Workplace Issues

Cultural fit is closely related to the Structured and Adaptable components.

Check Your True Preference Below:

__meet deadlines early                           OR __meet deadlines at the last minute

__make detailed plans before you start   OR __handle problems as they arise

__are punctual and sometimes early        OR __tend to be leisurely

__like to be scheduled                            OR __prefer to be spontaneous

__have a tidy workplace                         OR __have a workplace with many piles

MORE ITEMS ON THE LEFT?  Your inborn style is “Structured” with more left-brain activity.   You thrive in a stable work environment with well-defined job responsibilities.  You prefer working with tried and true products and processes that have been tested in the past.   You are seen as responsible, punctual and accountable and like to be rewarded for getting the job done in an efficient and organized manner.  You typically do not like change, too many surprises or having to work with co-workers who are too flexible and/or easy going.  You have a neat desk, closet, files and car.  You balance your checkbook on a regular basis and keep firm control over your assets.  Even relaxation is organized – play comes after the work is done.   Life is tidy and predictable and you like it that way!

Your special strengths include:

• Setting and pursuing long term goals
• Organizing projects and developing efficient systems
• Meeting and enforcing deadlines
• Properly using and conserving resources
• Completing all parts of work with precision and accuracy

MORE CHOICES ON THE RIGHT?   You are an “Adaptable” with more right-brain activity.  Chances are you prefer to work in a flat hierarchy, with the opportunity redefine your job every day.  You excel at creating new products and processes and thrive on dealing with the unexpected.  Variety, change, and a flexible environment without undue rules or bureaucracy is best for you.  You need to be rewarded for your willingness to take risks and to get things done, often without the assistance of others.  You are seen as spontaneous and adaptable.  Typically casual in your clothing and irreverent in manner, you also tend not to balance your checkbook too frequently.  And if work is not fun, it is not worth doing!

Your special strengths are:

• Responding easily to unexpected changes and crises
• Multi-tasking and keeping several balls in the air at the same time
• Being flexible, accommodating and easy to work with
• Applying skills and interests to new fields
• Solving problems in original ways

THE CONFLICT

There are many conflicts between the two groups – both in the workplace and in families (we tend to marry our opposite).   Structured types drive their opposites crazy with their need for schedules, plans, and closure.  Meanwhile  Adaptables may be perceived as messy and irresponsible by their Structured counterparts.  Understanding these inborn differences and the contributions of each increases workplace satisfaction and productivity.  It will also make for a happier marriage and better parenting.

DO COMPANIES HAVE ONLY ONE CULTURE? 

Despite an overall “culture: environments have different work niches for the other personality type. For instance companies like IBM will have a few departments designed to explore new markets and products.  These groups may be heavily populated by Adaptables who create a unique culture within their units.  Similarly a large bank, normally a bastion of structured behavior, will have overseas posts filled with employees always ready get on a plane on a moment’s notice to pursue a new client.  Likewise companies like Google need operating units with more Structured components.  Accounting, project management and operations are just a few that will typically draw and be run by individuals with the laser beam focus needed to carry out the responsibilities of the group.  Recognizing that you are good fit with your unit, but at odds with the company’s culture at a large, reduces stress.  It is easier to point out your value to the company if you understand the larger framework in which you operate.

CLUES TO RECOGNIZING THE ORGANIZATIONAL CULTURE

Can you determine the corporate culture during the interviewing process?  The degree of noise, conditions of desks and dress code may provide clues.   The Structured environments tend to be more subdued.   Employees have desks with limited and neatly organized piles.  The clothing usually is more formal.  Deadlines and punctuality are high priorities.  In an Adaptable environment there is “restrained chaos.”  Deadlines, clothing and schedules are more casual and desks have many piles.

IN SUMMARY.  The world divides fairly equally between the two groups.  There are no gender differences and the percentages hold up across cultures worldwide, even though some cultures seem to express values that favor one group over the other.  Differences are inborn and hold up from cradle to grave.  Finding the right corporate culture will allow you to define your unique strengths and brand yourself so others appreciate your contributions.  This is one of the most important steps to career success.  It will also reduce stress, free up your creativity and improve your relationship with your co-workers, clients, families and friends.

