Creation and Time Management

This is a photo of a beautiful embroidery.

It is called "Creation" by Leonard Nierman. 

Really liked it!

Also, wanted to share something funny I heard from a colleague about time management (as learned at DoD).

It doesn't have to do with creation being 6 days and on the 7th day, G-d rested and it was good. 

Rather it had to do with being on time (or not) as follows:

"If you're on time, you're late.  If you're 10 minutes early, you're on time."

Wish that was standard fare. ;-)

(Source Photo: Andy Blumenthal)

Creation and Time Management

Shut Up, Pleez!

Some people just don't know when to turn down the volume or shut it off, altogether. 

Perhaps they don't have enough to do, are craving attention, trying to make a name for themselves, are plain 'ol destructive, or are simply acting the fool and looking for their next victim.

But they have to get into everyone else's business, telling them how to do their jobs, taking over and hostage any meeting they can shove their way into with their private agendas, emailing everyone and their mother with their henpecking of the day, and demanding their needs are the priority and rises up over everyone elses--no matter whom or what else is going on. 

These people think they have an open mic and they are going to grab it, hold it, and never let it go. 

You beg them to stop, to control themselves, to work out their issues constructively, to give others a chance, to get in line, to let you do your job and they should do theirs, to get some situational and personal awareness, but rather than putting the mic down....

No, they see your calm and rationale requests for peace as squirming capitulation and the opportunity to hit you again and again. 

Everyone else has already given up and just won't respond or even acknowledge the Chicken Little screaming over and over again "The sky is falling"--when it isn't, and when so much important work is getting done by very hardworking and good people, who know how to act professionally. 

The kids nowadays say it straight up, "shut your pie hole!"

And that is really such a good idea. ;-)

(Source Photo: Andy Blumenthal)

Shut Up, Pleez!

Teats or Not

So I heard a new phrase from one of my colleagues recently...

He goes on about somebody (or something) being like "2 teats on a bull!"

I've always wanted to spend some serious time on a farm...but never really have had the opportunity to learn about that whole rural world, and I'm like what????

But I got it, and didn't really like it. 

Sort of a harsh way to call someone out as a useless piece of [you know what]!

I've heard kids joke about "man boobs" and I sure you can guess what those unflattering things are on a male.

Too often, we write people off without giving them a real chance!

While perhaps, there can be useless appendages through genetics or illness, there are no fundamentally useless people (although maybe some can be troubled, dejected, in a bad fit, etc.).

More often, there are unflattering comments from others who don't appreciate differences or see clearly what each person can "bring to the table."

Let's just say, if G-d created someone, there is reason and purpose to their lives, and we need to understand and appreciate them for their value. 

It may take (some) exploration, but everyone has strengths (as well as weaknesses--we're all human) and we can find what each person is good at, cultivate it, and leverage it for the good. ;-)

(Source Photo: here with attribution to Carol Von Canon)

Teats or Not

How To Give Employee Feedback

Finally some realism about how to conduct employee evaluations...

The Wall Street Journal reports that in the past employees could expect that "we would bring them in and beat them down a bit."

But now, managers are expected to "scrap the negative feedback" and "extol staffers strengths" (accentuate the positives).

Companies are realizing that negative feedback does "more harm than good."

- You tick off the employee and ruin any positive relationship and trust. 
- The employee feels unappreciated, hurt, and in jeopardy. 
- Employees project their hurt feelings and accuse you of being the problem. 
- The deteriorating state makes them fear that you are working against them and they become unmotivated to try to do better.
- Instead, they spend their time working against you (and the company), and looking for another job. 

There is an old saying that you don't sh*t where you eat, and so it is with employee performance evaluations.

In over 25 years, I have never seen negative employees reviews produce positive results!

However, I have seen that sincerely praising everyones' best efforts, leveraging their strengths, and being thankful for what each person contributes makes a high performing team where people are loyal, want to work, and contribute their best. 

Everyone has weaknesses and problems, and frankly most people when they are being honest with themselves, know what their issues are. Pointing their face in it, doesn't help. (Have you ever told a fat person that they need to lose a few pounds?)

One idea that I did like from the Journal is called "feedforward," where you ask "employees to suggest ideas for their own improvement for the future."

