Office Politics

Politics is not the art of the possible. It consists in choosing between the disastrous and the unpalatable.    

~John Kenneth Galbraith

Office politics may be something we all talk about – but in an election year, particularly this election year, the expression takes on a whole new meaning.  Strong opinions and reasonable criticisms (about both front-runner candidates) can cause employees to polarize.  Even employees who typically get along may find themselves involved in tense discussion, or worse.  

Friendly conversation or current events can lead to a heated debate.  Clashing opinions between employees at different levels of the organization can lead to feelings of insubordination or intimidation.  And with social media - posts on Facebook now bring colleagues into awareness of each others Political leanings even if not disclosed in the office.   

Worse still, consider your most forceful and opinionated staff.  Might they engage in political conversations with the intent of persuading others to (or away from) a candidate?  

What happens when any of these situations gives way to repeat interactions?  Things become far more complicated.  While some staff may successfully stay out of the fray or fervently refuse to share their opinions, others may feel pushed, challenged, or bullied by these interactions.

Though we might hope that all of this will blow-over, we are months away from the general election.  And it is these on-going office politics that threaten to derail a business as they undermine morale, hinder teamwork and damage productivity.  They may even 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 (as much as is still possible). 

1. Review your company policy on social or political behaviors at work.  This may also overlap with your policies on diversity.  Are there policies addressing the use the display or demonstration of affiliations, etc.?  Do you need to revise these?

2. Determine what constitutes 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/can’t say?

3. Consult your corporate 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.  What steps can you take?

4. Engage your staff.  Be clear with all staff about the company’s position regarding these actions.  Create a clear path for staff to follow should any concerns arise.  Be specific 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 other 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.

Three Steps to Diffusing Tension

How do you move from argument into productive discussion?
You’ve been there – going through your day, keeping to yourself, when suddenly someone begins to push your buttons, argue, accuse or blame.  Perhaps it’s simply their tone or body language that gives rise to this tension.  But the result is the same, you’re being baited to argue back or defend yourself.

What can you do? 

First – Slow Down.   Most people are surprised to find themselves in an argument – and react accordingly by sparring back.   This includes the instigator.  S/he may be irritable and behaving inappropriately and yet unaware of how others are experiencing his/her behavior.  Matching that unpleasant demeanor will only escalate matters causing greater conflict and tension.
 

Second – Gain Perspective.  Whether on the spot or over the course of a few hours, try to consider where the other person is coming from.  What is impacting them?  Are they going through something (personally or otherwise) that’s causing inflated stress?  Be sure to explore your own flaws, responsibilities, or role in the situation.

Third – Ask a Question.  Rather than engaging in the battle that you believe is being waged, try to disarm the other person with an associated question.  Keeping your own tone even, seek to find out if they are under extreme stress, if you have caused them difficulty, or simply if they want to talk about what is upsetting them.  When your own tone is concerned and engaging, rather than provocative, you help them to identify the problem or to recognize their own behavior.                    

At this point, most would-be arguments have moved to a more honest and productive place.  Your next step will depend on the content of the discussion that ensued.   Perhaps you will offer to help, offer the change, or simply to give the other person space, time, or a needed hug.

Top 5 Situations where Intervention is Necessary

As a business owner or Human Resources professional, you're aware of employee tensions and occasional outbursts of anger or frustration. They're common to the workplace. And things usually settle down in a day or two. But sometimes they don't. Sometimes things get worse, or even spiral unexpectedly out of control. How can you know which conflicts need your involvement and which can be allowed to resolve themselves?

As a Conflict Resolution professional, I hear these questions often. Here are the Top 5 Situations where Intervention is Necessary, along with my rationale for why it is time to step in.

1. Repeat Complaints
As the most common problem requiring intervention, repeat complaints are also the one most likely to be ignored or given a low level of attention. Why? Complaints between employees are often chalked up to personality differences or viewed as minor or commonplace. Repeat complainers may even become branded as being the problem itself.
The reality: Repeat complaints signal a level of urgency. When a number of people share the complaint, the problem is widespread. If one person is complaining, and running the risk of being labeled as a result, the problem is most likely unbearable for them. In either event, keep in mind that when you hear a complaint, you're only hearing about the tip of the iceberg. There is always more that lies beneath the surface - and you need to find out more.

2. Frequent or Unexpected Turnover or Transfer Requests
While turnover issues get noticed, it's typically because the focus shifts to replacing the lost or transferred individuals. HR or Management may rationalize the reasons for such departures, or (if the employees are not of particular value to the company) they may be unconcerned about the staffing changes. But the key words here are "frequent or unexpected". Turnover and transfer requests are usually precipitated by problems or dysfunction within the department or team from which they are occurring.
Waiting to step in and address such issues sends an unfortunate message that either HR/Management doesn't recognize the problem, doesn't know what to do about the problem, or simply doesn't care that the problem exists. In any event, the problem will snowball and more staff will leave, including those you can't afford to lose.

