Seats Available

Yesterday was a very busy day in Colchester, CT. Our four-hour "Interview Skills" program was held in the morning, and our four-hour "Effective Performance Appraisals" program was held in the afternoon. Both programs were "sold out." These were two of the three "Special Programs at a Special Price" posted on March 26, 2009. One program remains and 8 seats are available as of today.

Handling the Difficult Employee is offered on Thursday May 14, 2009 from 8:30 a.m. to 4:30 p.m. From the lazy slacker to the angry aggressor. From the negative thinker who drains our energy to the bubbling socialite who drains our time. From the chronically tardy to the chronically unhappy, this program deals with them all. Why they do it. The single most important question to ask. Two rules to handle the situation. And what to do if you can't. Click here to see a detailed statement of learning objectives.

This program is open to anyone who doesn't mind travelling to Colchester, CT -- about 20 minutes west of Norwich, CT. The hosting company is easy to reach, has plenty of parking and good program facilities. Better yet, the program is offered at $100.00 per person and includes all program materials and refreshments. Lunch will be on your own from noon to 1:00 (with several kinds of restaurants from fast food to gourmet located nearby).Seating is limited to 20 people per program. Click here to register on-line.

As with all of my programs, you will not find a lot of theory and smoke. You won't find a "back table" loaded with books for sale and a presentation designed to sell those books. What you will find is solid practical information developed on sound principles and presented in a way that allows participants to immediately apply program concepts directly to the job. Our limited class size ensures time for all questions. And our "Challenge the Instructor" exercise allows you to pose your most difficult situations (anonymously if you wish) and receive solid answers back.

Even if Colchester is quite a drive for you, this program is definitely worth the trip. Click here to register on-line before this program is also sold out.

About me: Dan Pelley conducts training programs for supervisors in the New England states, with a concentration in Massachusetts (MA), Connecticut (CT) and Rhode Island (RI). "Handling the Difficult Employee," "Effective Performance Appraisals," and "Interviewing Skills" can also be presented on-site at your location. Call for quotation.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Young, Competent and Nice

She worked at a restaurant that was slightly more than a fast food takeout place. I'm sure you're familiar with them. You place your order and get a number, choose a table, and wait until you're called to pick up your order at the counter. When you finish your meal, you can either return your tray and trash to the counter or you can leave them on the table for disposal by a dining room attendant.

She looked very young, typical of the high school student a restaurant like this tends to hire. She was very pleasant in greeting us and taking our order. Her product knowledge and competency came through as she made a special effort to show us how to order our meals in a slightly different way that would lower the total cost.

Later, when our number was called and we went to pick up our meal, she realized that she should have given us our drink cups at the time of order. She apologized profusely, gave us our cups and suggested we get our drinks while she carried our tray to the table.

We finished our meal and began to carry our tray and trash to the front counter. She happened to be walking our way and said "I'll take that for you. I'm on dining room clean up now and it's part of my job."

What a wonderful employee. I told you this story because I'm sure she's a millennial employee, a generation of employees we've begun to discuss on Pelleyblog. See the post yesterday and the day before. As I've said before, I have difficulty with the idea that "all" (or even "most") young people are not good employees. I simply refuse to believe that.

While it's true that some younger employees, and some older ones as well, are not good employees, it is equally true that some young people are motivated, dedicated, and choose to do the best work they possibly can both in school and for their employer. Indeed, the need to do well in all that they do seems to be a common trait among millennials. Yet their non-traditional approach to work and their significantly different approach to life does create difficulties in the workplace as well as challenges and opportunities for the manager of millennials.

About me: For 25 years, Dan Pelley has presented supervisory management development programs in Rhode Island (RI), Massachusetts (MA) and Connecticut (CT). He is the 2004 recipient of the Richard Fontaine Award for Teaching Excellence awarded by Quinebaug Valley Community College in Danielson, CT.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

The Child at Work

Yesterday's post recognized my beginning efforts to better understand "millennial" employees and how they should be managed.

Last evening I read several chapters of a book on the subject. I was struck by the terminology used by many Human Resource Professionals (HRP) as they were quoted on the increasing involvement of parents in their children's careers. The words "kids," "children," and "child" appeared far too frequently in my opinion. Why your "child" should apply to our company. What's included in your "child's" benefits package. What your "kid" is doing at work.

The vast majority of the quotes did not focus on young adults right out of high school; young adults who by the way can vote, enter the military and (in most states) get married without parental permission. No, the subjects of most of these quotes were generally college graduates and some had advanced degrees. These "children" were in their 20's and held one or more academic degrees. While some resented their parents involvement in their careers, many others did not.

I'm having a real problem with this. At what point is it time for someone to grow up? At what point should someone be viewed as an adult? In my mind, when you go to work as an adult, have the workplace responsibilities of an adult, and get paid as an adult -- it's time to act as an adult.

Ah. that was so easy to say. But frankly, it appears difficult to do in view of the nature of the millennial generation. Fact: this is the workforce of the future. We need them. And, of course, we want to hire and retain the most capable and skilled ones. Do we really want to turn away young Einstein or Edison because he or she wears flip flops and jeans, stays connected with an iPod all day, wants to come and go at will, and is not interested in routine work? That's the challenge companies face.

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island (RI), Central Massachusetts (MA) and Eastern Connecticut (CT). But everyone interested in management topics is welcome. We also welcome your participation. Feel free to comment on this or any other post.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

That's Incredible

Several months ago I had a conversation with a Human Resources Profession (HRP) who was telling me about the "new generation" of employees. Labeled "Generation Y," or "Generation Next," or simply "Millennials," these employees have a quite different approach to the workplace.

The HRP told me the millennials were self-centered, wanted to start at the top, and had little clue about how to conduct themselves at work. They wanted to use their cell phones and iPods without restriction at work so they could stay in touch with their friends throughout the day. They thought nothing of taking a day off for "personal reasons" (such as going to a concert) without permission or even the courtesy of "calling out." They challenged work assignments, their dress was sometimes quite unusual, and basically they wanted to do what they wanted when they wanted.

