How do You Know what I do in my Job?
I’m often hired to do skill-building workshops for frontline employees. The particular skill doesn’t seem to matter; the same question is asked by participants, "Are you doing this program for our managers/leaders?" Usually the answer is no, but I’ve come to believe that their question isn’t grounded in a concern about the skill set of the leadership team. It’s grounded in the concern of many people that their leaders are clueless about what they do on a daily basis. They believe that the people who make decisions that affect their daily lives have no idea what their daily lives are all about.
Let’s face it. Leaders have access to (almost) unlimited support possibilities. They control budgets and assignments. They get the latest technology, the best bathrooms, and preferred parking. Now, don’t get defensive–these statements might not apply to you, but I bet there are people in your organization who believe they’re true. Perception becomes reality, remember? In all fairness, it’s important to say that most people in your organization don’t have the foggiest notion of what you do every day either.
What’s a leader to do? Here’s an idea–and a challenge. (Some of it may seem familiar from the last question, but read carefully. There are some subtle differences.)
Look at your organization chart and identify twelve areas where you haven’t had, or don’t have, much occasion to interact with employees, and make it your plan to spend time with a person in each of those areas each month for the next twelve months. Spend the day with an installer. Listen in with a customer services representative. Make some sales calls, clean bathrooms with a janitor, and review financials with an accountant. Listen to their customer interactions. See your policies and procedures in action and the effect they have on workflow, the quality of work life, and productivity. Experience one of their days. Ask questions to determine how many of your experiences that day are typical. Experience for yourself the needs and concerns of your employees. Get smart about them.
Don’t stop there. Pick another area each month, and invite someone in your organization to spend the day with you. Ask them to shadow you through meetings, phone calls, and lunch. Encourage them to ask questions and answer them honestly. Help them get smart about leadership.