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MY EXPERIENCE | MY EXPERTISE

Tag: expertise

Flexibility is not availability

Flexibility is not availability. Being flexible at work usually means being available all the time. This may not be the right meaning.

Does it really mean being available when needed? When you say you are highly flexible, does that equate to being able to attend to other people’s concerns all the time? When is enough?

When you are interviewed for a job, one of the usual questions is about being highly flexible. You immediately say yes thinking that it could not be bad and that you can still negotiate your time. Well, most of the time, you are wrong.

Flexibility in the workplace is often presented as a desirable trait, and it’s understandable why many would readily agree to be highly flexible during a job interview. The initial allure of appearing accommodating and adaptable can overshadow the potential implications and demands of such an agreement. While the intention may be to retain a sense of control over one’s time, the reality can often be quite different.

Agreeing to high flexibility without fully understanding the scope and expectations can lead to challenges in maintaining a healthy work-life balance. It’s crucial to engage in open communication with employers regarding the specifics of flexibility and to negotiate terms that align with personal needs and boundaries. True flexibility should involve a reciprocal understanding and respect for both the employee and the employer, promoting a harmonious and sustainable work environment.

It’s important for individuals to approach the concept of flexibility with a discerning mindset, recognizing the potential impact on their daily lives and well-being. Open dialogue and clear parameters can help transform the concept of flexibility from a potential source of stress into a mutually beneficial arrangement.

When asked about flexibility, it only means that you are expected to be working when you are asked to work. For rank and file, it could only mean changing shifts, especially in a BPO setting. For managerial positions, it is totally different. The expectations are higher. You will be receiving messages on your personal numbers and the expectation is for you to respond, may it be just for a simple question or something bigger that you need to attend to, even if it is not your regular working hours yet.

The concept of flexibility in the workplace extends beyond simply being available to work when asked. When discussing flexibility, especially within the framework of a BPO setting, it often pertains to the ability to adjust shifts for individuals in rank-and-file positions. This can involve accommodating changes in work schedules to meet the operational demands of the business.

In contrast, for employees in managerial positions, the expectations around flexibility take on a different dimension. It often involves being reachable on personal contact numbers, and the expectation to respond promptly, whether it’s a simple query or a more substantial matter that requires attention, even outside of regular working hours. The level of responsibility and accountability in such roles can lead to a more encompassing scope of flexibility, where the demands of the position may transcend typical working hours.

Whether it’s adapting to shifting schedules or being available for critical communication and decision-making outside of regular working hours, the concept of flexibility in the modern workplace encompasses a diverse set of expectations across different levels of the organizational hierarchy.

The pandemic has brought work from the office setting to our homes. And while this is beneficial for a lot of people as time and effort from commuting has been reduced, the concept of flexibility has taken a different turn. Since you are at home, maybe doing nothing, maybe you could do the work right there and then. Anyway, you already saved time from commuting, not to mention preparing to go to work, and you could use that time to get some work done.

Flexibility is not the same as availability. It is not the same as being available all the time. To me, it only means that you have the freedom to make necessary adjustments in your daily routines and schedules as how you see it fit in your personal life. Adjusting and moving things around to attend to your priorities should be the core principle when we think about flexibility.

The concept of flexibility holds significant value in our daily lives. It’s important to highlight that flexibility is not synonymous with constant availability. It does not imply being at someone’s beck and call consistently. Instead, it embodies the freedom to adapt and modify our daily routines and schedules in a manner that aligns with our personal lives. This freedom allows us to make necessary adjustments, ensuring that we can attend to our priorities and responsibilities effectively. Embracing flexibility entails being able to maneuver and allocate time and resources in a way that resonates with our individual needs and aspirations, thus fostering a healthier balance between our personal and professional endeavors.

If your priority is work, so be it. If your priority is your family, so be it. To each his own. But being available all the time to attend to other people’s concerns is not flexibility. Living your life so you can be ordered around and do what you are told to is not how I see life should be.

