We are frequently asked for helpful advice or tips on people development topics. Click on the questions below to get answers to common workplace quandaries.

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Leadership/Management

Customer Service

Teamwork/Cooperation

Effective Meetings

Time Management

Business Writing

Change Management

Presentation Skills

Adult Education

How do I minimize repercussions of being promoted to supervisor among peers?

Depending on the situation, several approaches could be taken, which are outlined below. In general, it is better to talk openly about a situation than to ignore it and hope everything will be fine. Open and honest communication will indicate that you are a supervisor who takes the initiative to make things better.

Close friend

When a former co-worker is a close friend, before the promotion, meet with the friend and:

• Ask if he has any concerns about you going for the promotion.

• Explain that if you get the promotion, you will still be friends.

• Explain that being friends doesn’t mean you’ll treat him differently at work than the others on the team. For example, you won’t be able to show any kind of favoritism.

After the promotion, meet with the friend and:

• Explain that you will have to be careful to keep some information confidential.

• Discuss the fact that you will need to give feedback about his performance. You will be honest and will welcome his feedback as well.

Competitor

Here are some steps to take when a former co-worker competed with you for the supervisory job. After your promotion, meet with the competitor and:

• Explain that you want a positive relationship and you want to discuss any concerns that may interfere.

• Recognize the person’s strengths and experience and discuss how they will benefit the team.

Strained relationship

Here are some steps to take when a former co-worker and you had negative conflict. After your promotion, meet with this person and:

• Tell him that you have put the past behind you and will work on developing a positive relationship.

• Have a rich discussion in which you both set mutual expectations. Discuss whether or not you are able to deliver the employee’s expectations. If not, discuss why you are not able to and resolve the issues.

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How do I set expectations with employees who report to me?

Setting work expectations informs staff of what is required for successful work performance. Involving employees in this process increases buy-in and clarifies how their work contributes to the goals of the organization.

The bottom line of work performance expectations: the supervisor and the employee should be able to answer the following questions in the same way:

• What are the employee’s major responsibilities for the review period?

• How will the responsibilities be measured for success?

• Why is the employee doing what he/she is doing?

• How will the supervisor and employee communicate and work together to prevent problems and overcome barriers?

Once expectations are set, meet regularly (at least once per month) in a confidential setting to review progress and offer assistance.

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How can I be a more strategic thinker?

If you’re like most people, visionary thinking is not one of your top strengths. More people are better at tactics and implementation than strategy and inspiration. 1 Yet, there is an increasing need for people, especially managers, to be strategic and visionary in their thinking. Here are answers to three related questions on this subject.

Question 1: Why is there an increasing need to be strategic?

Consider the following reasons for being strategic in the volatile business environment.  

1. Creating and communicating vision is an absolute necessity for leaders who want to achieve their goals. Vision is the powerful force that not only invents, but creates what will be.

2. Every cause, every organizational change, every project begins with a person’s vision. Without vision, there is little or no sense of purpose in leading.

3. “The 21st century organization virtually demands visionary leadership…for an organization driven by accelerating technological change, staffed by a diverse, multicultural mix of highly intelligent knowledge workers, facing global complexity, a vast kaleidoscope of individual customer needs, and the incessant demands of multiple constituencies would simply self-destruct without a common sense of direction.” 2

Question 2: What can I do to be strategic?

This is a huge question that can’t be answered fully in the PplTips format. Listing several tools is the best way to answer it here.

Tool #1 – How to create a shared vision – http://www.ppldev.com/ppltips.html#sharedvision

Tool #2 – Opportunity Matrix – Deep Dive 3

Tool #3 – Think Beyond the Moment 4 – Summarized below:

1. Look around - Your organization is moving forward. Are you moving with it or are we falling behind? Look at your organization’s vision, mission, and strategic or business plan. Consider where your team will be one to two years from now.

2. Set goals that motivate action - Help create well-defined goals that align with your organization’s values and strategic goals. Communicate the link between the day-to-day work and big-picture goals.

3. Plan ahead - Identify the steps necessary to bring important goals to fruition. When handling a crisis, ask yourself how you might avert such crises in the future. If you hear about a coming change, anticipate how you might meet any possible challenges.

4. Ensure outcomes - Bringing plans to fruition is rewarding and motivational. In contrast, plans that consistently go by the wayside are discouraging.

Question 3: What could get in the way of my success?

Failing to align vision/strategy with people and the environment are the two most common mistakes leaders make when working to bring their vision to fruition. Here’s what you can do to ensure success:

Sources

1 Kouzes and Posner, Leadership Practices Inventory (360-degree feedback instrument)

2 Burt Nanus, Visionary Leadership

3 Rich Horwath, Deep Dive, Greenleaf Book

4 Think Beyond the Moment – Achieve Global, Participant Guide: Genuine Leadership

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How do I make an ethical decision?