This way each person can be introspective and growth as they mature and are ready, but not under threat, rather with support and encouragement. ;-)

(Source Photo: Andy Blumenthal)

How To Give Employee Feedback

Governance, Pay Attention

So I chose this photo to represent bad governance. 

The governing board covers their ears, eyes, and mouth.

Because they hear and see no evil and speak no truth. 

They are deaf, blind, and dumb--they provide no real oversight. 

Simply choosing to collect their pay checks and stock options for residing on the governance board.

This is their payoff--not to govern--but rather to shut up and stay out of it!

I read a good overview of what governance is supposed to be and comparing it to management functions (Reference: Exam Preparation Course in a Book for Passing the CISM):

• "Oversight versus Implementation
• Assigning Authority versus Authorizing action
• Enacting policy versus Enforcing policy
• Accountability versus Responsibility
• Strategic planning versus Project planning
• Resource allocation versus Resource utilization"

When the board does their job, then the organization has a business strategy, manages risks, allocates resources, delivers value, and measures and monitors performance. 

In other words, no more acting like a bunch of out of control monkeys. ;-)

(Source Photo: Andy Blumenthal)

Governance, Pay Attention

Draining Our Life Force

Here's a photo I snapped of one of the Fantastic Four (superheroes).

He's telling the evil Galactus, who drains planets of their life's energy, to "Stop!"

He yells at Galactus, "You have facilitated the Corporate Fascist Agenda long enough."

I think we all know a Galactus (or two)!

In every company and agency...there are individuals that seem to literally suck the creativity, problem solving, and life force from the bowels of the organization. 

They complain incessantly, make excuses for their lack of support and contribution, erect obstacles to progress, and needlessly put down other people's ideas and contributions.

These Galactuses facilitate their own or a corporate agenda in order to raise their stature, power, and purse.

They can be--almost G-d like figures in the organization that are feared and cowed to--but in the long term it's counterproductive to enslave humanity to them.

You can be like the Fantastic Four, who recognizes problem people and calls them out for bad behavior--you can be part of changing the culture from a BIG VILIAN negative to a SUPERHERO positive.

It starts, like in the comic--by identifying their personal agendas and bad behaviors and telling them to stop as well as by working with or around them to facilitate progress.

Galactus, you are finished! ;-)

(Source Photo: Andy Blumenthal)

Draining Our Life Force

Like A Rock Star

It's funny that people derive so much of their self esteem from others. 

If someone says something nice to/about them, then they feel on top of the world--full of worth, productive, successful, confident.

And when someone says something negative, then they get down in the dumps--depreciated, questioning, can't do anything right, like a failure.

Yet, it the same person inside--the same heart, the same soul.

Of course, we are impacted by our behavior (when we do good and not) and people's reactions to it--and we should be--it's a helpful feedback mechanism to let us know when we are messing up or as reinforcement to continue doing good things. 

But at the same time, people's feedback is not always correct or well-intentioned and certainly it doesn't necessarily represent holistically who we are...it's just a snapshot in time. 

So we need to take what people say and reflect back to us with a grain of salt--listen, try to understand, but also look at the bigger picture of you. 

You know yourself better than anyone else, so incorporate the feedback and use it to improve, but don't get bogged down by any person, event, or cheap talk.  

Yes, you can be a rock star, by reflecting from what others tell you, but more importantly by listening to that voice inside that guides you. ;-)

(Source Photo: Andy Blumenthal)

Like A Rock Star

You're Probably Not A 10

There is a review online for nearly everything...from sources such as Amazon to Yelp, Angie's List, IMDb, and more. 

But what you may not realize is that the knife cuts both ways...you are not only the reviewer, but the subject of reviews.

And if you're not all that...then everyone can know it!

The New York Times has an opinion piece by Delia Ephron about how reports cards are no longer just for kids, and that they are "for the rest of my life...[and] this is going on your permanent record."

From cabbies that won't pick you up because you've been rated a bad fare to your therapist that says you can't stop obsessing, restaurants that complain you refused to pay for the chopped liver, and the department store says you wasted their salesperson's time and then bought online, and even your Rabbi says you haven't been giving enough to the synagogue lately. 

People hear things, post things, and can access their records online...your life is not private, and who you are at least in other peoples opinion is just an easy search away. 

