Not unlike other psychologists, I have always held the firm belief that work is never just work. 

Employee engagement does matter

At one time, there was an opinion that certain job characteristics, such as pay, were the only motivators worth exploring. Over the years, changes in the way we look at work and the correlates of job satisfaction have moved that needle. We now know that attributes such as autonomy and opportunities for career growth are also powerful motivators in the workplace. The explosion of interest in employee engagement and its relationship to organizational success is another example of this evolving view. We may have a long way to go to achieve high levels of engagement at work – but there is no arguing its importance.

Early theorists were on the right track

The idea of feeling engaged at work is a much older concept than we realize. The roots of the employee engagement concept can be traced back to some early theories concerning human needs and organizational membership. For the most part – early ideas about needs as motivators were right on target with today’s trends.

Maslow’s Hierarchy of Needs (1954) is an excellent example. Maslow, a Humanistic Psychologist, believed that positive mental health was in part related to belief that you are making a meaningful contribution to the world. His description of the need for self-actualization, (which was viewed indulgent at the time), sounds much like the concept of employee engagement.

Theories concerning organizational system requirements have also discussed the notion of employee engagement. The classic text The Social Psychology of Organizations (Katz & Kahn,1966), outlined three behavioral requirements needed for organizational success, the last of which sounds much like engagement:

• An attraction to join the organization and the desire to remain in it.
• People must dependably perform the tasks for which they were hired.
• People must go beyond dependable role tasks and engage in some sort of creative, spontaneous and innovative behavior.

Research backs this up

The need to feel that work has meaning, has certainly emerged as a key topic in the research arena, as well. A recent study by Blessing-White, an organization which studies workplace trends bore this out. When asked what factors would influence their plans to stay at an organization 30%, said it was their work and  enjoying what they do. Another 17% stated their chance for career development or advancement. Interestingly, only 7% agreed that salary was the greatest influence in their decision to stay. As the researchers explained, “Employees will stay for the work but leave for career.”

Changing the mindset is half the battle

In fact, the recession has made us take a closer look at the components organizational effectiveness in a more creative way. Overall, we are poised to realize that making decisions solely on the basis of spreadsheets is ill-advised. As such, that opens the doors for the power of the human contribution to take center stage. I for one, am thrilled.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.

The evolution of work continues -

A force to be reckoned with

Freelancers are certainly a force in today’s world of work – with a maturing collective voice. In this country alone, there are over 40 million independent workers. With the emergence of this large solo presence, more and more people are looking for innovative methods to stay productive while on their own. However, they are challenged to do so without the added social benefit of coworkers or colleagues. The problems solo workers face can run deep – and the accompanying symptoms often fester undetected.

We are social beings

We are social beings after all. As a psychologist, the thought of millions sitting alone in front of a computer monitor, challenges much of what I have learned about meaningful work. We are designed for interaction and collaboration – and to many freelancers this state of “aloneness” can become untenable.

Loneliness is a formidable challenge. Studies show that perceived loneliness can lead to multiple problems, including sleep disturbances and the inability to fight disease. People need people. Certainly as individuals, we may have a unique level of contact that works for us. However, most people benefit from some level of human interaction in their work life. We may not require coworkers to help us become productive every day, but to have the option is often preferable.

For others the basic notion of working at home is the issue, where the myriad of distractions can break concentration, provide ample opportunities for procrastination and limit productivity. To make matters worse, these distractions are always present and available in a home setting. As a result, many find that a location specifically designated for work is the best option – increasing the opportunity for both focus and effectiveness.

Enter coworking

Many can relate to the growing popularity of the coworking movement. Coworking is a brilliant option, and I personally find the founding principles of the movement inspiring. The tenets, which include openness, collaboration and a sense of community, are workplace attributes which individuals working on their own may be challenged to replicate at home. Of key note, is that coworking is the product of evolution, and not a momentary blip. As described by Anna Thomas, Chief Happiness Officer at Loosecubes, “People talk about coworking as a hot trend, which inherently implies that it’s not sustainable. In fact, shared workspaces provide the opportunity for one to create a more sustainable (and potentially fulfilling) work lifestyle.”

Indeed, this movement has fulfilled real needs within the worklife realm. As explained by Jenifer Ross, owner of W@tercooler, a coworking space located in Tarrytown, New York, “The coworking environment offers a sense of community and camaraderie, shared beyond industry specific backgrounds.” Moreover, to some the experience can be described as a “Cheers” of office spaces – a place to call their own, connect and combat that feeling of “office homelessness”.

