Act on It! Solving 101 of the Toughest Management Challenges

ACT ON IT!

OTHER BOOKS BY THE AUTHORS Close the Deal: Smart Moves for Selling Smart Moves: 140 Checklists to Bring Out the Best from You and Your Team Smart Moves for People in Charge: 130 Checklists to Help You Be a Better Leader Yes You Can! 1,200 Inspiring Ideas for Work, Home, and Happiness Power Tools: 33 Management Inventions You Can Use Today What to Say to Get What You Want: Strong Words for 44 Challenging Bosses, Employees, Coworkers, and Customers What to Ask When You Don't Know What to Say; 555 Powerful Questions to Use for Getting Your Way at Work COMEX: The Communication Experience in Human Relations Speaking Skills for Bankers

BY SAM DEEP Human Relations in Management A Program of Exercises for Management and Human Behavior (with James A. Vaughan) Introduction to Business: A Systems Approach (with William D. Brinkloe) Studies in Organizational Psychology (with Bernard M. Bass) Current Perspectives for Managing (with Bernard M. Bass)

BY LYLE SUSSMAN Communications for Supervisors and Managers Increasing Supervisory

Effectiveness

ACT ON IT! SOLVING 101 OF THE TOUGHEST MANAGEMENT CHALLENGES SAM DEEP AND

LYLE SUSSMAN BASIC

BOOKS A Member of the Perseus Books Group New York

Many of the designations used by manufacturers and sellers to distinguish their products are claimed as trademarks. Where those designations appear in this book and Basic Books was aware of a trademark claim, the designations have been printed in initial capital letters. A CIP record for this book is available from the Library of Congress. ISBN 0-7382-0245-2 Copyright © 2000 by Sam Deep and Lyle Sussman Previously published by Perseus Publishing Published by Basic Books, A Member of the Perseus Books Group All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed, in the United States of America, Text design by Jeff Williams Set in 10-point Palatine by Perseus Publishing Services First printing, February 2000 Books published by Basic Books are available at special discounts for bulk purchases in the U.S. by corporations, institutions, and other organizations. For more information, please contact the Special Markets Department at the Perseus Books Group, 11 Cambridge Center, Cambridge, MA 02142, or call 800-2551514 or 617-252-5298, or e-mail [email protected] Find us on the World Wide Web at http://www.basicbooks.com

CONTENTS Eight Ways to Use This Book xi

1 The Power to ACT

1

2 Personal Effectiveness Solutions

9

1 How can I reduce my workload? 11 2 How can I cope with an overwhelming workload? 13 3 Am I delegating enough? 15 4 Should I delegate this particular responsibility? 17 5 Can I make better use of my time? 19 6 What time wasters might I be guilty of? 21 7 Am I remaining current? 23 8 Am I overly resistant to change? 25 9 How can I juggle multiple assignments? 27 10 Am I disorganized? 29 11 Am I managing my stress? 31 12 Do I have emotional intelligence? 33

3 Communication Solutions 13 How can I improve my listening? 37 14 How can I improve my speaking skills? 39

35

15 How can I improve my written communication? 41 16 How can I nail this speech I have to make? 43 17 What expectations should I have for employee integrity? 45 18 What expectations should I have for teamwork? 47 19 What expectations should I have for employee communication? 49 20 What expectations should I have for quality performance? 51 21 What expectations should I have for leadership? 53 22 What expectations should I have for customer service? 55 23 What's the best way to communicate bad news? 57 24 How can I get employees to keep me informed? 59

4 Employee Accountability Solutions 61 25 Should I rewrite job descriptions? 63 26 Should I fire this employee? 65 27 What will make my employees more accountable? 67 28 Have I lost control? 69 29 What should I do about an employee who accuses me of unfair treatment? 71 30 How should I respond when an employee treats me disrespectfully? 73 31 Should I confront rumors about inappropriate employee behavior? 75 32 How can I make casual dress a winning proposition for all? 77 ri

ACT ON IT

33 What should I do about an employee with a personal hygiene problem? 79 34 What should I do about an employee with a substance abuse problem? 81 35 How should I discuss poor performance during a performance appraisal? 83 36 What should I do with a nonperforming employee? 85

