Working parents in Portugal can rejoice. New legislation makes it illegal for bosses to contact workers after hours. Although the purpose of the move was to attract more digital nomads to the country, the decision is also of benefit to working parents who have found that the workplace has infiltrated their homes to the point of the distracting. Furthermore, employers will now be required to pay work-from-home expenses for employees such as internet and electricity.
What do you think of this new initiative? Would you like to see similar legislation in your country? If you are a boss, do you think that this initiative negatively impacts productivity? Feel free to chime in in the comments below.
Like any good vehicle, the Doctors in Barbados page has had a tune-up. All information should be now up-to-date. This is a labour of love from me to you, which involves hours of research to make it easy for you to find physicians of specific specialties and locations. If there are any errors, as you have done in the past, just send me an email and I will make the corrections.
The day that students, who sat the 2021 Barbados Secondary School Entrance Examination, have been waiting on is here! Minister of Education Santia Bradshaw will be announcing the 2021 Barbados Common Entrance results at noon today.
No matter the results, children, we are proud of you.
It has been announced by Minister Santia Bradshaw that although the school term will begin as intended on September 20, 2021, it will be in the form of online learning. This is in response to the recent COVID-19 surge in Barbados.
We have been waiting and waiting for some indication of when the results for the Barbados Secondary School Entrance Examination would be released. Could it be this week? On Friday, August 27, 2021, Minister of Education, Santia Bradshaw stated that she expects the results by month end or early September. Considering that the month ends on Tuesday, this is a positive sign.
This has been such an unusual period for our exam-takers, and I know parents are not looking forward to the rush to try to get uniforms and everything in place that would be particular to their children’s schools. By now, I know you have the basics: the pencil cases, rulers, pens, the pencils, erasers, sharpeners, school bags, maybe glue stick, scissors and pencil crayons . . . as much as can be anticipated without a school supply list. You have done your best, but at least now, there is more light emanating from the end of the tunnel hinting that you can get those more school-specific items that your children will need soon.
We will continue to pay attention and stay tuned. Wishing you a blessed week ahead.
Communication is not just about getting your message across. Often when persons say someone needs to communicate better, their interpretation is that the message needs to be clearly articulated. In management, I have seen many get stuck in the sender phase. They send out memos articulating their views or have monologues in meetings. The messaging is clear, which is fantastic, especially when connected to transparency. Still, is this enough to stimulate trust?
Tigers fight” by @Doug88888 is licensed under CC BY-NC-SA 2.0
Welcome back! First of all, thank you for all of the positive and constructive feedback received in private messages via diverse media. I always love to hear your views. I encourage you to say your piece in the comments sections to facilitate larger discussion and engagement. These articles are not sermons, but points of discussion. You may use a pseudonym if you desire anonymity.
Also, for those who asked about further information on some of the terms and concepts I mentioned, essential information can be found by clicking on the words highlighted in blue, such as the word “trust” below.
Getting back to the matter at hand, as inferred in the previous articles, building trust, however tenuous, is going to be one of your most critical pursuits. As an external hire, or younger internal hire for that matter, to be frank, you come in at a deficit. This status does not have to be permanent, it just means that you have to be willing to put in the work. One of the crucial building blocks in your foundation of trust is communication.
Communicate, Communicate, Communicate
Communication is not just about getting your message across. Often when persons say someone needs to communicate better, their interpretation is that the message needs to be clearly articulated. In management, I have seen many get stuck in the sender phase. They send out memos articulating their views or have monologues in meetings. The messaging is clear, which is fantastic, especially when connected to transparency. Still, is this enough to stimulate trust?
I recall, over fifteen years ago, having numerous, frustrating interactions with the mother of one of my daughter’s friends. She was a lawyer turned housewife and had the bad habit of cutting me off whenever I was speaking. It came across to me that she felt that whatever she had to say was more important. It is only on reflection years later, that it occurred to me that her bad habit may have been cultivated in the courtroom. It may have served her well in making a witness or rival attorney lose their balance, but it did not serve her well in her personal life.
By the time she and I had met for the first time, I had been trained in effective listening and communication in university, but I did not want to come across as overbearing and tried to devise subtle ways to break her habit. For example, I tried modelling positive behaviours but she was oblivious. I eventually mentioned to her quietly what she was doing, and how it impacted our communication. She actually made an effort for a while, but her habit was so ingrained that she went right back to what she was doing previously.
