A new workplace
Expectations in the workplace have changed dramatically in the last decade. Over ten years ago, when I worked in higher ed., working from home was frown upon and a rare occurrence. We lacked awareness about employees’ special needs and accommodations that would have been necessary and justified. Some managers led from a place of status and authority instead of seeking to serve and empower others.
Over time, the industry developed more sensitivity and understanding. Then came Covid, and most policies and procedures had to be reconsidered to implement remote work. Since then, some employees have been thriving while others have become too complacent or entitled and drastically lowered their standards, work engagement, and performance.
Leaders are now facing a dilemma trying to identify when they need to show more compassion and flexibility, versus when they need to raise standards and keep people accountable. Personally, I use three filters that I find immensely helpful, and many of my clients have implemented them successfully too.
1. Was it a choice?
If an employee is not meeting expectations and has what they think is a good excuse, the first thing I invite you to consider is whether the situation is the result of a choice they made. For example, if during the pandemic they started a side business and now refuse to come back to campus because it would hurt their business, that shouldn’t be your problem. Obviously, a job is far more than a transaction, but it still implies that work will be performed in exchange for compensation. If someone can’t do the work but is still expecting to get their full compensation, the issue is lack of integrity. Don’t encourage this.
If an employee decided to go back to college to get a graduate degree, I support it, but they still need to do their homework and prepare for exams on their own time. I’ve seen supervisors “being understanding” when people didn’t show up for work because they had to catch up on schoolwork, but I am sorry, that is not ok. When an employee chooses to have more commitments, they need to be able to continue honoring their prior commitments.
We don’t doubt how to handle situations where employees get cancer and need time off to undergo treatment, or when they are caring for a dying parent. We understand the emotional turmoil, pain, and difficulty carrying the same workload during such challenges and don’t hesitate to make accommodations (often far beyond what labor laws require). Being sick or caring for a dying parent is not a choice that someone made. It’s part of life and requires compassion.
Do you see how helpful it is to differentiate what was a choice versus what wasn’t?
2. Was it foreseeable and could it have been prevented?
Imagine that someone doesn’t attend a high-stake meeting because they got in a car accident on their way to work. That would call for support, care, and understanding. Obviously that person didn’t have a way to prevent the accident, or they would have!
Now imagine that someone doesn’t attend a meeting because they are working on a quarterly report due the next day. Was the report foreseeable? Absolutely! Quarterly reports are due each quarter on a pre-determined date. Being a no-show at a critically important meeting because someone isn’t organized or doesn’t manage their time well is not a valid reason; it is a lame excuse.
How about when someone can’t provide you with information because they relied on someone who had the data but didn’t respond to their inquiry? Could it have been prevented? Yes, of course! The employee could have requested the data early, creating a buffer of time for further follow-up by e-mail, call or even in person if needed.
3. Is it fair to others?
One difficult situation is when an employee has to break a commitment because of something related to their children. We want all children to be taken care of, and we would never expect anyone to prioritize work over their family. But it’s important to distinguish occasional issues from patterns that show someone has become too comfortable making excuses. For example, a parent could be late every day because of school drop-off in the morning, while dozens of other employees working in the same department have the same challenge but have figured out a solution.
If letting someone make excuses creates resentment in countless other employees who handle their challenges without complaining or having a sense of entitlement or powerlessness, your kindness towards one person creates problems with the rest of the team. Don’t do that!
If you have an employee who doesn’t seem to know how to overcome challenges or obstacles and always chooses to de-prioritize work as a way to make things work in their personal life, please talk to them. Make expectations clear and ask them what they are planning to do differently to prevent the problem from happening again. It doesn’t make you “the bad guy” or a micro-manager. It is the kind thing to do, because if you don’t, these individuals will never be people you can promote. Help them think in more proactive and empowered ways. That will be the greatest gift, even if that’s not how they perceive it at the time.
Conclusion
Situations are not always clear, especially now that we are acutely aware of mental health issues and unhealed trauma, which can make someone unable to perform as expected. It is, however, important to ask the employees to communicate what kind of special accommodations they need, and have some sort of supporting documentation to prove that it is legitimate. Do the right thing. But don’t be easily manipulated by unscrupulous individuals.
Remember my 3 questions: Was it a choice? Was it foreseeable and could it have been prevented? Is it fair to others?
If managing people is harder than ever, I invite you to reach out to me. You can click here to schedule a complimentary call to discuss how I can work with you to find clarity, direction, structure, and reduce your stress. Let’s talk soon!
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.