Last week, we asked: How do you deal with rudeness in your organization?
- I immediately confront it, and harshly: 39.97%
- I ignore it: 23.26%
- I act overly nice in the face of it: 34.76%
- I act rudely in return: 2.01%
Rudeness won’t be tolerated. About 75% of you confront rudeness as you see it, albeit using different tactics. Direct confrontation definitely calls it out but leaves the possibility of escalation and further rudeness. The other half of you “kill them with kindness,” which clearly has its benefits. The bottom line is, as a leader, you are responsible for the culture in your organization. If you tolerate rudeness, it could lead to a toxic culture which will lead to poor performance and turnover. (read more…)
Last week, we asked: Do you discipline people in a public setting?
- Regularly — people need to see there are consequences for failure: 1.1%
- Occasionally — sometimes I like to send a message to everyone: 7.98%
- Rarely — only in extreme circumstances: 48.42%
- Never — I only punish in private: 42.5%
Punish in private. Discipline is hard enough to dole out and receive as it is — no need for an audience. In those rare circumstances in which folks said they discipline in public, I’d ask how many of those instances were truly necessary. Before you open your mouth and deliver some harsh feedback, ask yourself if you have the time to go find a closed office or conference room to deliver your message. Those extra couple of minutes will do more to preserve morale and credibility than you might think. (read more…)
Last week, we asked: What do you do when you learn someone on your team is looking for a new job?
- Help by making introductions for them and offering guidance: 67.5%
- Ignore the fact that they’re searching: 21.15%
- Actively discourage their search efforts: 5.38%
- Let them go/fire them as quickly as possible: 5.97%
If they’re not happy, help them go. Most of you prefer to help members of your team look for new roles if they’re unhappy where they are. If you actively block them or even ignore the fact that they’re searching, you’re missing opportunities and causing trouble for yourself. If you actively oppose them or fire them, those actions become part of your reputation (and it’s not pretty), which will make it harder for you to recruit replacements. (read more…)
Last week, we asked: Is it appropriate for leaders to share personal views about business via social media?
- It’s very appropriate, and it’s a great communication vehicle: 17.11%
- It’s OK sometimes for specific, noncontroversial topics: 31.89%
- It’s only OK in rare situations: 21.43%
- It’s never OK: 29.57%
Business is a no-tweeting zone. A surprisingly high percentage of you feel leaders sharing their views on business via social media isn’t appropriate other than on rare occasions. The question I’d invite you to answer is what benefits are you missing out on (recruiting potential, brand building, positioning as industry experts) in exchange for the perceived risks you’re avoiding? These responses strike me as gun shy and risk averse. Understand that your aversion to sharing your thoughts carries true opportunity cost along with it. Tweet and “like” responsibly if you’d like to reap many of the benefits of social media. (read more…)
Last week, we asked: How comfortable are you with having open, direct conflict with another leader?
- I enjoy it — conflict leads to new ideas: 14.97%
- It’s fine — conflict is part of my job: 51.38%
- It’s uncomfortable — I avoid conflict if I can: 31.69%
- I hate it — I’ll avoid conflict at all costs: 1.95%
Throw down the gloves. It seems like most of you are more than willing to throw down and go toe-to-toe with your colleagues in open conflict and disagreement. Just be aware that one-third of folks out there find such overt conflict threatening and uncomfortable. Be sure the person you’re having the argument with is willing to partake in the verbal fisticuffs. If they’re not, you’ll come across as a not-so-nice person and it could hurt your credibility as a leader in the long run. (read more…)