5 Employee Empowerment Solutions 87 37 How can I get people to focus on continuous improvement? 89 38 Have I created a positive work climate for my team? 91 39 How do we make this a great place to work? 93 40 How can I get employees to be proud to work here? 95 41 How can I gain employee commitment if I can't promise job security? 97 42 How can I reduce employee resistance to change? 99 43 Am I micromanaging? 101 44 How can I increase creativity on the team? 103 45 Am I setting goals that are both motivating and attainable? 105 46 How can I improve the return on investment in training? 107 47 Should we pay for performance? 109 48 Who are the best candidates to become supervisor? 1ll Contents

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6 Teamwork Solutions

113

49 What can I do to head off conflict on my team? 115 50 When should I referee a conflict between two employees? 117 51 What should I do about two battling employees? 119 52 Do we need to increase our team's effectiveness? 121 53 Should I form self-directed teams? 123 54 What should our shared values be? 125 55 What can I do about an employee who's not a team player? 127 56 How do I make our meetings more productive? 129 57 Are we taking advantage of diversity? 131 58 How do I make part-timers feel part of our team? 133 59 How do I reward stars while promoting teamwork? 135

7 Leadership Solutions

137

60 Should I make this decision myself or involve my team? 139 61 Should I hire this person? 141 62 What are the best interview questions? 143 63 Do I lead with integrity? 145 64 How can I make this merger a success? 147 65 What should I do if an employee says, "Match this offer or I'm leaving"? 149 66 Should I implement flextime? 151 67 What's the best way to MBWA (manage by wandering around)? 153 68 Should I socialize with people I supervise? 155 viii

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69 Is my leadership style working? 157 70 What's the best way to keep the vision alive? 159 71 Do I walk the talk? 161

8 Coworker Solutions

163

72 With whom should I be associating at work? 165 73 What can I do if I work with a deadweight? 167 74 What can I do if I work with a drain? 169 75 What should I do about a coworker who's trying to make me look bad? 171 76 What can I do to resolve conflict with a coworker? 173 77 What can another manager and I do to get our departments to cooperate? 175 78 What can I do to be more appreciated and accepted by my peers? 177

9 Boss Solutions

179

79 What can I do about a boss who countermands my decisions? 181 80 How should I respond when my boss says I'm not doing a good job? 183 81 Whaf s the best way to sell a new idea to my boss? 185 82 Should I give my boss constructive criticism? 187 83 What's a good way to criticize my boss? 189 84 What should I do if my boss engages in illegal or unethical activity? 191 85 What should I do if my boss is a jerk? 193 Contents

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86 What should I do if my boss is an enigma to me? 195 87 What should I do about a policy I don't support? 197 88 How can I tell if my boss believes I'm doing a good job?199

10 Personal Career Solutions

201

89 How can I build my credibility? 203 90 Do I need a leadership course? 205 91 What might I be doing to earn disrespect? 207 92 Whom should I choose as a mentor? 209 93 Should I accept this new assignment? 211 94 Which job offer should I accept? 213 95 Is it time for me to quit? 215 96 How can I hold on to this job? 217 97 What's the best way to become more promotable? 219 98 Is my life in balance? 221 99 What should I do about being passed over for promotion? 223 100 Should I take a pay cut and stay in this job? 225 101 Should I volunteer for an assignment no one else wants? 227

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Eight Ways to Use This Book Here are some good ways to act with this book. 1. Read Chapter 1 first to learn how the "Power to ACT" rests in your hands. After that you may want to read the book cover to cover. Then again, for immediate help you may want to turn directly to those sections that address the problems you face.

2. Take advantage of the cross-references that appear next to some list items. They'll lead you to related lists where you'll find even more helpful information. 3. You may have taken action recently on some of the problems in the Table of Contents. Check out our solutions to see how they can help you keep the problem from erupting again. 4. Before too long, read every list in the book, even if its title doesn't push a hot button right now. You can count on each list containing preventive measures that will keep you out of trouble that you may not be in just yet. 5. Do more than just enjoy the quotations we supply on every other page. Use them to help you think about the

Eight Ways to Use This Book

xi

challenges you face and about the best solutions for you. Pick up the book from time to time just to page through the quotes for wisdom that could make you not just a better decision maker but also a better total manager. 6. Keep this book on your desk or in your briefcase—your bookshelf may be too far away. Refer to this "troubleshooting manual" whenever you need quick and effective leadership fixes. 7. However you use the book, remember that our solutions are meant to be adapted. No two managers are exactly alike; nor are any two problems. Tweak our advice; shape it; massage it; shake out the bugs; and make it fit your needs. 8. Finally, don't be stingy. Share this book with colleagues. When they solve their problems of efficiency, teamwork, relationships, hierarchy, communication, empowerment, and leadership, you'll find many of your problems disappearing as well.

