Ah, the poetic insolence of the bitter employee. We all know the song by heart. Sarcastic and , they lie in wait for their next prey. All employees are potential targets. No one is immune from being swallowed whole, the sole of a well-polished Johnston & Murphy shoe the last image of what was once a pleasant co-worker. Gulp.
It could be the always-chipper Janet from Food Service--what's she got to be so happy about, anyway? Or maybe Chad the Summer Intern, in his daily uniform of light-colored khaki pants, light blue, long-sleeved shirt, cuffs rolled, of course, and one of the four ties he's currently got in rotation. Chad is powerless, really, and too concerned with making a stellar impression to sound like a whiner if he were to complain about the snide, jabbing comments of the bitter employee. You know who they are.
And so do they. Just ask The Angry Receptionist. She's working very hard--though not at her job duties. Instead, she has blogged her way to the top of the disengaged-employee list by branding herself as the champion of bitter employees everywhere. In her words:
I'm a receptionist at a mid-sized corporate office. When I first started here, I was very nice. It took about a week for everyone to try to take advantage of my good will in every awful way possible. I'm not nice anymore.
And she's good at what she does. Her blog has attracted lots of attention in the blogosphere. She is fully committed to her efforts, too. In fact, she has all of the qualities of a potentially outstanding employee. Except that she holds her cards too long. If the workplace is as dreadful as she describes, why is she there? You've gotta' know when to fold 'em, you know?
For more on the impact of employees blogging at work or about work, seeBlogs In the Workplace
Work-life balance, toxic bosses, and generation gaps. Three of our favorite topics at the Delaware Employment Law Blog. They're also the focus of a Special Edition of Businessweek. The magazine, on stands Monday, has a feature called Business@Work. The workplace special report was created, really, by readers. In surveys, blogs, and polls, readers talked about their top concerns at work and their strategies and practical tips for how they deal with it all. The topics covered include, in addition to the ones above, how to stay creative and entrepreneurial in uncertain economic times, time management, and managing the bureaucracy of Corporate America.
There were lots of fascinating tidbits among the nine pages of text. One of the main articles deals with the initiatives being taken by employers that focus on their employees' "happiness." Go figure. A "happiness initiative" is not necessarily a new idea. After all, that's what employee benefits are, for the most part. But some of the efforts being made by companies like Safeco, IBM, and BMW N. America, are new to me.
How would your employees like the idea of being flown to Disneyland for the day--families included. (If you like it enough to transfer, you'd want to apply at the L.A. office of law firm DLA Piper). Or maybe you'd be interested in hiring a Chief Happiness Officer, who, if he's like the CHO at London ad agency, iris Worldwide, is in charge of managing regular pub crawls. And for the academics in the group, there is happiness learning just around the corner. Companies including Qantas and Sanofi-Aventis have called in experts to assess the emotional health of their employees.
So are these "perks" really seen as perks by the employees who receive them? Or does the fact that they occur during working time with coworkers and monitored by management make them any less enticing?
Gen Y, Gen X, Boomers. No matter what generational label you've been assigned, everyone wants make a good impression at a new job. Sometimes, in our eagerness, we unintentionally rub our new coworkers and bosses the wrong way. Gen Y is particularly skilled at this.
Perhaps it's because they move at a hyperfast pace, leaving the rest of us with heads swirling. Maybe it's a result of their extraordinary need for approval that they happen to be a little more eager than previous generations. And maybe it's related to their assertiveness and impatience with the idea of a corporate food chain that makes them just jump right in instead of waiting their turn.
Don't misunderstand--these are all good things--in the right setting. But at the wrong time, in the wrong place, to the right person, these habits might be misconstrued as, well, annoying. Sort of like "Little Miss Bossy" from Roger Hargeaves' Little Miss series.
Instead of getting upset at me for calling it like I see it, why not listen to some advice on how to make sure you don't do it again.
One
Do not interrupt someone while they're speaking. Especially not if it's your boss who's speaking and especially not if your boss is trying to give you instructions or explain something to you. Generally, when this happens, it's a sign that you should be listening--not talking. If you have a question, just hold it until your boss asks whether you understand. Interruptions are disrespectful, knock it off.
