| h!!" | | | | "And you're Karen, the new star from the field who's |
| Karen, ground her teeth as she looked down at her | | | | got to learn to work for Ray." |
| desk. Instead of the draft report she had expected | | | | "I'm not sure I've got much future with him." |
| when she got back from her meeting, there was a | | | | "Sure you do," said Jim. "Ray's actually a good boss." |
| note from Ted. "I've still got some issues on the report," | | | | "A good boss? You heard what happened and you |
| the note said. "I don't want to show it to you until it's | | | | still say that?" |
| ready." | | | | "OK, he has a few rough edges, but you'll learn from |
| Karen pushed back her chair and stood up. She paced | | | | him." |
| back and forth in her cube, gesturing with her hands | | | | "If I survive." |
| even though no one was there. | | | | "You'll survive. Ray's good and he's fair. He's not shy |
| The final version of the report was due to her boss, | | | | …" |
| "The Field Marshal," on Monday. She would look terrible | | | | "He could use a personality makeover." |
| if the report was either late or not up to her boss's | | | | "Karen, you've got to learn to understand Ray. He's |
| high standards. Karen figured she was way too new in | | | | your boss. It's part of your job to help him succeed. |
| her position to risk looking bad. | | | | When he's in the office work is everything there is to |
| She looked up, a little surprised to realize that she had | | | | him." |
| walked the length of the corridor while she was | | | | "So I just learned. He doesn't do chit-chat." |
| thinking. She always did that when she was upset or | | | | "No, he doesn't, but that's OK. If you expect Ray to |
| excited. Walking just seemed to make her feel better. | | | | change or worse, if you expect to change him you'll |
| She was going to need some help and she figured the | | | | have lots of trouble." |
| best shot was one floor up. Karen climbed the stairs | | | | "I have no desire to change the man. I just want to |
| and headed toward a cubicle with the light on. | | | | survive." |
| Trying to appear casual, she draped herself over the | | | | "That's a start. Just limit your conversation with Ray to |
| cubicle wall and addressed the occupant. "Got a sec?" | | | | work and professional things and do your best to help |
| "Sure, pull up a chair and unload." | | | | him achieve his objectives. You'll do more than just |
| Karen dropped into the only free chair. She exhaled | | | | survive." |
| heavily and stared down at her lap. | | | | But if you help him achieve objectives, talk to him |
| "Ted again?" asked Jim. | | | | about work and professional interests, and are always |
| "How did you know?" | | | | ready to act you'll do quite well indeed." |
| "Because nothing else seems to penetrate your armor | | | | That had been the beginning. Karen, like many others |
| of enthusiasm as quickly as he does. And because I | | | | at the company had found herself one of "Jim's |
| know the signs. Anyone who's been a boss for a | | | | people." Some were people who worked for him and |
| while has had at least one Ted." | | | | others, like Karen, were simply people with whom he |
| "OK, then, smart guy," Karen smiled, "how do I motivate | | | | shared his wisdom. |
| him?" | | | | Jim always seemed to have time for people. He was |
| Jim just stared at her. Karen flushed and reached into | | | | sincere and caring and, best of all for Karen, |
| her purse. "OK, ok, I said the M word and now I'm | | | | non-threatening. Karen had learned a lot from him. |
| going to pay." | | | | Jim taught her that you manage behavior and that |
| Jim had several rules for the people he mentored. One | | | | behavior was what people say and do. Nothing else. |
| of them was that they couldn't ever say that they | | | | He said you couldn't manage attitude or motivation |
| were going to motivate someone else. Every time | | | | because you couldn't see them; they were inside the |
| they said that, they had to pay a fine. | | | | other person. All you could manage, according to Jim, |
| Jim extended a mason jar filled with coins and bills | | | | was behavior. |
| toward Karen. Theatrically, she withdrew money from | | | | Karen remembered something else he'd told her right |
| her purse and dropped it into the jar. "At least I'm not | | | | after they met. Jim told her that she had less power |
| the only one wracking up fines." | | | | than before she was promoted. |
| The amount of the fine wasn't much and Jim put it into | | | | "Think about it," he said. "When you were an individual |
| a fund to buy educational supplies for the families of | | | | contributor and you wanted to get a better evaluation, |