Professor, University of Southern California Marshall School and
Author, Comebacks at Work: Using Conversation to Master Confrontation. (see link below)
http://www.comebacksatwork.com

This happens often in business, and in politics. It is also facilitated now in the media where phrases like “some people say” and a general disregard for the source of an idea is making it nearly impossible to judge its worth. ”Some people” can say anything. It’s not only lazy by any respectable journalistic standard to use this kind of phrase, it enables the lifting of ideas without having to give credit. In short, we live in an era where connecting an idea to its source is a responsibility far too often bypassed.

If you let the stealing of your ideas pass, you invite people to do it whenever they please. There may be times when retrieving stolen ideas is not worth the effort. But when big stakes are involved or letting it pass makes you look weak, it’s important to know what to say. If, for example, you bring up an idea in a meeting and ten minutes later another person introduces it as if you never said a word, here are a few possible responses:

“Hey, Tom. That was my idea. What you added was good, but I’m taking it back to elaborate further.”

“When I proposed that plan, I had something different in mind. So let me just say ….”

“I’m taking that idea back. You guys are butchering it.”

“I’m delighted that you’re so enthused about that idea. When I mentioned it ten minutes ago, I wasn’t of your view. This is great.”

“Why does that idea seem so familiar?”

These responses are not making a scene or credit grabbing. But if you can’t bring yourself to directly deal with the lifting of your idea you might say, “Credit grabbing aside, when I introduced that idea I was going in a somewhat different direction with it. I’ll explain.” Or, “Not to dismiss your obvious contribution, but that idea is exactly what I was talking about ten minutes ago. So, obviously I’m sold.”

Play with these responses. Consider which ones like them work best for you and in the culture of your office. Don’t do this too often. But do so when it counts. It’s better to get someone’s back up a bit than to send the message that any good idea you have is up for grabs.

Amazon.com: Comebacks at Work: Using Conversation to Master Confrontation: Kathleen Kelley Reardon, Christopher T. Noblet: Books

Corporations that offer sabbaticals don’t do it as a nicety. They do it because it’s downright good for bottom-line business results, employees, the company and customers.

I’ve been on all three sides. I’ve taken four sabbaticals, and each time I came back to work as a better contributor, employee and leader. I have granted sabbaticals to my employees, and I have seen the rise in creativity and benefits for customers and the corporation. Most of us have worked since we were in our late teens or early 20s, so, of course, it’s natural to crave some time off.

Gary had been contemplating quitting and trying something new. After talking it over with his wife, he decided that since he was only one year away from his sabbatical, which his company grants after seven years, he should wait. Gary’s wife shared that Gary used to moan about work, but since returning from his sabbatical, God forbid anyone say anything negative about Intel now. He realized his itching wasn’t the company or the work. He simply needed a reboot break.

What happens on the other side to the person who has to step in for the sabbatical-taker? I spoke with Tami Graham, director of Global Benefits Design. When her peer for HR delivery took a sabbatical, Tami stepped out of her job completely to run the delivery group. She explained that she can create the most wonderful programs in the world, but if they can’t be rolled out in the field or easily implemented, they are for naught. Doing the delivery job gave Tami first-hand experience of what it was like to receive programs from her team and the challenges of implementing them. It made her a better leader, as it did the person who stepped in to do her job during those three months.

Why are more companies implementing formal sabbatical programs?
Employees return rejuvenated: More than 100 companies that offer formal sabbatical programs have close to 100 percent of the sabbatical-takers returning to the company with a higher level of engagement, loyalty, motivation and appreciation for their employer. Follow-up research shows a high percentage of promotion and improved performance levels of those sabbatical-takers. Companies that provided sabbaticals on an informal or exception basis had more sabbatical takers who did not return to work or remain employed with the company.

Clients will allow it: Some companies, especially from law firms, say, “You don’t understand; we’re different. We have a very intense one-on-one relationship with our clients.” The reality is many law firms — small to ones with more than 900 partners — offer sabbaticals.

It can be cost-efficient: This is another one that is especially hard for lawyers or firms who share their profits. But, if everyone takes a sabbatical, then at one time or another you will each be covering for another, and the profit washes out. Some companies offer only partial pay for sabbatical leavers, but for even those who offer full pay, a sabbatical program shouldn’t cost you. Maybe at a clerical level you might have to hire a temp once in a while, but with some careful preparation and juggling, work can be covered by existing employees.

