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Category Archives: Best Practices

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Best Practices, Employee Relations, Leadership

Help The “If Only” Manager Succeed

If Only…” Managers 

In my experience as an HR professional, I often encounter “if only” managers—talented individuals with significant potential who are held back by specific gaps in their leadership styles. I’ve outlined two common examples, “Mike” and “Tristan,” to illustrate how targeted support can transform individual contributors into effective leaders. 

“Mike” 

Mike is a seasoned, hardworking professional with deep institutional knowledge. While he is a dedicated “go-getter,” his “rough around the edges” interpersonal style risks high turnover if he moves into management without intervention. However, his direct and often blunt interpersonal style presents a risk to team morale and retention if he moves into a management role without further development. While his intentions are good, his communication style can be intimidating and may discourage others from speaking openly. Mike likely lacks formal training and relies on outdated leadership models. If only Mike were more polished and better at handling people, he would be a “rock star.” 

“Tristan” 

Tristan is a newly appointed supervisor who is kind, thoughtful, and charismatic. While he is well-liked by his peers, he faces significant challenges regarding providing accountability and delivering critical feedback. His desire to maintain positive relationships prevents him from addressing underperformance or managing difficult personalities. He often chooses to resolve issues himself rather than holding his team members accountable, largely to avoid conflict or hurting feelings. For him to grow into a stronger leader, it is essential that he develops the confidence to address performance gaps and navigate challenging conversations directly. If only Tristan were a stronger in handling challenging employees and difficult personalities. 

Limitations  

While both show significant potential, these are specific limitations that hinder their overall effectiveness and impact. If these areas of concern are left unchecked, they will likely lead to long-term setbacks and increased frustration for both individuals. Addressing these issues is essential to prevent future career limitations and ensure their continued growth within the organization. 

Recommendations for Development 

To bridge these gaps, I recommend a combination of formal and experiential training. Most development occurs through experience and learning from mistakes, but specific skill-building is a necessary foundation. Confidence will come after successful moments. 

  • For Mike: I recommend short, self-paced online leadership training modules focused on people skills, supplemented by a coach to help him navigate interpersonal issues and find the right approach. This allows him to learn at his own speed and apply new techniques incrementally.  
  • For Tristan: Targeted training on feedback techniques and assertiveness to provide the confidence needed to navigate conflict. He would also benefit from coaching on how to lead through challenging conflict scenarios and lead challenging people with both confidence and grace. 

Before giving up on an “if only” manager, you should carefully assess their specific strengths and weaknesses. By providing training on the right techniques and affording opportunities to apply them in real-world situations, you can help develop them into the leaders your organization truly needs. 

LHR now offers a solution for your “If Only Managers.” Visit us at our online learning shop.

LHR ONLINE COURSE CATALOGE

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Best Practices, Employee Relations

The Fastest Way to “Escalate” a Situation is to By-Pass Structure

I once worked with a manager who frequently bypassed company policies when they became inconvenient. This behavior invariably led to conflict with team members, eroded trust, and left him constantly on the defensive. He learned a difficult lesson: bypassing rules is the fastest way to lose a team’s confidence and escalate conflicts. 

This same manager also gained a reputation for constant indecisiveness, frequently changing direction shortly after making a decision. This paralyzed his team, which stopped taking action, anticipating his next pivot. Violating expectations and changing rules “on the fly” triggers distrust and creates negative perceptions that are incredibly difficult to reverse. Consistency is the formula for cultivating credibility.

While leaders must know when to challenge the status quo for innovation, this should be done from a foundation of respecting the existing framework. Demonstrating that rules apply to everyone reinforces discipline and shared values.

Building Trust and Culture

Adhering to rules shows a commitment to shared standards, and when leaders break them, it signals that the rules are unimportant. Exempting yourself from the standards you expect from others creates double standards and disengagement. Even small actions can have enormous influence upon the entire organization’s culture.

Maintaining Order and Fairness

Rules provide the structure necessary for an organization to function smoothly and uphold fairness by being applied equally across all levels, preventing resentment.