It’s important to establish boundaries and prioritize what truly matters to you. Sometimes, it’s necessary to take a step back and reassess how we spend our time and energy. We all have our unique priorities and responsibilities, and it’s essential to honor those while also maintaining a sense of autonomy and self-determination. Striking a balance between meeting the needs of others and preserving our own agency is crucial for a fulfilling life. Ultimately, finding harmony between our obligations and personal aspirations is key to leading a life aligned with our values and desires. Embracing this perspective can empower us to live authentically and with purpose, contributing to a sense of contentment and fulfillment.”

Be available to do what your priorities are. Be flexible enough to adjust to what the chaotic world is giving you. Being available is not being flexible. Be flexible to be available for the things that really matter to you.

March 3, 2023
Micromanaging your team

When could you consider trusting your team and letting them do what needs to be done? What is fast enough in delivering output and when do you step in?

Is micromanaging your team your daily approach?

A typical day of yours as a leader usually starts with emails and coordinating with your team to get things done. With a million things on your plate, you start handing out assignments to each member of your team. And throughout the day, either you let them be and do your own tasks or connect with some of them to know the status of the work.

While your subordinate’s typical day would be almost the same, they will do what you asked for and everything else on their daily plate. And during the course of their day, instead of them taking a break, they speak with you to discuss progress on your ask. If you are not satisfied, you ask for more and they do it again almost at the end of their shift which results in them doing more hours and almost having the same hours as you do.

In one of your discussions with one subordinate, you give specific instructions on how to do this and that – where to put the data, what color, what table size, and so on – while watching them do it over a virtual meeting.

And your subordinate feels uneasy because of the pressure you are giving them because instead of them doing it and figuring it out, you are there, watching them, how they do things, and calling out every mistake or everything that is not to your liking.

Micromanaging is a result of two things – a leader’s need to be right all the time and a subordinate’s procrastination.

A leader will always micromanage because the subordinate would not deliver it right or on time. It becomes a question of the ability of the person to deliver. If that person continues not to produce the desired result on time, the leader would be watching everything the subordinate does. While this is very stressful, it is sometimes the result of the subordinate’s behavior.

A leader’s inclination to micromanage often stems from a lack of confidence in the subordinate’s ability to deliver work on time and according to expectations. When a team member consistently fails to meet deadlines or produce the desired results, a leader may feel compelled to closely monitor their work. While this approach can create a stressful and tense working environment, it may unfortunately be a consequence of the subordinate’s consistent behavior. In such cases, it’s crucial for both the leader and the team member to communicate openly and work together to address the root causes of the performance issues. Building trust and providing the necessary support can often lead to a more productive and harmonious working relationship.

A subordinate will experience being micromanaged because the leader would want certain things to be done his or her way. The leader who thinks he or she knows better or since he or she has a higher position would always be right would tend to be looking for mistakes all the time and will prevent his or her team from growing.

The experience of being micromanaged by a leader can be quite frustrating for a subordinate. This often occurs when the leader feels a strong need for things to be done in a specific way, typically their own way. Such leaders may believe that their position or knowledge entitles them to always be right, and this mindset can lead to a constant scrutiny for errors within their team. Unfortunately, this behavior can hinder the growth of the team, as it discourages independent thinking and initiative. The absence of autonomy and trust within the team can ultimately stifle creativity and productivity, creating a challenging environment for the entire group.

A lot of articles that I have read talk about micromanaging as a faulty characteristic of a person in a leadership role. To me, it is a two-way street, and it all starts with trust. If the leader can not trust his or her subordinate because the latter is not producing the results needed, it will result in micromanaging. If the leader does not trust his or her subordinates because he or she thinks is better than them, then it would result too in micromanaging.

Micromanaging indeed emerges as a prevalent issue discussed in leadership literature. It’s often depicted as a shortcoming, indicating a lack of trust in one’s team. However, upon closer examination, it becomes clear that the dynamics leading to micromanaging are multifaceted. At its core, the manifestation of micromanaging is contingent on the foundation of trust within the leadership-subordinate relationship.

The concept of trust plays a pivotal role in preventing micromanaging tendencies. When a leader struggles to place trust in their subordinates due to perceived inadequacies in performance, the inclination to micromanage intensifies. Similarly, if a leader harbors an underlying belief of superiority over their team, this too can culminate in a propensity for micromanagement.

