Michele Harmon
To change the message of the Permian, we need to start by cleaning our own house. That comes by reviewing one employee at a time. Some should stay, and some should go. Keep the positive, hardworking, and loyal ones. Keep the ones who give more than 80 percent and show up on time but are not rock stars. Then, eliminate the negative 10 percent that is destroying your culture.
Getting rid of the troublesome employees can be difficult but possible. After all, we are about to start a new year, so turn over a new leaf and clear the slate.
How do you find the 10 percent? List every employee they hired by mistake in 2023. Was it because you needed to (but neglected to) check references? Was it because you ignored your inner voice? Were you in too much of a hurry, or did you just use poor judgment?
In hindsight, were any of the 10 percent showing signs that they were a bad selection early on?
If an applicant is rude to anyone in your office, think twice. They may have anger issues.
If the applicant projects an image of over-competence, think twice—especially if you can close your eyes and imagine a puffed-up chest.
If the applicant dresses like they are going out for the evening, well, be careful is all I can say on that one.
If the applicant blames everyone else for the loss of a job or shows a history of too-frequent job changes, think twice. You may be staring down the barrel of a narcissist. Narcissism, by diagnosis, is not curable. They are people who have learned that blaming others for their circumstances works well.
My favorite lousy employees, like the narcissist, are those I categorize as having the, thou dost protest too much syndrome. These are the ones who say they can take on the difficult task of fixing a problem, maybe a problem that has been swept under the carpet for years, and then, as soon as they get the job, start complaining, demanding, and blaming management for their lack of success. These guys need more employees, more stuff, more, more, more. To begin with, they could not do the job, and you hired the wrong guy. Add in social media, and you have a bigger problem
My “favorite” employees may also expect you to attend to their concerns first instead of attempting to see where their needs fit into the organization. Then comes their reactions when management does not attend to their demands on their timelines. They then commence to throw management under the proverbial bus. Again, enter social media.
Give these employees a lightning rod issue, and Shazam, they have power. How many accidents have happened, that might have been avoided if an issue had been dealt with sooner than later? Now, you get the lighting rod theory. Oxford defines a lightning rod as a person or thing that attracts much criticism, especially when that criticism diverts attention from more serious issues or allows a more important public figure or themselves to appear blameless.
The bigger picture goes beyond the single employee and reflects all of us in the Permian. We have had an abundance of criticism of public figures to the point that I am worn out. We have picked on people willing to give their time and talents for little or no compensation. We have protested too much, and we have thrown others under the bus to the point of exhaustion. The article from Bloomberg that says those of us in the Permian do not want to invest in our area has some valid points. However, I suggest that we all work on our behavior. Start 2024 accepting our part in mistakes.
How can we expect our employees to behave better and work as a team if they read all the blatant half-truths and lies on social media? I call social media outlets, like the one I swore off recently, a place for the negative 10 percent that have nothing better to do than disrupt society.
As leaders, how do you counteract social media, and the thou-dost-protest-too-much employees? It would be best if you had better communication. Degrees in communication in the last century meant the student aspired to radio, TV, or publicity. Now, you need an army of folks to tell your authentic story. Sharing the actual truth with your employees is invaluable. I cannot help but think of the statement, The truth shall set you free, in the Book of John. There have been so many interpretations, but I hope the verse meant that the truth opens our eyes to a greater understanding of the truth.
I am calling on leadership in the Permian to start 2024 with the cup-half-full-not-half-empty theory. Most of you have those half-full cups, but in 2024, if we can turn one half-empty around, 2024 will be a better place for our community.
“Your employees are the heart of your organization.” Dr. Michele Harmon is a Human Resource professional, supporting clients in Texas and New Mexico that range in size from five to more than 3,000 employees. Email: micheleharmon1@gmail.com