Balancing Rules with Innovation

Leaders are paid to solve problems that existing rules may not address. Strategic challenges for growth are necessary, but they must remain grounded in ethics rather than personal convenience.

Ultimately, employees need to see structure and guidelines being followed to maintain their confidence. Bypassing these rules can quickly turn a trusting workforce against you.

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Best Practices

3 Questions to Ask at an Interview

At the end of a job interview, inevitably, you’ll be asked if you have any questions.  The “kiss of death” to a good interview closure is when the candidate with whom I’ve spent 30-60 minutes getting to know has zero questions to ask. To the interviewer, this is equivalent to saying that the interview candidate has lost interest in the opportunity. It’s really impactful, however, when the candidate presents questions that help keep the conversation moving forward. 

Questions Tell a Lot

The questions that a person asks indicate their curiosity, their intentions, and to a degree, showcase their intelligence. In fact, it’s well understood that the person who asks questions tends to control the conversation.  While there are no “dumb” questions (other than those that aren’t asked), I would like to offer 3 excellent questions to ask at the end of an interview.

Question 1

What did the person who was previously in this position do exceptionally well that you’d like to see the new incumbent continue to do?  What would you like to see done differently?

This question demonstrates that you care to be successful and it will also likely get the interviewer thinking about what they’re REALLY looking for in the next incumbent.

Question 2

Would you say that this is the best Company you’ve ever worked for or the best job you’ve ever had?

Essentially this is a question of self-reflection. You, as the interview candidate, get to learn from the interviewer what they’ve learned (the hard way) about the company or about the job. It also shows taking an interest in the interviewer as a person, who probably has the responsibility of interviewing a lot of people for the same position. It may help you to “stand out.”

Question 3

What Company value resonates most with you directly, and what is something that the Company is doing that demonstrates this value?

I really like this question, because it’s reinforcing an interest in the job, as well as an interest in the interviewer as well. This shows a level of thought about personal alignment to the Company’s values, and creates a great conversation about the Company.

Questions are like Coffee and Dessert

Questions asked at the conclusion of an interview are similar to having coffee and dessert at the end of a great meal. They turn an interview around, and show that the candidate would like more information to consider the possibilities. Remember, as a candidate, it’s just as much YOUR interview as it is the Company’s. Both parties want to see the best outcome – the candidate is offered a job that fulfills them; and the Company finds a person that will bring value to the position needing to be filled. 

Interested in refining your Interviewing Skills?

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Best Practices, Employee Relations, Employee Retention Strategies

Meaningful Ways of Rewarding Others – Find Your $100 Handshake

What’s a $100 handshake?

Meaningfully rewarding others doesn’t have to be complicated. A while ago, I listened to a podcast called “The Leading Creative.” The author mentioned the importance of rewarding people in ways that actually matter to THEM; as an individual. He told a story about a sales manager who gave “$100 handshakes” to his sales team members for a job well done. Literally… he’d fold up a $100 bill into a small square and place it in the cup of his hand. As the manager shook the salesperson’s hand, the bill would be passed to the salesperson. Now, many sales people are money-minded. Getting a cool, crisp $100 bill might really resonate with them. But, is money equally motivating to everyone?

Rewarding others – How to know what’s meaningful?

Listen to what a person talks about, stories about how they spend their free time. Pay attention to what gets someone excited when they’re speaking. Then, find a creative way of rewarding others with that special “thing!” For example, if someone is always talking about golf, then paying for a round of golf for them might be a “hole in one!” If they’re always talking about coffee, a gift card to a local coffee shop might really “buzz” with them

What is my equivalent “$100 Handshake?”

It got me thinking about what my “$100 Handshake” would be… It quickly came to me: receiving a Disney gift card. My family goes to Disney 2-3 times per year, it’s “our thing.” We’re always talking about Disney trips (past and future) and things that we love about it.

