Communication – Page 5 – mardihumphreys.com

Dollars and Sense

Our daughter moves to Chicago next month to begin her first full-time job. She’ll earn more money than she’s made in her entire life. There are lessons my husband and I taught her about managing money that I feel good about and lessons I wish we’d known we should teach her, like:

How to use a bank: When our daughter was sixteen years old, my husband helped her open a debit account and linked it to ours. We not only see how much she’s spending, but can also transfer money between our accounts in case of emergencies.

Save your allowance: We struggled to develop a satisfactory allowance plan. One one hand, when she asked for the latest iPhone, we said, “Save your allowance.” On the other, if you get $10 a week just for existing, what does that teach? Some chores you should just do because you’re part of a family: clean your room, put your dishes in the dishwasher, do your own laundry, etc., right?

If you have a car, you have a job: My parents gave her money to buy a car and we paid for insurance, but gas and oil changes were her responsibility and her allowance wasn’t enough to cover those. My husband and I think working either in retail or food service should be mandatory and the earlier in life, the better. Those industries teach excellent customer service lessons. Our daughter got a job at an ice cream shop. We got discounts. 🙂

You need skin in the game: We had a Roth IRA to pay for college. She used it up freshman year. To pay for future years, she had a scholarship, financial awards, and student loans, but these didn’t cover all her expenses. So we made a deal. We’d make up the difference for the next three years. Any classes beyond four years, grad school, and student loans are her responsibility. She also had to work part-time. As a result she figured out how to get her bachelor’s degree in four years, sought free money (e.g. she received a grant for being a vice-president of her campus activities board), and worked; sometimes three jobs at a time. In other words, she learned how to hustle.

Be generous: When you’re comfortable giving money away, it loses its power over you. Growing up she helped us give and serve. Today she is known for her generosity and volunteerism.

Good credit is important: We intentionally avoided helping her get a credit card until her senior year in college. My husband counsels her on what to charge, how to check her balance, and when to pay the bill.

There are a few things I wish we’d done: Taught her how to make a proper budget, forced her to save for a goal (e.g., buying her own car), and avoided student loans. Last week she was at the grocery looking for something over the counter to take for her allergies. She texted me a photo asking if the drug would make her feel better. The package revealed she’d chosen a generic instead of brand name; maybe she learned something after all.

How do you teach your children the value of a dollar? Please share your story in the comments section below.

Micro vs Macro (Part 2)

Please see last week’s post for the micromanaging discussion. This week, let’s go to the other end of the spectrum.

What do macromanagers look like? At first glance, they seem like perfect bosses. Observing team dynamics helps us spot them: projects veering off track, missed deadlines, and team members who won’t play nice together, probably have a macromanager. They don’t interfere, hover, or prioritize accountability. Sometimes referred to as “hands off” managers, they have a “hire the right people and empower them” philosophy. Team bonding and creativity don’t happen because macromanagers don’t coach their teams. When the project encounters obstacles, egos come out and blame starts, but macromanagers are unavailable to lead their teams through conflict resolution. They force responsibility without authority onto individual contributors by abdicating tasks they should do to the team (e.g., role assignment for presentations: Who’s doing the research? Who’s creating the slide deck? Who is speaking?). Macromanagers leave deliverables open to interpretation. The team completes the project, but the result isn’t even close to what the macromanager wanted.

What if you’re macromanaged? As with micromanagers, communication is key. Meet with the whole team (I can feel your eyeroll. (LOL) I’m not a meeting fan either, but in this case, it’s the most efficient solution.) If your macromanager doesn’t want to explain details or impose order, ask him to at least provide the overall scope. Focus the macromanager on process and help the team accept responsibility for production. Ask follow up questions to help the team decide how to complete the project: Who is responsible for what? How are we going to handle conflict? To whom do we go with questions? Break the project down into smaller goals, assign roles, and set deadlines. Ask your macromanager for clear objectives and KPIs (Key Performance Indicators) to track the team’s progress. Find out what the deliverable should look like and make sure everyone sees it the same way. Schedule periodic one-on-ones with your macromanager to provide updates and course correct if necessary. If these meetings are not weekly, email updates between them and request feedback.

