Most managers have their office situated with their desk (usually as large as they can get) in the back of the room and facing the door.

This configuration of furniture is called the “Throne and Court” office and divides the room with an implied me and you attitude.  It signifies just who is in authority here and who here is inferior.

Unfortunately, this only makes any staff member immediately feel guarded and apprehensive about sharing anything of their ideas, opinions, needs, or wants.  It shuts down the lines of open communication.

There can be no “relationship” between staff and this manager, and as a result, this manager will be the last one to know anything about what is really going on in his own department.

Another mistaken display of authority most traditional managers utilize are testaments to self-importance.

• Diplomas, Awards, Certificates of Achievements, Appreciation Plaques, pictures of self with celebrities, etc., adorning the walls and mantle.
• Trophies and other “Badges of Honor”
• Pictures of the manager’s toys

Many managers decorate their office as a shrine to themselves.  Sadly, while basking in the luster of their own greatness, this manager is also distancing himself from the very people who made it possible for him to have an office.

I remember how awkward and uncomfortable I always felt when standing in someone else’s shrine.  I don’t ever want my staff to feel awkward or uncomfortable in my office unless I purposely plan on making them that way.

If I plan to make my office a home, then why not make it homelike.

The first thing I want to do is rearrange the furniture.  By butting my desk up against a side wall, it forces me to turn my chair around to pay attention to my most valuable asset.

I make sure my chair is no higher and no different than the three or four other chairs in the room. I have chairs placed around a small, but practical, coffee table which allows my “guests” to set their folders, drinks, or whatever they may need to set down in order to free their hands and feel comfortable.

I have no testimonials to my “greatness” adorning my walls.

NOTE: (keep all diplomas, certificates, awards, etc., handy in a binder.  There will be times when some pain-in-the-ass upstart will question your qualifications.)

I have no nameplate on my desk (if my “guest” doesn’t already know my name then I need to ask myself, “Why haven’t I made this person a raving fan yet?”).

I further decorate my second home with nick-knacks, figurines, or trinkets which are personal but don’t trumpet my greatness.  I am very careful not to clutter but to keep it simple.

A good rule of thumb is: if I wouldn’t want it in my primary home, I don’t want it in my second home.

In this setting, I am just another employee sitting around the coffee table in someone’s home.  We are all equal.

– excerpt from “The Manager as Engineer of the Workplace”

Share the Praise

Get over yourself. It’s not all about you. Nothing says appreciation more than positive recognition. When something goes right – let them know – compliment them for a job well done. Most employees only get recognition when they “screw up.” Negative recognition reinforces negative behavior, creates resentment, and stifles initiative. Positive reinforcement inspires creativity and goodwill and perpetuates positive energy.

Compliment them in private. If you call someone into your office and they have that “What the Hell Did I Screw up Now?” look on their face, you can be sure that you don’t have a raving fan here. If all a person enters your office for is to get reprimanded, you can bet they won’t enter your office on their own. This means there can’t be an “Open Heaven.”

But if you take the time to call them in to compliment them on their work or to ask their advice you’re telling them, “I’m here for you. We need each other.” This nurtures not only self-esteem in the individual, mutual trust between the two of you, and inspiration in the individual, it also sets the foundation for “Open Heaven.”

Compliment them in public. Nothing feels better than to receive kudos from your manager in front of your peers. This validates an employee and gives a sense of accomplishment, which will inspire not only him but also his peers to perform at higher levels.

Compliment them among the staff without the person present. This provides authenticity to your praise and demonstrates to the rest of staff that you are appreciative and genuine.

Make it real. Don’t lay it on too thick. Be honest, but be open. We often say to ourselves that “so and so” did a good job, but we don’t tell them and they are the ones who need to know.

Share the praise for big and even little things. Remember that when the department excels and receives recognition it is not you that did it – it’s your staff that did it. Give the credit and the praise to where it belongs – give it to them. Let your boss know that they deserve the credit. Let them know that they have excelled and that they deserve the credit. Too many managers “ride the backs” of their staff, basking in the praise while their staff feel used.

Share the praise in private. If a particular person or group of persons stand out, call him/her (or them) into your office and let them know that the “boss” (whether it be District Manager, VP, President, or CEO) knows of and was impressed with their accomplishment. This nurtures their sense of belonging and affirms them being part of the “bigger picture.”

Share the praise in public. Like compliments, this inspires everyone to perform at higher levels.

Don’t take the credit for big or even little things. Make it all about them. After all, they are the ones doing the work. Your job is not in doing their work but to assist them so they can do their work. By making it all about them, they begin to feel like part of the “department family” and begin to look out for and support one another.

No pictures of self — no plaques of self – no trophies – awards – or certificates. Be one of them. In an “Open Heaven” no one is better than anyone else – all are equal. Do keep a binder of your resume, degrees, certificates, awards, etc., because you will encounter the proverbial “know-it-all” from time to time who will question your qualifications!

Reply to “thank you” with “thank you.”

Reply to “You helped me so much,” with “But you did the work.” This assists them in ownership of their efforts, and position, and reinforces that they are capable.

In other words, if you are successful in “Sharing the Praise,” no one will notice you.

Exhibit the CORE Competencies – be the orange! Remember, you get what you give:

• trust
• integrity
• honesty
• openness
• humility
• empathy
• willingness

(Do you do what you say you’re going to do?)

Remember them

If they are important then don’t forget them. Little things which mean something to them should mean something to you (birthdays, anniversaries, son’s graduation, etc.). Set your email calendar to send you an email warning a few days before an event and give a personalized card (no secretary signing) with a $5 Gift Card to Starbucks or whatever they’re interested in (in other words, Know Your Customer).

Stop at a stationary store and pick up twenty assorted blank cards. Periodically, fill out the card saying how much you appreciate a person’s work and them as an individual. Then sign it, “A Friend.” No name. Address it to them and casually leave it on their desk when no one is watching.

Standing up for your employees

If you want your staff to be willing to go to war for you, then you must be willing to go to war for them. When staff know you will defend them, support them, take the blame for them, and fight for them (whether it be with a customer or upper-level management) they develop trust in and allegiance to you as a manager.

- excerpt from “Inspiring Passion in Your Staff”

Everyone knows the extent of devotion, enthusiasm, and loyalty fans will go too. Sports fans will actually fight to defend the honor of their team. Music fans will camp out for days to see a concert. Just look at the bleachers at the Academy Awards to see the lengths a person will go to get a glimpse of someone they admire.

Imagine the effect on your business if its customers were raving fans of your staff. Imagine the effect on the department if your staff were raving fans of your business. Imagine your effectiveness as manager if your staff were raving fans of you.

• staff need to get their customers to become raving fans of them
• as manager you must become a raving fan of the business
• as manager you must get your people to be raving fans of your dept.
• if you want your staff to be willing to go to war for you, then as manager you must get your people to become raving fans of you

Raving fans are the mortar that holds the “Four Pillars” together. My goal is to create raving fans of my staff, my manager, the CEO, etc. When I have raving fans and I ask them to do something, they are more than willing. And when they are done, I need to spread the word about how well they did.

Raving Fans network and advertise for you – raving fans sell you.

Creating raving fans

How does a person create a raving fan? Simple: Make them feel important – because they are important!

How do you make someone feel important?

Set the example

Remember, as manager you must set the tone for the department and your staff will follow your lead. Staff will adopt what is mentored so you must set the example. For staff to understand who their customers are – you must first understand who your customers are. For staff to discern their customers’ wants and needs – you must first discern you customers’ wants and needs. For staff to get their customers’ to become raving fans of them – then you must first get your customers to become raving fans of you. And remember: your staff is your primary customer.

Stop and give attention

People pay attention to what is important to them and tend to be disinterested in and even neglect that which is unimportant. When I pay attention to you I am behaviorally telling you that what you do, what you have to say, your opinions, ideas, and thoughts are important. In other words, I am validating your worth as a human being. By paying you attention, I am saying “YOU” are important. When you talk to someone make them feel they are the only one there.

When answering your phone and someone asks, “Is now a good time?” Try to respond with, “Yes, for you always.”

When someone needs your time and says, “I know you’re a busy man/woman.” Try to respond with, “You’re right! I’m a very busy man/woman and right now I’m very busy with you. How can I help?”