Two
Do not "agree" or "confirm" another's conclusion unless you actually could have and would have reached the same conclusion totally on your own. By nodding emphatically or saying "right, right" while someone else speaks, it indicates that you already know this information and, frankly, you are finding it quite boring to have to listen to it again. I know, I know, you are really trying to show enthusiasm and team spirit. This is not what is conveyed. So knock it off.
Three
Don't be a show off by asking questions if you already know the answer. This is the conduct of a six-year-old who asks her mother, "Mommy, am I pretty?" Of course she knows that her mother thinks she's the most beautiful child that's ever lived--her mother tells her so every day. The child just wants to hear it again. And that's ok when you're six. It's not so cute once you grow out of footed pajamas. When you ask questions that you clearly understand already, it make you look like you are taking your bosses [highly valued and very limited] time to seek gratuitous compliments. It's childish, knock it off.
Coworkers beware. Your male colleagues may be showing a bit more skin this summer. According to the New York Times, it's just a matter of time before your male colleagues start showing up to work in a suit jacket, shirt and tie, and . . . shorts. Yes, that's correct. Shorts.
Interestingly enough, the paper said the same thing this time last year about the line of suits that had been produced for women and that featured knee-length shorts. I recall there being an actual debate about whether the author of the article lived on the same planet as the rest of us. There was also a mild interest in the idea based on the heat factor. Indeed, there was a little flurry of excitement over what seemed to be a new line in the sand when it came to business attire.
In our office of roughly 200 people, one woman was nervy enough to give it a try. And she looked great. She's also a size 0 and stands 5' 10". She looks great in a parka with mittens and snow boots. It's virtually impossible for her to not look great.
So, pardon me NYT, I mean no disrespect, but I have my doubts about the level of interest most men will have in the shorts-suit concept. If for no other reason but cost. Gen Y are the potential consumers for this latest fashion development. And I'd be willing to bet that if they have to drop a chunk of change on a suit for a new job, it'll be for a suit they'll actually be able to wear. It's difficult to imagine the young man who would forgo the navy blue standard in lieu of a khaki-colored pair of shorts and matching jacket. Let's face it--he'd rather spend his money on something else, anything else, other than a suit in the first place.
Of course, if a male colleague showed up to work wearing the shorts-suit styled like the gentleman's in the picture, above, he may be laughed out of the office, black dress shoes, white ankle socks, and all, before he had a chance to explain that the NYT had given his outfit the official thumbs up.
Workplace wellness benefits are almost as common as retirement-plan benefits or life-insurance benefits. I have a suggestion that I'd like to make regarding a potential addition to the wellness package offered by employers. But before I make the suggestion, let me explain the circumstances that led to the idea.
I've spent three days proctoring the state bar exam, watching as a class of hopeful attorneys-to-be stagger down the halls. Some have the blank stare frequently associated with zombies risen from the grave. Others are in a cold sweat, hands trembling, tugging the jacket sleeve of another proctor in a panic because she doesn't know to what room she's been assigned. The scene is one of quiet hysteria.
For those of you lucky enough to not know much about the bar examination process, either personally or vicariously through a loved one's experience, let me set the stage. Law students finish their third year of law school and, within days of graduation (if not sooner), begin what is known as the "bar review." For two months, they make the daily trek into the nearest city to watch videos and receive lectures about a predetermined list of topics. They may have studied these topics in their first, second, or third year of school--or not at all.
When the day's lecture is over, the entire class marches en masse back out to the parking lot and return home--where they are encouraged to study for several more hours. In the morning, everyone discusses how many practice questions they did the night before, how terrible they scored, and how certain they are that failure is inevitable.
The two-month ordeal is rooted in terror. Three years of school while your college friends went on to the "real world" where they worked "real jobs" and earned very real paychecks, while you incurred three more years of very real school-loan debt. Then, suddenly, the moment that everyone has avoided for three years arrives--the bar exam.
Should you somehow fail, which you are convinced you will certainly do, how will you earn a living? How could you face your friends and family, nevertheless your new colleagues who expect that, surely, you will pass. For those with enough determination to attempt a state bar exam like California, Delaware, or New York, where the pass rate usually grazes 50% of takers, these fears are at least statistically supportable.
