How to Become the Employee that Bosses Love to Work With?
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Hi!
It's nearing the end of the year, which is also the time
to conduct performance reviews.
In
case you are on the receiving end of a performance
review, and for some reasons your boss is not exactly
excited about your performance this year, here are some
practical tips on how you can become the employee that
bosses love to work with.
And no. We don't
advocate sucking up. After all, if you work for a
good boss, good bosses hate flattery and sucking up from
their team members. While there are aspects that
you can improve your interactions with your boss on a
personal level, there are also equally important aspects
that you will need to address at a business or
organisation level.
Hence, this
month's topics:
-
How to Become
the Employee that Bosses Love to Work With?
(without sucking up to them); and
-
Evaluative vs. Developmental Feedback
This issue's
main article is on "How to Become the Employee that Bosses Love to Work With?
(without sucking up to them)", and
we like to draw your attention on some of the issues
that bosses care most about, and how you can help your
boss achieve those. If you also happen to
be a boss too, here are some suggestions that you can
give your staff so that they could work better with you.
In brief:
To read the rest of this newsletter, pls.
click here (http://www.psycheselling.com/page4.html)
or read the
Singapore Business Review version
here.
How to Become the Employee that Bosses Love to Work With?
(without sucking up to them)
by c.j. Ng
When Malcolm first joined his new company 3 months ago,
he had regard this new position as a great opportunity
to realise his full potential. The company was
well-known for launching highly entertaining and
imaginative cartoons and stories that entertain
audiences young and old globally.
However, a few months into his job, Malcolm realised
that this wasn't the case for him. Not at least
under his boss.
Instead of allowing Malcolm a free hand in creating new
story and cartoon characters. Malcolm's boss gave very
mundane and detailed work to Malcolm.
Not only did Malcolm dislike the work he has been given,
meticulousness wasn't one of Malcolm's strengths, and
as a result there were a lot of mistakes in his work.
Being a stickler to details, Malcolm's boss was quite
upset with the mistakes that Malcolm made, and with the
increasing amount of work given to Malcolm, the more
mistakes he made, and the angrier the boss got.
In addition, whenever Malcolm went to his boss to share
a creative idea, the boss would either shoot the idea
down, or made sarcastic remarks that Malcolm hadn't even
pass through "kindergarten" in their department and
hence was not worthy to contribute ideas.
While Malcolm saw the potential that his company could
give, his boss was making him feel like quitting every
single day. Malcolm was committed to do a
good job, and no matter how hard he tried, it seemed
futile.
(Note: Case study inspired by
John Lasseter, whose
first job was with
The Walt Disney Company,
where he became an animator. He was fired
from Disney for promoting computer animation, and joined
Lucasfilm Computer Graphics, later renamed the Pixar
Graphics Group. When Disney purchased Pixar in
April 2006, and Lasseter was named chief creative
officer of both Pixar and
Walt Disney Animation Studios)
Understanding Your Boss' Priorities
While it may be true that in the above case,
Malcolm and his boss had mismatching work styles which
led to an unproductive work relationship, Malcolm could
have improved the situation IF he had understood the
priorities of his boss.
It will be rather easy to list
the official or business priorities. These are
either the goals or strategies that the organisation or
the boss' boss wanted the boss to achieve, and could
include:
-
Achieving high quality by achieving zero defects
(which could be one of the priorities that
Malcolm's boss had);
-
Achieving operational excellence by improving
delivery schedules and process improvements; or
-
Reduce the amount of downtime and reworking; etc.
It should also
be known that the boss' priorities could seem to run
against the
corporate culture of the organisation,
especially when the organisation is restructuring or re-strategising
to move in a different direction.
In terms of
personal priorities, typical bosses are thinking:
-
"If you mess up, I’ll
get blamed"
-
"I earned this
position in the organisation, and either I need
to keep my position, OR I need to figure out how
to get to the next level!"
-
"I hope nobody figures out that I don’t have all (or any) of the answers!"