In Tweets, Blogs, on Facebook, and even in companies customer records, you have a personal review and rating waiting for discovery.

Your review might be good, but then again...you are not always at your finest moments and these get captured in databases and on social media.

Data mining or exfiltration of your personal information is your public enemy #1.

Of course, you'd like to think (or wish) that you're brand is a 10, but not everyone loves you that way your mother does.  

Too bad you can't tell them, "If I want your opinion, I'll ask for it"--either way, your gonna hear what people think of you loud and clear. ;-)

(Source Photo: Andy Blumenthal)

You're Probably Not A 10

Garbage In, Repair The World Out

I'm sure you know the saying, "Garbage In, Garbage out"--in other words what you put into something is what you get out.

In this case, I took a photo of a garbage truck--of all things--that had prominently plastered on its side, "Tikkun Olam - Repair the World."

That is quite a positive message to put on a garbage truck!

Maybe that is our challenge in life, to make good things happen from the garbage that life often throws our way. 

Make something sweet like lemonade out of something sour like lemons.

This is not easy without some sugar, but in life, we need G-d to supply the raw ingredients and we add the elbow grease. ;-)

(Source Photo: Andy Blumenthal)

Garbage In, Repair The World Out

Starbucks - BYOF

Okay, this was the second week in a row at Starbucks that I've seen people BYOF.

BYOF = Bring Your Own Food.

This gentleman relaxing on a Sunday has brought his ziplock bag and with some nice looking pound cake at that.

Message to Starbucks...either your food is really bad, overpriced, or perhaps a little of both. 

You pride yourself on your coffee and everyone pays a premium for it, but you are slacking on the food side of the coffeehouse. 

Seems like a big opportunity--fix your food (finally!) and make gazillions of dollars more off the addicted masses that flock to your coffee havens. 

My consulting fee...we can discuss. ;-)

(Source Photo: Andy Blumenthal)

Starbucks - BYOF

Slow, Smooth, Fast

A colleague told me a good saying from the Navy Seals. 

"Slow is smooth, and smooth is fast."

The idea is that when we slow down and practice diligently, we give ourselves time and space to heal and to work to perfect our technique, so then when we need to execute, we can do it fast and flawlessly. 

Embedded in this concept is that we do things right the first time, and eliminate risk and having to do them needlessly again...slow down and nail it!

In martial arts and other physical disciplines, this concept is honed by practicing in "motion study" and then "exploding" dynamically in executing upon the enemy. 

Slow, Smooth, Fast--practice makes (near) perfect. ;-)

(Source Photo: Andy Blumenthal)

Slow, Smooth, Fast

You Can Be Nice and Powerful

According to the Wall Street Journal, workers "value kindness in their boss" and compassion--this is natural, as we are all human with tests, frailties, and yes, everyone even makes some mistakes (and hopefully they learn from it). 

So while there may seem to be a contradiction between being nice and being an effective leader, there really is not. 

For example, we can have empathy for people, while still holding them accountable to do a good job through programs like flexible schedules, telework, and other workplace accommodations.

Power in the organization can be wielded by a boss in so many ways, and they don't even have to eat their spinach to do it. 

From what assignments you get, whether you have to work odd hours, to whether you get a good evaluation or even that promotion, for that matter. 

Many may be too quick to put on the punching gloves, however. 

Sometimes, the boss will laud publicly over some employees, while degrading or shunning others...that sends a message doesn't it.

Worse is boss that yells, tells someone their ideas are stupid, or glares at someone like they are a moron...that takes someone straight to employment hell. 

The email chain is the classic message!

So while power can be wielded, it can also be shielded by appreciating each person for what they can do and their contribution, if sincere and merited.

While employees value a nice boss, this doesn't mean that we don't want to be challenged, we do--challenge adds some meaning to our jobs and our day--that's why 75% would rather work for a high-achieving, but demanding boss than a nice, but ineffective one. 

But combine nice and high-achieving into a boss, and I think we will all want to work for such a leader and follow them wherever they go! ;-)

(Source Photo: Andy Blumenthal)

You Can Be Nice and Powerful

Shout, Let It All Out or Shut Up and Take 10

I like this photo..."I don't know what we're yelling about!!"

