Wait…Emotions Matter? Facebook Says So.

I recently heard a news reporter talking about a big change on Facebook.  Emoticons, called “Reactions” will soon be available in our news feed response options.  With them, rather than simply being able to “Like” a post, we will be able to display an array of other emotions including anger, sadness, and surprise.   The reporter went on to talk about how actively this was used in test markets, adding with surprise, “People really liked being able to express their emotions!” 

Was this really such a surprise?  In our computer and technology dominated world, where everything is expected to be fast, simple, and quantifiable, have we really lost site of own humanity, complete with emotions, such that this comes as a surprise to us?

And there’s more.  According to R. Gonzalez of Wired.com, “With Reactions, Facebook has pared down that most economical mode of communication to its barest of bones.”  While being able to consume more data, and respond to it in less time, is certainly a benefit to our time online, it has implications beyond the internet as well. 

A technology driven wake-up call

Facebook may be using the ‘novelty’ of emotions to improve ad sales and increase consumer usage, but any business has a lot to gain by adding emotions back into the equation.  Here is a jump start of ideas for enhancing business by using emotions in the workplace: 

Customer Service – Engage your customers.  Get rid of the script and have your employees ask questions to get to know their caller and his/her needs.   This builds rapport while providing you with added information that can make your client even happier.  (Added note - If you don’t trust your team to do this, you’ve got the wrong people in customer service).

Employee Performance – Ask employees directly about what encourages, inspires, frustrates, and angers them at work.  Job performance is directly impacted by how we are feeling.  Learn how to bring out the best from your employees.

Self-Expression – Just as emoticons allow a speedy way to show surprise, sadness, and the like, so too does speaking about our emotions.  Imagine how much easier communication would be if we stated our emotion before and after a conversation.  We would immediately know if things are better or worse as a result of the exchange, and have instant feedback on what we need to fix or do differently next time.

Conflict Resolution – Tensions among co-workers always has an emotional under-pinning.  But fear of asking/finding out how someone is feeling, or why they are acting in a negative way, leaves information hidden and conflict unresolved.  Help your managers and your employees learn how to express emotions appropriately and purposefully at work.

Data Collection – We can track and collect data about emotions just as we do any other aspect of business to determine trends, patterns, and information.  Perhaps in conjunction with the suggestions above your company will be able to determine what builds a repeat client, a dedicated employee, or a peaceful work environment. 

Why do we let it go so far? How to have a “little conversation” that may improve your life.

I spent the majority of my career in corporate law. Accordingly, most of my experience (both professionally and personally) is with lawyers.  Interestingly, the majority of “big firm” lawyers that I know are desperately unhappy in their careers.

Like the US, the legal profession in Australia is highly respected and coveted, bearing a strong barrier to entry.   So why, once we’ve finally breached the walls of the bar and practiced for some time, are we often so miserable?  Note: this question relates to anyone in any career. 

  

I was also guilty of said unhappiness… in fact, after having started a career in mediation and conflict resolution consulting, I often refer to myself as a “reformed lawyer.”

This led me to ponder the reasons why I, countless other professionals (and perhaps, even you in your own career) persist with vocations that bring us little joy, and what we might do about it.  After all, we change the channel when we don’t like a TV show, we leave a partner when the relationship is no longer good for us and we move house when we feel that a neighborhood is no longer safe or desirable. So why then don’t we leave a job (or career) from which we gain little enjoyment or fulfillment?  

Of course, it is likely to be connected with financial concerns and issues including family, sense of self, stability, fear of the unknown, fear of failure. However, given that we spend more time in the office than we do at home, often seeing our colleagues more than we see our own family and friends, surely, the incentive to change jobs must weigh against that.  

Apparently not.

Instead, many of us remain disengaged.  We choose to “punch in” at work, day after day, making it a pastime to complain about our jobs, colleagues and how we are not living up to our potential (or perhaps how others, or the powers-that-be, prevent us from doing so). 

If you feel like this in your career, look for the “little conversations” or “small changes” that could bring a ray of light into what feels like an otherwise dark tunnel.

A former colleague experienced just that.  She shared that she had become increasingly disengaged in her role at work but continued to stay largely because of the pay and her hard-won reputation with colleagues and clients.  She acknowledged that her despondent attitude towards work had bled into her personal relationships as well as her energy for life.  She was starting to experience bouts of depression, weight gain and other difficulties – all stemming from her unhappiness at work. Even with this awareness, she chose not to do anything about it.