Then the HRP told me about "Helicopter Parents," parents who continue to hover over their children even as the "child" is out of school and employed as an adult in the workplace. Parents who come in and ask for applications for their "child." Parents who fill out "applications for their "child." Parents who call to ask why their "child" wasn't hired. The most incredible part was when the HRP told me about the parent who wanted to have a meeting to talk about "why their child had received a disciplinary action from the company."

Soon thereafter I mentioned this during a program at another company. Turns out they were having similar experiences as well. I mentioned it again during an open enrollment program and also got an earful. One bank branch manager said "You wouldn't believe how some of them dress coming into work as a teller. Sometimes I have to send them home because their dress is totally inappropriate."

During these conversations, I was struck by how many people would tell me "that's how they all are." Even when I challenged "they can't all be that way," most people pushed back with "Yes, they are."

While I still find it difficult to believe that "all" millennials take a non-traditional approach to the workplace, I also believe that its time for me to investigate further. I'll share some thoughts with you as I go along. But I also welcome your thoughts as well. If you have any experience with millennials that you'd like to share, please post a comment.

About Pelleyblog: We are striving to be a communication device for managers where many people can share their thoughts, ideas, opinions, perspectives and points-of-view. We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us both as readers and participants.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

A Thought From Theodore Roosevelt

Our "Participative Management" program focuses on the idea of hiring good people, training them well, giving them clear assignments, then getting out of the way and letting them do their jobs. Carrie Norris, supervisor-in-training at Staples, Inc., Wauregan, CT recently completed that program in Danielson, CT. On the last day of class she told me how our discussion on empowering employees reminded her of a saying she she valued highly. She was kind enough to share it with me so I can share it with you.

"The best executive is the one who has sense enough to pick good people to do what he wants done and the self-restraint to keep from meddling with them while they do it." -- Theodore Roosevelt.

Thanks Carrie!


About me: Dan Pelley teaches leadership and facilitation skills that encourage high levels of performance from empowered employees as part of his "Participative Management (Building High Performance Teams)" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut (CT), Rhode Island (RI), Massachusetts (MA) and New York (NY) have one or more people who earned this certificate.

Our 800th Graduate

Congratulations to Tom Simmons who recently became the 800th person to earn our Certificate in Supervisory Management. Tom is the 2nd shift Quality Lead at Whitcraft LLC, a manufacturer of aircraft parts in Eastford, CT. He attended our programs at Quinebaug Valley Community College in Danielson, CT. Best wishes for future success Tom!

About me: Dan Pelley offers a series of five programs leading to a Certificate in Supervisory Management. The five programs are "Managing People,: "Leadership Skills," "Managing For Results," "Proactive Leadership," and "Participative Management." 800 people from 137 companies in Connecticut (CT), Rhode Island (RI), Massachusetts (MA) and New York (NY)have one or more people who earned this certificate.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Continuous Performance Appraisal

Have you ever felt this way? "Oh darn. Time to do a performance appraisal. How can I possibly remember what the employee has done in the last year? This is so hard. I hate this."

You’re going to feel that way unless you stop making performance appraisals something you do once in a while. Instead, make performance assessment and evaluation a continuous part of keeping your department or business unit running. Then when it comes to review time your official performance appraisal should contain no surprises. It will simply be a summary of what you and your employee have been talking about day to day. Good things and bad things, little things and big things should be embraced by the performance appraisal.

But how do you keep track of these things as they happen?

Many companies ask their managers to maintain a confidential performance note file for each employee. The encourage their managers to update these notes whenever a significant performance element takes place. These confidential note files could be in the form of a secure notebook, a set of secure file folders, or secure computer files where the manager can document significant performance elements as they happen.

When you do a good job of keeping performance notes on an on-going basis, you won’t have the burden at review time of trying to remember and reconstruct what happened in the past. Your official performance appraisal of the employee will be less of a chore. Because you've maintained those on-going notes, you can concentrate your appraisal review time on preparing an accurate performance summary based on the information you already have.

So, if you are not already keeping performance notes on an on-going basis, I suggest you start that process today. If your company discourages or forbids you to keep performance note files, you may want to ask your Human Resources department why (since there seems to be a general trend among companies to use them).


About me: Dan Pelley conducts training programs for supervisors in the New England states, with a concentration in Massachusetts (MA), Connecticut (CT) and Rhode Island (RI). His 4 hour "Effective Performance Appraisals" program can be presented on-site at your location. Call for quotation.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

A Professional Approach

I was reading a homework assignment the other night where the writer talked about the difficulties of his job. How it could be extremely busy. How some tasks were difficult to deal with. How a positive mental attitude attitude 100% of the time is unrealistic. My comment back to him was this: "A true professional learns to take things in stride, especially the negative things. They learn not to show disappointment, discouragement, negativity or anger."

For years I've been a stock car racing fan (and at one time a participant). I've always been quick to "boo" the driver who can't handle racing situations in a professional way. For example, in the good-old-days before there were lots of rules (and yellow flags), it was not unheard of for a car to be stalled on the track while the race continued under the green flag. One evening, a few laps from the end of the "B" feature at Westboro Speedway, a car stalled up against the crash rail about a hundred feet from the starter's stand. Not a particularly good spot to be in, but the race was nearly over and no yellow or red flag came out. After one lap, every driver should have been aware of his position. Even if you forgot he was there, you could certainly spot him as you came off the turn. Virtually every driver adjusted track position to avoid him. Except for one.

One notorious hot head, someone who was always angry, ran right into the stalled car at speed. True to form, the hot head jumped out of his car and wanted to pick a fight "because the other driver was stalled on the track!" That hot head was not a Pro. A true Pro doesn't whine, complain or get angry. A true Pro knows that the way things happen in racing you can sometimes have a bad day. A true Pro takes it in stride.

The same is true with a Pro at work. A true Pro knows the kinds of situations that make a job difficult. A true Pro knows the way things happen at work can sometimes give you a bad day. A true Pro takes it in stride.

