Breathing Lightning (The Right Thing)

It sounds so simple. So easy. We're taught to do it from the time we are "forced" to share with other kids at pre-school. That same mantra flows through our formative years and into our working life.

When facing a difficult situation, just do the right thing. No problem, right? After all, we're leaders, so we always make the right decisions. (epic eye roll here)

But seriously, we do, don't we?

You always have the chance to do the right thing.

Not So Fast
I think we can agree that difficult decisions are not all the same. Some can be hurtful but necessary. Others will have a winner and a loser...and sometimes we can not avoid having someone lose. 

We are even faced with decisions that may derail our own career temporarily because we can no longer support the behavior of the leaders in our organizations.

What often starts with so much promise...all of a sudden...isn't so clear.

Until the right thing comes undone.

Choices
As leaders we strive for many of the same things: for our teams to trust us, to be known as someone who makes "good" decisions even when they are the hard ones, and above all to be an example of how the work can be done well while still caring about people.

By the way, if these aren't at the top of your list, I'd love to hear what is.

When those difficult choices come up, the team is relying on us to do the right thing. We may be filled with doubt. We may be concerned about how our decision will "look" in the eyes of others. Even with our best intentions, it can be so confusing.

I look inside myself, is this the right thing? 

How About You
They say that leadership is a lonely place. Take a deep breath...and accept that they're right.

Is this the right thing? I don't know.

I'd love to hear from you.

No Excuse.

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inspiration

Retaliation Hurts

It’s become part of my standard message.  Since I’m fortunate enough to be a Human Resources professional (and I mean that very sincerely), I’ve had ample opportunities over the years to investigate allegations of leadership retaliation against their own employees.  I tell them that they “simply can not retaliate against their employees for raising concerns” no matter how disappointed they are that they are in this situation. 

Unfortunately I’ve seen the pain in the faces of their employees when they are back in my office, only this time it’s not about the original issue => it’s about how their leader retaliated against them for raising that original issue.

I see the disappointment, the frustration and the fear. 

Coming to You Made Things Worse

This is perhaps the worst thing we can hear in Human Resources.  The worst thing that is, unless we’re willing to do something about it.  Allowing leaders to “get away with” retaliation is a credibility-killer.  But how does the motivated HR pro go about re-addressing behavior with a leader that has already been spoken to, except now the issue of retaliation has to be added into the mix?  Any takers for this assignment?

Colleagues Do Not Equal Friends

I’ve been blessed throughout my career to develop very close relationships with those that I work with, whether they were members of my team or peers.  For some reason they tolerated me and for that I am grateful.  But one thing that became clear early on was that my colleagues are not, and I would submit can not truly be your “friends.” 

I don’t mean work-friends; I mean the kind of friend that you rely on when you are at your absolute worst.  The kind of friend who you treat poorly in a weak moment, and you wake up the next morning to find them calling to make sure you’re okay.  That type of friend isn’t typically the same person you’ll be developing a corrective action plan to share with the corporate office during the next monthly budget review.

Understanding Power

So when one of these “work-friends” stumbles and retaliates against their team it’s time for HR to step up.  In my world stepping up equates with confrontation.  Not everyone is comfortable with the notion of confrontation.  It’s easier to “let things settle down” or to “let the adults involved work this out.”  That’s bull.  If they could work it out they would, but it is absolutely impossible for one simple reason.  The leader holds the power, and the employee who feels they have been retaliated against does not.  They are going to tell the leader whatever they feel is necessary to make the bad behavior stop.  Period. 

"This is not rocket science, this is survival in the workplace."

I continue to be amazed that leaders fail to recognize this power differential.  Their desire to be “liked” by their employees produces a major blind spot that results in the response of “we’ve worked it all out, and everything is fine now.”  Really?  Says who?  For those leaders that justify their inappropriate behavior because they don’t want to hear that they aren’t perfect are heading down a slippery slope.  A slope they will eventually slide all the way down to the bottom and crash and burn.

How About You

What do you do when you’re made aware of  retaliation?  Is it time to grab the nearest broom and rug and start sweeping?  Or, is time for a gut-check and to remember exactly what you’re being paid to do?  Those employees are counting on you.

I’d love to hear from you.

No Excuses.


pics courtesy of egmnblog and athnan