#inspiredtrades

At some point in your career, you likely encountered a boss you believed was unfair. You probably thought to yourself, “When I’m a boss, I’m never going to be like that!” Sadly, there is no objective measure of fairness. Instead, each time you attempt to level the playing field on one dimension, you throw it off balance on another.

You can start with the most standard measure of fairness, which focuses on the outcomes of your decisions. Did your decision-making process lead to a fair distribution for everyone involved? You can apply this test to common decisions such as how you allocate workload, offer development opportunities, and dole out rewards and recognition. You can be sure that your team is scrutinizing the outcomes of these high-profile decisions. If one person is disadvantaged by your decision making (e.g., assigned a less desirable shift or given a more difficult assignment) multiple times, it’s likely that they will perceive your decision-making as unfair.

Unfortunately, there’s more to it. In addition to the fairness of the outcome, your team will be judging the fairness of your process. Was your decision-making process inherently fair, regardless of the outcome? How you arrive at your decision will carry as much weight in how you are perceived as the decision you ultimately end up making.

The challenge is that when you try to optimize one version of fairness, you can inadvertently taint the other. As a simple example, imagine assigning workload based on a flip of a coin. Because a coin-flip is random, it can be considered a fair process. Now imagine that you flip the coin ten times and seven of those times it comes up heads. Now the person who chose heads gets 70% of the workload — an unfair outcome. The takeaway is that you need to be mindful about both your decision-making process and the resulting outcomes.

One interesting side note: research has suggested that the relative importance of the fairness of the outcome versus the fairness of the process depends on which an employee hears about first. The research looked at a hypothetical hiring process in which some applicants were evaluated with a fair process and some with an unfair process. Some of the participants were told about the process that was used to make the selection decision before hearing whether or not they got the job, whereas others were told about the process after.

For those who heard about the process before the outcome, the fairness of the process (rather than whether they got the job or not) predicted their overall satisfaction. For example, people who heard about the process of evaluation, but found out that they were ultimately not hired, were OK with that outcome because they believed the process leading to that decision had been fair.  For those who learned about the outcome first, the fairness of the outcome was more important. For example, when people first heard that they were not hired, without any explanation of the process used to arrive at that decision, they immediately assumed that the decision was unfair. The study provides an important lesson: when you’re using a fair process that might lead to an unfair allocation, be sure to provide details about the process before your team learns of the decision.

Even once you invest considerable effort in deciding fairly, that’s no guarantee that it will be perceived that way by your team. Don’t make the mistake of assuming your decisions will speak for themselves. If you are focusing on an equitable process for choosing who gets promoted, where you will weigh certain competencies or styles more positively than others, make your intentions known to your team. If you’re emphasizing an equal sharing of the bonus pool to reinforce the importance of every member of the team, be upfront about it.

You are the boss and you have the discretion to make those calls. Regardless of how you choose to make the difficult calls, it’s critical that you communicate what you’re thinking. Transparency increases trust in the process and has value for your employees above and beyond the specifics of the decision-making process.

In the end, we all learn that life isn’t fair. As a boss, you’ll learn this much sooner than others. You’ll face difficult decisions where no resolution seems ideal and where the outcome will be perceived as fair by some and unfair by others. Don’t be too hard on yourself. As long as you have thought carefully about what the business needs and made your assessment of the best answer as objectively as possible, you have done your job. You will always have an opportunity to restore balance with the next decision.

Adapted HBR Oct 2018 Davey

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Got issues with your staff or Boss? We have a solution for you. 

“If I added up all the time I’d spent listening to people complain about each other last week: 3 hours and 45 minutes. And that was just the time they spent complaining to me.” - Glenn Leet

This is, unfortunately, not unusual. The legendary executive coach Marshall Goldsmith, interviewed more than 200 of his clients and what he discovered matched previous research he read but found hard to believe: “a majority of employees spend 10 or more hours per month complaining — or listening to others complain — about their bosses or upper management. Even more amazing, almost a third spend 20 hours or more per month doing so.”