About Pelleyblog: Pelleyblog focuses on management topics for supervisors and other first-line managers. We are an extension of Dan Pelley Educational Services which conducts management development programs primarily in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI), although we also serve the other New England states. Pelleyblog welcomes and looks forward to new readers from any geographic location.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Articulating a Clear Vision

The following article was written by Kim Hahn, a supervisor at Sperian Protection in Lincoln, RI and submitted as part of her work toward earning our Certificate in Supervisory Management. Kim's original work focused on improving her ability to "articulate a clear vision for leading others." Her action plan involved five comprehensive steps that I thought would be valuable to you. Her thoughts are reprinted with permission.

Articulating a Clear Vision

by Kim Hahn

To improve my ability to articulate a clear vision for leading others, I plan to implement and practice the following actions to strengthen my skills:

1. Consciously make an effort to clearly communicate all messages to my team. I have found that when I am confident and honest with my team, they appreciate this and exude their own confidence in their work, our team, and in my supervisory role. Even if I do not have an answer, I have found that my honest answers are well received and respected. This often leads to conversations where I can get their input as well, which I value.

2. For difficult communications, review with my manager or practice before delivering any messages. This preparation has helped me better communicate and focus more effectively when the actual time of delivery would come.

3. Keep lines of communication open with my manager. We have been working to build trust in the team and effectively communicating has been a key part in that. We both have our "radars" up to try to address any potential situations before they arise. If I have doubts or uncertainties about what I may need to communicate to my team, talk it through with my manager. This has helped us be on the same page and also helped me be more confident in my communications.

4. Keep lines of communication open with my team. They know they can discuss things with me and I value their input. Make sure my team knows I will communicate what I can to them and that we are a team. This also plays along with the trust issue. In building a strong trust between each other, they know that we can openly communicate and that I will keep the informed of what I can and they can ask me questions.

5. I cannot assume that what is communicated is always interpreted or relayed correctly the first time. I found that in my "beating around the bush", I may not have emphasized or clearly stated what needed to be done or stated. I know that if I am not clear in my message, it could be as if I had not said anything at all. If someone does not know, then how can they respond/react? My team sees this when working with other teams that things can get "lost in translation". When necessary, I can implement a follow up measure to ensure that the correct messages were relayed. Sometimes this can be done by documenting or taking notes on a meeting or doing a follow-up communication after a call.

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island, Central Massachusetts and Eastern Connecticut. But everyone interested in management topics is welcome. We also welcome your participation. Feel free to comment on this or any other post.

Copyright © 2009 Daniel W. Pelley

All rights reserved

Oh The Things We Had To Do

Yesterday's post included the "Lean Thinking" idea of using idle time to make improvements. It reminded me a situation many, many years ago. Long before I became an executive and an educator. During the several years I spent between high school and college working in a machine shop.

I was trained to do a blue collar job. I did it well and, like most others in the shop, made a good pay by way of a piecework incentive system. Then business slowed down. Rumors of layoff started. Near the bottom of the seniority list, I was worried. But my boss had other ideas.

Rather than a layoff, he decided to clean and organize our facility. It was badly needed, would keep several of us employed, and would guarantee the company wouldn't lose its investment in our skills. If we were laid off, of course, we might find other employment. While the company could certainly hire someone else to do our jobs, it would still incur all the costs of recruiting, hiring and training. For our part, we welcomed the opportunity. Yes, we would make less money. But day rate was about 90% of piecework, and we still had a job.

Oh the things we did. We cleaned lighting fixtures that probably had never been cleaned since the day they were installed. We removed and sold for scrap the darnedest collection of frames, pulleys, wheels and other paraphernalia from the days the factory was powered by a central steam engine (long since removed). We cleaned out junk from back rooms and even from behind the boiler. Can you imagine the grime that collects on things placed behind a boiler? We created storage areas. Cleaned windows. Thoroughly drained and cleaned wash tanks. After many weeks the facility was "standing tall" and "looking good."

Then the bad news. Having run out of things for us to do, the boss gave us a layoff. As he did, though, he suggested we not hurry to seek other employment. He forecast that business would pickup in just a few weeks and, if so, we would be recalled. He advised patience and was sorry that he didn't have a few more weeks of "projects" to keep us busy. But he did let it be known that he wanted all of us back.

Yes we did go back. Just a few weeks later. And I don't think any of us ever forgot the unspoken message of how much he valued us as employees.

About me: Dan Pelley's career experiences range from the shipping room to the boardroom and the college classroom. He has worked in companies as diverse as metal stamping, foundries, pharmaceuticals, computers and electronic components, hospitals, nursing homes, motor carriers, distribution, retailers, social services, government, quasi-government agencies, a major art museum and an airline. He shares his experiences through programs and seminars for companies in New England and through this blog.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Layoff or Pay Cut - My Position

This post represents my thoughts on a forum question posted on April 10, 2009. Which is the better approach: A uniform pay cut for all employees to spread the burden and save jobs; or layoff individuals because economic downturns usually call for a reduction in staffing anyway? Click here to see that post.

While there is no perfect answer to this question, I believe the following guidelines should apply:

First, layoff any marginal employees including poor performers and people with bad attitudes. Now is a great time to clear the deadwood.

Next, make sure you've brought in all outsourced and sub-contracted work as can feasibly be brought in-house to keep your own people employed.

Third, follow the "Lean Thinking" approach of using idle time to make improvements to your processes, practices and physical facilities; improvements you've been wanting to make but never had time to do when you were busy. Those improvement efforts will position you to be more effective when business picks up.

Fourth, begin to trim staff in proportion to business volume forecasts. You may want to consider "voluntary" layoffs. Frankly, given a choice, some people may want to take some time off (and collect unemployment benefits).

As a last resort, consider pay and benefit cuts. Here's where it gets difficult, especially if you have people working for minimum wage or at the lower end of the pay scale. So consider doing what you can with bonuses and highly paid employee compensation first. But ultimately, since a minimum staffing is probably required in order to be a viable business, you may need an across-the-board cut.

