One of the hardest things I ever did was to hire someone to care for my infant son. “Here is the person most important to me in the world. Keep him alive.” I had no idea how difficult it would be to trust a relative stranger so implicitly. And as a result, let’s just say I was not the easiest parent to work for.
I’m embarrassed to admit that I wrote sixteen-pages of instructions on how to take care of my kid. And I gave that ‘booklet’ to a nanny with much more childcare experience than I had. When I heard my son crying, I would tell myself not to walk into the room and check on him, knowing it undermined the nanny, but I did it anyway. When the nanny sent me an update of when my son last ate, I replied telling her when he should eat again, even though I knew she already knew that. Yes, I really did these things.
Each time I over instructed, monitored, and advised, I regretted it. I knew micromanaging our nanny made me difficult to work with, which is not how I wanted to be. It reminds me of a comment an old boss said to me after we interviewed a candidate for a job together. He said, “Shari, your job as the interviewer is to make the candidate feel comfortable and ensure she leaves feeling good, regardless of how well or poorly she interviewed.” During the interview, my face must have said anything but, “I want you to feel comfortable and you’re doing a great job.” His words stuck with me and I was reminded of them each time I over managed our nanny.
Many people attend training on how to manage others. I’d suggest we also look at how we manage ourselves. How does working with you make people feel? Do your questions, requests, and interactions make people feel more self-confident and valued, or do people feel questioned and undermined? Do you pick your battles? Do you give just enough direction but not so much as to squelch the other person’s ideas, initiative, and spirit, especially when the stakes are high?
As you know, I’m evaluating how I do these things too. We are always a work in progress.
Here are four ways to build confidence in the people you work with:
Build Confidence 1: Ask people for their ideas and implement those ideas whenever possible. And if you aren’t open to others’ ideas, don’t ask for them. It’s better not to ask for ideas than to ask when you’re really not interested.
Frustrated by a control freak, micromanager, or a high-need-to-know type? Controlling behavior stems from a need that isn’t being met. Identify the need, meet it, and your life gets easier.
This is similar to what salespeople learn during good sales training. The customer wants to buy the car but doesn’t make a purchase. She visits the dealership three times, but just can’t pull the trigger. She has some sort of concern. If the salesperson can identify the concern, he can possibly resolve it, and sell the car. Working with control freaks is the same.
If someone wants more updates, information, or involvement than you’re comfortable with, he has a need that isn’t being met. When you meet the need, the person will likely back off.
I ask the people who work for me to never make me ask for something twice. Meaning, if I ask for an update the week before a speaking engagement, anticipate that I’ll want that information for all engagements. Confirm by asking me and then provide the data without being asked for all future engagements. Getting the information regularly without having to ask builds trust and credibility.
Here are six tips for working with control freaks:
If you don’t know, ask:
The person’s work-related goals. What are they working on this quarter and year?
What the person is concerned about at work? What are they worried about?
How does s/he like to communicate – in-person, email, phone, video, voicemail, or text.
How often does s/he want information, in what format, and with how much detail.
2. Provide more information than you think you need to, and then ensure the person wants that information in the future.
3. If you’re asked for information, ask why the person wants it, and if s/he wants it in the future. Then provide the information before you’re asked.
4. If someone is overly involved in your work and you feel you have no freedom, state your observation and ask for information. That could sound like, “You’ve been involved with each major decision with this project. I’m used to working with less oversight. Do you have a concern about my approach?” Then you negotiate. Everything is a negotiation.
5. This will put the other person on the defensive. A less confrontational approach is to discuss and agree upon levels of involvement and supervision when projects begin. That could sound something like, “What kind of involvement do you want to have in this project? What do you want to do? What do you want me to do? What kind of updates would you like, how often, and with how much detail?” It’s always easier to prevent a problem than to fix one.
6. Lastly, don’t take anything personally. Oversight and involvement may be a reflection of how someone feels about your performance, but it might not. When in doubt, ask.
Frustrated by a control freak, micromanager, or a high-need-to-know type? Controlling behavior stems from a need that isn’t being met. Identify the need, meet it, and your life gets easier.
This is similar to what sales people learn during good sales training. The customer wants to buy the car but doesn’t. She visits the dealership three times, but just can’t pull the trigger. She has some sort of a concern. If the sales person can identify the concern, he can possibly resolve it, and sell the car. Working with control freaks is the same.
If someone wants more updates, information, or involvement than you’re comfortable with, he has a need that isn’t being met. When you meet the need, the person will likely back off.
I ask the people who work for me to never make me ask for something twice. Meaning, if I ask for an update the week before a speaking engagement, anticipate that I’ll want that information for all engagements. Confirm by asking me and then provide the data without being asked for all future engagements. Getting the information regularly without having to ask builds trust and credibility.
Here are six tips for working with control freaks:
If you don’t know, ask:
Their work-related goals.
What the person is concerned about at work.
How s/he likes to communicate – in-person, email, phone, voicemail, or text.
How often s/he wants information, in what format, and with how much detail.
2. Provide more information than you think you need to, and then ensure the person wants that information in the future.
3. If you’re asked for information, ask why the person wants it, and if s/he wants it in the future. Then provide the information before you’re asked.
4. If someone is overly involved in your work and you feel you have no freedom, state your observation and ask for information. That could sound like, “You’ve been involved with each major decision with this project. I’m used to working with less oversight. Do you have a concern about my approach?” Then you negotiate. Everything is a negotiation.
