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Editor: Dr. Wolf J. Rinke
Publisher: Wolf Rinke Associates, Inc.
(c) 2011 Wolf J. Rinke
Vol. 14 No. 3, June-July 2011
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Welcome to 14 years of helping managers like YOU achieve
dramatic improvements in performance, productivity and profitability.
Feel free to forward this eNewsletter to others.
To get your own FREE subscription click on the link above.
IN THIS ISSUE
1. NEWS YOU CAN USE
2. HOW TO FIX A DYSFUNCTIONAL TEAM
3. HOW TO IMPROVE YOUR PRODUCTIVITY AND EFFECTIVENESS--PART II
4. HOW TO FAST TRACK YOUR CAREER
5. HUMOR BREAK
6. ABOUT THE EDITOR
7. PRIVACY STATEMENT AND SUBSCRIPTION INFORMATION
REALITY CHECK
"The most dangerous leadership myth is that leaders are born --
that there is a genetic factor to leadership. This myth asserts that
people simply either have certain charismatic qualities or not. That's
nonsense; in fact, the opposite is true. Leaders are made rather than
born."
- Warren Bennis
1. NEWS YOU CAN USE
LAYOFFS ARE BY FAR THE MOST HARMFUL WAY TO DOWNSIZE
Even though all forms of downsizing have negative consequences on employee
morale, layoffs, compared to outsourcing and off-shoring, is by far
the most harmful form of downsizing in terms of "survivors"
perceptions of their work environment, attachment to their employer
and desire to stay with the organization. Of the other two forms of
downsizing, outsourcing appears to be perceived as the most benign,
with off-shoring in-between. A way to minimize the numerous negative
effects of downsizing is to over-communicate the reasons for downsizing.
ACTION STEP
If you really have to downsize, and there is a good chance that you
don't, use layoffs as the absolute last resort. Instead attempt to achieve
the same results by outsourcing or off-shoring, and be sure to tell
your team members more than they want to know. For details read Chapter
18 of "Don't Oil the Squeaky Wheel and 19 Other Contrarian Ways
to Improve Your Leadership Effectiveness," available at http://www.wolfrinke.com/squeakywheel.html)
Source: C.P. Maertz et al. "Downsizing effects on survivors: Layoffs,
offshoring, and outsourcing," Industrial Relations, 2010, vol.
49 no. 2, pp. 275-285.
2. HOW TO FIX A DYSFUNCTIONAL TEAM
Lack of engagement reducing performance and productivity?
Contact me. In over 30 years of consulting I have developed a unique
and fail-safe conflict resolution process that in one day will get your
leadership or other team back in working order. Differences will have
been worked out and the team will walk away with written commitments
that will be used by team members to hold each other accountable. As
a result of this intervention, participants buy into a new reality which
enables them to take team performance to the next level.
For details go to http://wolfrinke.com/conflict.htm or contact us at
800-828-9653 (USA) or 410-531-9280.
Two high value team members unable to work together? I can help. For
details go to http://wolfrinke.com/conflict2.htm.
3. HOW TO IMPROVE YOUR PRODUCTIVITY AND EFFECTIVENESS--PART II
In the previous issue of this eNewsletter (#14-2--see www.WolfRinke.com)
I introduced you to CEO Janice Maloney who achieved extremely poor bottom
line results because she kept oiling her "squeaky wheels."
Now let's take a look at 11 specific SMART STEPS you can take to achieve
peak team performance.
Take complete responsibility. Make a formal announcement that
as of a certain date the mantra in your organization will be: If it's
to be, it's up to me. Consider putting that mantra on business size
cards and distribute them to all employees. Then consistently take complete
responsibility for all of your actions and insist that everyone else
does the same.
Reject the word: "Try." Don't accept the word try.
Try provides for built-in failure before anyone starts. Even a lack
of success will meet the requirements employees have set for themselves.
After all, they did try. Will, on the other hand, demonstrates commitment,
action, and a high probability of success.
Stamp out blame game conversations. If necessary make up posters
with the word "Blame Game" crossed out as in European traffic
signs. Any time someone engages in this behavior, point to the poster.
Remind yourself often. Pay attention to what you are "recognizing
and rewarding" Always keep in mind that over the long term, whatever
you reward is what you will get more of, whatever you ignore will go
away, and whatever you punish will not be repeated, at least not while
you are around.
Foster independent actions. When team members bring you their
problems--especially those who complain all the time--ask them to bring
you 1-3 options or solutions for every problem. Then ask them to function
as the "primary mover" who puts together a cross-functional
team that will address the problem.
