When you have little professional respect for a client, a co-worker, an employee, or even your boss, it can be difficult to stay motivated and get things done. But the unfortunate reality is that sooner or later, you will have to work with or for someone you don’t respect — people whom you may find difficult, distasteful or downright unbearable. While it’s certainly easier to work alongside those you like, don’t fall into the trap of thinking that you can only do a good job if you respect your workmates. In fact, you can function effectively with (almost) anyone if you keep just a few things in mind.
It is possible!
How to work with someone you don’t respect is exactly the subject I address in my latest column in The Globe and Mail which published this morning.
If you get the print version of The Globe, you would have seen it on page B9.
Note: if you are a subscriber to The Globe and Mail, you can also read the column directly at their website at this link: https://tgam.ca/2B9JDKz
The reality is that sometimes you’re just going to have to work with people you don’t like and respect – it’s all part of being an adult in the world of work. You’ve read my suggestions. What is your advice to handle these kinds of situations with poise and equanimity? I’d love to hear from you. Please share by adding your Comments below.
Last year, I was a featured expert in a story about narcissists in the workplace, and how one can function effectively with (or despite) them, no matter whether they are your co-workers or your boss. And certainly, if you follow American politics, there is a lot of conversation about whether a certain head of state is a prime example of a narcissist. So it isn’t surprising that this topic continues to be front and centre in the news. One question that often comes up in my leadership development practice is about how to separate leaders from narcissists, particularly during hiring, as the outcome of hiring one over the other can be enormous. Ironically of course, on the surface, narcissists look suspiciously like leaders; it isn’t until later that the truth comes out.
Last week, CNN Business News put out an article titled How narcissistic CEOs put companies at risk, explaining how narcissist leaders create long-lasting negative consequences for their companies. From a leadership perspective, a couple of points in particular caught my attention. Continue reading
I’ve previously blogged about how airplanes take off against the wind. It seems counterintuitive … you would expect that it would be easier if the wind were coming from behind the aircraft, giving it a push. Yet in reality, it is easier for a pilot to take off when flying towards a full-force gale, rather than with it. Well, turns out that the physics of flying a kite is actually similar to that of flying an airplane.
The science behind the flight of kites is not only interesting, but also offers a powerful lesson in leadership and an alternate perspective on dealing with the numerous difficult situations in which you face resistance, opposition, setbacks and delays in the things you are trying to accomplish. There are four forces that counteract each other in order for flight to occur. Lift and weight act vertically, and drag and thrust act horizontally.
As wind moves over the body of the kite, speed differences means that the air pressure above the kite is less than the pressure below, and as a result an upward force is created called lift. At the same time, the downward gravitational force of weight pulls the kite towards the earth. Thrust is the forward force that propels the kite in the direction of motion. While an airplane generates thrust with its engines, a kite must rely on wind or failing that, running by the kite flyer. Drag is the backward force that occurs due to the friction of the air movement.
What does it take to stay in the air?
Two things must happen for a kite to stay aloft. Continue reading
I’ve previously blogged about how the situations of adversity can lead to opportunities for growth and development – about how pearls begin life as irritants and frustrations, and about how incredibly high heat can turn a simple clay pot into exquisite porcelain. But as quick as I am to point out the gains that can arise from difficulties, it is also worth noting that there can also be another, not so positive, outcome. Pressure has the ability to create both diamonds and dust.
Which leader are you?
Which is also a great metaphor for how you can choose to deal with workplace pressure situations. The reality of today’s workplace is that pressure is a common occurrence. How you choose to cope with the pressure will determine whether you end up a diamonds or dust. You can either look at it face on, as a positive, as an opportunity to prove to the world what you are capable of … ergo create diamonds. Or you can hide and hope the problem will fade away (or someone else will deal with it) and become a victim of the situation … the metaphoric equivalent of dust.
As a leader, you will encounter a vast array of pressure situations. Continue reading
Dealing with adversity is a subject that I often address in my blog posts. Two that come to mind right away are A mental approach to coping with irritants and An ageless folktale about dealing with adversity. Here is yet another thought on this subject.
Face your adversity head-on
When you turn and face the sun, your shadow will always be behind you …
Said my mom to me on numerous occasions during both my childhood and adulthood. Her point was that the best way to deal with a problem was to address it directly. The unfortunate reality is that as long as I tried to keep evading the issue at hand, either by skirting around it or by avoiding it completely, the shadows would also linger, and eventually the outcome would be sub-optimal. As usual, my mom was right. And it turns out that my mom’s counsel is not bad advice for leaders either.