| the people who cleaned the office. | | | | or a raise, all you had to do was work harder or |
| "You can't motivate another person," he said over and | | | | smarter. But now you're responsible for your team and |
| over again. "All you can do is use the behavior you | | | | guess what? Their performance is your destiny." |
| can control to influence the behavior of the people | | | | That was when he'd told her something else that she |
| who work for you." | | | | found startling at the time. "Remember," he said, "you |
| Karen had sure heard that often enough from Jim, | | | | can't make anybody do anything." |
| even though she hadn't been a boss for very long. | | | | That had stopped her cold. Karen had always figured |
| She had an undergraduate degree in business and an | | | | that's what a boss could do. But Jim pointed out that if |
| MBA. She'd worked during school and then started | | | | a person was willing to take whatever consequences |
| with the company in sales. | | | | you delivered for improper performance, there simply |
| After her promotion, she was assigned to Ray's unit. It | | | | wasn't much you could do. |
| was a high performance group, but Ray wasn't | | | | "What are you thinking?" Jim's voice interrupted her |
| always the easiest person to talk to about people | | | | reverie. "I don't want to rush you, but I've got to head |
| problems. That was why Karen was glad she had | | | | out to my meeting in just a couple of minutes." |
| met Jim. | | | | "I was just going over all your little lessons and |
| It had started out as one of the worst days of her life. | | | | sayings," said Karen. She gave him a quick recap of |
| She'd only been in her position for a couple of weeks | | | | what she'd been thinking. |
| and her boss, Ray, had sent her an email | | | | "You forgot one," Jim said, "You got the part about |
| congratulating her on a piece of market analysis she'd | | | | your power going down when you get promoted to |
| just sent him. | | | | being in charge of a group, but what about the other |
| For no particular reason except that she was pleased | | | | half?" |
| with herself and the compliment, she'd stopped by | | | | Karen jumped in as he was finishing. "I didn't realize this |
| Ray's office to talk about her dreams and hopes for | | | | was a quiz!" She laughed. "I forgot to mention that |
| the future. | | | | when you become a boss your influence goes up |
| He sat at his desk and listened politely for a couple of | | | | because the people who work for you pay attention |
| minutes. Then he raised his hand. | | | | to what you do and say." |
| "Stop," he said. "You just started working for me, so I'll | | | | Jim was laughing now, "And …" |
| forgive this outburst. Know this. I don't do chit-chat. If | | | | "And so," said Karen sounding like she was reciting in |
| you've got something about work to talk to me about, | | | | school, "you use your behavior (what you say and do) |
| my door is always open, but don't waste my time with | | | | to influence the behavior of the people who work for |
| warm fuzzy stuff. Just do your job and do it well and | | | | you." |
| things will work out just fine." | | | | She paused. "All of this is wonderful, but it doesn't help |
| Karen started to say something as Ray turned back | | | | me with Ted." |
| to his work. He didn't even look up. "Just go," he said. | | | | Jim was standing up. "I can't chat right now. We could |
| Karen was devastated. She went to the cafeteria and | | | | take some time tomorrow, but if you're free this |
| got some coffee. She was staring into it and listening | | | | evening, you might want to come along with me. I'm |
| to Ray's words in her mind when she became aware | | | | headed to a meeting of a group we call the |
| that someone was standing in front of her. | | | | Supervisor's Roundtable. It's where I learned a lot of |
| "I understand you just got the Ray Treatment. Want | | | | the stuff you were just reciting. I think you might find |
| some help dealing with your boss?" | | | | those answers you're looking for in this group." |
| "Sure." Karen waved him toward a seat. "You're Jim | | | | Karen only thought about it for a second. "OK, I'm |
| Robertson, right?" | | | | game. Who's driving?" |
| Jim was supposed to be a good boss. His teams | | | | "No need to drive. We meet at the coffee shop that's |
| were always among the most productive in the | | | | over behind the parking garage. A convenient walk to |
| company. Jim was also known for mentoring others, | | | | wisdom." Jim laughed. "Let's go. |
| helping them develop and get promoted. | | | | |