There are many approaches you could take when faced with a tough moral decision (conscience, utilitarianism, and deontology to name a few). The next time you’re struggling with the right thing to do, follow these steps as suggested by the reputable firm, PwC (PriceWaterhouseCoopers).

1. Think before you act

   • Summarize and clarify your issue

   • Consider the options and consequences

   • Consult with others

2. Decide on a course of action

• Review all the relevant facts and information

• Refer to applicable organizational policies and professional standards

• Assess the risks and how you could reduce them

• Call 1-888-4-ETHICS if you need someone else to talk to

3. Test your decision

   • Ask four questions:

     1. Is it legal?

     2. How would it look in the newspapers?

     3. Can you sleep at night?

     4. Is there an alternative action that is more ethical?

   • Consult with others: enlist their opinion of your planned action

4. Proceed with confidence

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Got Influence?

According to New York Times bestselling author John Maxwell, “Leadership is influence, nothing more and nothing less.” The “take-10 check in” is one of the best ways for leaders to increase their influence because it makes a positive connection in a casual way. It’s similar to MBWA: management by walking around. On a daily basis, ask three questions as you see each team member:

·         How are you? (Greet others.)

·         How’s the team? (Provide an opportunity for others to share.)

·         What can I do to help? (Be accessible.)

Sometimes you may not make it past the first question. However, informally checking in with your team members is a great way to make a daily connection. It may be ten seconds on Monday or one minute on Tuesday or three minutes on Thursday. Remember, you can’t influence others in positive ways without being connected. Got influence? Got a connection?

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How do I avoid the two biggest presentation blunders?

According to Dave Paradi (author of Guide to PowerPoint) and my own experience, here are the two biggest blunders that presenters make with PowerPoint and how to fix them:

1.      Reading the presentation – First, don’t use complete sentences when creating your presentation; use bulleted sentences. Second, know your material well enough to refer to the bullet and then comment on it. If you’re too nervous to be extemporaneous, then refer to or read from index cards. At all costs, avoid the audience’s feedback that they could have read the presentation.

2.      The text is too small (can’t read it) – First, use bulleted sentences. Using complete sentences often causes too much text on the slide, which must be reduced to fit. Second, use a Presentation Template that comes with PowerPoint. Rarely is font size of the smallest text below 24 point. Third, if you simply have too much information that must be shared, consider putting the essential points/bullets on the slide and then providing detailed information in a handout.

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How do I keep employee development “on the front burner?”

When I facilitate classes on employee development (e.g., What Every Manager Should Know About Training), the participants usually admit that this management responsibility is low on their priorities. It’s the old-time management dilemma of “urgent vs. important.” Yet, the same participants can tell stories about how they ignored this important responsibility to their harm. So, how do we realistically overcome procrastination in this area? Here are two tips:

1.      Use a model – This tip provides structure and “how to” guidelines so you don’t have to start from scratch. Click here to see an example.

2.      Put it in outlook – Schedule regular one-on-ones with your team members and discuss their development (using a development plan template is optimum). What isn’t on your schedule won’t get done. Putting it on your schedule won’t guarantee that it will be done on time, but it dramatically increases the likelihood of its completion.

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Vision: Leverage your leadership

Does your team, staff or family know how you see the future? If not, you are missing out on the opportunity to leverage the potential of your leadership. Consider the following reasons for taking the time to formulate and communicate your future.  

Reason #1 – Creating and communicating vision is an absolute necessity for leaders who want to achieve their goals. Vision is the powerful force that not only invents, but creates what will be.

Reason #2 – Every cause, every organizational change, every project begins with a person’s vision. Without vision, there is little or no sense of purpose in leading.

Reason #3 – Leadership requires leading, which requires being out in front, which requires seeing what is out front and then moving toward it.

Reason #4 – “The 21st century organization virtually demands visionary leadership…for an organization driven by accelerating technological change, staffed by a diverse, multicultural mix of highly intelligent knowledge workers, facing global complexity, a vast kaleidoscope of individual customer needs, and the incessant demands of multiple constituencies would simply self-destruct without a common sense of direction.” (B. Nanus)

Click here to access a step-by-step process for creating a shared vision.

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Few, some, many, most: do quantifiers matter?

They do matter if you want to be clear and need to be precise in your writing.

Some means at least one. “I have some apples.”

Many means a large but indefinite number. “I have many apples.”

Most means the majority of a set. “I have most of the apples.”

Few means not many. “I have a few apples.”

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How do I present concisely?

Whenever you make a point in a presentation, try to make it in 30 seconds or less (the length of a sound bite). This is not always possible, but it is a worthy goal when presenting to upper management who expects most presentations not to exceed 10 to 15 minutes. This three-step “Point Minder” will keep you on track during delivery.

