AboutDr. Mac Expertise I can answer any question that has to do with working relationships, management skills or lack there of, conflict, and leadership. I primarily work with troubled teams, groups with poor management, or general dysfunction for over twenty-five years. I am also a professor at the University of Denver in the Alternative Dispute Resolution department. Go to www.greggiesenassociates.com to see my client list.
I'm using the alias "Dr. Mac" because he is the main character in my latest management book, Ask Dr. Mac. He plays a newspaper advice columnist on business issues.
Experience Again, twenty-five years of experience here. Email me at ggiesen@greggiesenassociates.com with any specific questions not related to this site.
Published articles written by Greg Giesen:
• Conflict Between Two Employees May Reflect on Organization, in the March, 2003 issue of the Denver Business Journal.
• Meeting Management: Let’s Cut to the Chase, in the March, 2003 edition of CHRA’s The Advisor magazine.
• From Conflict to Collaboration, appearing in the March, 2003 edition of Executive Excellence Magazine.
• Leading From Within, appearing in the April, 2003 edition of Personal Excellence Magazine.
• Only an Integrated Approach Will Increase Employee Motivation, May, 2004, OD Network magazine, Practicing.
• Motivational Mastery, appearing in the March, 2005 edition of Sales & Service Excellence Magazine.
• Creating Collaboration: A Process that Works, appearing in the July, 2007 edition of Projects & Profits magazine, India.
• The Value of Vision, Submitted to Chicken Soup for the Soul’s Lessons in Leadership, due out in January, 2009.
Books written by Greg Giesen:
• Creating Authenticity: Meaningful Questions for Meaningful Moments, 2001, ISBN: 0-9721114-0-9
• Creating Authenticity: Meaningful Questions for the Minds and Souls of Today’s Leaders, 2002, ISBN: 0-9721114-1-7
• Ask Dr. Mac: Take the Journey to Authentic Leadership, 2007, ISBN:
0-9788555-0-7.
PROFESSIONAL DEVELOPMENT
• Your Best Year Yet Certification, Best Year Yet, LLC.
• DiSC Certification, Resources Unlimited.
• Social Styles Pro II Certification, Cahners TRACOM Group.
• Consultant’s Training, Corporate Transformation Tools, Richard Barrett & Associates.
• Myers-Briggs Type Indicator Qualification Training, NTL.
• Adventure Systems & Design, Challenge Course Certification.
• The Coaches Training Institute, The Professional Coaching Course.
• Group Process Consultation, NTL.
• Mediating EEO, Personnel & Employee Relations Disputes, CDR.
• Conflict Resolution Workshop, Aiki Works, Inc.
• Facilitator Training, (270-hours), Good Works Unlimited.
• Wilderness Therapy Practicum, Colorado Outward Bound School.
• The Human Element, Will Schutz & Associates.
EDUCATION
Masters of Science, 1982, Miami University, Oxford, Ohio. Major: Personnel Services & Counseling.
Bachelor of Arts, 1979, Western State College, Gunnison, Colorado. Majors: Psychology & Sociology.
Expert: Dr. Mac Date: 4/25/2008 Subject: Employees that lie
Question Dr. Mac
I am a supervisor in a seasonal buisness that employs approx. 50 individuals.
I have always tried to have a good personal relationship with my workers.
The majority of these people have basic education and are involved in a low skilled occupation.
I have noticed that at least ten of these individuals frequently 'stretch the truth' to put it politely,when describing not only their work accomplishments but also their personal ones.
I was taught to tell the truth,and have always had a low tolerance for 'B.S'.
What motivates people to B.S.-for want of a better way to put it.
As I mentioned,the worst offenders are decent folk,but are from poor socio economic backgrounds and dont have a good quality of life.
I havent called anybody's bluff,not yet anyway as generally the work gets done.
My theory is they are trying to get more respect and puff themselves up a bit.
Any thoughts on this?
Answer Hi Bud.
I appreciate your tolerance and understanding that you've exhibited with your employees and their tendency to exaggerate the truth and blow stories out of proportion.
This behavior could very well be a tendency of their socio-economic backgrounds, their cultural background, or even a byproduct of your corporate culture for that matter. Truth is, it really doesn't matter. In fact, you probably want to stay away from making any assumptions or assertions as to "why" many or most of your seasonal employees are the way they are. There are many variables that make people/employees the way they are, and any attempt to narrow it down to one or two factors could be seen as insensitive and limiting.
I do have a suggestion or two for you however. First, make attempts to get to know your employees as individuals. This way you can develop unique relationships with each one and they with you. I know that that is easier said than done, but it will actually increase you influence with them, let alone your relationship.
Second, be clear on where and when to draw the line on any conversations, discussions, or explanations that impede productivity. Once job performance is at stake, you will need to be prepared to step in and bring the conversation(s) down to a factual and realistic level. If job performance is never really a factor in these situations, then I'd continue to let it go.
Lastly, you may want to share with the whole group your management style/philosophy and core values. It is important for employees to know how someone is going to manage them and why they manage the way they do. You probably should share this every year, since your employees are seasonal. But back to my point, let them know up front the value you place on clear, precise and honest communication. Make sure the know that your expectation is that they communicate that way when it comes to any work-related issue, discussion, or passing on information with each other. By doing this, you've essentially given yourself permission to address any communication-related issue that doesn't promote clear, precise and honest communication.
In the future, you will also want to share some of your communication expectations during the interview phase so that potential employees can assess whether or not they want to work there. This also allows you the opportunity to weed out any potential employees that would struggle with your communication expectations. All this "up-front" work really saves you headaches down the road and is worth the effort on your part.
In summary: 1) keep doing what you are doing; 2) know when to draw the line; 3) remember, it is about communication, not about socio-economic status, etc.; 4) get to know your people as individuals, and 5) share your management philosophy and core values whenever possible.
