Tag Archives: Management

Lessons Learned in Office Remodels and Relocations


beige-316396_640Over the years, I’ve been involved in two corporate department remodels, once as one of the primary designers of the new office space, and the other time as a department chair when members of my staff worked on the layout and logistics. Neither was an enjoyable experience, but I learned important lessons along the way. Here are my primary takeaways:

1. Have size and space guidelines, but don’t be rigid

One of the remodels involved attorneys, who insisted they needed private offices because of attorney/client privilege issues. But some of the lawyers were not high enough in the corporate hierarchy to warrant private offices in the corporate guidelines. The attorneys won that argument.

In the other remodel, some Human Resources managers received private offices and others at the same pay grade did not. The decisions rested on who spent significant time counseling employees. Those who did not get private offices had access to small conference room near their cubicles.

The biggest issues actually involved administrative personnel, some of whom dealt with significant amounts of paper and needed more space than the guidelines permitted. In retrospect, more individuality would have been a good thing.

With today’s move away from cubicles to more open space environments, these issues may become even more significant. Have a philosophy, but allow for exceptions when warranted.

2. Keep technology needs in mind

The legal office redesign I worked on came at a time when personal computers were just beginning to be used. Some lawyers were technologically adept, and others had never used a PC. But we mandated space, equipment, and Ethernet connectivity for everyone.

In both of the remodels I was involved with, file storage was a critical need. Over time, the move to paperless work environments are likely to accelerate. These days, large monitors, wi-fi access, or portable tablets may be the critical features necessary for efficiency.

But what will the technology of the future require? Involve your IT personnel in anticipating what your office will need in the next five years at least . . . the next decade if you can see that far into the future.

3. Natural light is important for morale

One of my departments moved to space that was underground. We did everything we could with pale colored walls and good lighting, but we couldn’t avoid the feeling that we worked in a cave.

The other department moved from underground space to space with windows. The temptation was to put managerial offices against the windows, but we avoided that. We kept the windows open to all, which made our support personnel feel much more valued. Those managers who had enclosed offices had to step outside to get a view (which was only of a parking garage anyway), which helped keep them less isolated from their staff.

4. Give your planning team leeway to make decisions

There are a myriad of daily decisions involved in relocating a department. How to lay out the space, what color paint, fabrics for the furniture, just to name a few. The planning team should be empowered to make most of these decisions—or at least to narrow the options. That’s why they’re on the team.

If the department head reserves all decisions for himself or herself, the planning team will end up demoralized, management time will be wasted, and the plan will be idiosyncratic and unlikely to stand the test of time.

5. Involve all employees in the process

Just because there is a planning team doesn’t mean that other employees should have no say in the process. Hold a kick-off meeting where everyone can voice opinions. It will help the remodel team to know which issues are emotional for employees.

And have a few milestone meetings or send out periodic updates to the whole department. Keep people informed on the progress and timeline and what decisions have been made to date.

beige-316395_6406. Make it fun

One of the planning teams in our remodel called themselves the “MOO-ve” team. They adopted a cow logo which they included on all their communications. At least we had something to laugh about as we sorted through forty-plus years of files before the department relocated.

Those are six lessons I learned during my work on office relocations. Here’s an article with another list of lessons learned. And for articles on the nitty-gritty of planning an office remodel, see here and here.

What have you learned when relocating an office?

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How Do I Get My Priorities Accomplished? Integrating the Ivy Lee Method and Real Life


2a83xpt89bWe are one-quarter through 2017. Have you accomplished 25% of your goals for the year? Are you on track to complete your goals? If not, you may be working on the wrong things. So how do we make ourselves more productive? How do we stay focused on our highest priorities?

There are many consultants and coaches who purport to have systems. One such system is the Ivy Lee Method (for more, see here and here), which says to spend a few minutes at the end of each day determining the six most important things to accomplish the next day. This methodology requires discipline to limit yourself to six items. Then prioritize those six items in order of importance.

At the start of the next day, begin with the most important task, and do not do anything else until it is finished. Then move on to the second task. And so forth, to see how far on the six items you can get, always completing each item before moving on to a lower priority item.

Put your unfinished items on the list of six for the next day, unless they are of lower priority than six other items to be accomplished the next day.