3. Legal Concerns
Let's say you learn through the grapevine that an employee is making general threats of legal action. Or, you hear words like "hostile work environment" or "harassment" floating among certain groups. Unfortunately, HR or Management frequently start their efforts to address this issue by getting in touch with their legal adviser, focusing on their departments' record-keeping, and ensuring that all requisite training programs, like sexual harassment training, are up to date and documented.
Reasons for this point of focus range from disbelief that the problem or threat is significant, concern that addressing the issue will make things worse, or wanting to wait until the affected person approaches or informs them directly. Unfortunately, I see these asr duck and cover efforts.  They are not focused on resolving the problem, but on insulating the company from further damage.
The problem is that time is being wasted. If the issue is minor, there is no need to perform an audit of all record-keeping; if instead the issue is serious - any delay means you are losing the opportunity to minimize damages or nip the potential problem in the bud.

4. Arguments or Tensions are Intensifying or Never-Ending
Sometimes HR or Management is aware of a problem, but no one has asked for help and there are no concerns about bullying, harassment, or other workplace violations. The problem is simply chalked up to a "personality difference" between employees. Due to limited time and resources, such problems are often given little, if any, attention. However, when these conflicts intensify or are long-lasting it is no longer appropriate for helpers to remain on the sidelines. Whether there are complaints or not, such tensions will lead to problems with morale, increases in turnover and absenteeism, and possibly even lead to workplace violence. Further, the longer these problems fester, the worse it will get. While there is no line in the sand to say when it is time to step in based on time or intensity of the problem, it is imperative that you keep such issues on your radar, and have a plan for addressing them.

5. Tensions among Top-level Staff
Human Resource professionals and mid-level management often hit a brick wall when there are tensions or problems among top-level staff. They often see the issue or feel the impact, but are unable to create change or resolve the issue. Why? Trying to help those in a position of power above you creates its own strife. Add to that the limited authority HR often holds, and the confined level of trust or respect they typically enjoy when it comes to working with the C-suite executives and owners. It's a near impossible situation to contend with. HR may want to help, but are limited and/or fearful of doing so. Regardless of these limitations, it's not OK to wait. Expecting things to blow-over is a fallacy. Chances are that by the time HR has becomes aware of problems at the top, things have already deteriorated. And while things may go into temporary remission, most likely because of the recent exposure to HR or other staff members, anger and grudges do not go away because we ignore them. They fester, grow, and become more explosive and damaging over time. Problems at the top are like an avalanche, and can easily destroy all that lies beneath them.

If you recognize that intervention is needed for these or other reasons, please contact us to discuss how we might help you address these challenging situations.

Feeling Overstressed? Try a mini-vacation

Whether it’s the pressures of work, the demands of our personal lives, a sudden crisis, or the on-going and chronic problems we must work through, most of us feel stressed and tense on a regular basis.  What we need is a vacation; A break from it all.  Unfortunately a true vacation is often not practical or possible.  And, it often provides only a temporary fix before the stressors return.

My solution to this is the mini-vacation.  A special break that can be enjoyed in just a few minutes – often all that we can spare.  Better yet, the mini-vacation is easily cost-free.  The important part is that it is scheduled – like a vacation, and is undisturbed “you” time.
  

Following are some ideas for having a mini-vacation.  This list is far from exhaustive, so please be creative and think up your own!

1.       Stare out the window.  Maybe you have a nice view of the City, a Lake or Ocean.  Look at the grand scene, or take note of the trees blowing in the wind.  Enjoy the quiet of this moment.

2.       Give yourself a hand massage.  Get some lotion with a fragrance you enjoy, take off any jewelry that would interfere and give yourself a slow nourishing massage of the fingers, wrists, and thumbs.

3.       Listen to some music.  Ideally, be able to do this with your eyes closed.  Hear the music without distraction.  Enjoy the melody, lyrics, or beat of the music.

4.       Stretch.  Stand up and stretch your back, your shoulders and neck.  Do a few yoga poses.  If you like, incorporate music into this moment.

5.       Read a book or article.  This is pleasure relaxation reading – the kind you wish you had time to do.  Allow yourself to escape into the characters and to read without interruption.

6.       Take a walk.  Getting outside to feel the sun, the wind, even the rain, can be refreshing and invigorating.
 

7.       Call a friend – If you feel socially isolated, and this is your biggest desire, this may be your ideal mini-vacation.  Be sure to limit your calls to people who inspire you and make you feel good.

8.       Daydream – Imagine being someplace where you are relaxed and happy.  Visualize it.  Hear the sounds that would surround you.  Make the day-dream as real as possible by combining it with music or a photograph if that helps you to escape into the moment.

