Posts Tagged ‘Richard Gallagher’

I am a director of a college-level educational service who routinely spends much time hiring new employees. Standards are high and hiring is competitive. Applicants can find very specific application instructions including minimum job requirements and information about our services in many places: on the application itself, our website and brochures, and by simply visiting (and even using) our service in person.

Despite all of this easily available information, my last three interviewees have had 1) little or no idea of what we do and/or 2) spoke incorrectly to the point of insult about our services and the people who use them. They all expected me to then explain to them what it is we do – essentially to do their homework! (They all arrived either 15 minutes early or late, and addressed me by my first name.)

What happened to preparing for an interview? What about learning as much as you can about the job beforehand? Being on time? And while we’re at it, being courteous and adopting an appropriate level of formality?

Dear Readers,

You can see from the above letter that job applicants, especially those who are still in school or who have just graduated, still have to learn the basics when it comes to interviewing for a job. All job applicants need to realize the importance of making a good first impression – and that it starts from the first piece of communication, even if it’s an email.

If you are a teacher or parent, please share the above letter with your students or children. You will be doing them a huge favor.

And Once They’re Hired?

I overheard an employee treating a customer disrespectfully. She’s generally a good employee, but she has gotten very defensive when I have tried to correct her in the past. Any advice?

Dear Readers,

Even the most skilled manager can have difficulty keeping her criticism constructive. But that’s generally the goal. Sound advice can be found in Richard Gallagher’s new book, How to Tell Anyone Anything: Breakthrough Techniques for Handling Difficult Conversations at Work (AMACOM, 2009). Gallagher, a corporate trainer, suggests “starting at a safe place,” which means first asking the employee about her reaction to the customer. He suggests a three-part approach: 1) observation: “I can tell you’re frustrated,” 2) validation: “Lots of people feel that way,” and 3) identification: “I’d be frustrated if that happened to me.”

Gallagher admits that putting that much energy into being supportive of people who are doing something wrong initially “feels like drinking poison to people.” But he claims it is useful because “It makes it clear you understand their view of the world, so they have nothing to argue about.” This sort of understanding gives you power for the next step: engage the other person in solving the problem.

Next comes the step of asking questions about the situation. In this case it would be something like, “What are your expectations for interacting with customers?”  “The goal here,” Gallagher writes, “is to be curious, not furious.” After some back and forth, it is easier to be frank about the problem. You might say something factual about the need to hold onto customers. And explain that keeping customers requires that each customer finish a transaction feeling respected, even if they don’t seem to deserve it.

Finally, you should ask for her help in meeting the company’s goals regarding customers.

Gallagher offers several options that reframe criticism: Instead of telling people they are doing a bad job, tell them what standards they could meet to help them do a good job. Instead of saying what is unacceptable, let them know what will work better. Instead of telling them to change, show them how they will benefit.

In real life, following a several-part approach when you are angry about an employee’s or colleague’s behavior is no easy task. Gallagher suggests stepping away from the situation, if you can, until your emotions calm down.  He also points out that this sort of approach requires much practice.  If you have trouble with it, try again the next time. Even occasional interactions that incorporate empathy and reframed criticism can vastly improve overall relations in a workplace. So don’t give up.