Author Archives: Karen Snyder


The more rigid the employee, the more gently to introduce change…

It was on 5:45am and 4 degrees when I left for my yoga class. Chilled to the bone, the frigid air washed away my drowsiness. I was looking forward to quickly forging into deep stretches easing my tense and tight muscles. You can imagine my disappointment when my instructor Jennifer’s first words were, “We will work slowly and gently this morning, making sure we don’t push too far too quickly.  We want to avoid injuries.”

While it wasn’t what I wanted to hear, my inner voice spoke to me.  “This is what Ralph must have felt yesterday when he wanted to fire Suresh and I urged Ralph to slow down.”

Ralph had come to me complaining about one of his most knowledgeable employees, Suresh.  According to Ralph, Suresh doesn’t share information, doesn’t speak up in meetings, and doesn’t respond to emails.  When Suresh does finally respond it is because he has been prodded relentlessly.   At those times his responses are often curt leaving his colleagues with more questions than answers.  Everyone is frustrated and upset with the situation.

Plant the seeds of change and let the rigid employee grow into them slowly.

Plant the seeds of change and let the rigid employee grow into them slowly.

Ralph came to me asking that I tell Suresh how unprofessional his work style was to the group.  Ralph expected me to convey these messages and for Suresh’s work style to change immediately, or else!

While I applaud Ralph for noticing these issues and expecting a more collaborative approach for his department, Ralph’s approach will greatly impact Suresh’s willingness and ability to change.  I’m not sure if the “or else” was intended for me or for Suresh!

Often, as in Ralph’s case, when we notice that change is needed we are incredibly upset and frustrated. Regardless of whether it is change that is needed in our bodies, in our behaviors, or in the behaviors of those we work with, when we seek change too quickly, it often backfires. Change is a long and steady process.   It involves many steps forward and hopefully fewer steps back.

Just as we are likely to injure our bodies if we try to change too quickly, it is likely that we will injure our work relationships when we expect immediate change from those around us.

Think of a time when you helped someone at work change.  How did you help them?  How long did it take?

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Thirteen Tips When your Team is Blessed with High Performers

*Think about the high performers on your team often.   Too often we spend “thinking time” on our problem performers, rather than focus our attention on how to nourish and support the parts of our team that are working.images
*Encourage them to take breaks in order to re-charge.  Not just breaks during the work day, encourage breaks when they turn everything off regarding work.  High performers are particularly prone to burnout.
*Share high visibility projects with high performers.  Give them the platform that allows them to shine.  Seek ways to broaden the scope of their work, allowing them to see more of the company.
*Ask the high performer for his or her opinion.  High performers want to be heard and they have a great deal to offer.
*Provide positive feedback, both privately and publicly.
*Encourage high performers to attend workshops, conferences and other networking opportunities.
*Acknowledge their contributions often.  Don’t assume high performers know how you feel about their work.
*Respect their need for work-life balance and allow as much flexibility as possible.
*Create opportunities to meet face to face.
*Communicate often about new initiatives and trends.  Never leave them out of the loop or wondering.
*Seek communication yourself.  You cannot inform others if you are not informed.
*Remember that the organization’s commitment to them begets their commitment to the organization.
*Be a role model.   High performers want to work with other high performers.  They want to engage with people they respect and people they can learn from.
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