What’s the bottom line? Employees of a macromanager have freedom and opportunity, but without structured leadership, they struggle to develop new skills and effectively collaborate with their team. If your macromanager is unwilling to get involved, is there a team member willing to lead the project? Is the team willing to follow this person? If so, then the team can get work done. Ask yourself: Am I willing to lead this team but let my macromanager take credit for it? Am I willing to lead this team and take blame for it? Am I willing to acknowledge another team member as the leader and follow her? Do I have the resources to do my own professional development? Working for a macromanager is emotionally and mentally draining. If you are up for the challenge, keep good notes for performance review time (and your resume).

Have you worked for a macromanager? Please share your experience in the comments section below.

Micro vs Macro (Part 1)

Which management style is worse:

Too much help vs. not enough?

Territorial vs. letting things slip through the cracks?

Watching your every move vs. allowing coworkers to get away with murder?

The first part of the couplet describes micromanagers; the second macromanagers. While the styles are at opposite ends of the management spectrum, the results are the same. The difference is motivation. For example, micromanagers purposely withhold information forcing the team to act without all the facts. Macromanagers neglect to give information forcing the team to act without all the facts. This week, let’s limit our conversation to micromanagers

What do micromanagers look like? Aka: Helicopter Bosses, Suffocating Bosses, or Hovering Bosses. Words used to describe them: smothering, scrutinizing, criticizing, dictating. They oversee how tasks are done down to the smallest detail. Micromanaging can be too much of a good thing (e.g., bringing structure to chaos) and taken too far. They see themselves as “hands on” and leading by example instead of setting guidelines and following up. They get an adrenaline rush from successfully completing a project. Their constant fact checking and deadline reminders make employees feel inadequate and insecure because either the micromanagers don’t trust us to do our jobs or they don’t trust us to do them correctly. This makes us doubt our decisions and stifles innovation and initiative. Morale drops when they take credit for guiding the team. How are individual contributors supposed to get promoted if the managers take all the credit?

What if you’re micromanaged? Micromanaging is about control. We’re all wired to pursue control, but theirs stem from insecurity. It’s not pretty and it’s not fair, but the path of least resistance is to make micromanagers think they have it. You can do this by offering them choices. Are they afraid of failure? Assure them you are on their team and everyone rises together. Were they burned by a team member who didn’t deliver? Break the project down into goals. Set deadlines for reaching those goals. Schedule one on one meetings a week before deadlines to make sure your project is on track to their satisfaction. If they insist on checking on your progress between one on ones, encourage them to do it through email. After all, you’re just trying to free them up to get their own work done, right? 😉 Is this their first time managing a team? Boost their confidence by anticipating their pain points. Be able to answer the who, what, when, where, why, and how questions surrounding your project.

What’s the bottom line? They are the managers. If they want to course correct your plan, it’s their prerogative. Even if you disagree with their plan and you know it’s going in the wrong direction, you still have to do it. Ultimately, they are held responsible for the team’s successes and failures. Keep emails and meeting notes if you’re concerned they’ll throw you under the bus to their managers if the project fails. If that’s a real possibility, it’s time to get yourself new management.

Have you ever had micromanagers? Please share your stories in the comments section.

Stay in Your Lane

Photo by Markus Spiske temporausch.com from Pexels

“Hi. My name is Mardi and I’m a chronic over-thinker.” *Hi Mardi!*

Sometimes, my thoughts spin so fast they trip and fall into rabbit holes leading to people that (I think) need my help. Much like Glinda in Wicked, this does not make me “Popular.” (See what I did there?)

While commuting to and from work, cars constantly merge onto the highway. I usually stay in the middle, but there are plenty of people switching lanes. Sometimes they don’t use their signals. Sometimes they race each other to see who is going to get in front of whom. All the time I’m yelling, “Stay in your lane!” This reminds me that (figuratively speaking) I have a tendency to veer out of my lane and merge on top of those around me. There are three reasons I get all up in people’s business. Do any of these sound familiar?