1.      State the point (the what)

2.      Support it (the why)

3.      So… (the significance)

For example:

1.      State the point: “Often overlooked, speakers need to provide adequate context at the beginning of a presentation.”

2.      Support it: “Many people, especially analytical types, expect context. Secondly, some of your audience may not have enough background. If you’re taking your listeners to the unknown, ensure they begin with the known."

3.      So: “So, be sure to provide objectives, an agenda, and necessary background information.”

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How do I motivate my employees?

In trying to motivate employees, many managers implement techniques (e.g., reward, celebration, fun environment) that can be helpful, but are not as effective as the following principles: 

• Character – Who you are as a person is much more important than the motivational techniques you implement. A manager who once noticed his team suffering from low morale suggested pizza and bowling as a celebration of their hard work. His team wanted to suggest more respect and less intimidation from the manager. 
• Vision – Having a clear vision of your organization, communicating it to your employees, and gaining their buy-in are essential to motivating others. 
• Culture – The organization’s norms can either support or hamper a motivating environment. Ensure that you’re creating a culture that is:
  • Consistent with your character and vision.
  • Communicative (i.e., sharing and listening).
  • Fair (i.e., consistently recognizes good performance and addresses poor performance).

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How do I build trust?

In teams, positions of leadership, and personal relationships, trust is the glue that holds it all together. Here are three critical first steps:

• Be proactive – Conventional thinking believes that you shouldn’t trust people until they prove themselves trustworthy. Leadership takes the initiative and sets the example of trust for the health of the organization. Others will follow your lead of trust.
• Be vulnerable – Conventional thinking has it that we should use power and force to resolve differences or get our way. This will not achieve organizational cooperation. As leaders we must make requests rather than demand or threaten. If the request doesn’t work, explain the consequences to the organization and you personally. Coming from a position of vulnerability builds trust and reduces resistance.²
• Be congruent – Match your words and thinking with your actions and behaviors. Internal and external congruence builds trust.

²”Trust: How to Build It and Keep It” by Hyler Bracey

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How do I lead my team?

In his book, The 21 Irrefutable Laws of Leadership, John Maxwell wrote, “Leadership is influence – nothing more, nothing less.” So the question now becomes, “How do I influence my team?” There are many ways to influence people, but showing respect by simply listening to them is one of the most fundamental. Here’s a quick checklist to ensure you are listening to your people: 

• "I maintain eye contact…nothing distracts me."
• "I don’t interrupt before the speaker finishes (unless I have to)."
• "I am able at any point to summarize what the speaker has said."

Incidentally, the last item is both a characteristic and a criterion of effective listening.

Remember, the key to leadership is influence…you cannot influence without listening…the key to listening is summarizing.

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How do I create a problem-solving environment?

This is a huge question with a many-faceted answer outside the scope of this eNewsletter. We can, however, consider POISE, which is a tool that addresses a particular aspect of effective problem solving. POISE promotes an environment of objective feedback in which problems are openly addressed. The alternative (hidden agendas and backbiting) prevents problems from being addressed quickly and effectively. Follow these steps toward better problem-solving feedback: 

P – State your purpose. (“I want to talk to you about how we can improve customer service.”)

O – State your observations. (“I’ve noticed that you aren’t following the new procedure.”)

I – State the impact of the problem. (“This will perpetuate long-standing service issues.”

S – Discuss the situation, not the person. (“What ideas do you have for procedural adherence?”)

E – Meet to evaluate progress. (“Are you available on July 20th for evaluating progress on this?”) 

Obviously, there is a lot more to this topic, but this may provide enough information to start moving in the right direction. If not, send me an email for more information.

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How do I create a mission statement and values?

• Meet with your team to explain the importance of a mission statement and a supporting set of values. Explain this process and the team’s involvement in it.
• Interview your boss. Questions may include:
  • What do you see as the purpose of our team?
  • Our team will be successful if…
  • What are the potential pitfalls?
  • What values will help us fulfill our purpose?
• Interview key stakeholders and customers as appropriate, using the same questions above.
• Meet with your team to create a statement of purpose and to choose your team’s values.
  • Share the results of steps 2 and 3.
  • Try a “first pass” statement of purpose.
  • Edit until you are happy with the statement.
  • List the values from steps 2 and 3, then brainstorm with the team to come up with a comprehensive list.
  • Narrow the list down to the top four or five values using a ranking method.
• Allow your boss to review and approve the proposed mission and values.

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How do I save money on training?