By the time this week finally arrives, the exam takers look, well, strung out. They have the eyes of a crazy person and the wavering voice signaling instability. They are just short of crossing over the line into unrecognizable despair but still clawing desperately to maintain clarity of thought long enough to write the dreaded essays. In all, it's more than a little creepy.
Some of the same creepiness pops up in the post-bar "real world." Occasionally, you'll catch a glimmer of the creepiness in the eye of a colleague or adversary who, undoubtedly, has been working on a case for more consecutive days than he can recall. He's been sleeping in 2-hour blocks on the couch in a partner's office. But he continues to push onward, likely driven by a deeply rooted sense of terror similar to the emotions he felt during the bar exam.
If you've ever seen the look, you know exactly what I mean.
Now, let me try to connect this to my wellness suggestion. I propose that businesses offer their employees . . . [drum roll, please]. . . a nap. That's right, a nap. Looking out at the sea of students-turned-zombies as they burn through massive amounts of Number 2 pencils, I can say with confidence that there are just times when a nap would be more appreciated than a coupon redeemable for cholesterol screening or a rebate on an annual gym membership.
The cost is, well, nothing. I suppose if you wanted to put a little glamour into it, you could build a "nap room" with a simple mattress, a few fluffy pillows and no windows or clocks. Otherwise, those with offices could simply shut their door, put their head on their desks and zonk out without worry. For anyone who recruits students before, during, or after the bar examination, you should give this a try. Mention the nap idea and see what kind of changes you see in the candidate's expression. I bet the creepiness disappears almost immediately.
For those employers who may need a bit more convincing, here's a video about the serious consequences faced by employees who aren't permitted to nap safely at work:
The woes of the workplace. Gossiping coworkers. Working next to the loudest talker in the office. The smells of popcorn wafting through the office mid-afternoon the sicken everyone but the popcorn-popper himself. And don't forget fridge raiders--the worst of the worst office etiquette violations lurking around the kitchen waiting to pounce on the first brown bag she can find. It's hell out there.
Maybe the worst part of the many slights we must endure from day to day, really, is the inability to fix it. Many workers do not feel comfortable with the idea of confronting a coworker who, for example, has less-than-pleasant breath or who seems to have a never-ending parade of noisy "visitors" from other departments stopping in to "say hi."
Web Worker Daily points out that NiceCritic.com is here to help. The free internet service touts itself as "the anonymous way to send a helpful message." These "helpful messages" include, for example:
It looks like it could be time for a haircut.
A breath mint may be beneficial today.
You seem to have over-applied your makeup today.
You just pick a category, then a specific thought, and NiceCritic.com will send the helpful message to your coworker anonymously.
Maybe this should be called, "Passive Aggressive Anonymous." It's a sad reflection on the state of the workplace and modern-day social skills (or lack thereof) when we have to resort to sending anonymous online messages. Where are the days that open hostility would have been the obvious resort? Ah, the modern workplace--a battlefield, indeed.
Employers have asked, "How can I help an employee who is returning to work after fighting cancer?" Most employers know that serious medical conditions and the workplace can make for a dangerous mix but still want to do whatever they can to support their employees during this difficult time.
The American Cancer Society reports that most employees with cancer will return to the workplace during or after their treatment. An article in the New York Times provide some excellent advice on successfully transitioning back to the workplace: Some suggestions include:
Employees should ease back to work. They might just not be physically able to return full time. Return to work should be seen as a "process" rather than a "day."
Communication is key. Open communication will enable a supervisor to hold back less critical assignments while an employee's strength returns.
Keep Co-Workers Involved. Many co-workers will be concerned about an employee fighting cancer. Concern is good, distraction is not. The article suggests that employees consider using online services to update co-workers about treatment progress so that they are aware of appearance changes and have reasonable expectations about the situation.
Shutdown Uncomfortable Conversations. One of the most common complaints of cancer survivors is co-workers telling stories about relatives who have or had cancer. While these employees mean no harm, their stories usually are the last thing a survivor wants to hear. The article suggests that they tell employees that they are sorry about the relative but their situation is different and they feel good.
Leaders and those who are charged with leadership development can consider this informative comparison. Harvard Business contributor and coach, Marshall Goldsmith posted a compelling article titled, Management Advice from Buddha. The premise of his article is that the fundamental principles of good leadership are largely parallel to the Buddhist principle of non-attachment.