The leadership journey is fraught with minefields – unexpected setbacks, difficult clients and co-workers, or just simply situations where the best-laid plans go awry. When things go wrong, it can be tempting to retreat, to search out cover, and get out of the line of fire. At first glance, this may not be a bad idea, since withdrawal allows you to re-evaluate and reassess the state of affairs. But while pausing to reflect may be appropriate for the short-term, it is definitely not a long-term solution. Continue reading
Bracing for the boomer brain drain was the title of my regular column for The Globe and Mail that published on August 6. In it, I outlined five strategies to retain crucial institutional knowledge (and prevent corporate amnesia).
It got a fair amount of interest and positive feedback, including a call from the folks at the More than Money radio show on 770 Newstalk CHQR. Dave Popowich and Faisal Karmali host this weekly radio program that focuses on planning for retirement, lifestyle and everything in between. They were interested in advice I could offer on how people contemplating retirement could pass on their knowledge before departing their organizations.
Transferring knowledge wealth at retirement
Here is the link to my segment in the podcast of their show on August 18; the entire segment lasts about 10 minutes.
What advice do you have to offer to add to what I shared on the show? Are you contemplating retirement and find yourself in a similar situation? Or have you experienced a situation where this “ boomer brain drain” was not recognized, and key people left the organization with critical information about processes and relationships? Please share your perspectives by adding a comment below.
As the last of the Boomers move through their 50’s and beyond, those who elect to take early retirement often take decades of tacit knowledge with them. This boomer brain drain – the loss of undocumented, intuitive experiential information about people, business processes and informal procedures can leave huge gaps in an organization’s cumulative intelligence.
The boomer brain drain can cripple your company
This corporate amnesia can cripple a company, so if you’re a leader, it’s up to you to actively identify and work to mitigate this possibility. And the time to do it is now, well in advance, and not just in the months and weeks before a key employee is due to leave. In my latest column for The Globe and Mail, I offer five strategies to brace for the boomer brain drain, and retain crucial institutional knowledge.
When it comes to keeping your customers and clients happy, things don’t always go according to plan. Stuff happens … deliveries are delayed, products don’t work exactly as intended, and your service falls short in one or more areas. So, no matter how hard you try, the unfortunate truth is that things will go wrong! Which is why I’ve always said that it’s not bad customer service that makes or breaks an organization, it’s the quality (or lack) of their service recovery that makes the difference. It’s how your staff react and respond to a customer’s problem or complaint that will decide whether you now have a disgruntled customer (who will likely tell many more via social media) or a raving enthusiastic fan. I have blogged in the past about how some companies don’t understand this fundamental reality of service recovery, most recently when writing about the Royal Bank.
But in today’s blog post, I want to go in the other direction – I want to tell you about an organization, and more specifically, one of their employees, who gets it! Samantha Scott is the Guest Services Manager at the Delta Hotel in Burnaby BC, my hotel of choice when I work in the Vancouver area. And something happened last week that reinforced why I choose to stay at this hotel, again and over again.
Is there a gym above me?
At about 9 PM on Tuesday night, an endless racket began in the room above me. It sounded like my room was placed directly beneath a gym – I could hear furniture moving, what I thought were weights being dropped, and what seemed like an endless skipping rope, thumping against the floor. Eventually, shortly after 10 PM, I called the front desk, and Samantha answered the phone. Continue reading
Some things are entirely and wholly out of my control. Severe weather, for example. I cannot effect change in the weather. Whether it’s a sweltering heatwave, a blinding snowstorm, or a stormy hurricane, I can’t make the weather calamity go away, no matter how hard I try.
But, on the other hand, there are plenty of things I can do to control how I react and respond to harsh weather. I can seek out a cooler environment (inside an air-conditioned shopping mall for example), delay my road-trip to future date to avoid wintry driving conditions, or gather essential documents and supplies as I evacuate to safer ground. Instead of complaining about the effects of severe weather, I can choose to take thoughtful actions to avoid, or at least, mitigate the damage.
Just because we can’t control the situation doesn’t mean we can’t influence the outcome
There are a myriad of events in our lives that are outside our sphere of control. But that doesn’t mean that we can’t influence the final outcome. Continue reading
As a leader, you will often find yourself dealing with difficult workplace situations. Many of which will test your resolve and tenacity. Some will be people-related, others process-related, and yet others will have to do with ethical and moral dilemmas. Several will make you stumble and even fall. And more than likely, a few will cause you to question whether the entire leadership journey is worth it.
You don’t stop walking because you sprained your ankle
You don’t stop walking because you sprained your ankle. Instead, you take the unfortunate experience as an indicator of what not to do and what obstacles to watch out for, but you still keep walking. Sure, you may rest up for a couple of days, perhaps even use a walking aid for a few more, but eventually you stand up, take a few tentative steps and continue walking towards wherever you need to be. You may be more thoughtful about what route you take and you may be more aware of your surroundings, but at no point do you say “That walking thing didn’t work out so well, I think I’ll stop doing it.” Continue reading