The Coach's Corner

Archive for April, 2019

Some Great Advice Regarding Gossip

April 29th, 2019 // Tom Doescher //

Tom Doescher - Doescher Advisors

Recently, Barbara was meeting with a client who shared their gossip policy. In my decades of business experience, I’ve found that gossip is like cancer in large and small companies alike. The policy below is so well-written that, with our client’s permission, I’ve included it, intact, with only a few editorial comments. If you haven’t addressed this issue in your workplace, consider adopting a similar policy.

NO-GOSSIP POLICY

In the workplace, gossip is an activity that can drain, distract and downshift employee job satisfaction. We all have participated in this, yet most of us say we don’t like it. In order to create a more professional workplace, we the undersigned are making a commitment to change our atmosphere to be gossip-free.

gos·sip n. Rumor or talk of a personal, sensational, or intimate nature. A person who habitually spreads intimate or private rumors or facts. Trivial, chatty talk or writing.

You’ll notice that gossip is a noun — which means it’s something you DO. That also means it’s something you choose to do — and you can choose NOT to do it. You enter into gossip by choice — you can opt out of the activity at work. In order to end gossip, you must end a particular type of communication — and that can be talk or email communications (Editorial comment: or text messages).

• Gossip always involves a person who is not present.
• Unwelcome and negative gossip involves criticizing another person.
• Gossip often is about conjecture that can injure another person’s credibility or reputation.

The persons signed below agree to the following:

In order to have a more professional, gossip-free workplace, we will:

1. Not speak or insinuate another person’s name when that person is not present unless it is to compliment or reference regarding (Editorial comment: factual) work matters.

2. Refuse to participate when another mentions a person who is not present in a negative light. I will change the subject or tell them I have agreed not to talk about another.

3. Choose not to respond to negative email or use email (Editorial comment: or text) to pass on private or derogatory information about any person in the agency.

4. While off the job, speak to another co-worker about people at work in a derogatory light. If I have feelings, I will select to talk to someone not at the workplace.

5. If another person in the department does something unethical, incorrect, against procedures, or disruptive I will use the proper channels to report this to the person in authority to take corrective action.

6. I will mind my own business, do good work, be a professional adult and expect the same from others.

Disclaimer: You may want to have an HR consultant or your labor attorney review your specific wording.

Should You Hire a COO?

April 8th, 2019 // Tom Doescher //

Tom Doescher - Doescher Advisors

Probably one of the more common topics discussed with clients involves whether or not they should consider hiring a COO. Actually, just yesterday, one of my clients said, “I’ve built this company to a size where I need help managing it.”

A few years ago I read Make The Noise Go Away: The Power of An Effective Second-in-Command, by Larry G. Linne. Since then, I’ve recommended it to several clients. Just recently, I read Riding Shotgun: The Role of the COO, by Nathan Bennett and Stephen A. Miles. In their 2006 book, they observe that not much has been written about the role played by the COO.

Although I’ve been involved for years with hiring and working with COOs, I found the book to be a deep dive into the subject. Bennett and Miles appropriately point out that COOs are hired for different reasons. Unlike other positions, such as CFO or CIO, the COO’s role needs to be tailored to the situation. For example:

  1. Is the COO’s role to put an organization together around a young founder with a unique product/service who has innovative type technical skills and is a successful new-business developer and client-server?
  2. Is the COO brought in to run the organization (inside leader), while the CEO is more focused on strategy and new acquisitions?
  3. Will the COO become the next CEO?
  4. Is there a transition underway from one generation to the next, and is the COO responsible for grooming/developing the next generation so someone is prepared to lead the company as CEO?
  5. In anticipation of the sale of a company, is the team bringing in a COO who would be qualified to lead/run the company after the sale?
  6. Is a COO needed to assist a tired founder/CEO who would like to go on vacation and not have to spend a lot of time dealing with problems back home?

The authors offer some challenges faced by COOs in their jobs, and provide Q&A interviews with successful CEOs and COOs. Here are some of the topics they address:

  1. Developing a trusting relationship with the CEO. (Editorial comment: When advising clients, I have often said the CEO-COO relationship is similar to a marriage.)
  2. Developing a workable meeting and communication cadence that works for both executives. (Editorial comment: In this case, they’ll probably need more touchpoints early on.)
  3. The importance of clearly defining the COO’s authority and making it clear to the other executives. The authors offer some practical warnings for those instances where the COO position is new and the other executives, who previously reported to the CEO, now report to the COO. This poses a distinct risk of the executives going around the COO and continuing to report directly to the CEO. (Editorial comment: In my experience, this is extremely difficult, and the CEO and COO will need to work closely together to achieve the optimal situation.)
  4. Establishing boundaries to avoid micromanaging by the CEO, whose behavior needs to change.
  5. The fact that the COO will need to keep their ego in check.

This may sound self-serving, but I think getting outside help in hiring and onboarding the first COO will increase the chances for success. In my experience, it’s very emotional for the CEO, especially if that individual is also the company’s founder, and the outside advisor can help the CEO work though it. Obviously, Doescher Advisors would love to help!

The Advisor’s Corner

Tom DoescherYou’ll find stories from the trenches, business lessons, and pertinent questions to help you find inspiration, professional growth, and leadership savvy.

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