You created, what seems to you, like a foolproof set of directions. And yet..
“Can you show me how to do this again?”
“I can’t remember how to do it. Will you walk me through it one more time?”
(Which, for the record, are good ways to ask for clarification.)
Or, the absolute worst: “I tried, but I got stuck and now I’m out of time. Will do you do it for me really quickly?”
Let’s take a look at just two of the ways this can play out in the workplace:
Scenario #1:
It feels disrespectful, like they couldn’t be bothered to even try when you gave you them the tools they needed for success. If this person is a serial offender, it feels like they have every intention of forcing you into doing the task for them. As outlined in a fave of mine, The Feminist Fight Club, you may need to watch how you handle the situation. If you continually pick up the pieces and make sure things get done, without drawing attention to the fact that you are being the (s)hero the office needs, you are sending the signal that you can be walked all over. You’re not sending the message that you are an all-in team player. Bummer, right?
Scenario #2:
On the other hand, if they are just getting started in a new position, this is probably a very normal part of the on-boarding process. Try to keep in mind that they’ve likely got a lot on their plates. After all, wasn’t it chaotic and never-ending when you first started? Remember what it was like to be in their shoes; it will keep you feeling empathetic and shine through the way that you interact with them, setting you up for a more productive relationship moving forward.
Either way, things have to change:
No matter how we’ve arrived at the place where no one is reading the directions that we’ve created (or taking good notes from our demonstrations or conversations), here we are. We’ve got a problem. Let’s break it down:
- We cannot afford the time that it takes to walk the Questioner through the process each time that they ask, or perform the task for them.
- The Questioner cannot perform a task that (we hope) is necessary for their job, and therefore necessary for the functioning of our team or organization.
How do we fix it? There are a few moving parts here:
- What not to do: start your next email with “Per my last email.” While it might feel satisfying in the moment, we all know what it means, and it won’t change anything. Well, it might change something, but that something is likely to be people’s attitude toward you and it won’t be good.
- If it’s been a recurring problem, you (or a supervisor) need to have a frank discussion about the impact of their inability or unwillingness to perform the task. This is a great place to consider the ideas outlined in my Feedback Posts. They may not realize that their impact is very different from their intention. You should also practice Giving Good ‘No’.
- If it is a new hire, having a conversation up front about how they think they’ll learn best can help head off long-term issues. If it’s been a while (3 weeks – 6 months) and there seems to be a pattern emerging, having a one-on-one chat (see #1) is definitely the thing to do.
- Set up a new communication pattern. Try, “That’s documented in the Standard Operating Procedure. Take a look, and send me a message if you still have questions that I can help with!”
- If this person is not on your team, or is technically above you in the organization, it’s not your place to have ‘the chat.’ It might be really tempting to go ahead and have it anyway. Especially if you’ve been dealing with it for a while. This is not the best tactic. Instead, publicly be the hero the office needs. Key word: publicly.
- When you pick up the slack, find a way to make sure that folks are aware of it. A well-timed, “I know you’ve been swamped, so I am happy to take X Task off your plate this time around, if needed,” in a team meeting can start to make folks sit up and take notice.
What other kinds of tactics have you used in the past? Share them in the comments!
According to Aubs 