Jim Clemmer's Leader Letter

I did not use the typical performance review process. We started the meeting out with lunch first. Then I went into the 3 questions from Chapter Six of Pathways to Performance:

• Where are you going (your vision or picture)?
  
• What do you believe in (your principles or values)?
  
• Why do you exist (your purpose or niche)?
  

I then added this question: "Is your future with (their organization)? If so, then we need to know where you are now, where you want to be, and the steps to get to where you want to be."

At first I got a lot of 'whining' - everyone else gets everything; they come and go as they please; they come in late, or can leave early; they ask for overtime and get it, I ask for overtime and I don't get it, etc., etc.

I listened for a while, then I simply said, "But that is nothing you have any control over. However, you do have choices." Again I asked, "What do you want?" She said she wanted to be here. She liked what she did. I asked what happened to that enthusiasm or fun spirit she used to have, like when she used to decorate the office which would help get everyone in the seasonal mood (i.e. decorating for October, St. Patrick's Day or Christmas). She responded with "it was always just me decorating and no one else ever wanted to help. But they would sure say something if it wasn't done, so now I don't do it." So, I said, "So it's that 'why should I care' attitude?". She said, "Yes."

I continued with, "Do you not think staff/people pick up on when you're happy or not happy?" I said, "It is extremely obvious and if you think it is not showing, you are mistaken." I went on to give a few more examples of the 'why should I care' attitude. She finally got the picture.

I summarized by stating the three things that I need from her. I also said that it did not matter that I wanted these things, but that she too wanted these things. Otherwise, things will not change. I told her I could not choose these things for her; it has to be her choice. She appeared to understand and agree.

1. To provide an ambience in the office that would motivate and energize staff as a whole, so that they could enjoy their work environment.

2. To get out of Pity City, the Pity parties, and being a whiny Pity Puppy, scampering about, barking blame in all directions. She appeared to like this story, and it fit so well with our situation. Thanks. And it is something we can have fun with, because from time to time, we all fall into to this city. What is important are the gentle reminders to move along.

I often catch the 'secretary hub' in conference or in a huddle, so I told her every time I see this huddle I am going to continue to ask, "Is there anything I should know?" It stops the chatter every time and seems to get them back on focus.

3. To support all staff to the fullest. To make all staff look good in the eyes of our customers, regardless of what they are doing or not doing, even if she would prefer to tell on staff, e.g. "I don't know when they will be back, they didn't tell me."

I tried very hard not to place blame or focus on the past; only where to go from here. She appeared to be on board.

That is all for now. It was quite an afternoon. And I did it all without any tears. Thanks again.