On one hand, some people may yell out of frustration or anger--because they feel terribly wronged or even abused by someone else (i.e. they feel a "righteous anger").

On the other hand, others may yell because they are mentally unstable or just can't handle their sh*t (i.e. "they are losing it").

Some may yell like in martial arts training to scare the other person and get them to back off. I remember someone telling me back in NYC that if you're about to be attacked, start to talk to yourself, act crazy, foam at the mouth, and yell...this way maybe they will leave you alone (i.e. "they'll look for an easier target"). 

While some studies are saying that yelling is becoming less of a problem, the sheer number of articles on this topic tell a different story. From yelling at your children to yelling at your employees, the yelling phenomenon is alive and well.

Parents are yelling more, maybe to avoid spanking, which is now more a social taboo. Studies show that 75% of parents scream at their kids about once a month--this includes shouting, cursing, calling them "lazy," "stupid," or otherwise belittling and blaming them. The problem is that yelling only makes the kids depressed, angrier, and creates more behavioral problems, not less. 

In this way, shouting at children is no different than physically abusing them (e.g. hitting, pushing, etc.)

Similarly, when superiors or customers scream at employees, the workers feel they are in an out of control situation where they are powerless. There are numerous negative impacts that this has on them, including problems with memory, reduced creativity, worse performance, and higher turnover rates. 

While some people may not resort to actual yelling in the workplace, they instead do "silent yelling--sending flaming emails, making faces or otherwise denigrating employees or simply marginalizing them. In other words, they don't yell, but rather are silent and deadly, nonetheless. 

Businessweek quotes Rahm Emanuel about how he motivates people, "Sometimes--I don't want to say scream at them--but you have to be...forceful."

Rather than yell or scream, the common advice is to bring it down--way down--using measures from taking a deep breath to meditating, counting to ten or waiting 24 hours before responding, describing how you feel to focusing on problem-solving.

The key is to calm down, act with your brains not your brawn, and figure out how to get to the root cause of the problem and solve it. 

People may raise their voice to vent or make a point, in the heat of the moment, or if they are being personally attacked, but in general, as it says in Ethics of Our Fathers, "Who is strong? One who overpowers his inclinations." ;-)

(Source Photo: here with attribution to Soukup)

Shout, Let It All Out or Shut Up and Take 10

Gaming to Get More Bricks and Mortar

Farhad Manjoo has an interesting piece in the Wall Street Journal on the gamification of the workplace. 

In office gamification, employees are treated like gamers--they are measured, given points, and recognized/rewarded for meeting objectives as if you are playing an arcade game or Angry Birds. 

The problem is that this is really nothing new and also not very motivating to the workforce. 

Already in the Bible the Egyptians oppressed the Israelites by giving them ever crushing quotas for gathering straw and building the great pyramids.

And if they didn't measure up, the Bible tells us that, "They made their lives bitter with harsh labor...the Egyptians worked them ruthlessly."(Deut. 1:14)

You see while measuring performance is a good and important part to managing and maturing processes and the workforce, tracking people in real life with plus ups for every good thing and minuses for every mistake or failure treats this whole thing as one big game, but it's not.

A mature adult workforce doesn't need points and bonus time for doing their jobs, and shouldn't be made to fear losing their jobs for not meeting their daily numbers.

Even Manjoo admits that he dreads working in a work environment where everything is measured and monitored to the nth-degree.

He says that even in a field like Journalism, he feels undue pressure to produce and that "every time I write a story that doesn't make the paper's most-popular list, I consider it a tiny failure. If I do that too many times in a row, I begin to wonder if I should look for a new line of work."

Now perhaps, many of you are saying, that if you can't perform at expectations, maybe you should be looking for another job, but the point is that performance measurement should be humane--working toward the long-term benefit of the company and the development of the employees--and not one miss and it's "Game Over!"

Gamification software, like Badgeville, that gives points for everything from creating a sales lead to responding to a lead and converting a lead to sales opportunities is nothing short of childish micromanagement.

Employees shouldn't treated like children working for points and prizes and titles like "Super Converter" or "Super Dealer" (like in the demo video), but rather should be treated as professionals, who work for the mission and based on an ethos of excellence, where they are committed to doing their best for the organization, and the organization is committed to developing them and making them a ever better and satisfied workforce--not making them feel like they are coming to a surveillance, tracking, and fear-inspired workplace. 