Do this every day.

No more than six items. Work the list in order of priority. Every day.

In theory, this system is good. But most of us have interruptions we cannot avoid. Or meetings we have to attend. We do not control our time sufficiently to work through one item on the list to completion before we must move on to something else.

The solution, I think, is to wrest back control of our time to the maximum extent we can. If you’ve tried the Ivy Lee method or some other process, and it isn’t working for you, here are some specific solutions:

1. Reduce your list of daily priorities to four or five items. There is no magic to the number six. Maybe on days when you know you have only a little time available, accomplishing one or two tasks is all that is reasonable. But make those tasks count—still choose your most important priorities.

2. Cut the items on your list into smaller chunks, and prioritize the chunks. Instead of an item like “contact all my stakeholders,” you list each phone call you need to make in order of priority. Most significant projects take a long time to accomplish. What is the one step that will move the project forward most significantly? Put that step on your priority list for the next day.

3. Make sure you have some time on your calendar each day for solitary work. Eliminate meetings where possible. Reserve time on your calendar. If you have an assistant who schedules your time, make sure your assistant knows your solitary time is inviolable. (Except, perhaps, for your spouse or the CEO.)

4. Delegate projects to others, or eliminate them. If certain projects are never making it to your list of six priorities, then perhaps they should not be among your goals for the year. Discuss them with your manager and make sure the two of you are in agreement on how you are prioritizing them.

5. Reserve time for interruptions. There will be times when your managers or external authorities impose new priorities on you. In my own situation, I often found that my inviolate work time was violated by my managers or high-maintenance clients. Then it became a matter of reserving even more time, so that I had time for the interruptions as well as the high-priority tasks for the day.

Planning is critical to getting things done. So make your plan work for you. And remember, when planning your discretionary time, you are accountable for what you do and what you don’t do.

When have you had difficulty planning and prioritizing?

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Manage Yourself Before You Can Lead Others


executive-1668932_640I’ve been following the folks at Contented Cows for many years now. Bill Catlette and Richard Hadden call themselves employee engagement experts. The name of their business comes from their first book, Contented Cows Give Better Milk: The Plain Truth About Employee Relations and Your Bottom Line. Although they say they are employee engagement experts, their website states, “We develop leaders, period.” They write about employee engagement, but mostly in the context of how leaders create the kinds of focused and enthusiastic employees who give the “better milk” that all businesses want.

Recently, Bill Catlette wrote a post entitled “Leadership . . . It’s Not a Position,” which really struck home with me. I’ve read a lot about what a new leader needs to do in his or her first 100 days in the job. But in this post, Mr. Catlette goes beyond the “whats” of a new leader’s role to get at the “hows.” He says:

1. First, you manage yourself.
2. You lead others.
3. You manage the system.

If leaders reflected on these three points, I think they’d get to the “whats” of any new role a lot more easily—and to the “whats” of their existing roles also.

Manage Yourself. We have only to look at President Trump to understand the importance of managing yourself. Now, none of us can know how much President Trump manages himself, but from the outside his tweets seem undisciplined and contrary to the message of control and focus that most Americans want from their President.

As Mr. Catlette states,

“No one is going to follow you for very long or very far if you don’t have your own act together. You summon appropriate doses of optimism and humility, and keep your ego very much in check.”

This is the behavior of a leader. If this first step is not done well, then steps two and three may not get the job done.

Lead Others. Most leadership articles focus on this aspect of leadership. We are instructed that leaders should communicate the mission of the organization and how each individual’s work fits into it. They should listen with empathy to those they manage, as well as to their external stakeholders. They should encourage and persuade their followers toward a shared goal.

We’re all taught to do these things. Some of us do them better than others. But none of it matters if we—as leaders—do not model the behavior and performance needed from others in the organization.

Manage the System. Again, as leaders we are taught to examine the technology, decision rights, workflows, and other tools and processes that make up the organization we lead. We’re told to find the weak points and figure out how to improve them. We’re expected to shape the culture to get the job done—to create engaged employees.

But once more, we must recognize that we cannot shape the culture to something different than what we display ourselves.