What you gain

Utilizing a coworking space is a clever option for freelancers, slashers, and start-ups who find themselves without their own designated space. As described by Kevin W. Grossman, Co-Founder of the TalentCulture Community and Chief Marketplace Evangelist at HRmarketer.com, “The economic environment has forced the hand of adaptability, and coworking helps to motivate solopreneurs”.

Coworking spaces provide the basics, as well as some of the the social-emotional benefits of an office community. Office essentials such as access to conference rooms, copy/fax capabilities and locked storage are often provided. But, other perks such as sponsored events like hackathons, pop-up shops for entrepreneurs and networking events really seem to make these spaces feel like home. Whatever the specifics of the particular space, coworkers describe a feeling of connectedness that can be absent in a home office.

Old problems could still emerge

Of course, some of the problems you experienced when working at home, could still occur in another workspace. (Who could forget the classic TedX talk about offices?) As with any work environment, distractions do exist – and problems such as interruptions, could still befall your time in a coworking space. Specific personal productivity issues, not impacted by a work space, must be addressed as well. For example, if you had a tendency to procrastinate at home, you may see the same issue reemerge. Be sure to utilize the tactics and routines that help you remain focused and on track.

I encourage you to visit the Coworking Wiki page for more information about coworking. Also consult sites such as Loosecubes, LiquidSpace and OpenDesks, to help you book that space. If you find that perfect place – be sure to share your good fortune with others.

Interested in sharing how your coworking experiences have affected you (or your organization)? Please forward your contact information at the address listed below.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.

I am not a shoe fanatic.

The Power of Shoes

Shoes are indeed highly a valued product. Savvy business owners have certainly paid attention to the power of the “Carrie Bradshaw Effect” (rooted in the wildly successful “Sex in the City” series) and have capitalized on the market opportunities which exist in this realm. The idea of being a shoe lover seems to have emerged from the shadows – even the obsessive component – and suddenly purchasing shoes is not only fashionable, but extremely cool.

Overcoming Objections to Your Product

Which leads me to my admission. Even though I don’t love shoes, I am really fascinated by the business of selling shoes. Those companies that have innovated and excelled in this area, have rounded up a list of the problems shoe buying poses and have resolved those problems with tremendous creativity. In some cases, they have learned to respect human nature and formulated a plan that didn’t fight the current. That was the secret to success.

Smart Shoe Selling Wisdom

Have a Minute? - People change their minds on a dime and Zappos was early to realize and embrace this. The fear that many customers once harbored about shopping online, the actual process of returning an item, was an objection they were quick to handle. Who ever heard of hassle free returns at no charge? Furthermore, the culture of Zappos is built to support customer service and maintain that commitment. Lesson learned: Don’t fight human nature – work with it.

Time is Money – Some people simply don’t have the time or access to pursue the hunt, and some savvy businesses realized this. Not unlike Pandora radio for shoes, some companies choose the shoes for you, after a brief style assessment and send them to you. (Think of a fruit of the month club for shoes.) For busy women with limited time, or those with limited access to shopping, this is a perfect solution.  Lessons learned: Know your customer and never underestimate the power of convenience.

Budgets are a Fact of Life – Don’t show me a shoe I can’t afford. Sort through the options and assemble a group of great choices that I can afford. DSW (Designer Shoe Warehouse) is one example, and sensitivity to customer pocketbooks is key here. Sure there are those who have the cash and are willing to invest 700 dollars in a pair of Louboutin pumps. However, I guarantee there are far more customers who would like to invest less and look like they spent more. Lesson learned: Pick a price strategy and excel at serving that customer market.

Apply to your world

Whatever your product or service, make a list of the most looming objections that your potential customers may have. Then devise equally good solutions to those problems.

From the presentation: “It’s All How You Look at Things: Business & Growth”. Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.

Experiencing a less than stellar performance review can be an unnerving experience – but you can find a way to move forward.

Put your own plan in motion

Don’t be a passive bystander if you have a concern that your job may be in trouble – do your best to positively enhance future outcomes. Set up a follow-up session with your supervisor be sure that specific performance improvement strategies are put into place. Be your own training and development advocate and do your homework on programs that might help your performance. Bring along any information you have collected to the session. Discuss a mentoring option (read more about mentoring here) and other strategies you have employed to improve your overall performance (see examples below).