The best way to save money on training is to make sure it’s the best solution to a performance problem. Too often managers try to fix a problem by throwing training dollars at it. Instead of saying, “I’ve got a training problem,” ask, “What is the nature and cause of the problem?” Once you have the answer, review the following checklist (in the order below) to understand which intervention is the best solution.  

• Information
• Documentation
• Clear and accurate feedback
• Job aids
• Task design
• Performance management
• Encouragement and advice
• Training¹

If training is the best solution to a performance problem, the investment will pay for itself.

¹“What Every Manager Should Know About Training” by Eileen Mager

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How do I keep up with the latest trends?

When I was in college, one English professor frequently scoffed at Reader’s Digest. Apparently, some professors don’t live in the real world. Many managers and workers are now reading fewer books and taking advantage of at least one book summary service, which makes it possible to plow through dozens of titles each quarter. I’ve linked several such services below.

http://www.getabstract.com

http://www.summary.com/cgi-bin/Soundview.storefront

http://summaries.com/

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How do I coach employees over the phone?

Some employees work in another location. When you need to coach them, keep these tips in mind.

·         Be fully present; pay 100% attention to the phone (no email and no lunch).

·         Listen with eyes closed. Listen for tone, inflection, silence and pace of breathing.

·         Don’t worry about missing body language. It’s true that body language can be a helpful tool, but if you strengthen your listening skills, you will be effective anyway.

·         Phone coaching requires asking more questions to check out where a person truly is.

·         Have outstanding phone equipment and optimum surroundings. Use a good-quality head set if possible, and make sure that you are situated in a quiet, confidential space.

·         Have the person be comfortable and prepared. Have the person prepare by sending a brief written checklist on what you plan to discuss. Have the person include the issue they are facing and how they think you can help.

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How do I say no when I can’t say yes?

“No” is perceived by customers as negative and uncooperative. The following guidelines will help you to draw lines without the stigma.

• Never say no – Why use the word when you don’t have to? Catch yourself when you’re about to use the word, and then follow the remaining guidelines below.
• Cooperate – If it’s appropriate, say, “Let me see what I can do.” Even if it seems there is nothing else you can do, you may just need to step back and ask for another perspective. When you at least consider the request, you imply cooperation, and that impresses customers.
• Options – It may be true that you can’t meet the customer’s specific request, but it’s also true that there must be an alternative. The alternative may not work for the customer, but it’s better to hear them say no than for them to hear you say it.  

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How do I respond to customers when they feel wronged?

The quotes below represent situations in which the customer feels wronged. Notice the thread that runs through the italicized responses: “I’m sorry.” This simple sentence isn’t a confession of guilt, but an acknowledgment that the customer has been wronged, which works wonders in your efforts to resolve customer issues. 

“I’ve talked to four different people and have four different answers. Why can’t you people give a straight answer?” 

I’m sorry you’ve received conflicting information. Would you let me help you get the correct answer? 

“I hope you can provide better help than that bozo who works for you!” 

I’m sorry we haven’t been able to help you. Please explain the situation to me so I can help you. 

“You people never keep your commitments.” 

I’m sorry you’ve been disappointed. Would you be willing to give me an opportunity to help?

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How do I handle an excessively talkative customer?

Friendliness is an important part of providing a great experience for customers. However, there are times when we will need to balance the amount of time for one customer with providing timely service for all customers. Here are three guidelines:

• Use statements instead of questions – For example, asking some customers how they are doing can invite a long and detailed explanation. Instead, you might state, “I hope you’re doing well today.”
• Reward short responses – For example, when talkative customers answer succinctly, smile and sincerely thank them.
• Redirect customers back to the task – “I’m glad to hear you’re doing better. What delivery timeframe will you need?”

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How do I empower my team?

Empowerment is one of the most over-used words of the business world in the last 10-12 years. Yet, like so many other business concepts, few team leaders really empower their teams. Use the following checklist to perform a team empowerment checkup.

• Free flowing information: “I can inform my team more fully by…”
• Shared decision-making: “I can share responsibility with my team by…”
• Respect: “I can create mutual respect with my team members by…”
• Team mission: “I can help create the team’s mission and values by…”

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How do I help my team to think more creatively?

Creative thinking is a key element of problem solving. There are dozens of creative thinking tools, but PNST¹ (Positive, Negative, Stimulating Technique) is popular because of its simplicity and effective punch. Here are the steps:

• Start off brainstorming all of the positive things you can come up with about the idea, process, or problem at hand. (You should proceed to step 2 when brainstorming activity slows down.)
• Brainstorm all of the negative things you can come up with about the idea, process, or issue. 
• After you have completed your positive and negative lists, then ask the team to brainstorm what is “stimulating” about the idea.  

