Interpersonal Business

Vol. XXXIV

Dear Manager,

I will be the first to admit that I thrive in a face-value environment. Too often, relationships and business practices can fall deep into the caverns of dealing with another’s hidden agenda. We are taught to keep our guard up for those who live in a world of servicing only their own needs. We can begin to question the motives of others, with or without justification. There is a distinct contrast between having a sense of awareness, and buying into the paranoia of “every man for himself.” I am absolutely convinced that a positive, and ever-so-slightly naive, approach to business can best service the needs of an organization.

We have all been taken aside and warned about an individual or organization prior to developing a new working relationship. Common sense suggests we look beyond the surface. Good business demands a dose of benefit of the doubt, or many solid opportunities will be lost due to the unhappy experiences of others. I believe that, in the vast majority of business situations, those with whom we come into contact are fundamentally good. We owe it to ourselves, and those individuals, to anticipate an ability to measure up.

At least once in our lives, each of us has failed to meet the mark. Thankfully, maturity and experience plays its hand. We learn from our mistakes and are better off for the process. Business provides us with many opportunities, and we hope to be given another chance. Under new circumstances, there is every reason to believe that we will rise to the occasion.

Over the years, I have interviewed individuals who are obviously reeling from difficulties with a former employer. There have been indications that this individual is convinced that these unpleasant experiences are common business practices. I have also been faced with individuals who suggest, in their own subtle but direct way, “You better not mess with me!” As managers, we also deserve the benefit of the doubt.

In both instances I have quickly “taken a pass,” as the risk is simply too great. This jaded attitude will never serve the needs of the individual nor the organization they have asked to serve. Are there bad people out there? Yes. Are they in the minority? Yes, without question. As managers, we obviously need to focus on the good, and deal with the “less than good” as it arises.

By approaching business with a degree of trust, we develop a platform of understanding that only a very few, and the very foolish, would be willing to risk or compromise. I continue to believe that individuals will learn from, and respond to, reasonable expectations. Individuals want to offer and receive respect. Explain the standards of your company and give everyone the opportunity to succeed. You will be disappointed on occasion but, ultimately, you will have won for having retained your objectivity.

Having addressed the majority, I believe it is now time to address the wayward souls with whom we may also come into contact. These are the individuals who have granted themselves the God-given right to accept little responsibility for their actions. These people are obviously dangerous to themselves, and to those of us in business. After three years of publishing this letter, it is time to deal with this type of business personality as well.

In no uncertain terms, there are individuals who will make every effort to bring you down. Often, these individuals will take a very visible role and show a great deal of initiative. If we fail to understand, or underestimate their potential, they have the ability to (with great delight) bring harm to those around them. As I shared with a friend and business associate recently, “Unfortunately, there are bad people out there. It’s easy to be caught flat-footed.”

This friend had recently gone through some very difficult times with an employee. The employee had made a grievous error in judgment and, without a second thought, my friend immediately terminated him. The former employee could, in fact, be imprisoned for his offense. My friend owns a high-profile company yet, because of his swift termination of the employee, he was convinced that the issue had passed. While I hope this to be true, he would be foolish, and very vulnerable, if he were not to not prepare for all scenarios … not to anticipate them, but to prepare for them.

Sadly, there is a segment of the population who is convinced someone else owes them a living. Their actions are justified by their desire to even the score from previous business dealings. These individuals are vocal. They will share with any audience that, through no fault of their own, they have been wronged. This is a personality type that we must all be aware of.

Rather than taking full responsibility for our own successes and failures, as all of us in business must do, these individuals are relentless in the use of their index finger, pointing at anyone but themselves. We don’t generally think in these terms, nor do the individuals we associate with, so they catch us off guard. When they appear, it can be as if they multiply like rodents. Don’t over estimate their numbers … it only takes one. Their appetite can be huge, and their perception of importance upon conquest is a source of personal fulfillment.

These individuals live in the world of harassment and litigation. They will seek out others to assist in fabricating their position, then align themselves with attorneys of a similar breed. Armed with the pointer’s information, they will practice their profession, often at your expense. Those who practice are always looking for pointers!

As managers and business owners, we are foolish not to give consideration to this phenomenon. We must first define our exposure, then begin to understand it more fully. This includes becoming familiar with current laws that may rightfully, or wrongfully, affect us. Integrity and a sense of fairness will not always protect you. As my wife often says, “If you cross the street with the walk signal and you’re hit by a car, you may be in the right, but you’re still dead.”

Retain a qualified lawyer (one of the many who do not simply practice) for an hour to review your business and define the potential sink holes. Speak with your accountant regarding any changes in the tax structure that may impact your business. Watch the newspapers and business journals for changes that may affect you. Stay informed.

Secondly, keep very good records. There can be no stronger evidence than information that speaks from the past. This information inherently establishes consistency, mutual acceptance and intent. Dated correspondence and notes from conversations will provide great assistance. These are the things the pointers will have conveniently forgotten, or neglected to convey to those who practice. It is very difficult to contradict the evidence of fact.

You will always have the opportunity to rely on your allies – those who might have common knowledge, who will be outraged by the false intentions of others. This is the unknown factor for pointers, and is often underestimated, as it is the one aspect they cannot manipulate.

Of greatest importance, do not allow yourself to focus on, or be absorbed by, these individuals. By doing so, you have only validated and enhanced their perceived position of strength.

It is sad to say, but I have seen far too many jaded managers. From a personal perspective, I would accept an ever-so-slight touch of naiveté over being jaded, each and every time. In the end, the answer can be simple: trust, awareness and a dose of preparation. And… always look both ways before you cross the street.

Personal Regards,

Keenan

INTERPERSONAL© is published by INTERPERSONALBIZ.COM, Keenan Longcor, Editor, ©2009. Duplication of this publication is permitted for both personal and business use. Excerpts may only be quoted with acknowledgment of INTERPERSONAL/INTERPERSONALBIZ.ORG as the source. For re-publication rights, please contact the editor at KEENAN@INTERPERSONALBIZ.COM