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CHAfTEK. 7

The Power

to ACT

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The Wite One In a village long ago and far away lived an old man, known by all as the Wise One. He discerned truth from lies and right from wrong. He solved the most perplexing riddles. It was said that he could peer into the depths of a person's soul. Whenever villagers faced a difficult problem they always knew where to turn—to the Wise One. A young villager, jealous of the Wise One's respect and acclaim, set out to prove that he could outsmart the old man, thereby stealing some glory for himself. He recruited a group of villagers and marched to the old man's cottage. When the old man came to the door, the young man, with a sarcastic tone and sly grin, said, "Wise One, I am here to prove that you are not as wise as everyone thinks. I challenge you to give me the true answer to this question. In my cupped hands I hold a small bird—is it alive or dead?" The Wise One saw the trap immediately. If he said "alive," the young man would simply squeeze his hands together and kill the bird. If he said "dead," the young man would open his cupped hands and the bird would fly away. How could he provide an undeniably true answer? Anticipating that the young man was about to dethrone the Wise One, the villagers waited anxiously for his answer. The Wise One looked directly into the young man's eyes and said in a soft voice, "Young man, the answer is in your hands." Managers around the globe today are a lot like the villagers in the story who were seeking the Wise One, the source of truth and knowledge. In an age of increasing pressure to do more with less, managers seek guidance to transform uncertainty into certainty, frustration into performance, and plans into profits. Yet if the Wise One did exist, he would tell managers the same thing he told the young man: "The answer is in your hands." Although we may bemoan our fates and even blame others for causing our problems, the ability to solve those problems is

The Power to ACT

3

within our control. The decisions we make and the actions we take determine our success or failure.

learning How to ACJ This book has one simple objective: to help you improve your decision making in order to increase your success. To achieve this objective you need to learn how to ACT—Analyze your situation, Choose the best strategy, and Track your choice, Regardless of job title, industry, or organization, all management work shares one mandate: problem solving. If you're a manager, you're paid to make choices and solve problems. And the more money you make, the more perplexing and consequential are the challenges you face. One hundred and one such challenges, organized into the nine chapters that follow, form the core of this book. These are the problems that managers tell us are the most difficult to solve. But once you learn how to ACT, these problems need never again strike fear in your heart. So let's move to the first ACT component, Analyze your situation.

A^nalyze Your Situation A humorous maxim sometimes found on the wall of repair shops reads: "When all else fails, read the instructions." Wouldn't our lives be easier if our most difficult problems came with instructions for solving them? That fantasy will never come true, but when we implement the first ACT component, we impose structure and logic upon our problem. We start to formulate a set of "directions." Here's how to do it. In the chapters that follow, each challenge begins with an introductory sentence or two followed by a list of usually seven to fourteen items for you to examine. Analyzing the situation requires that you assess your current dilemma accurately and then, compare that assessment with a clear vision of what you hope to achieve.

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The items listed in each analysis may be questions to answer, behaviors to assess, conditions to measure, or alternatives to consider. For instance, in the case of List #81: What's the best way to sell a new idea to my boss ? you're directed to analyze both yourself and your idea—which in this case is what you have to sell. You're looking to see how many of the criteria you and your idea satisfy. Analyze Yourself and Your Idea 1. The boss believes that I am honest and reliable. 2. I have a track record of good ideas. 3. The boss knows I'm a team player who suggests only those ideas that benefit the company. 4. My idea enhances my boss's position. 5. My idea relieves a pain that my boss currently experiences. 6. My proposal solves a nagging problem for the company. 7. My idea saves money, makes money, or both. 8. My idea is easier to accomplish, cheaper to carry out, and more cost-effective than competing ideas. 9. My idea is replete with analyses sufficient to support its claims. 10. I've developed the idea so thoroughly as to minimize risk of failure. 11. I'm open to suggestions my boss may have for improving the idea—thus increasing his ownership of it. In the case of this list, you'll read each of the eleven descriptions to determine which ones describe your selling situation. After completing the first ACT requirement you should come to the comforting realization that the problem is more manageable than you thought. One of the reasons problems appear so complex and frustrating is that we never analyze them as completely or objectively as we should. This book reveals many decision ideas that you would have probably overlooked. Just seeing these ideas may lead you to your "Aha!"— the logical solution to your problem. Even if seeing and analyzing the ideas fail to produce an obvious answer, you can

