Managing Older Subordinates!!

It requires a balance of maturity, diplomacy and assertion

How many times have you wondered what subordinates, who are senior to you in age, think of you? With a younger workforce at many leadership positions, it is now also a part of the Indian corporate culture to have older people report to a younger boss. In a country where age is revered, respected and rarely defied, this phenomenon puts the younger boss in a tricky position!

Motivating and managing older people, requires a balance of maturity, diplomacy and assertion. Inherent resentment towards a young confident supervisor, inability to take instructions from someone who is half their age, competitive feelings, etc are complex emotions that influence the older workforce in their interaction with their superior.

In India, familial cultures tend to replicate themselves in the workplace. There are no written rules on culture, but in general, a boss is looked upon as the older sibling/patriarch, whose knowledge and capability is greater than his subordinates. Managers like to look up to their bosses but many a times it is hard to concede to someone younger in age.

It is not sufficient to have a title and authority to get your managers to work with you. An older workforce has to feel wanted, needs recognition and does not like to be constantly reminded that a younger person is monitoring his performance! Here are some ideas to help you get by in dealing with an older subordinate:

1. Don't be self-conscious, be aware: Treat older employees the same way you do your younger employees. However, remember that your 57-year old employee's needs and reference points are different from that of the 37-year olds.

2. Be clear: Do not leave ambiguous instructions assuming that they have years of experience and will know what to do. Giving them, explicit explanations of your expectations of them should not be construed as slighting their experience, but a method of managing business needs.

3. Show respect for their experience: Give the older employee credit for his expertise. Show respect for your older managers' experiences and leverage it to benefit the team. They may not have grown in management cadres, but they do have a treasure of knowledge, practice and familiarity with tasks that can help you be more efficient.

4. Retrain: After a certain age, it may be arduous to upgrade basic skill sets. But your older employees need not be stuck doing the job they have been doing for years. Help them gain new capabilities. You will be surprised at how quickly some of them adapt and learn.

5. Empathise with their situation: Sometimes it is difficult to relate to a person's viewpoint if one has not yet experienced that stage of life. Be patient and understanding of their issues and challenges. Talk to them freely to appreciate their problems.

6. Alter your motivational strategy: Think of what motivates your older employees and use those to egg them on. A seasoned manager may have a completely different set of motivators compared to the younger one and good leadership must be sensitive to this.

7. Don't be "the boss": Do not waste time positioning yourself as the superior. You will gain acceptance if your business/unit does well and they enjoy your leadership. Do not wield your power and authority to remind them who you are!

8. Recognise their issues: Older employees face problems and have personal situations that are not the same as those of younger managers. Gestures like giving time off for health checkups or helping them for their children's wedding go a long way in enhancing the relationship.

9. Develop internal coaches: Older employees can be good mentors to younger managers. Use their knowledge and understanding of the organisational processes, history and culture as guiding forces for a new generation.

Emailing After Hours::Workaholics?

We all think about the content of our emails, but have you thought about the time at which you send them? Consider this situation:

My friend, whom I will call Julie, applied for a job at a well-known international company. She is excited about the job opening but concerned that the team she would join is a group of workaholics. As Julie tells it:

"One person on the team emailed me late on Friday evening. Another person emailed me on Sunday morning. They don't seem to have boundaries between work life and personal life."

Julie does not want to join a team that expects her to work 60 hours a week. She values her life away from work. So far, these emails are the only red flags she has had about working with this team. But they have warned her to look for other signs of workaholism.

What do you think about the timing of email? As a person who owns her own business, I work day and night. However, I try to time my email to go out during normal working hours. I do not want people to know I am thinking about business on Saturday. After all, they do not know that I have taken Wednesday afternoon off to drive my daughter to her violin lesson, visit a friend at the hospital, or see the latest Harry Potter movie.

At the same time, I do notice when clients write to me at odd hours. When they send messages on Saturday afternoon and reply to email from their vacations, it feels as though they are working too hard. Rather than admiring their commitment, I worry that they are over-committed.