Get a Complete View of Your Performance

Gaining a well-rounded view of who you are as a performer is always a wise move. If your organization doesn’t practice a 360 degree appraisal format, you can obtain some information on your own. If you have a peer at work whom you trust, ask for their honest perception on how you are doing, and access your “invisible resume”. (For those who have a role similar to yours, also inquire about the strategies they utilize to attack the tasks you find challenging). Also consider gathering feedback from those who depend on you on a daily basis, as they can also offer a unique vantage point concerning your performance. Read more about that here. Are you meeting their expectations? Find out.

Set Up a Feedback System That Works

We know that performance feedback which occurs once a year is simply inadequate. But, you can’t always put the blame on your supervisor. If you need more feedback, ask for it. Negotiate with your supervisor to receive enough feedback for your needs, and design a feedback plan which is mutually acceptable. Build more feedback into your work life (some pointers here) and set up a “personal feedback program” which gathers performance information from various sources on a regular basis.

Stay Relevant

Become knowledgeable as to how organizational imperatives might impact your job in the future. For example, learn about planned changes in service or product lines and how your role might support those endeavors. Remember that your supervisor is one of your communication links upward into the mind of upper management. Obtain strategic information that will not only help you stay on track personally, but make a positive organizational impact as well.

We all hit plateaus in our careers – but what we make of those obstacles is what really defines our work lives.

Dr. Marla Gottschalk is a Workplace Psychologist located in East Lansing, Michigan. Contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.

If we listen, we can learn a great deal from teenagers.

We Have Secret Concerns About Teams

It is difficult to admit that we may not have total confidence in the team process. From my early days as a team researcher in the auto industry, to my experiences with small businesses, the doubts were certainly there. Overall, just like students assigned to a group project, we find ourselves worried about the prospects of working on a team. Why is this the case? We tend to ignore essential principles of teams and team building. In reality, assembling, managing and motivating teams is not something to be taken lightly. The end result of the oversight, is that things can and will go wrong. Often, the entire team process shoulders the blame.

Being a Team Contributor is a Learned Skill

One contributing factor is that we assume that all individuals, including students, have an innate ability to collaborate and work effectively on a team. In reality, effective team membership is a complicated skill set (active listening, sharing confidently, tolerance) that requires training and practice to perfect. For many employees, serving as a team member can be a completely challenging and stressful experience -  especially without the advantage of adequate training.

Here are some common team concerns:

• I will end up doing the lion’s share of the work – Considering skill levels within a team is crucial, as an equitable distribution of tasks is highly important. One real concern, is that the strongest team members will end up working the hardest. Have the skill levels of those involved been carefully considered?
• The pace of the work is simply too slow – Dealing with a large group can be time-consuming. Overall the more people involved, the more time it will take to make progress as issues such as scheduling become a factor. Some begin to feel they would rather forgo the added trouble of the team and go solo – even with the largest of tasks.
• I won’t be a strong contributor – Being on a team can be stressful. Even highly skilled employees might avoid a team, if they fear they will be made to feel less competent. The entire process can be a jolt to the ego of team members if they are not properly prepared. Experiences such as having their ideas challenged in an open forum, can be difficult for some to process.

Paths to Mitigate the Inherent Weaknesses of a Team

J. Richard Hackman’s,  A Normative Model of Work Team Effectiveness (1983), highlights some of the basic elements that should be considered when forming a team. The specific skill levels of team members, size of the team, team autonomy and performance feedback, are all key to outcome attainment.

The Right Mix of Talent is Required

Haphazardly designed teams, which pop up in organizations today, often meet with failure because these components are not be considered carefully. As discussed recently in Forbes, you can actually do more harm than good (and even risk your top talent), if those assigned to a team are not the right mix to fuel progress. Choosing team members so the synergy of the group is maximized is critical. Assembling a group without adequate consideration as to member skills and personalities, is ill-advised.

Closely Monitor Team Growth

It is also necessary to keep a close eye on the growth of a team – as members tend to be added over time. This uncensored growth can be counter-productive.  For example, when innovation is a key goal of the team process, the group may need to be quite small. Above all, when teams grow too large, they can start to mirror the same problems in the larger organization, such as lack of progress and a failure to meet milestones.

