I think it'd be funny if we called this section "But..." instead of "Comments".

Anyway - Kristen, I liked the points you pulled out of K&P's chapter 11 and I have some questions to challenge some of what you highlight. A rejoinder welcome, of course...

I'll throw out there that goals and expectations may represent "change" to many people and resistence may be inherent in them. New goals can represent a "new direction" or a "new emphasis" on a "new skill" - all change-based? Scary? For some people, yes.

Also, you explain that “organizations� have yet to perfect this goals and expectations “strategy.� While I agree that organizationally there are many tools the U (for example) could offer us managers in the goals and expectations realm, I'd spin the "non-perfection" slightly differently. Since organizations are really groups of individuals, I wonder if this lack of perfection may be more about the individuals not embracing goals and expectations as beneficial because they may force those individuals to do something different…to change.

So then it becomes the manager's job to...encourage people to embrace this change? Or is that the leader's job? What if there's only one or the other?

You also pulled trust out of K&P's chapter. This is a biggie for me and as I was reading the chapter I shared many of your reactions. But I have some questions about the simplicity of what they're saying.
--What happens when there isn’t trust between and manager/leader and one of her people? How does the answer differ if there's a bona fide (open for interpretation, I know) reason from the manager's or leader's perspective not to trust the employee?

--Managers and leaders clearly may have different responsibilities to the organization compared to the employee Doesn’t a manager have the responsibility (or the right?) in some cases to inspect, correct, and check-up? Or are these actions cop-outs by a manager who doesn’t want to or can’t figure out how to engender trust?

Good thoughts Kristen - thanks for instigating the exchange.

scott

Sorry -forgot one thing I wanted to add about recognition...

Gratitude is way up there on my list of values. Thanks go a long way with me and I value being able to say it different people in different ways. But...

Our group in Disability Services here at the U has been terrible about "giving thanks." One day not too long ago I told my boss that I wanted to publicly thanks people for work well done as well as "above and beyond" contributions to our unit.

She wasn't sure this was a good idea. I was stunned. I pushed and made my case and so at the end of a recent staff meeting I got people's attention by announcing that I wanted to end the staff meeting by doing something "really risky": I wanted to thank people.

The risk - as my boss and I talked about - was that I'd forget someone or draw the "qualifying" line just short of someone's contribution. BIG risk. I explained the risk, then I explained why I thought the risk was worth taking. Then I said my thanks.

--scott marshall

Scott, I had no idea you were such a risk taker! You mask it well! I applaud your pushing forward and would enjoy hearing what feedback you've seen or heard as a result of the "risk" you took. Well done to persevere!

I, too, was particularly struck by K&P's recommendations on publicly recognizing those who go above and beyond. Ironically, when I sat down to write this, I first checked my email. My sister-in-law works for a very large mortgage company. She has a high school education and has leveraged it to amazing heights within that organization. She is in a very demanding leadership position, supervising a team of about 30. Clearly, the mortgage industry has had its ups and downs. She has more than "hung in there", she has built a team that functions on mutual respect. She has high expectations of her staff and makes them widely known. She has developed leadership practices that mirror what we are studying - absent of formal training. The result is that they have consistently won incentive contests (for example, two cruises which she, her entire team and their significant others enjoyed, fully paid). The reason it struck me so tonight was that the tag line on her email says,

"Remember to recognize your Team or Team Members for going Above and Beyond."

This is her standard operating procedure, she consistently looks for and maximizes the best in her staff. Having done so, she is quick to ensure that they get the recognition they deserve. Her brother calls her a mother hen - always looking out for her chicks - but what she does works. In an industry fraught with stress and uncertainty, she has virtually no staff turnover and clearly helps them achieve both individual and company goals.

My second example belongs to me. I came to my current position after 26 years at the University managing sponsored research at the department level. While it's true that that my knowledge and experience gives me particular insight into the key aspects of this position, I had to be tutored in very many of the responsibilities I assumed with the position. My staff was exceptionally supportive - I truly do not believe I could have done it without them. In recognition of their efforts and support, I requested and received permission to give all six of them Outstanding Service Awards. These are not only financial awards. They must be approved by our Vice President which means that I sat down with him and, person by person, enumerated their individual merits and the specific areas in which they had helped me succeed. I am on an annual contract and, had my performance merited it, he could have let me go and nullified my recommendations. Neither happened, but I was willing to put myself on the line to ensure they got what I believed they deserved. I continue to have a job and they continue to surprise me with the thoroughness and thoughtfulness each brings to our unit's work.

