Karl Edwards presents Working Matters

Category: Audio Downloads

  • Listen In -> The Hard Facts of Working with People #4: People Need to Connect and Belong

    While some people prefer to work alone than in a group, all people need to be a part of a working community of other people.

    The rare bird who is a true loner would most likely not work for a company, opting instead for some sort of independent structure.

    This week’s show is about the hard fact that people need to connect and belong.

    We need to belong to a community with a mission that is larger than ourselves. We need to be an integral part of making that mission succeed. (Remember the hard fact about making a difference?)

    There is simply no escaping the reality that this process includes working with others. But working with others runs deeper than the functional necessity of most tasks requiring more than one person to complete them.

    Working together involves a process of connecting and belonging that is core to being human.

    Keep roles and responsibilities anonymous and impersonal at your own risk. Want to know why?

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> The Hard Facts of Working with People #3: People Need to Learn and Develop

    People change. Fact.

    People are maturing, changing, developing beings. How ironic that we fashion static job descriptions and rigid organizational charts for these dynamic, ever-becoming beings.

    This week’s “hard fact” to face about working with people is that people need to grow and develop in their jobs and their responsibilities.

    What is boredom at work but the need for something more challenging?

    What is criticism but the developing ability to see what’s not working and come up with alternatives?

    If positions could grow and develop as the person holding the position grows and develops, we would find ourselves with with more motivated, more invested and more loyal employees.

    What opportunities to learn and develop have you incorporated into your company? What opportunities to learn and develop can you find or create for yourself?

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> The Hard Facts of Working with People #2: People Need to Contribute and Make a Difference

    Many of us, if we were honest, would prefer not to have other people on the team. But we need more arms and legs than we have ourselves!

    So we hire beings to function as utilities, which by their nature are anything but utilities. That is, we hire human beings.

    Hard fact to face about these creatures known as human beings is that they need to contribute and make a difference.

    Take this fact into account as you shape their job descriptions, responsibilities, communication patterns, and performance evaluations, and you will discover the most amazing source of energy, ideas, production and effectiveness imaginable.

    Ignore this fact and you will spend a fortune on high turnover, stagnant careers, negative attitudes, and a bare bones work ethic.

    You can crack the whip all you like. Yell and scream. Threaten and punish. Nothing will elicit anything more than the absolute minimum in effort.

    It’s your choice. Face this hard fact of working with people or not.

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> The Hard Facts of Working with People #1: Replaying a Timely and Helpful Series

    “If I had a nickel for every time someone referred to working with people as “the soft side of business” I’d be a millionaire.”

    What I said several years ago when this podcast first aired still holds today.

    It is precisely because of this disastrous fallacy about working with people that we are replaying this important series during our vacation season at Bold Enterprises.

    Far from being the soft side of business, working with people is filled with hard realities that, unless faced, will undermine even the best laid plans.

    Just because the human element is difficult to quantify and doesn’t show up neat and tidy in the financial reports, doesn’t mean that it isn’t one of the central keys to success in your workplace.

    You invest in state of the art technology. You conduct thorough and ambitious strategic planning. You invest in the best in marketing and sales. You keep a lid on unnecessary costs.

    But too many of us are dismissing, ignoring or overlooking the highest impact investment of all… our people.

    The Hard Facts of Working with People
    Week #1: Facing the Facts about a Timely and Practical Reality
    Week #2: People Need to Contribute and Make a Difference
    Week #3: People Need to Learn and Develop
    Week #4: People Need to Connect and Belong

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> Awkward Communication #5: The Diplomat

    Some people are so nice that no difficult decisions ever get made.

    Instead of focusing on the issue at hand, these people are concerned that everyone involved is happy. Nice but ineffective. Safe but exasperating.

    There are important advantages to having strong diplomatic skills. One can communicate difficult news more effectively. One can keep dialogue going with impossible personalities. The list goes on.

    There comes a point, though, when the diplomat’s need for smooth waters and happy people supercedes actual effectiveness.

    For example, when it comes time to make an important decision that is going to upset some people, the diplomat will postpone the decision in hopes of creating an alternative with which everyone will beg happy. For time or opportunity sensitive decisions, such prevarication can be costly.

