Leadership Mints Series Sampler on Reprimanding Idle Employees

Busy cashiers finally got a breather.The long lines of customers in the checkout lane finally disappeared. Two cashiers on adjacent lanes capitalized on the respite. They began chatting.

A third employee joined the conversation while both cashiers visually checked to be sure no customers needed to be served. All three were engaged in a business-related conversation during the lull. Until they weren’t.

“Hey is anybody here on break or what?” barked the supervisor who seemed to suddenly barge into their threesome with a force of a bowling ball.

All three employees stopped chatting. One noted that they were discussing an important business issue regarding  safety.

The supervisor shook his head from side to side and walked away as the three employees halted their hugfest and went back to their posts even though no customers were yet in line to be served.

The three employees felt devalued more than deflated, discarded more than simply discounted. And the business no longer could count on the three employees to do their best work. They settled for going through the motions. 

The supervisor had
won the battle and lost the war.

What would a loving leader have done in the same situation to be sure idle employees stay focused on the job even when they have no customers to serve?

A loving leader might consider the ACT intervention process to help their employees remember they are on the clock, getting paid to work together not chat together: ACT stands for Acknowledge, Clarify & Teach.

           Acknowledge

A is for Acknowledge: Acknowledge the situation from the employee’s point of view. “Nice to get a chance to visit with each other when business slows down like this,” the supervisor could have said.

            Clarify

C is for Clarify: Clarify how the situation looks from the customer perspective. “Customers get frustrated when they sense that we see them as an intrusion in our conversation,” the supervisor could have noted.

Teach

T is for Teach. Establish the perceived tension between the customer and the cashier and teach the value in a change in behavior that first and foremost meets the employee’s needs and secondarily supports the organization’s profitability.

Of course we all know the customer is our life-blood: fewer customers , fewer sales, fewer new hires which means more work for us,” the supervisor could have said. “Thanks for staying at your posts even in slow times so we keep those customers feeling like we want to serve them and we are more able to control how hard we have to work. Otherwise, we would have to do the same amount of work with fewer employees since we would stop hiring if it begins to look like business has slowed significantly.”

For more ideas on developing a working environment with dignity and respect consider purchasing a 300-page book now available on Amazon. com filled with 77 short stories (5-minute reads called Leadership Mints) on examples from business, sports and politics.

It’s titled:   LOVING Like a Leader with Empathy– one of three books in The Leadership Mints Series designed to help leaders refresh their feeling for leading. And as a bonus, the postscript titled– BUSINESS: A HUMAN EXPERIENCE — shares the impetus for this book on empathy impacting the bottom line.The two other books in The Leadership Mints Series -now available on Amazon.com — include THINKING Like a Leader with Clarity and SPEAKING Like a Leader with Civility

What ‘s a Leadership Mint?

Consumed like a breath mint — quick and on-the-go — a Leadership Mint is a short story that energizes leadership behaviors and personalizes leadership principles so they are more easily remembered, more readily acted upon and more fully applied.

Leadership Mints Sampler: COLLABORATING Like a Leader

Developing and growing a productive collaborating climate is a key theme in THINKING Like a Leader, one of three books in The Leadership Mints Series. Here is a quick peek at the  24 Leadership Mints (short stories on leadership principles) that focus on Collaborating in Part III.

This overview is excerpted from the 280-page book that is now available at Amazon.com. in both print and e-book versions.

COLLABORATING-Part III

In thinking like a leader, you depend on others (Mint 53).

You partner with others (Mints 54-55).

You adapt to others (Mint 56).

You conduct your meetings with a premise for and about others (Mint 57).

You wear your name tag the right way (Mint 58).

You slow down (Mint 60).

You take a time out (59).

You get a peace of the action (Mint 61).

You free others (Mint 62) to work better together (Mint 70).

You light the way (Mint 63).

You fill-in the gaps for others (Mint 64).

You consistently prepare (Mint 76).

You coach others (Mint 65) and rally your rivals (Mint 66).

You earn the permission of the public (Mint 67).

You guard against your own ego blinding you (Mint 68).

You project the face others expect of you (Mint 69).

You champion diversity (Mint 71).

You leverage diversity (Mint 77).

You praise thoughtfully (Mint 72).

You accept criticism responsibly (Mint 73).

And you maintain self control (Mint 74) especially in reprimanding others (Mint 75).

THINKING LIKE A Leader is the first book in The 3-book Leadership Mints Series designed to help leaders refresh their feeling for leading on-the-go with stories on leadership principles called Leadership Mints that like the candy are easily accessed,  quickly digested and immediately refreshing.

The other two books in the Leadership Mints Series focus on leading with empathy (LOVING Like a Leader) featuring 77 more Leadership Mints (stories) and leading with civility featuring 52 Leadership Mints (stories) (SPEAKING Like a Leader)