How to Talk about Problems - Without Being Negative
3 Tips for Communicating with Your Team
When most people hear the word “problem,” they immediately think of the negative. But, a problem isn’t definitively a bad thing. The online dictionary from Miriam Webster defines a problem as:
1 a: a question raised for inquiry, consideration, or solution b: a proposition in mathematics or physics stating something to be done 2 a: an intricate unsettled question b: a source of perplexity, distress, or vexation c: difficulty in understanding or accepting.
What’s interesting is, the primary definition of “problem” doesn’t even take into account the negative implications we typically have when we use the word. Instead, a problem is a question that needs a solution – or better yet, an opportunity for something to be done.
This is why problems are important when it comes to your work: because each problem is a reason for conversation, an opportunity for improvement, a challenge to do things better.
That doesn’t mean it’s easy to communicate about problems. It’s often uncomfortable, which is why most people avoid it. That’s why all too often, problems aren’t solved. That’s why every day, opportunities are lost.
You see, the problem isn’t that we have problems. It’s how we talk about them (or that we don’t). So, the next time you spot a problem in the workplace, use these ideas to bring them to light in the best possible way.
1 - Really understand the problem. Research it. Dig into it. Ask an expert on the topic for advice. Understand the issue for what it is. One reason many people talk about problems negatively is that they don’t understand what’s really going on. And lack of knowledge or information often breeds fear and uncertainty. So, before you bring up a problem with your team, try to understand it well. That way, you will be equipped with positive answers to any questions they may have.
2 - Focus on solutions. What usually goes wrong when people bring up problems is that they focus on all the wrong things. For example, it’s a waste of time to focus on who is to blame or what should have happened in the past, because nothing can change what has already been done. But focusing on those things can keep you from moving forward. It’s easy for a conversation about problems to turn negative when you focus on anything but workable solutions. So, use self-control, and be the champion for finding the answer your team needs.
3 - Buy into the positive. Even if you’re bound and determined to discuss a problem positively, it can be difficult to communicate those feelings if your face and body are conveying negative messages. It’s also hard to fool yourself – much less other people – that you feel positively about a problem if you don’t. So, before you bring up a problem with your team, make sure you can set aside any negative feelings first. Take time to consider all the positive opportunities the problem brings, and focus on the uplifting outcomes you are vying for.
The more you try this technique, the more you learn about positively dealing with problems as soon as they arise. It doesn’t mean you will never face challenges or obstacles. But starting today, you can start becoming a more positive leader in the workplace, improving morale with your team, and championing solutions to help your business thrive, no matter what comes.
Mentor the Staff You Have
How to Cultivate Leaders in Your Workplace
In today’s economy, talent is at a premium as businesses face new challenges of all sorts. In fact, research shows that businesses still cite recruiting and retaining top talent as one of their biggest business concerns. That’s why especially in today’s world, it’s critical to develop and grow the team you already have in place. Employees want to contribute to the success of your business and know you value their efforts. Using mentoring techniques can help you build the leadership potential in your competent workforce and ultimately help your business grow.
It’s important to spend time helping each member of your team develop. After all, if people report to you, that’s part of your job. But, keep in mind that all employees have different learning cycles and competency levels. It’s in the best interest of each employee if you spend your time equipping each individual with the direction they need. With employees who need consistent direction on tasks, skills, or projects, spend most of your time providing the specific direction they need to become more skilled at their current job duties. Examples include setting goals, deadlines, or expectations for them. When employees master the skill set of their current job, are self-directed, proactive, and team oriented, it’s time to start spending more of your time supporting their leadership potential. Here are some ideas to start with.
1 - Communicate confidence. One of the most motivating and encouraging ways a manager can mentor a team member is to communicate in ways that build confidence, both formally and informally. So, don’t stop encouraging employees when you start mentoring them. Consider setting up a regular meeting to talk so you can formally support their growth. Communicate your confidence informally by listening when the employee needs advice on how to solve a vexing problem and cheering on their personal efforts to grow as a professional.