I know better than they do. When someone is going through a situation I’ve been through, I assume their experience is identical to mine. You know what assuming does. (If not, ask me in the comments section below.) For example: Last fall, our daughter hunted a full-time job she could start after graduating from college this spring. Been there. Done that. Three companies recruited her. She accepted the first offer. I wanted her to wait and see if something better came along. Here’s what I should probably do instead: Listen; don’t talk. Ask questions; don’t lecture. Keep my opinions to myself. People ask for my advice when they are ready to hear it, not when I’m ready to give it.

I can save them. I’m a fixer. When I see someone making poor choices, I want to step in and correct their course. For example: A coworker was struggling with potential clients. I edited her pitch to increase her close rate. I even went with her to a few meetings and demonstrated. But, instead of viewing it as process improvement, she felt discouraged. Here’s what I should probably do instead: I need to resist the urge to fix, step in, or think my intervention will save the day. If I see a butterfly struggling to shed a cocoon, and I tear it open, do you know what happens? I kill the butterfly. The struggle strengthens it. Sometimes I just have to sit on my hands and not say everything I think.

I want their attention. I want to feel like I matter. For example: I’ve unpacked pallets of boxes weighing 20lbs each, stacked them in a storage unit, and sent pictures of my work to my manager. Here’s what I should probably do instead: Rein it in. If my work is consistently good, I will get a reputation as a valued member of the team. That is not to say I shouldn’t let my manager know I’m working hard, but weekly one-on-ones would be an appropriate time to do that.

Do you have trouble staying in your lane too? Please share your tips for self-restraint in the comments section below.

What Goes Around Comes Around

You’ve no doubt heard of paranoia, the feeling someone is out to hurt you. I’ve even blogged about it. But have you ever heard of pronoia? Psychologist Brian Little defines it as: “The delusional belief that other people are plotting your well-being or saying nice things about you behind your back.”

Maybe it doesn’t have to be delusional. Could it be controlled and perceived as reaping what you sow? I’ve been on the receiving end of what I interpret as pronoia. Someone actually WAS plotting my well-being and saying nice things about me behind my back to someone with the power to change my situation.

Pronoia is a foreign concept because we’re much more likely to notice and discuss negative behaviors than positive ones. Why is that? Why is it we hear and repeat the negative? Why is that more attractive than hearing and repeating the positive?

Because it’s easy; it makes us feel important by being the one “in the know.” Even descriptions of negative impacting words are cooler than positive ones: Juicy gossip; spill the tea (gossip is NOT worth your T.E.A. btw) vs. sweet nothings and honeyed words. Wouldn’t we benefit more by training ourselves to choose to have hope, trust, and faith in our coworkers? Leon F. Seltzer, Ph.D. says doing so makes us more inclined to have a disposition of optimism and resilience and not just at work. He also lists the problems of taking it too far, so let’s balance pronoia with healthy skepticism.

Let’s look for hints of the best in our coworkers and entice it out of them. If someone is being difficult, let’s assume it’s a symptom of a problem and investigate instead of assuming she just has a difficult personality. Call it what you want: Karma, paying it forward, or just plain practicing kindness, but let’s steer our companies’ cultures toward empathy. It can only benefit the team.

If the Beatles were right, and the love you take is indeed equal to the love you make, will plotting our coworkers well-being increase our chances of being on the receiving end of pronoia? What does this look like at work? We can assume our teammate isn’t trying to dump an unwanted project on us, but just needs a hand. That attitude improves our mindsets more than hers. Remember to set boundaries though. For example: Once the project is doable for our coworker, stop helping. Be a pronoia instigator. Did someone in another department give us a viable sales lead? Send an email to his manager. Has the team hired a new member? Take her to lunch and answer her onboarding questions. Does the intern need help polishing his resume? Give it the once over.

Expecting the best from people doesn’t change them. It actually changes us. It causes us to treat our coworkers differently. Think of it as the Golden Rule on steroids.

What do you do at work to spread pronoia? Please share your suggestions in the comments section below.

Dirty Glasses

I can’t tell when my glasses get dirty. At some point, my vision gets clouded and I’m unaware of it. Smudged spectacles give me a false perception of reality. “Wait, that’s not a pile of dirt in the middle of the road, that’s a speck of dust on my glasses!” One minute I’m blissfully ignorant and the next I can see all the stuff coating my lenses: dog nose prints, eye lashes, dried hair spray droplets, etc. I should clean them every day, but I don’t. Just like my lenses collect grit and grime, so does my work life. I let my good habits slide, I ignore my bad ones, I rationalize my lazy behavior, perhaps throw myself a wee pity party, and before I know it, I’m in trouble. So, I have to stop and “clean my glasses.”

