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It’s in our nature to look for someone or something to blame when things go wrong. Yes, we’ve all been there and done that. Maybe it’s about self preservation. It could be because we watched our role models do the same thing as we grew up and we’re just following their example. Stepping into the workplace, we saw more of the same. Nevertheless, I believe a change in how we do things is in order. Call it a cultural change or call it a behavioral change. Either is ok. But for sure, it’s time to turn the page on the Blame Game.
How do we do it? First and foremost, we need to step up and take responsibility when things go wrong. If that happens, there obviously wouldn’t be the need to cast blame. Setting an example by stepping up and taking responsibility is a great way to gain respect and credibility from employees, peers and managers. It not only takes their collective guard down, but it also makes them more likely to step up and do the same when they are responsible for something that goes wrong. Read more »
A survey conducted by the Center for Creative Leadership (CCL) found that treating people with respect on a daily basis was rated as one of the most helpful things a leader can do to address conflict or tension. At work, we’re often faced with uncertainty or tension around not only the realities of the workplace, but also our differences in how we deal with those realities. A key challenge for leaders is to establish and build upon respectful relationships in the workplace among multiple groups. Gone are the days when the most common way was to instill fear in the ranks to get respect.
Many leaders these days are holding back. They’re being conservative regarding opportunities that could help the organization compete. They’re delaying important decisions. They’re even sticking with the same strategy from last year, even though it hasn’t proven effective. Why? I believe economic conditions, for the most part, drive them to behave this way. If they had options or safety nets, of which there are few out there since unemployment is high, they might take more control of the future. In some cases, leaders simply lack the courage to do what it takes to move the organization ahead. I’d like to share with you some of my thoughts on this topic of courage.
This fourth post on the topic of difficult discussions focuses on how to recognize and deal with stubborn or indifferent employees.
This second entry of the series focuses on “asking” vs. “telling”. Situational leadership skills are essential when coaching and counseling employees, particularly when the discussion has a difficult message. These concepts help categorize the approach managers should take during employee interactions.
