For Your Ears Only

I’m sure you are familiar with the concept of “talking out of school;” the idea of discussing something in the presence of others who really shouldn't be allowed to hear the comments. “Talking out of school” is generally not a good thing to do in any situation. When you are on the management team of a company “talking out of school” can get you into serious trouble.

I encourage managers to be friendly with the employees. To take the time to get to know each employee, build rapport, a solid relationship and open lines of communication. With certain ground rules and guidelines in place, I think it’s great for a manager to be friends with their employees and, for those who care to, to socialize outside of work as well.

The more friendly we are with employees, the more we must bear in mind the ground rule of being very careful about what we talk about with employees, especially when we are in a social setting. Don’t talk about other employees, except perhaps for a short word of praise. Don’t bad-mouth people or other departments or functional areas. And never ever talk about things you were told in confidence because you are part of your company's management team; things for “your ears only.”

These confidential items are never to be discussed with anyone outside of the circle of confidence. Never. Not to anyone. Not to your friends. And certainly not to your employees.

Interestingly, many managers will not even discuss these confidential items with their spouse. Their belief is that these things have nothing to do with their relationship to their spouse and, accordingly, the spouse does not have a need to know.

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. 139 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.

Accepting Responsibility

Today’s post was written by an author who wishes to remain anonymous. It was originally given to me as part of a homework assignment where she was focusing on one of her personal strengths, “the ability to accept and live up to responsibilities.” Her work is reprinted with permission.

Anonymous prefaced her work by stating “A company can take on the most qualified experienced candidates, but if these people do not feel a certain responsibility to their job and the company, they typically make decisions based on how easy or difficult it is for them or for their department.”

She then went on to describe a number of things that she believes are a natural part of her responsibilities as a supervisor. Here’s what she said: “I frequently find myself asking the question ‘if this was my company, my customer, my bottom line, what would I do; how would I behave?’ Typically, the response to this question is the more difficult of the available choices. Nevertheless, this is the path I will take. I believe this to be the more responsible choice, even if this means working extra hours to achieve the end goal.

“I accept new responsibilities only after fully understanding the scope of the assignment. I believe this is the only responsible thing to do. Quite often, people will agree for the sake of agreeing without understanding the magnitude of what they are being asked to do and then simply do nothing afterwards. If I believe the scope of the project I am been tasked with is outside my expertise or just not feasible, I will ask that we look at alternatives before agreeing to accept the project. The benefit to the company is that once I accept responsibility for a project, the management group trust that the assignment will be completed on time and in full.

“I tend to ask questions, if I see what I perceive to be as inefficiencies in the workplace, whether it is in my department or another. Rather than take the approach “it's not my job, my department, my problem", I will flag issues as I find them to department managers. Sometimes this may appear as meddlesome to the receiving party but once I explain why I think we need to look at something and why it's good for the company as a whole, I tend to get a favorable reaction. If nothing is being done and I feel strongly that the company would benefit from some action, I feel a responsibility to take it to the next level.

“If I find I am falling behind and not on top of my job, I will take the time to prioritize what needs to be done and by when. I will write a 'To Do' list to understand how far behind I am. If necessary, I will work longer hours (typically from home or at the weekend) to get back on target. I will flag items that I think will go overdue and ask that the due date of any assignment be moved out if necessary.”

Thanks, Anonymous, for sharing your thoughts on what responsibility means in real life terms.

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, and I encourage Pelleyblog readers to share their experiences, philosophies and general thoughts as well.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

A Career Hazard

Yesterday's post focused on staying current with trends in your industry, trends in your vocation, and trends in science and technology. Our emphasis was on enhancing creative skills. Since most readers of this blog are first-line managers, today I will recast the list with a different focus.

Being creative is one thing. Keeping your job is another. Times change. The world changes. Technology changes. If you don't stay current with the new technologies, methodologies, and best practices being applied to your industry and vocational area now, you will soon become technically obsolete. And that can be hazardous to anyone's career, manager or not.

Managers at all levels must also understand that management practices evolve and change as well. Of course some practices are tried, true, rock solid and everlasting (at least for the time being). But others are not. Especially in the "soft skills" of management including human relations, motivation, leadership and communications. If you are a manager and you don't stay current with management best practices, you will soon become managerially obsolete. And that can be hazardous to your management career.

About me: Dan Pelley frequently updates his programs to include recent trends and current best practices. You can learn more about his programs by clicking here to visit his website.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Robotic Customer Service

What an awful experience. My refrigerator has a recall - seems some of them have a tendency to catch on fire. After checking my model number and serial number to confirm that my unit was in the recall group, I called the toll-free number to schedule a service appointment to have the manufacturer correct the problem. My call was answered by a pleasant-voiced automated system that was totally cold and aloof. The voice spoke slowly and enunciated carefully which I think is a necessary part of the process when machines talk to people. The process was very structured with never an opportunity to talk with a live person about any concerns I might have with a device that has already caused several home fires. No, the call was structured to maximize the manufacturer's efficiency while wasting my time slowly walking through a process.