Hence.
it can be understandable if some bosses are a little bit more
conservative when it comes to trying out new ideas.
It would also be more beneficial if the employee could understand the boss's official or business priorities, and provide the right support so that those priorities
are achieved.
Understanding Your Boss Work Styles and Team Role
Behaviours
According to the
Belbin Team Role Profile
there are 9 behavioural roles that one will display in
different combinations in a team or work setting these
are:
-
Thinking Roles:
-
The Plant: They are creative,
unorthodox and are the generators of ideas but
could sometimes be poor when communicating with
others and fall too much
in love with their own ideas
-
The
Monitor Evaluator: They are logical, analytical, discerning, makes decisions based on facts,
are are good at detaching themselves from
bias, but may appear to be slow moving, uninspiring and overly critical
-
The Specialist: They are passionate about learning in their own particular field and strive to improve and build upon their expertise.
They have a high level of concentration,
ability, and skill in their discipline to
the team but might contribute only on a narrow front and dwell too much on technicalities
-
Social Roles:
-
The Resource Investigator: They are a rush of enthusiasm at the start of the project by vigorously pursuing contacts and opportunities,
and are focused outside the team to either
get external information or borrow others'
ideas and adapting to their own situation.
However, they could be
over-optimistic, forget small details and could lose interest if things
get "too boring"
-
The Co-Ordinator: They have a talent for stepping back to see the big picture, recognise abilities in others and
are good in getting buy-in for joint or consensus decision making.
However, they can be seen as manipulative and may offload their work to others
-
The Team Worker: They are the oil between the cogs that keeps the machine that is the team running smoothly. They are cooperative, caring, and sensitive, but may be indecisive when faced with tough decisions
-
Action Roles:
-
The Implementer:
They are disciplined and efficient in implementing plans or ideas to actions,
and can always be relied on to deliver on time, but could be somewhat inflexible and slow to respond to new ideas and approaches
-
The Completer-Finisher: They are perfectionists and will often go the extra mile to make sure everything is "just right," and a strong inward sense of the need for accuracy.
However, they might set their own high standards rather than working on the encouragement of others,
and may frustrate their teammates by worrying excessively about minor details.
-
The Shaper: They are dynamic, goal oriented, and have the drive and courage to take on tough challenges. However, they could be prone to provocation and can be blunt and upset people
In the
case above, in addition to Malcolm's boss could be
having directives from above to reduce production
defects and improve delivery schedules, Malcolm's boss
could also have tendencies to "go the extra mile to make
sure everything is done the right way as a
Completer-Finisher, and could also be less welcoming to
new ideas as an Implementer.
On the other hand, Malcolm's tendencies could be that of
a Plant or Resource Investigator, and hence was also
looking for opportunities to try out new ideas.
Worse still, Malcolm might have the tendency to overlook
the
small details
which his boss places a high priority on. In any
case, having this
self-awareness will be
a first step in improving communication with your boss
or colleagues.
-
Instead of providing to his boss of new ideas
for new concepts, Malcolm could channel his
creative energies to find out what are the
better ways that he could help his boss achieve
better delivery schedules and lower defects
-
Instead of just telling his boss
his ideas, Malcolm could test those ideas on
some of his work and get a result to show
his boss instead;
-
Instead of trying hopelessly in trying to reduce
his own mistakes, Malcolm could partner with a
colleague who is good with details but weak in
getting the external resources to get the work
done. Malcolm could use his strengths to
help his colleague, and get his colleague to
help out on the work where he's weak in.
Is this all easier said
than done?
YES!
However, there are 2 things that Malcolm could do in his
predicament:
-
Quit and find a
new job, and forego future development at this
good company that he joined; OR
-
Try to make
things better
If Malcolm quits too much whenever he finds a tough
boss, or a boss whose work styles doesn't really match
with Malcolm's, he might have a CV that will be very
unappealing to future employers. He could
absolutely derail his own career development.
Furthermore, while bosses will prefer to work with
employees with the abilities to do what the bosses want,
they particularly could not stand employees having a
bad attitude.
