Page 109 - Becoming a Successful Manager

100 ESTABLISHING A SOLID DEPARTMENTAL FOUNDATION

having a tough day,” is an acknowledgment that might get the
employee talking. If, on the other hand, you sense a positive non-
verbal behavior, a comment such as, “You look as if you just won
the lottery; you want to tell me what’s helping you to look and
sound so great?” would convey a caring attitude.
In the following situations, the nonverbal messages speak vol-
umes. After you read each setup, apply the guidelines and prin-
ciples presented in this chapter to answer these questions: (1)
What do you hear this employee telling you? (2) How would you
effectively acknowledge the nonverbal message?

• Sara is an employee who, until recently, had been perform-
ing admirably for as long as you’ve known her. In the past
few days, however, you’ve noticed a significant decline in

both the quality and quantity of her work. Also, during
the past two weeks she has been coming in late and leaving
exactly when she’s supposed to.
• You recently hired Jonah under the assumption that he would

fit in with your department. Since his experience was consis-
tent with what you needed, you thought he would require no
training to do his job. Now, three weeks after Jonah began
work, one of your senior employees calls your attention to the
fact that this new employee has been making an inordinate
number of errors. Since Jonah hasn’t been coming to you for
help, you assumed that he knew what he was doing. Except for
the errors, there have been no symptoms of other problems.
• Roberto is an employee who is dependable and conscientious
in every way, but he is extremely quiet. In departmental
meetings, he does not say a word. This bothers you because

you know his contributions could benefit the department.

The purpose of the next Discovery Lesson is to increase your
confidence in your ability to “listen to behaviors.” If you want to