And that doesn’t even include the complaining they do about their peers and employees. Which would be hard to believe if not for the fact that, if you pay attention to what you experience during your day, you’d find it’s pretty accurate.

Imagine the productivity gain of reducing all those complaining hours.

Why do we complain about other people?

Because it feels (really) good, requires minimal risk, and it’s easy.

Here’s what happens: Someone annoys us. We’re dissatisfied with how they’re behaving. Maybe we’re angry, frustrated, or threatened. Those feelings build up as energy in our bodies, literally creating physical discomfort (that’s why we call them feelings — because we actually, physically, feel them).

When we complain about someone else, the uncomfortable feelings begin to dissipate because complaining releases the pent-up energy. That’s why we say things like “I’m venting” or “I’m blowing off steam” (But, as we’ll see in a moment, that dissipation doesn’t just release the energy, it spreads it, which actually makes it grow).

Additionally, when we complain to people who seem to agree with us — and we almost always complain to people who seem to agree with us — we solicit comfort, camaraderie, connection, support, and justification, which counteracts the bad feelings with some fresh, new good ones.

Complaining changes the balance of negative/positive energy and, for a brief moment at least, we feel better. It’s actually a pretty reliable process. Addictive even.

Which is the problem (beyond even the wasted time): Like just about all addictions, we’re feeding the spin of a destructive, never-ending cycle. The release of pressure — the good feeling — is ephemeral. In fact, the more we complain, the more likely the frustration, over time, will increase.

Here’s why: when we release the pent-up energy by complaining, we’re releasing it sideways. We almost never complain directly to the person who is catalyzing our complaints, we complain to our friends and families. We’re not having direct conversations to solve a problem, we’re seeking allies. We’re not identifying actions that could help, we’re, almost literally, blowing off steam.

Why is complaining about such a bad move?

Complaining creates a number of dysfunctional side effects (again, beyond the time wasted): It creates factions, prevents or delays — because it replaces — productive engagement, reinforces and strengthens dissatisfaction, riles up others, breaks trust, and, potentially, makes the complainer appear negative. We become cancer we’re complaining about; the negative influence that seeps into the culture.

Worse, our complaining amplifies the destructiveness and annoyance of the initial frustration about which we’re complaining.

Think about it: someone yells in a meeting. Then you go to the next meeting (where no one is yelling) and you complain about the person who just yelled. Now other people, who weren’t at the initial meeting, feel the impact of the yelling and get upset about it too. Encouraged by their support, your brief, momentary release transforms into righteous indignation and, becoming even more incensed, you experience the initial uncomfortable feelings all over again.

In other words, while the energy dissipates, it expands. The amount of time you spend thinking about it extends for hours, sometimes days and weeks. And you’ve multiplied the people who are also thinking and talking about it.

Meanwhile, our complaining improves, precisely, nothing.

In fact, that might be the biggest problem: Complaining is a violent move to inaction. It replaces the need to act. If instead of complaining, we allowed ourselves to feel the energy without needing to dissipate it immediately — which requires what I call emotional courage — then we could put that energy to good use. We could channel it so it doesn’t leak out sideways.

In other words, let the uncomfortable feeling you have — the one that would otherwise lead you to complain — lead you to take a productive action.

What’s a better move when we feel like complaining?

Go ahead and complain. Just do it directly — and thoughtfully — to the person who is the cause of your complaints.

“Talk to the person who yelled in the meeting. If that person doesn’t listen, talk to their boss. If you don’t like that idea, then, when it actually happens, say “Hold on. Let’s respect each other in this conversation.” If you missed the opportunity in the moment, then meet with them afterwards and say, “Please let’s respect each other in our conversations.” - Glenn Leet 

That, of course, also takes emotional courage. It’s a scary, more risky thing to do. But it’s why it’s worth developing your emotional courage — because, while scary, it’s far more likely to be highly productive. It holds the potential for changing the thing that’s the problem in the first place. And rather than become the negative influence, you become the leader.

