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FEATURE ARTICLE --

Capacity  Is A State of Mind

How much one is able to do, in many ways really depends on how much we think we can do.  As such, our capacity depends on our state of mind - ours and that of our employees. Today's budget challenges and restraints, difficult as they are, have a silver lining.  For instance, personal development deficiencies rise to the top when subjected to stress tests.  We may find that development opportunities exist both for us and for our people.  For example -- the way you think about your work speaks volumes about you to everyone with whom you come in contact -- your peers, superiors and subordinates. 

When you have conversations with colleagues how do you talk about your work?  Based on your response, which category of employee would you say you are? 

B.  Do you express concern about your future job security, retirements plans, health benefits, your next days off, etc?  Do you also talk about what you don't like about your job or how you don't care for this employee or that one?  Do you see performance discussions as another attempt by the big boss to keep you in line? Or --

A.  Do you talk about future job security, but ask your boss and others for definite suggestions on how you can help to improve the situation?  Do you contribute specific suggestions of your own?  Do you see performance appraisals as constructive discussions?

Which employee would you prefer to work with?  For my money, I would take the "A" employee anytime because what they say and how they say it speaks volumes.  This does not mean that the "B" employee is a bad employee.  In a large majority of cases, they are just being themselves and don't know any better. 

What to do?  If you are a manager, you must work to move your "B" employees to the "A" type.  You probably know already that this is one of the most difficult tasks in working with people.  Unless a person thinks their jobs is important and has a positive attitude about it this may very well be a waste of time.  So that's what we should work -- get them to see how important their job is, that they matter and have what it takes.  Then go from there.

What if you reading this is the one in group "B"?  I'd do the same thing.  Work your way into "A" by elevating how you see your work.  Begin immediately to see your work as very important and treat it that way.  Work to find solutions that improve your results to help your boss and your department achieve its goals.  Work to raise how the quality of your work as compared to that of others.

What you do with the "A" group is a topic for a different time.  At the minimum you should work to reinforce how much you value their contributions and their positive attitude.  Perhaps even stretch them (or yourself if this person is you) through available channels including suggestions they themselves may have to offer.

Whether you are the boss or an individual contributor, there are basic guidelines to follow during these interactions.  I use the acronym S-E-L-E-C-T to remind me.  Try to;

• Be
Specific with your comments.  Avoid broad statements and generalizations. 
• Listen with
Empathy and interest when speaking with your employees or colleagues
• L
ead by example in your daily dealings and interactions.
• Use
Effective follow-up action.  Schedule them and insure you meet your end of the bargain
• Maintain employee/colleagues' self
Confidence, and
• T
ake initiative to make things better

I could probably come up with a better acronym if I adjust my attitude and spend some good "think time" on it!  I like that word "THINK".  Or perhaps you came up with a better acronym.  Send me your suggestions.

Much success,

Sobem Nwoko
Publisher & Editor-in-Chief

© 2009 All Rights Reserved - Great behavioral health and corrections management people - and those striving to be great - should read this e-zine. Feel free to forward this email to all of your friends.

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