| In Leadership or Management we often find | | | | make sure you stay in control and take the best |
| ourselves, our company or our accomplishments | | | | course of action. TPAE. |
| being compared. People compare everything. | | | | Think, Plan, Act, Evaluate. |
| Leaders are compared against other Leaders past | | | | Next, we listen with both ears. This means listen |
| and present, companies are compared against | | | | what is being said and what is not being said. |
| other companies. | | | | Many times an employee or staff member will |
| Comparisons include everything from "How well | | | | say something like "Well, I can't understand why |
| Bob leads us compared to Mary" to "Does our | | | | we can't do it. ABC Company just did." Listening |
| company's benefits stack up to ABC Company's | | | | with both ears would tell us that this person is |
| benefits?" | | | | making a comparison between our two |
| It seems there is no end to these comparisons | | | | companies and this person would like to see the |
| sometimes and as Leaders or Managers we often | | | | change happen at our company or at the very |
| times wish people would just shut up and do their | | | | least, ask that consideration for the idea or |
| job without all of this "complaining." Right? Can I | | | | change be given. |
| get an amen here. | | | | This person is not questioning you as to whether |
| And, as an added benefit to our job, some | | | | or not you have the ability to effect the change, |
| employees will use comparisons to point out | | | | your role as a Leader or the effectiveness or |
| perceived deficiencies and try to put us on the | | | | competency of your Leadership or Management |
| defensive or control a situation to their benefit. I | | | | skills. What they are saying is "I noticed this and |
| know that never happens in your company. I'm | | | | would like to have it considered." Poor listeners |
| talking about the other companies. (This article is | | | | would only hear "This person is complaining for no |
| not about "Adam Ambusher, Miss Malcontent, | | | | reason and I am not going to allow them to |
| Chucky the Chronic Complainer, Sally Saboteur or | | | | question me, my abilities or my company." |
| Ned Nepotism." These individuals use comparisons | | | | Not a very good way to Lead or Manage, is it. |
| as manipulative tools to confuse, control or just | | | | Hint: Get better at Listening! |
| plain run amok in organizations. This article is about | | | | Then, we plan. Action without planning is |
| those legitimate comparisons that people use to | | | | ....well...foolish, silly or stupid. Pick one that fits. |
| bring to your attention perceived inadequacies, | | | | Responding with pure raw emotion or reacting |
| injustices or procedures. We'll address those | | | | without regard to consequences is just not |
| "tenpercenters" in another article.) | | | | responsible Leadership or Management. |
| What can we do to put comparisons where they | | | | Planning a response is what separates us from |
| belong? | | | | the rest of animals on the planet. |
| First, as Leaders or Managers we must realize | | | | Planning a response is what separates us from |
| that there actually might be a grain of truth in | | | | those who choose not to Lead. |
| these comparisons. And we need to accept those | | | | Planning a response is what Leaders do. |
| truths and become proactive in establishing, | | | | Now that we have a plan in place, we take action. |
| changing or initializing an action step to make | | | | There are a few things we need to include in our |
| improvements, change course or otherwise bring | | | | action step. We need to ask for input, we need |
| about the desired result. | | | | to ask for help and we need to ask for |
| No, the end result is not to make the employee | | | | implementation. Action steps require participation |
| shut up and get back to work. If you do that | | | | from those we lead. Without them we cannot do, |
| enough, you will be isolated, ostracized and | | | | with them we can do. Leaders are people who |
| defenseless. Now that doesn't sound very fun, | | | | take action with others. |
| does it. | | | | Lastly, our final step to make it all come together, |
| Here are a few steps we can take to make it | | | | get behind the program or change. Put your |
| easier to do so. | | | | stamp of approval on it. Tell everyone what you |
| We begin with Setting Our Ego Aside. We start to | | | | and your team are doing. Everyone will see that |
| analyze what is being said with our brain and act | | | | you are really into making it happen and then they |
| within the scope of responsiveness with regard to | | | | put their best effort into it. |
| our reasoning. If we respond from an ego driven | | | | When others make comparisons it is not to be |
| perspective (read emotional), we will find | | | | feared or shunned. |
| ourselves continually on the defensive, out of | | | | Realize that comparisons are good. |
| touch with what is happening and eventually in an | | | | And hear the comparisons for what they are, an |
| "informationless vacuum" or the bad end of a | | | | opportunity! |
| rubber hose as I like to call it. Use a system to | | | | |