Do Business Well

In 1950, W. Edwards Deming was invited to Japan to help bring Japanese industry back to its feet. Although his management methods revolutionized Japanese quality and productivity, he did not gain full recognition in the United States until recently. One of the tenets of his philosophy is that workers who are prone to be fearful and anxious cannot perform effectively.

Many employees operate in a climate of fear. The result is stress, low productivity, medical and personal problems. In the absence of actual physical danger, what are employees afraid of?

Fear generally comes out of a feeling of powerlessness. Someone (the boss) or something (the organization) has control over crucial aspects of a person’s life. Uncertain job security, performance appraisals, loss of status, failure to meet goals—all of these contribute to an employee’s malaise.

Because there is a direct link between work climate and quality, a manager needs to provide a consistent, supportive environment. This means uncovering the sources of fear and taking steps to eliminate them:

• Confusion. Not knowing what the exact job requirements are can create anxiety. People are afraid to inquire too often about what is acceptable on the job and what is not, states Deming.

Be sure that there is clear definition and an ongoing evaluation of what’s needed. Then, supply the right training and tools.

• Blame. Employees are sometimes blamed for problems over which they have no control. For example, a report might be late because approval is required from several departments, each with its own priorities. Always differentiate between a systems problem (e.g., computer failure) and a worker problem (lack of a specific skill).

• Supervision: too much/too little. A manager needs to be a coach without stifling employee initiative. When hiring new supervisors, screen your applicants carefully. You are looking for the ability to work as a team member and an openness to learning. Make it clear that management by intimidation is not acceptable, contrary to what some experts may maintain.

Observation: “The fundamental problem in American business is that people are scared to discuss the problems of people,” says Deming. When managers are committed to reducing fears, employees cooperate to ensure the long-term survival of the company and its effective operation.

• Make it clear that you, too, are a “friend in need.” Any subordinate manager doing a poor job hurts you in two ways. First, your bosses are not pleased by the drop in your department’s performance. Second, your support of the person as manager puts your judgment in question—particularly if the bosses are aware of your special relationship.

Whatever the problem your friend describes—loss of confidence, alcohol or drug abuse, disgruntlement with the company, etc.,— point out that you can’t afford to cover up for the person indefinitely.

• Be firm. Advise your friend to get some counseling, and make it clear that you’ll do whatever you can to get the person back on track. But don’t be afraid to administer a warning. “I also have to tell you that if we don’t succeed, you may be out of a job.” You will then be demonstrating that friendship is a two-way street.

Supervising a Friend

Some friendships formed in a business setting result in close personal bonds. But the situation can become complicated if one of you becomes the other’s boss, especially if the subordinate’s work slides. Often, you may be dealing with a conflict of feelings—your own ambivalence and your friend’s. Here are some tips:

• Don’t consider a “quickie” divorce. Telling yourself that the friendship is over or that it really doesn’t matter won’t work. If it has been a genuine relationship up to this point, you won’t believe this, and the problem won’t go away that easily.

• Invoke the friendship on your side. Perhaps your friend is using your friendship as a shield to hide something from you, or is protecting you from a problem because of the relationship. Whatever the case, you need to find out the^-truth. You might say something like: “Listen, you have no business avoiding discussing your problem with me. One very good reason is that I’m your boss and your friend. Now tell me what’s going on.”

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