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island (RI), Central Massachusetts (MA) and Eastern Connecticut (CT). But everyone interested in management topics is welcome.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Now What?

Joy posted a comment to the April 16 post: "My Boss is Late to Meetings." She said "In my organization, it is indeed senior management that has set an established corporate culture of "meetings start when we arrive, not when they are called for". I do not report directly to any of them. This behavior has been going on for 10+ years. It diminishes the value of every person who is prompt for meetings, and also punishes those prompt people for properly managing their schedules. It has made me not want to waste my time with meetings. Any thoughts?"


My response: Hi Joy --As discussed in the April 16 post, rank has its privilege. Thus, unless you have a very strong rapport with people at the very top of the organization, there's not much you (by yourself) can do to change the culture created by senior managers. But there are things you can do:

1. Make sure you set a good example by starting and stopping your meetings on time.

2. If you have a good rapport with your boss and peers, see if you can encourage them to start and stop their meetings on time.

3. If your attendance in a meeting called by senior managers (or anyone else for that matter) is not required, see if you can be excused (in a politically correct way of course).

4. When your attendance is required and you think the meeting will start late, bring some in-between time work with you. Click here to see the "in-Between Time" post of January 30, 2009.

In any case, as painful as it may be, make sure you are on-time to every meeting. That sends a message that, as a leader, you will always model the appropriate behavior. And, by bringing in-between-time work with you, you demonstrate your ability to manage your time and to make the best of any situation presented to you.

About Pelleyblog. This blog covers topics of interest to managers, particularly those at the first-line supervisor level. Topics include handling difficult employees, leadership, counseling, coaching, problem solving, lean thinking, motivation and time management.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Hard to Believe

Here's another article on "dumb things companies do to really screw up their training efforts" or "DUTHCODO TRESUTTE."

It always amazes me how companies that consider themselves to be training leaders can be so lacking when it comes to the little details. Like hot, crowded rooms. Or no "break-out" areas for classes that are case-study and discussion-group based. Or held in an area prone to outside noises or distractions. No white board. Flip chart. Markers.

Over the years I've adjusted to many of these conditions. I always bring markers and board erasers. I have a portable podium. Two portable white boards and a flip chart if needed. A complete PowerPoint presentation system. You'd be surprised at how much is lacking sometimes.

The best example was a company that had several seminar rooms. I did several programs there. Never without a hitch or a glitch. Last minute room changes without telling participants or instructor. Wrong room set-up (even though I tended to use a consistent setup). Deficient food service. Broken A-V equipment.

The clincher was a seminar that met once a week in the same room for four weeks. It had a white board covered by two doors. When you opened the doors, they would slowly swing shut. Each week I suggested they have maintenance correct the problem. Never happened. Each week the board was dirty. Each week I used my markers and eraser because they didn't have any. Each week I complained.

By now you are probably thinking "Oh, c'mon Dan. Get over it. Everyone has little problems. Everyone makes mistakes. Is this really worth a blog post?"

Yes, I think it is. You see, the participants were managers of a prestigious hotel, including the managers in charge of maintenance, food service, seminars and conferences. The seminars were held in their facilities. My complaints were addressed to the seminar participants, the managers responsible for the facilities. I often wonder how many other people paid to use that room with the swinging doors, dirty white board, no markers or erasers during the time we spent a few hours a week there.

About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island (RI), Connecticut (CT) and Massachusetts (MA). I am pleased to share my experiences and business philosophies with managers at all levels.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

On Being Perfect

I was reading a homework assignment from someone who listed "a constant focus on perfection" as their biggest deficiency. Never satisfied, they tended to do work that their subordinates should be doing because they wanted to make sure "it was done right." They worked long hours to ensure everything was just right. When they did make a mistake they apologized profusely and at length.

Their story rang a bell with me. In graduate school I had the misfortune of straight A's course after course after course. After awhile I became obsessed with the perfect record. Running harder and faster to keep up the perfect record. I almost made it to the end when I finally got a B. Obviously, I was disappointed to break the winning streak. But I was far more relieved to be rid of the burden. Straight A's are nice. Something to strive for. But not to a fault.

Here's my comment to the person with the issue: "No one is perfect. And being obsessive about it can result in burnout or worse. Always try to do your best. But also be realistic and human in your approach to your work. p.s., I've been very successful in my career. But you should see some of the huge blunders, errors and mistakes I've made along the way."


About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut (CT), Massachusetts (MA) and Rhode Island (RI). The issue recited above came from a participant in his "Leadership Skills" program.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Presenting Difficult Issues

There are times during in-house seminars that we have an opportunity to identify a sensitive issue within the company, discuss its impact and ramifications, and go on to create a set of positive and constructive recommendations for improvement. When we are done, since it was a group effort, the question then becomes who should present these recommendations to the boss or senior executive who is in a position to act on these recommendations.

My answer to that question never waivers. I always ask: "who among us has the best rapport with that boss or senior executive?" They are the person(s) who we should entrust the presentation to. Why? Along the lines of what we said in yesterday's blog, when you have a good relationship with your boss, your boss will more likely to listen to the suggestions for change, not because your boss was particularly looking for recommendations, but because you are bringing it up.

When you cultivate a good rapport with your boss, your boss will tend to like you, respect you, and value what you have to say. Accordingly, your boss is far more likely to listen carefully to what you have to say, and to give your suggestions and recommendations a full and fair hearing.

If you think about yesterday's post on giving constructive criticism to your boss, and today's blog on presenting recommendations for resolving sensitive issues, ans if you reflect on any number of other things between you and your boss, I think you'll agree that the time and effort invested in building a good rapport with your boss is a sound investment indeed.


