Amen. We all need to focus on the present and move towards the future. Looking backwards turns us into salt (biblical metaphor). That saying by Dr. Martin Luther King Jr. is something I have incorporated into my life. Some of my top words to live by.
It certainly raises defensiveness of those we lead and serve in ways that are often unnecessary. When a team member drops a pallet of product on the floor, the impulse to say "What were you thinking?" or even "What happened?" will already be answered (and probably better internalized) in what future-oriented question for you, Joe?
The best response is action (in my experience). We don't even have to talk. I simply bend down and help them pick up the product/s. If I am extremely energetic, I will ask them how their week is going. The goal is to get them to focus on their wellbeing and us to build a bit of rapport.
Way to challenge me! Took me a bit to formulate the response:).
After the fix is done, and its clear you aren't giving a reprimand, would a question like: "Does this aisle or equipment have a navigation issue you think needs to be addressed?" ... still feel like a dig? Or in this kind of situation is there typically no need to get them ta talk about it, even in the future terms?
And if so, why?
Because mistakes like this don't need to be characterized as a feedback conversation at all? It's too obvious to even be addressed lightly?
While your question is simple, the response can be complex. It all depends on our ability to read the room. Look for signs that the individual is open for feedback and questions. Sh*t happens. Most of the time the pallet spilling is simply that. If you want to talk so be it. In this particular industry though (retail), being quiet and working with the team is the best way to boost morale and build rapport. If you don't work shoulder to shoulder with your people, you can talk till your blue; it won't make a difference. The people want leaders/managers who support them and can run circles around them. If we can't do that, we're kidding ourselves if we think we're leading...
You're right. The need to accept fault for past actions or to outline them usually isn't very helpful - but we have a tendency to make that step number one. Why do we get hung up on that? Certainly it's a logical step number one, but not an efficient one, not for a leader in this situation.
I suspect the answer is two-fold. Those of us who are responsible wish to not make the same mistake/s. Therefore we formulate action plans and contingency plans. The other side is our EGOs. This little thing will not let us accept the fact we all make mistakes. Some of us get hung up on making sure we didn't miss anything. Attempting to find evidence, that we don't fail:).
In the end, we all would be healthier if we ate some humble pie.
Agreed, Joe. Some leaders really like "being right."
Someone else admitting all their wrongs is probably part of an "I told you so" conversation. That's usually entirely ego and largely corrosive to a working relationship.
AL talks about this specific behavior in More of /Less of in the Feedback module - make it less about you pointing out mistakes and being right (e.e., I told you so) and more about getting others to see a path forward and to take it).
I am almost certain we can have better results if we trust, respect , care and inspire our employees.
Happy employees mean they love what they do. They wouldn't be any different than our own family members. So let's start with loving them and by doing that you will operate your business from inner peace in you and, your business will do better than anyone else!
Amen. We all need to focus on the present and move towards the future. Looking backwards turns us into salt (biblical metaphor). That saying by Dr. Martin Luther King Jr. is something I have incorporated into my life. Some of my top words to live by.
Thank you for your time.
It certainly raises defensiveness of those we lead and serve in ways that are often unnecessary. When a team member drops a pallet of product on the floor, the impulse to say "What were you thinking?" or even "What happened?" will already be answered (and probably better internalized) in what future-oriented question for you, Joe?
The best response is action (in my experience). We don't even have to talk. I simply bend down and help them pick up the product/s. If I am extremely energetic, I will ask them how their week is going. The goal is to get them to focus on their wellbeing and us to build a bit of rapport.
Way to challenge me! Took me a bit to formulate the response:).
Loving this back and forth example, thanks for making it real, Joe!
After the fix is done, and its clear you aren't giving a reprimand, would a question like: "Does this aisle or equipment have a navigation issue you think needs to be addressed?" ... still feel like a dig? Or in this kind of situation is there typically no need to get them ta talk about it, even in the future terms?
And if so, why?
Because mistakes like this don't need to be characterized as a feedback conversation at all? It's too obvious to even be addressed lightly?
Mikey,
While your question is simple, the response can be complex. It all depends on our ability to read the room. Look for signs that the individual is open for feedback and questions. Sh*t happens. Most of the time the pallet spilling is simply that. If you want to talk so be it. In this particular industry though (retail), being quiet and working with the team is the best way to boost morale and build rapport. If you don't work shoulder to shoulder with your people, you can talk till your blue; it won't make a difference. The people want leaders/managers who support them and can run circles around them. If we can't do that, we're kidding ourselves if we think we're leading...
Good stuff, Joe.
Reading the room is the artfulness of leadership.
Mikey,
Any book you'd recommend for artful leadership?
You're right. The need to accept fault for past actions or to outline them usually isn't very helpful - but we have a tendency to make that step number one. Why do we get hung up on that? Certainly it's a logical step number one, but not an efficient one, not for a leader in this situation.
Good morning Steve,
I suspect the answer is two-fold. Those of us who are responsible wish to not make the same mistake/s. Therefore we formulate action plans and contingency plans. The other side is our EGOs. This little thing will not let us accept the fact we all make mistakes. Some of us get hung up on making sure we didn't miss anything. Attempting to find evidence, that we don't fail:).
In the end, we all would be healthier if we ate some humble pie.
Thank you for your time.
Agreed, Joe. Some leaders really like "being right."
Someone else admitting all their wrongs is probably part of an "I told you so" conversation. That's usually entirely ego and largely corrosive to a working relationship.
AL talks about this specific behavior in More of /Less of in the Feedback module - make it less about you pointing out mistakes and being right (e.e., I told you so) and more about getting others to see a path forward and to take it).
Someone has been getting their daily Help 2 Habit text messages out of this behavior, eh?. :)
thank you!
Great MLK Jr quote: “If you can’t fly, run. If you can’t run, walk. If you can’t walk, crawl, but by all means keep moving.” Thanks for sharing!
Morning, Rich. Thanks for stopping by today!
I am almost certain we can have better results if we trust, respect , care and inspire our employees.
Happy employees mean they love what they do. They wouldn't be any different than our own family members. So let's start with loving them and by doing that you will operate your business from inner peace in you and, your business will do better than anyone else!