3.3 Case Study

All companies face increased pressures at times. Inevitably, this pressure flows down from the top and affects everyone. Tighter schedules, longer hours are often are unavoidable. But how much is too much? We all have different demands on our time outside of work.

OK, John. It's nearly 8 o'clock. I've got an early meeting, and I'll see you in the morning.

Well, what about the Miller file?

I'll deal with that in the morning.

Well, it really should have been on my desk yesterday. Get it to me first thing, will you?

Instead of talking to John about it, I kept smiling and accepting tasks and trying to complete them without drowning. But in reality, I was slowly sinking.

At the time, I just wasn't thinking about whether Jenny was handling her workload or not. I'm task focused. I see the work that needs to be done, and I want to be done now, no questions asked.

Perspective plays a vital role. What we need to understand is the complexity, frustration, or damage that can result from unresolved differences. Prevention is better than cure.

I knew if something didn't change, I'd burn out. It was time for me to take control of the situation.

I need the Gallagher file by lunch time. Have it on my desk when it's done.

This time, I thought about John's request. I asked myself the following questions. Was it reasonable? Did I have the capacity to meet John's demand? Could I complete the request to the quality required in the time expected?

The answers to these questions were no. I had to communicate this.

John, I'm afraid that's an unreasonable request.

Oh?

Well, you only gave me the Gallagher file this morning. It needs at least six hours work, and there is no way I could complete that by lunch time. And if I rush it, the quality will suffer.

So when can you complete it by?

Well, I have a lot of other files I'm working on it. But if you want me to prioritize the Gallagher file, I could have it to you by the end of the day.

All right. That will do.

Each situation is different, but the principle at work here is communication. It's about helping each other to understand the pressure we are respectively under. The sooner it's done, the better.

We were having problems with Jason. On one hand, he was an asset to the team, a great salesperson. On the other, he was very narrowly focused. He wouldn't do anything outside his specific job description.

OK, see ya.

Hey Jason, would you mind running an eye over Susan's report?

Why?

It needs an independent eye cast over. It's a complicated report.

That's her problem. It's not my job. Sorry.

We're a small company, but we all have to pitch in help each other out.

Jason, did you make the alterations to the roster?

Nope, not my job. Henry usually does that.

Henry's under the pump.

It doesn't say anything about roster duty in my job description. I'm sorry.

It's not like I was kicking back and relaxing. It's just I have a heavy workload myself, and I don't see why I should do tasks that weren't in my job description. It's not like I let other people do my work for me. People sometimes offered, but I just said no.

Which makes for an interesting dilemma. Jason is taking care of his workload, doesn't expect-- in fact, doesn't want-- help from others. To whose advantage is this really-- the team's, the company's, or Jason's?

It seemed Jason didn't understand the culture of our office. Colleagues need to be able to ask each other for assistance.

Maybe you should talk to Jason. Sit him down and explain to him that giving other people assistance is part of his job.

People help out because they choose to. I felt Jason needed to see more examples of that in practice.

OK, so we've got the fundraiser coming up. Who's willing to help with the press releases?

I'll do that.

And I'll get on to the phone with the sponsors and see what support I can drum up.

OK. Jason?

I'm flat out at the moment. I'm not sure if I have time to help with the fundraiser.

How about I take something off your hands?

I can take over the Gilmore account, if you like. I've got some time.

It's not like I was asking for help, but all these offers were coming in. So I figured if they really want to help out, I may as well let them.

We have to take care of our own responsibilities. But the question remains-- can the workplace function effectively when we don't pitch in and help others?

So do you think you'll be able to help out with the fundraising?

Sure. What do you want me to do?

OK team, we're going to have to pull together on this. It looks like it's going to be late one tonight.

You know where you can put that idea.

We all say things we later regret. We were under pressure. We didn't think. It just slipped out. The reality is, they are moments that reveal something else going on below the surface. How should we respond?

Part of me wanted to give it straight back to him.

Oh, yeah? And where might that be, Jason?

But the manager in me knew I had to handle the situation professionally.

Pardon?

Used here, the word "pardon" becomes a circuit breaker. It causes the person to stop and think about what they just said. But Jason isn't off the hook just yet.

I didn't mean to be rude. It just came out. I actually didn't think anyone had heard me. But when Jenny looked at me like that, I knew she had. When she asked me to repeat myself, I knew I'd made a big mistake.

Sorry.

I decided to give Jason a gentle out. This was the first time he'd answered back so rudely.

You probably didn't mean that the way it came out.

You're right. I didn't mean it like that.

This was a serious instance that needed addressing. Jason didn't have a history of subordination. There didn't appear to be a general problem with him or his work ethic.

Are you feeling a little frustrated that I asked you stay back late?

I've had to stay back three times this week. That's all.

I appreciated that Jenny bothered to investigate my frustration rather than simply blasting me for being rude.

We do need to pull together on this, and I'd appreciate your help tonight. But you can have tomorrow afternoon off in lieu, if that helps.

That sounds fair.

I do need to remind you that making comments like you did is unacceptable.

I understand.

Jenny kept the situation under control. She found the root cause and negotiated an agreeable outcome. Of course, she made it clear statements like Jason's are not acceptable.

Situations will not always be so straightforward. But it's likely at some point we will encounter spiteful, hurtful things being said.

Um, hi John. I wanted to talk to you about Henry.

The new employee?

Yeah, he's still on probation.

How's he doing?

I'm a little concerned, actually.

We all have strengths and weaknesses. Some team members work well with others. Some struggle. The question is, when someone's lagging, what can be done to restore the team's effectiveness?

There were other applicants who displayed better interpersonal skills, but they lacked essential experience.

He's not interested in helping other people with tasks. He does not contribute to group projects, and he's not a team player.

Did you notice this during the interview?

Unfortunately, at the interview I was so impressed with his experience that I overlooked his interpersonal skills.

How about his induction?

I was surprised that Henry had not been through an induction process. Induction is important for new employees. It acquaints them with their job, their colleagues, and the expectations of the organization. It's also a chance for employers to observe the new staff member and raise any issues that were not noticed or covered during the interview.

When we assume people automatically know what is required, we are opening the door to disharmony or worse. OH&S emergency procedures are most often covered early. But what about workplace culture?

If you'd followed protocols, you might have noticed problems with Henry's behavior earlier.

Well, what now?

Well, to be fair to Henry, you need to ensure that he's exposed to the same training and guidance as everyone else, and that he clearly understands his role, duties, and expectations.

I knew John was right. So the first thing I did was meet with Henry and take him through the induction program along with some more recently-hired staff.

How did you go?

Well, it's clear from the way Henry handled the activities he's not a team player.

Hmm. How did he get on with the other people in the program?

He didn't. He pretty much kept to himself.

Hmm.

Jenny had corrected her induction oversight. But it was clear Henry still wasn't fitting in as a team player.

You do realize that this job requires you to work as part of a team.

I realize that now. It wasn't made very clear in the interview.

And I expect you treat your colleagues with courtesy and respect.

I'll work on that.

Jenny has clearly communicated the expectations of the company. She has given Henry an opportunity to correct his behavior. If Henry's performance as part of a team does not improve, other strategies or even decisions are called for.