Dawn Metcalfe's Blog, page 4

Average UAE worker clocks up 24 hours overtime per month, survey finds

“We have a growing knowledge-based economy and our office workers are made up of hundreds of nationalities, all with different ideas of professional cultural norms,” said Dawn Metcalfe.

To read the full article click here

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5 ways to build courage and competence for difficult conversations

Some people think I’m courageous. I’ve lived and worked all over the world and regularly speak in front of hundreds of people, so I must be, right? Well, no.

To read the full article click here

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Tired of talking about diversity?

It’s not that I don’t believe in diversity anymore — it’s the opposite. The argument has been made and won: Diversity (and inclusion) are good things.

To read the full article click here

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Combating fear to create positivity at work

There’s a cost-benefit analysis to be done when deciding when to speak up. Sometimes it is dangerous, but too often we allow fear to take over and make these decisions for us.

To read the full article click here

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Don’t shoot the messenger: How to deliver bad news in a positive way

“In ancient Persia, there was a messenger who reported whether or not his army had been victorious in battle. If they won, citizens celebrated him like a hero. If their army lost, the messenger could expect to be executed immediately–even though he had nothing to do with the outcome. Oddly, there are no reports of messengers lying about a victory and sneaking out after the party.

Today, viewers regularly subject meteorologists to abuse when bad weather hits–as if they are in a position to control it. U.S. psychologist Robert Cialdini mentions an incident in which an angry farmer approached a weather forecaster as he entered a bar. The farmer said, “You’re the one that sent that tornado and tore my house up . . . I’m going to take your head off.” The weatherman replied, “That’s right about the tornado, and I’ll tell you something else, I’ll send another one if you don’t back off.”

In this case, the halo effect is at work, as something positive or negative directly rubs off on the messenger…”

Delivering bad news doesn’t have to be as… well, as bad as you think. Read on for the full piece in FastCompany: https://www.fastcompany.com/90266305/how-to-deliver-bad-news-in-a-positive-way

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How doctors give bad news can teach us how to have HardTalks

We read this piece with great interest, and want to make a point of acknowledging the emotional impact that comes with being the bearer of bad news as a medical professional. But we think there is a lot of incredibly useful insight contained within this article – insight that can help us all prepare for difficult conversations, whatever the nature.

“It’s not uncommon for Andrew Epstein to spend sleepless nights replaying scenes from his day and wondering what more he could have done for his patients. Often, the answer is nothing—but that still doesn’t help his insomnia.

Epstein is an oncologist at the Sloan Kettering Memorial Cancer Center in New York. His job requires conversations with patients who are extremely sick. Sometimes, he’s breaking the news of the severity of their illness to them; other times, he’s telling them the treatment they thought may work has failed, and it’s time to begin preparing for end-of-life care.

Each encounter is so emotionally draining, he can only do it for about half of the week; he spends the rest of his time preparing for future conversations with new patients, or recovering.

Telling patients and their families that they must face their own mortality is one of the most difficult things that has to get done in the medical profession. Most patients want to have conversations about care at the end of their lives, but often don’t end up having them—probably because many doctors are not prepared to do so, despite training as part of medical school.

Not all of us will have to have these kinds of grim conversations, but we will all have to disappoint people at some point. Maybe you won’t ever have to tell someone they are going to die, but you might have to deliver a bad performance review, let someone go, or break up with a partner.  It will never be seamless, but there are ways to be a better bearer of bad news, and lessen the emotional pain for others…”

You can read the full article by Katherine Ellen Foley, science and health reporter, on Quartz where it first appeared: https://qz.com/823918/how-doctors-give-patients-bad-news/ 

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Guest blog: Effectively addressing a workplace bully

We can’t say it enough – HardTalk is hard. And it can often be both stressful and upsetting. But for the most part, people are well-intentioned. They fundamentally have good Purposes, but their different filters can of course make effective communication more difficult. What happens when things start to stray from HardTalk territory into the ugly realm of workplace bullying? HardTalk friend Paul Pelletier shares his insights in this article which first appeared in Entrepreneur Middle East. 

Organizations cannot allow workplace bullies to run rampant, given that they cause enormous and costly negative impacts on employee engagement, productivity, and workplace culture. Organizations must develop proactive strategies and create action plans for addressing the problem. Fortunately, there are many impactful, low risk, strategic steps that make the task both manageable and likely to succeed.

The Workplace Bullying Institute defines workplace bullying as “repeated, health-harming mistreatment, verbal abuse, or conduct which is threatening, humiliating, intimidating, or sabotage that interferes with work, or some combination of the three.” The four markers for bullying are a pattern of behavior that is deliberate, repetitive, disrespectful and always for the bully’s benefit.

How can organizations effectively address workplace bullying? The most important building blocks for successfully addressing workplace bullying are the following:

Establish or revise respectful workplace and ethics policies 

All organizations should establish clear and effective bullying policies and procedures for addressing bullying allegations. These are usually incorporated into an organization’s Codes of Ethics or Respectful Workplace Policy. If your organization has no anti-bullying policy, lobby hard for change.