Effectively addressing micromanaging involves fostering an environment of mutual respect and trust. It necessitates a clear delineation of responsibilities and expectations, along with open channels of communication. Furthermore, nurturing a culture where team members feel empowered to make decisions within their realm of work is crucial in mitigating the impulse to micromanage.

In conclusion, the complexity of micromanaging in a leadership role underscores the need for holistic approaches that prioritize trust, clear communication, and mutual respect within a team’s dynamics. By addressing these underlying factors, leaders can cultivate an environment where micromanaging tendencies are minimized, thereby fostering a more cohesive and productive workspace.

So, to you, the leader out there, do not put yourself on a pedestal. You are not better than your team. In any leadership role, it’s essential to remember that humility and empathy are key attributes. By recognizing and appreciating the diverse skills and perspectives of your team, you can foster a more inclusive and cohesive work environment. Leading by example and embracing collaboration can inspire greater trust and teamwork, ultimately leading to enhanced productivity and job satisfaction. Therefore, as a leader, it’s crucial to lead with humility and treat each team member with respect, valuing their contributions and creating space for open communication and growth.

And, to you, the subordinate out there, be trustworthy enough that you produce the needed results. It is crucial for the effectiveness of the team that each member fulfills their responsibilities with trustworthiness and reliability. By maintaining these attributes, you contribute to the overall success of the group and the attainment of the desired outcomes. Your commitment to delivering the results required demonstrates your dedication and contributes to building a cohesive and efficient working environment. Therefore, always strive to uphold the trust placed in you and continually work towards meeting the expectations set for you.

Stop blaming the leader. Stop blaming the subordinate. It is a two-way street.

February 24, 2023
Telling “why” instead of “what”

Most of the time, when we ask someone to do something, we just give out specific instructions without explaining the why. This leads to undesired results.

One typical day at work is when your boss contacts you and asks you to do something. Your boss gives you specific instructions on what to do and maybe, asks you when you could give it, or most of the time, your boss would just expect it to be done before lunch or at the end of the day.

When this happens, we automatically do what we were told to do. Why not? It is the boss who told us to do it and our job is on the line. So, on that typical day, one regular day, we just do what we were told to do, get it done, and go on with our day.

But it could be better. The day could change. Instead of being a soldier doing what was asked, we could become an artist creating something. The typical day could change to something fulfilling because we will own it.

How? Instead of listening to step-by-step instructions that are being given to us, ask “why”.

Why do you need to do it? What are you trying to achieve? Why go through all the steps? What are you aiming for? Why is the work needed? What is the end goal?

When it comes to following instructions, a common approach is to diligently carry out each step without questioning the rationale behind them. However, an alternative perspective encourages individuals to inquire about the underlying reasons for each action. By understanding the “why” behind a set of instructions, individuals gain valuable insight into the purpose and potential outcomes of their actions. This can lead to a deeper comprehension of the task at hand and foster a more critical and analytical mindset. Through questioning the “why,” individuals may uncover new perspectives, identify potential improvements, and develop a more comprehensive understanding of the processes they are engaging in. Embracing this approach can lead to a more informed and empowered way of interacting with instructions, ultimately promoting a culture of critical thinking and continuous improvement.

For example, a very simple example, let’s say your boss asks you to pull some data this year and compare it to last year’s data during the same period, place it on a table, and send it to your boss. Very simple. But, do you know what happens after you send it? Your boss will come back to you asking for clarifications or more data or rearranging the table or whatever.

Why did that happen? Because there is no clear context on what is the purpose of the work. And most of the time, bosses are struggling with multiple items and to be quick, they ask for whatever first thing that comes into their minds. In the end, the work gets repeated because it does not completely help achieve what is being tried to accomplish.

The process of fulfilling requests in the workplace can often lead to misunderstandings and inefficiencies. Consider the scenario above where a supervisor requests a simple task like pulling and comparing data. Once the task is completed and the data is presented, the supervisor may come back seeking further clarifications, additional data, or adjustments to the presentation. This tendency for follow-up requests can be attributed to the lack of a clear context regarding the purpose of the work. In many cases, supervisors are juggling multiple priorities and, in their efforts to expedite the process, they may simply request the first thing that comes to mind. Consequently, the initial work may not fully contribute to achieving the intended objectives, leading to the need for repeated efforts and a potential waste of time and resources.