The word “stimulating” is somewhat ambiguous and forces you to think out of the box. Most people are really black and white thinkers, so they are used to identifying the pros and cons. Their first reaction is that there is nothing left to put on the board because the pros and cons exercise has uncovered everything already. However, when you ask them to brainstorm what is “stimulating,” a wonderful thing happens: they subconsciously don’t want to repeat any of the items they have already listed. They naturally reach outside the box and start to generate ideas they would never have considered without the tool. You will find that some of your best ideas will come from the “stimulating” part of PNST. 

¹Adapted from Sly As A Fox,  www.slyasafox.com, 801.779.0603   

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How do I make meetings fun?

Don’t. Instead, make them efficient and productive. If you do, team members won’t care if the meeting isn’t fun. You can have an entertaining meeting, but if it wastes time (the #1 complaint of attendees), the fun will turn to irritating fluff. Here is how to make your meetings efficient and productive:

• Send the agenda to meeting participants in advance. (Better yet, get their input on the agenda before sending it).
• Begin with an icebreaker/inclusion activity.
• Assign meeting roles (facilitator, timekeeper, recorder).
• Stick to the agenda. (However, don’t sacrifice quality for efficiency—balance the two.)
• Use Parking Boards (click here for details.)
• Make it interactive (encourage open-ended questions, provide time for “round-table” discussions).
• Assign, review and publish action items—hold team members accountable.

There are many other ways of increasing meeting effectiveness, but these are the essentials. Fun is a more likely result when meetings are efficient and productive.

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How do I keep meetings on track?

Parking boards

One of my most popular courses is “Effective Meetings,” and the number one request from participants is to understand how to keep meetings on track.

First, make sure you are publishing and following meeting agendas. Second, use a tool called the parking board. There are several types of parking boards, and all of them serve a dual purpose of collecting important information while preventing tangents. 

Here’s an example of how they work. Let's say that Joe Blahblah has just brought up another issue that threatens to derail the meeting. While moving to a flipchart marked 'Issues List,' I say, “Joe that is an important issue. Let’s capture it on this parking board so we can stay on track by addressing it in a future meeting.”

The result: I preserve my working relationship with Joe while keeping things on track.

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How do I avoid common facilitation blunders during meetings?

Being aware of the most common facilitation blunders is half the battle in avoiding them. Here are the top five:

• The facilitator becomes burdened by assuming additional roles such as recorder and timekeeper.
• The facilitator permits the group to stray away from the stated agenda for extended periods of time.
• The facilitator permits the ground rules to be broken without taking visible, corrective action.
• The facilitator loses neutrality and favors one position over another.
• The facilitator chooses which comments merit recording on the flipchart and which ones do not.

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How do I estimate timeframes?

I know someone who is nicknamed the “overly optimistic time estimator.” She has good intentions as an optimistic person, but she regularly overpromises. What can be done about this common human condition? First, understand that timeframes fall into two main categories: tasks and projects.

How to Estimate Daily Tasks

The good news:

Most tasks are familiar; you’ve done them before. Therefore, you have a general idea how long they should take—so guess.

The bad news:

Often we are overly optimistic.

So, here’s the formula:

Guess how long it should take and add 10% more time.

How to Estimate Projects

1. Make a list of all the tasks needed to complete the project and assign an hourly or daily timeframe for each one (using “Daily Tasks” above).

2. Total the hours or days.

3. Work back from the project due date so you will know the “ideal start date” (if you could devote 40 hours per week).

4. Estimate a reasonable amount of time you could devote to each day or week so you will know the “real start date.”

5. Assign the reasonable amount of time to each day or week on your calendar.

   
   

For example, let’s say you are responsible for a project working on closing gaps in employee skills. The five steps above would yield this result:

Due date: September 14

Ideal start date: September 7

Real start date: August 1 (based on ~ six hours per week)

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How do I set priorities for the day?

When opportunities exceed resources, you must decide what is most important. This is usually a two-step process: first, make a list of the opportunities (or things to do) and second, prioritize the items on the list.

I highly recommend the ABC Method. Place the things on your list into one of the following three categories:

• Priority A - the “Got-to-Dos” - These are critical items of the highest value on your list. These might be demands by higher management or important customers or significant deadlines. These should stand out in contrast to the less important Bs and Cs.

• Priority B - the “Ought-to-Dos” - These are items of medium value. They may become “A” as deadlines approach.

• Priority C - the “Nice-to-Dos” - This is the low value category. These may be desirable items to get done, but they could be eliminated, postponed or scheduled during slack periods.

What if everything seems urgent? Stop and think, "What would happen if I didn't do the following?"

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How do I multitask?

First, let’s consider a general principle that provides a “how-to” guideline. In these times of “do more with less,” multitasking is sometimes over-rated and should only be practiced when you’re engaged in complementary tasks (e.g., listening to audio books while exercising; replying to email while backing up the hard disk). Non-complementary, multiple tasks can pose a threat to safety or relationships (e.g., driving while reading; replying to email while holding a 1-on-1 meeting with an employee). 

