I think a lot of us are the kind of people who either (a) were always that one member of the group-work team in high school who actually bothered to do the project, and/or (b) are creative/knowledge-hungry types who tend to self-start on things that we’re passionate about or fascinated with.
It wouldn’t shock me a whole lot to find out that some of you folks who are reading this are the kind of people who really do believe that you can get something done faster and “the right way” (that being my way, of course) if you just do it yourself.
I’ve talked before about Service-Oriented Dominants, and I’m going to talk a little bit about a related topic.
I don’t “do” punishment.
To me, it feels like I’m rewarding bad behaviour with undeserved attention, whether that’s using my Very Disappointed Voice – a tone of voice that feels anything but sexy, but that I’ve learned is a bit of a turn-on… and thus backfires completely when I employ it – or doing something corporal that I’d really rather keep as something that’s enjoyable for both of us.
Likewise, having the give someone a punishment like writing lines where I then have to stand over their shoulder to make sure that they actually do it? Why am I wasting my time and energy on this?
Having the wheedle and badger and, let’s just drag that loaded, gendered term right out into the open, nag a servant to get shit done or behave appropriately… it feels incredibly demoralizing and disempowering.
So if I want to avoid using a “punishment model” (or a “carrot and stick” model where you punish for fuck-ups and it requires fucking bribery to get something done right), what can I do instead?
That’s the $64,000 question, isn’t it?
I’ve started reading “management” literature. Tips for small-scale entrepreneurs who have a couple of employees working for them, stuff about how to manage effectively, keep lines of communication open, work towards solutions for existing problems while avoiding The Swamp Of Shame and similar pitfalls.
Much as I’m embarrassed to admit it to The Entire Internet, I am a really terrible manager.
I put off bringing up Problems because I know what their sources are – meaning that if I know my managee is overwhelmed in X part of their life, or has emotional issues around Y situation, I’m more likely to cut them some slack when Task Q isn’t getting done to the standards, or with the frequency, that I would prefer – and this means that I wind up with these, just, laundry lists of “Things That Need Improvement” and no clue how to adress them effectively, efficiently, and in a successful fashion.
So I’ve started poking at the idea of seasonal performance reviews.
I know. I kind of loathe the whole idea, if only because “performance review” tends to translate in my head into “job security roulette” or “let’s find out who’s getting fired today”. And yet, I think if I made it just part of the routine, then I could use it as a way to wipe the slate clean a few times a year and, in another way, also track my Person’s progress through the year.
Of course, I’m not managing a business in this context – I’m managing a household. This may require some tweaking of traditional techniques. However, that doesn’t mean those techniques aren’t easy to addapt or incorporate into what I want to do.
For example, this handy list of tips for building and managing a team has a few things I’d like to work into my own house.
I particularly like Suggestion #5, which is Set a quarterly theme and vision.
A theme and vision might be as simple as “establish routines, train as necessary; goal: well-oiled machine” early on in a dynamic, so that the accomplishment of that goal then serves as a foundation for further themes like “increase luxury skills and incorporate into routine” or “find therapist, work on anxiety issues”.
Likewise, the “Recognition” section of this article suggests the (well-known) formula of (1) Highlight something good. (2) Point out what needs improving, and (3) Suggest how to improve. So one might opt for something like: “You’re really putting those cooking lessons to good use. Dinner has been amazing these past two weeks. Well done. I do want to turn your attention to the situation with the left-overs in the fridge. We’ll need to eat those up over the course of the next week. After that, if you can work to cut your recipe quantities in half, that will allow us to enjoy your new sills without having a left-overs pile-up in the fridge every week.”
…Or something. I don’t know.
Similarly, the suggestion to phrase/identify problems in ways that are measurable: Not “Jolene is lazy” but “Jolene typically lets her outerwear pile up in the front hallway rather than hanging them back up in the closet”; not “Frank is disorganized” but “Frank routinely misplaces important documents that need to be filled out and sent off by specific deadlines”. Addressing measurable specifics rather than generalities makes it much easier for Jolene or Frank to suggest solutions without (hopefully) feeling overwhelmed or beaten down by the magnitude and, well, vagueness of the stated problem.
Management Tips for Creative Folks offers a variety of management styles (I tend to fluctuate between “tell” and “involve”, and this may be causing confusion or something on the home front), suggests that successes or emplyee effectiveness be measured by achievement (what they are getting done) and not activity (how they spent their time). It also stresses the importance of measurable goals, targets, and stretch-challenges for employees. Their time-division chart is also handy to keep in mind:
I may have to go and borrow myself a copy of The One Minute Manager, as it might be a handy thing to read.