Drop the Law Books, Use Common Sense!

A recent media story in Toronto about a parking enforcement car parked in a handicapped parking spot has gotten a lot of attention in the past couple of days. A Toronto resident snapped the picture at a Tim Horton's restaurant because I suppose it was out of the ordinary to see such an act. Actually, people parking in marked disabled spots is a common occurrence in Toronto whether the car hasn't got a permit or the 'clearly not handicapped' driver of the car borrowed the vehicle and abused the permit (perhaps they felt that the permit was 'paid for anyway').

The argument in favor of the parking enforcement officer was that they did not break the law because, in order for a spot to be authorized, it must have a valid sign above the painted parking spot. Otherwise it is not authorized and anybody can park there. Or, in more technical terms, "it isn't enforceable".

Enforceable or not, a painted parking spot should be left for those who need it, sign or no sign. 

So, who painted it? According to the media, the restaurant claims it is 'by the book', but parking enforcement does not agree. What we have here is a failure to communicate (one of the best quotes from the movie Cool Hand Luke).

So, who is right and who is wrong? Who is going to ticket who? Who is going to get reprimanded and who is going to court? WHO CARES?

With a little bit of common sense, this whole situation could have been avoided. The parking enforcement officer should have had the foresight to realize that any marked spot should have been accessible to those who need it as a courtesy, if nothing more, and parking in such a spot may result in a snapshot from a passer-by in our no-so-private world of portable, digital recording devices.  It should be considered highly probable that a local resident might snap such a picture.

One more note - I'm pretty sure most citizens don't know that a handicap parking spot needs both a painting and a sign to be enforceable and I wonder how many people have sent their undefended infraction payment in the mail when a parking enforcement officer tagged their car by mistake when a sign wasn't present.

When we start thinking ahead about all the possible outcomes of an action and the probabilities of such outcomes, we will be living in a less hostile society indeed.

Why Everyone Should be Treated like a Pro

No matter what a person does for a living, they must be treated like a professional each and every time you conduct business with them or communicate with them. Face it, some people don’t like what they do for a living and others feel unappreciated, broke and trapped. You could argue that they chose their position in life and you may be right, but even those in intermediate and higher work positions may sport these same feelings.

I met a woman who told me about the receptionist of a large organization who was told by the president on a daily basis that she was the most important person in the company because it was her job to greet everybody who phoned in. He was sincere in his remarks and she looked forward to seeing him every morning that he came through the door. She was a professional receptionist.

A person who gets paid to conduct a work activity is, by definition, a professional, if it truly is their ‘profession’. A professional knows how to do the work better than anyone because they do it on a daily basis. A professional should be proud of their profession, no matter what it is and not feel as if they are being ‘looked down upon’ by others, whether customers or CEO’s.

So, if we stop looking down at those in the lower ranks, be courteous and treat them like the professionals they are, they will undoubtedly feel less trapped and more appreciated. Then , perhaps, customer service would not suffer nearly as much as it currently does.

One more reason to treat everyone like a pro - you never know who they know and courteousness goes a long way when networking, no matter what you are seeking. For example, a janitor may know a plumber who can save you money, a security guard may know a mechanic they know and trust or a cashier may do accounting for small businesses on the side. 

You truly never know who is who or who knows who. That being said, sporting a smile or being polite could open doors you never knew existed.

Supervisor and Employee Relationships

I found this video both interesting and difficult. Interesting because it's a common situation that supervisors  experience with employees who they later befriend, but without playing favorites, and difficult because we have not heard both sides of the story at hand, and it is typically a sensitive situation. In this particular case, the supervisor was supervising before her and the employee built a friendship.

The bright side of it is that the supervisor posted the video to ask the opinions of others regarding the situation, rather than simply blaming the employee. That shows that she is actually trying to find a solution should it happen to her again.

My opinion - it's possible that the supervisor let her guard down and allowed respect to diminish as a result. It's also possible that the employee felt too at ease and protected by the supervisor and when it came time to assign a task, the employee felt that the person next to her should have been asked to do it because the employee was better friends with the supervisor.

Being a supervisor and having friends on staff is a fine balancing act indeed. Being friends can dissolve the 'us and them' workplace attitude, but possibly at the expense of true leadership and, inevitably, animosity when an employee feels like a workplace friendship is simply a manipulation tactic, geared toward higher profits and nothing more. 

To be a true friend and respected leader, supervisors must not let their guard down and follow a set of professional guidelines. However, to be a prudent and respectful employee can be an advantage when the employee is looking to advance their career or when they require a good reference after deciding to relocate. A great replacement for the 'us and them' attitude would surely be 'symbiosis'.

Heinrich Anton de Bary, who first used the term, had apparently defined symbiosis as: "the living together of unlike organisms". Companies need a workforce and a workforce needs a company. They have different attitudes and they won't always agree 100%, but it is clear that both sides need to work together if the company is to thrive.

