Let’s face it, it’s no fun when you get ambushed at work. Being trapped by surprise can come in several forms. A co-worker can steal the credit for something you did. Or a peer can undermine something you’ve been slaving away to make perfect.
The one I hate the most is when the boss does it. You know what I mean. You’re working along thinking things are going well. Maybe the boss even said something publicly about how happy they were with your effort.
Then BAM! You get pounced on. When you least expect it, you get an email saying you screwed something up or missed some deadline; basically failing on expectations.
Even more problematic is getting that email while you’re away on a planned (and approved) vacation. The email hints your absence is part of the problem. GEEZ people !!!!!
The employee is not the problem
Dealing with your co-workers is tough enough, but when the boss ambushes you, what are you supposed to do?
I’m convinced most employees start out with the intent to do a good job. Sure there are a few bad eggs who slip around, job hopping, doing very little, but thankfully they are in the minority.
Most workers try to do the right thing. So a boss who feels the need to ambush must be the one who is in the wrong. Generally, the employee is not a problem.
I read an article Gary Vaynerchuk posted saying poor performance is all on the manager. I like that idea. Here’s exactly what he said:
“Here are three steps to managing underperforming employees: 1. Take the blame yourself. 2. Start to communicate better. 3. Tell them they’re not executing at the level you’re hoping for. Then ask, “what can I do to help?” Then actually start helping.”
Bosses who are frustrated with perceived performance problems and feel the need to barf on someone’s parade, especially at weird times, must be harboring some ill feelings.
Great leaders provide adequate AND timely feedback to their team. Feedback should never be a toxic dose of bad news.
If things need the leader’s corrective action, he/she should give proper feedback and restate expectations. Yet hiding behind an email to deliver the message is a weak way to do so.
What to do
If you are the leaders here are a few thoughts and recommendations to avoid ambushing your people.
First, find ways to share feedback in the right way. Give the employee the respect to tell them “bad news” face-to-face. I know with larger, perhaps global teams, the personal face time is hard. However, in those situations, video capabilities can afford each party the next best thing to face-to-face. Oh and never use email unless it is a last resort.
Think about the timing. I know you have a burning desire to fix things, but decide whether the fix is critical at just that moment. I like three questions I’ve coached for a long time:
- Does this need to be said?
- Does this need to be said by me?
- Does this need to be said by me now?
Be objective about whatever the issue may be. Stephen R. Covey called it “seek first to understand.” Don’t pose the issue as a condemnation of behavior or results. Perhaps your source of information has slanted the matter. Present the details as observations, not final facts. (Hint: You will get embarrassed.)
Lastly, be graceful in your approach. Again, I believe most employees are there to do the right thing. Unless that employee is a proven screw-up, don’t assume the worst. Believe the best and work through the issues gracefully.
Using these steps you can avoid the hated ambush of your people at work.
