Helping you improve employee performance

so you achieve more in your career.

Management FAQs

Here are some questions we've been asked.  Perhaps you've experienced a few.

"It is better to know some of the questions than all of the answers."
~ James Thuber

Here's a question we are asked quite often...

Boss Takes All the Credit

Q: Today my boss took credit for an idea I told him about last week. This is not the first time. He's taken credit for my ideas or work in the past and I've heard him do it to other people too. What's up and how do I get the credit I deserve?

A: A sure sign of a strong leader is one who gives positive credit to those who deserve it and takes the responsibility (a.k.a. blame) for negative results. Unfortunately, it's the rare boss who does both consistently.

First, since he's taking credit from other people too, take some comfort that this is not personal. This is most likely due to his insecurities. He doesn't see the connection that those who work for him give him credit when they do their work well.

Second, the next time you and he have some private time, ask what he liked about your idea on "X" (the one he just took credit for), explaining that you want to know specifically what type of work to do in the future. This is to see if he has internalized this to be his idea or to verify he knows it was yours.

Next, if his answer indicates he knows it was your idea, ask (in a nice - not accusatory - tone) "I seem to recall you saying it was your idea and I was wondering why you did that." This approach is to prevent defensiveness. If you agree with the explanation, great. If not, ask more questions to try to get him to see that giving you credit would be to his credit too. For example:

How would have giving me credit been negative? Do you think you would look like a strong manager if it was known you had an employee like me come up with ideas like that?

If his answer indicates he thinks it was his idea, you've a lot more work to do. State that you think it was your idea - and why! - and that if it were only one instance of this, you wouldn't be concerned, but that having this happen X number of times (be prepared to have specific cases or don't use a number), that you are concerned that he is not seeing the value of your work. Don't use words that make it about him; use words that make it about you and your concern that your work is recognized and valued.

These difficult conversations, can create a better world for you: You are releasing your internal tension in a positive way to effect change and you are giving things a chance to improve. Without these conversations, there is little, if no chance, to improve.

Go slowly, thinking before you speak; keep a cooperative, not accusatory, tone; ask questions to have them come up with the answer you want instead of handing your opinion over. Following those guidelines will help your chances of success.

Boss Taking Credit...yes, again!

Q: I am upset by my boss taking direct credit for ideas and work that are mine. He never gives me credit. It particularly bothers me when we’re in a group. He’ll mention my idea as if it were his own. I’m ready to explode—help!

A: Be careful stepping into this minefield. The cause of this will determine your actions, and you’ve a few things to keep in mind along the way.

Is he not giving you credit because 1) he has no good ideas of his own, 2) he’s insecure about his power and thinks you will make him look bad if the ideas are yours (conversely, having an employee with great ideas is to his benefit—as long as he’s good too), 3) he is not aware of what he’s doing, or…is there some other motivation behind his behavior? Have you seen him treat other people the same way?

Keep in mind that a good employee should indeed make her boss look good. It’s rule number one in the playbook. Not only is it your job to do that, it’s also very wise to do so because you become valuable to him when you add to his credibility and worth to the company. You could be the flush hand he’s holding.

Unless this person is a political player who cannot be trusted, it may be worth talking to him about it. Approach him when he seems in a positive frame of reference and talk about it in a stoic (unemotional) manner. Put the responsibility for your feelings on you, not him, so you prevent his becoming defensive as much as possible. Emphasize that you respect his opinion of your work, that you want him to look good to his bosses, and that you want to be a team player and have the team score whenever possible, but that you are feeling that “your work is not recognized.” Do not say that you feel unappreciated unless you think he’s the type of boss that honors that position. Ask him if he would be comfortable telling others when ideas are yours.

If he responds positively, yet his future actions don’t support his agreement to give you credit, beware. Some people are insecure and worry that a great employee could end up being promoted to their position, leaving them on the unemployment line. While that is true—there is some risk in having a high-performing employee take your job—there is more risk in losing your job because, as a manager, you do not have great employees. If your boss is insecure enough in his position to believe that giving you credit could result in his downfall, you might want to update your resume and shop around.