Team Success Requires a Leader

The role of team leader has a very unique and critical function. A leader can bring together tasks and help the group gain perspective, as larger tasks are often broken down and assigned to various team members. As described by Dr. Steve Kozlowski, a leading researcher on teams at Michigan State University, “When you break up a task into discrete elements – such as assigning students to look at the specific decade in history, the synergy that occurs between the time periods can be lost. ” Leaders not only lend this perspective, but they also help modify team goals over time and offer feedback concerning task and goal attainment – essential components of the team process.

An effective team requires careful planning and adequate training for its members to reap the many benefits of the process. When contemplating a team approach, be sure to consider all of the elements that will contribute to success.

Dr. Marla Gottschalk is a Workplace Psychologist. You can find her on Twitter and Linkedin.

I have written previously of the popular workplace inspired movie, Working Girl.

Ideas are certainly priceless – and meant to be shared. But there is another key message presented in Working Girl. It is the notion that borrowing another person’s idea without somehow recognizing the owner, even in passing, is problematic. Tess, the main character in “Working Girl” was a victim of this specific type of workplace bullying. Of course, the “evil boss” (Sigourney Weaver’s character) was revealed to be just that -  evil -  because she simply couldn’t explain the inspiration behind her obviously stolen idea. Her behavior was the polar opposite of showing respect and failed to offer recognition deserved by her employee.

In the workplace, there are few behaviors more reviled than a leader taking credit for a subordinate’s idea. This type of behavior is a quick method to squelch motivation -  and the infraction has the ability to shut down the entire creative process. Research tells us that when employees are not rewarded for their contributions they suffer. This behavior is usually viewed as a “deal breaker”, (as Dr. Phil calls it) in the unsaid employee-organization contract.

When considering the academic and scientific communities we can shed even more light on the topic. In these circles, there is a real need for the knowledge forum to remain open – without it, the world of discovery cannot effectively move forward. Projects would focus on previously discovered principles and theories would never be tested or refined.  But, there is also a great need to protect that forum. As a result, there is an unsaid practice of transparency which guarantees that a researcher’s work will be acknowledged.

In the on-line world of sharing, some of these tenets have not yet been fully tested or established. We are enjoying the fantastic exchange of information – and still establishing best practices concerning how to interact in this highly open community. However, this does not preclude an attempt to recognize an individual’s work or ideas.

I have heard many people dismayed, when their ideas are shared without a passing nod to their original idea.

Consider these points:

• Gather inspiration from the work of others – If you are particularly moved by an opinion or theory, let the author know. Send a message to them or post a comment on their blog or website.
• If you develop an idea further, reference where the idea came from. Build on the idea, but give a nod to where your inspiration came from.
• If you discuss a specific academic work, try to cite it. You can also take this a step further and contact the source – they are usually quite passionate about their work and are glad to share more about it.
• Don’t view the on-line community as a zero-sum game. As in the workplace, try to set aside feelings of competition. If someone appears to be a thought leader, recognize them as such.
• Collaborate, collaborate, collaborate. Make the effort to have a conversation with those who have ideas which intrigue you.

Above all, continue to share your expertise and ideas freely. Without this, we cannot learn and grow from each other.

Dr. Marla Gottschalk is a Workplace Psychologist and teaches idea management strategies to organizations nationwide. You can find her on Twitter and Linkedin.

Organizations have a multitude of priorities to balance.

Transparency and talent

When considering workforce goals, an organization can positively impact recruitment efforts by embracing the concept of transparency. Transparency can affect the way your organization is perceived – by your employees and the surrounding external environment. Not unlike other key brand issues, an organization’s reputation in this arena is built through accepted behaviors and business practices. The process can help you attract and retain needed talent.

Transparency as the new normal

A by-product of the social media revolution and an over-riding emphasis upon sharing, transparency is evolving into the new normal. A clear marker concerning organizational culture, transparency is a “here to stay”, need to have, corporate attribute. Bridging the transparency gap can help organizations attract future leaders and drive innovation forward. Businesses can begin addressing the issue with the very first contact points they have with candidates during recruitment.

