and self confidence. The actions of others made them feel unimportant, devalued and irrelevant.  Micro-inequities is an apt description of their encounters.

Micro-will inequities are the subtle, persistent slights that may be unconscious or conscious9. They make the recipient feel insignificant, not important, not valued the, invisible and inconsequential. Individuals, who experience micro-inequities, may become frustrated, isolated and retaliate by reducing their level of engagement and withholding vital information which, could be necessary for the success of the enterprise. They may feel invisible, like an outsider, unwanted, as if they don’t belong. These individuals do not feel included and may withhold vital information or adopt, what I like to call, an OMDB (Over My Dead Body) mentality about sharing their ideas. A few examples of micro-inequities10,11,12 are listed below;

  • Stealing ideas or not giving credit to the originator
  • Multi-tasking when talking to some individuals
  • Leaving people names off of memos
  • Some are not invited to the meeting before the meeting or the one after
  • Introductions by name only, while others get name / title and a story
  • Constantly checking their watch
  • Avoiding eye contact or rolling their eyes
  • Constantly interrupting in mid sentence
  • Forgetting a person’s name or using the wrong name
  • Don’t listen when some individuals speak
  • Closed to some suggestions but open to others
  • Comments ignored unless voiced by others
  • Selectively withholding praise
  • No small talk – selectively given
  • No time or very little time
  • Look for ways ideas won’t work, while others receive why their ideas may work
  • Communicate low expectations
  • Impatience in interactions
  • Always rushing when certain people want to speak to themUnconscious bias and micro-inequities must be identified and minimized. Systems must be put in place and a language instituted to build commitment and accountability. Unconscious bias and micro-inequities may be addressed using The Know System™.

The Know System™

The Know System™13 is a technique to assist in developing a customized or standard standards method of addressing these issues. Organizations are implementing programs to address unconscious bias and micro-inequities. The Know System™ is a decision-making, problem solving model that can assist individuals and institutions in addressing unconscious bias and micro – inequities. The model can contribute to individual, team and organizational strategies to improve culture. It will allow them to use their creativity to tailor a training program that fits their needs.

The Know System™ can be used to: 

  1. Define evidence of unconscious bias and micro-inequities
  2. Develop strategy and tactics to address them
  3. Set up programs, procedures or structure to minimize
    1. Performance management implications
    2. Interviews for hire or promotion
    3. Customer service
    4. Client and consultant selections
    5. Embed into corporate culture through standalone training programs
    6. Embed into corporate culture by inclusion in all training programs
  4. Establish accountability measures

The Know System™ is an intuitive methodology for gathering crucial information. It can help you create a mind map for data collection for analysis and implementation. Companies can use the creativity of their leaders and other employees to customize programs to address these issues at a local or national level. An opening exercise will familiarize everyone with the decision-making platform.

Opening Exercise

The following is a simple means to become comfortable with the Know System™  

  1. Write the word Know on the top of a sheet of paper or on your tablet or computer screen
  2. Write down words you can pull from the word Know
  3. Use your imagination and include 4, 3 and 2 letter words, which may include a few colloquialismsThe words identified may include the following: Won, Know, Now, No, On, Own, Ow (pain), Wok, Ok, Wonk, KO (Knock Out), Wo (slow down). It is not necessary to use all of the words, but only those pertinent to your situation. Only use the words you feel are related to address the unconscious bias and micro-inequities in your culture.

Write each word at the top of its own page or column and answer the relevant questions. You may review The Know System™ diagram for assistance.

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The Know System™ will have a positive influence on individual reflections and group conversations and discussions. Once you have selected the words, start thinking of how they apply to your situations. I will give you a few examples to get you started.

Won

The first thing you may want to do is to select the word Won. This represents your vision, goal or objective. You want to determine what success or excellence looks like to you? Write this down to guide your thinking.

Know

What do you know and what do you need to know about your organization and employees? What you need to know may be in areas crucial to maximizing our relationship with our employees. The next step is to apply Who, What, Where, When and Why.

Now      

What is the current state of the organization? Describe the climate as seen through the eyes of your employees. How is the client?

No

It is critical to establish priorities and to maintain focus by removing or deflecting assignments that detract from your objective. Employees need to know what is important, so that they can maintain their vigilance on the matters that are truly necessary to achieve your vision and your goals.

WOK

Sometimes you have to stir things up a bit. Just because something is always been that way, does not mean that it always has to be done that way. There are instances when the status quo must be revised. There may be a need to disrupt the traditional way of doing things in favor of something better.