When I realize I’ve made a mistake, the first thing I do is figure out how I created this big mess. For example: Recently, I had a bad glucose test result.

Why? I miscalculated the number of carbohydrates in the serving of chicken enchiladas I ate.
How? I talked myself into believing the serving size was safe because I wanted to eat the yummy chicken enchiladas.
Now what? After the pity party, I buckle down. No chicken enchiladas for a while and the next time I make them, omit the tortillas.

I use this same pattern to recover after a mistake at work. For example: I ignored the auto-generated emails from the company’s ERP notifying me of undone tasks because I was pretty sure I did them and documented them, plus the ERP was famous for sending erroneous automated you-have-a-task-awaiting-you emails. I finally got a minute to recheck my documentation against the ignored messages and discovered an error on my part. How did I fix this? I asked myself the chicken enchilada questions:

Q: Why did I make the mistake?A: Overconfidence in my assumptions.
Q: How did I make the mistake? A: Quickly checking my documentation instead of paying attention.
Q: Now what? A: Do the tasks and set up a process for paying closer attention to comparing the tasks to my documentation.

Sometimes I need help cleaning my glasses. My mom says my dad is the best glasses cleaner she knows. Every time I’m at their house, I ask him to clean them. Sometimes at work I need help from someone I trust to be honest with me, in order to help me progress; more an accountability partner than a mentor. For example: A coworker who sees me surfing my social media during the time I’m usually making client calls and asks me about it; and who would appreciate my doing the same for her. Performance reviews are great for preventing long term crashing and burning. But for ensuring I’m on the right track before I talk myself into “eating the enchiladas,” an accountability partner is great for helping me “clean my glasses.”

Do you have an accountability partner at work? Please share how you help each other in the comments below.

All by Myself

I recently attended a symposium for work. Alone. This introvert was terrified. My face flushed, my eyes darted around the banquet room, my hands shook; to look at me, you’d thought I was being chased by Freddy Krueger. “This is ridiculous,” I told myself. “You are a grown woman. Snap out of it!” Do you feel the same? Do you attend networking events solo? Here are three things I did to make myself feel (a little) more comfortable:

Loners – Surveying the room, everyone I saw had a companion. I looked for a table in the center of the room, where I could face the podium without turning my chair around, with no other tables between it and the beverage tables, and with one other person sitting at it, preferably a lone female like me. (Not that I’m picky or anything.) I found the situation I was looking for and approached the lone female. She just happened to be the organizer. At first, it was a good thing because it gave me a topic of conversation (“Oh, you’re Jane? You’re the one sending the helpful emails?”), but soon she was distracted by all the details she had to handle. She also attracted a couple of out-of-town participants who ended up sitting at our table for six, and now the three of them had business to discuss. Two other women sat with us, but they were from the same company and immediately started talking shop. If you don’t see a familiar face when you walk in the room, I recommend going to the refreshment table and listening to the conversations while you pick up food and/or a beverage. See if you can discover someone else who is attending alone, or people who are talking about something you’re interested in. Try to keep the conversation going and gravitate to a table with them. On arrival, ask if they expect anyone else. If they aren’t, sit down. People usually won’t be so rude as to ask you to leave.

Speechify – I’m new at my company, so I don’t have a good elevator speech yet. I tried my latest version on my table mates. When they asked me questions, it gave me the opportunity to hone it. Their questions revealed where the speech was weak and allowed me to revise it for the next delivery. It also gave me an opportunity to ask them for theirs to see if I could incorporate any of their style into mine.

Commonality – I looked for common ground. It was brutally cold that day and an impending polar vortex was headlining, so talking about the weather was a no-brainer. One of my table mates got on her phone and made transportation arrangements to dance class for her daughter, so asking her about her children was obvious. Another table mate had a Louis Vuitton tote, so complimenting her on it was easy. I also asked follow up questions. When they talked about the suspicious chicken salad at lunch, I asked one of my table mates for her chicken salad recipe. When my husband texted me a funny meme featuring a dog, I asked my table mates if they liked dogs and showed it to them.

