If only there were some way to defend against disrespect and distance among team members… Maybe some method of improving communication…

Though many don’t see the point of writing weekly reports, it is wise to make them for the sake of your team.

When team members don’t communicate regularly, distance wedges itself into your organization. With distance comes disrespect for other team members. The left hand thinks the right hand is lazy and stupid because they never see each other working hard. In fact, they may never see each other at all!

Give intentional, open, regular communication to strengthen your team.

One such example is a weekly report.

What is a Weekly Report?

It simply list your accomplishments and projects. Share your challenges as well as victories.

Give credit to those who helped on each accomplishment. Speak plainly and candidly.

This activity doesn’t require a certain office or title. It can be done regardless of your position in a company.

Why Should I Make Them?

They evoke respect and minimize distance among team members. Send the reports to those above, beside, and below you in your group.

It will help others respect you and what you are trying to do. It will remind you that your team members have their own challenges, whether you realize them or not.

What Else Should I Include?

After several weeks, once you feel comfortable, consider sharing highs and lows from your personal life.

What If No One Else Makes Them?

Do it anyway. Even if no one responds for a long time. Worst case, they’re great at keeping you accountable for your time and tasks.

Conclusion

Weekly Reports work toward building a team, not just a group of employees who tolerate each other. They help create a safe place to be honest and share information.

What you want to say is more important than what the other guy is blabbering on about — he just doesn’t know it yet. At least, until you do him a favor and interrupt so you may bless him with your wisdom!

I am so thankful I understand how much more important I am than other people. (Three I’s in that sentence? Not bad…) This knowledge allows me to decide at will what should be happening at any given time.

For example, when I am having a discussion with newer underlings, they will try to reply and get in a few words. They do this all too often until they have been here a few years and know better.

Realizing my innate importance allows me to take control at any moment and interrupt others. Not just mid-thought, but mid-sentence. I have some wisdom to share, and they need to know it.

I consider this a service to my underlings. I am teaching them the valuable life lesson that they are not very important.

Another example is how I will answer almost any call, even if the phone rings in the middle of a meeting. This helps to drive home my point to the underlings, as they have to postpone the conversation until I finish my personal discussion in front of everyone.

In another post, I will teach you a more advanced technique of interruption. I’d tell you now, but I’ve lost interest in continuing this discussion.

Importantly,
W. Albert Jameson, IV

Why are we tempted to interrupt others so much?

Do you ever have one of those days where you just need to vent to the first warm body you find? I have one of those days about five times a week. I find it to be very effective.

Some might call it gossip, but I call it strategic communication. When you are frustrated and annoyed, there is nothing better than spilling all the juicy details with the nearest person — even an underling!

Venting allows several key things to occur.

First, you are spared an awkward confrontation with the person directly involved.

Second, it prevents you from forgetting an offense. It’s annoying when you’re angry about something only to forget what it was you were angry about! Never again. I’ll vent everything to someone else, which will keep the offense fresh in my mind.

Finally, when a leader vents, it improves communication by keeping those around you fully informed of the worst characteristics of those that have offended you. So how could it possibly be confused with gossip? Instead, think of it as a great way to improve communication within your company.

Vently,
W. Albert Jameson, IV

Is there a safe place and time to vent? What are your conditions for healthy venting?

I’ll never forget the day I received my first email from a “donotreply@company.com” address. How can they tell me “Do not reply” like that? My gears began to turn… and it changed my life.

Just the thought of having the mere option to not reply to someone? What a breakthrough!

When I first realized this, I remember feeling lied to by all of society. All of the people-pleasers I had grown up around were trying to teach me that I always have to reply to someone’s statement or inquiry. It’s proper and etiquette and you just have to because it’s a social norm.

The disadvantages with this social norm? I see two right off the bat:

1. If I “have to” respond, I have so little control over the conversation.
2. If my counterpart doesn’t reply to my comment or question, then they have full control over the conversation. And more tragically, they have the last word!

Conversely, I realized several distinct advantages to the “donotreply” email address method:

1. By sending from a “donotreply” address, people naturally assume the conversational exchange is over and are unlikely to respond.
2. Even if someone does reply, I am not expected to acknowledge it, let alone address the content.
3. This way, I am guaranteed to have the last word!

This reminds me to change my professional email address…

Do Not Reply,
W. Albert Jameson, IV

In what situations do you fight for the last word? Why is that important for you?

You may have heard me refer to my employees as underlings, and there’s a great reason why. Allow me to explain.

It’s simple, really. Underlings are mere employees. How did I get there from here? Well, pay close attention.

Employees are people who work for an employer. The employer is the person or company or other entity that employs the employee.

Employees:

• Get paid by the employer
• Are told what to do by the employer
• Are “underneath” the employer

I am the employer in this example, which puts the employees under me and my power. (This is consistent in the org chart, too — and our building, for that matter!)

As you can see, underlings are weak creatures that are unable to tend to their own needs. Thus, I am in power over the employees and they are “under” me. I simply simplify the relationship — and continually clarify their role — by referring to my employees as underlings.

Got it? Good.

Employerly,
W. Albert Jameson, IV

How would you like to be addressed by a leader? What way makes you feel most respected?