Don’t get caught up in logistical crap

As human beings we are fallible. We often tend to get used to things, and sadly enough, we even get used to people. We come to “expect” them to be a certain way. Life is often busy and without realizing it we get overwhelmed in being busy and we become human doings. When this happens, we neglect the “expected” and take it for granted. And when we take things for granted we make the mistake of forgetting what is really important. When we neglect what is important, it loses value in our eyes, and if what we are neglecting are people, we lose value in their eyes.

DO NOT continue to work on your computer or paper while talking “at” someone. Multi-tasking is for tasks and people are not tasks.

Let them know their position is important

Keeping focused on every person (not just the staff on the “front line”) is essential because each member of staff is interconnected. Remember: no position is more important than any other. It’s easy to focus on the sales force because that’s where the numbers are produced. And often we wrongly perceive them to be most important. We take for granted the host of staff which enables the sales force to actually produce the numbers. As stated in Chapter 2, if there isn’t anyone to answer the phone, make the copy, confirm the appointment, or follow through with the order, then the best salesperson in the world is impotent at best.

Listen!

Nothing shows validation and respect more than listening. Unfortunately, most of us are too busy planning what we want to say next to listen effectively and we lose much of the meaning others are trying to convey. When I really listen to what you have to say I am validating that you are important – your opinions, thoughts, and ideas.

Hearing and listening are two separate things. When I hear something – I am a spectator. When I listen – I participate. Listening is an art which must be cultivated if it is to be effective.

(part 1 of 2)

- excerpt from “Inspiring Passion in Your Staff”

This meeting has usually already been preceded by a “Red Flag,” “Performance,” or “Setting Fires Under Their Feet” meeting.  In essence, this is a “second chance” for the individual to get on track.

When Standards or CORE Competencies have been violated, an employee is usually not surprised when called to this type of meeting.  They know they’ve done something wrong.

At this meeting, I want to “cut through the fluff.”  Time has already been spent in one or more of the previous types of meetings to solicit problems and offer support and clarification.  Since the individual has already been given a “first chance,” I am not going to “beg” the individual to get on track.  It’s time for them to decide whether this is where they want to work.

First, I want to “check” my emotion at the door.  I need to make sure I am able to respond and not react (I have a tendency to become frustrated when an individual is given an opportunity to experience a work environment like Open Heaven and then takes it for granted).

Remember earlier when I spoke of too much “Standards” and there’s no heart – too much “warm and fuzzy” and there’s no Standards?  This is a situation in which I’ve already shown the heart at a previous meeting and now is the time to uphold the Standards.

I still want the individual to sit between me and the door, but now I want to sit on a higher level than the individual.  At this meeting, I will take the lead – I control the meeting.

I want to:

• Inform the individual of the problem.
• Remind them that this problem has been previously addressed.
• Inform them that there is no possible excuse for this behavior continuing.
• Ask them why this problem has not been corrected.  (It’s important I keep them on track and not allow them to avoid taking responsibility by blaming or rationalizing.)
• Let them know the consequence if this problem is not resolved immediately.
• Give them the choice to comply or leave and then ask what their decision is.

NOTE: Once again, I email the individual, summarizing the objective and outcome of the meeting and thanking them for their participation.  I then put a copy of the email in their personnel file for documentation and later reference.

– excerpt from “The ‘Art’ of Counseling Staff”

Fear is just and emotion – it is not a defect of character – it alerts us to danger so we can take appropriate action to protect ourselves.  Fear activates our “fight or flight” mechanism.  When confronted with danger, this fight or flight mechanism causes us to have an almost immediate reaction to fight back or flee from the perceived danger.  People in ancient days who did not have this response did not live long enough to have offspring.

But Fear unleashed is crippling, paralyzing.  Like a deer in the headlights, Fear unleashed puts us in even more danger by preventing us from thinking rationally or taking action to protect ourselves.  When this happens, FEAR itself becomes dangerous and becomes an obsession, feeding on itself as it builds.  We become victims of our own “false fears.”  Fear of the unknown, fear of loss, fear of non-acceptance are just a few of these crippling fears. Most of our fears are unfounded and it’s these unfounded fears that spin in our head like a squirrel cage out of control.

A few common False Fears are:

Fear of Failure – can cause us to refuse to attempt those things we want to do.  We often find ourselves pouring our energy into avoiding failure rather than succeeding at the task at hand.  It paralyzes us into non-action.

Fear of Rejection – causes us to keep others at arm’s length, thereby not giving them the opportunity to reject us.  We often become overly aggressive in a relationship and tend to “people please.”  This sabotages intimacy and creates in others the exact thing which we fear – rejection.

Fear of being Alone – often causes us to remain in unhealthy or abusive relationships.

Fear of Loss of Self-image – puts us always on guard.

Fear of Powerlessness over others creates within us a desire to control the lives of others.

“Freedom from Fear” doesn’t mean having no fear – it means having a life that is not “dominated by Fear.”

Willingness to share gives us strength in knowing we are not the only ones with these fears and others have gotten through it.  Sharing gives us encouragement that we too can get through it.  By addressing our fears individually, we begin to develop courage and confidence and begin to see that the “fear itself” was worse than what we feared.

A regular practice of prayer and meditation develops faith that we have help to conquer our fears.  To develop faith empowers us to understand that we are never alone, and no matter what happens, we will survive, learn from it, and continue to grow.

EXERCISE:

Ask yourself:

• What exactly is it that I fear?
• What, in reality, is the likelihood this will happen?
• If this does happen, what is the absolute worse outcome?
• Would I be able to continue living if this really did happen?
• What rational steps can I take to protect myself?
• Then take the steps.
• Once your footwork is done, turn it over to your Higher Power.

- excerpt from “The Manager’s Toolbox”

Some examples of rain clouds include:

• Unexpressed Grievances usually begin as the inaudible grumblings of one disgruntled individual, which infects another individual and then another. As the old sayings go: “Misery loves company” and “Negativity breeds negativity.” Complainers feed off negativity and off one another.

Someone gets their feelings hurt, and instead of dealing with the issue, they develop a resentment, curl up in a ball, lick their wounds, and solicit sympathy from others. Another person allows themselves to be manipulated and is compelled to rescue or save the first. This person, in turn, solicits support for this worthy cause. Some buy in and some don’t and the ones that don’t buy in are seen as heartless or unfeeling.

• Emotional Involvement (fraternization) creates secrets, alienation, gossip, sexual harassment, and rumors. The workplace is not high school. If you’re going to have a relationship, do it outside of work. If you neglect “checking your baggage at the door” (chapter 12), you both affect and infect others in the workplace. This will cause not only you, but all of staff to lose focus on their jobs. After all, there’s nothing juicer to talk about, be jealous of, or be offended at than “who” is doing “what” to “whom” in the copy room.

• Rumors are great at creating something out of noting. The children’s game where one person whispers something to another who whispers it to another and so on around the room until the last person shares something entirely different is a perfect example of this. Rumors are not only hurtful, they’re also dangerous.

• Misinformation about procedure or process in any area must be cleared up immediately. Not everyone gets the memo about the latest changes so they continue the way they always have. Another questions them, and because they believe they’re doing it correctly, they share what they believe is true. This causes the questioner to second guess themselves and spread doubt to others.

• Misperceptions of “Open Heaven” create confusion, and sometimes, even confrontation. The concept of Open Heaven is alien to traditional business practice and takes time to understand. There will often be times when well-meaning employees may argue amongst themselves in defense of their understanding. In this instance, it’s just necessary to get everyone back on track.

Pre – 1:1 temperature taking. This is a pre-meeting in which I meet privately 1:1 with a few key personnel to gather different perceptions of what is going on. This gives me information on issues which will need to be addressed and possible ammunition staff members may throw at me. This enables me to prepare responses so I don’t get blindsided.

A “Clear the Air” Meeting is a “reality check” / “get back on track,” group meeting in which everyone who possibly could be affected is included. Whether or not they have been affected yet doesn’t matter. The reality is if they haven’t been affected – they will be.

At this meeting, I am going to facilitate while the group does the work. The idea is to guide them through a process in which they police themselves. I only allow one person to speak at a time but assure them everyone who wishes to speak will get an opportunity.

There are 3 main objectives in “clearing the air;”

1. give information,
2. stop speculation, and
3. get back on track.