Our daughters became very close so I was seeing her at least 5 days a week, despite the fact that we had very little in common. The more we interacted, over the years, I found that I picked up her bad habit and it bled into other social relations. I do not know if it was a case of beholding and becoming changed or that I felt the need to match her toe-to-toe. Whichever way you looked at it, we were two intelligent women, who had mastered the English language, and eloquently articulated our views . . . but we were not communicating . . . because neither was truly listening to what the other had to say. We also never learned to trust each other.
I had to reteach myself to be a better communicator, and it is an ongoing process. I have learned to depend less on my words and more on listening effectively and conveying understanding of what is being said via feedback. In interacting with your new colleagues, I recommend paying attention to these tips which are influenced by the cycle of effective communication.
Start by being a good receiver of the information your colleague conveys. Pay full attention. Try not to be distracted. Focus on what your co-workers are saying. You will have several matters on your mind, I am sure, but do your best to be mentally present so that you may wholly understand their concerns.
Be sure that you understand what they are saying. Use reflective listening to let them know that they are being heard and also to clarify that you understand their messages. Summarising what they are saying or asking questions for clarity are both useful. Body language is also important here. Not only for you to pay attention to theirs, but you also need to be aware of your own. Avoid tense postures such as folding your arms and be sure to nod your head from time to time to let them know you are still with them. Also pay attention to your tone.
Think before you speak. Feedback is the final stage of this process before it restarts and it is important to get it right. Carefully formulate what you are going to say and how you will say it. Avoid being judgemental and consider possible reactions to what you may say to help you choose the best approach. Be sure about the message you want to convey and the objective you are trying to achieve with your response. By this point, you have transitioned from the receiver to the sender in this communication process.
Be Approachable
No one will want to communicate with you if you are aloof. I also know that it is quite possible that you may want to project an air of austerity so that your position of authority is understood and cemented. It is a delicate balance and you will need to be shrewd in deducing when to exude an air of gravity versus an air of friendliness without familiarity.
Let persons know that your proverbial door is always open. Encourage feedback in meetings. Emphasise the importance of teamwork and present opportunities for individuals to play to their strengths. If you find that you always seem to be overwhelmed with work and you do not have time to hear worker concerns, make that time by scheduling one-on-one meetings if ad hoc discussions are not feasible.
Document, Document, Document
There are several reasons why documentation is important. Keeping good records ensures consistency in the organisation and may also come in handy if there is the need to clear up any confusion on certain matters. It is time-consuming and it may seem as if it is getting in the way of all of the things you have to do but do it anyway. It is good for the organisation and it is a good habit for you.
Earn Your Pay, Balance Your Life
Being a manager requires sacrifices of time, physical and mental energy. Have a strong work ethic, but also find time for self-care and for your family. You cannot help and guide your department if your stores are depleted. Try to implement as much work-life balance as possible.
Final Thoughts
As a commenter mentioned, although the focus of the article seems to be on young managers, there is value in them for managers of all ages, all countries and all stages of their careers. External hires have their own unique battles, but internal hires who go from peer to supervisor have similar ones. Wishing all of our young managers the best of luck, and all managers who are new to their positions.
What other tips would you suggest to help them navigate these waters? What stood out the most to you in these articles? Are there any tips that you would like to take away and apply in your own work?
If You Need to Throw Out the Bath Water . . . Keep the Baby
You are new. You are enthusiastic. You probably have a million ideas about changes that you want to make. In fact, after you have done your preliminary research, you may decide the entire way of operating needs a complete overhaul. First of all, change management is not a process that happens in isolation, and employee engagement is critical.
In part one of this survival guide, we examined some of the challenges that young managers face, and some possible solutions to these tests of character. This included recognising the importance of respect, seeking to understand the organisation’s culture, understanding how you fit into said culture, the importance of strategic planning and how to deal with employees when they seek to patronise you.
Now that you have finished your breather after reading the last article, let us delve even deeper and examine three further areas for consideration.
If You Need to Throw Out the Bath Water . . . Keep the Baby
You are new. You are enthusiastic. You probably have a million ideas about changes that you want to make. In fact, after you have done your preliminary research, you may decide the entire way of operating needs a complete overhaul.
First of all, change management is not a process that happens in isolation, and employee engagement is critical. Be an advocate for change, sure, but also respect the depth of knowledge and experience that exists in your workforce. Institutional knowledge and innovation should not be seen as dichotomous but as interdependent. Work with the employees and engage them in the process. You will find that their engagement leads to buy-in that will be important when you seek to implement change.