The Know System™ can be applied to strategy development, problem solving and decision-making. This also pertains to unconscious bias and micro-inequities. Additional information can be found in my books The Isle of Knowledge14 and Unlock Your Leadership Greatness15.

Copyright © 2017 Orlando Ceaser

 

Bibliography &  References

  1. Tesia T. Marshik, Unconscious Bias and the Mind: Challenging the way we think about thinking lecture at Learning Technologies Conference, 2016 (available on YouTube).
  2. Sondra Thiederman, PhD, 7 Steps for Defeating Bias in the Workplace (Chicago, IL: Dearborn Trade Publishing, A Kaplan Professional Company, 2003).
  3. Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler, Crucial Conversation (New York, New York: McGraw-Hill, 2002).
  4. Cecilia Rouse & Claudia Goldin, Blind Auditions Key to Hiring Musicians, American Economic Review, September – November, 2000.
  5. Marianne Bertran & Sendhil Mullainathan, Employers’ Replies to Racial Names, National Bureau of Economic Research, 2004.
  6. Malcolm Gladwell, Blink, (New York, New York: Little, Brown and Company, 2005).
  7. Mahzarin R. Banaji & Anthony G. Greenwald, Blind Spot (New York, New York: Delacorte Press, 2013).
  8. Mary Rowe, “Barriers to Equality, the Power of Subtle Discrimination to Maintain Unequal Opportunity,” 1990.
  9. Brigid Moynahan, Go Ahead: Sweat the Small Stuff, The Conference Board, 2005.
  10. Brigid Moynahan, Go Ahead: Sweat the Small Stuff, The Conference Board, 2005.
  11. Stephen Young, Micro Messaging (New York, New York: McGraw-Hill, 2007).
  12. Janet Crenshaw Smith, 58 little things that have a Big impact – What’s Your MicroTrigger™? (Rockville, Md: Ivy Planning Group, LLC, 2006).
  13. Orlando Ceaser, The Isle of Knowledge (Belleville, Ontario, Canada: Guardian Books, 2009).
  14. Orlando Ceaser, The Isle of Knowledge (Belleville, Ontario, Canada: Guardian Books, 2009).
  15. Orlando Ceaser, Unlock Your Leadership Greatness (Chicago, IL: Watchwell Communications, Inc., 2014).

 

 

 

Cartoons for the Chaos in Corporate Communities – Cocky and Rhodette

Corporations are communities of citizens who are ideally committed to a common vision. They are able hopefully resilient, with the capacity to withstand change, reinvent themselves and introduce new business paradigms, in order to succeed. These companies are survivors. They truly represent the “survival of the fittest” mentality. Corporations are staffed with individuals who have the survived a myriad of corporate reorganizations, growth spurts and culture adjustments. They have demonstrated the ability to adapt to change by adopting techniques necessary to avoid extinction.

Cockroaches and rodents have existed on this planet for millions of years. Cockroaches have been around an estimated 240 million years and rodents were probably chasing them for a good number of those years. They are truly survivors, exhibiting adaptive behaviors that have enabled them to adjust to changing circumstances.

The personification of these two characters is in the form of a cockroach named Cocky and a rodent known as Rhodette. They represent and will articulate the thoughts and feelings of employees in Corporate America. They will speak through reenacting scenarios that happen every day in some company around the world.

Cocky is a male and Rhodette is female. They are co-workers. Their biographies speak to their diversity. They manifest their diversity in many ways, such as gender, thinking styles, age, genus, species, educational levels and introversion versus extroversion, to name a few distinctions. Cocky learned business from his father Coach (co is from cockroach and ach is from roach), whereas Rhodette received her business acumen from her mother Rhoda. Cocky and Rhodette are close friends who spend many hours talking about business and comparing and despairing over the current environment in their company where the emphasis on production has a few casualties among the rank and file. They have revised their personal strategies for growing their careers. They speak for the masses although they also, have leadership responsibilities.

Cocky does not totally live up to his name. Whereas, he is self confident, he is also quiet and introspective; a true introvert. He knows when to keep his mouth shut. He may appear to be low key, but this is an adaptive quality, survival tactic. He can be commanding, when necessary. He will frequently sit in meetings and speak only when he has something significant to say. He is appalled by the amount of hot air released in meetings, as people speak to hear themselves talk. He is also disappointed when management condones and rewards this type of behavior. He sees his role as a pioneer to help others to adjust to corporate life. He has been promoted numerous times based on his productivity and the support of advocates, coaches and mentors. He says he is a realist, who fears he will go only as far as the company will let him. He is ambitious and has no desire to leave the organization.