Rather than showing a negative, problem-bringing
attitude, Malcolm could choose to have a positive and
problem-solving attitude.
Making Your Boss Trust
You
In general, bosses general delegate the most important
work to the people they trust most.
Trust, in this case, will have 2
aspects:
-
Trust in your integrity;
and
-
Trust in your ability
Being an honest employee does not necessarily endear you
to become your boss' trusted aide. While being
honest is important, you will need to demonstrate that
you sincerely care for helping your boss' goal, and that
you don't mess things up and make things worse while you
"try".
Hence, here are some steps on how you can build that
trust with your boss:
-
Show you care. Not so much about the boss'
personal well-being, BUT a lot more on what are the
goals and directives that your boss is trying to
achieve;
-
Show you can. Demonstrate your abilities that
you can deliver as promised;
-
Keep in touch. Keep your boss in the loop, by
providing timely updates, feedback, milestones and
results;
-
Honour your commitments. If you promise your boss
something or any deadline, make sure you deliver as
promised. If you could not deliver, it might
be better not to make such promises in the first
place. If you have difficulties, alert your
boss ASAP.
-
Say positive things. While it's true that
people tend to complain or bitch about their bosses
behind their backs, esp. in informal sessions.
Most bosses may not mind, but there could be a few
whom could react "violently" if such complaints
reach their ears. Better to focus on positive
things, and don't say anything behind your boss'
back if you don't have anything positive to say.
The key message here is simple. Becoming the employee
that bosses will want to hire and work with has got
nothing to do with sucking up with bosses. It's
got everything to do with how you
manage your boss, and
how you take the initiative
to be an effective team member
with your boss,
Need help in
improving your work relationship with your boss
and develop better careers? Simply e-mail
info@directions-consulting.com or
call +86-136 7190 2505 or Skype:
cydj001 and arrange to buy me a mocha. All
information shall be kept in confidence.
Power Breakfast Hour:
11 Dec 2013
How to Become the Employee that Bosses Love to Work With?
-
What are some of the priorities your boss has, and how you need to make those your priorities too;
-
What are the primary working styles of your boss, and how you can form a better team with your boss;
-
How you can win your boss's trust in a shorter time
;
VENUE: Crowne Plaza Shanghai • 400 Panyu
Road (near Fahuazhen Road) • 上海银星皇冠酒店 •
番禺路 400 号 (靠法华镇路)
DATE: Wednesday, 11 Dec 2013
TIME: 08:00 a.m. - 10:00 a.m.
PRICE: RMB 200 ONLY!
To make this a more conducive
discussion, we are expecting a small
group of about 15 people only. The room
can only take in 18, so please register
early to avoid disappointments. Please
e-mail your registrations to
sales@directions-consulting.com
Pls. check out our web sites
www.directions-consulting.com
and
www.psycheselling.com/page4.html for
more inspiration.
Tips for Managers:
Evaluative vs. Developmental Feedback
Linda Richardson
Most people dread feedback. They often react negatively,
both physically (heart pounding, dry throat) and
mentally (fearful, nervous, defensive), when they hear
they are going to give (or worse, get) feedback. They
anticipate criticism, and they feel under attack. Ego
goes up and receptivity goes down. This is because
people look at feedback as evaluative, not
developmental — probably because that is how
they have experienced it. Although these two kinds of
feedback are interrelated, they are very different..
Evaluative Feedback
Evaluative feedback is what most people
think of when they hear the word feedback. Evaluative
feedback, often in the form of the annual performance
review, is a key element of sales management. It is
based on a familiar model of grading found in schools: A
through F, a quartile, a ranking of 1 to 5. It allows
for comparisons, and it is usually related to
compensation.
Evaluative feedback is an essential part of management
and comprises the bulk of feedback given during an
annual performance review or performance assessment.
Some organizations include other evaluations to create
what they call 360-degree feedback in which the sales
rep gets feedback from people over, under, and next to
him or her as well as for clients. The primary goal of
the performance review where evaluative feedback is
given is to make sure the person being evaluated clearly
understands (not necessarily agrees with) what the
grade/rating/picture is for the past.