Tethered to our jobs by email, instant messages, pagers, and cell phones, are we any more productive? I do not think so. I believe that getting away from the job, for a vacation, a violin lesson, a long walk, a hot date -- in short, for a personal life -- rejuvenates mind, body, and spirit. Making time for ourselves is more productive than replying within 24 hours to every email.

No matter when you work, you can use Microsoft Outlook to delay sending your message until a normal work time. (In the message, click Options. Then notice the delivery options.) Or you can write an email at 2 a.m. and save it as a draft to mail at noon.

I would love to hear what you think about possible workaholic communication AND what it tells our readers. But feel free to have lunch and get some sun before responding.

Leadership: Do you have it in you?

Nothing succeeds like success, they say. We all want to be successful in our careers, be it in our roles as individuals, team players or team leaders. Taking responsibility for one's actions is a key component of success as an individual. And taking responsibilty for what your team does is a key component of leadership. When one doesn't do that, failure is just around the corner.

At your workplace, you will often hear people passing the buck when something goes wrong. These people are definitely not going very high up the ladder. You will find most of them projecting the same pattern in their reasoning and approach to life, as well -- that nothing was their fault, including the incidents that happen in their personal lives as well.

Blame and excuses: hallmarks of an unsuccessful leader

Avoiding responsibility in one's personal life carries over into one's professional life, and vice versa. Excuses for failure and the choices you make at workplace fuel dysfunctional thinking and, subsequently, undesirable behaviour and actions. "Making excuses, rather than taking 100 per cent responsibility for your actions, decisions, and their outcomes, is the hallmark of future failures," feels Anjali Singh, a 27-year old manager with a finance company in Delhi.

This is why taking responsibility is so powerfully important and is the essence of what can make or break a leader.

Take responsibility at workplace

Taking responsibility is the underlying factor behind success at work. If someone in your team makes a mistake, you must be able to admit it, take the necessary action and then proceed. This is something that many do not understand. No leader can be successful without being accountable for his/her own actions.

Being responsible ensures that even when events outside your control go awry, you can at least determine how you will react to the situation. You can make the situation a disaster or you can use it as an opportunity to learn and to grow.

"My friend is a manager in a new startup venture. Every time we meet, I am taken aback by her failure to take responsibility for what's going on in her work and life. Everything is always someone else's fault. She explains away each problem with reasons about why she can't influence the outcome," says Anjali.

"We are continuously confronted with external pressures at work that affect us greatly. It is how we react to these pressures that largely determine what we accomplish in our career. Those who take responsibility and recognise their own weakness in the way it relates to the problem are the ones who grow and accomplish. Those who blame others or ignore their roles, stagnate and achieve less," says Rishi Gupta, 29, a manager in a telecom company.

Why people don't admit their mistakes

"Mistakes bring about a feeling of tension and anxiety within the individual. At such times, the mind seeks rational ways of escaping the situation. A range of defence mechanisms can be triggered. These defence mechanisms are subconsciously employed to protect the ego and they tend to distort, transform, or otherwise falsify reality. One uses these 'deceptions' to avoid facing issues of guilt, failure, fear, emotional pain, or embarrassment. In distorting reality, there is a change in perception which helps to lessen anxiety," says psychologist Dr. Kanchan Misra. There are many defence mechanisms. Some examples are:

• Denial: Claiming/believing what is true to be false
• Projection: Attributing uncomfortable feelings to others
• Displacement: Redirecting emotions to a substitute target
• Rationalisation: Creating false but credible justifications
• Reaction formation: Overeacting in an opposite way to the fear
• Intellectualisation: Taking an objective viewpoint in order to ignore the emotional aspect
• Regression: Going back to acting like a child
• Repression: Pushing uncomfortable thoughts into the subconscious
• Sublimation: Redirecting 'wrong' urges into socially acceptable actions
• "Some defence mechanisms are healthy. However, we sometimes either use them at the wrong time or overuse them, which can be destructive," says Dr Misra. For example, a leader whose team keeps failing, may misuse defence mechanisms such as rationalisation, projection, or denial, often.

