Thursday, October 16, 1997

Business leaders should provide guidance

By Ann Humphries / Knight-Ridder Newspapers

Even if you're a leader in a small organization, don't be reluctant to encourage improvements in employee professional conduct.

Let's say the people you work with are great. They're loyal, skilled and likable. You value them. You spend a lot of time together.

But lately you've noticed a relaxation in how they conduct themselves. Their grammar, appearance, punctuality, tact and telephone manner could use some polish. Their manner is a little too casual.

How do you broach the subject? How do you let them know you think they're important without insulting them? How do you correct their conduct when you work so closely together and know they've seen you when you're not at your best?

Gayle C. called to ask for coaching on how to address someone whose appearance is inappropriately casual. "Her Friday casual day wardrobe now appears during the rest of the week," Gayle said. Gayle's boss is reluctant to address the situation for fear of a lawsuit.

Julian W. needs to upgrade the professionalism of the office staff without alienating them. Yet, he hesitates to mention it, because they've just been through a big increase in work. With more work to come, he needs a strong, loyal team, but he also needs members of his team to be more efficient in their service to customers.

Because I'm called more and more often to address situations like these for small groups or organizations, I suggest the following to implement changes you want to make.

Hold regular staff meetings. They don't have to be long or involved. You can call them briefings or huddles or something catchy to add interest.

Make a list of the behaviors you think need addressing. Narrow your focus and be as specific as possible. For example, instead of a meeting about telephone manners, use that as a heading, then list specifics such as "Answering the phone when the receptionist is busy," "Better voice mail strategies," "Improved telephone transfers," and "Hold button."

Integrate a brief segment on professionalism in each meeting. Show your list to the group. Ask what they would like to see addressed and add their suggestions. Assign staff to give a brief report about a subject each meeting. You involve them. They become part of the solution.

When you've returned from a conference, give staggered reports to highlight what you think is important for them to know. Ask other conference attendees to report their findings.

Circulate a book, magazine or article with everyone's name on it.

Ask for a report about the content in the next meeting.

Send e-mail or voice mail messages to give each other tips. Create an interoffice e-mail newsletter with suggestions for getting even better.

Finally, don't be reluctant to sit down with individuals to coach them on what you expect from them. Hire an outside consultant to meet with them. You can do this diplomatically, yet frankly. Remember, you believe them to be worthy of your investment, or you wouldn't invest the effort.

Be a leader. Intervene when you need to. If you ignore some behaviors, they don't go away; they can get worse.