When folks' attitudes, beliefs, and values are in
alignment, their behaviours are consonant and supportive
of departmental, team and organizational goals.
Developmental Feedback
Developmental feedback is very
different from evaluative feedback. It looks forward to
what “we” (coach and person being coached) can do to
improve and create a better picture for the future.
Developmental feedback answers the questions, “What can
we do better to meet/exceed plan?” or “How can we fix
…?” Another key difference is that these developmental
questions are not asked only once or twice a year, but
daily. The time for developmental feedback is always —
in a coaching session or in a corridor.
Development happens with developmental coaching.
Moreover, empowerment happens with developmental
coaching, not evaluative. Developmental feedback
empowers because it helps people identify obstacles they
face and reinforces their role in removing the obstacles
each day. Developmental coaching helps people live and
thrive in a Stretch Zone.
The Balance
Both evaluative and developmental feedback
are essential to development. In an evaluative session,
90% of the feedback should be evaluative, and in a
developmental coaching session, 90%-plus of the feedback
should be developmental. The evaluative session and the
developmental session are different, and it is important
to separate them. However, the two are clearly linked.
The evaluation (grades) should be used as a platform for
development: The grade is X and the action plan is Y.
The grade is the evaluative piece, and the action plan
is the developmental one.
Performance review feedback can be emotionally charged
because it often is tied to pay and involves assessment.
People often get disappointed or upset during a
“negative” performance review and are relieved or elated
during a positive one. Neither range of emotions is
helpful to a developmental session. Since evaluation
feedback can overwhelm the developmental part, it is
better to separate the two kinds of feedback into
different sessions. However, if a person is open to it,
the evaluative feedback session can end with a bridge to
a developmental session right there and then or, if not,
with a plan for a developmental meeting a few days
later.
Without ongoing developmental coaching,
performance reviews are traumatic — filled with
surprises, disagreements, and/or bad feelings.
Developmental feedback can change this. Because it is
ongoing, the developmental approach takes the sting,
anguish, aggravation, and, most importantly, the
surprise out of a performance evaluation by making it a
summary of what has been communicated all along. Most
importantly, developmental coaching sessions make the
evaluative feedback more positive.
To learn more about Richardson’s sales coaching training
solutions, please
click here.
To find out how you develop
good feedback skills to be a more effective leader,
you can e-mail
info@directions-consulting.com
or call +86-136 7190 2505 or Skype:
cydj001
About
Directions Management Consulting
Directions Management Consulting is the
partner of
LeadershipIQ in China and
Asia.
LeadershipIQ helps more than
125,000 leaders every year through the
facts drawn from one of the largest
ongoing leadership studies ever
conducted is used to help companies
apply resources where the best possible
results be achieved.
In addition, Directions Management
Consulting is a leading provider of
sales performance, innovation and
experiential learning solutions in China
and many parts of Asia.
Psycheselling.com
is the sales performance arm of Directions
Management Consulting specialising in
conducting training, research and
consulting services for sales managers
and their team.
Raybattle is the strategic
partner of Directions Management
Consulting specialising in experiential
learning events and management retreats.
Currently, Directions Management Consulting
has served clients such as
GSK, InterContinental Hotels Group, Unilever,
Bristol-Myers Squibb, Roche, Philips
Lighting, Carrier, Ingersoll Rand,
Freudenberg etc.
Through collaboration with consultancies
such as
Forum Corporation,
MTI,
de Bono China,
ProWay
etc., the consultants in Directions
Management Consulting have served
clients such as PwC, Volks Wagon, Air Products, Evonik, Wacker, Epson amongst others.
Directions Management Consulting will
increase its efforts to conduct
leadership studies in China and other
parts of Asia, so that more companies
apply resources where the best possible
results be achieved in this part of the
world.
Enquiries and suggestions, pls. e-mail
info@directions-consulting.com or visit
www.directions-consulting.com
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