Rhodette is flashy, extroverted and her electric personality makes her the major energy source in any gathering of employees. She can seemingly get away with outrageous statements. She is a strategic thinker and her mind and forceful presentation demeanor are threatening to others. She is aware that she has to be careful in how and when she states her views. She has been coached on her need to increase her self- awareness. She is a team player and her actions are usually to benefit the company or her teammates, not to acquire power, stroke her ego or build a fiefdom. She is a great sounding board for Cocky and their interactions are insightful and at times hilarious. They look out for each other and provide constant feedback, which helps them grow personally. Through their networks they are also able to gather information on internal competitors who may try to undermine their performance and career growth.

Cocky and Rhodette are both managers in a large corporation but their escapades and situations are found in smaller organizations. Their poignant comments and witty observations are thought provoking with educational lessons for everyone. They have coaches and mentors to assist them in their development. They are also connected with many employees within the company to help them report accurately on performance and levels of engagement.

Cocky and Rhodette have given birth to a new creation, Cocky, Jr. The perspectives of teenagers are expressed through the eyes of Cocky, Jr. and Rhodesia. They are hilariously representing thought-provoking issues experienced by teenagers and the adults who interact with them.

 

Copyright © 2007 Orlando Ceaser

The Power Of Paying Positive Attention (POPPA)

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I admire people who have a reputation for making people feel noticed and special. Presidents have been lauded for their ability to remember people’s names and making them feel as if they were the only people in the room (John F. Kennedy and Bill Clinton). Others also, they have the keen sense to recognize and comment on any changes in a person’s appearance or behavior. You may be such a person. You have an eye for detail. You know the right questions to ask, and the appropriate comments to make. These individuals have the power of observation and paying positive attention.

Additionally, individuals have a knack for always pointing out when something is wrong. But, we will spend time focusing on the people who have the power of paying positive attention to something that is right. These individuals may have the gift because it comes to them naturally, so they have the knack for it. Or they may have acquired the knowledge of the impact it has on people. They have the knack or the knowledge. Therefore, they have the intuition or received instruction on the value of paying positive attention to others.

We could describe this skill with an acronym (Power Of Paying Positive Attention). It can have a profound effect on productivity, performance, productivity and relationships.

When you watch something carefully, continuously over time, you formulate a mental baseline of how things are. This is cemented in your memory. If something changes, alarm bells signal a deviation from the norm. You may not know what changed immediately, but you are aware that something is different. Observation and perception notify the brain.

POPPA is a great skill to demonstrate in the workplace, home and school. It helps to establish and strengthen relationships. The power of paying positive attention causes you to focus on people and every aspect of their beings. You look them in the eyes. You notice them and ask questions about the quality of their work. You remember their names. You ask questions about the pictures in their workspace and other symbols in which they have pride. You may comment on their backgrounds, families, education and interest as appropriate. They feel important. You value their contributions at work and are authentically concerned about them as individuals with families and a life outside of work. You see the employee, peer or classmate as a total person with long term professional and personal interests.

If you treat people as if they matter, they may ultimately live up to your projections and live up to and exceed your expectations. If you treat people as if they exist and make them feel important, and did not invisible, you will ultimately reap the benefits of an engaged and inspired person.

We are equipped with our 5 senses, highlighted by the senses of sight and hearing to enhance our powers of observation. It does not cost us anything, but a small investment of time to notice someone. If the average human being could walk around with a fictitious cartoon bubble over their head, it would say, “Notice me” or “Please see me.” They want to feel significant, special, substantial, loved and connected.

While observing a sales representative making a presentation a manager noticed that he was obviously preoccupied. There were points in the call when additional information was needed and he was usually very adept at picking up signals and following through with the right questions. After the presentation, rather than point out the obvious oversights, he asked if everything was alright. He discovered that he had personal matters that compromised his thinking and performance. The manager adjusted his coaching accordingly.

A District Sales Manager working with a star performer was confronted with the following situation. During one of her presentations, there was tension in the air on. The sales representative was noticeably reluctant as she was visibly holding back when a strong challenge was required. The company’s reputation was being assaulted and her usually strong personality folded in the moment. The manager asked, “What would you have done if I was not present with you today?” She outlined her strategy and why she did not pursue a more aggressive stance. She told him what she would have said ordinarily if he wasn’t there. She did not want to challenge the doctor in the presence of sales management, so she was reserved.

