Enough already… Start doing what works at work!

94 Pages·2015·1.63 MB·English

by  Sharon Cox

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Sharon Cox
Enough already…
Start doing what works
!
at work
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Editorial Director: Theresa Steltzer
Author: Sharon Cox, MSN, BSN, RN
Editors: Kim Gasda, Cynthia Laufenberg
Production Director: Leslie Caruso
Managing Editor, Production: Erika Fedell
Creative Director: Larry Pezzato
Copyright © 2015 Cox & Associates
5115 Albert Drive
Brentwood, TN 37027
ISBN 978-1-4963-4310-9
All rights reserved. This book is protected by copyright. No part of this book may be reproduced or transmitted in any form or by any
means, including as photocopies or scanned-in or other electronic copies, or utilized by any information storage and retrieval system
without written permission from the copyright owner, except for brief quotations embodied in critical articles and reviews. Materials
appearing in this book prepared by individuals as part of their official duties as U.S. government employees are not covered by the
above mentioned copyright. To request permission, please contact Cox & Associates at 5115 Albert Drive, Brentwood, TN 37027, or
via email at [email protected].
DISCLAIMER
Care has been taken to confirm the accuracy of the information present and to describe generally accepted practices. However,
the author and editors are not responsible for errors or omissions or for any consequences from application of the information
in this book and make no warranty, expressed or implied, with respect to the currency, completeness, or accuracy of the contents
of the publication. Application of this information in a particular situation remains the professional responsibility of the practitioner.
To purchase additional electronic copies of this book, please visit Lippincott’s NursingCenter.com/EnoughAlready, call customer
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Table of Contents
ENOUGH ALREADY…
Start Doing What Works at Work!
Sharon Cox
Introduction Enough Already . . . Start Doing What Works at Work!
Chapter 1 The Iceberg Metaphor: The Visual Trumps the Verbal
Chapter 2 Shifting From Parent to Partner: Icebergs and Assumptions:
The Process Begins
Chapter 3 Chipping Away at the Iceberg: Tired of Old Patterns
Chapter 4 That Was Then and This Is Now: Developing Guiding Principles
Chapter 5 It’s All About Sustainability: Making Personal Changes
Chapter 6 You Either Get It or You Don’t: What’s Really Going On?
Chapter 7 Ensuring the Audio Matches the Video: Changing Policies
and Procedures
Chapter 8 Lessons Learned: Up Close and Personal
Dedication
For the late Don Cabaniss, a gifted therapist, and my husband Jim, whose partnership has made all
the difference.
Acknowledgments
For my cherished friend, Amy Brennan, who first challenged me to write this book, and to Kay Hunt,
who has listened for hours on end and been a steadfast support—my deepest gratitude. The unwavering
faith of Theresa Steltzer, my editor, and her patience over these last several years has allowed this book to
come in its own time. Mary Jenkins, a trusted colleague, played a key role in giving me a piece of the puz-
zle just when I was ready for it, changing the lens through which I better understood life in organizations.
The countless friends who routinely asked how the book was coming and who believed my message was
useful provided a steady flow of energy that sustained me over the years it took to birth this book. Finally,
a special word of thanks to those who have sat in my workshops, shared their stories and emails of their
progress, and nudged me to get this work into print—you have my heartfelt thanks.
Introduction
Enough Already . . .
Start Doing What Works at Work!
Several years ago a consultant friend shared with me a line from a guru in organizational development,
Peter Block. He said, “Those of you ready to create a future different from the past, let’s get on with
it. Everyone else, keep doing what you have been doing and try harder.” Little did I know that his line
planted the seeds for my writing this book years later.
For too long now I’ve watched managers around the country “try harder” in their efforts to keep people happy,
keep their best people, or keep using systems that waste their time. With the idea of “evidence-based
practice” becoming the norm, the timing for evidence-based management practices has never been better.
Regardless of how long we’ve been doing something or how steeped in conventional wisdom or tradition
it might be, if it doesn’t work we need to follow the evidence for better outcomes.
My purpose in writing this book is to provide you with evidence that’ll change your thinking about
management styles and practices, with a central theme of shifting from parent to partner. From a personal
perspective to changes at the group and organizational levels, my message is simple: We can start doing
what works at work and create a future that’s different from the past. In the chapters that follow, I describe
what it looks like, sounds like, and feels like to shift from parent to partner. I trust that the evidence
offered will change your thinking, and, ultimately, change your workplace.
The options outlined in this book require only three things. First, you must be sick and tired
of doing what doesn’t work and be open to new approaches. If you picked up this book and were
intrigued by the title, you’ve probably met that first requirement. Second, you must be willing to
take a good look in the mirror and take ownership of your own behavior change. This isn’t a series
of seven steps to make those around you behave better—this is about you. You’ll need to consider
doing things you’ve never done before and be willing to step outside of your comfort zone. As you
explore options for letting go of “how we’ve always done it,” you’ll need to follow the evidence and
trust the process.