Lead by example: “Walk the Workplace Respect Walk” 

There is no replacement for authentic, engaged leadership. Just like any important initiative, unless everyone witnesses sincere, meaningful, and consistent anti-bullying messages and behavior from the executives, the goal will never be reached. It may be cliché, but to eliminate bullying the change must come from and be led by example from the top.

Include respectful behavior in performance management metrics

One of the most effective ways to address bullying (and improve workplace culture) is to include performance metrics for respectful behavior in performance plans for every employee. By making the employees accountable for disrespectfulness (including bullying), organizations give managers a tool to directly address bad behavior the moment it surfaces.

Implement confidential reporting processes

Establish fair, effective, and safe methods to report alleged bullying. An unbiased, safe, and user-friendly complaint reporting process is essential. Most organizations fail in this regard, requiring staff to report a bully to their supervisor or human resources. This rarely works for many reasons but, most importantly, because it creates a fear of reporting. When the supervisor is the bully more than 50% of the time, one can quickly see why such a strategy is doomed to fail. If organizations establish a neutral and confidential reporting mechanism, people will no longer be afraid to report a problem. This works to everyone’s benefit and will ensure an impartial, confidential, and trustworthy process.

Establish effective investigation processes

Bullying investigations must be unbiased, fair, and fulsome. In order for staff to feel safe, it is essential that investigations are confidential, free from political interference, and result in appropriate responses if allegations are proven. An impartial external investigator should be engaged to conduct this sensitive work. Fair treatment for alleged victims, bullies, and witnesses is needed to engender trust in the process.

Take all bullying reports seriously

Take bullying claims seriously but tread carefully. Until there has been a thorough assessment of the complaint by unbiased and trained personnel, the organization should remain neutral. The important point here is that organizations should respond immediately and professionally. While every report of bullying or bullying-type behavior should be taken seriously, whether they have merit is for the investigation process to determine.

Use effective conflict resolution strategies

Bullying isn’t like other conflicts and requires specialized conflict resolution strategies. Normal conflict resolution processes won’t work- it is naive to think that you can reason with a bully. Holding a meeting with the bully to “hash out” management’s concerns will usually result in the bully aggressively defending their actions, using deceit, blame, and deflection. Mediation can also be another opportunity for the bully to misbehave and instill fear in the target. This is an organizational problem that requires impactful decision-making authority, not a compromise-seeking session. Thus, binding arbitration is normally the best process to use.

If there is a bully in the midst, there are mechanisms for quickly fairly and effectively addressing the problem with all of these policies and processes in place, there is no guarantee that your organization won’t ever face a bullying situation. However, when it happens, your organization will be prepared to handle the challenges effectively, with due process. Bullies beware– change is coming!

Paul Pelletier is an international workplace bullying and workplace respect expert and the author of two books, including The Workplace Bullying Handbook. In his provocative, inspiring and always entertaining keynotes and training, Paul leverages his decades of experiences as a corporate lawyer, business executive, and project management professional (PMP). A sought-after keynote speaker he has presented at global conferences, including past events in Dubai, Switzerland, England, Italy, and throughout the United States and Canada.  He is also a consultant with our parent company PDSi which helps individuals, teams and organisations drive behavioural and cultural change. 

You can buy a copy of The Work Place Bullying Handbook on Amazon. 

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What’s holding fathers back from taking paternity leave?

When men do take leave to look after their babies, it’s good for everyone. So what stops them taking it?

To read the full article click here

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How to have difficult conversations

Have you ever lost someone or something you really cared about because of miscommunication? The truth is everyone loses when difficult conversations go wrong.

To listen to the interview click here

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Avoid the blame game: Be accountable for accountability

Accountability – our own and other people’s – plays a huge role in a successful HardTalk. It’s a topic we love and we say holding people accountable isn’t cruel, it’s the kind thing to do. So what happens when accountability doesn’t?

“Of course accountability doesn’t apply only to rank and file employees. Managers and leaders should be accountable for holding others accountable. After all, isn’t getting good results with and through other people the very reason we have managers and leaders?

I once visited a client organization that employed about 1,300 people. By some standards, an employee population of only 1,300 isn’t a big company. But in this particular highly specialized, highly technical industry, 1,300 is about average.

I was called in to work with the senior management team on culture and performance issues. At dinner one evening, I asked one of the top executives a pointed question: “Last year, how many of your 1,300 employees received a ‘Needs Improvement’ performance appraisal rating?”

“Six,” my friend answered.

“I’m sorry,” I said. “My question must not have been clear. Of all of your 1,300 employees, how many of them …”

My friend interrupted me in mid-sentence. “Your question was painfully clear,” he said. “Last year, only six of our 1,300 people received a ‘Needs Improvement’ rating.”

He went on to describe his organization as similar to Garrison Keeler’s mythical Lake Wobegone community where all the men are handsome, all the women are beautiful, and all the children are above average…”

Renowned author Dr Rodger Dean Duncan tells us more in this Forbes article – we hope you like the ladder of accountability as much as us: https://www.forbes.com/sites/rodgerde...

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