The manager gave her the following advice. “When I work with you I want to see reality. If I coach behavior that is not your usual behavior I leave feeling that I had a productive day. But my comments would have been a waste of time. You would leave feeling that the words were meaningless because they did not apply to you. If you don’t want me to waste my time, show me what is real and trust the process that I will handle each moment as a teaching and growth opportunity.” The power of paying positive attention allowed him to recognize a change in behavior and to coach to improve performance.

Lastly, there are times in our lives where we give routine responses. We are simply going through the motions in our very busy days. We feature the same words, whether it is in a greeting or part of the key messages delivered in a conversation or presentation. It is important to get these words right, but do not become bored or distracted with repetition. This may cause you to lose focus and fail to pay attention. You may miss an opportunity to connect with someone on a different level and strengthen a relationship. Watch the person’s face and body language to detect the messages they are sending to denote interest or a reaction to your words.

Our interactions in the workplace, at home and in school are environments where we should engage with other people by showing them that they matter. As a species, we want to be recognized and respected, belong and accepted. If we positively and authentically comment on their appearance, behavior, and performance, the compliment will inspire them to work harder to become more competent, which will have a profound impact on their confidence and they will complement your work culture, family, team, and organization.

Copyright © 2017 Orlando Ceaser

Personal development – Learning for others

A librarian posed a question to me that I heard many times in my career.” Are leadership or other training programs of any value?” She has seen many managers attend training programs and return completely unchanged. She wondered if the programs were a complete waste of time and money.

The success of training programs is determined by the manager and their supervisor. The manager must attend the training session with an objective in mind. There should be something in the content that they feel will help them become a better manager/leader. Their supervisor should hold them accountable and ensure that they return from the training session with the answers to two questions;

  1. What did you learn?
  2. How will you use this information to be a better performer?

It is optimal for the manager to have these questions in mind before attending the training, to prompt them to search for critical information, techniques and relationships. It is important for them to be open to how they will benefit, how it will change their current behavior and how it will influence their present goals and performance objectives. There may also be aspects of the training they can use to target specific individuals/teams.

If managers return from a training program and nothing has happened in their behavior and vocabulary, we can deduce that the program was not used it to its maximum benefit. Additionally, some managers feel that information is power and are therefore reluctant to share. However, managers should incorporate the techniques and vocabulary from the training into their everyday speech. They should share with their peers and direct reports, subject matter from the training. They should show how their peers, direct reports and supervisors can benefit from the information obtained.

Training should be seen as crucial for the individual and everyone within their sphere of influence. Acquiring knowledge, experiences and resources should be for the benefit and distribution to self and others. The same holds true when acquiring other information, such as reading a book. When you are reading you are not reading for just one. You are reading to develop yourself and learning for others.

A manager relocated seven times during his career in the pharmaceutical industry. There were a number of occasions when he wondered why he had to move so often, when others achieved similar milestones without as many moves. It dawned on him one day that when he moved, it increased his exposure, experience and expertise in many areas. This additional information allowed him to be of greater value to his people. He realized that growth was not just about him and this increased his eagerness to gain information for the benefit of others.

There are several other strategies managers can use to ensure that a transformation occurred when they attend training programs. They are as follows:

  1. Multiple uses of the training programs

Managers can be shown the value of the training beyond their immediate job; it increases the likelihood of them utilizing the training and gaining practice in the principles and techniques. For example, a training program around situational leadership contains principles that can be used at work, home, community meetings, places of worship and associations they belong to. If they use the information in these multiple sessions it increases the value and return on investment, regarding time, energy and money spent.

  1. Share with others

When managers make it a practice to have meetings to discuss the information learned that multiply the value of the training. Many individuals sit down with their teams to review the information learned and to discuss how it will be used to improve individual and team performance. The successful implementation and transfer of this data may actually have the people look forward to them learning new things, because they will benefit from the new knowledge.

  1. Ask about the program

If someone returns from training and do not share information, ask questions. They may be flattered or encouraged that others are interested enough in the training to want to know more. People may inadvertently hold their manager accountable by asking questions about the value of the program, the changes in the organization because of the program and how the information can be used to make them better employees?

  1. Use the information to improve yourself

Recognize that information learned by their manager can make them a better performer. If they have ambition to rise within the organization, what they learn can help them improve as well. Even if they do not have plans for advancement, it is imperative that they learn as much as possible in their current role. The more they know the more valuable they are to self and the organization. Bear in mind that the current appointment environment is fluid. It is impossible to stand still without being passed by or passed over. Expectations are higher everyday and the more skilled they are, the more likely they are to regain employment in the event of a job loss.