Get people to work together. When people are undermining each
other, call every one together and ask them what it will take to get
them to work together as a team.
Have them put their responses on 3x5 cards without names.
--Use each card to drive the discussion.
--Have them make up to five very specific commitments regarding what
they will do different in the future.
--Have each one sign the commitment sheet and insist that they hold
each other accountable.
--Catch them doing things right and let them know about it.
Place people in positions that enable them to build on their strengths.
Find out what your team members love to do and do everything in your
power to place them in those positions.
Avoid competition. Have people compete against themselves or
against standards. Avoid having people compete against each other within
the same organization. The reason: if there is a winner, there will
be a loser. And losing demoralizes people, and demoralized people will
pull everyone around them down.
Do what's unpopular. Strive to have team members respect you…not
like you. When you want everyone to like you you'll avoid the tough
decisions, you'll avoid confronting the people who need to be confronted,
and you'll avoid offering differential rewards based on differential
performance because some people might get upset. Ironically, by procrastinating
on the difficult choices, by trying not to get anyone upset at you,
and by treating everyone equal regardless of their contributions, will
insure that the people you'll wind up angering the most, are very likely
the your most productive team members.
As a last resort resolve conflicts. Serious conflict, seldom
if ever, resolves itself. So here is how you can deal with it:
Step One. When an employee comes to you and complains about another
team member, insist that they talk with the other team member in a non-confrontational
manner. If the two can't get things ironed out ask that both come and
see you.
Step Two. Listen actively to each side of the story. Affirm each person
without taking sides. Ask how the conflict is adversely affecting the
attainment of the mission, vision and/or core values and strategic goals.
Remain objective and document the facts. Place the focus on work responsibilities.
Avoid finding fault or making accusations. Keep attention focused on
the present situation, not on past histories or old grievances.
Step Three. Insist on statements of facts, rather than opinions. If
employees become emotional, allow them to express their feelings in
a non-confrontational manner and then gently steer the conversation
back to the facts.
Step Four. Refer to the company philosophy as behavior guidelines and
benchmarks.
Step Five. Judge the issue, not the person; state the desired outcome;
and ask each employee for specific suggestions on how the desired outcome
can be achieved.
Step Six. Have both parties reach consensus regarding a specific solution.
Define the specific outcome and state how it will be measured so that
each side will know when it has been achieved. Clearly state who is
responsible for what actions within mutually agreed deadline.
Step Seven. Write down up to five specific commitments the employees
have mutually agreed upon, and have them sign the commitment sheet.
SOURCE: Based in part on my book "Don't Oil the Squeaky Wheel and
19 Other Contrarian Ways to Improve Your Leadership Effectiveness,"
McGraw-Hill, available at http://www.wolfrinke.com/squeakywheel.html
or if you prefer to earn 20 CPEUs order the book with study guide at
http://www.wolfrinke.com/CEFILES/cemgt.html#C213.
4. HOW TO FAST TRACK YOUR CAREER
The fastest way to get to the next level is to learn from people who
have been where you want to go. I've partnered with AthenaOnline.com
to bring you 54 high-impact video mini-lessons that will help you fast
track your career. Topics range from "Advancing your Career"
to "Leadership in Tough Times." Each video mini-lesson is
about 2 -7 minutes long. To get started go to http://wolfrinke.com/mgttraining.html.
While there you can also take advantage of my on-line management and
personal development training programs at http://wolfrinke.ontimetraining.com.
5. HUMOR BREAK
"I have to have a raise," the employee said to his manager.
"There are three other companies after me."
"Is that so?" asked the manager. "What other companies
are after you?"
"The electric company, the telephone company, and the gas company."
6. ABOUT THE EDITOR
Dr. Wolf J. Rinke, CSP is a highly effective management consultant and
executive coach who specializes in building peak performance organizations,
teams and individuals. He is the author of 14 books including "Don't
Oil the Squeaky Wheel and 19 Other Contrarian Ways to Improve Your Leadership
Effectiveness" and "Winning Management: 6 Fail-Safe Strategies
for Building High-Performance Organizations" available at www.WolfRinke.com.
Wolf is also an internationally recognized management/leadership keynote
speaker and seminar leader who delivers customized presentations that
combine story telling, humor and motivation with specific "how
to" action strategies that participants can apply immediately to
improve their management and leadership effectiveness. Preview a live
demo at www.WolfRinke.com. To take advantage of Dr. Rinke's services
contact us at 800-828-9653 or WolfRinke@aol.com
7. PRIVACY STATEMENT AND SUBSCRIPTION INFORMATION
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