I lived through the event and congratulated myself for hiding my social awkwardness for eight hours. I have another one coming up. If you have any suggestions for me, please leave a comment below!

Self-Care is a Thing

I recently discovered self-care is actually a thing. I’ve always equated it to “Treat Yo Self”, but I was wrong. It’s an entire sub-industry of wellness and mental health rooted in medicine. (Here is an interesting article on its origins.) Innumerable products can be marketed for self-care: Frappuccino? Sure. Designer handbag? Absolutely. New car? You deserve it! It’s easy to quickly spiral out of control. In theory, self-care is simple (though not necessarily easy): It’s making time to relax and do something you enjoy. But, it’s faster to buy yourself something than to carve out time in your schedule for a bubble bath. You need down time. It helps your brain make new connections between existing ideas, prevents burn out, and keeps you from stress-eating Snickers. We should take care of ourselves, but it becomes a task and that list is already too long. Attempting to decrease our stress increases it instead. Isn’t that counterproductive (and ironic)? Here are five low maintenance self-care ideas. Choose a couple that don’t stress you out.

Rest – Get ruthless with your schedule and prioritize sleep. Do you need to cut back on after-work girls’ nights? Can your partner take the kids to volleyball practice this week? Do you have to attend that Pampered Chef party? When I feel like I’m not following the Golden Rule, I put myself in time-out. I come home from work, put on my jammies, and take an evening to snuggle the dog and watch Jeopardy until I can fall asleep. If that’s 8:00pm, so be it. I ban caffeine, sugar, and social media. The next morning, I’m ready to roll out of bed and get back to the hustle.

Be Good to Yourself – or nobody else will (Shoutout to Journey). What clears your mind? Music? Exercise? Reading? Make wise choices regarding what you allow in your mind as well as your body. Be aware of what you think about yourself and how you talk to yourself. Carefully evaluate negative comments about you and discard opinions that are invalid. Choose what to believe and build yourself up. Don’t let the haters live rent free in your head.

Tune Out – I’m guilty of checking work email on weekends because I lie to myself: “I need to know if Joe Sixpack replied to the message I sent him on Friday.” No, I don’t. So, unless the sky will fall if I don’t check my work inbox, I’m not, and don’t you do it either. Sometimes I set my phone’s timer for fifteen minutes and journal, close my eyes and box breathe, or surf Pinterest for new chicken recipes. Whatever reboots your brain is how you need to spend your T.E.A.M.

Spend Money – I give myself a weekly allowance and save it. When I find something I want, I spend that money and feel zero guilt. Put a few dollars aside to invest in yourself. Go buy a new nail color, get a new workout outfit, or visit your hair stylist. The indulgence doesn’t have to be solitary. Take a friend out for coffee or take your mom to brunch.

Or Not – Self-care doesn’t have to cost money. Walk the dog. Take a nap. Get a book from the library. Watch a concert on YouTube. Sleep in an extra half hour on your day off. Take a vacation day from work. Stay in bed and watch movies. Go for a bike ride. Self-care is about time. It’s about taking a break to rest, recharge, and rejuvenate. Isn’t it about time you took a break? Please share how you manage self-care in the comments section below.

Trust Issues

The people in my town are hard core skeptics. I spent the better part of 2018 trying to convince small business owners (SBOs) that not only could I GIVE them energy efficient measures (including installation), these measures could save them hundreds of dollars on their electric bills. I had a list of eligible small businesses. I visited the businesses, contacted the decision maker, and offered them our service. My biggest obstacle was convincing them the measures were free. Even when I admitted the catch was our measures had to fit their existing fixtures, some suspected a charge would eventually show up on their utility bill. SBOs missed out on both free installed measures and cheaper monthly bills because they didn’t trust me. I tried all kinds of reasoning: “Small business is the foundation of our community. The electric company knows it’s expensive to run a small business. I have the power to save you money, let me help you!” I felt like Jacob Marley’s ghost in “A Christmas Carol.” If you are in sales or outreach, (Let’s face it: For our employers to stay in business we’re all in sales or outreach) how do you earn a potential customer’s trust? Here are some things I did:

