Yikes No Dress Pants Managing Out of the Box

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Yikes No Dress PantsManaging Out of the Box

• Association of Legal Administrators
• Downtown San Antonio Chapter
• January 20, 2005
• Bart W. Castle, SPHR
• Sapio Group, LP
• www.sapiogroup.com

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As Managers, How We We React When Well Intended
Mistakes Occur?

• Our employees even very talented ones will make
  mistakes (its not if, its when).
• How we react may make a greater difference than
  we imagine both short-term and long-term for
  that employee and others.
• Is it possible that many mistakes, especially if
  ill-intent was not involved, are survivable AND
  even provide a chance to increase management
  credibility?
• An episode involving a senior manager of a
  billion dollar company suggests it is.

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Good News Bad News

• Did make the trip with all the necessary business
  documents.
• Did arrive at the right location on the right
  day.
• Did feel well and was mentally prepared for the
  days important tasks.
• Did not have his DRESS PANTS 15 minutes prior to
  first meeting of the day.

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Problems and Opportunities Something in Common
(Uncertainty)

• In managing people effectively there are no
  guarantees. Firing an employee does not
  automatically solve the problem.
• Though counter-intuitive, people, perhaps more
  than ever, are likely to respond to respect,
  truth, and even tough love to help them
  succeed.
• We must be willing to name the elephant
  (discuss the mistake candidly) if need be.
• In naming the elephant remember HOW we speak is
  often as important as WHAT we speak.

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A Significant Though Oft Overlooked Difference

• There is a significant difference in compatible
  and complimentary skills AND organizations need
  BOTH.
• Compatible is easier AND more common.
• Complimentary is essential if blind-spots are to
  be avoided.
• Sometimes, mistakes help identify an area of
  complimentary skill.
• Effective, purposeful communication is the key.

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The Problem with Pragmatism

• How we respond to a miscue may have long- lasting
  impact on performance (whether we intend for it
  to or not).
• Exercise care to make certain that what we SAY
  and what we DO are consistent.
• Remember sometimes solving one problem
  creates two new ones.
• Mistakes provide an opportunity to think
  creatively.

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Why Lemonade (Why not fire Mr. No Britches)?

• Opportunity to reemphasize expectations
• Opportunity to reinforce the notion Its an
  event not a drama
• Opportunity to communicate that mistakes (even
  some big ones) are often survivable
• Termination IS NOT a linear process!

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. . . The Rest of the Story

• Mr. No Britches worked for the manager for
  almost five years beyond the dress pants incident
  was it worth it?
• Produced company newsletter, including lay-out,
  without any journalism training without ever
  missing a deadline AND transitioned it to
  magazine format.
• Participated as part of management team that
  defeated most expensive organizing drive of its
  kind.
• Led organizations annual charitable campaign
  increasing total from 67K to over 350K.
• Recruited organizations first female store-level
  management candidate (who chose supermarket
  retailing over Neiman Marcus).
• The partially clad individuals identity? Ouch.

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Summary

• Are we clear about our guiding principles?
• Do we understand that being an Andy will likely
  keep us from shooting ourselves in the foot?
• Do we understand that things are not always as
  they first appear?
• Do we understand emotionally that there are NO
  perfect employees to choose from there will
  always be trade-offs?
• Are we clear that every situation cannot be
  salvaged but MANY can if our attitude about
  people is right going in?

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Questions, comments, additions, deletions,
corrections, or revisions?

• Thank You
• Bart W. Castle, SPHR
• www.sapiogroup.com