2 – Enable opportunities. Once your team member is confident in their ability to develop as a leader, work on enabling opportunities for that employee to grow. This can be a tricky balance for a manager, because equipping an employee to grow professionally is not necessarily about creating opportunities for them. Instead, it’s about helping that person develop their own ideas and then making a way for them to enact those ideas. Support them by listening, praising, and equipping them, and spend time explaining context and sharing information that will help them embrace opportunities as they arise. Then, when it’s time to help open the doors of opportunity for your emerging leaders, they will be ready.
3– Ensure accountability. When you give opportunities, it’s important to hold employees accountable by talking with them about the outcomes of their efforts as they grow. When mentoring an employee, cultivate a relationship that will allow them to address both positive and negative issues with you. This will enable them to be proactive and develop a critical leadership skill. But don’t assume the employees you mentor will always see things the way you do. For example, if you perceive an issue or mistake that needs to be addressed, it’s important to bring the matter up yourself. Then, simply outline the problem and ask probing questions to help the employee discover the solution on their own.
4 – Envision careers. Part of your role as a mentor is to help employees envision a career path that will allow them to continually grow. And as a manager, you may also have the ability to help create new career opportunities for your highly-skilled and productive staff members. Helping an employee to realize that their efforts will help them beyond just their current position is an inspirational role of a mentor. You may or may not have career opportunities currently available for highly-skilled staff members. Either way, communicating potential career paths with your motivated team members will help you retain the superstars in your workplace.
Whether or not you’re hiring right now, you can still build your workforce in ways that will help your business and inspire your team. By using these mentoring techniques with the best and brightest of your employees, you will not only put your business on a more solid track, you’ll also reap the personal rewards of using your knowledge and insight to equip a new generation of leaders.
The Headaches of Heartaches
Managing Office Romances
Romance in the workplace is nothing new, but experts say it’s definitely on the rise. Longer hours at work lead to less time for workers to socialize outside of the office. And with an increased number of singles in the workplace, it’s almost inevitable that some romances will bloom.
For employees, this is often a great thing. The 2006 Workplace Romance Poll by the Society for Human Resource Management (SHRM) found that 62% of employees involved in a workplace relationship end up getting married. It’s the relationships that don’t end in wedding bells but in break-ups that can cause major headaches for personnel and employers. Office romances turned sour can lead to complaints about favoritism, decreased productivity, diminished team morale, sexual harassment claims, and even stalking complaints, according to the SHRM poll.
According to Vault.com, 58% of employees have acknowledged partaking in relationships at the workplace. Though this number is on the rise, the number of company office romance policies is significantly behind. The 2006 Workplace Romance Poll by SHRM found that only 18% of companies have a workplace relationship policy in place.
For companies to protect themselves from litigation and the negative effects of employee break-ups, it’s best to create an intra-office dating policy. When creating guidelines, there’s a fine line between becoming like Big Brother and having a vague policy that carries no weight. Take your company culture into consideration when determining what is acceptable and what is not. Plan ahead, and consider possible incidents and outcomes. Include steps managers and employees can take in case someone violates your policy's guidelines, such as how to report a violation and what the repurcussions will be.
Instead of strict policies and termination for infractions, some companies have no problem with intra-office dating. Southwest Airlines is one example. Of their 26,900 employees, 1,600 are married to each other, according to a recent SHRM article. In fact, their New York Stock Exchange ticker symbol is LUV.
While Southwest Airlines is embracing the love, not every company can reasonably operate with the same business culture. The focal point for most companies is to have a detailed policy regarding office romances. If this is the stance you want your company to take, consider covering possible consequences like employee transfers, formal discipline, or termination. Policies can also regulate supervisor and subordinate relationships or prohibit intra-department dating. Having concise guidelines clears up any confusion and leaves company outcomes clear and consistent.
Need more advice? Contact your local Express office to find out about how our HR Hotline can help you with this and other HR questions you might have.
Exchange is a publication of Express Services, Inc., Oklahoma City, Oklahoma. Copyright 2009.