Page 102 - Make Work Great

Growing Your Crystal

Remember, though, that the blade of your clout cuts both ways.
Constant attention from employees means constant scrutiny. If you
say one thing and do another, they’ll know it. Whether aloud or
privately, they’ll call you on it, and your credibility will be lost. Your
risk of appearing hypocritical is highest when you suggest that an
employee try a new, more effective pattern of working: make sure you
consistently role-model what you request.

Overtness About Purpose if You Are the Manager
When you begin with overtness about purpose, remember that your role
as a manager carries implications. Resist the temptation to start by ask-
ing for the employee’s purpose fi rst; an innocent question like “Can you
summarize what you’re doing?” can be very intimidating when posed
by a manager! Your employee may wonder if you’re unhappy with his
or her work or may even start to worry about job security (“Why does
my manager suddenly want a summary statement of my work? What is
she going to do with it?”). Instead, start the conversation by sharing your
own summary outputs list. “This is a statement of my output priorities,”
you might say, as you hand a written copy to your employee. “Which
of them would you like to discuss as being most closely related to your
work?” By indicating that you’re trying to build a fuller understanding

of your purpose and how his or her work fits into it, you set the stage for
mutual understanding and avoid initiating an “inquisition” that might
lead to more posturing than information exchange. As the conversation
continues, try to initiate dialogue about editing your own list, teaching
by example that such editing is acceptable and valuable.

Overtness About Impact if You Are the Manager
Addressing overtness about both past and future instances of impact
with a staff member can be particularly powerful. If the impact was in

the past, you have the opportunity to reinforce the benefits that he or
she has produced. Encourage frequently; celebrate often! Do so as soon
as possible after your employee does something well, and be as specifi c
as you can about the impact, why it is important, and what your direct
report did right. Avoid mixing positive and negative feedback—allow

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