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The second question that came out of my discussion with the librarian was, “Why should people change, if there boss is not changing?” There are many individuals feel they will do just enough to keep their job and maintain sufficient raises and increase in performance rankings. People feel better when they are functioning at their best. When they are fulfilled and engaged, they are working on all cylinders and the work can be fun.

There is a factor known as discretionary effort. Aubrey Daniels International says “Discretionary effort is the level of effort people could give if they wanted to, but above and beyond the minimum required.” An increase in discretionary effort could be brought on by positive reinforcement and feeling as if they are a part of the team. However, if the manager is not providing positive reinforcement, it is still imperative for the individual to engage in self defense activities. These actions involve a making themselves more valuable to the organization, which in turns increases their value to potential employers. As they take control of their careers, implementing their strategy for advancement could help them tremendously in the long run.

In summary, when managers realize that there development contributes to the development of others, this multiplying effect gives additional power to their job. Additionally, you should always grow, because it is good for you. You should make yourself better, because being better positively influences everyone around you, regardless of your manager’s perspective on the training they attend.

Copyright © 2017 Orlando Ceaser

The 4th Monkey – “Do No Evil”

We grew up with the story of the three monkeys. I imagine that many of us have the same interpretation of what they represent. We were exposed to pictures or statues. One monkey had his hands over his eyes, the second monkey with hands over his ears and the third monkey’s hands were over his mouth. They were see no evil (Mizaru), hear no evil (Kikazura) and speak no evil (Iwazura). There were actions and behaviors demanded of us based on the three monkeys, but nothing was said about the fourth monkey. The fourth monkey was do no evil (Shizaru).

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The stories of the four monkeys were popular in Japan in the 17th century. Their origin is between 2 and 4 BC in China. The Storyologer web-site (www.storyologer.com) has this account of Mahatma Gandhi who carried around a small statue of the three monkeys.  “Gandhi had a statue of three monkeys in three different postures. One was shutting his mouth with his hands, the other was shutting his ears similarly and the third one had put hands on his eyes. A visitor to his house became curious and questioned Gandhi about the various postures of the monkeys. Gandhi politely replied, ‘The one shutting his mouth tells us that we should not speak ill of any body. The one shutting his ears tells us that we should not hear the ill of any body. And the one shutting his eyes tells us that we should not see the ills of any body. If we do so, we will have all goodness and nothing but goodness.’

Travelers will often find local markets with carved depictions or artwork featuring the three monkeys. My wife was able to purchase an angelic model of the same concept. There are three angels; one was covering her eyes, one was covering her ears and the other was covering her mouth. However, the fourth monkey was not shown. The 4th monkey, when pictured, is usually shown folding his arms (the body language of being closed) or covering his crotch to signify inactivity.

It is fascinating the different interpretations of the four monkeys. In Buddhist tradition it meant don’t spend your time preoccupied with evil thoughts. In the West it relates to not facing up to our moral responsibility, for example turning a blind eye. But in my household, the monkeys were presented to us as a model of proper behavior. Our parents wanted us to identify with the images, to supplement our moral code.

See no evil (Mizaru)

We were told to pay attention to people and location(s). The idea was that if we were in the right location, we would minimize seeing trouble develop before our eyes. This was applicable in school and at work. We were instructed against being at the wrong place at the wrong time. We were also told not to look for bad things in people or in certain situations. There are people who see bad things when they don’t exist, which could explain the manifestations of bias, stereotypes and profiling. We were not taught to be naïve, but to be careful and respectful.

Hear no evil (Kikazaru)

We were told to shield ourselves from bad language and bad intentions. We should stay away from people who spoke ill of others and gossiped. If we were not in the wrong place we could minimize hearing things that we should not hear. There was an exception: if we could acquire evil information and use it to do good or to help others, that would be permissible.

Speak no evil (Iwazura)

Speak no evil was used to discourage gossiping or speaking ill will about someone. We were told to watch our language and to speak kind words. “If you can’t say anything good about someone, don’t say anything” was a part of this same philosophy. Adults told us that spreading bad news or malicious information could come back to haunt us. We should also, apply this same advice to the workplace.

Some of us have adopted a code of silence in the workplace and would not tell when someone was not pulling their own weight. We would rather silently complain or resign, before talking about a employee who was not working. It is our responsibility to find a way to report injustice, illegal behavior and practices that undermine people and the organization.

One way to break the code of silence is by offering incentives to whistleblowers. These individuals are people who step forward and report unlawful activities in an organization. They are generally paid a 10% bounty if the measure goes to court and fines are levied against the lawbreakers. In neighborhoods where people know the perpetrators of violence, but fail to come forward, there are no such incentives. Residents may be afraid of retribution, as the rationale for their silence.

