We build images of others based on tiny tidbits of information. Being a lawyer paints one image. Playing golf conjures another. A lawyer playing golf solidifies an image. A lawyer climbing Mt. Everest twists the image. We see what people do and create an image of who they are. Each new clue surprises or confirms. The image evolves or solidifies accordingly. When people make choices like ours and behave as we do, the images we paint can start looking a lot like ourselves. Those living in our neighborhoods, attending our schools, working where we work, participating in similar activities, and friends of our friends must be a lot like us!
During the holidays, I frequently passed a house with at least 3 dozen giant inflatable characters in the yard. They dwarfed both house and yard. Stranger yet, they were alternately inflated and deflated; whatever the reason, someone was doing a lot of work to inflate them regularly. My curiosity was piqued briefly at each passing. Why would someone want so many? Do they deflate them to prevent a prankster from seeing if a knife blade will make them dance and fizzle like balloons? What do the neighbors think?
There was a fascinating story on NPR recently (Struggle for Smarts, November 2012) about cultural differences between Japan and the US related to learning. To put it in a nutshell, Americans are keen on appearing to be smart while the Japanese put more emphasis on persistence. I encourage you to read the article in its entirety. Consider for a moment two children. One has been told directly and indirectly her entire life that she is smart, that being smart is most important, and that smart people are the most successful. The second child has been told just as often that her effort is most important and will be the reason for her success. Which child will be more willing to take the risks necessary for learning? The one who wants to look smart or the one who will be applauded for persisting until successful?
All the skill and eagerness in the world won’t help if an employee doesn’t know what needs to be done. In less than 5 minutes, this video will help you understand the three types of awareness that are critical to success.
What do your employees think about annual reviews? Do they view them: With enthusiasm as a vital tool for their professional growth and satisfaction OR With trepidation as an obstacle standing between them and a raise? Are your performance management policies and procedures primarily geared toward: Developing exceptional performers OR Keeping your company compliant and out of hot water? If your company is like a lot of companies I’ve seen, you probably picked #2 in both cases. Far too many companies do what they think they are supposed to do when it comes to performance management, but accomplish absolutely nothing when it comes to improving performance.
In less than 4 minutes, this video will teach you how to extract effective feedback so you can take charge of your own performance improvement.
Your company has goals, your group has goals, and you and your employees have goals. Thus, everyone is aligned and working together, right? If only it were that simple! Let me tell you about Jim. Jim became a direct report when I joined an aerospace company years ago. He made people cry with his impatience. He couldn’t understand why others couldn’t just do things right. He’d rather do things himself than have to ask or explain twice. He believed he was pretty much surrounded by idiots. I had my work cut out for me!
Many “facts” that control your behavior aren’t facts! If you are a manager or a parent, knowing the difference between facts and assumptions is critical, but not common!
Gen X, Gen Y, the Greatest Generation – Give me a break! Generalization X, Generalization Y, and the Greatest Generalization sounds more like it to me! Imagine if all the energy and money devoted to trying to define and understand these generalizations, excuse me, generations, was instead spent on treating people like the individuals they are. Times change, but no one is a generation. When people describe Gen Y to me, they certainly aren’t talking about my daughters. Nor does my nearly 90 year old father, who sends me narrated DVDs with background music that he makes from old home movies, fit the image of his generation. You don’t hire a generation. You can’t teach a generation. You can’t get to know a generation. And it’s unfair to slap any stereotype on someone before you’ve even been introduced. It’s wrong and it’s insulting. We know that race and gender stereotypes are inappropriate and yet we embrace generation stereotypes with writing, training, and endless discussion. Why? It’s much more productive to simply listen, learn, and respect individuals as the individuals that they are. What do you think? Let me know at by email.
You’ve heard people talk about watching for the writing on the wall. They say that if you see signs that your days with a company are numbered, you should start looking for another job. Too many people are blind-sided or do nothing, even when the signs are clear. I agree. You must be alert to what is going on around you. But that is only half the problem. You need to take a good look in the mirror as well. Are you excited about your work? Are you learning important skills? Are you contributing effectively? If you aren’t operating at the intersection of your company’s needs, your passion, and your skills, and you don’t expect to be doing so any time soon, start looking elsewhere. Employment is a two-way street. Don’t abdicate responsibility to silver platters and pink slips. No one else is responsible for your career. No one else is going to make you sure you have a rewarding career.