    Is there a way to weigh the costs and benefits of choosing to be the diplomat? Are you diplomatic out of a professional conviction that such a course is the most constructive or out of a need to avoid conflict, disagreements and bargaining?

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> Awkward Communication #4: The Nagger

    Is there anything more annoying than a supervisor that doesn’t trust you? They hover over your shoulders, check in repeatedly, and ask petty follow-up questions so often that there’s hardly time to act upon the previous interruption.

    We call this person the nagger.

    Maybe this person is you!

    The problem is different depending who on the team is the nagger.

    When you are the nagger, you would be well-advised to take another look at its “effectiveness” as a communication approach.

    When your boss or someone else on the team is the nagger, then you have to explore what drives their need to nag. Once you understand where they’re coming from, you’ll be better positioned to communicate why it doesn’t work with you.

    Listen in. (Before you go crazy!)

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> Awkward Communication #3: The Intimidator

    Some people begin communications with threats, manipulations, or posturing.

    These bullies shut down communication before it gets started.

    Intimidation is a tool of the insecure to head off discussion, criticism, and/or reservations.

    If this is you, then you are inadvertently robbing yourself of the expertise, passion and experience of those on your team.

    If this is your boss, you need to find a way to keep the conversation going without getting defensive or giving up.

    Many intimidators don’t consider themselves intimidating, and are mystified by the silent acquiescence of those around them. Other intimidators interpret the silence as affirmation and agreement, furthering their impression that they are right.

    Is there anything you can do?

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> Awkward Communication #2: The Time-Bomb

    Where did that come from?!

    She just exploded, seemingly out of nowhere, in a flood of harsh expletives.

    You’ve been skipping the Tuesday planning meetings for weeks now. You’ve been under a lot of pressure, and you needed the extra time to stay on top of demands.

    All these weeks your boss never said a word… that is, until today. And now the words are loud, angry and hurtful.

    What went wrong?

    In this week’s podcast discussion, Claudia and I discuss these ticking time-bombs.

    Some people quietly let misunderstandings, disappointments and problems simmer and stew until they eventually explode in an eruption of venomous fury.

    Is this you? Your boss? There are alternatives!

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.

  • Listen In -> Awkward Communication #1: Learning to Embrace Messy Realities

    Communication is a messy business.

    Anyone who tells you otherwise is lying or trying to sell something.

    Yes, in a perfect world all communication would be clear, direct, concise, sensitive, and persuasive. But we do not live in a perfect world.

    Instead of wishing vainly that our communications were ideal (or at least our boss’s were), what if we approached communicating as a messier, more awkward dynamic?

    Claudia and I begin a new series this week entitled, “Awkward Communication”, where we explore several common communication styles.

    Maybe you’ll see glimpses of yourself in these dynamics. You’ll definitely see aspects of your boss and co-workers.

    More importantly, we hope you hear insights into why people slip into these ineffective practices and take away some alternatives that will serve you better.

    Awkward Communication
    Week #1: Learning to Embrace Messy Realities
    Week #2: The Time-Bomb
    Week #3: The Intimidator
    Week #4: The Nagger
    Week #5: The Diplomat

    Listen in.

  • Listen In -> Fake Goals #5: Goals That Are Double Standards

    Probably the most subtly evil of the fake goals are the ones which are double standards.

    The goals that you hold everyone to account except yourself.

    As attractive as the option might be to those who think their position entitles them to certain flexibility as regards their own accountability, it is a credibility-destroyer.

    First, double standards undermine any positive motivation your team may have been able to derive out of having a set of ambitious goals.

    Once you remove yourself from the accountable team, the motivation shifts from achievement to measurement; and the focus shifts from working hard to avoiding judgment.

    Secondly, you just fired yourself from the team. You put yourself on a different team. Instead of you being accountable for ensuring the team’s success, you make the team accountable for your success.

    I promise you, they won’t embrace that responsibility enthusiastically. Instead of getting 110% from a highly motivated team, you will barely get 51% (or whatever you passing grade is).

    Listen in.

    Just now joining the conversation? Catch up on the entire series here.