I want this book to motivate you to see things through a different lens and rewire your thinking.
Changing long-held beliefs can be a little daunting at first, and you may wonder where to begin. First, I’ll
give you a front-row seat in a three-day “management retreat” with a representative group of managers
as they explore the process of rethinking their approach to management. This group is a composite of
the many management teams I’ve worked with over the last 25 years. Hopefully, you’ll identify with the
issues they raise and their insights into the process of culture change. An opportunity for self-assessment
and reflection is included to assist you in using these ideas in your own workplace.
Then, the theme of rewiring your thinking continues, with the focus moving from changing personal
management styles to more of a group and organizational focus: changing how decisions are made and
several broader culture codes that influence the work climate.
Finally, we’ll focus on the management practices that need to change so they’re grounded more
in partnership than in parenting. Nothing speaks louder about the culture of an organization than how
disciplinary issues are handled. Moving from an approach that originated in the 1950s is a prime exam-
ple of the need for evidence-based management practices. Again, in an effort to take these ideas from
concept to reality, I’ve provided sample policies and resources you’ll need as you partner with Human
Resources to update your management practices.
Going farther into the arena of “performance management,” I’ll make the case for a more common-
sense approach to the employee evaluation process and share the wisdom I’ve gained by working closely
with Mary Jenkins, author of the management bestseller Abolishing Performance Appraisals: Why They
Backfire and What to Do Instead (Berrett-Koehler Publishers, 2002). I clearly recall picking up this book
a few years ago and having my thinking changed in such a way that I had to completely rework the con-
tent I’d been using in my workshops. She rewired my thinking, and hopefully this book will do the same
for you.
It’s important to shed some light on managing group change in the conclusion of this journey, with the
intent of providing practical advice to enhance the application of these ideas. I want you to benefit from
my lessons learned with ideas for managing the process so it’s not all trial-and-error. While the intent of
this book is to change your thinking, I also want you to envision your next steps and feel confident that
these ideas can become a reality in your workplace.
Think of this introduction as an open door that you chose to walk through. As you follow my train of
thought, you’ll find new perspectives, a lens through which to see things differently, assuming that you’re
tired of “trying harder.” Perhaps Peter Block’s line that’s stayed with me can also be an impetus for you. If
you’re ready to start doing what works at work, consider his challenge paraphrased below and come along.
Chapter 1
The Iceberg Metaphor
The Visual Trumps the Verbal
Sitting in a coffee shop one morning before presenting a three-day workshop, I overheard a conver-
sation that sounded all too familiar. A group of managers (we’ll call them Sue, Donna, and Mark)
chatted about how hard it was to be in that great land of in-between known as middle management.
Sue was saying, “Sometimes I think I should just take the title ‘Manager’ off my name tag and
put ‘Mama’ there instead. Dealing with my staff is just like dealing with my teenage kids.” Donna
chimed in. “I know how you feel,” she said. “I’m having another heart-to-heart with my low per-
former tomorrow. He’ll rebound for about two weeks and then he’ll be back in his ‘on-the-job retired
mode.’” Mark shook his head and said, “Speaking of one-to-one meetings, I have 40 evaluations to
do in the next month, and I rarely see some of these people. It’s a huge waste of time over getting a
one- or two-percent increase.” They sat there for a minute shaking their heads and then Sue said, “I
was listening to a TV show I’d taped while I did the dishes last night. Thinking about how tired I am
of being Mama at home and at work, I heard this psychologist asking, ‘Well, is it working for you?’
That hit me right between the eyes. I wanted to say, ‘No way is it working for me!’ I’ve just about
had enough. If it wasn’t for the little bit of extra money every month, I’d get out of management
altogether.” Mark summed up the sense of resignation they were feeling as he tossed their cups in the
trash and they headed across the street. “Well, it is what it is and there isn’t much we can do about
it. I’ve been in management for over 15 years in three different organizations and it’s always been
this way. I sure hope this workshop isn’t a waste of time … I’ve got a lot of evaluations to write!”
I was grateful for the insight into how these managers were feeling and glad I happened to sit just a
few tables away from them. Knowing that a certain amount of frustration is necessary for any real behav-
ior change, they seemed primed for the ideas I was about to offer at my workshop. Perhaps you, too, are
ready to move away from the same old management practices that lead to frustrating team behaviors. You
may also be thinking, “I hope this book isn’t a waste of time, with six steps to a happy workplace that
seldom match the reality in which I work.” I join you in feeling frustrated with outdated management
systems, and that’s why I chose the title I did for this book. I promise you up front that the ideas presented
here are time tested, reality based, and worth your effort.
A picture always comes to mind as I write on this topic, and I want to share it with you. Glance at
the iceberg on the next page for a moment and take in the beauty of this magnificent photograph. I’ll use
this powerful image as a metaphor and offer you a roadmap for creating a workplace that’s different than
“how things have always been.”