Common defensive expressions used at the workplace

"It was not my fault." (blaming others without accepting personal responsibility)
"It wasn't all that important." (belittling the act)
"It happened a long time ago." (implying it doesn't matter anymore)
"They made me do it." (blaming others for a personal wrong act)
"There was no other way out." (justification of wrong)
"It only happened once." (rationalisation)
"Everyone does it." (rationalisation)
"I am only human." (indirectly blaming god)
"Well, no one is perfect." (general comparison to shift the guilt)
"The contract we lost was not a good one anyway." (a case of 'sour grapes' -- another defense mechanism)
How to take responsibility as a leader

"You have to be emotionally mature enough to see your decisions through and deal with the outcomes, whether positive or negative," says Rishi. Here are a few suggestions to keep in mind:

Acknowledge that your work is your responsibility

No matter how much you try to blame others for the events at work, each event is the outcome of choices you made and are making. Demonstrate accountability.

Make no excuses

Listen to the little voice inside your head. "The next time you catch yourself making an excuse, whether for a missed deadline or an unmet goal, gently remind yourself -- no excuses," says Anjali. Excuses fuel failure.

Listen to yourself when you speak

"Observe yourself talking with colleagues and friends. In your conversation, do you hear yourself blaming others for things that aren't going exactly as you wish? If you can sense your blaming patterns, you can stop them," says Dr Misra.

Take feedback seriously

If someone gives you feedback that you make excuses and blame others for your troubles, control your defensive reaction, explore examples and deepen your understanding of the situation.

Thus, when events at the workplace exert pressure on you, you can respond positively or negatively. Those who respond positively and take responsibility rather than blame others or be indifferent are the ones who grow as leaders. Consequently, they develop the foundation for great positive responses, great achievement, and great success in leadership.

So, are you ready to take responsibility for your actions?

Gearing up for the Appraisal!!

Come April and appraisals stare you in the face. And the best time to start preparing for them is now. Don't wait for the last minute -- it will only make you more anxious. Remember, the right attitude and the right preparation can help your appraisal go smoothly.

"Many people dread their performance appraisal," says 28-year-old Delhi based HR manager, Anuj Raheja. "But it shouldn't be like that. To bolster your chances for a good review and a potential raise or advancement, solid year-round preparation is critical."

Ongoing process

Performance appraisals should be an ongoing developmental process, instead of a formal once-a-year review. It must be closely monitored by both the employee and reviewer to make sure targets are being met. By preparing yourself diligently all through the year, and demonstrating cooperation with your reviewer to develop your role, you will create a positive impression.

"Keep your eyes open all year for things you can list as accomplishments on your review. Take courses. Keep abreast with emerging technology to impress your boss. If opportunities to broaden your knowledge/ skills come up during the year, don't wait for your supervisor's invitation to take advantage of them," advises Chetna Johari, 27, a computer engineer.

"You need to move purposefully through your career," says Rishi Gupta, 29, a manager in a telecom company. "You have to continuously show a sense of lifelong learning."

Unfair appraisal last year?

Performance appraisals often are not exactly what we expect or want. Frequently, the emphasis tends to be on what you did not do or what you did wrong, rather than on accomplishments. Somehow, your boss may have a tendency to let the negative dominate.

Your last appraisal is history. However, your next appraisal is still in the future and you can do a lot to influence what your boss has to say then.

Dissecting your last appraisal

Look at the method by which you were rated. List the areas that seem to be important to your boss. Consider your performance over the last year and plan accordingly for the next year:

1. What have you done well?
2. How could your performance be improved?
3. Were there any organisational/ management issues that affected your performance?
4. How could these be resolved?
5. How well did you contribute to the performance of your team?
6. Were your training and development needs met?
7. What are your continuing development needs with respect to your job?
8. How will they be met?
9. What are your long-term career goals?

Prepare for your next appraisal

"In order to assess your own performance objectively, try viewing it from your manager's perspective. Be conversant with the company's assessment policies and study the performance appraisal documentation carefully. Go through it step-by-step, anticipating comments and preparing your responses," advises Rishi.