We started with model number (say it slowly so the computer can understand you). Then the serial number (slowly now). Now confirming that my unit was an offender, I was strongly urged to allow a no-charge service call to repair it. Okay so far. Home telephone number was next (slowly) recited to the computer. Then responding to prompts to confirm the recited number, and my name, and my address. (Note this is a company that already sent two recall notices to that very same name and street address). Next I held on while the next available service date was determined. (The system actually put me on a brief hold for that). Then I was prompted to accept or declined the offered 4-hour time slot on the next available date. I accepted. Now, I think, I'm good to go.

But wait, there's more. Now I'm told someone over 18 has to be home while the repair person is there. Not a problem for me, but why bring it up after the appointment is made. What if that was a problem for me? Finally came the clincher from the robot: "The service person will call you before coming to confirm you are home."

Now isn't that just dandy. I planned to work in the yard while I kill my morning waiting for their person to come fix their fire hazard product. But since my home phone is a land line, that's not going to work. So I guess I'll find things to do, so I'll be sure to get their call, so I won't inconvenience their service person and end up having to rebook this fire prevention appointment.

That ended the call. I didn't time the process, but I do estimate I could have completed the transaction with a real person in about half the time. Assuming of course I didn't have any other issues or questions. After all, they got what they needed. Who cares if I wanted to know if I should be watching for things (like smoke or flames) or listening for things (such as a whine in the compressor motor or perhaps the interesting sound of Engine 1 coming down the street).

I hung up thinking how coldly efficient, distant and aloof this manufacturer is about an inconvenience imposed on its customers by its defective product. That feeling was reinforced by the fact that no one programmed their computer to sincerely apologize for the inconvenience. To tell people how concerned they were about the problem. To let people know how much they value their customers. No apology. No empathy. No care. Not once during the call.

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, and I encourage Pelleyblog readers to share their experiences, philosophies and general thoughts as well.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Accepting Praise

I was reading homework assignments the other day when I ran across an issue that "hit home" with me. The writer was talking about finding it difficult to accept praise from others. She indicated that it bothered her a lot.

For some reason that I've never figured out, I tend to feel that way too. When complimented I feel awkward and will sometimes look away or change the subject. Weird isn't it? And I truly don't know why I do that. But I suspect that it doesn't look well in the eyes of the complimenter, and I also suspect that it doesn't make me look very polished, poised or professional either.

I always try to give feedback on all homework assignments. This was my comment to the writer: "If you don't know what to say when people praise you, make a list of phrases and then practice them. Phrases such as "Oh thank you, that's nice to hear." Or "I'm so glad you liked it." Or "Thanks. I'm happy we could get that to you on time." Or "Thank you. I'm glad I was able to help." Or "Thanks much. I appreciate the feedback."

When I finished, I was astounded with my feedback. I believe I gave her good advice. Advice I'd never previously thought of to solve my own difficulties with receiving praise. Some of you have heard me say "I teach because I learn from every class." Well I certainly learned a lesson and a technique to use from this class, and I wanted to share the experience with you.

About me: Dan Pelley teaches the concepts of understanding yourself and understanding others as part of his "Managing People" program, one of five programs leading to a "Certificate in Supervisory Management." The issue recited above came from a participant in his "Managing People" program.

Copyright © 2009 Daniel W. Pelley
All rights reserved.

Working With Suppliers

Everyone knows we should do our best to maintain good working relationships with our customers. I also believe we should do our best to maintain good working relationships with our suppliers and vendors as well.

Some people believe that because they are the customer they have the right to impose, to put upon, browbeat and persecute their suppliers. More often than not, they do that to make up for their own lack of planning, inefficiency and procrastination by pushing the problem onto the suppliers. In turn, most suppliers and vendors do their best under the most trying of circumstances because they are committed to satisfying their customers. The customer may not always be right, but the customer is always the customer.

I don't like to do business that way. I look for ways to help my suppliers service me better. When my instructions are not clear, I learn how to change them so my suppliers can better understand them. I also learn and try to respect my vendors lead times and try my best to give them as much time as possible to do my work. I am also very loyal to my suppliers and vendors; not that I don't change from time to time, but it does take a lot for me to terminate a business relationship.

Of course there's a very good reason for my approach to suppliers. Clear instructions help ensure the job will be done correctly. Respecting lead times helps ensure my jobs are not done in a crisis mode which often leads to problems. And when on those rare occasions a supplier asks if they can have a few extra days on my job because they have a lot of work to do, I try accommodate them whenever I can. And often times I can. But if I say I can't, they respect that and make sure my job gets done on time.

By not being a problem customer and by partnering with my suppliers and vendors to create a smooth and mutually beneficial working relationship, I find that when I make a mistake or I need to impose a very short delivery date, my suppliers and vendors will go out of their way to help me out in any way that they possibly can.

I'm sharing these thoughts because today I had to impose on one of my suppliers. One of my customers booked a program which gave me a very short lead time to produce books and other materials. I phoned ahead to let the supplier know I would be in the next day so they could plan for me. Wouldn't you know it? The person who normally does my work was on vacation. But they said "Come on in Dan and we'll take care of you." I arrived this morning to a quiet shop. With the primary person on vacation, they weren't in a production mode today -- -- except for me. Several people who normally work in other areas pitched in and did the job while I waited. Thanks gals and guys.

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.

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.