Can gamification have a place in creating some healthy workplace competition and fun? Sure, but when it's masquerading as a serious tool to engineer people to do their jobs and have a meaningful career, then someone in the C-suite has been playing Farmville a little too long. 

My father used to tell me, "You catch more flies with honey than you do with vinegar," and employees will be far more motivated if they know you are working with them as a team to "get to the next level" rather than infantilizing and prodding them with ridiculous amounts of workplace surveillance to force them to collect more straw and build more pyramids. ;-)

(Source Photo: Andy Blumenthal)

Gaming to Get More Bricks and Mortar

The Backlash Against Performance Reviews

So there is big backlash against employee performance reviews. 

Bloomberg BusinessWeek declares the annual performance review to be "worthless."

The performance review ritual is traced back to the 1930's with Harvard Business School Professor, Elton Mayo, who found that productivity and satisfaction of workers improved when they were measured and paid attention to. This was referred to as the Hawthorne Effect because the study was conducted at the Hawthorne Works of Western Electric outside Chicago.

Later in the 1950's, the Performance Rating Act institutionalized mandated performance reviews for federal workers, 

But studies in the last 2 decades have found employees (42%) dissatisfied with the process and even HR managers (58%) disliking the system. 

Clinical Psychologist, Aubrey Daniels, call the process "sadistic!"

The annual reviews are disliked for many reasons including the process being:

1) Arbitrary, subjective, and personality-driven rather than objective, meaningful, and performance-based.

2) Feedback that is too little and too late, instead of real-time when good or bad performance behavior occurs.  

3) A power tool that managers use in a "culture of domination" as opposed to something that really helps employees improve. 

4) Something used to punish people and build a case against employees to "get rid of you" rather than to reward and recognize them. 

At the same time, this week, the Wall Street Journal reported that Microsoft and other companies are getting rid of forced employee rankings.

The ranking system was developed by General Electric in the 1980's under Jack Welch and has been referred to as ""Stack Rankings," "Forced Rankings" and "Rank and Yank." 

Under this system, employees are ranked on a scale--with a certain percentage of employees (at GE 10% and Microsoft 5%, for example) ranked in the lowest level.  

The lowest ranked employees then are either let go or marginalized as underperformers getting no bonuses, equity awards, or promotions. 

"At least 30% of Fortune 500 companies continue to rank employees along a curve."

Microsoft is dumping the annual quantitative ranking and replacing it with more frequent qualitative evaluations. 

UCLA Professor, Samuel Colbert, says this is long overdue for a yanking at companies and managers' jobs is "not to evaluate," but rather "to make everyone a five."

While this certainly sounds very nice and kumbaya-ish, it also seems to reflect the poor job that managers have done in appraising employees fairly and working with them to give them a genuine chance to learn and improve, before pulling the rating/ranking trigger that can kill employees career prospects. 

A bad evaluation not only marginalizes an employee at their current position, but it limits their ability to find something else.

Perhaps, this is where the qualitative aspect really comes into play in terms of having frank, but honest discussions with employees on what they are doing well and where they can do better, and how they can get the training and experience they need. 

It's really when an employee just doesn't want to improve, pull their weight, and is undermining the mission and the team that performance action needs to be taken. 

I don't think we can ever do without performance reviews, but we can certainly do them better in terms of providing constructive feedback rather than destructive criticism and using this to drive bona-fide continuous improvement as opposed to employee derision. 

This is possible where there are participants willing to listen to a fair critique and work together on getting to the next level professionally and for the good of the organization. ;-)

(Source Photo: here with attribution to Mediocre2010)

The Backlash Against Performance Reviews

The Measure Of A Person

Another candidate for picture of the week. 

This guy is wearing "tape measure" suspenders. 

Oh, how fashionable! 

While the true measure of a person is their good deeds and relationships (to man and G-d), perhaps the suspenders is a reminder that we should take the time to stop and measure ourselves both quantitatively and qualitatively in our lives.

As we approach the Jewish New Year, Rosh Hashanah, a time of introspection and judgement, it is a good opportunity to take measure. 