Understand your main role. What knowledge, skills and attitude do you need to be successful? Quantify your achievements as far as possible and document how they have contributed to the organisation's success. What has gone less well? What can you do better?

"Document your difficulties as and when you encounter them all through the year. This way, come appraisal time, you will be in a position to discuss them authoritatively," says Chetna.

Think about the future.

How would you like your career to progress? What experience, knowledge, skills and attitude do you require to develop to help you achieve your goals? What support do you need from your manager, your colleagues and your company to improve your current job performance? What additional responsibilities would you like to take that will help you develop professionally?

Speak up about your accomplishments

Most performance reviews include a self-appraisal section where you should enumerate your year-long successes. "People often have a really hard time talking about themselves in a positive way," observes Anuj. Put that aside. "This is a business exchange. These are things you've worked hard for, and you want to bring them to the table," he says.

Compile documentary evidence to support your assertions, eg e-mails, letters, press releases, newspaper articles, testimonials, etc. Make a list of all conferences, seminars and training courses you've attended.

Brush up your negotiating skills

Preparation is the key if you're aiming for a raise or a promotion. Read up on negotiating strategies. Ask your boss about your company's promotion policy, so you can gain the knowledge and experience required to advance. "Also, ask your boss how he/ she moved up in the company and about the challenges he/ she overcame," says Chetna.

Take the positive and the negative

Even with all your preparation, your performance appraisal is unlikely to be entirely positive. "Obviously, whoever is doing your review will look for both strengths and weaknesses," says Rishi. The employee must be prepared for that and say how they plan to improve. Don't react emotionally to the negatives -- remaining businesslike throughout the review is important.

Make specific, measurable, realistic goals

Make a list of things you plan to accomplish prior to the next appraisal period. Put it in writing. Each item on your list should be specific, measurable and realistic.

For example, if you want to improve the number of times you come to work late, you can state it as: "Reduce the number of days I am late for work to no more than two per month". This is both specific and measurable.

To be realistic, the goal should be something you have to stretch for, to attain, but it should not be something you have to kill yourself to accomplish.

How your boss can help

Ask your boss to block some quiet time when he/ she will not be interrupted as you have something important to discuss with him/ her. Start the discussion by expressing concern with your last appraisal.

Take care not to attack your boss or criticise the previous appraisal. "Be open and cooperative. Acknowledge problems and deal positively and maturely with criticism. Avoid giving the impression that you're on the defensive. It's better to downplay the previous appraisal and concentrate on ways of making the next one better," says Rishi.

Reach an agreement with your boss

Discuss with your boss the list of goals you have made for the next period. Give him/ her a chance to indicate if your list needs to be modified. The final list should be jointly compiled. "Ask for clarifications wherever necessary. If you feel that targets are unrealistic, say so sensitively," advise Chetna.

Agree upon when your progress towards your goals will be measured and how the results will be reported. This will help ensure your next performance appraisal will be based on objective and documented data.

By putting your goals in writing, and making them specific, measurable, and realistic, you will be indirectly teaching your boss to appraise you more objectively without even mentioning the fact that his/her last appraisal was subjective and undocumented. Remember, the key is to keep the conversation future-oriented.

Follow-up

Keep a file to remind you of the dates on which to measure progress on your goals. After checking it, report to your boss to keep him/ her informed of your progress. "This will demonstrate you are seriously working towards the goals. It will also subtly remind your boss of his/ her obligation to do his/ her part of the reporting," says Anuj.

We all perform to the best of our ability when we know exactly what is expected of us, when we know we are valued and supported, when we know where we are going, and when we receive regular feedback on our progress.

Improving your performance appraisal need not be left to chance. You can play an active role. Make appraisals your friend by preparing for them beforehand. Your time starts now.

9 Questions To Ask An Unhappy Employee!!

If you want to get to the root of the problem with an unsatisfied employee, try asking these questions from HR expert Timothy Augustine . Honest answers to these questions -- and your subsequent actions -- could mean the difference between keeping or losing a star employee.

1 - If you could change one thing about out company what would it be?
The truth may hurt, but you need to ask. The answer could reveal something that is fundamentally wrong and that could be affecting other employees, as well.