The Power to ACT

5

be confident that you have narrowed your options to the best possible responses.

Choose the Best Strategy

Sometimes your strategy will be to choose the best action from our list of options. In these cases we'll suggest the criteria that you should apply to reveal that one best alternative. Sometimes your best strategy will be made up of a group of actions. This situation calls for the wisdom of Italian mathematician Vilfredo Pareto, who gave us Pareto's law—also known as the 80-20 rule. This widely renowned "law" says that the minority (20 percent) of input causes the majority of outcome (80 percent). Thus, 80 percent of sales come from 20 percent of customers; 80 percent of productivity corne from 20 percent of activity; and 80 percent of labor problems are caused by 20 percent of employees. It follows, then, that from among ten to twelve alternatives, the most significant few should solve most of your problem. Knowing your specific situation, you'll be able to wade through our list and find the best actions to shape your strategy. Other times, your analysis involves a self-assessment to find the actions that will best enable you to meet the challenge in question. For these situations we'll suggest a rating scale to help you choose the strategy. Perhaps the most critical choices are those that affect others directly. The best managers walk a mile in the shoes of those causing or affected by the problem. They take off their perceptual blinders and try to look at problems from the perspectives of others. They ask questions such as: How do my employees see this situation? Why are my team members feeling this way? If I had to follow these directions, how would I feel? I know what I'm saying, but what are my employees hearing? What is my boss expecting me to do and why? To meet these challenges, we'll suggest that you go to the people most affected by the problem for their assessment of the best ways to solve it. 6

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Getting back to List #81, you'll borrow a little from each of the decision making strategies described above, Choose: To answer # 1-3, get reality checks from close friends, Which of the benefits (#4—7) is most important in your situation? How critical are the qualities of the idea (#8-10)? Do #11 every time you can—it's smart. Track Your Choice Experience teaches many lessons. One of the most important is that the best decision isn't the one that is the most brilliant, sophisticated, or technically complex. The best decision is the one that solves the problem at the least personal and financial cost and does not create greater problems than the one you've solved. The law of unintended consequences states that a solution may produce consequences more negative than the problem we set out to solve. For example, you can solve the problem of pay inequity by raising the salary of the employee who feels underpaid. In doing so, however, you might create new dissatisfaction among employees who now feel underpaid relative to that employee. One role of tracking, therefore, is to ensure that you implement your choice while controlling for the most potentially damaging unintended consequences in your situation. When we track we also monitor progress. How well are we doing? Are we closing the gap? Are we getting closer to what we hope to achieve, or do we still have something other than what we want? After you make your choice, be sure you're getting the most out of it. For some of the challenges in the book, that means taking an additional step to reinforce your strategy. For other challenges, it means monitoring your strategy and being ready to alter it at the right time. In still other cases the track section simply imparts encouragement or states a few final words of wisdom, as in List #81, Track: As you develop your idea, maximize benefits to the company and minimize your ego and personal glory. When the idea flies, your career will soar, The Power to ACT

7

The Antwer h in Your Hanfo When you became a manager, you signed on as a problemsolver. Successful managers solve new and ever-changing problems. Unsuccessful managers not only confront new problems but also continue to wrestle with old ones that they failed to solve in the first place. When you follow the ACT model, you will not only solve new problems but also decrease the number of old problems that resurface. You have the power and now the model to become a successful problem-solver. You simply have to ACT: Analyze your situation, Choose the best strategy, and Track your choice. In the words of the Wise One, "The answer is in your hands,"

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CHAPTER 2

PERSONAL EFFECTIVENESS SOLUTIONS

When I ask my doctors what kinds of things to avoid, their answer sounds like my job description. —RfXAff