The importance of creating a clear and comprehensive context for any given task cannot be overstated. When employees or team members have a thorough understanding of the purpose behind their assignments, they can align their efforts more effectively and produce work that better serves the organization’s overarching goals. By outlining the specific objectives, expectations, and potential outcomes, supervisors can help ensure that the work generated contributes meaningfully to the desired outcomes. Additionally, fostering an environment where questions are encouraged and open communication is valued can further mitigate the need for repeated tasks and unnecessary revisions, ultimately improving productivity and efficiency within the workplace.

Communication in the workplace is vital for creating a cohesive and effective team. When subordinates are encouraged to understand the purpose behind their tasks and assignments, they are more likely to feel invested and motivated. This understanding can lead to a greater sense of ownership and accountability for their work, ultimately contributing to a higher quality of output.

On the other hand, for bosses and managers, taking the time to collaborate with their team members and provide context behind the instructions can lead to greater clarity and understanding. Rather than simply dictating tasks, this approach encourages open dialogue and can lead to a more engaged and satisfied team. When employees feel that their contributions are valued and that they understand the bigger picture, they are more likely to feel fulfilled in their roles.

By embracing and promoting this effective two-way communication and collaborative approach, organizations can cultivate an environment where open dialogue and shared contributions thrive. This mutual and participatory strategy can lead to not only the attainment of the desired quality of work but also the creation of a more uplifting, constructive, and fruitful work atmosphere. This inclusive methodology promotes a sense of shared responsibility and empowers individuals to contribute to the collective goals, thereby fostering a culture of engagement and productivity.

It is a two-way street. For the subordinates, ask the question why. What is the purpose of the work? For bosses, instead of giving instructions, collaborate and provide context on what is being accomplished. Having these conversations would help engage people better as there would be ownership, accountability, and a sense of fulfillment. And, ultimately, the quality of work would be near the desired one.

February 10, 2023
| expectations

What if your actual work is not what you expected when you were hired?

Jim is wearing his usual white polo shirt tucked with his blue jeans pants. This is what he always wears in the office. He was following what Steve Jobs and Mark Zuckerberg do for their clothes. The minimal decisions on small things to make every day, the more he has time to think about important things.

The supervisor who reports to him is about six months into the team. He is not new. He had worked with him before in their previous company and he knows he could trust him to do the job. He has proven over and over again that he can deliver so to him, there is no doubt in his mind that he would take care of their deliverables while he was gone.

Jim took a week-long vacation to celebrate his birthday with his family. During this time, he had disconnected from any means of communication at work. He keeps a strict rule on this. Whenever he is on vacation, during the weekend, or already out of his shift, he totally disconnects. He doesn’t have a work email or messaging app on his phone and he keeps his phone for personal use. Anyway, if something is really urgent, they can call him.

The week he got back from vacation, Jim talked to his boss to get updates. Nothing unusual, she said. I was able to get what I need from the team, she said. Just a few follow-throughs we need to complete this week, she said.

Good, I thought. Then there is no need to backtrack and we continue moving forward.

Jim and his boss start about 3 hours before the rest of their team starts. The business provides customer service 24 hours a day so the schedule of the entire team is spread out throughout the day.

A little past 8 in the morning when Jim sent a message to his supervisor:

Hey. Good morning. Ping me when you are here and let’s talk. Just give me updates.

His supervisor replied, I am here. We can talk in about 30 minutes. That works?

Alright. Just come here in the room, Jim replied.

Ok. His supervisor replied. Jim stood up to get coffee from the pantry which by this time would be empty as people are starting to log on to their desks.

When Jim got back he was surprised to see his supervisor by the door waiting for him.

“Mark, how are you? You seem 15 minutes early.”, Jim said while approaching Mark and motioning him to get inside the room.

“I have nothing yet to do so I decided to come here since I know you’ve been here and have free time now.”, Mark said while pulling out the chair in front of Mark’s table to sit down.

Jim went to his seat at the other side of the table and settled his silver coffee mug down on the table while grabbing the chair to sit down.

