| Have you ever worked with someone who talks the | | | | write a letter to themselves from 10 years ahead. |
| good talk, sounds extremely plausible and convincing, | | | | They start by writing to themselves: "Dear Jeff, it is |
| finds it easy to get senior-level jobs, seems to have | | | | now the year 2020 and I want to tell you what my |
| great ideas and strategies, but, when tested, fails to | | | | life looks like and what I've achieved." Then they |
| produce the goods. Are you one of these people - all | | | | proceed to outline the goals they have set and |
| talk and no action? This is a classic workplace stress | | | | achieved, their current organizational position, their |
| trap and, believe me, the resultant stress appears in | | | | current skill set, the additional training they have |
| work relationships, in organizational efficiency, and | | | | taken, the highlights of their decade of work, and |
| bottom-line productivity. | | | | their personal relationships and achievements. |
| One of my friends was telling me about his recently | | | | This is a very powerful strategy to align one's |
| departed boss. It appears that this person was | | | | ambitions and goals with one's current work setting |
| employed to sharpen the business focus, develop | | | | and behaviors. It gives the therapist or executive |
| new strategies, and increase sales through personal | | | | coach a clear insight into the ambitions and priorities |
| and group activities. While the new boss looked good | | | | of the senior manager. It provides an excellent |
| at interview, in reality, he was lazy, irritating, | | | | launch-pad to examine the manager's current |
| inefficient, and handled the truth lightly. Even worse, | | | | behavior and success. Assuming that the 'all talk-no |
| while he talked up sales and seemed to be getting | | | | action' manager is capable of change, the coach is |
| good conversions, he never followed through with | | | | then able to develop the skills, insights, and strategies |
| the paperwork and the sales were never finalized. He | | | | for the manager to become effective. Unfortunately, |
| was a classic example of all talk, no action, no | | | | it is very difficult to change this person's behavior as |
| follow-through, and poor results. I'm sure you've seen | | | | the individual probably has a history of similar activity. |
| people like this in the workplace. | | | | If you are the employee, you are in a very difficult |
| These people have the capacity to radically increase | | | | position. A related workplace stress trap is the |
| stress and reduce morale and job satisfaction. | | | | concept of loyalty and one's first obligation is to be |
| Because you can rarely believe what they say, | | | | loyal to the boss and to provide services and support |
| trusting relationships essential between boss and | | | | to ensure the organization meets its goals. If this is |
| workers disappear. Because this person uses and | | | | not a viable option, the next step is to work with the |
| manipulates people, disharmony, friction, and stress | | | | boss through a negotiated understanding of how |
| escalate. Far too much time is spent by employees | | | | they can modify their workplace behavior. If the |
| talking about the hopeless boss, and employee focus | | | | boss is unwilling or unable to listen and respond |
| and work goals become irrelevant, and productivity | | | | effectively, you have three other choices. |
| drops. People start to spend time looking for other | | | | You can go above the boss' head to the next level |
| jobs and the organization is slowly brought to its | | | | of management and outline your concerns. You can |
| knees. | | | | learn to accommodate to the management style and |
| How to Escape the Trap of All Talk and No Action | | | | do your own work limiting your interaction with the |
| Well, this depends on whether you are the person or | | | | boss. Or you can start looking for a new job. |
| the victim. If you are the boss who is caught in the | | | | Unfortunately, this workplace stress trap of all action |
| workplace stress trap, you need immediate help. I am | | | | and no talk is a very complex one to overcome - |
| committed to Executive Coaching because I know | | | | and if you cannot manage this stress trap, you will |
| how helpful this process can be for a senior manager. | | | | find your personal and work stress increasing rapidly |
| One of the strategies I use is to ask executives to | | | | each day. |