2 - How do you feel the company and your team are doing?
The response will help you gauge how confident your employee is in what's going on at the company.

3 - How do you feel I am doing as your supporting leader?
In other words, what can you start or stop doing to make the employee's job more enjoyable and successful.

4 - Do you receive sufficient feedback about your performance?
Performance and merit reviews are not the only times you should offer feedback. Feedback is a continuous process which, when given consistently, can help an employee improve his performance and satisfaction with his job.

5 - What is most satisfying about your job?
Discovering what is most satisfying will help you better understand your employee's motivations and may even allow you to enhance the tasks or roles the employee enjoys most.

6 - What is least satisfying about your job?
On the flip side, discovering what is least satisfying about the job could reveal the need to reassign the employee to a different position or team.

7 - What would you change about your job?
Suggestions in this category can help you reevaluate the job's overall requirements and pave the way for improving any employee's satisfaction in that role.

8 - Do you receive enough training to do your job effectively?
Inadequate training can result in dissatisfaction with one's work and directly affect an employee's confidence.

9 - How can I or the firm help you fulfill your career goals?
Showing that you have a clear plan for career enhancement is one great way to retain a star worker.

10 Reasons Why One Should Leave Work at 6:00 PM

1. Employment letter stated that working hour finish at 6:00 PM
2. Work is a never-ending process even you stay until next morning you will never finish it.
3. Humans are not robots and even robots/machines needs rest despite which they may confront breakdown problems.
4. You love your career, but your family is even more important in your life.
5. If you failed in your life, your boss is not going to be the one who would lend helping hand whereas your family would definitely offer help.
6. You do not want to screw up or make your life miserable because of your job.
7. If a person who disagree to the above formulation, we think he/she is a loser who has no life, heartless, doomed workaholic, etc. He/She deserves the 'Best Employee of The Year Award."
8. You don't give a damn if your boss fires you.
9. For the Chinese, remember this "House in the East no longer keep you, Then just move to the West House."
10. Monthly Salary=Work from 9:00 AM - 6:00 PM

• If 6:30 PM=Rs.0.00+0 Bonus+0 Appreciation+Bad Health+Bad Social Life+Poor Family Relationship.
• Equal to:Unproductive Employee+Performance Drop+Company Reputation Drops+Retrenchment Rate Increases+Resignation Rate Increases

The Perfect Boss!!

There were about 70 scientists working on a very hectic project. All of them were really frustrated due to the pressure of work and the demands of their boss but everyone were loyal to him and did not think of quitting the job.

One day, one scientist came to his boss and told him - Sir, I have promised to my children that I will take them to the exhibition going on in our township. So I want to leave the office at 5:30 pm. His boss replied "OK, You're permitted to leave the office early today".

The Scientist started working. He continued his work after lunch. As usual he got involved to such an extent that he looked at his watch when he felt he was close to completion. The time was 8.30 PM.

Suddenly he remembered of the promise he had given to his children.

He looked for his boss, he was not there. Having told him in the morning itself, he closed everything and left for home. Deep within himself, he was feeling guilty for having disappointed his children. He reached home. Children were not there.

His wife alone was sitting in the hall and reading magazines. The situation was explosive; any talk would boomerang on him. His wife asked him, "Would you like to have coffee or shall I straight away serve dinner if you are hungry.

The man replied "If you would like to have coffee, I too will have but what about Children?"

Wife replied "You don't know? Your manager came here at 5.15 PM and has taken the children to the exhibition"

What had really happened was ... The boss who granted him permission was observing him working seriously at 5.00 PM. He thought to himself, this person will not leave the work, but if he has promised his children they should enjoy the visit to exhibition.

So he took the lead in taking them to exhibition. The boss does not have to do it everytime . But once it is done, loyalty is established.

That is why all the scientists at Thumba continued to work under their boss even though the stress was tremendous.

By the way, can you hazard a guess as to who the boss was..?

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He was none other than the mastermind behind India 's successful nuclear weapons and missiles program.

Dr. APJ Abdul Kalam, Former President of India.