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.
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