1) Give information is exactly what I mean. No secrets – No favorites. I want all the cards on the table. Instead of “skirting around an issue,” I plan to address it head on.

If I catch a “rain cloud” early, there will be many individuals who aren’t even aware of the issue. So, I spell it out. Depending on the sensitivity of the situation, I may or may not use names, but I do want to use names as much as possible.

I start out by announcing that it has been brought to my attention (no names mentioned here) that there is a problem in “Open Heaven,” and I do not deal with problems – I deal with solutions. I let them know that this issue will be resolved by the time we leave this room. I continue by reminding everyone of the CORE Competencies and ground rules discussed when they were hired. I also remind them that in “Open Heaven” there is no room for secrets or favorites. I make it clear that everyone, in some way, affects everyone else, and that it hurts me when I see someone I care for hurting.

Next, I ask the group if anyone has anything they would like to share. And then, I wait (very important). Remember to love the silence. People can’t stand silence in a situation like this. This gives them an opportunity to look at and get honest with themselves. If I wait long enough, someone will speak. Often, other issues, which no one was aware of, will come up.

I then “open the cupboards” and lay out everything I know about the issue (what’s been going on) and the harmful affect I see it having on staff. I impress upon the group that this is an open forum in which everyone has a say and every say is important. I then ask if anyone has anything they would like to add. And I wait (the longest I’ve waited is fifteen minutes).

2) Stopping speculation is important if we are to dispel rumors or grievances. By encouraging everyone to speak, I compel them to participate in the process, and thus, the solution. There will always be a few people who will hog the floor if allowed. But I want everybody’s input.

Example: “OK, John, you’ve had an opportunity to share. Now, I think we should hear from some of the others. Susan, you’ve been awfully quiet. How do you feel about what’s been shared so far?”

Notice I asked how Susan feels, not what she thinks. It’s much more difficult to argue with someone’s feelings than it is their opinions. If John was making a case for a grievance or defending his part in emotional involvement or a rumor, he could easily justify his behavior if Susan shared her opinion. But by Susan sharing her feelings, John can’t use his ammunition.

I will continue to go around the room, asking each individual, “How does this make you feel?” The wealth of information which comes out of this process is amazing. Usually, by the time we make it around the room, all the cards are on the table.

Note: I do not allow anyone except me to interrupt another person. It’s important each person feels safe to speak their mind and not be intimidated.

The only times I do interrupt are (a) to keep and individual on track, (b) to stop verbal or emotional abuse, (c) to correct misinformation, and (d) to make someone take ownership of their feelings, thoughts, or behavior.

It’s important I identify rescuers, pot stirrers, and anarchists, and use (“d” above) to make them take responsibility for this behavior in front of everyone else. Some argue that it’s too harsh to single people out in front of others. My reply is that the consequences of their behavior have already been affecting others. Now the consequence of their behavior is affecting them. I haven’t done anything – they have.

3) Getting back on track is relatively simple in Open Heaven. Ninety-eight percent of the time, problems boil down to either personalities or politics. By following this process, staff will lay everything out on the table where everyone can take a look at it. Once everything is out in the open, the issue becomes evident and so does the solution. Then I simply ask the group, “What can we do to resolve this?”

In the instance of grievances, rumors, or emotional involvement, when the community monitors itself they answer to themselves. I am not the “bad guy” authority figure so there is no opportunity for the “us vs. them” mentality.

The effectivity which evolves from this process is that staff police themselves; they take ownership of their part in the problem and also in the solution; and they come to learn that each individual is accountable to his or her peers.

- excerpt from “Managing from the Heart – A Way of Life”

I’ve had managers tell me that if one of their employees needs “servicing,” then that’s what HR is there for.  I have to tell them HR is a great resource, but in reality, it’s not much more than a band-aid for crisis management.  All too often, by the time an individual makes it to HR the problem has grown to “life damaging” proportions.

A manager from the heart must be aware, observant, and concerned about the well-being of his employees.  He must be vigilant in his attention and constantly managing the “pulse” of his department.  By doing so, he can identify problems in their early stages where simple counseling may solve the issue before it reaches crisis.  One wants to detect and deal with cancer in the earliest stage possible before it becomes life threatening.

A manager is not a psychiatrist, a psychologist, a marriage and family therapist, a lawyer, a 12 Step Program, or  personal accountant but he can give counsel, share wisdom and understanding, detect potential crisis, and be quick to address problems.  In an “Open Heaven,” employees feel safe to confide issues and problems without judgment or condemnation.   Most people already know the solutions to their problem but just need to have a forum to say it out loud and to know they are not alone.

This manager also needs to be able to recognize when an issue is beyond his expertise to advise and have the ability to refer the individual to appropriate levels of help.  It’s also important that this manager follow through and confirm the individual is properly addressing their issue – just encouragement is not enough.  Most people tend to be great at procrastinating and minimizing problems until the problem grows to a point in which the individual becomes overwhelmed.

But why would an employee go to his manager with “life issues?”

Simple, a manager from the heart is not the usual manager.  In an “Open Heaven” (see chapter 14) there is “bond of humanness” between the manager and the employee.  They are not friends or pals.  But this manager has an understanding and compassion for all that the individual is and all he or she can be.  “Open Heaven” is a place where an individual can go and puke out all the crap that’s festering inside and know he will be heard.  Because the manager and him are not “friends” and will not have contact outside of work, it allows a person to vent, and very often, this is all people need to do – have a place to vent and be heard.

To establish and maintain this relationship, the manager must exhibit in himself and mentor to his staff what I call CORE Competencies

The CORE Competencies:

C = Commitment

O = Open Heaven

R = Responsibility

E = Ethics

1) Trust – a gift earned by one but shared by two.  The operative word here is “gift.”  Trust can only be given by a person when they feel safe and secure enough to give it.  It is an honor bestowed upon one by another.  When trust is betrayed, it is broken.  One can work very hard to earn it back; but it can only be given when the betrayed is willing to give it.  When one understands this they begin to realize how precious a thing trust is.

2) Integrity – behavior congruent with professed values, beliefs, morals, and principles.  Everybody talks a good talk.  But not everyone walks their talk.  If a person says what he means and means what he says, comes from a position of love, honors himself, and treats everyone else with respect and dignity, people feel safe and secure and are drawn to him/her.  (Old saying:  “You are honorable when you honor others.”)

3) Honesty – Rigorous honesty builds Trust Value more than anything else.  You don’t have to always be right; you just have to admit it when you’re wrong.  Nobody is perfect and here’s the big secret – it’s ok!  This makes you human; this makes you real.  When one is secure enough to be totally honest with self and others, he becomes free to be himself.

“Yes, I screwed up.  I dropped the ball on this one!”

It’s amazing the effect a statement like this has on “Trust Value.”  Everybody screws up but no one is honest enough to admit it (or worse, they try to pawn it off as someone else’s mistake).  If I can trust enough to admit when you’re wrong, then I can trust you with my personal issues.

4) Openness – the strength of vulnerability.   This is the basis of true intimacy – I open my world up to you and you open your world up to me.  This allows honesty in relationships.  It also develops trust and security in the other person.

Openness also means the ability to look at oneself honestly and be willing to consider new thoughts, ideas, and concepts.  When we are close-minded we stagnate, wallowing in our own ignorance and arrogance.  This applies to managers as much as it does to employees.

5) Humility – to view oneself as human – open to critique. Understanding we are all unique and yet the same.  I am no better than anyone else; but I am also no worse than anyone else.  We are the same – souls trying to find our own way through life the best we can (see chapter 9).  Many have skills and talents I don’t; but I have skills and talents they don’t.  Each use what they possess to achieve happiness.

One role of a manager from the heart is to assist employees in discovering unrealized talents and skills and explore opportunities with them.

6)  Empathy – genuine concern, understanding and respect of another’s feelings and motivations.  To understand that another’s feelings are “real” irrespective of whether right or wrong, enables one to see the world through their eyes.  If I can see the world through their eyes, I have a better understanding of what drives them, and thus, how to assist them.

7)  Willingness – to change (self-defeating behaviors).  Embracing change is essential for growth.  Growth, of course, is all about change.  Change is uncomfortable and sometimes even frightening.  Resistance to change, for whatever reason, stifles growth.  There’s an old saying:  “People will only change when it becomes too painful not too.”