If you want to brave this route, let your urge to complain be the trigger that drives you to take action in the moment (or, if you missed the moment, then shortly after):

Notice the adrenaline spike or the can-you-believe-that-just-happened feeling (e.g., someone yelling in a meeting).

Breathe and feel your feelings about the situation so that they don’t overwhelm you or shut you down. Notice that you can stay grounded even in difficult situations (e.g., feel, without reacting).

Understand the part about what’s actually happening that is complain-worthy (e.g., it’s not okay to yell and disrespect others in a meeting).

Decide what you can do to draw a boundary, ask someone to shift their behavior, or otherwise improve the situation (e.g., “Please let’s respect each other in our conversations.”)

Follow through on your idea (e.g., actually say: “Please let’s respect each other in our conversations.”)

It’s not nearly as easy as complaining. But it will be far more productive and valuable.

It won’t always work like that, but you may be surprised how often it will.

Thanks for Reading, we hope you got something positive from this. If you want to know more about Inspired Trades Coaching Visit us here www.inspiremenow.com.au

Best Regards, 

Glenn Leet, Inspired Trades 

Adapted HBR Bregman Aug 2018

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What if we could have more hours in the day? 

It’s one thing everyone wants, and yet it’s impossible to attain. But what if you could free up significant time—maybe as much as 20% of your workday—to focus on the responsibilities that really matter?

The answer is simple: Eliminate or delegate unimportant tasks and replace them with value-added ones. Research indicates that we spend a great deal of time—an average of 41%—on discretionary activities that offer little personal satisfaction and could be handled competently by others. So why do we keep doing them? Because ridding oneself of work is easier said than done. We instinctively cling to tasks that make us feel busy and thus important, while we missing focusing on the top 20% of tasks that will optimise profit, workflow & cash flow.

There is a way forward. We can make themselves more productive by thinking consciously about how we spend our time; deciding which tasks matter most, and dropping or creatively outsourcing the rest. By simply asking ourselves to rethink and shift the balance of work, we can free up nearly a fifth of our time—an average of one full day a week—and focus on more worthwhile tasks with the hours saved.

Why It’s So Hard ~ There are many reasons why this happens. Most of us feel entangled in a web of commitments from which it can be painful to extricate ourselves. Also, those less important items on our to-do lists are not entirely without benefit. Making progress on any task—even an inessential one—increases our feelings of engagement and satisfaction, research has shown. 

Identify low-value tasks ~ Look at all your daily activities and decide which ones are (a) not that important to you and (b) relatively easy to drop, delegate, or outsource. Research suggests that at least one-quarter of typical work falls into both categories, so you should aim to find up to 10 hours of time per week. Decide whether to drop, delegate, or redesign. Sort the low-value tasks into three categories: quick kills (things you can stop doing now with no negative effects), off-load opportunities (tasks that can be delegated with minimal effort), and long-term redesign (work that needs to be restructured or overhauled).

Allocate freed-up time ~ The goal, of course, is to be not just efficient but effective. So the next step is to determine how to best make use of the time you’ve saved. Write down two or three things you should be doing but aren’t, and then get stuck in. You should also be able to go home a bit earlier to enjoy time with your family.

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Glenn is one of Australia's most experienced building and development professionals with 25 years of business expertise and experience.

Glenn is passionate about empowering others to succeed! Glenn honed his skills as director of Australia's fastest growing residential housing company. The building and development journey has taken Glenn to many places, facing and overcoming many challenges.

These days he is equally comfortable on a building site with a nail bag as he is in a boardroom wearing a suit, or on a development site with a laser level.

Government and Industry also recognise Glenn's skills by appointing him as Advisor to the Reserve Bank of Australia and HIA Board Member.

Glenn is now working with the tradies, property developers and large project owners he knows best as a coach and consultant.

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