Bowes knows

Q. I have accepted a new job; however, after only six months, I know this is not the right fit for me. Should I stick it out, or simply resign immediately?

A. Unfortunately, this issue is more common than one thinks. Part of the problem is that people are often attracted to a new job because of the thrill of a new title, an increase in pay and/or having the opportunity to work with a friend. Sadly, they will learn in a very short time that title and dollars are not the only motivators they should have paid attention to.

However, now that you are in this situation, I would advise you to look around and see what you can learn in this new role. Surely, there is something that would be valuable for you in the near future. Focus on what you can learn, do your job well and keep your eyes open for new opportunities. When you research your next job, be sure that you understand all of your personal motivators and that there is a good fit between these personal drivers and the opportunities in a new job.

Q. I have just had my performance evaluation at work and my boss tells me that I need to improve my team leadership skills. I am offended as I am always the one who does things around here. What is he referring to and what can I do to improve?

A. First of all, you actually need to be asking your boss that question. Based on your comments, I suspect that you might be somewhat controlling rather than allowing your colleagues to participate in your projects to the best of their ability. Teamwork and team leadership is not about doing everything yourself or directing everyone. It's about asking for input into how work can be carried out or how a particular problem can be solved. It's about helping one another. It's about getting the right people involved in the right project.

There are numerous training programs as well as articles and books on the topic of team leadership. Take time to be a continuous learner, take a course, read a book, try out a new strategy. You'll be surprised at how quickly teamwork can improve productivity and employee morale.

Q. I have over 30 years of business leadership and would now like to turn my attention to coaching young executives. Where can I take a credible course or certification in this area?

A. Luck is with you as your career change is occurring right during a time when coaching is growing as a new profession. Selecting a course and/or a study program depends on your educational and experiential background. For instance, if you have an advanced business degree, then a shorter coaching course might work just as well. If you do not have a significant depth of experience, then you might consider a longer training program.

Several universities have begun diploma and graduate degree programs in executive coaching. However, you also need to examine the philosophy and approach that is being taught and make sure that it fits your style of coaching.

If you are a continuous learner, then seek out shorter, more intense courses and/or select one of the many business books written on the subject. Select a coaching model that works for you and adopt this style for your service delivery.

At the same time, be aware that getting professional certification and a diploma/degree is one thing, acquiring clients is another. Selling yourself as the product is the biggest challenge I see people struggling with.

Q. How can I assist two employees with different personalities learn to work better together?

A. First of all, I suggest trying to confirm the source of the conflict; is it really tied to personality differences? Look beyond the conflict and determine if there are any underlying issues that might be affecting the situation. You might start by speaking to each individual and inquiring about the challenges they are facing in collaborating and co-operating with a colleague. Be sure to clearly inform them of their responsibility to get work done and to work effectively as a team.

Listen carefully and determine if you can find common ground. Help the employees speak about their issues from an organizational perspective such as poor communication or confusion about reporting relationships. Otherwise, the conversation can simply end in finger pointing.

Ask each person for solutions. Bring the two parties together and discuss the challenges; brainstorm together what solutions might work, select a solution that will fit and get commitment to apply this solution. Monitor the relationships and continue coaching the individuals until they are working more cooperatively together.

Q. My organization is implementing a new set of human resource policies. Unfortunately, although there was good representation from all divisions of my company, one of our larger business units leaders is stubbornly refusing to comply with the new policies. This is causing discontent. What can I do to alleviate this situation?

A. As the human resource manager, you have a responsibility to make certain that your company president is well aware of what is happening. But first you need to confirm what is happening. Is this a case of a rogue regional director who doesn't want to conform? Or is it a case of not understanding the rationale for the changes? On the other hand, if the changes are drastic, did management provide enough lead time to prepare the employees and their regional managers?

Think in terms of the change management process. It sounds as though one of your division managers remains in denial and is resisting the change. Explore with this individual what the problem is and attempt to get him onside as quickly as you can. Keep your CEO well informed so that he can intervene if necessary.

Q. As a baby boomer employee, I was recently laid off from my job and offered career counselling services. Since I've been through this process before, I'm not sure it's worthwhile to use these services at this stage of my career?

A. As a baby boomer going through another change, you certainly could benefit from career transition services. Your focus this time around should be on what motivates you in the workplace and how can you replace these motivators once you retire. It is all well and good to have all of your financial plans in place, but if you neglect your emotional and personal plans, you might very well find yourself hitting a depressive low. Hurry, sign up now!

Barbara J. Bowes, FCHRP is president of Legacy Bowes Group. She can be reached at barb@legacybowes.com

Republished from the Winnipeg Free Press print edition March 31, 2012 H1