5. This will put the other person on the defensive. A less confrontational approach is to discuss and agree upon levels of involvement and supervision when projects begin. That could sound something like, “What kind of involvement do you want to have in this project? What do you want to do? What do you want me to do? What kind of updates would you like, how often, and with how much detail?” It’s always easier to prevent a problem than to fix one.
6. Lastly, don’t take anything personally. Oversight and involvement may be a reflection of how someone feels about your performance, but it might not. When in doubt, ask.
One of the hardest things I’ve ever done is hire someone to care for my almost two year old son. “Here is the person most important to me in the world. Keep him alive.” I had no idea how difficult it would be to trust a relative stranger so implicitly. And as a result, let’s just say I’ve not been the easiest for a nanny to work with.
I’m embarrassed to admit that I wrote sixteen-pages of instructions of how to take care of my kid. And I gave that ‘booklet’ to a nanny with much more childcare experience than I have. When I work from home and hear my son crying, I tell myself not to walk into the room and check on him, knowing it undermines the nanny, but I do it anyway. When the nanny sends me an update of when my son last ate, I reply telling her when he should eat again, even though I know she knows. Yes, I’ve really been doing these things.
Each time I over instruct, monitor, and advise, I regret it. I know micromanaging the nanny makes me difficult to work with, which is not how I want to be. It reminds me of a comment an old boss said to me after we interviewed a candidate for a job together. He said, “Shari, your job as the interviewer is to make the candidate feel comfortable and ensure she leaves feeling good, regardless of how well or poorly she interviewed.” My face must have said anything but, “I want you to feel comfortable and you’re doing a great job.” His words stuck with me and I’m reminded of them each time I over manage our nanny.
Many people attend training on how to manage others; I’d suggest we also look at how we manage ourselves. How does working with you make people feel? Do your questions, requests, and interactions make people feel more self-confident and valued or do people feel questioned and undermined? Do you pick your battles? Do you give just enough direction but not so much as to squelch the other person’s ideas, initiative and spirit, especially when the stakes are high?
As you know, I’m evaluating how I do these things too. We are always a work in progress.
Here are four ways to build confidence in the people you work with:
Build Confidence 1: Ask people for their ideas and implement those ideas whenever possible. And if you aren’t open to others’ ideas, don’t ask for them. It’s better not to ask for ideas than to ask when you’re really not interested.
Build Confidence 2: Ask for and be open to others’ feedback. People will be more receptive to your feedback when you’re receptive to theirs.
Build Confidence 3: Say “thank you” regularly and mean it. Give specific examples about what you’re thankful for.
Build Confidence 4: Admit when you’re wrong. Strong people admit mistakes, weak people don’t.
People can work with you, around you, and against you. Earn loyalty and respect by respecting others’ talents and knowing when to take a step back.
Posted under Uncategorized on February 8, 2016 by Shari Harley. 1 Comments
One of the hardest things I’ve ever done is hire someone to care for my infant son. “Here is the person most important to me in the world. Keep him alive.” I had no idea how difficult it would be to trust a relative stranger so implicitly. And as a result, let’s just say I’ve not been the easiest for a nanny to work with.
I’m embarrassed to admit that I wrote sixteen-pages of instructions of how to take care of my infant son. And I gave that ‘booklet’ to a nanny with much more childcare experience than I have. When I work from home and hear my son crying, I tell myself not to walk into the room and check on him, knowing it undermines the nanny, but I do it anyway. When the nanny sends me an update of when my son last ate, I reply telling her when he should eat again, even though I know she knows. Yes, I’ve really been doing these things.
Each time I over instruct, monitor, and advise, I regret it. I know micromanaging the nanny makes me difficult to work with, which is not how I want to be. It reminds me of a comment an old boss said to me after we interviewed a candidate for a job together. He said, “Shari, your job as the interviewer is to make the candidate feel comfortable and ensure she leaves feeling good, regardless of how well or poorly she interviewed.” My face must have said anything but, “I want you to feel comfortable and you’re doing a great job.” His words stuck with me and I’m reminded of them each time I over manage our nanny.
Many people attend training on how to manage others; I’d suggest we also look at how we manage ourselves. How does working with you make people feel? Do your questions, requests, and interactions make people feel more self-confident and valued or do people feel questioned and undermined? Do you pick your battles? Do you give just enough direction but not so much as to squelch the other person’s ideas, initiative and spirit, especially when the stakes are high?
As you know, I’m evaluating how I do these things too. We are always a work in progress.
Here are four ways to build confidence in the people you work with:
Build Confidence 1: Ask people for their ideas and implement those ideas whenever possible. And if you aren’t open to others’ ideas, don’t ask for them. It’s better not to ask for ideas than to ask when you’re really not interested.
Build Confidence 2: Ask for and be open to others’ feedback. People will be more receptive to your feedback when you’re receptive to theirs.
Build Confidence 3: Say “thank you” regularly and mean it. Give specific examples about what you’re thankful for.
Build Confidence 4: Admit when you’re wrong. Strong people admit mistakes, weak people don’t.
People can work with you, around you, and against you. Earn loyalty and respect by respecting others’ talents and knowing when to take a step back.
P.S. Congratulations to our Denver Broncos!
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