How to multitask:

• Consider the guideline noted above.
• Combine complementary tasks.
• Be flexible (pause or stop when necessary).
• Practice moderation (find the balance between multitasking and focused time).

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How do I stop procrastinating?

There are several ways to beat procrastination, but here are two of my favorites:

• Reward yourself for getting started and not delaying. For instance, you might play your favorite music or eat your favorite dessert while working proactively. Be sure not to give yourself a reward if you are working at the last minute because of procrastination.
• Commit yourself to action by setting deadlines and promising results to others. The pressure of a deadline, even a self-imposed one, can be enough to motivate many of us to act. Others find that the fear of losing face after making a public commitment is an extremely powerful motivator.

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How do I temper perfectionism?

Perfectionism is not necessarily a bad thing, but it can contribute to some time management issues. There are several approaches to managing this tendency. One of them is called the Pareto Principle, which holds that in any set of elements the critical elements usually constitute a minority of the set. The principle has been popularized under the so-called 80-20 rule: 80 percent of the value comes from 20 percent of the items.  

Application: you may want to move on to other tasks/projects when 80 percent of the value of the current task/project has been achieved. Not sure when you have reached 80 percent? Use the following guidelines:

• Is the customer happy with the result?
• What is the negative impact if I consider the task/project complete?
• Have I exceeded the estimated timeframe to complete the task/project?

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How id I know to use who or whom?

There are several approaches to figuring which pronoun to use. Let’s take a look at two of them.

A technical approach – The writer needs to figure out if a subjective pronoun (who) or objective pronoun (whom) should be used. Answering the question or rewriting the statement is one of the best ways to do this.

Example #1: “Who/whom shall I say is calling?” Answer the question: “You should say he is calling.” He is a subjective pronoun; therefore, use who (the corresponding subjective pronoun).

Example #2: “To who/whom should I acknowledge a job well done?” Answer the question: “I should acknowledge her.” Her is an objective pronoun; therefore, use whom (the corresponding objective pronoun).

Example #3: “Do not tell Pat, who/whom is the last to know anything.” Rewrite the statement: “Pat is the last to know anything.” Pat is the subject of the sentence; therefore, use who (the corresponding subjective pronoun).

A non-technical approach – This is not the best approach, but it’s better than flipping a coin. When in doubt, use who instead of whom for two reasons:

• Statistically, who is used more often than whom. The odds are on your side.

• If who is incorrect, at least you won’t sound pretentious. When you use whom incorrectly, your audience may infer that you’re pretending to know better.

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How do I know to use captial or capitol?

The distinction between these two words is important if you live/work in a capital city like Sacramento. The rule is very simple: use capital in all meanings except that of a building.

Example: In Sacramento, the state capital, there is a tour that passes by the capitol.

While the rule is simple, many people still have difficulty remembering which is which. Try this mnemonic: most capitols have a dome, which is O-shaped.

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How do I know to use regardless or irregardless?

Regardless means heedless or careless. Irregardless is an irregular word that is not officially in the English language—it should be avoided.

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How do I know to use farther or further?

Farther refers to physical distance; further means to a greater extent in time, quantity or degree.

Example: When we discussed it further, we realized the students ran farther than usual.

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How do I use “semi-monthly” correctly?

There is a lot of confusion about whether to use “semi-monthly” or “bi-monthly” when communicating “twice a month.” According to Webster’s dictionary, “semi-monthly” is the preferred term to use, but “bi-monthly” may be used to state the same thing¹, which just adds to the confusion. Suggestion: if you’re communicating with magazine editors, use “semi-monthly” or if you’re in a staff meeting and want to ensure common understanding, use “twice a month.”
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¹Webster’s New World College Dictionary, 4th Edition, 1999, Macmillan USA

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How do I reduce anxiety over an organizational change?

Human nature typically worries over uncertainty. The next time your team encounters organizational change, use the three C’s of communication: communicate, communicate, communicate. When you have finished communicating, then communicate more. The biggest issue during organizational change is lack of quality information. The more you share what's going on, the less anxiety your team will experience. Naturally, that raises the question of what we should communicate, which leads us to the three P’s.

• Purpose – Why are we making this change?
• Path – How are we going to get from where we are to our    destination?
• Part – What is my part in the change; what’s my role?

Communicating the three P’s clearly and often will reduce anxiety.

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How do I minimize resistance to organizational change?

Some managers let their people stumble through the process of change without any leadership. This usually increases resistance and decreases buy-in. Here are five strategies for helping yourself and your people.