Conflict Between Two Employees

Q: Two of my employees do not get along at all.  Both of them are very good at what they do (I am pleased with their work), but the conflict between the two of them disrupts the office. What should I do?

A: That’s a main reason management can be difficult--personality conflicts are laden with psychological mumbo-jumbo. Do not be their psychologist, you are their employer. First, meet with them individually:

Does he or she see the problem?

What solutions does he or she have to resolve the problem?

Explain that the conflict has turned into an office problem, explaining the negative consequences, and it will not be tolerated.

Ask if there is anything you can do to improve the situation. Listen with an open mind and implement any of their suggestions you think are warranted and would be effective.

Then, give it a little time, and if it doesn’t improve, call a meeting with both of them, and, if possible, an impartial peer or supervisor who does not work with them. This person can act as an objective mediator along with providing a witness to the conversation.  Explain the behaviors causing problems, what you expect their behavior to be, and should further meetings be required each will receive a written Corrective Action (a document which supports a termination) to be placed in their personnel files.  They must see negative consequences for their bad behavior. Explain that you think they both do a good job on work products, but getting along with people is also a very important part of their job.

If conflict between them continues, you will have to decide if one or both should be terminated or decide to live with it. If it is a disruption to other workers, you may have no choice. If one is overwhelmingly more at fault than the other, then perhaps only he or she should be dismissed. If both are equally responsible, the two may have to go. As a manager, do not accept disruptive conduct...your career success depends on it.

She’s Late, She’s Late…for “My” Very Important Date

Q: I hold weekly meetings with seven people who report directly to me. One employee (I’ll call her Debbie) shows up late almost every time. When she arrives, she apologizes and usually attributes her tardiness to a business issue such as a phone call. I’ve told her she must arrive on time and not to start work she can’t stop immediately at least 15 minutes before our start time. What else can I do, I can’t keep making everyone wait like this?

A: Being late is not showing respect for other people’s time. This woman may be using her late arrival as a power play of sorts or a silent protest of some sort, even subconsciously. In addition, she may be a poor time planner. Is she good at other timing issues? If so, her problem is based on one of the former reasons.

Regardless of her issue is the fact that you are providing no negative consequences for her behavior, thus she has no reason to work hard to change. You had me until I read your last sentence: You are making other people wait? Why? This is disrespectful of other people’s time too. I’m surprised they are all still arriving on time. Furthermore, think of the money you are wasting when people are being paid to wait.

First, have a sit-down with Debbie and explain your expectation of arriving prior to the meeting start time. Ask her why she is consistently late. If her answer is the “I’m doing work” excuse, explore that with questions that probe into the reason why she does not plan accordingly. You may dig up a deeper reason. Discuss the reasons it will benefit her to arrive on time (including earning the respect from her coworkers in waiting).

Second, tell her you will not compensate for her late arrival again. With the next meeting, you will start exactly as scheduled. Should she be late, you will not interrupt the meeting at any time to acknowledge her arrival or bring her up to speed.

Coffee, anyone?

Q: As a manager of an accounting department in a large firm, I attend many meetings with executives. Maybe it’s because I’m the youngest female, I don’t know, but they are always asking me to serve coffee to everyone in attendance (sometimes as many as eight). I don’t mind pulling my weight, but how can I get out of doing it every time?

A: That’s a mighty sticky wicket you’ve gotten yourself into; now you’ve set the norm. Don’t fear, you can escape, yet retain your aura of cooperation. Here is one method you may want to try: When asked to serve coffee, gladly accept, but make it inconvenient for the attendants. How?

Take your time, bring in coffee a few minutes longer than it normally takes—getting longer each time. When you do deliver, make a big (yet considerate) production of it; disrupt the meeting (ever so discreetly) by fumbling with the door or causing a slight commotion with setting the items on the table. Try serving individual coffee cups if you normally bring in a carafe and accidentally add that unwanted sugar or cream. Another time, you can say, “I’d love to, but I’m coming down with this terrible flu bug and I don’t want to get you sick.” Take these steps slowly, so not to cause suspicion. Remember, always gladly accept.  Your reputation as a serious professional will be elevated when you’re not always the coffee-girl!

©2006 - 2010 Natalie Brecher             E-mail: info@management-mentor.com