Suggestions for supervisors who befriend staff:

a) be firm and fair with discipline and never let your guard down (and follow the rest of the guidelines)

b) you can hang out with staff after work, but never lose control in front of them (then, minimize partying and leave early without slurred speech - tell them beforehand that you'll have to cut out early). You can choose to go all night, but never lose control - great leaders show restraint.

c) reinforce the notion to friends on staff  that everybody helps each other as much as they can when one party decides to move ahead in their career

d) explain to a troubled employee (the jealous ones, especially) that animosity is a major reason why good teams fall apart and they have to work with you to avoid it at all costs

e) keep your leadership skills sharp - there is a reason why you are a supervisor and hopefully it is because you know the work inside and out and have proven your leadership abilities, then when a critical situation arises, you are ready for it and by demonstration of your abilities alone, you will maintain (or revive) the respect you deserve.

A lot can be learned from the story The Bounty. It is a well-written drama that arouses fear and pity and thus achieves a catharsis of such emotions (thank you, Aristotle!). My point is this: respect should not come out of fear and great leaders should be able to demonstrate their leadership through their abilities in a very controlled manner. It's a fine balancing act, indeed.

Quit Freakin' Me Out! When is a Work Crisis Actually a Crisis?

A crisis is only a crisis when we call it a crisis. Say the word 'crisis' ten more times and it'll probably lose all meaning.

I have worked in many different industries, from warehouses to film sets, fast food to phone sales, door to door garbage bag sales to delivering blue prints. I have been working since the age of 13 and I thought I had it all figured out after 25 years (in 2005). I had started from the bottom cleaning bathrooms and sweeping floors to leading teams and further developing both my career and leadership skills.

 In 1998, I began working full time as a live sound engineer (that's the official title, not the designation) which led to work in the corporate world as a freelance AV specialist operating a part time business under my own name. One morning, at an event, I thought we had a major crisis when I had discovered that a critical piece of equipment had failed just moments before the event was to begin. As a professional, I felt like somehow I had failed to prevent such a crisis. I approached the meeting planner and informed her that we had a crisis.

The meeting planner, Lucy, held my arm lightly as if to stabilize me, looked me straight in the eye and asked what the problem was. I explained the problem and she told me that it wasn't a huge crisis and we'd figure it out. She calmly asked what our options were and I told her. She immediately chose the most sensible option and made it happen - the gear was quickly replaced no matter what the cost.

That one situation forced me to think ahead more and by doing so, any crisis would be nothing more than 'Plan B' or, if that failed, 'Plan C'. So, by planning better, such a crisis would be more like a hiccup.

The day I took up the challenge to change workplace attitudes
I was hired as an instructor in 2001 because of my expertise and desire to teach others how to do some of the things I learned so they could develop their careers. I finally found work that suited my career direction and that required my special knowledge. It was smooth sailing at most events after than and I began to enjoy the pre-planning and challenges of troubleshooting on the fly. At every potential crisis after that, I would ask myself: "How would Lucy react?" and I had changed my attitude toward that aspect of my work.

Then came the fateful day in 2005. I found myself in a fit of frustration when I was signing out equipment to instruct a cinematography class and discovered that a few pieces were not functioning and were put back in the equipment room with no repair orders attached. I had been upstairs and downstairs between the lecture room and equipment room a few times only to discover another piece of equipment was broken with every trip.

The fourth time I went to the equipment room, I walked in very frustrated and upset as I approached the equipment room manager, James. James said something that day I will never forget. He said: "Quit freakin' me out!!" I felt bad that I had forgotten to listen to Lucy's voice in order to prevent such behavior and I felt like I had failed to control my emotions when it wasn't such a huge crisis. I thought I had been the perfect co-worker up until then. James was not at fault and I had no business venting on him (I didn't yell, but I was a ball of negative energy).

I wrote out the statement: "Quit freakin' me out!!" on a piece of paper as a reminder of that day and it has become a sort of scarecrow for me. I have it posted on my bulletin board and I am using it as my book cover (above). I have always had a very good track record of being a calm person and voice of reason at work, being able to display grace under pressure, but those two incidents are proof that anybody can get emotionally charged up and let things affect them (I am very passionate at what I do, but that's no excuse for irrational behavior).

To maintain a cool head in any crisis situation (not just work), I began writing a book about revitalizing livelihoods in 2006 and it is almost complete. I wanted to clarify my point of writing it, so it took a little longer than I thought. There are two other things I do as a reminder to stay cool and those are: 1) Ask myself how Lucy would react and 2) look at the statement James made, daily.

NOTE: A higher resolution version of the above picture is available for free to those who wish to post it onto their computer desktop as a reminder. Just email me at: buck@buckmoore.net

In-Office Team Building Activity in Toronto (a fun, new way to improve morale & productivity!)

Introducing a great new team-building activity that can be done right in your office or other workplace:

The Workplace Mock-Doc (tm)

The Workplace Mock-Doc is a great way to demonstrate the power of effective team-building strategies. Basically what happens is this - we come to your office or workplace and make a faux, funny documentary much like the TV show The Office. 

1) After an initial consultation, we begin by having a short meeting during lunch to discuss the roles that need to be assigned for the video project. We give a short, comprehensive movie-making seminar. We then help to form a storyline and explain all of the tasks needed to be completed and find out who is interested in the various roles, such as: camera operator, writers, director of photography, lighting, etc.