But what if you embraced change?  What if you saw change as an adventure instead of a threat?  Imagine the possibilities.

First, understand what “willingness” is.  You don’t have to want to.  You don’t have to like to.  You just have to be willing to.  Willingness is a choice.

I love ice cream.  But thanks to the military, I hate standing in lines.  Now, when I go to the supermarket to get my ice cream and there are long lines, I have a choice to make.  I don’t necessarily want to stand in line, I don’t particularly like standing in line, but I am willing to stand in line because there’s a “pay-off” at the end.

By inspiring (not motivating) staff, nurturing the individual’s success, and developing staff that buys into the system, a manager from the heart sets the stage for “Open Heaven.”   This allows the individual to develop personal vision.

(Part 3 of 3)

- excerpt from “The Manager as Engineer of the Work Environment”

Assisting means just that – assisting (mentoring, counseling, instructing, and orchestrating).  It is essential that they do “It” for themselves and not have “It” done for them.  They must do the work for “It” whether “It” is discovering an idea, understanding a concept, developing a technique, or recognizing potential.

Yes, this is a lot more time consuming for the manager in the beginning.  But once the staff member gets “It,” “It” is theirs and they “own” “It.”  By “owning” “It,” the individual nurtures self-esteem and inspiration, and thus, passion.  They begin to recognize and accept abilities never before realized.  This opens up the realm of possibilities.  Over time, the individual develops initiative to address problems because they have learned they have the ability.  The manager’s time, at this point, isn’t wasted with trivial “common sense” issues.

When an employee “buys in” to the system, they become a willing participant in the community and have a vested interest in the effectivity of the department.  They recognize the community has a genuine concern for the individual’s success, and in turn, allows the individual to feel secure to reciprocate with mutual concern (see chapter 12).

It is up to the manager to introduce and integrate the individual into the department.  Making a new employee feel comfortable and at “home” as soon as possible is essential for the well-being of not only the individual but the whole department as well.  The manager must make the employee feel accepted and not judged if he is to alleviate insecurity and fear.  He must then counsel and instruct the individual on the principles, concepts, advantages, and privileges of the system.  It is important the individual understands that everyone is here to help everyone else.  By helping one, we help all; by helping all, we help the one (see concept #4).

The individual thus becomes “engaged” in the welfare of the business and fellow staff.  When “engaged” a person is free to pursue their purpose because they now have purpose.  They come to work with one goal – to work – to learn – to grow.  They “check” their baggage at the door and take ownership of their position.

Taking “ownership” of one’s position ignites passion within an individual. Knowing that they are in charge of their lives and their potential is limitless changes life’s ball game.  Knowing I do have the power to affect my environment, my goals, and my destiny liberates me from the shackles of my own making.  My present, my future, and my life become an adventure instead of a task.   I can perceive possibilities for growth no matter what my current assignment may be (see concept #7).  This redefines reality and gives me the ability to create a personal vision, establish goals, and pursue meaning for my life.

There comes a time in a person’s life when they tire of the bullshit and realize it’s time to get serious about life.  When a person takes “ownership” and becomes “engaged” in the business, they are innately inspired to develop personal discipline.  By reclaiming their inner power and accepting responsibility over their choices, they now have the ability to give their life direction.

Personal discipline is a commitment to one’s self – to nurture those things which give one’s life value and meaning and to abstain from the things which are detrimental to one’s well-being.  Such a commitment inspires a person to ask questions of self:

• “What do I want to do? – What is the healthy thing to do?”
• “What kind of person do I want to be today – just today?”
• “What do I want to look for today – beauty and wonder or chaos and misery?”
• “Do I want to ‘matter’ today?”
• “Tonight, when I look back over today, do I want to be pleased, indifferent, or ashamed?”

(NOTE:  the more questions you ask and the more honesty you apply; the more individual growth you will experience)

Story #  6 – Susan B. – Worth Investing In

Susan was recommended to me as someone who was very capable of handling the referral program in our financial services department. I was told she could be opinionated and a little controlling at times. I decided if she had the talent to manage the position then it would be worth taking time to work with her on any areas that would be considered a negative.

All of this proved to be true during the first few months.  She excelled in taking ownership of the referral system and exhibited great potential which was the positive. On the other hand, Susan, was constantly late for work, late returning from lunch, was rude many times to other staff members and tried to be in everyone’s “business” on numerous occasions.

Based on the results Susan was producing along with a personality that I felt could be honed, I believed it was worth investing time, energy and effort into her becoming a valued member of the team. Over her first year with the department, we met for many “Come to Jesus” meetings in which I went over being a “Career Person” vs. a “Job Person.”

I always started each meeting with, “Understand this is a critique and is not a condemnation of you.”  Susan always listened intently and took to heart what was discussed. In the beginning, she would do well for a few days and then backslide. However, the growth that was being generated made it worth continuing to work with Susan.  A couple of times this was a real challenge, but I believed I saw someone who would end up being a true team player and an asset to the department.

I always “put the cards on the table” to let her know that, though her performance specifically related to her position was good, I would be forced to let her go if she was not willing to commit to change her areas of poor performance.

After six months these meeting became less frequent. Susan initially was someone who would show up one day as a mature 30 year old and then the next as a 17 year old. From day to day, you never knew which person was going to show up. Over the next year, it was amazing to watch her evolve into a true “Career” person who had ownership.

Fast-forward two years later.  Susan has become a true professional, exhibiting experience beyond her years.

In managing people there is a fine line between continuing to invest in someone who is struggling or letting them go. In the beginning this can have a negative impact on those productive staff members who do own their position. It is important to not wait too long with someone when it is apparent that needed changes are not being adopted. Also, if the manager is consistent in “Managing from the Heart and to Standards,” the rest of staff will develop trust in the manager’s decision to either keep or let the disruptive person go.

Susan was a person where the decision to continue to invest in her proved to be the right choice. She became one of the key employees who ended up having true ownership of her position and became a very valued employee.

*     *     *     *     *

A manager from the heart nurtures personal discipline in his employees and integrates the personal benefits of adhering to system standards in this discipline (see chapter 14).  When an employee makes a personal commitment to the adherence of system standards they reap the benefit of ‘Trust Value.”

Trust is a core value (competency) needed in creating an “open heaven” and also in honest and intimate communication.  If people can understand trust in the business arena they will excel.  Trust is a two-way street.  But more important than the manager’s need to trust the employee is the employee’s need to trust the manager. If the employee doesn’t trust the manager, the manger cannot mentor, counsel, or orchestrate the employee.  It should be evident to a manager early on whether or not “Trust Value” is or can be established.

Without trust I can expect: (the little dog that’s been whipped too many times)

No Trust                                             Stress, Insecurity, Paranoia

No Open Heaven                               Indigestion, Fear, Back-biting

No Home                                              Panic attacks, Isolation

No Effectivity                                        Anarchists / Sabotage

No Productivity                               Turnover (bottom line affecting)

Without trust in the manager, the employee will not grow.  Instead, they will develop resentment, create dissension, and inevitably become anarchists and participate in sabotage.  And since “all affect one and one affects all,” it is imperative for the well-being of the community that trust must be established as soon as possible or the individual let go.  In this sense, a manager must be protective of the community, and by being protective, exhibits commitment to maintaining a safe “Open Heaven” (see chapter 14).

NOTE:

Anarchists must be weeded out immediately

(Part 2 of 3)

- excerpt from “Working from the Heart – A Way of Life”

Job-Minded people view their position and each assignment as just another task to get done before they can go on to something they like.

Career-Minded people understand that each and every thing they do enhances them as a person.  Each assignment is a learning opportunity, which increases their talents, experience, and knowledge, bringing them one step closer to wherever they choose to go – one more step, which broadens their horizon and expands possibilities.  In the truest sense, they are working for themselves, refining their product (which is them).

One valuable exercise is to ask your employee to write a list of ten attributes of “their idea” of the perfect job.  Then ask them to list each in importance of its value.  Next, ask them to identify the driving force (their motivation) behind each one.

This exercise helps a person to:

1)     identify what is important to them,

2)     identify what they value, and

3)     understand why they find it of value, and

4)     possibly reevaluate its importance.