The primary reason many leaders fail is because of cultural fit. These leaders often do not fit because they do not shape their behavior to the requirements of their role. I’m not arguing for a cookie-cutter look to all senior executives in an organization. But I am suggesting that leaders be conscious of how their behavior is viewed by those they lead and that they adapt themselves to their environment before they expect others to adapt to them.

When have you observed leaders who failed because they didn’t manage themselves first?

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Lessons from My Best Boss


The best manager I ever had passed away recently. I’ve mentioned him a couple of times in earlier posts—he was the man who told me that “time is your friend” (to which I added the codicil, “except when it isn’t”).

Among the other wise things he taught me were:

1. You can never have an hour long conversation with someone in less than an hour.

hourglass-1703330_640That statement of his taught me that you can never rush through listening to someone with a problem or a complaint. People need the time to tell their stories, and no matter how efficient you can be in the rest of what you do, listening takes time.

He had prior experience in Human Resources and a long history as a manager of large groups. He’d spent many hours listening to people’s grievances.

2. The way to solve a problem is to throw good people at it.

My manager did this many times—he took the best people he had in his division and put them on projects or in roles where important changes were needed. The projects where he set up task forces of strong contributors included productivity challenges, quality improvement teams, and staffing and reorganization issues.

In every situation, the good people he assigned found solutions, most of which worked. And even when success wasn’t immediately forthcoming, he—and we—knew we’d given it our best shot.

3. Even if you can do something better or faster than your staff, you need to delegate.

The only way that people grow is by giving them work that enables them to learn. In my prior roles, I had been an individual contributor, even when I had project management responsibility. My manager taught me that in my new position with direct and indirect supervisory authority, I needed to give my staff the opportunity to do things their own way, even if I was faster, even if it took me time to delegate and supervise, even if I could do it better.

Just as he had given me the opportunity to expand my role, and then patiently coached me, I had to do the same for my staff.

Besides, no one can do everything, and we all need to choose priorities. So for the development of my staff, for my own sake, and for the good of the organization, delegation was important.

4. You’re not a risk.

One time this manager told me that when he named me to my new position, he’d been cautioned that he was taking a risk on an unknown quantity. He told me he’d never believed that. “You weren’t a risk,” he said. “You’d done a good job in your prior role, and I had every expectation you’d succeed again.” Perhaps this is a corollary to his advice that the best way to solve a problem is to throw good people at it. He was telling me I was one of the “good people.”

That was the best compliment any manager ever gave me. I have tried to give similar compliments to people who work for me over the years.

And I will carry all these lessons with me for the rest of my life. I am only sorry this manager will no longer be coaching others in this world. He will be missed.

What’s the best lesson you ever learned from one of your managers?

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Leadership—Expressing Gratitude to Your Followers


thank-you-515514_1280“Thanksgiving is not a day” Leonard Pitts, Jr., wrote in his November 23, 2016, column.

It certainly is not. The dictionary defines “thanksgiving” as the act of giving thanks. As we return from our family holiday, this point is worth thinking about in the context of our work organizations. Giving thanks should be an every day activity for everyone, but particularly for managers and leaders.

There is one month left in 2016, one month to achieve the remainder of your goals for the year. And how will you do that without your organization? You can’t. Your people will work better if you are appreciative. One month is still 8.33% of the year. That’s enough for your gratefulness for your followers to make a real difference.

Mary Jo Asmus of Aspire Collaborative Services, Inc., goes even further in describing the importance of giving thanks. She says “Gratitude is a verb.”

“When practiced on a daily basis, [gratitude] becomes a verb, with potentially significant impact on your leadership and your life.”

In a November 23, 2014, guest post by Neamat Tawadrous on the Empowerment Moments Blog, Ways In Which Gratitude Can Transform Your Leadership and Influence, the author says:

“Gratitude sees what is good and right with the world . . . . Leaders who see their followers through the lens of gratitude will always see the untapped potential in people and inspire them to achieve what others think is impossible.”

This author says leaders should practice gratitude because gratitude develops success, leads to opportunities, brings peace, and increases trust. For me, this last point is most important:

“When we show others that we value their hard work and contributions, their trust in our leadership and direction increases.”

As leaders, we cannot achieve success without the trust of our followers.