About me: Dan Pelley's career experiences range from the shipping room to the boardroom and the college classroom. He has worked in companies as diverse as metal stamping, foundries, pharmaceuticals, computers and electronic components, hospitals, nursing homes, motor carriers, distribution, retailers, social services, government, quasi-government agencies, a major art museum and an airline. He shares his experiences through programs and seminars for companies in New England and through this blog.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

My Boss is Late to Meetings

This post results from a comment to our 4/7/09 post "A Culture of Promptness" which you may want to read first. Click here to go to that post. If comments do not immediately follow the post, click on the comments link at the end of the post.

The comment: "What is your suggestion to correct lateness when senior management of the company are the ones that are consistently late and then you are obliged with an update when they finally decide to arrive?"

First, I'll take your question at face value and without knowing who "senior managers" are. As a general rule rank has its privilege. Senior managers often have very busy schedules and sometimes get behind. The nature of their position is such that they expect subordinates to "wait for them" before starting a meeting or to give them an update if they arrive late. Some senior managers will apologize for the inconvenience, others will not. This is their right and privilege whether we agree with it or nor.

Now, let me look at a more specific (and more common) situation. The offender is your boss. The above guidance still applies, but with your direct boss you have the potential to advise, coach and correct if you have a good rapport with your boss. When a subordinate has built a good relationship with their boss, the employee may be able "to get the boss's ear" and offer constructive criticism. You'll have to gather your facts, though, and be prepared to tell your boss exactly what the problem is, how it impacts the people attending the meeting, and why the it would be good if the behavior could change.

When you have a good relationship with your boss, your boss will more likely to listen to the constructive criticism, not because your boss views the criticism as being necessarily constructive or even valid, but because you are saying it.

You see, when offering constructive criticism to your boss, or anyone else for that matter, the validity of the criticism is far less important than the relationship between the critic and the person being criticized. No one likes to be criticized. But most people tend to listen more carefully and receptively to criticism from people they respect, and to take suggestions for improvement from people whose opinion they value.

So remember this when coaching your boss to correct a behavior: Rank has its privilege. But a good rapport can create privilege too. The privilege of being listened to because the person speaking is you.

About Pelleyblog: We are striving to be a communication device for managers where many people can share their thoughts, ideas, opinions, perspectives and points-of-view. We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us both as readers and participants.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

What Mr. Edison Knew

Our posts on 4/11/09 and 4/13/09 led to this post. You may want to read those posts first.

Mr. Edison looked at failure in the right light. He treated every failure as a discovery. He found something that wouldn't work. In a sense, he was thankful for each discovery of what wouldn't work. Because I think he knew a basic principle of discovery that is quite similar to a basic principle of selling.

Basic selling skills include the idea of thanking every customer who turns you down. Why so? Because if you sell a product that on average only 1 out of every 100 people will buy, you need on average 99 turn downs before you'll get to a sale. And each "no" is one less person you have to ask before you get to "yes."

I think Mr. Edison knew that if only 1 in 100 ideas will work, each failure is one more "no" to be scratched off the list, and one step closer to the "yes" that brings success.

About me: For 25 years, Dan Pelley has presented supervisory management development programs in Rhode Island, Massachusetts and Connecticut. He is the 2004 recipient of the Richard Fontaine Award for Teaching Excellence awarded by Quinebaug Valley Community College in Danielson, CT.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Mr. Edison's Light Bulb

You may want to read a related post: "Get motivated by failure" on 4/11/09 first.

Thomas Edison was a great inventor. He didn't invent the light bulb. He perfected it.

The first light bulb was invented by Humpry Davy in 1809. Herman Sprengel invented a vacuum pump that allowed a good vacuum to be created inside a light bulb. Sir Joseph William Swan invented the first practical light bulb in 1878 (13.5 hour life).

So what did Edison do? He made significant improvements to the bulb filaments, extending the 13.5 hours of Swan. First to 40 hours, then 100, and later to 1500 hours.

To do that, Edison and his team experimented with literally thousands of different filament materials including no fewer 6,000 vegetable growths. And he looked at test failures in just the right way. When challenged on results he said: "Results? Why, man, I have gotten lots of results! If I find 10,000 ways something won't work, I haven't failed. I am not discouraged, because every wrong attempt discarded is often a step forward...." (emphasis mine).

"The electric light has caused me the greatest amount of study and has required the most elaborate experiments.... Although I was never myself discouraged or hopeless of its success, I can not say the same for my associates.... Through all of the years of experimenting with it, I never once made an associated discovery. It was deductive... The results I achieved were the consequence of invention - pure and simple. I would construct and work along various lines until I found them untenable. When one theory was discarded, I developed another at once. I realized very early that this was the only possible way for me to work out all the problems." (emphasis mine).

As one of the great inventors of his time, Thomas Edison had many more valuable quotes for us. You can see them by Clicking here to visit thomasedison.com

About Pelleyblog: We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us.

Happy Easter

No Blogging Today.

To all my Christian friends: Enjoy your holiday, your family, your friends.

To all my Jewish friends: Enjoy your Passover holidays, your family, your friends.

To all my non-Christian, non-Jewish friends: Enjoy this early day of spring, your family, your friends.

Today is a good day for each person, no matter what your beliefs, to reflect, give thanks, and always remember that there are those less fortunate than you.

Dan

Get Motivated by Failure

In a recent seminar on being an agent of change, I was asked "How do you stay motivated to implement change when you have repeated failures?"

The answer comes from your approach to making changes, and what constitutes a failure.

First, the fact that you have entered the implementation stage and actually tried your idea puts you far above the vast number of managers who speculate, and suppose, and dream of what can be; but fail to take a chance, fail to try things out. You've avoided that failure.

Second, great inventors, innovators and problem solvers know that from each failed test comes information that brings us closer to successful implementation. If you learn nothing else from your failed test, you now know of something that won't work. Gaining that knowledge doesn't seem so much like a failure.

Third, in diagnosing a failed test, you may discover the information that leads to a stunning breakthrough, or at least moves you closer to the final answer. Gaining that knowledge certainly isn't a failure.