• Have each person document what is changing by recording answers to these questions:
  • What is changing?
  • What am I losing?
  • What am I gaining?
 
• Ensure an accurate understanding by discussing the three questions above with your people.
 
• Allow for upset by setting aside a reasonable length of time for people to express their thoughts.
 
• Show respect for what is ending.
 
• Focus on future gains by communicating effectively.

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An “Action Learning” Example

What happens when Action Learning (AL) is used?
A task force would be appointed to represent a cross-section of the organization. Task force members would be briefed on the problem, told why they were chose to work on it, and given constraints of time, money, and people. A facilitator would work with the task force to help them function as a team. Members would investigate the problem and experiment with solutions. Individuals would be developed at the same time they work to solve the business problem.  
The task force may achieve the same outcome as the training department, but with the following additional results:

• Exploration of new ideas and possibilities, leading to new learning.
 
• Cross-department buy-in and acceptance.
 
• Comparison of what would normally happen with what happened this time, leading to new learning.
 
• Relevant and real-time learning.
 
• New learning is documented and reviewed when the next task force is assembled for a similar issue.

William Rothwell, The Action Learning Guidebook, Jossey-Bass, 1999

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OJT Has Evolved

What about your employee training? Are you telling or training?
On-the-job training (OJT) originated when the first human showed someone how to do something. Today, humans are still showing others how to do their jobs, but OJT has evolved to structured OJT (SOJT), which is more than showing and telling. It is a systematic and results-oriented training method that provides a high return on your investment. The structure helps ensure consistent training, which leads to consistent work results.

SOJT is real-world training.
Specifically, SOJT is training that is:

• Done at or near the job site.
• Provided by your job experts.
• Systematic and structured (i.e., scheduled, consistently demonstrated, tested, and measured).
• One-on-one or small group.

If done correctly, SOJT achieves what experts have been pursuing for years: consistent and measurable results.

Let’s collaborate for significant results
Most organizations have informal OJT, but don’t know how to implement SOJT. This is where People Development Systems comes in; we know how to work with you to create a very effective training program. You bring the job expertise and we’ll bring the SOJT implementation know-how. Together we’ll create a program that will decrease training time and increase consistency.

An example of how SOJT works:
Let’s say Joe is a new employee who is scheduled for SOJT with Mary. She will use IDEAS, which is an acronym for Introduce, Demonstrate, Exercise, Assess, and Sign off. This is a proven method that takes your current OJT from showing/telling to demonstrating/proving.

First, Mary introduces (I) the task of operating the equipment, providing valuable background information. Next, Mary demonstrates (D) how to operate the equipment using a job aid. Then Joe will exercise (E) or practice on the equipment with the help of a job aid with and without Mary’s assistance. Mary will return at a scheduled time to assess (A) Joe's job performance. If he consistently operates the equipment within specific standards without her assistance, Mary will sign off (S) on Joe's performance.

An example of how we can work together to create a Structured OJT program:
We start with an analysis of whether or not SOJT will improve your training program and job performance. If so, our consultant will work with a team of your job experts to create a MAP (Master Activity Plan), which organizes the job tasks required to transform your informal or non-existent program into a structured program. We will work with your job experts to create job aids. Then, we’ll train your job experts and/or trainers to train others using IDEAS, which is the core method of SOJT. Training of your other employees begins once the job aids and trainers are ready. Creation of an ongoing maintenance program provides a finishing touch that protects your investment from fading away.

In summary, we work with you to:

• Analyze needs
• Create a MAP
• Write job aids
• Prepare training and trainers
• Conduct SOJT
• Maintain SOJT

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How do I create a shared vision?

Creating your vision involves four steps:

I.   Find your vision
II.  Clarify your vision
III. Bring others into your vision
IV. Write your vision

I. Find your vision

Use the steps below to begin formulating the ideal future state of your team.

1.  Some people are in a job to do something. If you are in this job to do something, what is it?

2.   What’s the passion that drives you toward doing this?

3.    Imagine the future of your unit about three to four years from now. Your organization has become everything you’ve hoped for. You have accomplished the tasks, projects and goals you have been striving toward for so long. The culture, environment, people, policies and leadership have all aligned to achieve this ideal state.

a.   What’s the first image that comes to your mind?

b.   What does success look like?

c.    Who’s on the team?

d.   What changes are taking place?

e.   What’s unique about your contributions?

 f.  How has your work made a difference? That is, how has it changed the way things are in your organization?

II. Clarify your vision

In order for your ideal future state to evolve from dream to vision to reality, it needs to come to life for you and for others. To make the vision even clearer you will think in terms of metaphors, examples and stories.

1.      What is the major theme or a major theme in your vision?

2.      Provide an example or tell a story that supports that theme.

3.      What symbol or metaphor captures the essence of the theme? Draw a picture of it or draw a picture of what the future will look like when you achieve your vision.