J. How can I reduce my workload? It's not unusual for managers to work fifty-five to sixty hours per week and still never completely conquer their workload. If you are one of these managers, consider these burden-lessening ideas,

Analyze These Alternatives

1. If your boss expects more from you than from your peers, negotiate for a more even workload distribution, 2. Negotiate with your peers for a more even workload distribution. 3. Delegate! Get more help from your direct reports by training them on tasks that you currently believe only you can handle. (3,4) 4. Trust your employees to handle more tasks with less direct supervision from you. 5. Get more help from your direct reports by improving their teamwork. (49-59) 6. Reduce productivity losses among employees by addressing and resolving interpersonal conflict. (49—51) 7. Stop tolerating employees who won't carry their share of the load. (73) 8. Of the tasks you do, find one that contributes the least to your effectiveness and simply stop doing it. 9. Learn how to do a better job of saying "no" when new assignments that could and should go to others are put on your plate. 10. Change jobs; find one that requires less personal sacrifice.

Choose

Two or three of these actions are probably enough to solve 80 percent of your workload problem. Speak with colleagues who might help you see which actions to choose.

7 rack

As you attack this problem, strive not to come off as a whiner, especially to your boss. If you complain and your boss believes that your workload is no greater than that of other employees, your credibility will take a nosedive. Personal Effectiveness Solutions

11

They say hard work never hurt anybody, but I figure why take the chance. —ZONAlPHEA$ the be$t way to become more fromot&ble? When a higher position opens up in your company, somebody is going to get the nod. What's the best way to make sure you're that somebody?

A rtalyze These Alternatives 1. Take far more pain out of your boss's work life than you put into it. 2. Keep your boss fully informed. 3. Each day at quitting time come up with a good answer to this question: "What did I do today to make my boss look good?" 4. Get a mentor who can help you plan a smart career path. (92) 5. Increase your hours on the job without expecting more

pay-

6. Volunteer for work nobody else wants. 7. Come up with a way to save money, 8. Come up with a way to make money. 9. Come up with a way to serve customers more quickly. 10. Come up with a way to meet customer needs more fully. 11. Supervise the most valued team in your company. 12. Show yourself to be a team player—someone who cares as much about the success of coworkers and of the company as your own personal success.

Mioose Everyone needs to do # 1-3. Do #4 as well in order to learn what other strategies on the list to add to your plan. Track Play close attention to the feedback you receive daily and on formal performance reviews from your boss. What does this tell you about what your boss and upper management are looking for in someone they would like to have as a peer? Personal Career Solutions

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The graveyards are full of indispensable people. —CMKL&PefMUe

9B. h my life in balance? Is your life a rich blend of the personal and the professional?

A rtalyze Your Behavior 1. I am usually upbeat and optimistic rather than depressed and gloomy. 2. I have fulfilling and satisfying personal relationships. 3. I spend time and energy maintaining my physical health. 4. I spend time and energy maintaining my spiritual health, 5. I have interests and hobbies that are disconnected from my occupation. 6. When I am with family members, I really am with them, devoting my time and energy to them. 7. When, I am on vacation, I am able to disengage from work. 8. I have found a spiritual, humanitarian, or philanthropic cause that both interests and motivates me. 9. My role models are professionals who not only are financially successful but also have satisfying personal lives. 10. I schedule assignments and projects so that my employees are able to balance their work and family. (9) 11. I can think of many things that I'll enjoy doing when I retire or cut back on my work schedule.

Choose Get a reality check. Ask friends and loved ones to rate you on the first seven behaviors. Their answers will tell if you need to stop and smell the roses—and where the flower gardens are located.

7 rack Balance does not mean living an "either/or" existence (money and career versus family and health). Managers who challenge their life-work balance can discover strategies to live "and / also" lives (career and family).

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221

You can't expect to win unless you know why you lose. —BENJAMIN LIFtON

99 Whatfhmlt I fa about beinj faffed over for (romotion? When the promotion you expected goes to someone else, do some soul-searching and look for the lessons that life teaches.

