The Slippery Slope of Informality: Understanding Professional Expectations

Transcription

1 The Slippery Slope of Informality: Understanding Professional Expectations 2017 Epsilon Sigma Phi Conference Cynthia Torppa, Ph.D.

2 Understanding Professional Expectations 2

3 Professionalism Professionalism is judged by the way you communicate with others in the workplace. It is reflected in your attitude, image and willingness to learn. 3

4 Professionalism Professionalism does not mean wearing a suit or carrying a briefcase; rather, it means conducting oneself with responsibility, integrity, accountability, and excellence. It means communicating effectively and appropriately and always finding a way to be productive. 4

5 Professionalism Professionalism is the conduct, aims or qualities that characterize or mark a profession or professional person; it implies quality of workmanship or service Professionalism is all about success and influence; having a reputation for excellence and being thought of as someone who exhibits professionalism under any circumstances golden-rules-to-professional-ethics-in-the-workplace 5

6 Professionalism Executive presence: The ability to project gravitas-- confidence, poise under pressure, decisiveness, communication skills (including speaking skills, assertiveness and the ability to read an audience or situation), and appropriate appearance. 6

7 But how do you know whether a particular action is professional or unprofessional? Look at the effect it creates! 7

8 An Extension professional exhibits professionalism by acting in ways that build: (1) his or her reputation as a trustworthy and competent expert, (2) the reputation of his or her colleagues and work group within their local community of clientele and stakeholders, and (3) the reputation of Extension by creating public awareness about the many ways Extension programming cost-effectively improves lives, builds communities, and supports businesses locally, statewide and throughout our nation. 8

9 Professionals As Individuals We have an obligation to develop and maintain our content area talents and skills and our professional competencies in ways that (1) increase our ability to contribute to the accomplishment of our Extension organization s vision and mission (2) while modeling its values. 9

10 Professionals As Colleagues and Team Members We have an obligation to support our peers and office team or work group s reputation so that the benefits we create for our clientele and the value we (collectively) provide to our communities is recognized by the clientele and stakeholders who support us. 10

11 Professionals As Citizens of Our Extension Organization We have an obligation to enhance the public s understanding of the value and positive impacts Extension brings to individuals, families, businesses and communities and the many ways an investment in Extension pays dividends for our counties, our states and our nation. 11

12 Professionalism - You know it when you see it, but can you explain it to others who don t get it? 12

13 Sometimes, UNprofessional is easy to recognize. 13

14 But not always Is this behavior unprofessional? 14

15 Is this behavior unprofessional? 15

16 So it includes Competence Expertise Professional Presence Attitude Communication ability Knowledge about the right behavior within various circumstances Other ideas? 16

17 What is Your Professionalism IQ? 17

18 Let s talk about some challenging (but surprisingly real) situations you might face. You want to do three things as you manage these scenarios: 1. Model Professionalism 2. Teach Professionalism 3. Guide or Correct Behavior 18

19 Scenario #1: Educator A, who has been in her role in your office for several years, is critical of a newer educator (Educator B) and has been overheard complaining to members of the Advisory Committee about what a mistake it was to hire Educator B. It seems that as a result, Advisory Committee members have started to bring additional stories to Educator A, complaining that the new educator doesn t do things the way they are used to. Now it appears a small coalition is forming that is dissatisfied with the newer educators performance. As the County Extension Director, you believe the newer educator is doing fine and just needs time to learn the ropes and build relationships. 19

20 Scenario #2: Your colleague keeps his phone out at all meetings and even during others programs he attends. He often sends texts during meetings and programs and even texted throughout his Extension Director s update visibly to everyone including his Director - at a recent All-Extension conference. When in the office, this employee is often on his phone and sometimes talks so loudly on his calls that his conversations distract his colleagues from their work. You are his peer, and have kindly let him know that sometimes his calls and texts can be disruptive and distracting to you while you are working. He replied that it is necessary and reasonable for him to be in touch in family and friends during working hours. 20

21 Scenario #3: A young educator who has been on the job about 18 months believes that his starting salary was lower than it should have been. He has repeatedly asked about opportunities to increase his salary, typically seeking opportunities for advancement. The quantity and quality of his work meets the expectations for his position and rank, but overall, his work does not suggest that he has earned the opportunities for advancement that he feels he deserves. 21

22 Scenario #4: An employee often oversteps the limits of his position by doing some of the following things: Refusing to/consistently failing to complete specific tasks that are listed in his position description, challenging his supervisor s agendas or directions in front of peers and clientele, telling others he does not supervise what to do, monitoring the time when colleagues arrive/leave and/or monitoring his colleagues use of flex time. 22

23 Scenario #5: A colleague on your work team is often late completing assignments and sometimes does less that her fair share of work on joint projects. She volunteered to create the power point your team will present at an upcoming conference and has repeatedly refused offers of help to get it done. You just arrived at the conference and learned that no one on your team has received the power point and the colleague who is supposed to be creating it is suddenly unable to attend the conference. 23

24 Possible Talking Points to Address the Lack of Professionalism Demonstrated in the Scenarios 24

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