Performance management is not just for work--we can look at ourselves both personally and professionally and commit to do better. 

(Source Photo: Dannielle Blumenthal)

The Measure Of A Person

Many For The Price Of One

We were at the movie theater over the weekend and something funny happened when we went up to the counter to get our tickets.

I ask my wife if she also wants anything to eat like popcorn etc.

She says yes, and I ask the lady behind the counter where the tickets and snacks are sold for some popcorn to ring up.

She points to the next register and says "You need to get the snacks over there" (pointing about one feet over to the left). 

I look at my wife like, okay and we pay for the tickets.

Then, we waddles over to the empty counter a foot over and wait for someone to help with the popcorn. 

Well the lady who just sold us the movie tickets waddles over as well and says, "Can I help you?"

We almost cracked up laughing. 

I said, "Yes, we would like some popcorn, please."

She says, "Sure," and proceeds to get the popcorn and we pay again.

What was hilarious was the lady selling the tickets redirected us to the counter over for the popcorn, where she in turn did the proverbial, changing of the hats, and then after selling us the tickets served us up the popcorn as well. 

It reminded me of a TV episode I saw a kid where some people visit a small town and stop at the Sheriff to ask where the local inn is. The Sheriff points them down the street. Then the people go into the inn and there is the Sheriff again, but this time wearing the innkeeper's visor. After checking in, the people ask where the town pub is and then stroll over across the way. They walk up to the bar, and the bartender turns around, and sure enough it's the Sheriff/innkeeper now with a servers smock on and asks what they would like to drink.

I may not be remembering the episode completely accurately, but you get the point. 

In a small town or an organization where people have to multitask, one person can play many different roles. 

That's why very often management in interested in good employees who can "walk and chew gum at the same time"--employees need to be able to perform under pressure to get many projects and tasks done, simultaneously, and they very often need to assume multiple roles and responsibilities to get that done. 

Pointing the finger at someone else saying not my job or the ball is in their court is no longer an excuse not to get things done. We have to shepherd the project all the way through the many leaps and hurdles that may stand in the way of progress. 

When people have to perform multiple roles and jobs--due to time constraints, cost cutting, or shortage of trained and talented people--then they may have to change hats many times over the course of their day and week. 

The Atlantic (5 July 2013) in an article about performing head transplants--yeah, an Italian surgeon believes this is now possible--retells an Indian folk tale called The Transposed Heads.

Two men behead themselves, and their heads are magically reattached, but to the other person's body. The clincher is that the wife of one of the men doesn't know which man to take as her husband--"the head or the heart."

It's a fascinating dilemma--what makes a person who they are--their thoughts (i.e. brain) or their feelings (i.e. heart).   

Similarly, when a person performs multiple roles at home, work, and in the community--who are they really? Which role is them--at the core?

We tend to like doing one or some things better than others, but does what we like doing mean that is who we are?  Maybe doing the things we don't like that challenge us to grow is what we need to be doing? 

Like the lady in the movie theater--one moment she was the ticket master and the next the concessions attendant--both were her jobs.

We too are made up of multiple and complex roles and identities--we are head and heart--and all the things they drive us to do in between. ;-)

(Source Photo: Andy Blumenthal)

Many For The Price Of One

Why Can't We All Be As Happy In Our Jobs As This?

Lapham's Quarterly (5 June 2013) put up a matrix of the "Worst Jobs In the World," but the problem is that is completely misses the mark!

The worst jobs matrix has four dimension based on the functions of jobs being treacherous, tedious, difficult, and disgusting. 

The matrix has some doozy jobs listed, such as the food taster for the emperor (i.e. testing for poison) and the banquet attendant who cleans up guests vomit and holds the pot for partygoers to urinate in.  

However, while this infographic provide some interesting job tidbits, it completely misses the point of what it really means for a job to be bad or worst. 

What doesn't necessarily make a bad job?

- It is not how treacherous a job is, because treachery can be in the name of patriotism (such as someone who works in the Intelligence or National Security community and may commit treacherous deeds, but they are for a noble cause to protect our people and country).

- It is not how tedious a job is, because many jobs are tedious but they are necessary and important, such as working "on the line" in many traditional manufacturing jobs producing goods that people want and need. 