Ultimately, every business problem we face will be solved sooner or later. Solved by companies with people who think, ponder, postulate, try, fail, learn and try again. And companies that solve business problems tend to be leaders in their industries.

So, if you look at implementation test failures in the correct way, they are only failures when viewed in the light of a final answer. When viewed as a valuable stepping stone, failed tests are not failures at all.


About me: Dan Pelley is an educator specializing in management training and development programs for supervisors and other first-line managers in Connecticut, Massachusetts and Rhode Island. The issue recited above came from a participant in one of his "Thriving on Change" seminars.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Layoff or Pay Cut?

Interesting discussion on a financial talk show the other day. Apparently a company had just announced an across the board pay cut. This was necessary to avoid layoffs and all employees would be cut by the same percentage. The discussion revolved around the question of which was the better approach: A uniform pay cut for all employees to spread the burden and save jobs. Or, have the layoffs because economic downturns usually call for a reduction in staffing (why pay people to stand around when we don’t have the volume of work to support them?).

What do you think? I'll share my opinion after I've heard from some of you. Participating in our forums is simple. To learn more about forums, and the comment tool we use to gather thoughts, click on the link below. Meanwhile, I'm off to hide some Easter treats for 3 grandsons.

Click here to learn about forums in a post published on 2/13/09

Click here to read "How to Comment on Pelley Blog Posts" published on 2/10/09

About Pelleyblog: We are striving to be a communication device for managers where many people can share their thoughts, ideas, opinions, perspectives and points-of-view. We focus on topics of interest to supervisors, group leaders, foremen, department managers, project managers, team leaders, assistant managers, associate managers, office managers, nurse managers, crew leaders, unit managers, and other first-line managers. But managers at all levels, and people interested in management topics are welcome and are encouraged to join us both as readers and participants.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Positive Framing

A basic principle in successful communication is called "positive framing." It's closely related to the idea that it's not so much what you say, it's how you say it. Positive framing recognizes that people are more receptive to positive statements than they are to negative thoughts. Therefore, you have the best chance of people listening to you and agreeing with you when you present things in a positive way. And almost anything you say can be be put in a positive perspective and communicated with a positive tone.

For years, to encourage people to sit up front in a class, I would post a note on the board before people arrived for the first class session. The note would say something like: “Please don’t sit in the back two rows.” Not very positive.

These days, I post a different message saying something like : Please join us by sitting in the first three rows.” Isn't that much more positive?

About Pelleyblog: Pelleyblog is designed to be a resource for supervisors and other first line managers. Currently most of our readers are from Rhode Island, Central Massachusetts and Eastern Connecticut. But everyone interested in management topics is welcome. We also welcome your participation. Feel free to comment on this or any other post.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Don't Dilute Your Message

Returning from a program in Connecticut yesterday I was, as usual, listening to a talk show. The host was making some very good points on an issue which he presented with a sprinkling of facts and a fairly neutral tone. I tended to agree with him. Then he did something incredibly stupid. Still talking about the same issue, he attempted to get in a dig to people on the other side of the political aisle by attempting to link an embarrassing fact from the past to the subject at hand. Since there was no logical connection between that dig and the issue at hand, his effort to make a link was awkward, if not ham-handed. It was a political slam. Inserted into a topic having nothing to do with politics.

My reaction was immediate. I thought “Why did you do that?” Here you are making a very good set of points, and then you lose the listener by going off on a negative unrelated tangent.”

He’s done this on other occasions. I find it annoying because he sometimes has good things to say. But then he gets off message and loses me. I turn him off because his comments at that point are usually irrelevant, often stupid, and tend to diminish him and the many good thoughts he does have.

The lesson we can all learn from his error is this: Humor, sarcasm, rants, negative remarks, extraneous comments, and irrelevant information often dilute the message. If you want people to accept your ideas and comments you are far better off being positive in your message, sticking to the facts, and staying on point.


About me: Dan Pelley teaches communication skills as part of his "Leadership Skills" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut, Rhode Island, Massachusetts and New York have one or more people who earned this certificate.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

A Culture of Promptness

Yesterday's post dealt with ending meetings on time. After I wrote that post, I was thinking how actual meeting start time varies from company to company. For example, I work with one company in Fairfield, CT whose people are always early for classes. If a program starts at 8:00, everyone is there ready to go at 7:55. They tell me their meetings in the company start on time as well.

On the other hand, I work with a company in Norwalk, CT whose people are never on time for a class. If a class is scheduled to start at 8:00, you can bet at 8:00 there will be no one there. The first time I did a program for the company (at a local college), I began to worry that I was in the wrong classroom. It was 15 minutes past start time and no one was there. The first person arrived soon thereafter and the class started 30 minutes late. I learned that meetings in their company usually start late as well.

I believe actual meeting start times are governed by the company culture. If the culture is such that meetings always start on time, people tend to be there and ready to go at the scheduled time. On the other hand, if meetings always start 10 minutes late, people tend to arrive 8 to 12 minutes late. Why? Because they know meetings start late. They know people who arrive on time are penalized waiting for others to show up. So most people hold back and use the normal delay time to do other things.

If you want a culture of promptness for your meetings, learn to shut the door and start on time, whether everyone is there or not. As people straggle in, don't be quick to stop and update them. Some groups have ground rules covering lateness. Some groups exclude people (shut out, lock the door) after a certain time. Some groups have a "penalty" for lateness (but only if everyone agrees).

I once did a two day seminar for salespeople from around the country. At every break they would start making their phone calls. Invariably many were late coming back to the seminar. Soon some participants suggested a fine of $1.00 for the first 5 minutes and $2.00 for each additional five minutes a person was late; the money to be donated to The Salvation Army (as it was the Christmas holiday season). While promptness did improve, we still collected a good sum of money for the charity.



About me: Before becoming a full time educator, my career experiences included being vice president of a consulting firm, vice president - finance of a publishing company, vice president - sales support services for a manufacturing company and vice president - operations for a distribution company. As a full time educator working principally in Rhode Island, Connecticut and Massachusetts I am pleased to share my experiences and business philosophies with managers at all levels.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Stop on Time

Consult any source on how to run a good meeting, and this rule will always be included: Start on Time! But many sources overlook a less common, but far more powerful rule: End on Time!

