Insight:
I was working with Jennifer, a VP, who was
unhappy with one of her employees:
Jennifer: “I asked Debbie to create a report for me,
and I already know it will be late and won’t be what I
want. I’ve told her so many times about getting
things done right the first time.”
Me: “Jennifer, if you already know that the report
will be late and isn’t going to satisfy you, why don’t
you talk with Debbie and share your concern?”
Jennifer: “Because I need high-performing employees
who understand what I need and provide it for me.
Just wait and see. This will be the last time I ask her
to do something this important.”
This perspective is quite common. Jennifer would be
more likely to get the report whe wants if she shared
her concerns and provided guidance to Debbie.
However, Jennifer believes Debbie is a low-performer,
so instead of being on the field supporting Debbie,
Jennifer is waiting and collecting evidence to solidify
her assessment that Debbie is a low-performer.
I later asked Debbie about her relationship with her
boss:
Debbie: “It’s frustrating to work for Jennifer. She
doesn’t help me understand the importance of
various tasks or explain what she wants. When I ask
clarifying questions, she thinks I’m wasting her time.
I do the best I can, but then she just tears my work
apart.”
Many managers complain about the lack of good
people, but instead of intervening when they have
concerns, they stand on the sidelines gathering
evidence about why their employees are not good
performers.
Action:
The goal of a commitment is to create a
partnership to produce a result. It’s a two-way
street. The next time you are concerned a
commitment will not be kept, take the following steps
to stay in communication and help create the desired
result:
- Confirm the original, mutual understanding as to
what was promised. Many times you will discover
there is a lack of agreement on what commitment
was made.
-
Express your concern that the commitment will not
be kept.
-
Establish the value of the commitment. Often, the
importance of fulfilling the commitment is not as
obvious to the other person as it is to you.
-
Discuss whether they have the knowledge, ability,
materials, and time required to fulfill the commitment,
and determine if support is needed for the
commitment to be kept.
- Reconfirm the commitment or create a new series
of milestones so that both people are confident that
the result will be achieved. Establish an open
channel of communication to support one another.
Vary the order or details as you see fit. The
essence is to stay in partnership and support one
another in creating the results that matter.
P.S. Simply ask yourself whether you are on the field
playing the game or on the sidelines criticizing it.
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©2005 Jason Gore & The Collaborative Way