One day, I agreed to be a guest speaker at a business networking meeting. Afterwards, the event coordinator thanked me for my great work and passed along a thank you note. Inside the note I found a Disney gift card enclosed! I was over the moon! The fact that someone had paid attention to my passions and knew how much this gift would mean to me touched my heart.

When rewarding others – small, personalized recognition really matters.

In today’s world, it seems that the details about a person can get overlooked. Take a moment to listen – people will clue you in to what they find meaningful. Successfully rewarding others just takes paying attention and finding a way to personalize the reward. It’s so easy to do, and its impact is longer-lasting than you may realize.

Want help finding creative ways of rewarding others at work? Or help with Employee Retention Strategies in general?

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Best Practices, Employee Relations, Respectful Workplaces

Great Tips for Creating More Respectful Workplaces

Creating “Respectful Workplaces” begins with the definition of respect: “Due regard for the feelings, wishes, rights or traditions of others.” and “Appreciation of a person or idea for their qualities or traits.” It’s a simple idea – that makes a huge impact one way or the other.

Imagine having to go to work every day, in an environment where no one seems to have any regard for you, your privacy, your physical boundaries and belongings or even your point of view. UGH! Just thinking about it is enough to make a person feel exhausted (or at least in a negative frame of mind).

Disrespect can derail a person, a team or an entire business. Some forms of workplace disrespect are fairly obvious such as: gossiping, shouting, rude comments or outright bullying. However, these are not the only types of disrespect. Think about how you might view your workplace if it were full of smaller factions or “cliques.” Perhaps it’s a situation where one coworker’s time is valued as more important than another’s. Maybe it’s that the company lacks transparency and allows unfounded rumors to circulate among the employees. To say nothing of the “bottom line” sense of disrespect; where employees are underpaid by industry standards implying their work is either “sub-par” or undervalued by the company.

There are many, many ways an employee may feel disrespected in the workplace. Creating a respectful workplace isn’t just “the right thing to do,” it reduces stress and increases productivity! Respect in the workplace increases employee satisfaction and decreases employee turnover. It can even increase the likelihood of employees being collaborative, which can lead to amazing achievements!

So… how do you build a culture of respect in the workplace? Great question!

Here are a few of the basics:

  • Don’t allow the “classic signs” of disrespect to erupt or continue in your company. Explicitly explain which behaviors and language constitute “disrespectful conduct” and DO NOT BACKSLIDE. Consistency is KEY!
  • Listen to the ideas and complaints of ALL of your employees. Everyone’s voice matters.
  • Don’t just listen to what your employees say, pay attention to the way in which they say it. Pay attention to their tone and body language too.
  • Trust your employees with the truth. Be transparent.
  • Help your employees feel great about their work by providing quality and meaningful feedback.
  • Include all of your employees in discussions that will directly impact their work.
  • Don’t publicly discipline your employees.
  • Make a commitment to ensure none of your employees feels disrespected by providing training on developing and maintaining “Respectful Workplaces.”

Your employees are your biggest asset. Treat them the way in which you’d like to be treated. Ensure they understand you respect them and they will reciprocate.

Interested in ensuring Respectful Workplaces for your employees?

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Best Practices, Employee Relations

Stop Interrupting-Communicate Better

We’ve all done it… interrupted someone when they’re trying communicate something verbally.

Have you ever wondered why conversational interruptions are so common?

Fun fact: The average human being speaks at 125-150 words per minute. The typical human brain processes 600 words per minute.

In short, when we’re listening to others, our brains are being underutilized, and our minds begin to wander. One of a few outcomes is possible in this situation. Our minds can begin to drift into our own thoughts… “What am I going to have for lunch?” “Did I send that email?” “Don’t forget to make an appointment to get my teeth cleaned…” Conversely, we may try to stay involved in the present conversation. In order to keep our own random thought at bay, we start to think ahead of the speaker. We interrupt to add a comment or suggestion.

If this is a problem for you (as it has been for me in the past) you could try:

1. Keeping your finger held over your lips while listening to others (as a cue to you to hold your interruption).

2. Count 5 seconds before you speak after the other person has finished. This polite pause can signal it’s your turn to talk.