Here's how you do it: At the beginning of the meeting, announced to everyone that the meeting will end by a certain time. Let everyone know the end time will not be flexible, so everyone needs to focus. (Say this in whatever way you believe will best convey the message in a sincere way).

During the meeting, whenever things seem to be off track, or topics drag on, and it appears you are headed once again for a meeting that will run late, remind everyone of the meeting's inflexible end time. Do that as often as you believe necessary.

As you get to within about 10 minutes of the meeting end time, remind everyone of the fixed end time. If you have to, remind again with five minutes to go. When the meeting end time comes, stand up, thank everyone and leave.

It's hard to tell you exactly what will happen next ( as I don't know how the people in your group react when they encounter something that's never happened to them before). In my experience, you might find that people will argue that the meeting isn't finished. Or people may argue that they weren't finished yet. Or the agenda wasn't completed. Or they still had things to talk about. People may complain that no one has ever done that before. Some people may be stunned. Others may label you as being arbitrary or dictatorial. Others may not know what to do with themselves.

Here's the key: even though you are putting an arbitrary stop to the meeting right now, you can always reconvene the meeting later on today or tomorrow if necessary. But by stopping now you will send a clear message about meeting stop times. And when the meeting resumes next time, continue to follow the outline described above.

It won't be very long before people know that your meetings will end on time. And you'll be amazed at how self-policing your meetings become. People will stick to the agenda. People will speak up when others waste time, or get off subject, or let things drag on. You'll find that those people who have urgent things to talk about at the meeting will be most vocal in helping you police your meeting.

About me: Dan Pelley teaches Meeting facilitation skills as part of his "Participative Management (Building High Performance Teams)" program, one of five programs leading to a Certificate in Supervisory Management. 137 companies in Connecticut, Rhode Island, Massachusetts and New York have one or more people who earned this certificate.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Managing For Results

I originally developed my program now titled "Managing for Results" many years ago for a local college. At the time I was vice president of a manufacturing company and taught management classes part-time for a trade association. I was invited by the college to create a new program oriented towards first-line managers and supervisors. The requirements were to cover the fundamentals and basics of the management process, so I gave it a common title: Introduction to Management.

At that time it was your basic Management 101 program. Because it was running at a management center as a noncredit program taught by a management practitioner, the college emphasized application rather than academics. Nonetheless, it was still a basic Introduction to Management program.

Years went by and I became a full-time educator working in the tri-state region of Massachusetts, Connecticut and Rhode Island. By then I had expanded my offerings to a five program series leading to a certificate in supervisory management. The certificate program had been adopted by a good number of community colleges and several four-year colleges as well. But the application-oriented fundamentals program was still titled Introduction to Management.

One day I received a homework assignment from a manager attending that program. He had completed and submitted an action plan designed to accomplish a goal previously submitted in an earlier homework assignment. I was extremely impressed with his work and gave him a top grade.

Several months later he attended another one of my programs. He came to speak to me at break time to tell me of his success with the action plan. He began by asking me if I remembered his action plan. I said I did; it was very good work.

"Yes Dan," he said. "And I actually use that plan and accomplished my goal. Because of the work I did in class on my goal statement and action plan, I got permission from my boss to do a special project that my department has requested for years; always being turned down. Probably because the previous managers in my position never took the time to think it through so they could prepare a good solid proposal. I got the permission, followed my action plan and finished the job last week."

He went on to say "Guess what happened? Since then," he said, "my boss has congratulated me on three separate occasions for getting that job done. And yesterday, the company president, I don't even know the guy, came into the department and shook my hand and told me what a good job I'd done with that project."

To him I responded, "that my friend, is what it's all about. It's not about good grades. It's not about certificates of completion. It's about using what you learn to the benefit of your department, your company and you."

That was a turning point. I decided to change the title for the program. And though I always emphasized application rather than academics, I decided to increase program content to put even more emphasis on application.

The "Managing for Results" program continues to be academically sound. I present solid principles. But as I introduce the program to new participants, I tell them that the practice of management is not just about knowing the principles. There are many managers who know the principles. They can tell you all about them. They talk a good game.

The best managers don't talk a lot about management principles. Instead they practice them. And they apply them to accomplish goals and achieve results. Instead of telling you what they know, they show you what they can do. That's the key to success in management, and a foundation principle in all my programs.

About me: Managing for Results is one of five programs Dan Pelley offers in a series leading to a Certificate in Supervisory Management. Click here to see a Statement of Learning Objectives for "Managing For Results." For additional information about the supervision series and other programs offered by Dan Pelley, click here to visit Dan Pelley Educational Services website.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Be True to Yourself

In my programs and seminars on leadership skills we often talk about the traits and characteristics of a good leader. And because much of leadership involves people skills, what we call the "soft skills" of management, we often get involved in discussions regarding how to handle difficult or sensitive situations.

When it comes to dealing with people, there's usually more than one way to approach any given situation. And it's extremely rare during the course of these discussions that I would ever tell a participant that their approach is wrong. While I do tell people what I think is the best way to handle a situation, I also respect, appreciate and encourage alternate answers and approaches.

Underlying all these discussions, however, is a bedrock principle I make sure to interject at appropriate times: "No matter what you do, you first and foremost have to be true to yourself. You'll find it very difficult to have credibility with other people if you are saying things or doing things that you truly do not believe in. If you do, it's virtually guaranteed that you will come across as a fake or a phony. To maintain personal credibility, you must be true to yourself."

Now that doesn't mean that you, as a manager will never have to do things you don't like or disagree with. But if you can rationalize and accept what you are being asked to do, even though you may not think it best, then you should be able to say and do the things necessary to be supportive to the approach, even though you're not in agreement.