Implementation is essential: It’s all in the preparation. The companies I spoke to have a very simple and effective system. Upon approaching the sabbatical year, an employee writes a memo to their boss requesting the specific time off. They then meet and outline coverage.

The bottom line: Our nation will lose its innovation and creativity if we don’t invest in our most important asset: our employees. We tune up our PCs, cars and home heaters. Why not encourage our people to give their minds and spirits a tuneup? Time and time again, sabbatical-takers return as more interested and engaged employees, more loyal and more creative. Sabbaticals broaden a company by bringing in new ideas.

Loyalty alone should be enough to justify implementing a program. The cost of hiring and training a new employee can be 1.5 times a departing worker’s salary. Sharon Allen, Deloitte’s chairwoman, said her firm’s sabbaticals and flexibility policies had saved more than $45 million a year by reducing turnover.  Companies gain because offering a sabbatical program is a wonderful tool for checking and building an organization’s depth and breadth.

Sabbatical programs force managers to proactively focus on developing their staff, complete succession planning and provide training and exposure to teams, thus encouraging “readiness” in terms of bench strength. It is a chance to evaluate the potential of employees who stand in for others in a real, not hypothetical, situation. Sabbaticals promote teamwork and better decision-making. Twenty percent of the “Fortune 100 Best Companies to Work For” offer fully paid sabbaticals. Since the inception of its program in 1979, Intel has granted more than 64,000 sabbaticals. Intel had $661 million in revenue in 1979. Last time I checked, this $43 billion company wasn’t doing too badly.

When is John going to get me that report?”
“What is going on with the marketing report? When are they going to finish that thing?”
“I can’t believe Mary is so late in making those phone calls.”
“Okay…who dropped the ball this time?”
“Hey…that’s not MY job.”
Does this sound familiar? If so, your small business team may be faced with a big challenge with accountability, which results in finger pointing, frustration and broken trust…both with your employees and your customers. Personal responsibility and accountability can put an end to the blame game, saving your business thousands if not millions of dollars by increasing productivity and overall job satisfaction, which results in very satisfied customers. These five basic approaches can support you in increasing accountability, which are simple, yet they require actually building a culture of accountability for your business.

1. Communicate the big picture – Accountability stands a better chance of succeeding if everyone in your business embraces a larger responsibility for the success of the entire company. Spend time talking individually with team members about how his or her project affects the vision and mission of the business. With this communication, people can make wiser decisions from the context of the “big picture” rather than from the perspective of what may seem to be a detailed and boring task.

2. State clear expectations – If one person on your team does not meet your expectations, the entire team can fail. It is important from the very beginning of any new project to state the expectations clearly and repeat them over and over again until your team really “gets it.” These expectations need to be crystal clear, including dates, who is responsible for what, the details of the task and how you want the finished product delivered. If your expectations are fuzzy or confusing in any way, your team can break down, and the fine and very important details can fall through the cracks.

3. Accountability work groups – One of the best ways to achieve accountability is to develop shared accountability among team members. Accountability within the team can be accomplished by what Morris R. Shechtman calls “accountability groups,” groups which give team members the permission to speak and listen in a way which is frank and open. This accountability group can include 2-5 people and can then serve as a small unit of people working together to confide in with struggles, weaknesses and insecurities. They can then find creative strategies to work together in the direction of the growth the team intends to achieve.

4. Move to action – In order for accountability to work, people have to know that failure of completion will come with certain consequences, including written warnings, loss of a bonus or extra hours served on a week-end to complete the project on the table. Without consequences, your employees won’t take you seriously. They will think that they can use blame, justification and rationalization as a way to deviate from being responsible, because you have not followed through on what you said you will do if the tasks are not achieved.

5. Reward and recognition program – Employees need to know in a tangible way their efforts are indeed driving the company forward, and it is important for them to share in the fruits of their hard work. The offer of increased pay and benefits (vacations, time off and other perks) can keep accountability and morale high and can motivate employees to continue to strive for high levels of performance.