Finally, I attempt to remember something I learned in a parenting class (long, long ago) - look for the good in your children (or staff, or peers) instead of the bad. Find ways to say yes and ways to say thank you. It's advice that has served me well in many areas of my life.

Sarah Waldemar

This is a well-developed conversation, and therefore I'll only add two comments to keep it alive and invite more comments.

Sarah jogged me to remember the powerful lessons of early childhood family education, and one of the most profound was the reminder that nothing substitutes for the gratification of a lesson learned, or a skill mastered by the person who did the accomplishing. Parents and bosses who make it a practice to acknowledge the effort and the accomplishment, and make time to listen for the sincerity of positive self-evaluation, get in on great joys -- big and small. Over the years I believe I could have done much more of that. It's about making time in the schedule for what Minnesota management consultant Dean Botts calls "One-on-Ones." From him I got the idea that in one-on-one time, there is an opportunity for the follower to lead by owning their story and telling it in their own words to someone with organizational authority following them in gratitude?

Regarding issues of change, and trust, and communicating around whether organizational goals are being met or not, again I wonder whether the first place to look isn't at the frequency and completeness of communication. This week has been a significant one for realizing the importance of mutual language. There are times when human emotion gets in the way, or the difference in context between two people or among a group of people is wider than language in fleeting conversation can span. Talking alone risks that low rate of retention attributed to auditory-only learning. Shared experience is far better. Yet it seems to me that we're living in specialized silos, or compartments, or cubicles, or a corporate "caste" system more and more that makes those barriers more formidable, not less. No amount of available, free technology can overcome all that comes with those "filters" that separate messenger from message, follower from leader and leader from follower.

Anybody else want to take a shot at this? I'm very eager to have conversations about these related topics virtually or in person.

Kristen, thanks for starting this great dialogue. This was one of my favorite chapters and you listed my favorite quotes. Chapter 11 made me look at my own behavior as an employee (in a non-titled leadership position). What am I doing (or not doing) that contributes to the community of appreciation in my workplace? This past weekend I was one of four music instructors from my college to take music ensembles to the Eau Claire Jazz Festival – a regional competition. Mike, the head of the ensemble department worked tirelessly in organizing the trip. During the Festival, I mentioned to Mike my gratitude for his hard work and great organizational skills. Mike’s first response was surprise, he said he wasn’t used to being recognized for any of his work. Who else at the company isn’t being recognized and appreciated?

Scott, I’m glad you spoke to this chapter from a manager’s perspective. Although I love that the K& P book paints a rosy and inspiring picture, for me, the book falls short occasionally by not addressing more diverse perspectives on a topic.

You asked: “What happens when there isn’t trust between and manager/leader and one of her people? How does the answer differ if there's a bona fide (open for interpretation, I know) reason from the manager's or leader's perspective not to trust the employee?�

This is a great set of questions. In my Chapter 9 reading reflection, I told a story that involved a teaching collaboration between myself and a titled co-worker. The collaboration failed, the co-worker dropped the ball – but he was my boss. I received comments to my reading reflection that echoed what actions I could’ve taken by way of K&P’s suggestions on building trust etc... Many of those K&P suggestions were addressed at the time, but what if this ‘boss’ wanted no part of it and chose not to respond responsibly to my actions? What does K&P say now?
Epilogue to this story – I recently found out that this ‘boss’ did not receive contract renewal and will be leaving the school after this semester. Maybe this is the solution. (I believe it was the right solution in this case.)

Liz, Scott, Sarah:

Great comments on my post. I am glad that you all looked at it in a little more critical light. Looking back, I should have done more of that. Sometimes I get stuck in K&P- wanting to believe it is that simple and good. I recognize it is not that simple. Not all people should be given free reign, but some people need more of it. How to tell the difference? How to know?

While I was reading, I did question what to do when the employee maybe isn't reliable about the details on a project. Do you encourage and expect success without checking up even if it puts you, your superior, or your organization at risk for a blatant failure?

As a teacher, my gut says yes. That these are authentic learning experiences and that could be a growth opportunity, but as a teacher I was also used to providing a little more support and structure. With an employee- trusting and giving freedom really means giving some directions and then letting them go, right?

How have people seen this fine line of balance between freedom and feedback work? Jump in with a story!

Any thoughts on how far we go with trust and what points along the line genuine feedback is needed to help someone meet goals?