Another thing to consider, especially if you have studied overseas or you have explored models and methodologies that work in other countries, is cultural intelligence. Be careful when seeking to use ideas that seem to have had success in other territories. Speak to your stakeholders to get an understanding of if they can really work in our cultural and organisation. You may fear the outcome of your ideas being completely rejected, but what may actually occur is that stakeholder engagement may result in a modified model that is perfect for your organisation and/or Barbados.
Be A Lifelong Learner
You may know a lot, but you do not know everything. For your sake and that of your organisation, commit yourself to lifelong learning. The more knowledge, skills and competencies that you acquire, the more your organisation will benefit. Keeping current is vital. That Masters degree in Management that you got 10 years ago will only go so far. Get booster shots of knowledge to keep up-to-date on contemporary trends by attending refresher courses, subscribing to trade magazines or enrolling in relevant professional associations. Remember how I encouraged you, in Part 1, to do your personal SWOT analysis? An attitude of lifelong learning helps you to address those skill gaps, which will make you a better manager and leader.
Also, the same spirit of lifelong learning that you model should be encouraged throughout the organisation. Make it part of the culture. Some persons view qualifications as a means to get promoted. They get the qualifications, then they may not seek to apply what they have learned, or they do not seek to keep abreast of the best practices and occupational standards for their discipline. Help persons to understand that training is not only about their professional career development, but also about how they can contribute to the success of the organisation.
Values, Ethics, Transparency and Accountability
It is important to maintain personal moral standards and to encourage your organisation to do the same. It engenders trust between employees and you, and it boosts the reputation of your organisation. Values and ethics should not be seen as minor matters and every opportunity to reinforce them should be taken.
Furthermore, be transparent about what you do and why you do it, while exercising wisdom in what information should be disseminated and how it should be done. Also understand that you are the boss and whatever comes out of your department is your responsibility. Keep the lines of communication open with your staff and avoid throwing staff members under the proverbial bus. That aforementioned trust will always be fragile, but emphasising the importance of values, ethics, transparency and accountability will go a long way in building confidence.
Part III
Be sure to join me soon for the conclusion of this series, starting with the imploration to Communicate, Communicate, Communicate.
It was noted by said reader that yet another young Barbadian had been given the opportunity to lead in the Barbadian Civil Service. To me, “young” is relative. Just one look at Dr. Archer-Bradshaw’s storied resume reveals that she is a veteran in education, despite her cherubic features. In fact, in other cultures, where youth and energy in the workplace are more revered, there are managers in their twenties who are considered to be the young ones. Someone around Dr. Archer Bradshaw’s age (I make assumptions due to her stated twenty years of experience) would actually not be considered young at all, but would be seen as a senior mentor to younger members of staff.
A reader sent this article to me last week due to my interest in education. The article indicated that there would be a new Chief Education Officer in the Ministry of Education on Monday, August 16, 2021. It was noted by said reader that yet another young Barbadian had been given the opportunity to lead in the Barbadian Civil Service. To me, “young” is relative. Just one look at Dr. Archer-Bradshaw’s storied resume reveals that she is a veteran in education, despite her cherubic features. In fact, in other cultures, where youth and energy in the workplace are more revered, there are managers in their twenties who are considered to be the young ones. Someone around Dr. Archer-Bradshaw’s age (I make assumptions due to her stated twenty years of experience) would actually not be considered young at all, but would be seen as a senior mentor to younger members of staff.
That being said, understanding Barbadian culture, the nature of the workplace, and human nature as a whole, I thought I would put together a “survival guide” of sorts for those “young” external hires who are entering a situation where they will be managing persons who are older than they and/or have been in the organisation much longer than they have been. Everyone should find these tips to be useful however, because they encourage positive work behaviours and have the potential to stave off conflict.
R-E-S-P-E-C-T
Respect is not always freely given, therefore it must be earned. As an external hire, it is fair to speculate that at least one of your subordinates had determined that your new job was already theirs. This can result in myriad emotions and consequences, which can range from disappointment and a lack of motivation to bitterness and resentment.
It is important that you are able to empathise with those feelings . . . without becoming an apologist. Engage employees, even those who may resent you. Listen to what they have to say. Value their ideas and give them responsibilities that reflect their strengths. Model positive behaviours and give them credit where it is due.