III. Bring others into your vision

Besides your team, who else will you need to accomplish your vision? Look all around your organization. Below, write the names of your team members and everyone else involved in your vision along with what the vision will do for each one of them.

IV. Write your vision

Vision statements range in size from a paragraph to a page or two. For now, write a brief vision statement using the template below. Review all of the notes you have written about your vision. Add other thoughts that may come to you while writing the statement.

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How do I overcome writer's block and wandering?

The WRITE® Process helps writers to:

n      Overcome procrastination – There are many causes of procrastination, but just getting started is a major challenge for many people. By having a step-by-step process you always know where to start.

n      Overcome wandering – If you don’t stay on task and keep your communication as concise as possible, you will likely lose your reader. The WRITE^® process helps you to stay focused on your purpose. 

1.     What is my purpose?

2.     Randomly generate ideas.

3.     Impose order.

4.     Try a first pass.

5.     Evaluate and finalize.

Step 1 - What is my purpose?

You cannot get to your destination without knowing what your purpose is and what your audience wants. Effective communicators must address this step before moving to the next one.  

How:

n      Ask yourself:

·        Why do I want to write this? What result do I want from this communication?

·        Who are my listeners and what do they want from me?

·        What one thing will get a favorable reaction from my listener? How do I want my listener to feel? 

For example:

n      I want to persuade my boss that I can lead the upcoming ABC project.

n      The Administrative Director wants to know that I can make effective presentations. I want her to feel compelled to use me.

Step 2 - Randomly generate ideas.

Once you know where you are going, get going! By generating many ideas on the topic, you accomplish at least two things:

n      Defeat procrastination – The fear of not getting just the right thought or idea often leads to procrastination. Since any idea is initially a good idea, you’re free to try anything.

n      Encourage expression – You write to express your thoughts to others. What better way to start than to “brainwrite” (the silent form of brainstorming)? 

How:

n      Write down all your ideas and thoughts about a topic.

·        Write quickly and randomly.

·        Write down everything, even if you think you won’t use it.

n      Take a break from your random thinking and writing.

·        How long? As much as you can spare, even if it’s only one minute.

n      Go through everything you’ve written with this idea in mind: everything you write must align with the purpose or lead to the result from Step 1. If something doesn’t, don’t write it. Therefore:

·        Highlight thoughts that are essential to your message.

·        Cross out irrelevant items.

·        Add new items.

·        Underline main points.

Step 3 - Impose order.

Take the results of steps 1 and 2 and organize them in a way that promotes focus, understanding, logic, and continuity. There are many ways to organize your thoughts. Clustering, Diagramming, and Freewriting (1:123-124) are just a few. The most common and conventional method (yet very effective) is called Outlining.

Step 4 - Try a first pass.

This step is equivalent to writing a rough draft. Most people start with this step and skip steps 1-3. No wonder our thoughts are not focused and purposeful.  

How:

n      Take the results from step 3 and convert the bullet statements into connected sentences and paragraphs. In other words, write like you normally do. (You will notice, however, that the results are better than normal because you’re following the WRITE^® process.) 

n      Write quickly—don’t take the time to edit or revise. There is plenty of time for that in step 5.

n      The outline in step 3 gives way to sentences and paragraphs, but ensures you are following its organization.

·        The first paragraph is based on the outline’s introduction. Generally, it should contain two to three lines with no more than one to two sentences.

·        The second paragraph is based on the first main point in your body. Generally, the body will consist of one to three paragraphs, which parallel your outline of one to three main points.

·        The last paragraph is based on the closing. Generally, you should follow the same guidelines as the first paragraph.

Step 5

Evaluate and finalize.

This step involves looking at the document from two perspectives:

n      Step back and look at the big picture to see if you have achieved your purpose through logically connected thoughts and paragraphs.

n      Step in and look at details such as grammar, spelling, and punctuation. 

How:

n      Take a break from your rough draft (step 4) before you evaluate and analyze your document.

·        How long? As much as you can spare, even if it’s only 20 minutes.

n      Review your purpose.

·        Does your message stay on track?

·        Does your message address your reader’s possible questions? (e.g., What’s the point? Why is this important?)

n      Read the draft aloud.

·        Listen from your reader’s perspective and identify problems in content and tone.

n      Evaluate the document with the following checklist.

·        All paragraphs support the purpose.

·        Each paragraph focuses on one idea.

·        Sentences vary in length, but no more than 20 words.

·        Words are short and simple.

·        No jargon and acronyms.

·        No overused words, especially in the same or connected sentences.

·        Correct spelling.

·        Correct punctuation.

·        Correct grammar.

n      Have someone proof your document.

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