A nalyze the Situation 1. Have higher-ups told you why you weren't promoted? 2. Do you know what management found attractive in the person who got the nod? 3. Do you know exactly what you need to do to position yourself favorably for the next opportunity? 4. Have you been promised the next promotion? 5. Have you asked your boss if the message is that you should be looking for employment elsewhere? 6. Can you work with or for the newly promoted person without feeling hostile, jealous, or bitter? 7. Can you work for this company without anger and acrimony affecting your performance? 8. Can you maintain professional composure around coworkers and customers? 9. Are you marketable outside the company? 10. Are any outside options truly more attractive than your current situation? 11. Have you developed an action plan for never being passed over again?

Wioose

Be sure you know why you were passed over (#1-3). Find out what this means (#4 and #5). Decide if it makes sense to stick around (#6-8). Explore your options (#9 and #10). Don't let this happen to you again (#11).

Track If you decide to leave the company, don't bum any bridges behind you. In job interviews, withhold criticism of the company or higher management. Work as hard as you can right up to your last day on the job. Personal Career Solutions

223

Money, it turned out, was exactly like sex; you thought of nothing else if you didn't have it and thought of other things if you did. —JAMKVALPWIN

100. Should I take Af Ay cut &nb $tay in thifjob? A looming pay cut challenges anyone's self-respect as well as the ability to keep the pantry stocked. Whether you accept it or move on depends on your agreement with these statements,

A nalyze the Situation 1. Market conditions, not my failure to perform, are behind the cut. 2. All employees took the same hit proportionally. 3. The company has pledged to restore salaries once financial conditions improve. 4. I believe that financial conditions will improve and that the company will stand behind its promise to restore salaries. 5. My budget can handle the reduction without dramatic sacrifices. 6. My family supports my riding out this setback. 7. I can stick it out without becoming bitter and resentful or suffering wounded pride. 8. Working at a lower salary will not endanger my longterm career objectives. 9. I enjoy this job enough to accept a reduced salary. 10. I am not highly marketable outside this company. 11. The job market is depressed right now.

Wioose If you agree with all the statements in the analysis, take the cut without another thought. Your reaction to the cut (#5-8) is an especially important barometer. If #10 and #11 accurately depict the status quo, you don't have much choice.

Track If you stay, resolve to work quickly through any bitterness toward your company so you can get on with your career. If you leave, find a company that solved the competitive problems your present employer did not. Personal Career Solutions

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Let your hook be always cast. In the pool where you least expect it, will be a fish. —6VIV

101. Should I volunteer for an alignment no ene el$e wanU? Higher-ups sometimes need help with difficult, unattractive, or unrewarding projects. The following statements will tell you whether to step forward and help out with the dirty work.

analyze Yourself and the Project 1. I possess the skills to master the assignment. 2. My experience and my contacts in the company position me perfectly to pull this off. 3. I know the expected outcomes, and I can achieve them. 4. Top management will furnish the resources—time, money, materials, equipment, and people—needed to get the job done. 5. I'll welcome the change of routine. 6. By taking on the added work, I'll do a big favor for my boss. 7. This assignment will connect me to people in the company who are on the cutting edge of its future. 8. This job will expose me to top-level managers. 9. The risk, time, or effort is worth the potential for longterm rewards. 10. I've done my homework and understand the problems that I'm likely to confront. 11. I have a plan to solve the problems that I'm likely to confront.

Wioose

If you disagree with statements #1—4, don't take the assignment. Statements #9-11 are the next most important. If you agree with all eleven statements, you're staring at the opportunity of a lifetime.

Track Take advantage of every opportunity this new assignment presents. At the same time, keep your boss informed of your progress, especially regarding any unanticipated barriers as well as any help you may need to leap over them. Personal Career Solutions

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More Power to Act Sam Deep and Lyle Sussman consult to companies, teams, managers, and employees throughout the world. They help companies,,. Create their visions Map their strategic direction Take advantage of tactical opportunities Empower their managers Restructure successfully Manage change effectively They help teams . . . Work in harmony with other teams Maximize their productivity Resolve internal conflict Generate synergy Prosper under self-direction Conduct productive meetings They help managers... Win ownership from employees Build accountability Lead courageously yet sensitively Develop critical interpersonal skills Communicate with impact Function as a team They help employees... Act positively Work efficiently Become team players Sell persuasively Please bosses Delight customers To find out how Sam and Lyle can help you call 412-487-2379, On the Internet, visit www.samdeep.com.

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