If I determine what I want, the importance with which I value what I want, and why I want it, I have a basis with which to judge my behavior to see if it is taking me where I want to go.  I have direction, and with direction, I am able to set goals, and with goals, I develop vision.  Each goal completed moves me another step closer in fulfilling my vision.

It doesn’t matter what position I currently have.  If I show up dressed for the game, willing to learn, experience, develop my talents and abilities, and grow, I am taking steps to fulfill my vision.  I am refining my product – me.

Develop Staff (80% of employees just show up)

For a department to truly excel, each staff member must be career minded – not job minded.  What’s the difference?

Career-Minded people                                                                                    Job-Minded people

Are doers.                                                                                                          Are clock watchers.

Show up at 7:55.                                                                                                 Show up at 8:05.

Work because they want to.                                                                              Work because they have to.

Show up dressed and serious.                                                                               Are indifferent.

Checks their baggage at the door.                                                                           Lugs baggage in with them.

Are proactive.                                                                                                    Wait to be told to act.

Their mind is on what they want to accomplish.                                                 Their mind is on something else.

Works effectively with other staff.                                                                     Creates territories.

Takes to heart “Who is my customer?”                                                                 Is transactional.

Are open to new concepts and ideas.                                                                 Resists change.

Work becomes a challenge.                                                                                   Work becomes a task.

A manager from the heart must be able to recognize potential in his or her staff’s ability to develop into “career-minded” individuals and then assist them in the process.

Bottom Line: A “career-minded” employee is self-motivated to learn, participate, and initiate results.

(Part 1 of 3)

- excerpt from “Inspiring Passion in Your Staff?”

EXERCISE:

1.  Question, question, question your beliefs and perceptions.  Be rigorously honest, asking yourself:

“Is this belief or perception healthy for me or is it unhealthy for me?”

“What behavior does this belief direct me to perform?”

“Does this belief or perception keep me living in the past?”

“What is my expectation from believing or perceiving this way?”

“What effect does this belief or perception have on my present?”

2.  Challenge your excuses – excuses are usually just rationalizations and justifications constructed to allow you to avoid responsibility for your behavior.

3.  Reflect on what in your past (events) may have caused you to develop this belief or perception.

Ask yourself:

“How did I come to believe or see things this way?”

“In what ways have I behaved because I believe this way?”

“What if I was wrong?”

“How could I have perceived it differently?”

“How may I have behaved had I perceived it differently?”

“What may life have been like had I perceived it differently?”

4.  Stop judging yourself and others. Your judgments are not reality.  Because your thinking is distorted, your judgments are your projected illusion of reality based on erroneous thoughts.

5.  Be willing to let go of what you don’t understand so you can make room for what you can understand and love.  There are more things in this world than are dreamt of in your philosophy.

6.  Accept that you are almost never upset for the reasons you think.

7.  Stop defending a thought system that has hurt you. Stop trying to justify your negative thoughts by making them true.

8.  Identify the “payoff” you get from self-defeating behaviors and attitudes. (Payoff such as self-righteousness, negative attention, substance abuse.)

9.  Decide how long you are willing to pay the price of your self-defeating behaviors. (Price such as loneliness, hopelessness, isolation, boredom, and health consequences.)

- excerpt from “Managing from the Heart – A Way of Life”

Now let’s look at some common traditional employee styles and the problems they create:

The Lackey: this is the “yes” man, trying to succeed by “sucking up.”  This employee thinks he’ll climb the ladder of success by licking the boss’s boots.  The boss definitely likes having this employee around for the grunt work, but doesn’t respect or trust him.

The Snitch: accumulates points by squealing on his coworkers.  This employee slides into every conversation unnoticed, sucking up rumors and innuendo to regurgitate to the boss to show his allegiance.  During slow periods, he made even instigate rumors.  The traditional boss loves his covert spies, but once again, doesn’t trust or respect them.

The Rebel: is defiant to the end. This employee refuses, “quietly,” to follow procedure or protocol.   He’ll agree and submit to management’s face, then do the opposite behind their backs.  This lets him feel like he’s the one in control.

The Peacock: struts continuously, flaunting his beauty.  Also known as “The Mouth,” this individual makes sure everybody knows, especially the boss, what new thing he’s coming up with, his successes, his future plans, and how his coworkers could improve.

The Martyr: carries the weight of the world on their shoulders so others won’t have to.  Always given three times as much work as anyone else and with more restrictions and expectations, this individual will gladly offer to help others and then complain how hard he worked saving a coworker.  These individuals are tolerated because they will take on a larger workload, but they are also avoided because of their incessant whining.

The Ghost: this is the invisible employee.  This individual works at not drawing any attention to himself.  They neither make mistakes nor excel at anything.  By being anonymous, they go on about their lives unnoticed.  They will never be fired or even “written up.”  But if they’re invisible, they will also never be promoted.

The Anarchist:  contriving sabotage behind the scenes. This individual is pissed off that he is actually expected to work for a living so he finds fault with everything and everyone.  He’s expert and spreading dissention and discord around the workplace.  This is an especially dangerous individual because he poisons others and it’s usually these other individuals which suffer the consequences.

The Bull: keeps his head down and plows forward:  This individual works hard, but expects all his hard work to be noticed on its own.

The Knight: is the rescuer of all.  This individual works hard and with diligence.  Honorable and modest, this individual holds true to his principles.  He will not blow his own horn, and because he won’t, he is not promoted, but is usually kept where he is needed most.

As a manager, it’s important I recognize these different, basic styles and not get caught-up in the dysfunction they create.   (See section on “Emotional Maturity”)

– excerpt from “The Manager as Engineer of the Workplace”

I finally felt I belonged, and by belonging,

I became willing to go to war for my manager.

The Question of the Ages

How does a manager excite his staff to produce, to follow instruction, to make deadlines, and fulfill the objectives of the business? How does a manager direct his staff and create a department efficient and profitable?

Let’s look at some common management styles and the problems they create:

The Drill Sergeant: managing through intimidation. This manager rides the back of his staff; barking his orders, running his drills – micromanaging and constantly criticizing. This manager needs to be in constant control of his staff and his staff must wait for orders before initiating action. His staff does work, but grudgingly. They develop resentment towards him and take pleasure when he stumbles or fails. When he is not around, employees take advantage and slack off.

Attila: managing through consequences. This manager doles out punishment for infractions or for not measuring up to his rules or expectations. Punishment is swift and hard as if the punishment itself will deter an employee from making a mistake. Quick to find fault, he is unopposed “Lord” of his domain. Always under his thumb, staff often cuts corners, does just enough to get by, and again developing resentment, look for ways to supplant him or get even.

Psycho-boss: managing through mind games. By keeping his staff confused and in fear, this manager attempts to use psychology to keep employees wondering where they stand, how they’re performing, and if they are “in trouble.” This manager gives only enough information to each employee for the employee to minimally do what is asked of him and chastises the employee for not achieving. This is “crazy-making” for staff. They live confused and in fear of losing their jobs, creating enough stress for the employee to eventually go on disability or go “postal.

Psycho – Drill Sergeant: managing through mind games and intimidation. This combination of the two styles, causes undo stress and confusion, pits employee against employee, and creates an atmosphere of squabbling, backbiting, and chaos, resulting in absenteeism and stress leave.

The Butcher: managing the “meat market.” This manager is a “user” of people who views employees as pieces of meat to be used – get one body, work it as much as possible, dump it when it is used up, and then get another. His focus is on production numbers – rather than on “quality.” Unfortunately, in his fervor to produce, he doesn’t benefit from the value experienced employees bring to the workplace and his all-important “bottom line.” This creates a revolving door of employees who have to be trained and have no interest in their job, the business, or its success. Employees quickly learn the score and develop no sense of loyalty. As a result, they’re more focused on their personal lives and marking time until finding another job.

The Waffler: managing through impulse. This manager always has a bright “new” idea that will revolutionize the business. He doesn’t (or can’t) necessarily explain how or why his “new” idea will work, but he’s sure if he just “implements this” or “tweaks that” then business will drastically improve. Though his enthusiasm is real and his intentions well meaning, he creates an atmosphere of “nothing really matters – put it off until later because it’ll all change again tomorrow.”