On the other hand, if you believe you are being asked to do something you believe is totally wrong and goes against your fundamental nature, then you need to have a long talk with your boss on how to handle the situation. In very extreme cases, a manager may ultimately have to seek employment that will allow them to be true to themselves.

About me: Dan Pelley conducts training programs for supervisors in the New England states, with a concentration in Massachusetts, Connecticut and Rhode Island. His programs include "Handling the Difficult Employee," "Working Together," "Managing People," and "Leadership Skills."

Copyright © 2009 Daniel W. Pelley
All rights reserved.

A Second Chance For Ideas

I've finished updating the "Thriving for Change" program and I am presenting it today at a manufacturing company in Eastford, CT. Here's another thought from that 6 hour program.

As part of developing a change culture in your organization, never say "no" to an idea without a darn good reason for that “no.” You’ve seen that I’m sure. Maybe it happened to you. Someone submits an idea for change to someone in authority, usually their boss. The boss listens to the idea and then says “No, not going to do that.” The person with the idea asks “Why?” The boss responds with something like: “Because I said so,” or “It will never work,” or “I just don’t want to.”

In a change culture such statements are simply unacceptable. In a change culture no idea can be dismissed without due consideration. In a change culture, ideas can only be dismissed for valid reasons. And those reasons must be conveyed to the idea originator along with suggestions on how the idea might be improved so it can be resubmitted for approval.

Indeed, to prevent ideas from being rejected without proper consideration, I believe every company should have a second chance process. If someone believes an idea was turned down without justification, without a valid reason for the "no," then that person (whether or not that person is the idea originator) should be able to have that idea reviewed at a higher level by people who are drivers of change. That doesn't mean the idea won't be turned down again. But it does mean that the second chance review will be by people who seek to take advantage of as many ideas as possible.


About me: Dan Pelley conducts seminars and teaches programs on topics of interest to managers. Recent additions to his offerings include a six hour seminar titled "Thriving on Change." Today Dan is presenting the program at a company in Eastford, CT. He can present it at your company too.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

The Hurrier I Go

"The Hurrier I go, the behinder I get." That's what my Dad used to say. And that's what I'm going to say today in this short post. To say I've been busy over the past several weeks would be an understatement.

So far this week I've delivered a highly customized version of "Participative Management" in Norwich, CT on Tuesday. A standard version of "Leadership Skills" in Lincoln, RI yesterday. Today I'll be eight hours "on the platform" doing "Proactive Leadership" in the morning and "Building High Performance Teams" in the afternoon in Danielson, CT. Tomorrow the newly revised "Thriving on Change" with a totally new PowerPoint presentation, totally revised materials, and three new case studies will be presented in Eastford, CT.

The balance of my time this week has been spent developing a survey for a customer, finishing "Thriving on Change," and working with the host company in Colchester, CT regarding their upcoming special programs at a special price. See the post on 3/29/09 for more information. Two of the three programs are sold out ("Interviewing Skills" and "Effective Performance Appraisals").

So off I go to Danielson. Have a great day.

About me: For 25 years, Dan Pelley has presented supervisory management development programs in Rhode Island, Massachusetts and Connecticut. He is the 2004 recipient of the Richard Fontaine Award for Teaching Excellence awarded by Quinebaug Valley Community College in Danielson, CT.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

You Need A License Number

It is very common for me to write a blog post and have the idea for another blog posts come into my mind. That's what happened as I wrote about government bureaucracy for the March 29 post. You may want to read that post first.

Many, many years ago when I lived in another state I needed to go to the Registry of Motor Vehicles. I had purchased a boat and a trailer from a local marina and needed to register the trailer. The dealer provided all of the necessary papers and off I went to the Registry. After a long wait in line I finally reached a clerk's window. Examining my papers, she stopped abruptly, looked up at me and said "There's no automobile dealer license number on this application."

"That's right", I said. "It's not an automobile, it's a trailer."

"Doesn't matter. You must have an automobile dealer license number on the application."

"But it's not an automobile dealer who I purchased the trailer from. It's a marina."

"Doesn't matter, she said. You must have an automobile dealer license number on the application. I can't register your trailer until you get that for me."

Off I went back to the marina. I asked junior, my salesperson and the owner's son, to give me their automobile dealer license number.

He looked at me like I was crazy. He said "I'm not an automobile dealer. This is a marina."

"I know, but you must have an automobile dealer license number in order to sell trailers."

"We don't have one" he replied. "And we've been selling boat trailers for years. Unless this is something I don't know about."

He called to his father "Dad? Do we have an automobile dealer license?"

"No," said his father, "we are a marina not an automobile dealer. We don't need an automobile dealer license. In fact, we don't even need a license to sell boats."

"See," said junior, "We don't have one."

"That's all well and good" I relied. "But I can't register the trailer unless I have one. So what do I do now?"

Meanwhile, Junior's dad was searching the files to see what they did have for licenses. Since he was talking to himself as he went through the licenses, we began to focus on what he was saying.

"License to sell fuel. License to operate a marina. Sales tax license. License to sell ice cream. Hey. Here's a license to sell ice cream. Maybe we could use that number. They'll probably never know the difference. Here Junior, write this number down on Dan's application."

I didn't believe it would work. But since they didn't have an automobile dealer license I didn't know what else to do. So I went back to the Registry and hoped for another clerk. As luck would have it I ended up with the original one.

Taking my papers, she immediately looked for the automobile dealer license number. Finding a number there she looked up at me and gave a triumphant smile. "See. I told you they had to have an automobile dealers license number."

On this April Fools' Day I thought I'd begin your day with a little smile.

About me: Dan Pelley's career experiences range from the shipping room to the boardroom and the college classroom. He has worked in companies as diverse as metal stamping, foundries, pharmaceuticals, computers and electronic components, hospitals, nursing homes, motor carriers, distribution, retailers, social services, government, quasi-government agencies, a major art museum and an airline. He shares his experiences through programs and seminars for companies in New England and through this blog.

Copyright © 2009 Daniel W. Pelley
All rights reserved.