Non-attachment, at its heart, is the practice of letting go. People who have a permanent hunger for personal learning are people who welcome change; in fact, they embrace change. And those who look forward to seeing a new practice or idea have an easier time letting go.
Leaders must be comfortable with the idea of change. Those who are threatened by it cannot successfully manage.
According to Goldsmith:
Buddha suggested that his followers only do what he taught if it worked in the context of their own lives. He encouraged people to listen to his ideas, think about his suggestions, try out what made sense – keep doing what worked – and to just "let go" of what did not work.
Similarly, I teach my clients to ask their key stakeholders for suggestions on they can become more effective leaders then listen to these ideas, think about the suggestions, try out what makes sense – keep doing what works – and let go of what does not.
When our stakeholders give us suggestions on how we can become more effective, we can look at these suggestions as gifts – and treat our stakeholders as gift-givers. When someone gives you a gift you wouldn’t say, “Stinky gift!” “Bad gift!” or “I already have this stupid gift!” You would say, “Thank you.”
If you can use the gift – use it. If you don’t want to use the gift, put it in the closet and "let it go."
You would not insult the person who is trying to be nice by giving you a gift. In the same way, when our stakeholders give us ideas, we don’t want to insult them or their ideas. We can just learn to say, “Thank you.”
We cannot promise to do everything that people suggest we should do. We can promise to listen to our key stakeholders, think about their ideas, and do what we can. This is all that we can promise – and this is all that they expect.
Dr.Goldsmith is the author of the New York Times best seller, What Got You Here Won't Get You There. He has worked with more than 80 CEOs and their management teams and been recognized as one of the world's leading executive educators and coaches in Forbes, Business Week, and The Economist, among others.
Dr. Goldsmith has a fabulous website, which he calls a "Library" filled with videos, lots of free resources, and other articles.
Our own Sheldon Sandler was quoted on the issue of whether it is advisable to prohibit political discussion in the workplace altogether. Although these discussions poses some risks, Sheldon suggested that banning such discussion outright is not a good idea.
While the employees were unable to access the troubled pop star’s psychiatric records, they did snoop through records from her previous visits to the facility (including records from when she gave birth to one of her sons). At least 13 employees, none of whom are doctors, will be fired, while 12 others, including several doctors, will be disciplined.
It seems the nosy employee has struck again.
How to Curb the Curiosity?
There is no doubt that privacy can be hard to maintain in the workplace. Have you ever watched Jim or Dwight try to make sales calls on The Office? It seems that nobody’s personal or professional life is protected. Nosy employees love to be a part of everyone’s business, and they love to spread their knowledge down the gossip super-highway. Let’s face it, those UCLA Medical Center employees were not trying to view Spears’ medical records as a part of their continuing medical education.
Here are a few tips to curb curiosity in the workplace and increase your employees productivity.
1. Don’t Tell. Teach your employees to be close-lipped. My mom always said, if you want something to stay secret, then don’t tell…anyone. So, don’t. Also, the juvenile “I’ll tell you, but don’t tell anyone else,” never works. Bottom line, keep it to yourself.
2. Air the Laundry. If you have a secret, let it out. A nosy employee loves secrets. What fun is spreading gossip if it’s not supposed to be kept secret? This is particularly important with respect to big business announcements like promotions, demotions, and relocations. Get out in front of the potential rumor and ensure accurate information is spread.
3. Stand Up for Yourself. Have you ever watched two cowboys stare each other down? Good. Now tell your employees to do that to their nosy colleagues. Just kidding, we all know it’s better to take the high road here. Instead of staring, simply instruct your employees to reply to the Nosy Employee that the subject matter is personal and none of their business. Sure, the Nosy Employee will go elsewhere, but if the source is practicing Tip Number 1, there should be nothing to talk about.
4. Turn the Tables. Teach your employees to reply with a witty (but not juvenile or rude) response, like: “Why are you asking? What have you heard?” Then, refer to Tips Numbers 1, 2, and 3.
Privacy is an important issue for everyone. If your employees feel secure about their business, whether professional or personal, then it’s likely that they will be less distracted and more likely to, well, work.