Realistic Job Previews

Realistic Job Previews are not a particularly new concept (Premack & Wanous, 1985). However, RJPs have been well researched and fit perfectly into the evolving trend of transparency in the world of work.  They serve as a vehicle to accurately portray your organization and the job in question. RJPs exist in a number of forms, including printed materials or brochures, video, or in-person format. Whatever the form, RJPs should offer a snapshot of required tasks, responsibilities and potential cultural demands of the position in question. (See two excellent video RJP examples here and here.) In most cases, RJPs are utilized early in the recruitment process.

The benefits are there

Transparency can bring meaningful rewards on both sides of the recruitment equation. To begin, an RJP puts an applicant in a better position to make an informed decision about the job in question. Organizations share the potential benefits, including an opportunity to hire better suited applicants and the possibility of impacting early turnover.

The best RJPs offer enough useful information for applicants to appropriately self-select out of the recruitment process. This includes information on topics such as skills required for success, and “day in the life” issues such typical schedules. Other topics helpful in an RJP might include, ambient work environment, physical requirements and information about the culture of the organization.

What to consider when building an RJP

• Always portray jobs accurately. Discuss both the positives and the potential negatives of any position. This becomes even more crucial if a job attribute appears to be related to early turnover.
• Discuss career paths.  No one should have to guess where their role might take them in the future. Be open concerning the possibilities and limitations related to potential career paths.
• Touch upon unusual job characteristics. Include information on tasks or working conditions which may cause applicants to reconsider the role. Unusual physical or schedule requirements should be reviewed early in the process.
• Reveal any possibility of relocation. If the natural progression of a role is to relocate frequently or during the first years of employment, share this with applicants.
• Reveal travel requirements. Applicants need to be able to assess the real impact of travel on their lives. Never hold back information or adjust the estimate unrealistically.

Don’t sabotage your recruitment efforts before they start – begin your employee relationships with a healthy dose of honesty. 

Dr. Marla Gottschalk is a Workplace Psychologist. You can find her on Twitter and Linkedin.

Note: This is post was originally published on 10/12/11.

Many of us deal with data for a living. As a corporate researcher, sometimes I would crunch a data set that would put me in quite a challenging situation. My heart would actually race as I saw the initial tabulations, as I would be the unlucky individual to deliver the less than stellar news. I was amply trained for these situations, but still felt impending doom as I mulled over the figures.

It wasn’t the actual numbers that unnerved me – it was the uncomfortable push back that I anticipated when presenting the findings.  I knew that someone in the audience would probably want to “kill  (or question, or at least injure) the messenger”.

Strategy was key, as psychology played a major role in these situations. The fallout could hit like a hailstorm, if I didn’t properly map my path. I knew that when presenting unfavorable results, people saw their careers flash before their eyes – often you could feel the mounting tension in the room.

Unfavorable numbers can throw any group into panic mode. As a result, you have to lead the group to safety. “I let my audience know that a rear view mirror is small for a reason.” says Marianne Rose Hines, Senior VP Sales at Byram Heath. “Your windshield is larger, as it is a view of what lies ahead. If you focus too much upon the rear view, you put the organization in jeopardy.”

Here are a few other techniques that can help calm the room:

• Craft your opening statements carefully. Prepare your audience for what is to come and help them put the results in perspective.
• Don’t sugar coat results. Be direct and don’t let anyone twist the data. -  the numbers are simply the numbers. Stay true to them.
  
• Remind the audience that information is power. Any information  presented, is information that can be acted upon. Point out that what the group doesn’t know can actually be more problematical.
• Keep the group forward focused. Crying over spilled milk never, ever helps – attempt to get beyond the initial shock and concern.
• Attempt to engage your audience and avoid a “You” vs “Them” scenario – you are all on the same team after all is said and done.
• Present solution “starters”. Provide information to help the group begin to solve the issues. Guide them to the areas that can be impacted and improved.

Finally, offer to meet with stakeholders to take a closer look at the numbers – this gesture is often appreciated.

Dr. Marla Gottschalk is a Workplace Psychologist. You can find her on Twitter and Linkedin.

Stem the tide of role stress

There are simple and effective methods to keep role stress at a minimum. You can achieve this is by ensuring that employees have clarity concerning their roles and the accompanying expectations. Another method is to address the confusion that comes when employees experience competing obligations.

Stress is serious business - so attack the sources head on where possible. If you are experiencing role stress in your current position, have an honest discussion with your supervisor about the lack of direction which you are experiencing.