Do no evil (Shizaru)

The fourth monkey’s actions are truly related to the others. The workplace is a common place for the four monkeys to be used as an operating system. Employee bullying and intimidation, sexual-harassment claims, the presence of racial discrimination and sexually charged language and actions exists in some organizations. Where improprieties and liberties are taken with people’s rights in the form of disrespectful words and actions, there are laws in place to prevent and punish these actions. Employees, who adopt a see no evil, hear no evil, speak no evil mindset are not helping to develop a positive company culture or a respectful workplace

Do no evil is a perfect monkey to enforce the values of character and integrity. He reminds us of proper behavior and etiquette. Our choices have consequences and the more we can emphasize a positive corporate culture and a respectful workplace the more effective our organizations will be become. There is conduct and behavior norms which must be identified, emphasized and enforced vigorously. Character will minimize stress in the workplace and reduce the number of lawsuits and discipline related to improper behavior.

How can we create an environment in our workplaces, families and communities, where people are held accountable for their own unlawful actions and the private citizens who come forward can feel safe and protected. If the fourth monkey was modeled, we would have less of a cause to talk about the other three monkeys.

Do no evil should be magnified and connected to many of our guiding principles of behavior.  The Golden Rule and its equivalent in many cultures advise us to treat people the way we want to be treated. The Platinum Rule which asks us to treat people the way they want to be treated. The 10 Commandments implores us not to do a series of acts which could be seen as evil, such as murder, stealing, etc.

We must clearly outline expectations of behavior and the judgment related to them to improve the climate in our organizations, homes and places where people meet. Correct action is essential to achieving healthy results in our relationships.

The imagery and practices espoused by the 4th monkey holds the key to making this possible. I am hopeful that by emphasizing the fourth monkey, we can improve our behaviors, connections, interactions and relationships of all kinds.

Copyright © 2016 Orlando Ceaser

Loyalty – To be or not to be?

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Loyalty is an awkward discussion topic within organizations. The relationship with our jobs is complicated. Layoffs, reorganizations, mergers and acquisitions, plant/store closings, and outsourcing jobs overseas have a negative impact on employers/employee relations and more row. Managers in some organizations think, “Why should I be loyal to my employees, after all this is business.” Company survival trumps loyalty is their current mindset. Employees wonder if they should stick around.

Additionally, employees who were loyal to their companies find themselves out of work and feel betrayed and used by their former employers.

Loyalty can be defined as allegiance to something or someone. Loyalty is earned and its compliance is given by consent. We are speaking of loyalty in terms of fidelity to your company. We may also view loyalty on several different levels: loyal to your manager, coworkers and team

Loyalty is an intriguing concept. We know what it is and the circumstances where it should be exercised. It is emotional and enhances the value of a relationship. Relationships have expectations. If these expectations are not met or are threatened, loyalty is affected. When loyalty is coerced or forced, people will stay on the job until the right opportunity arrives to ease their conscience as they leave the organization.

We are loyal when someone or something is worthy of our trust. However, when there is a breach of trust, loyalty is retracted.

Loyalty Demonstration

Loyalty must be discussed in the context of equality and reciprocity. After all, reciprocity is a part of the transactional currency of loyalty. The company is providing something to the individual and the individual performs the work commensurate with the salary and the environment. Loyalty involves fairness and keeping your promises. The employee’s level of engagement reflects their level of appreciation for the services rendered. If the employee is treated fairly, allegedly, they will work hard, speak highly and positively about the company and remain a part of the organization. Loyalty is given as long as both parties fulfill their part of the obligation.

A leader who is loyal to their people may fight hard to justify retaining good people at the expense of others. An organization/leader that has a reputation of doing everything to minimize layoffs and retain employees can influence the number of loyal employees who choose to stay and speak highly of the company. Some companies may take less profit, in the short term, and minimize turnover in their organization.

What do you do to develop loyalty within your people? Some may argue that loyalty is not something that you develop, but like trust, is something that is earned. What steps can you implement that will save your business and earn loyalty from your employees? Do you show that you truly value their contributions? Do you adopt strategies that protect your people during the hard times until profit improves? Do you honor your promises and meet their expectations? Discuss the big picture to keep employees apprised of company challenges and performance, where appropriate.