I like Scott's insight on employees and their resistance to change. Though, I would question the reason for resistance to change. Is adapting to change easily something that should be required of an employee? I kind of think helping employees through change is a responsibility of their manager and it shouldn't be that bad provided that trust did exist between the parties. If that trust doesn't exist, or if it's damaged, who's job is it to create or repair it? Again, I would say this is a primary responsibility of management.

I've worked for many managers and can honestly say that in the cases where I felt authentic appreciation, even if there was standard mistrust between us, I worked harder and enjoyed my position more. I would also say that I think it's acceptable for managers to check up on people, there is a big difference between coaching and supporting vs. micro managing. I think that is the line between feedback and freedom.

What a great discussion. It is very interesting and beneficial to hear other people's stories and opinions on this chapter - especially since it is obvious we all come from different walks of life and our organizational structures put us at different levels.

I read this chapter and immediately wanted to copy every single page, put it in an envelope address it to one of my three supervisors with the note: "Read and apply," signed Anonymous. This chapter reaffirmed so many of my own beliefs on how a manager or supervisor should "Lead" his/her subordinates.

The last couple of weeks for me have been really tough. My job is something I absolutely love, it is fun, challenging and lets me be creative. I know it is not a job I will do for the rest of my life, but for now, it is kind of a dream job for me. However, lately it has really been something I enjoy less and less. I have recently felt that my work is not appreciated, that I am constantly being watched - waiting for me to screw up, etc. As these things have started to happen I have started to second-guess myself, my abilities to do my job and my confidence has plummeted. K&P talk about trust and for me it is something that is definitely lacking between myself and my supervisor. I don't think she trusts me and I have a very difficult time trusting her. Kristin writes above: "Trust allows people to listen to themselves - and trust their own instincts - knowing that their superiors already support them. This in turn creates opportunities for people to go further than is originally planned for in goals." I agree with this statement entirely. I think being able to trust someone is also trusting oneself. I have been debating on how to address this situation with my supervisor because it is something that has really affected me and the job I am able to do. While I don't think giving her the K&P chapter would be the most professional... I don't know. I wonder what K&P would suggest a person in my situation to do... would they recommend addressing the situation or would they say work harder and prove that you are trustworthy...

With all that rambling and confusion, I must say it was very comforting to read Chapter 11 and realize that my need for trust, appreciation and feedback are valid and I'm not crazy afterall.

Scott, I have to respond to your discussion about suggesting a big "thank you" to those who contributed widely to success. I appreciate your supervisor's hesitancy while understanding and applauding your desire to recognize people. It is indeed a risk, for leaving someone out can be extremely hurtful, demeaning and/or marginalizing. For some, it may even be the last straw.

At the same time, if presented correctly, it can be wonderful for those who need that boost. And, of course, I have to say that recognition is absolutely necessary for every person who deserves it.

I suggest being selective and not trying to include everyone. While it is a nice gesture, including everyone can come off as being slightly phony. Try to find a time when each person is doing something great, not at the same time, and recognize those contirbutions. Keeping a log helps.

I recommend this even though I've not been the best at keeping such a log. It does sound like a great idea, however, and think I'll do that from now on. Being organized in this way seems critical when supervising, don't you think?

Keeping people content, most especially the good employees, is well worth the effort. People are the largest expense any organization has (aside from physical space expense). And replacing them is very expensive, given orientation and training time (all leaders should avoid this, unless the person is a legitimate drain on resources). And who knows -- through recognition, you might even take a marginal employee and elevate them to greatness!

I recall a couple of years ago sending out a mass email to over 100 of our physicians, staff and lab personnel recognizing three of our administrative personnel for efforts well beyond expectations. It was received extremely well by the physicians and other employees, but most especially by the recognized staff (in fact, the recognition brought tears to two). However, I can admit that I've been negligent in recognizing anyone else in the same manner since that time (only doing personal thank you's), and it now greatly bothers me. It makes me realize how huge an impact recognition can have and how immensely the lack of same might mean to others. Sometimes, supervisors get so busy in life and job that they fail to pay attention to this aspect of employee job satisfaction. I’m grateful for this reminder!

I therefore propose that every leader’s staff recognition be an ongoing daily effort. One time does not work. In fact, it can even be damaging. It needs to be carefully crafted and paid attention to on a continuing basis before it can contribute to the intended goal. The key is not just a show of appreciation but genuine acknowledgement of effort and results.

The way in which acknowledgement is presented makes the difference in risk: sending out a mass email of recognition (more risky) is vastly different than proffering a personal extension of gratitude for a job well done. I suggest both forms should be extended whenever possible—for the reasons stated above.