Tag Archives: Distance

What are Appropriate Social/Personal Interactions at Work? Three Points

Situation: A new CEO has been promoted from within the ranks of a small-to-medium sized company. He was told by the board that the promotion was based on exemplary performance and the feeling that he was ready for this responsibility. He’s been with the company for many years and has developed close relationships with co-workers. How will the promotion impact those relationships? What are appropriate social and personal interactions at work?

Advice from the CEOs:

  • Consider three cases:
    • Case 1 – Even though two individuals may be friends outside of work, they do not engage as “friends” at work. There is a different role structure at work.
    • Case 2 – Coaching of children as an example: though two individuals have a friendship or close relationship outside of work, for example frequently playing golf or another sport, favoritism should not be shown toward this individual at work. Preserve the veil of trust with the other employees.
    • Case 3 – A CEO often has lunch with employees, but no other social activity outside of work. This individual often expresses a personal interest in others’ families and their families, interests and hobbies. This person takes the time to show that he or she cares about employees.
  • Just as was the case between the new CEO and the prior CEO, there is a natural distance between any employee and those individuals who evaluate or review them. The evaluators or reviewers have a power over the employee that prevents them from approaching each other as true peers.
    • Because of this natural barrier, do not try for force social or personal interactions. The best that one can do is to make sure that the others know that the CEO cares about them, has their interests in mind, and shows an interest in their families, interests and hobbies.
    • It is important to take advantage of opportunities to demonstrate an interest in others.
  • The person who asked the question mentioned the success of the CFO in building relationships with others in the office. If invited, attend these same functions. Observe and learn from the CFO’s interactions with the others. Model the CFO’s interactions but add your own individuality to this modeling. Most of all, listen actively, and patiently allow the interactions to mature. Don’t force things.

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What are Appropriate Social Interactions at Work? Three Thoughts

Situation: A first-time CEO is curious about the experience of others regarding social or personal interactions with employees at work. At previous companies, outside of company picnics or similar events there was little interaction between top staff and employees. Do others observe similar practices? What are appropriate guidelines for social interactions at work?

Advice from the CEOs:

  • Consider the following cases:
    • Case 1 – even though individuals may be friends outside of work, they often do not engage as “friends” at work. There is a different role structure at work.
    • Case 2 – if, based on history, a CEO and employee have had a close relationship outside of work, the CEO should not show favoritism toward this individual at work. It is important to preserve a veil of trust with the other employees; apparent favoritism will disrupt this.
    • Case 3 – a CEO may have lunch with employees, to build relationships and keep tabs on the company atmosphere, but other social activity outside of work should be handled cautiously.
  • There is a natural distance between any employee and those individuals who evaluate or review them or decide on promotions. The individuals have a power over the employee that prevents them from approaching each other as true peers.
    • Because of this natural barrier, it is inappropriate to force social or personal interactions. The best option is to make sure that the employees know that the boss cares about them, has their interests in mind, and shows an interest in them and their families.
    • It is important to take advantage of opportunities to demonstrate to employees that the CEO is interested in them.
  • The situation is different between managers and their teams. Teams function on the basis of relationships and trust. If the CEO is invited, it is appropriate to attend team or department functions. Observe and learn from these interactions with the others. Most of all, listen actively, and patiently allow the interactions to mature. Don’t force things.

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How Do You Maintain a Healthy Work/Life Balance? Three Perspectives

Situation: A CEO finds that even on vacations he is obsessed with what is happening at the office. This keeps him from relaxing even during time off. Moreover, his family notices this and is unhappy that he isn’t spending his vacation time with them. How does he turn this around? How do you maintain a healthy work/life balance?

Advice from the CEOs:

  • If an individual is still working most of the time when on vacation this has a number of negative effects.
    • It makes the vacation even more stressful than normal work. First, a vacation is meant to provide distance and perspective from the workplace, as well as to allow time to relax and recharge. Second, this is time set aside to enjoy being with family and focus on work robs everyone of this. Third, while on vacation, there are fewer resources at one’s disposal so solving problems from afar is more difficult that when in the office.
  • To address these issues, plan on the next vacation to be “fully unplugged.”
    • Designate a “substitute” to act as CEO during this vacation. Assure that this individual has their own “go to” person to work with if they encounter a situation that puts them in over their head. Perhaps this can be a member of the board or another senior officer.
    • Plan the next vacation for two weeks to test the substitute model.
    • An additional benefit is that this can provide assurance that even if an unexpected situation prevents the CEO from being present, there is an assurance that the company can operate without the CEO if necessary. This boosts the value of the company.
  • Remember that success as a CEO is measured partly on the ability to have a fully operational office when the CEO is absent. Build and conduct the role so that the company operates well when the CEO is not there. This is consistent with a healthy growth model and long-terms plans for building a successful company.

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