Seeds of defection

Organizations will frequently make decisions and state that they were made in the best interests of the company. Budgets are cut; people are reassigned or displaced in order to improve the bottom line. Some leaders will not search for an alternative view that would spare jobs and careers. Leadership will quickly reduce headcount. This plants the seeds of defection, as people realize they are only a number, a statistic, headcount and a line item on a budget.

A selfish organization risk creating a selfish, culture where people stay or jump based on their individual needs being met. Therefore, everyone is treated as expendable. People respond by acting as mercenaries or hired guns. This removes the stability that people like to experience.

If a company reduces staff, so they can bring them back later, employees become stressed. They are constantly performing emotional gymnastics in a toxic environment. Conversely, if the company goes out of its way to inform and retain people and they know it, they may go out of their way to stay or deliver higher levels of engagement, retention and overall performance, to protect the company and their jobs.

Loyalty used to be defined in the context of fidelity, as it related to staying with an organization long-term. However, there’ve been countless instances where people passed up job offers from other organizations, only to be terminated by their own company. Individuals are angry at themselves for being loyal to a company and then the company does not show the same kind of loyalty to them. When did these stories circulate around an organization, people vow to never let that happen to them if they can help it.

Mindset in Today’s market

What kind of mindset should you have in today’s precarious job market? Should you keep your head down and not worry and everything will be alright and work itself out? Should you be open-minded to the flirtations from other companies promising a better deal? Should you put the word out that you are interested and seeking a different long term relationship? When people approach work with the mindset of the, “it’s just a job,” loyalty can be compromised.

Some people strategically interview internally and externally to keep their interviewing skills sharp. Their rationale is that it keeps them sharp for jobs inside and outside of the company. Other employees interview for ego and the self worth to see if they still have the skills desired by another organization. Others want to test their market value to benchmark for raises.

Loyalty Risks

People are hired who have demonstrated the propensity to jump frequently from job to job. Their track record is firmly stated on the resume. They are hired hands or have a mercenary mentality. They have an unspoken understanding with management that they are there to fulfill an assignment or until they can’t get something better. This may ultimately become a disadvantage.

I was impressed by a young man who fits the above the description. We met between sales calls and he asked if my company was hiring? He was very impressive; He went on to say that he was always looking for a better job. He made a very elaborate presentation of his thought process of always looking out for something better. As a hiring manager, I pondered the risk of recommending or hiring someone like him who was always looking to leave for greener pastures. Loyalty with him would be misplaced and could be detrimental to the survival of the new organization.

Loyalty is a learned trait. It is generally observed and imitated. Individuals learn from an environment where loyalty is practiced. They learn the components and the guiding principles and foundation regarding its use. Both parties in the employer/employee relationship are evaluating the value of the arrangement. Both groups are under enormous pressure to behave in a manner that is considerate of each other.

If a company lays off employees as a last resort, it may be the nature of the business that is the business required it. Employees may not like it, but ultimately will understand.

If an employee receives an outstanding offer from another company that could benefit them and their families, it may be the right decision to take the job. In some industries, it is the nature of the business to change jobs frequently to build a resume of different experiences. In each situation, the ideal objective is to be respectful of each other and perform in the best interests of all parties involved.

Loyalty also mandates that you honor your decisions, whether they are to work for the company, leave the company, hire or release employees; act in a manner that shows you are respectful and deliver the best you can in the relationship. You can always show loyalty by working as hard as you can, as long as you are on the job. An organization may have to reduce staff, as a last option to remain viable as a company. An individual may be faced with the tough decision to leave a job that has good to them; in today’s turbulent times we should respond to these difficult situations with dignity and respect in all roles and for all employees. Loyalty must continue to be an important value for us. However, loyalty is strained and tested; we must combine it with trust to build stronger organizations and relationships that benefits all participants.

Copyright © 2016 Orlando Ceaser

 

I work for a Monster

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I grew up with a different generation of monsters. The monsters in the movies and television of my day had the same objective as the ones today, to shock and terrify. They strive to literally frighten you out of your mind. Please indulge me for a moment as I ask you to play a game. Answer this question “If my worst manager was a monster, who would they be?” To play along with me you must have a picture of your worst manager, a manager from the past or a diabolical manager you heard about from someone else.

I grew up watching a program called Shock Theater. The hosts were zombie musicians who were probably the inspiration for the look of Michael Keaton in the movie Beetlejuice. The program was a prelude to the Creature Features segments on late night television. There were 4 favorite monsters or categories that dominated the movies in my childhood; the Wolfman, Dracula, the Mummy, Frankenstein and various reptiles or mutated animals that were exposed to radiation. For this segment let’s concentrate on the top four; Wolfman, Dracula, Frankenstein and the Mummy.