Tom Stevens at Think Leadership Ideas wrote in a post on November 25, 2013, entitled Gratitude Leadership, that

“It’s willing followers who manifest acts of leadership. . . .

“No individual, no leader, does it alone. Great accomplishments, great organizations, and great endeavors exist due to the efforts of multiple people. Often lots of people. Savvy leaders not only feel gratitude, but communicate it effectively.”

We all know that. We just forget sometimes.

To help us remember, Mary Jo Asmus suggests choosing one person to focus on each day.

“Ask yourself, what is it about this person that makes you grateful? Be specific about what you observe.

“What do you sense in yourself as you consider the gratitude that you feel for this person?”

Do this exercise daily, and repeat it when you have run through your entire organization. You are likely to find new insights each time you think about a person. Moreover,

“As you practice this exercise, you may find yourself noticing your gratitude for others in the present moment as you go about your day. You may also notice that you see them differently, and that your relationships with them strengthen. Gratitude for others may begin to become a part of your life.”

Then, once we realize our gratitude for those around us, we must express it. As Ron Thomas wrote in Leadership 101: The Most Powerful Words You Want From Any Leader on TLNT.com on October 1, 2012,

“Thank you! These are welcome words to all of us. . . . an expression of thanks can make all the difference in a business relationship.”

He suggests being specific in your thanks, and using a handwritten note to provide a personal touch to your appreciation.

As for myself, I am thankful for everyone who reads this blog. I first posted over on Blogger in November 2011. I moved to WordPress.com in November 2012. So as November ends, I’ve been blogging for five years. I’ve made new contacts and found old ones through blogging. Along the way, I wrote a novel, which many of you have read and even reviewed. I am grateful to each one of my readers, and especially to those of you who have chosen to follow this blog.

Now, go thank the people with whom you work, particularly those who report to you.

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Planning and Leadership: You Get What You Plan For


leadership-1714497_1280The title of a recent TLNT article caught my attention—“Leadership Takes a Plan”—so I read it. The article was good (most of the TLNT articles posted on eremedia.com are good), but I was surprised at the direction author Randy Hall took in “Leadership Takes a Plan.” I had expected recommendations for how leaders should communicate with their staffs and organizations.

The leaders I worked for focused on communications, and that has been my focus also. I think of leadership as a hierarchical thing, while Mr. Hall focused on leaders as mentors and developers of people—a very important aspect of leadership. I was somewhat embarrassed to realize how narrow my first reaction to the article’s title had been.

In the article, Mr. Hall says that leaders need a plan for how they will mentor people. Leaders should schedule their mentoring, have a strategy or process for developing people, and measure the results of how protegés develop. All valid points.

I’ve written before about the importance of discretionary time, and I come back to the concept over and over again as I plan my weeks and months and as I make daily choices in how to spend my time. Like Mr. Hall, I believe that if you don’t put things on your calendar, then they must not be important. Scheduling planning time is important to me. I schedule daily (or at least weekly) time to work for long-range projects. And, as Mr. Hall says, it’s important to schedule time to meet with people you are mentoring. Do you have regular meetings set with your protegés?

The strategy for developing people may be more difficult. You probably need individual plans for each person you are actively mentoring. Some might need work on their communications skills, so getting together before and after presentations or other major communications opportunities might be important. Other protegés might be working on their project management skills, so periodic check-ins to discuss their project plans might be needed. And sometimes protegés might not even know you are actively focused on their development (though transparency will probably have a bigger impact), so regular meetings with no set agenda might work.

Lastly, Mr. Hall recommends measuring results. With people development, that can be a difficult task. Still, there are ways to set measurable goals—a certain number of opportunities to present, readiness for the next promotion, favorable reactions from certain managers and executives on a presentation, etc. The point is to think about what success looks like on the person’s development, and then plan your plan to reach that result.

As I’ve reflected on his article, I’ve realized that the point Mr. Hall makes—that you need to plan how you will develop people—is crucial in everything we do. Yes, it is important for developing people. But it is equally important for corporate communications—where I thought initially he was taking his article. And planning is important for accomplishing long-range projects. And for everything else.

With everything you want to get done, you need to articulate what you want to accomplish. Then put it on your calendar, have a strategy, and measure your results.