The Lord and Master: managing from the throne. This manager has absolute power, ruling his kingdom from his throne. No idea is a good idea unless, of course, it’s his idea. He must always have the last word – no questions allowed – it’s his way or the highway. This stifles creativity and input from the staff for both procedures and vision.

All of these managers have one thing in common – they live in fear – fear of losing control: 1) of their staff, 2) of respect, 3) of the business. The harder they try to control the less effective they become. Ironically, the one thing they never fail to realize is they never had or could have control. The one thing they will never understand is that control is just an illusion – there really is no such thing.

All of these styles create dissention and discord among employees. Each of these managers, in their own way, directly affects how staff feels about their surroundings, how they react to others in their surroundings, and how they judge others because of their surroundings. Like it or not, the manager is responsible for setting the tone in the workplace.

-excerpt from “Managing from the Heart – A Way of Life”

The Power of Observation

Observe: 1) to watch carefully especially with attention to details or behavior for the purpose of arriving at a judgment. 2) to come to realize or know especially through consideration of noted facts.

In order to define Goals, recognize Success Factors, set and implement Standards, and operate with Effectivity, I must be aware of everything under my charge. And this is accomplished only by being observant – by being vigilant. I must constantly monitor the “pulse” of my staff by floating balloons, watching for red flags, and peeling the onion (chapter 16). I cannot procrastinate “fine tuning,” nor can I allow myself to slip into either “over confidence” or “complacency.” I must observe the culture of my workplace at all times and contemplate people, attitudes, purposes, passions, and processes.

If I am to manage well and with effectivity, it is essential I be observant. My staff are living, breathing individuals which work in unison to initiate a living, breathing process that, in turn, creates a business that is a living, breathing entity. If I am to be effective in monitoring Open Heaven, I need a living, breathing tool to assist me.

The Observation Book or The “In the Heat of the Battle” Book

This is a nine-dollar tool that’ll make you a million bucks. Also called a “In the Heat of the Battle Binder,” the Observation Book is simply a 3-ring binder with fifty or more numbered sections. Each section has a few blank pages in it. The first page in the binder should be a blank “Table of Contents” page.

As I observe, watching and listening, I jot down anything and everything I see, which needs attending to. First I check the “Table of Contents” and if there isn’t a section for what I need to note I add one. I then flip to that section and make a quick note on what I see, hear, or think. It seems that it’s usually when I’m the busiest (hence: “In the Heat of the Battle”) that I notice things which need attention, but I don’t have time at the moment. I used to make mental notes with the intention of getting back to them later, but would either forget or just procrastinate.

This proved to be the cause for great irritation and frustration when I would continually see the same things over and over, which I had forgotten or neglected. Each night at home, I would find myself going over and over in my head if there was anything I had forgotten, and would inevitably kick myself for missing something. Needless to say, my “fine-tuning” skills were seriously lacking.

By using the binder, I am able to quickly jot down what I see, promptly forget about it, and refocus on the task at hand. Later, when there’s a “lull in the battle,” I can return to my binder and attend to what needs attending. Some possible sections may include:

* Employees

* Sales Staff

* Operations Staff

* Support Staff

* Needs & Wants

* Red Flags

* Attitudes

* Processes

* Equipment

* Supplies

* Kingdoms and Territories

* Politics

* Landscaping

Notice “Landscaping?” I use this example to demonstrate that the Observation Book is used for anything and everything. As I was entering the building one morning, I noticed that the shrubs in a particular area were dying and one of the cement steps was cracked. A quick note in my binder reminded me later that day to call maintenance to check the shrubs (possible sprinkler failure) and to repair the step (potential lawsuit). It only took a minute and a phone call to prevent dead, unsightly shrubs and injury to a customer or staff.

The Observation Book will become a living, breathing entity. It is a pro-active file, which is going to lead to positive results. This binder will prevent me from “losing stuff” in the heat of the battle and save me time, frustration, and headaches in the long run. The Observation Book will assist me in discerning Success Factors, identifying primary problems, and cause and effect (the ripple effect) of a “primary problem.” It’s an invaluable tool in achieving my ongoing goal of daily defining and refining process. It is particularly valuable when either starting up a new department or inheriting an established.

– excerpt from, “Managing from the Heart – A Way of Life”                     

• What’s expected of a person as an individual.
• What’s expected of a person as a “member of the family.”
• My function as manager.

It is important for an employee to understand that this work environment is going to be unlike any other work environment they have experienced.  And because this environment will be different, they will need assistance in understanding what is expected of them as an individual, what is expected of them as a “member of the family,” and what my function is as manager.

What’s expected as an individual

It’s my job to let them know that what is expected of them as an individual is to be open and honest in all their dealings, to ask for help, to be willing to learn, to grow, to change, and to learn responsibility for themselves as a human being.  They must be willing to “wrap their brain” around new and unusual concepts.  They must be willing to believe in themselves.

What’s expected as a “member of the family”

What is expected of them as a “member of the family” is to respect the inner dignity of each and every other family member, to accept that they are not alone, and understand that what affects one effects all.  They are expected to honor themselves by, first and foremost, honoring others.

• No disrespecting
• No backbiting
• No gossiping
• No alliances
• No sabotaging

My function as manager.

I tell them that my function as manager is to “serve” them.  I will not judge; I will not manipulate; and I will not coerce.  My main objective is to provide them with everything within my power to allow them to grow to their full potential.  And once they reach their potential, my function then is to guide them in discovering a new and even higher potential.

It is important that the individual hear me say these words, but it is imperative that I believe these words.  If I don’t believe these words, then I shouldn’t say them.  The individual must hear these words come out of my mouth.  These words will sound “corny” to them, and at first, to me too.  But that’s OK.

– excerpt from “The Manager’s Toolbox”

Many managers and most employees have difficulty at best using their time efficiently and effectively.  In fact, this is probably the most important cost factor in doing business.  The amount of man-hours wasted by each and every individual on a yearly basis could easily pay off the national debt.  The frustrating thing about this waste is that most of it isn’t due to negligence or laziness.  It’s caused simply by misuse of time.  Repetition, duplication, poor planning, confusion, interruptions and distractions eat up half of some people’s workday.

Simple time management should be part of every individual’s ongoing training.  Here are some simple techniques to help anyone stay on track and save time.

1)  Ten minutes of planning saves a day of confusion. It’s often difficult when I’m really busy to stop and take a few minutes to just organize and plan what I’m going to do.  I feel like if I take this ten or fifteen minutes out, I will get even further behind.  In reality, if I don’t stop and take the time, I end up jumping back and forth from one thing to another, having to go back and redo things, and wasting much more time in the process.

Just organizing what needs to be done helps reduce needless repetition.  Planning the most efficient way of carrying out what needs to be done ensures a greater probability of success.  Organize in a way that makes sense to, and is easiest for, you.  One person’s planning book may be clumsy for another.  I find my desk blotter calendar very helpful.  One glance and I see a whole month of appointments, meetings, and tasks.  I also find my email calendar reminder helpful for reminding me before an important event.

It’s important to find what works for you.  Whether you use a planner, notepad, calendar, or email, organizing and planning saves time and sanity.

2)  Prioritize tasks. Decide what tasks will produce the most results and are the most important, and then concentrate your efforts on them.  Pay particular attention to “time sensitive” tasks and those with a deadline.  Whether you make a list, use numbers, or colors, follow in sequence to avoid jumping back and forth.  One tendency is to take care of the quickest or easiest tasks first.  This only prolongs the important and the necessary until they become overwhelming.

3)   Deal with the urgent. The urgent often become emergencies when left unattended.  Get them out of the way so they’re not “hovering over your head.”

4)   Delegate. Don’t bog yourself down with menial, time-consuming tasks, which could easily be done by someone who has the time.

5)  Goals give direction. Goals allow you to stay focused on your objective.  They help you stay on track and identify wastefulness.  As mentioned earlier, a viable goal must be desirable, realistic, perceptible, precise, and measurable.

6)  Perpetual “To Do” list. This is basically a priority list in which tasks are crossed off, others moved to the top, and still others added in order of urgency or importance.  This list becomes a living, breathing tool.

7)  Don’t obsess on perfection. Each task must be done right and be effective.  But no task can be done perfectly.  Don’t waste time obsessing over a task which is already right and effective.  A perfectionist can waste all day tweaking something which is already good while other tasks suffer.