- It is not how difficult a job is, because often the more difficult a job is, the more rewarding it is, such as a surgeon, scientist, social worker, teacher, and so on. 

- It is not how disgusting a job is, because many jobs involve blood, guts, and gore, but are jobs that save lives such as doctors, fire and rescue personnel, and even our warfighters. 

What does necessarily make a bad job?

- If you work for a cruel boss, you have a bad job. A bad boss--one that is bullying, arbitrary, unfair, egotistical, mean, and abusive--can ruin even the best of jobs. When you work for a great boss, you can learn, grow, and are well treated and for a boss like that, you will go the extra mile. 

- If you perform meaningless work, you have a bad job. One of the most important factors in worker satisfaction is whether you perform purposeful and meaningful work. If you do, then you have a reason to get up in the morning, and that is a great feeling, indeed. 

- If you work and are not fairly compensated, you have a bad job. Most people don't mind working hard as long as they is a fair performance management system, where they get rewarded and recognized for their contributions. However, if you aren't fairly compensated and can't make ends meet to provide for your family, you have a bad job. 

- If you have a job that doesn't provide for work-life balance, you have a bad job. Generation Y really appreciates this, and they have taught us all something about the importance of maintaining a healthy work-life balance. This means working to live and not living to work. If you have a job where you miss your kids' ballgames, have no intimacy with your spouse, and don't have time and energy to take care of yourself physically, mentally, and spiritually, you have a bad job. 

Many people work in jobs that are challenging--whether they are treacherous, tedious, difficult, or disgusting--but they are in good jobs. Other jobs are for cruel bosses, doing meaningless work, and are not fairly compensated and don't have work-life balance, and they are in jobs you would never want to have in a million years. In fact, food taster and banquet attendant may sound pretty darn good in comparison. ;-)

(Source Photo: Andy Blumenthal)

Why Can't We All Be As Happy In Our Jobs As This?

Genuine Artificial Gold

When I was a youngster going to summer camp, a great guy, "The Chief" lifeguard, used to tempt the kids to behave by offering them a prize of some "genuine artificial gold." 

Here are some thought provoking sayings from a cybersecurity class I took recently (you decide whether these are true for your organization):

- Organizational Power: "He who controls the budget, billets, and IT controls the organization."

- Micromanagement: "There is no greater enabler of micromanagement than information technology [and a crappy manager]."

- Getting to a Decision: "A non-decision is a decision."

- Managing Performance: "An organization is not well-suited to collecting data about itself."

- Mission and Personal Focus: "If you try to be everything to everybody, you end up being nothing to nobody."

(Source Photo: Andy Blumenthal)

Genuine Artificial Gold

Difficult Employees x 7

So I was learning about some management best practices in terms of there being 7 major types of difficult employees:

1. Challengers--employees that are oppositional; they resent authority, are disrespectful and confrontational. 
2. Clingers--people who are overly dependent; they are uncertain about what to do, fearful of making a mistake, withhold their opinions and may harbor deep resentments.
3. Drama Queens/Kings--these folks crave attention; they can be found spreading gossip and rumors and making dramatic pronouncements both professional and personal.
4. Loners--people who like to be left alone; they tend to hover over their computers and avoid personal interactions. 
5. Power Grabbers--staff that tend to get into power struggles with their boss; they ignore instructions and resist direction. 
6. Slackers--those who don't do the work they are supposed to do; they tend to linger on break, calls, or the Internet or be out of the office altogether.
7. Space Cadets--employees whose minds and discussion always seem to be in la-la-land; they tend to be off topic and impractical. 

Obviously, each presents a unique set of management challenges, but one of the most important things a manager can do is focus on specific behaviors and the impact of those on the quality/quantity of work and on the organization, and work with the employee whether through coaching, counseling, mentoring, or training on how to improve their performance. 

It should never be about the manager and the employee, but rather about the results and the outcomes. Keep it objective, be empathetic, document the issues, and work in earnest with the person to improve (where possible). 

Difficult employees are not evil characters (or villains) like in the James Bond movies, but rather humans being that need inspiration, collaboration, guidance, feedback, and occasionally when appropriate, a change in venue--where a square peg can fit in a square hole. ;-)

(Source Photo: Andy Blumenthal)

Difficult Employees x 7