“How are things? Any issues while I was out? Anything urgent on our plate this week?” Jim asked as he sat and swiveled a little bit on his chair.

“No issues. Nothing urgent for this week. Our usual client meetings. I was able to provide Sam with what she asked for last week. I worked from 5 to 5 so I could cover the team as she kept reaching out to me.”, Mark said.

“Why? That’s long. Where was Steve?”. Steve is one of Jim’s supervisors who is mainly responsible for the later hours as Mark covers the early part of the day.

“He was in. But Sam always reached out to me which surprised me as her questions were Steve’s scope.”

“Ok. And what happened?”

“I was able to give to her just like what I said.”

Jim sensed something else was bothering Mark.

“Ok. Which to me is good except the long hours. What is bothering you?” Jim asked.

Mark took a deep breath before saying, “This is not what I had signed up for.”

Jim didn’t want to jump to conclusions so he asked Mark what did he mean by it.

“You know with everything that had happened with my transfer, to my role, to my salary, and last week, it was like more was being expected from me. I feel like my compensation is not enough for the work I am doing.”, Mark responded calmly.

Mark was having issues with his compensation, role, and level. He joined the company under a different department and has been there for eight months before he moved to Jim’s department with the expectation that he would get promoted and of course, better compensation. Six months into their department, that has not happened yet because of processes that were missed and he is suffering because of it.

“What happened? Why are you feeling this way now?” Jim asked. They discussed his situation before and he is scheduled to be promoted in three months. Jim now is wondering what caused him to get all these concerns back.

“When you were out, it felt like everything is my responsibility even if it is not my scope. That I did not expect. It is like I was supposed to deliver things when in fact, you got Steve to do that. That made me think again about my role and compensation which until now, I have not gotten. I feel it is just unfair.” Mark explained.

“What else?”, Jim asked to see if there is anything else.

“I am tempted to entertain the offers I am getting outside. Same work I am doing. Higher compensation than what I have. But I do not want to leave. I like it here. I like working with you. It is just that last week, it hit me with all the things Sam kept asking of me. This is not what I signed up for. Why am I even here?”

“Okay.”, Jim started. “There are two ways how to see what is happening to you. One, it is unfair for you to do the work without being compensated enough. That we are working out already and because of how large our company is, there are processes that we must strictly adhere to. You know in that aspect, I do not have enough influence.”

Mark nodded as this he understood clearly and they both talked about it were before.

“Second”, Jim continued, “is to view what happened as what to expect in two or three years. What you experienced last week is a taste of how is it like to have a higher position. It is very noisy. It is very stressful. It is a level that will require most of your time. It is a level that will drain your brain power. It is where you work almost nonstop.”

“That is my world.”, Jim added while leaning back for a bit on his chair. “It is much noisier on Sam’s level which you know I had been and I do not want that for me as I do not get to do other things I want.”

“Now, if you look at it from that perspective, ask yourself, is this what I want to do for five or ten years? Because if it is, then whatever your situation now, will get rewarded in the future. And if not, and that is fine, at least you know what could happen in the future if you decide to move further up. Settling where you are now is okay in terms of what you do. But do not expect big rewards.” Jim finished while looking at Mark’s eyes. He picked up his mug and sipped his coffee.

“Yeah. I think everything just weighed down on me and brought back my issue because of the incessant questions from Sam. Is she really like that? I don’t get that much time with here except last week when you were out.” Mark replied while rocking back and forth on his chair.

“She moves fast because she had a lot of things to complete and she trust us to get our own department in order so she doesn’t need to think about it which is what we have been doing.” Jim answered with a tinge of pride.

“I think I just got overwhelmed. But don’t worry Jim, I will still do what you except me to do. That I can promise you. I’ll wait and hope that my status will finally be fixed in the next three months.”, Mark said with a little bit of conviction.

“Good to hear.” Jim stood up. “I know you keep to your commitments and promises. That is why I want you in the team.” Jim slowly walked towards the door and opened it.

“Just remember what you experienced and decide if that, along with the possibility of more money and more stress, is something you can do for five years.” Jim said while Mark was standing up and walked towards the door.

“I can’t say now but yes. That is something for me to think of. Thanks Jim.”

January 6, 2023