What do you need to spend some time planning? Do you need to focus on scheduling it, developing a strategy, or measuring results?

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Favorite Firing: When a Customer Harasses an Employee


adult-15814_1280The usual adage in American businesses is “the customer is always right.” And usually that is true. I’ve posted on a few occasions about the need for many organizations to improve their customer service. But it isn’t always true. Sometimes the customer is dead wrong. Today’s “favorite firing” is about a case where the customer was wrong, and then an employee alleged she was treated improperly when she complained about the customer’s behavior. After the alleged retaliation, the employee quit. So strictly speaking, this is a constructive discharge case, not a firing.

The Facts: In Prager v. Joyce Honda, Inc. (Aug. 22, 2016), Nicole Prager, a 20-year-old receptionist at the Joyce Honda dealership, complained to her managers that a high-profile customer pulled on her shirt and revealed her bra. There was no doubt as to what had happened, because the incident was caught on the dealership’s surveillance tape.

Her managers discouraged her from filing charges against the customer because he was a really good customer who had purchased 20 cars over the years and regularly had his cars serviced at the dealership. Despite her managers’ cautions, Ms. Prager did file charges. In fact, once she made the decision to file, the dealership managers called the police and provided an office at the dealership where she could talk to the police. (Later, the customer pleaded guilty to offensive touching and paid a fine.)

After she filed the charges, Ms. Prager alleges that some of her her co-workers began behaving coldly toward her. In addition, she received two written warnings for leaving work early on two occasions. One of these occasions occurred prior to filing the complaint against the customer and the other was an incident after she filed the charges. She objected to the reprimands, saying they were retaliatory and that she had left work early before without being disciplined. Her managers said they reprimanded her because she had not communicated about her leaving early on these occasions, as she had in the past. Nevertheless, the employer offered to rescind the disciplinary warnings, but Ms. Prager resigned instead.

In her lawsuit claiming retaliation and constructive discharge, Ms. Prager alleged that the dealership had become a hostile workplace environment for her, which justified her resignation. The trial court dismissed Ms. Prager’s lawsuit, saying that employers were not responsible for the conduct of customers in the workplace. Ms. Prager appealed.

The Appellate Division in the New Jersey courts also rejected her complaint, although the Appellate Division said that filing a police report against the employer’s customer was a protected act. However, though she could state a claim for retaliation, she had not sufficiently alleged a retaliatory consequence in her complaint—she had resigned immediately after receiving the reprimand and the dealership had offered to make the reprimands go away. The court said

“no reasonable juror could find that conduct ‘so intolerable that a reasonable person would be forced to resign rather than continue to endure it.’”

The Moral: Any complaint of harassing behavior by an employee should be taken seriously. And once an employee complains, the employer must be careful not to retaliate. Those are givens. Moreover, managers should be supportive of employees who complain and who decide to take their complaints to higher authorities, whether those authorities be internal company investigators, administrative agencies, or external law enforcement.

In this case, reading the Appellate Division’s opinion is instructive. It is clear from what the court says that part of the problem was that this employee was young and inexperienced in dealing with harassment and the follow-up complaint process. Her managers did not help the situation—they did pressure Ms. Prager not to complain about a valued customer, though they ultimately did support her. This case is a good reminder that we take our employees as they are, and must adapt our responses in some respects to their unique circumstances.

The timing of the warnings to Ms. Prager was unfortunate at best, and possibly retaliatory, though the court held that the two warnings in this situation were not sufficiently retaliatory to support constructive discharge. The management rationale for the warnings—that Ms. Prager was not communicating with them—probably should have been dealt with through a verbal discussion, at least initially, saving the heavier discipline of a written warning for a later occasion more distant from the harassment.

Nevertheless, there is good news for employers in this case, namely that constructive discharge is difficult to prove. If managers show an ongoing willingness to work with an employee in reasonable ways, it will be hard for the employee to prove that the workplace is so intolerable that he or she must resign. While any disciplinary action against an employee who has complained of discrimination or harassment should be carefully considered, it is appropriate to hold employees accountable for their performance and for following reasonable company policies.

When have you dealt with allegations of constructive discharge?

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