9.       Write a letter – Perhaps you wish you had more time to correspond with others.   Write a letter to an old friend or loved one.

10.   Look at old pictures – Do you have an online photo account through Shutterfly, Flickr or SmugMug?  Revisiting happy memories of other “real” vacations and seeing images of your friends, children, or pets can revitalize and bring a smile to your face.

By putting your mind and body in a happy zone, even if only for a few minutes, you are giving yourself a much needed vacation from the rest of the stress that surrounds you.  So go on, schedule your mini-vacations, you deserve it.

Stop Workplace Violence - Abandon the "Wait and See" Approach

In mid-February a shooting broke out in Long Beach, California between two high ranking ICE (Immigration and Customs Enforcement) agents during a performance review.  A month earlier, an employee of McBride Lumber in North Carolina shot four of his co-workers, killing three of them, before killing himself.

Workplace violence of this sort makes headlines because it is rare and because it is shocking.  But the issues which lead to such outward demonstrations of hostility are not rare.  These acts of violence are not random.  While they may not always be pre- meditated, they are brought about by a history of tensions and anger between specific individuals in the workplace. 

One-time events do not create this volatility.  Single incidents may upset or confuse, but they don’t trigger a drastic response.  It is the historical repetition of events – be it bullying, intimidation, refusal to cooperate, or other unfair, unkind behaviors – which leads to these reactive measures.  The problem is, if we focus on the violence, we are looking for solutions in the wrong places.

As a conflict resolution and management expert, I see the commonality of the behaviors which lead to workplace shootings.  Thankfully, the vast majority of people never engage in such violent measures, regardless of the abuse they were suffering.  Instead, their reactions more likely lead to employee turnover, increased absenteeism, theft, harassment claims, and EEOC complaints.  These circumstances occur in most workplace settings, and even occur in other teamwork environments.  A timely example can be found with the UCLA Basketball Team.  A failure to discipline or force accountability lead to key players transferring schools, and caused a winning team to become a struggling one.

Most, if not all of this is preventable.  It begins with staff having a trusted place to bring their concerns.  They must believe that by bringing their concerns forward, they will get help.  There must also be a firm resolution, by leaders and managers, to bring swift, decisive intervention when problems perpetuate.  Conflict management readiness is, for this reason, vital to all businesses.  Staff must learn skills in conflict communication.  Human Resources, leaders and managers must have skills for addressing workplace problems in a way that empowers, rather than punishes, staff whenever possible.  And formal conflict resolution, such as mediation, must be engaged at the earliest possible time if other efforts fail to yield the desired results.

If you have questions about how to address these issues, or want to discuss the concerns of your workplace, please contact us for a free consultation.

That Internal Argument

Do you find yourself engaging in internal arguments?  The kind that runs through your head as you’re trying to relax or interrupts what might otherwise be mental quiet time?  With January being a time for resolutions – perhaps one healthy resolution to consider is letting go of those unhealthy internal conversations.  

While these battles in our mind may serve a purpose - by helping us to think things through or by providing an outlet for our frustrations - they often do so at a cost.  Such arguments often signal our inability to move past a problem or conflict.  And, as the conflict repeats in your head, lingers, and remains unresolved, it actually damages the relationship you were most likely hoping to preserve.

The alternative - bringing up the conversation with that person whom you are arguing - sounds daunting, but it doesn’t have to be.  Here are 5 steps to making that conversation safe and productive.

1.      Forewarn – Tell the person (you’re in mental conflict with) that you need to talk about a past issue that’s been playing on your mind.  Let them know this a conversation to bring about a better understanding – not to find fault.  At this point, don’t elaborate on any details.  If the timing isn’t appropriate, make a plan for when you will both have time to talk. 

2.      Agree on Basic Rules – Set simple rules by starting on one’s they will like to hear.  For example, no blaming.  Other good rules to follow are: no interrupting, ask questions only when the other is done speaking, and stay on the subject (avoid bringing up other issues). 

3.      Take Responsibility – Explain the issue and why it is important to you that it be discussed.  Remember they may not have thought about it at all.  It may be helpful to explain your feelings (eg: frustrated, misunderstood, angry) as a way to demonstrate the importance of the discussion, but be careful not to use this as a way to place blame.

4.      Share Points of View – At this point it is appropriate to dive into the details of the issue, but remember most of what you will need to discuss is not facts, but your perspective.  Take the time to share the nuances of why the situation upset or hurt you – and why it continues to sit with you.  Have this become a discussion where they also share their thoughts and point of view.

5.      Determine Outcomes – As you listen to each other’s perspective, you will work toward developing a shared understanding of what happened, and what if anything, should be handled differently in the future.  Discuss these until you are both comfortable that you have reached a new understanding.  Close the conversation by thanking the other person for being open to the discussion, for listening, and for helping you to clear your mind of the situation.