We talked about her decision to stay, and I asked her what, in an ideal world, she would love to do for work. Her eyes sparkled as she started to rapidly bounce around different ideas and thoughts on project management and changing the way in which things were done at her current organization. It seems she had never entertained the idea of finding her passion within her current job.  

This conversation became the necessary catalyst for change.  Soon after, my colleague reached out to share that she had found multiple opportunities to contribute and showcase her ideas, one of which was within her own organization! She was brimming with renewed energy.  

The key takeout is, even if we feel we can’t leave our job, we may be able to find a small (but significant) ray of light that makes our current role more palatable. 

Spend ten minutes considering what you enjoy and what makes you happy.  Examine how and where this joy could intersect with your role at work.  See if there is a “little conversation” that you could have with a work colleague, superior or HR that would allow you to incorporate a little of this happiness in your day-to-day life. Whether it is joining a new committee, attending a conference or learning a new language… any positive change (no matter how small) is movement in the right direction.  

Remember, to emphasize that this seemingly “small change” is likely to have a big impact on your professional life and outlook… potentially, making you more productive, dedicated and energized in your role.

Are Metrics Killing Morale?

Metrics.  They’re everywhere.  They’re ubiquitous and overused.  And they’re killing us in the workplace. 

Before entering into private practice, I worked for a non-profit organization that decided to begin a new reporting protocol to track the services used by our client population.  That might sound reasonable, except that a similar program was already in place, and the original reports were not being replaced by this new, more time-consuming one.   Further, there was no clear purpose or benefit for the added information.  Our already over-worked team was shaken at the idea of being asked to duplicate their time-consuming paperwork. 

My husband, an IT professional, has experienced different challenges with metrics.  He has been asked to track and report on the usage of each piece of equipment (information that he notes has never led to change) and each client interaction.  The latter with the unfortunate focus (and reward) being on the number of clients served.  This client-service tracking led some techs to reduce their customer service or take costly short-cuts.  In this case, the metrics incentivized poor service.   

And while working with clients, I have learned of similar challenges and frustrations that were tied to seemingly irrelevant record keeping and tracking.  Some of these situations were at the core of staff member conflicts, taking the form of insubordination, or inter-team conflicts.   

Looking at the above situations, the use of metrics brought about an increase in workplace tensions and conflict, a lowering of productivity and morale, and a reduction in customer service and satisfaction.   How did this happen?  Aren’t metrics supposed to help us improve processes, customer service, and profitability?   As I see it, yes and no.  

Yes, they can (potentially) help us improve these things, but no, they aren’t always the right answer for accomplishing the goal.   

Here’s the limitation - Metrics cannot take the place of good management, careful oversight, or involved, committed employees.  They cannot make necessary inferences and watch for confirmation of the results.  These qualities are why we prefer a person for customer service over an automated system.  And these human elements are at the core of eliminating theft, building productivity, and enhancing customer interaction.  Humans have the ability to ask a question, seek more information when needed, interpret, intuit, and comprehend.  Data limits this – and us.   

If we really want to bring about important change, or track concerns or issues in the workforce, we need to communicate this to our managers and employees.  We must enlist their intelligence, creativity and support in accomplishing the goals intended.  We need to engage them in planning, and conversely, we need to listen to their needs.  To accomplish our goals and build a strong team, we need to bring about change in a cohesive way; One that allows for unguarded information sharing, open communication and reciprocal trust.  Only then can we begin to work collectively to reaching our goals – and only then will the goals actually matter.

Get Your Hands Untied

How often do Human Resources or managers get accused of ignoring problems, taking sides, or playing favorites?  It seems employees feel that unless a person is fired, or publicly flogged, not enough has been done to remedy a problematic situation.  Complicating matters further, Human Resources (and other authority figures in the workplace) are bound by confidentiality and often cannot reveal how they are handling an issue.

Allowing this conundrum to remain brings some employees to believe that sharing information with management does nothing to help, yet leaves them exposed.  They’ll stop telling you about their concerns even if they continue to be impacted by them.  Morale will drop, workplace relations suffer, and unplanned turnover will increase.  In some cases, an employee will feel violated and, if they happen to be of a protected class, may file a grievance or a lawsuit claiming discrimination.

What can you do?  While the law may leave you feeling your hands are tied, here are five things you can, and should, do when hearing a complaint.