8)  Don’t bite off more than you can chew. When faced with a large project or task, don’t attempt to accomplish it all at once.  Steady is much more effective than fast.  Do a little each day.  Chip away at it methodically and even the overwhelming becomes doable.

9)  Beware of procrastination. It’s all too easy when faced with what may seem like an overwhelming task to want to put it off for the present.  Thoughts like; not having enough time to complete it now, I’ll just get these few other things out of the way first, and I’m tired now, I need to wait until I’m fresher will get a task put off over and over again until I really don’t have the time to finish it.

10)  Figure in time interruptions and distractions. If you want to make God laugh, just tell him your plans.  Understand that there will be interruptions.  Allow a certain amount of time for interruptions and distractions as well as a block of time for priorities.  Realize that the world made need you, but it won’t stop if it doesn’t get you.  If possible, set periods during the day when you are not allowed to be disturbed unless the building is falling or on fire.  I personally call this my “priority block.”  People will get use to coming to you either before or after this priority block of time.

11)  “No!” is a complete sentence. It’s alright to say, “No!” to the unimportant.  In fact as we have already discussed, we have a right to say no and not have to justify it to anyone.  Be willing to tell others “no” during the block of time when you’re not allowed to be disturbed.  Don’t worry; they’ll be back if it’s really important.

12)  Utilize your best time of day. Some of us are morning people and some are afternoon or night people.  If it takes me till mid-morning to really get cooking, then I will want to set my “priority block” of time during this period when I am at my best.

13)  Give yourself a little credit. Don’t be so hard on yourself.  Reward yourself when a task or job in accomplished.  Remember that we must have balance in our lives if we are to be human beings instead of human doings.

- excerpt from “Managing from the Heart – A Way of Life”

Termination meeting

Depending on the circumstances, an individual may be terminated for many reasons.  For our purposes, we’ll look at two basic instances:  immediate termination for committing a serious infraction and termination for inability to perform.

Termination for inability to perform

As the term implies, this is a meeting in which I am going to terminate an individual because they are just not able to “cut it” or they couldn’t care less about the job they’re doing. Either way, this individual is costing the business time and energy, affecting the work environment, and consuming company resources.  This doesn’t mean they’ve done anything wrong, but this person needs to go.

It’s important, as manager, that I:

1. Make termination a positive experience.
2. Set up proper documentation to support the termination.
3. Refrain from using the terms, “fire, fired, or firing.”
4. Treat the individual with respect and dignity.

1.  The trick in facilitating a termination meeting is in making it a positive experience.  Most managers dread or shy away from terminating someone as if terminating them is committing a cruel injustice – not so.

Understand that termination is a “healthy” thing not only for the company but for the individual as well.  A cruel injustice is enabling an employee to flounder in a position or profession that he or she is not capable of performing effectively.  This will create frustration and stress in an individual as they have to run faster and faster just to keep up.  It will lower their self-esteem when all their hard work goes unappreciated because it doesn’t meet standards.  And it will also inhibit their growth by not allowing them to utilize and develop the unique talents they naturally possess.

The longer an individual struggles in a position or job for which they are not suited, the more time they waist not fulfilling their inherent potential.  Tragically, many people trudge unhappily through life at a “job” that pays the bills, but will never excel because they have reached a level of incompetence with talents they don’t actually possess.

As manager, I must understand that I am actually doing this person a favor by terminating them.  And if I come from this perspective, it’s easy for me to see and convey termination as a positive experience.

2.  I want to set up the proper documentation to support this person’s termination.  It’s important I review this person’s file:  performance reviews, policies, standards, and procedures training, other training opportunities which were made available, emails confirming the objectives and outcomes of previous meetings, interventions, contracts signed by the employee, personal assistance given, etc. (this is where emails documenting previous meetings come in handy).

Terminating an employee is serious business.  I want to make sure the individual has been given a proper opportunity to prove their worth to the company, and (despite intervention, technical training, and personal assistance) is just not suitable for their position.  Even in the most amicable terminations there is always a possibility of repercussions down the road should an individual become disgruntled.

3.  I want to refrain from using the verbiage “fire, fired, or firing.”  These terms have negative connotations and imply wrong doing.

How to terminate an individual for inability to perform

Schedule the meeting early in the week (to allow the individual to start a job search immediately).  I also recommend the meeting be scheduled early in the day.

Include the individual’s supervisor and a Human Resources representative (always have a witness).

All present should sit on the same level with no one between the employee and the door.

Keep your emotions in check – respond don’t react.

Be open, honest, direct, and compassionate.

• Inform the individual they are terminated.  Let them know that you and the company regret this decision, but that it is for the good of the individual as well as the company.
• Explain the reason(s) for this decision.  This is usually not a surprise for the individual.  If proper reviews, Red Flag, and Come to Jesus meetings have been conducted the employee should already know they are not meeting standards.
• Validate the individual’s strengths, abilities, and talents.  Assure them that they are much better suited for another position or field where their abilities would be better utilized.  Let them know that remaining at a job where they constantly struggle just to get by, and where their real talents are not being developed only traps them in a life of stress and mediocrity.
• Allow the individual to ask questions.  It is all right to engage in conversation for clarification, but be aware that the individual may begin to make excuses, try to manipulate for another chance, and even get angry.
• Remember, the decision to terminate has already been made.  This is not a negotiation meeting.

Note: Once they have been informed of termination, the individual must never be left alone.  Even the most accepting employee can suddenly turn resentful or even hostile.

• Offer (don’t force) discussion on what field or job where their talents may best be used and in which they would have a higher opportunity for success.  Offer discussion on resources for job or career searching, possible schooling, and degrees or certification.
• Ask the individual to return all company property.
• Ask the individual for computer and email passwords and any codes for cell phones or any other piece of equipment to which another employee will need access.
• Allow the individual to choose who at the meeting they would like to accompany them to Human Resources or Personnel to complete necessary arrangements for payroll (unused vacation time, accrued sick time, advanced payments, unpaid commissions, expense account reimbursement, etc.), benefits (health, life, retirement, etc.), and COBRA (Consolidated Omnibus Budget Reconciliation Act of 1980) information.  The individual should also give written permission for you to provide reference information should you be contacted by potential employers.

Note: Contact HR or Personnel before hand and have   them ready to receive the individual.  I don’t want a person sitting around stewing, becoming frustrated, irritable, and possibly causing a scene.  The objective is to get the

individual out smoothly and quickly.  Once a person is told he is terminated, show them respect and dignity, but do not allow them to loiter.  The longer they remain, the more sympathy and support they will get from well-meaning rescuers.

• Allow the individual to choose whether they would like to collect their personal belongings now or after hours.  If they choose now, have someone accompany them.

In termination for inability to perform, it is appropriate to allow the individual to converse with other employees.  This will help facilitate closure for both parties.  But be cautious.

It is important the individual be accompanied and closely monitored from the time they are informed of termination until the time they leave the premises.  The person monitoring must be vigilant in detecting any negativity, resentment, or possible hostility exhibited by the individual.  If the individual displays any unhealthy attitudes or behaviors he or she should be immediately escorted from the premises.

I want a terminated employee to have an opportunity to say good-bye to peers and colleagues if the individual is positive and appreciative of their experience of Open Heaven (and most are), but once again, my primary duty is to protect my staff.

*          *          *          *          *

In conclusion, Manager as Counselor is one of the most involved, difficult, complicated, and yet, rewarding roles of someone who Manages from the Heart.  As explained in chapter 1, counseling is an “art,” which is nurtured and cultivated over time.  As a manager develops his or her counseling skills and techniques, he or she will inspire trust, honesty, openness, and allegiance in the people he/she works with.

- excerpt from “The Art of Counseling Staff”

Termination meeting

Depending on the circumstances, an individual may be terminated for many reasons.  For our purposes, we’ll look at two basic instances:  immediate termination for committing a serious infraction and termination for inability to perform.

Immediate termination for committing a serious infraction

Any individual committing a serious infraction which jeopardizes the health or well-being of himself or others must be dealt with quickly and definitively.  Such infractions include, but are not limited to: theft of company or coworkers’ property, the use and/or distribution of pornographic material, bringing a weapon to work, and threatening or committing violence – in short, basically any illegal activity.  One of the most serious infractions concerns discovering an anarchist in my department.  Anarchists must be weeded out immediately.