I started with friends; especially those with showrooms for whom lighting was a pain point. Not only do printers, jewelers, and tailors need well lit showrooms, those showrooms are expensive to light. After my team did a great job for them, I asked for referrals and encouraged word of mouth. I asked them if they knew other SBOs on whom I could call. When I got a name and contact number, I asked them to text or email that SBO to expect my call. Because my friend trusts me, and the referral trusts my friend, the referral can trust me. After installation, I sent emails to the referrals thanking them for participating. My email said I hoped they were happy with the measures and the lower electric bills, to call me if they weren’t, and oh, by the way, do you know of anyone else we can help? It’s the Faberge theory of marketing. Eventually in my request for referral emails, I could say we served over 100 businesses. I obtained permission from some to give their email addresses to skeptics as references. I used their credibility as a trust builder.

Other suggestions:

Make it easy for your loyal customers to champion your cause. For example: Write a testimonial for them to approve or edit. Post it on your social media platforms and ask them to post it to theirs, if appropriate.
Expect to contact potential customers multiple times before securing them: In person, follow up email, phone call, snail mail. Use different communication mediums to get their attention.
When something goes wrong, and it will, fix it quickly and generously then use it as an example to potential customers of your trustworthiness.

Why go to all this trouble? Because trust takes time to build and once it’s broken, it’s virtually impossible to re-establish. Trust is what keeps your customers coming back. Translation: Brand loyalty. Like it or not, you are a brand. You represent your product/service. You need customers to trust you because their trust pays your bills.

What are some things you do to promote trust with potential customers? Please share in the comments section below.

Kindness Is Good Business

I’m reading Adam Grant’s book, “Give and Take.” (Yes, it’s taken me five years to get to it. #beenkindabusyoverhere) It’s based on his research on why people succeed or fail in their professions. I was drawn to it because I’m increasingly convinced the paradigm for succeeding in business I learned (work hard, be so good at what you do they can’t ignore you, and take as much as you can get) is outdated. Social media makes the business world a small one. It’s such a key factor in employment that if all you do is take, word quickly gets around and no one wants to hire you nor work with you. So how can we succeed in business without really trying? Kindness. For me, here is what kindness means, what it doesn’t mean, and what I hope the results will be.

What it means: Creating win-win situations for both my clients and me. Businesses are made up of people. These people aren’t just my customers. They’re my friends, so I should treat them like it. Granted, they may not be my phone-call-at-four-in-the-morning friends, but they are my we-can-go-further-together-than-on-our-own friends. What does this look like in real life?

Asking questions and listening to the answers instead of forming responses in my head through the filter of “How do I make this work for me?”

Finding out what their goals are and how they want to reach them. Is there something I can do to help, even if it’s not a product or service I offer?

Paying attention to issues they have with my product or service. Conflict happens. I can use the opportunity to provide excellent customer service and strengthen the relationship.

Self-effacing. Not only do I have to be okay with not getting credit for my ideas, but also not mind if I’m giving more than I’m getting from the transaction.

Kindness means being available, staying genuinely interested in the health of the client’s business, and proving that I care.

What it doesn’t mean: Being a pushover. Learning how to politely say, “No, my product/service is not free. I won’t give it away just to keep your business and you probably wouldn’t want it, trust it, or find value in it if it was free.” Kindness doesn’t mean nice guys finish last. Helping others whether or not I benefit from the situation doesn’t mean I can’t have personal success. My clients don’t have to suffer in order for me to benefit. In fact, customers are attracted by generosity and tell their colleagues about it. Kindness is contagious. It takes time to pay off, but business is a marathon not a sprint.

Results: When I demonstrate that my client’s success is my success, I get customer retention and referrals. Kindness grows exponentially. It not only leads to more kindness, but also manifests itself in creativity, trust, enthusiasm, patience, and goodwill. As a pleasant side effect, these qualities bleed over into my personal life. Need any more reasons why you should be kind? Be kind because you can.

Please share your stories of how using kindness as a business strategy works for you in the comments section below.