3. Write down your ideas (take notes) when someone is talking so you can catch your wandering thoughts before it escapes your brain.

4. Ask a friend to help you by pointing out when they see you interrupt. That kind of input can go a long way toward changing your behavior.

What we need to remember is, the skills we use to communicate verbally are more than just our ability to clearly convey a message; they also include our ability to receive messages and process the information. This includes all the “non-verbal communication” a speaker is transmitting as well. When you stop yourself from interrupting another person you improve the quality of information you’re receiving, regardless of whether it’s in business or personal communication.

Interested in designing a program to help your employees become better leaders

through better listening skills?

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Best Practices, Employee Relations, Employment Law

Top 5 Reasons To Have A Employee Handbook

Top 5 reasons a business needs an Employee Handbook:

5. Employees appreciate knowing the rules, and how their employer will handle a given situation. I like to think of a handbook to being similar to the white-lines along the side of the road (they’re called guidelines for a good reason). They are there to help drivers know what the boundaries are. They keep everyone out of the “trouble zone.”

4. Employees don’t need to come to you with every question they have. Many of their questions can be answered just by checking in the handbook. This is particularly effective when managers encourage using the Employee Handbook like a tool.

3. Handbooks give employers protection when hiring, firing, and making any number of other employment decisions. Employers have a greater chance of winning unemployment claims and discrimination/wrongful discharge claims if they have a quality employee handbook. Quality, in this instance, requires policies that are written to reflect legal compliance.

2. Managers make better, more consistent decisions when clearly written, easily understood policies are readily available to reference.

1. An Employee Handbook gives your employees the sense their work environment is professional. They understand they work for a business that knows it is a BUSINESS; and isn’t being run as if it were a “hobby.”

A word of advice to business owners — NEVER, NEVER, NEVER use someone else’s handbook or download one from the internet. You are legally-binding your company to those policies. Even if you think you’ll revise the handbook later, you may not be familiar with all the potential legal issues that can arise from having policies in place that don’t pertain to your company. You need an employee handbook written to be legally compliant for your business.

For personal attention to personnel matters, call Kathleen Lapekas – SHRM-CP, PHR @ 812.457.1068.

Need help putting together a handbook that’s meaningful for your employees?

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Best Practices

It’s Always Best To Be Gracious

My mother, by her example, taught me that we should always do our level best to be gracious. As I see people serving the public in retail, restaurants, housekeeping, home services, hotels, etc., I remember that these folks recognize and truly appreciate kindness. And they really need it daily.
Tip servers, leave kind notes (and tips) for housekeeping staff, write Google reviews about a company and specifically highlight the person who made your experience worthwhile. And if you didn’t experience an exceptional “over-the-top” event, still be gracious. We all have occasional bad days.
 
 
Kathleen Lapekas and her son Jacob Lapekas

Lapekas HR Consulting – Personal Attention for Personnel Matters

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Best Practices, Employee Relations, Feedback in the workplace

Accountability in the Workplace

I believe that accountability in the workplace has been given a bad rap over the years.  We associate the word, “Accountability” with something negative. Hearing the phrase, “I’m going to hold you accountable” feels like a a finger pointed at us. 

However, what accountability really means is our performance will be “noticed” by our manager.  A manager who pays attention and tells employees, “I’ve noticed,” understands – accountability motivates employees to perform.

Good performers actually WANT accountability. They WANT their performance to be noticed.  It’s very un-motivating to work very hard on something, only to have it go unnoticed.  I once saw a sign at a dentist office that said, “If you ignore your teeth, they’ll go away.”  The same is true for ignoring a good performer. If you ignore a good them, they’ll go away and work for someone who will give them accountability and recognition for their good performance.

Bad performers prefer that their actions are overlooked. They’re the ones who truly need accountability to keep their feet to the fire.  Accountability does a beautiful job of naturally weeding out people who don’t want to work, and rewarding those who do.

Need help establishing a processes for accountability in the workplace?

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