Author: Ricardo
An Attempt at Proper Grammar
What You Learn on Wednesday…
What you learn on Wednesday contradicts what you believed on Monday.
On Friday, your belief has changed.
What you learned on Wednesday is probably the most important piece of the puzzle. Perhaps it is the most important piece of any puzzle.
If your belief does not change on Friday…is that conviction? Or is it denial? In the face of overwhelming evidence to the contrary, does commitment to an idea that may almost certainly be false foolishness? Or is that faith?
If you belief does change on Friday…is that prudence? Or is it wisdom? At what point do we allow truth to change our minds instead of stubbornly sticking to outdated ideals?
I am not sure. What I do know is that I would expect anyone to wake up on Friday as a slightly different person than they were upon waking up Monday morning.
On Sunday evening, I simply look forward to being further enlightened by the week ahead.
Chai Wallah
Don’t ask me how I find these things.
Actually, I would love to talk to you about how I find these things. The world is filled with beautiful and inspirational things.
“A wallah is one who performs a specific task.” They perform it over and over and over again, developing that task into an art form. Patrick Shaw has more to say about this in his post about chai wallahs: http://chaipilgrimage.com/2008/11/28/what-is-a-chai-wallah/
I think we need more chai wallahs in the world. Actually, I think they are all over the place. The problem is that we don’t see them…or they don’t allow themselves to be seen. It’s a shame because they add color where color is needed in what can otherwise be a monotone landscape.
So, now I am asking myself, “And you are the wallah of…what?”
I don’t know. It would be a good idea to become the wallah of something, though. Wouldn’t it?
And you…you are the wallah of…what?
Judgment in the Workplace
We need to acknowledge one very important thing: other people’s perceptions in the workplace IS reality…at least in so far as perception is how individuals experience reality. What we subjectively experience becomes our reality. We convey that subjective experience to others, passing along our version of reality. Most of the time, however, we don’t have the full story. In fact, we often have far less than complete information. And we judge all the same. For example, if you stood on a street corner and observed an accident between two cars, you would judge the drivers. One would be at fault, the other less so. However, from your side of the street, you may miss the small child that caused both cars to swerve. Just perceive a subjective reality and judge.
Our judgments are based on direct observations, of course, but they are also based on many other psychological and cognitive artifacts. We judge based on archetypes: that person is a manager, and he acts like the model of all managers… We judge based on stereotypes: that guy is Hispanic, and Hispanic guys always do… We judge based on misinterpretation: that lady must be really angry because her face is red… We make these assumptions, and we gather them all together to create a story about a person, place, or event. We then relay that story to others and, in turn, affect their judgment. At work, that can be damaging to individual performance, to individual morale, and to individual careers. Even worse, it can be damaging at a team and organizational level.
Worse yet, judgments we pass on others and that others pass on us based on incomplete or erroneous information can become part of how performance in the workplace is formally evaluated. We might find ourselves listening to feedback our direct manager is giving us that is based on some other person’s casual observations of us. Often, these are people with organizational influence. We seldom hear about that kind of feedback from the general workforce, peers or not. It’s always a senior leader’s perception that we are told is more important to manage.
The problem is that performance management should be between an employee and their direct manager or leader. Career management and perception management aren’t bad things, per se, but they should be addressed independent of performance. In fact, if you’re in a position of leadership, set up a career coaching session or a perception management feedback meeting. Handle those things separately. Make performance management about what someone does and how they do it. Base it on criteria that are as objective as possible. Make it about you and the person you are accountable for leading. Incorporate feedback from others when it makes sense, but make sure it is focused on performance, on delivery, not on casual perception.
Honor your commitment to those you lead by making performance a part of your relationship with them, not just an item on an annual checklist. And, to the best of your abilities, protect your relationship with your reports by shielding them from the judgments of others. Especially others at the top of the food chain.
In the Name of Anthropology, I Reclaim Culture!
What Am I Going to Do This Week?
Am I Successful in My Work?
9/11
A Word About Anger
Focus on the injury
Send it your purest, most sincere love
Tell it that you are sorry
Ask it for forgiveness
Thank it for the lessons that it taught you Then, release it.
Love is more powerful than hate. Compassion is more powerful than anger. Love and compassion directed at the self are the highest sources of healing. As with all healing, it begins with our attitude towards ourselves.