2)  We come back a week or so later, usually on a Wednesday (or during slower periods) and bring very streamlined gear. We then shoot the video as per the plans and script which have been created by our team and your team.

3) We edit the piece and plan a screening. Every team member gets a copy of the video project on DVD or as a data file (such as Windows Media Video - ".wmv" or Quicktime). 

4) We summarize what went into the making of the project and include a printed report for all to see. This way, people are reminded of the complexity of the project and are able to literally 'see right through' the finished video at all of the individual components that were needed to create it.

This new, cost-effective team building activity has many benefits, including: completing it at your place of work, clearly demonstrating what a strong team can accomplish and sharing a few laughs when the project is screened.

Contact our team for more information: 416.516.2560 or http://www.thinkworknotjob.com/

Before You Go to Work Distraught, Remember Why You Chose it

People go through stressful, painful times in their lives and those feelings can affect those around you. It's hard to fake a reaction when feelings get in the way, especially when body gestures play a prominent role in the way we communicate. So, rather than faking a reaction or attempting to hide your feelings from others, wouldn't it make more sense to adjust your attitude so that you are able find some inner peace before you inadvertently make those around you  aware of your pain and suffering?

If you are going through a very difficult time in your life, you can still go to work and be in control of your emotions by remembering why you chose to do that work. 

If you are a technical expert at something, remind yourself that you are there to be the best at what you do and that what you are doing is truly making a difference. This will empower you and make you feel like you are important, regardless of what friends and family think of your current state.

If you go to work because you feel you had no choice but to work there, for whatever reason, you should still aim to be the best at it, that way it will be much easier to change career paths when you decide it's time. Also, thinking ahead about a career change will keep you in a positive frame of mind because you will see the light at the end of the tunnel and keep your mind off your problems.

One of the most difficult things for a person to do is to remain positive during a crisis as it is so much easier to dwell on things that cannot be changed or that will take time to change (like divorce, death, debt, etc). Close friends and family members can be there for you outside of work, but while at work, you are many times on your own. Some workplaces encourage troubled employees to take some time off, reduce their workload or even offer some form of grief counseling when they are noticeably distraught. 

I am in no way suggesting that a person should bottle up their emotions and be a good little worker; quite the contrary. I am saying that if we have the power to adjust our attitudes in the right way, we can help ease our own minds, get extra help when we need it and still feel important, rather than neglected, unloved, bereaved, broke, useless, etc.

It's up to a person to be able to conjure the feelings of empowerment, mental control and inner peace, from within, from without or from a combination of the two. Talking about it to somebody you trust helps.

Another Take on Foresight ('Crisis Anticipation')

I am a fan of Brian Tracy, business leader and sales guru. Just before I went out on my own in the mid 1990's, I watched a VHS tape of his from a Toronto Public Libary (just kidding, 'library'). I took away some great sales information and had been following his principles even to this day.

When I began writing my book (almost done), I insisted on keeping a strong focus on forethought and how we can prevent many negative situations from ever happening, if we think ahead about things. In a video I had recently watched, Brian mentions that great business leaders must anticipate a crisis in advance to prepare against it. I strongly agree.

I know I didn't invent the concept, even though I had not read about it before I decided that it was an important part of my work. It really is just common sense to think about preventing problems before they happen. So, why doesn't it happen more? In my opinion, there are a few major reasons, among which are:

1. The people in the organization are not engaged enough to want to do any more work than is required of them. This can result in higher-than-expected turnover or somebody not paying attention to details, which can be disastrous.

2. The management focuses on the money first, then the people, if at all. People aren't naive. They will see this loud and clear. If they think they are wage slaves, they will respond accordingly.

3. The business leaders don't know how to motivate their staff, keep them engaged at work to have a more efficient workplace. Once efficiency goes down, productivity will no doubt follow.

These three problems are not always easily solved, but many times they can be. It should be remembered that all three of the issues above involve people. How people act, react and work together is very often determined by how strong the leadership is at any given workplace.

Getting started to solve these problems:

1. Find ways of keeping employees engaged at work. One very simple way to start is to remind people how important they are at their position and for the business. Allow them some freedom to be creative and possibly let them work on low key hobbies in slow periods (like writing stories, blogging, writing lyrics, knitting, watching videos of their families or planning parties - whatever can be done at work that doesn't interfere with business and that can be stopped at a moment's notice - let people feel fulfilled from time to time).

2. Have regular pep talks and incorporate team building events in the office or outside of it. Remind people that everybody is in it together and working toward higher profits and revitalized livelihoods, but not at the expense of a strong team.

3. Get outside help. Hire a think tank or consultant (or both) and get an unbiased opinion. It is well known in the entertainment industry that a recording engineer or film maker can lose a great deal of objectivity when working on a project, so they often get another set of ears or eyes to help rebuild some of that lost objectivity. The usual result is a stronger project.

One more golden piece of advice: Never 'lose it' in front of anybody. Keep it together. Grace under pressure is a time-tested truth. For more information on The Workplace Think Tank, visit www.thinkWORKnotJOB.com or www.buckmoore.net