1. Hear both sides.  It sounds silly, but all too often the crux of such concerns occur when a person of authority takes action or makes a decision based on just one person’s side of a story. 
2. Take notes.  Not copious notes, just enough to show you’re actually listening and trying to keep track of the situation.  Remember if it matters to them, they need to know it matters to you too.
3. Help them to resolve it themselves.  Many of the complaints HR and managers hear have to do with interpersonal issues.  They aren’t issues which typically require intervention.  In such cases, encouraging the person to handle it themselves is often the right choice.  To offer support, you may want to role play, provide mentoring, or offer to be present when the concerned party approaches the source of their complaint.  
4. Keep them informed.  Tell them what you’re going to do (generally), and why.  Perhaps it’s not appropriate to act on a first time concern, but you are taking notes and plan to keep an eye on the situation.  Or maybe the issue does require intervention.  Simply let them know that you will be taking action, but that due to confidentiality you cannot disclose any other details.  In either situation, be honest about your decision-making. 
5. Tell them to keep you informed.  This may be the most important step as it assures the concerned party that you do want to help and are not ignoring their concerns.  Urge them to come to you if the situation continues or worsens.  Remind them that you cannot be of help if you are not aware of the problem.

 

By responding to complaints in this manner, you will better control morale, turnover, and issues of conflict in the workplace. 

Office Politics

Office politics may be something we all talk about – but in an election year, the expression takes on a whole new meaning.  As a behavior brought about by those who seek power and influence, consider the potential for staff in your organization to desire the power and influence to see their party or candidate take office come Election Day.  

Hot-button issues like the economy, unemployment, and healthcare are hitting-home and leading people to become more opinionated and more entrenched in their beliefs.  Friendly conversation about current events can quickly turn into heated debate.  Repeat interactions may lead some to feel pushed, challenged, or bullied.  It is these office politics that threaten to derail your business as they undermine morale, hinder teamwork, damage productivity, and may also lead to more troubling (and potentially litigious) behaviors – all of which are sure to linger beyond Election Day.

The best strategy for keeping these office politics at bay is to get in front of them and plan ahead.  

Steps to Take

1 – Review your company policy on social or political behavior.  This may also overlap with policies on diversity.  Are there policies addressing the use the display or demonstration of affiliations, etc.?

2 – Determine what will be acceptable company behavior.  Some thoughts to consider:

• If friendly debate/conversation is allowed, is it limited to lunch and break rooms?
• Can a person post their affiliation in their office/cubicle?
• Is staff allowed to congregate or campaign on company grounds?
• How does title/role play a part in determining what a person can/cannot say?

3 – Consult with your company attorney.  While 1^st Amendment Rights were created to establish political freedom, the workplace is not public property and therefore is not the appropriate forum for enacting those rights.  

4 – Talk with your staff.  Be sure all staff know the position of the company regarding these behaviors, and how they may address any concerns which still arise.  Be clear about rules and consequences.

5 – Be Consistent.  Nothing is more troubling or will lead to more discord than allowing some individuals to express their beliefs freely while others are held accountable.  This is especially true if the rules seem to favor a certain individual, a particular rank within the company, or a given political party.

Preventing Panic in the Workplace

Has the chaos of this economic climate proliferated into your work place? Employees and staff at all levels are experiencing financial panic in conjunction with the unrest on Wall Street and a sense of foreboding about an uncertain political and economic future. These legitimate concerns bring fear and confusion into our personal lives, and lead to issues of lowered morale and productivity in the business world. How can you help your staff put in their best efforts at work when they’re worried about layoffs, house payments, fuel costs, and inflation?

1. Talk to your employees– Communicate with staff about the impact of the current economic issues on your company and on their jobs. While this may sound dangerous, keep in mind that fear is far more damaging than knowledge. Fear immobilizes, while knowledge activates us. If layoffs are inevitable, let your staff know how deep the cuts will be. If cut-backs or staff reductions are only possible, let them know what needs to happen to prevent that outcome.

2. Get them involved – Once staff is aware of the problems that lie ahead, engage them in finding solutions. Some staff may wish to create a think-tank or team to brainstorm solutions; Shy contributors may benefit from an “open-door” policy allowing them to contribute ideas by approaching management/owners directly. By creating an arena for employee input, you also provide them with some control over the outcome.

3. Provide incentives – Perhaps productivity has diminished as gossip, worry, and complaints have infiltrated your business. While you can’t remove employee’s economic concerns, you can motivate them to work harder. Try using incentives that address their concerns. A $100 gas card or a $50 restaurant voucher has an immediate and tangible value – more so than a Starbucks gift card or a promise of an extra day’s vacation.

4. Demonstrate you care – When employees believe they’re important to the company and recognized for their efforts and commitment, they feel secure and rewarded. Demonstrating you care may be as simple as paying attention to your staff and being positive and encouraging in your conversations with them.