Tag Archives: managing

I’m Confused

One of the newsletters I receive linked to a couple of articles today which deal with the same issue from opposing points of view. I’ll lay out what they say and I’d love to hear what you think.

The issue is how to deal with social media posts made by employees on the employee’s personal pages. On one side we have an article from the AP called “How to handle an employee’s offensive social media post.” On the other we have The Atlantic with a piece called “A Social-Media Mistake Is No Reason to Be Fired.” The former calls for swift action (read that as termination); the latter urges leniency. Here is the reasoning behind each but I think you see why this is a confusing issue for many of us in business.

First the AP piece:

Whether it’s comments about news events, long-held beliefs or a bad joke, an employee’s offensive posts on Facebook, Twitter and other social media sites can damage a company’s image and profits. If the comments are racist, homophobic, sexist or against a religious group, tolerating discriminatory comments puts an employer at risk for lawsuits and losing customers.

Clearly, if posts of this sort are placed on the company’s pages, I’m in total agreement.  There is no middle ground – the person needs to be fired.  But what if, as is the case in some of the examples cited in the article, the employee is posting on their own page during non-work hours?  Are we as business people responsible for the political and religious beliefs of our staff?  What right do we have to regulate those beliefs and, moreover, what about the first amendment protections each of us enjoys?  The article says that many employers have taken to monitoring their employees’ personal pages to make sure that there’s nothing there that would be detrimental to the company.  Fair?

The Atlantic, on the other hand says:

Here’s what corporations should say in the future: “Sorry, we have a general policy against firing people based on social media campaigns. We’re against digital mobs.”

But note the one exception built into what I propose. Sometimes people do stupid things in the public eye that relate directly to their jobs… generally speaking, Americans ought to be averse to the notion of companies policing the speech and thoughts of employees when they’re not on the job. Instead, many are zealously demanding that companies police their workers more, as if failing to fire someone condones their bad behavior outside work.

The piece deals with the public shaming that bad actors often suffer.  The author believes this is punishment enough and is generally a short-term issue while a termination has long-lasting effects, well beyond the scope of the bad behavior.

So where do you come out?  Can you see why this is a confusing issue?

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Filed under digital media, Huh?

Why Me?

As we’re getting to the end of the year the pace slows down a bit and we get a chance to think a little. Oh sure – I know we all apply as much mental effort as we can to our daily tasks but the pace often dictates that we move quickly and there isn’t a great deal of time available for reflection. There is today so I’m doing so.

One thing I’ve learned over the years is the value of delegation. I found out many years ago that as the task list grew so too did the need to involve others in completing it. That required delegation. It’s a lesson that has served me well in my life as a consultant since often my role isn’t to do but to strategize and to recommend courses of action. I delegate (ok, more like beg) the client’s team to do the work much of the time.

Many managers delegate with a statement of what’s required and dismiss the staff member with the task and a deadline. They forget to answer a couple of questions. The first is “why me?”. It’s important for the person to whom you’re assigning the task to know that they weren’t some random choice to complete it. Hopefully you chose them due to specific knowledge they possess or a skill set that makes them the best person for the job. They should know that. It gives them an underpinning of confidence as well as a clue as to how the task is to be done.  You wouldn’t ask the accountant to write a marketing plan nor would you ask the marketing person to do a financial statement.  It’s not just their areas of responsibility that are different.  It’s their mindsets and their skill sets.  Let them know.

The second question you need to answer is about context.  How does what you’re asking fit into the broader business?  What does the desired outcome of the task have to do with what other people are doing and how does it move the business forward?  This helps the person understand that what you’re asking isn’t “busy work” nor is it random.  If you can’t answer those questions, by the way, you might need to rethink either the task or the person to whom you’re assigning it.

It’s easy to get subordinates to do things when you’re the boss.  It’s less easy to get them to do them in a way that helps them grow.  It’s even harder to have them develop themselves and the overall business.  Answering “why me” is a good start.  Make sense?

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Filed under Consulting

Traditions

Tonight is the first night of Hanukkah. For you gentiles in the audience, this holiday follows the pattern of many Jewish celebrations – someone tried to kill us; divine intervention saved us; let’s eat. In this case, that intervention took the form of making a single day’s supply of oil last eight days following a battle, and the food eaten this holiday is traditionally fried food in honor of the oil. It’s the last part on which I want to focus today’s screed.

No, this isn’t a rant on latkes (fried cakes of potatoes and onions) and besides, it isn’t Foodie Friday. It’s the tradition part and how the customs of the holiday got me thinking about business.  As with any holiday, whether a religious holiday or not, there are customs.  Foods we make, maybe clothes we wear, etc.  Even within your family it may be one family member’s house for a particular celebration that never changes from year to year (think Thanksgiving, Christmas Eve, etc.).  These are traditions and they give a sense of comfort and continuity.  They’re great things but not, in my opinion, in a business setting.

How we get into trouble is by honoring most business traditions. Some of them are fine, but not many.  Most of the contexts which prompted the creation of a legacy business process (which is, after all what traditions are) have changed.  Those changes have been dramatic, and thinking “that’s how we’ve always done it” can be a death knell.  What we need to do is to look back on the tradition and ask “why.”  Why was this, at some point, the right answer to a business problem and what can we learn from it to adapt it to current conditions?

I’ll make latkes and light candles and honor the traditions of the holiday this evening.  When I go back to work tomorrow, it’s with an open mind and a mental library of traditional business answers from which to build new traditions that suit today’s challenges.  You?

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Filed under Thinking Aloud, What's Going On