Furthermore, situational leadership is key. It is critical to adapt your leadership style according to the situation. For example, a coercive or authoritarian type of leadership may work with interns, but could prove ineffective when managing older, experienced employees. This may only frustrate your staff which may destroy any trust that you try to build and leave them disengaged and demotivated. Once you have assessed the strengths of your staff, you may be able to experiment with leadership styles that suit their needs such as delegative leadership for highly-skilled senior employees or participative leadership.
While genuine respect may not always be reciprocated, do not compromise your principles. Stay the course and remain professional. By being respectful, empathetic and flexible, you are helping your colleagues to maintain their dignity, and such acts help you to maintain yours as well.
Learn the Culture
Each organisation has its own culture. The cultures in various ministries and statutory boards will not be the same. Also, if as an external hire you are moving from the private to public sector, you may be in for a few surprises. It will serve you well to familiarise yourself with your new organisation’s psyche, it may most likely be different from whence you came. Visit every department, getting an overview of who they are and what they do. Get to know the internal and external stakeholders and connect with them. Conduct formal and informal research. Read relevant files and speak with people to get an idea of the current culture, as well as methodologies that were previously tried but did not work.
This may seem to be time-consuming, but it helps you to address any of your preconceived notions, it provides a foundation for employee engagement, and it helps you in crafting innovative ideas with your teams, instead of the proverbial reinvention of the wheel. Knowing the current organisational climate will also provide you with key indicators which will help you to measure the success of any programmes you implement to create or improve a high-performance culture.
Own Your Strengths, Address Your Weaknesses
As a manager you will have to assess the strengths, weaknesses, opportunities and threats in and out of your organisation. It is also important, however, to have a full understanding of who you are in this new role and this new culture. Self-awareness is a valuable trait in leadership. You understand the areas in which you excel but you also see the areas where you need to improve and you seek to address them so that you may become a better leader.
This does not mean that you have to make a grand announcement or covert confession to your colleagues about your weaknesses. The only thing that is necessary is for you to know what they are, acknowledge them, and see what needs to be done to ensure that they are less of a bane and more of a blessing. Furthermore, knowing your pet peeves and your triggers, may prepare you exert self-control and be non-reactive if others try to provoke you.
Strategic Plans are not Paperweights
Do not be surprised if some organisations seem to be flying by the seats of their pants. There is a phenomenon that exists in some places where the outcome of strategic planning exercises is a nice document to place on a shelf or one’s desk. Strategic objectives may be set, but the day-to-day operations suggest that organisation activities are not guided by the plan to meet said objectives. Furthermore, some organisations actually have no strategic plans or plans which expired a long time ago and are in dire need of updates which reflect the current climate.
Brace yourself for this and with your teams examine what needs to be done, how you will accomplish it, and how you will measure your successes and failures so you can course-correct if needed. Persons must understand that the strategic plan is to be the organisation’s ever-evolving Bible and they should refer to and meditate on it often . . . and so should you.
How to Survive Infantilisation
Some people will try to infantilise you. It is inevitable. Some of it may be endearing, for example, an older staff member feels affectionate towards you because you remind her of her son or daughter. That individual may keep calling you “Dear” or “Darling” whenever they address you.
Then there may be some infantilisation that is more insidious, with the aim of manipulation or to “keep you in your place.” “You are young, you will learn,” or “I don’t see why she is in such a rush. Young people need to learn to wait their turn” and similar sentiments may be expressed within your earshot or boldly directed to you.
Self-control and professionalism will serve you well in all instances. With the well-meaning employees who call you pet names, just pull them aside privately. Let them know how you appreciate how much they appreciate you; however, you are in the workplace and the appropriate way to address you is by your name.
When persons make derogatory comments within your earshot but not to you, ignore them. It is obvious that the person is trying to get a reaction out of you. Remember my earlier advice regarding maintaining your dignity. Do not give them any satisfaction.
For those who may passive-aggressively express concern about your youth, politely and firmly let them know that your work will speak for itself and proceed to the matter at hand. These behaviours are time-wasters and distractions. Your purpose in the organisation is not perpetual self-defence, it is to do the job which you have been hired to do.
All of that being said, try not to be paranoid. Be cautious and discerning and you will figure out who is sincere and willing to collaborate in the organisation’s best interest. This is as opposed to those who may just be trying to undermine your confidence.
Part II is Coming Soon
I hope you have enjoyed your reading and found this to be helpful. If you needed more information, don’t worry, the continuation of this article is well on its way. Keep an eye out for Part II which starts with this sage piece of advice . . . If You Need to Throw Out The Bath Water . . . Keep The Baby.
BAJAN MOM 