My favorite character was Lon Chaney, Jr. who played the Wolfman. He was a frustrated man who was bitten by a werewolf and had to spend the rest of his life howling at the full moon. He was always seeking a cure and looking for sympathy from anyone who would listen to his tale of woe and help rescue him from his fate. He was a normal person during good times, which was during daylight hours and things were going well. However, under pressure, he changed into something frightening and unrecognizable.

He wanted to be different, but was overpowered by the curse. Have you seen the Wolfman Manager in your organization? They appear to be nice, but are tormented by change. Therefore, their full moon experience could be pressure of any kind. Their poor sales results could cause pressure, a difficult boss or skill deficiencies due to incompatibility with their job could turn them into terrible creatures. The Wolfman Manager blames something or someone else for their cruel behavior. They were forced to be tough and it was agonizing for them because it was, out of character and against their temperament. In the presence of their boss, they would reluctantly turned into something horrible, due to fear or the need to become something to match leadership expectations.

Then there was Dracula, the vampire. He was charismatic, smooth talking and mesmerizing. He spoke with a distinctive accent and people were drawn to his charm, appearance and professional demeanor. He was royalty; after all he was a Count. But Dracula was still a blood sucker, a manipulator who planned to render his victims hopeless and under his control. His intent was to drain others until they were no longer of use to him, other than to locate another food source. You may have seen a vampire walking around your company with that same arrogant, cold, uncaring look. The look that says they are interested in you for what you can do for them. The Vampire Managers walk around feeling, as if they would be there forever and no one would discover their secret intentions to victimize others. You may wonder if somewhere, there is a coffin containing their native soil, somewhere hidden in the office.

The Mummy was cursed to guard the tomb or temple of his beloved. He was slow of foot, but was loyal, relentless and powerful. I’m speaking of the older version played by Boris Karloff, not the newer versions found in the Brandon Fraser movies, but the plot is the same. There is a creature driven by an overpowering love and allegiance for the object of their affection. This person within your organization has an undying love for power and ambition, status quo and will destroy anyone who tries to harm or change it. They will blindly institute unethical policies and cover them up, especially if an investigation is pending or inevitable. This individual will persistently pursue anyone who has anything negative to say about the company or anyone they personally admire within the organization. They will practice a technique known as delayed retaliation to seek revenge against their enemies. They will also be the micromanaging monster who slowly follows you and hovers over you.

An organization began a process of offering 360° feedback to its managers. The managers enlisted the help of their peers, direct reports and their supervisor. When they received less than flattering commentary, they smiled and thanked everyone for their contributions. Over the next several months, the Mummy Manager did everything within their power to slowly, relentlessly, strike back against those who offered disparaging feedback. The mummy within the organization is wrapped up, as a metaphor for hiding either their identity or their intentions.

Lastly, there was Frankenstein, named after his creator. He was a collection of body parts, that were sewn together to create a living breathing inhuman being. Frankenstein’s monster was depicted as mindless and easily irritated. He was created to be controlled and to demonstrate the power and influence of the scientist. He was the earlier version of the zombie. Frankenstein became identified with his creation. When the Frankenstein Monster saw his reflection and what he had become, he became angry. He realized how different it was from everyone else and that people were afraid of him. He was deliberately created to be controlled as an example of his creator’s intellect and power. He ultimately turned on his master.

The Frankenstein Manager appears in many organizations as the protégé who was shaped, mentored and created in the ruthless image of their sponsor. He is loyal, as long, as it is a benefit to him, but when they received negative feedback, they will revolt. He is a henchman who follows blindly. Eventually, the protégé will turn on its creator, causing much instruction in its wake. After the monster received or learned all they could from their master, it may cast the mad scientist mentor aside.

Each generation, even the Millenials, has its own monsters; whether it is the Wicked Witch of the East, Aliens, the Predator, zombies, Jason of Friday the 13th or Freddy Krueger from Nightmare on Elm Street, they can be compared to the leadership styles of many of the leaders seen in organizations around the world. The traits of these frightful creatures are found in the leadership practices of some managers who believe they must resort to fiendish tactics or insensitive methods in order to get results. Where there is a monster, there is fear. Where there is fear, there needs to be a strategy to relieve people from the threat of the monster and the power it has over the employees in the workplace. To be successful, you must be wise enough to identify the managers with monster tendencies and develop the right skills and resources to stay safe. When you realize that your manager is a monster, you must act appropriately and find the correct strategy to take care of yourself.

Copyright © 2016 Orlando Ceaser