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I have written about this before. It is worth repeating.

I am often told by managers, "I can't get (fill in the blank) to do what I want done." Sometimes this statement highlights a training deficit. Sometimes it highlights a personality deficit. Sometimes it is a motivational issue. However, most often it is something else--these managers have not bothered to put themselves in the subordinates' shoes and look at the world from their point of view.

When I have written about it before, I have often called the process, "Turn yourself around." In other venues I have heard it called, "walk a mile in the other person's shoes."

Whatever you want to call it, if you are having difficulty with an employee, a boss, a customer or a supplier, spend some time looking at the world from that person's point of view. Of course, you do not know everything that is affecting that person at any point in time, but at least make an effort to visualize it.

New, young employees may be having trouble adjusting to the full time work environment or perhaps they have suddenly found out that work is not what they thought it would be. Older employees may be having trouble with spouses, children, co-workers, parents, their health, finances or who knows what. Someone may have an addiction problem.

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The point is, everyone wakes up every morning with all sorts of issues from home, at work, whatever. Most of us are fairly good at putting those issues aside and professionally performing our duties. Sometimes, however, these matters overwhelm us.

I am not saying you have to allow excuses for non- or sub-par performance, but understanding what is going on with a particular individual is half the battle when it comes to getting him or her to do what you need to be done. Once you know where they are coming from, you can choose to accommodate them, send them to seek help, or plan for their exit. However, you can't do any of these things if you don't understand what is front and center in their minds.

So, the next time you want to say, "I just don't know why Bill will not perform his job" spend at least fifteen minutes, maybe longer, going over the clues you have from Bill about what is going on in his life, what his perceptions of the world are, or anything else that lets you into his thinking. Then you can be an effective manager and stop going around in circles.

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A friend and I were talking about this subject of viewing matters from the other person's perspective the other day. We guessed that less than 10% of people are effective at doing this. Don't be part of the other 90%, joint that 10% today.

For our quiz this week, we'll ask about your experiences in this area. You may take it here.

For safety this week, we know that safety errors are often because the person's mind is not on the task at hand. Their non-safety related errors often have the same source, too.

Be safe and we will talk next week.

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