There may be instances where the individual may acknowledge the infraction and be apologetic or even remorseful.  It may just be an admitted “instance of stupidity” on the part of the employee and my “heart” might want to give the individual a second chance, but my obligation must be to the safety and well-being of the department and the business.

An individual who commits a serious infraction once may never commit another, but if they do, the legal ramifications can be disastrous.  If I knowingly allow an individual to remain after committing a serious infraction and this person jeopardizes or harms another, both I and the business can be held legally liable both civilly and possibly criminally.  For this reason, my primary responsibility is to protect my staff, the department, and the business.

When terminating an employee in this situation:

• Contact all necessary management.
• Assess whether the individual is a threat to himself/herself or others, and if he/she is, contact police, internal security personnel, and get coworkers to safety.
• Notify police of any illegal act.
• Have individual accompanied by internal security personnel (if available) or by at least two members of management (as witnesses) until he leaves the building.
• Remain calm – respond, do not react.
• Inform individual his employment is terminated and explain the nature of the infraction.
• Allow the individual to ask questions, but maintain control of the situation.  Do not allow the individual to misdirect or manipulate.
• Accompany individual as he packs his personal items from his work station.
• Collect all company property from the individual.
• Escort the individual from the premises and inform him that he is not allowed back on the premises, and should he appear, the police will be called.
• Inform individual that any further contact will be with upper management, the legal department, or attorneys, and he should direct all calls to them.
• Give the individual the appropriate contact numbers.

It is extremely important to make the individual’s exit as quickly and quietly as possible so as not to disrupt the work environment.  This is particularly important when terminating an anarchist.  The best way to do this is during a meeting where everyone, or most everyone, is required to attend.  By the time the meeting is over, the individual should be gone.

The longer this process drags on the more chance there is for drama, escalation, and altercation.  Ideally, the individual is there one moment and not there the next.  If I allow the individual to say good-bye to coworkers or finish one more thing, I am opening up myself and the workplace for chaos.  I must realize that there is no option – the individual is out of here and it is for the good of all – then it is easier to focus on what needs to be done.

Once the individual is gone, instruct everyone involved (including witnesses) to write, sign, and date individual incident reports in their own words.

Later in the day, I will call a “Clear the Air” meeting, in which an announcement will be made that the individual is no longer with the company.  I will not divulge any of the particulars of the situation (possible legal repercussions).  I will only state that this individual has decided to move on.

- excerpt from “The Art of Counseling Staff”

Just organizing what needs to be done helps reduce needless repetition.  Planning the most efficient way of carrying out what needs to be done ensures a greater probability of success.  Organize in a way that makes sense to, and is easiest for, you.  One person’s planning book may be clumsy for another.  Whether you use a planner, notepad, calendar, or email, organizing and planning saves time and sanity.

- excerpt from “The Manager’s Toolbox”

Prioritize your workload (see “Time Management Skills” – chapter 14).

Limit your work hours. Workaholism is an addiction no different from any other addiction.  Are you working too many hours each day, week, or month?  Do you actually stop work to take a lunch break or do you nibble or gobble while working?  Is your job the focus of your life?

Identify low-yield work.

Learn to delegate work to others. Asking and accepting help from others is not only OK, it’s a good thing.

Learn to say, “No.” It’s OK to turn down work when you already have a full plate.  You shouldn’t feel guilty when you take care of yourself.  You wouldn’t ask someone else to do more than they’re capable of doing.

Are you using your support network? Are you asking for help?  Are you willing to accept help?

Recognize the “Jobs from Hell.” These are jobs which are one time consuming problem after another.  Not all jobs are worth taking.  If you must take them, then let it be known up front that you will need help.

Identify personalities and politics. Office personalities and politics are exhausting and easy to get caught up in.  Inform your manager if either is interfering with your focus or goals.  Be quick to set boundaries (chapter 12), remember you have the right and the responsibility to protect yourself.

Avoid exhaustion. Get plenty of rest and exercise.  Eat right.  Lying in front of the TV and stuffing yourself with junk food until the wee hours of the morning is a sure way to feel like you’re running on empty.  When you leave the workplace – leave the work – don’t take it with you.

Take regular vacations and days off. Americans are infamous for not taking time off.  “All work and no play…”

Don’t take work home. If you’re going to take work home, you might as well stay at the office.  It’s a lot more convenient.  Why con yourself into thinking you’ll be able to spend time with the family?

Live life in balance. When with your family, your focus should be on your family; when with your friends, your focus should be on your friends; so on and so on.

As manager, I need to keep my eye on all my staff.  Neglecting any member will ultimately affect every member.  By monitoring my superstars I can nurture their success and thus the success of my entire staff.  I must look for red flags, which will warn me of impending burnout or attitudes of mediocrity.  Each employee is important, but superstars set the standards for others to aspire to.

In counseling superstars, I need to be aware of their particular personality types.  There are basically two areas and two types of sessions I use when reviewing these “lost children”; when a superstar is doing well and when a superstar is in a slump.

- excerpt from “Managing from the Heart – A Way of Life”

• Fatigue is the number one red flag in identifying burnout early on. Since most superstars naturally run at a faster pace than others anyway, they often don’t recognize fatigue or they explain it away.

• Increased sensitivity to criticism. The individual will begin to take comments seriously he/she would previously have interpreted as just joking around.

• The individual becomes indecisive. Exhaustion, especially coupled with poor nutrition, deprives the brain of needed fuel and rest. The brain loses its ability to function properly, causing the individual to second guess.

• Begins to forget things and has difficulty concentrating. It’s difficult to focus on the task at hand when your mind is spinning to make sure you don’t miss or forget something. This causes the individual to get further behind, causing even more frustration.

• Becomes frustrated easily, creating more forgetfulness, more difficulty concentrating, and more stress.

• Becomes anti-social and will tend to isolate. Doesn’t have time to waste talking to people and will rush people when the individual has to interact.

• Begins to have difficulty getting daily duties completed. Without the ability to concentrate, the individual remembers things he forgot to do later on, compelling the individual to backtrack and correct the error.

• Increase in absenteeism, causing individual to get even further behind.

• Becomes indifferent, developing a “F___ it” attitude.

As manager, I need to keep my eye on all my staff. Neglecting any member will ultimately affect every member. By monitoring my superstars I can nurture their success and thus the success of my entire staff. I must look for red flags, which will warn me of impending burnout or attitudes of mediocrity. Each employee is important, but superstars set the standards for others to aspire to.

In counseling superstars, I need to be aware of their particular personality types. There are basically two areas and two types of sessions I use when reviewing these “lost children”; when a superstar is doing well and when a superstar is in a slump.

When a Superstar is doing well

When a superstar is doing well, I, of course, only want to nurture and assist. I am there mainly just to listen. I’m not going to tell them what to do, if they are already doing exceptionally well. Many managers feel they must introduce new ideas and procedures to coach the individual on to even greater heights. Or, they feel it’s their duty as management to find some area to criticize.

All this does is “piss off” the superstar because this is a person who already knows what to do. After all, they’re doing it!

My job is to get out of their way and let them do what they were hired to do. I do want to:

1) validate their success,

2) look for signs of mediocrity or burnout,

3) reaffirm that I am here to provide assistance whenever they may require it, and

4) inspect what they’re doing so I may learn and pass the information on to others.

When a Superstar is in a slump

Superstars fall into ruts at times and become tired, bored, antsy, and just want a change. But superstars are often overly hard on themselves. It’s important to identify the “core problem” in a situation like this early on. Is the problem a change of support staff which may need to be brought up to speed or is there a more serious problem such as loss of purpose and/or passion in the superstar himself?

My basic job is to support and encourage, but I also want to walk my superstar through a reality check (see “List of Tools” in Index) to identify where the real problem lies. Identifying the core problem is key when devising solution options. It’s impossible to come up with effective solution options if I misinterpret the core problem (see: Setting Fires…” this chapter).

I look for red flags, read body language, and “peal the onion.” I get the superstar to talk by using what, where, when, and how questions. Usually, just support and validation is enough to help a superstar through a slump. It’s important that I remember to inspire and not try to motivate.

- excerpt from “Managing from the Heart – A Way of Life”