Commonly occurring types of role stress

• Role ambiguity – When an employee is simply not sure what tasks to complete.  They may also be unclear concerning how the basis of how their performance is evaluated.
• Role Conflict – This occurs when completing tasks becomes a problem.  For example, an employee must function in competing roles and can’t fulfill all of the meeting obligations. Another example is when a current procedure gets in the way of completing work effectively.

Is this a problem at your organization?

There are a number of different scenarios that can trigger a role stress problem. Early diagnosis is important – so ask yourself the following questions:

• Do your employees often function in more than one role?
• Is an employee “filling in” for a vacated position?
• Are your employees often “on the road”?
• Are you offering a new product or type of service?
• Does your organization have a new reporting obligation or parent company?

What to discuss is you suspect a role stress problem

• Review the overall function of each role within the big picture. If a know that job has obviously morphed in the last six months, take a look. Has the overall purpose of the role changed?
• Set your vision for core tasks. Consider the role in relation to other roles in the organization. How does the role fit in? What are the key tasks the role should accomplish for the organization?
• Meet with the employee. In this case, the incumbent is the expert. Have the employee list all daily tasks and whom they interact with to get the job done. Compare with your view of core tasks for the role.
• Discuss options to modify tasks. Research has shown that employees often feel that they spend their time addressing meaningless tasks. Have some tasks become obsolete? On the flip side, are new tasks now a priority? Be sure to touch upon tasks which are obvious sources of stress, such as redundant reports and meetings. Propose a few meaningful changes.
• Always work to remove roadblocks to success. Small changes can spell big relief for your employees. In particular, pay attention to policies and procedures that were once helpful, but now are impeding progress.

Reducing role stress has payoffs

Research shows that role issues are related to workplace outcomes such as satisfaction and performance effectiveness – areas which have high impact on eventual organizational outcomes. Address the sources of role stress and help your organization move forward.

Dr. Marla Gottschalk is a Workplace Psychologist. Take your business to the next level and contact her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.

It’s a simple fact, that just like family, you can’t choose your co-workers

The co-worker that loves what has gone wrong with your day

Undeniably, one category of co-worker that really gets the blood pressure rising is the one who loves to dwell on your mistakes. “So sorry that presentation wasn’t a total home run.”, they comment. Or after witnessing a bit of a criticism directed at you, they whisper, “Wow, that’s a little upsetting.” The behavior will most likely catch you off your guard. But take heart, this is a common reaction to this subtle type of workplace bullying.

They get under your skin

Most people aren’t able to react right in the moment, but the memory of the interaction can get stuck on replay. Don’t let this type of individual gain access to your stores of self-worth and start a negative internal script. Talk yourself through the situation with calm and clarity, and put the interaction where it belongs – out of play. Remember, they want to rattle you – that was the intention, so don’t feed into the loop.

Strategies to deal with unsolicited commentary

You might want to duck around corners to avoid your offender, but you have to take on the attitude that you can handle any situation that comes your way. One important point – remember the goal should be to end the negative behavior all together and retain your dignity in the process – not to sling an insult in return. You cannot change this person, only how you digest their behavior. You must develop a method to deal with the madness.

Keep these points in mind:

• Don’t feel the need to defend yourself. Remember they are not the ultimate judge of your work. When all is said and done, only your supervisor’s opinion, and your own assessment really matter.
• Limit the “payoff” for their negative behavior. Stay calm and recite a calming mantra. Without the anticipated reaction from you – to be thrown off-kilter – the motivation to converse about your work is greatly reduced – and the possibility of a repeat performance is lowered.
• Role play for the next time around.  You can change the entire dynamic with a new internal script. Re-play the scenario in your mind, but this time respond diplomatically to the comment. If you are armed with some quick responses, you can approach a similar situation with a bit more confidence

Some suggested responses:

• “I am glad you pointed that out – I’ll consider it.”
• “Is that how you saw it? I am actually very pleased with how things turned out.”
• “Thanks for your concern. But, I have things under control.”

So, the next time a co-worker shows an unhealthy interest in your blunders, take a moment to collect yourself and remember the words of Eleanor Roosevelt: “No one can make you feel inferior without your consent.” Thank them for their concern, assure them you are just fine and calmly walk away.

Dr. Marla Gottschalk is a Workplace Psychologist. Reach her practice at marlagottschalk@comcast.net. You can also find her on Twitter and Linkedin.