Sexual harassment perceptions vary from one culture to another. In the United States, there has been a steady evolution of legal changes aimed at protecting individual rights in the workplace. The center piece of the sexual harassment debate is to protect the employees from “unwelcome sexual advances, offensive verbal or physical conduct and actions that unreasonably interferes with an individual’s work performance.” The Equal Employment Opportunity Commission, (EEOC) has ruled among other things, that employees should not be subjected to an intimidating, hostile work environment.

In the American workplace, management has a pretty well defined knowledge of what constitutes sexual harassment. Even so, violations still occur. When a different culture is involved, there are additional complications. For example, first generation, non-English fluent Hispanics have a different perspective on how they relate to the opposite sex and; they have a different understanding of the issues that relate to sexual harassment.

Of course it can be argued that sexual harassment violations occur at every level of the organization and it does! The point here is that cultural differences create different behaviors. There are countless examples where other workplace cultures consider kissing co-workers, standing close while speaking, touching, patting and intimate conversations as completely acceptable. While those behaviors may be permissible in other cultural circles they are certainly not tolerated in the American workplace.

Let me give you an example. In one particular workplace, a group of front line Hispanic employees wished to listen to a popular radio station while they worked in the production area. They felt that having music in the background while working, would help to brighten up their day. When their management considered this request, they agreed. They thought that this was a low cost investment and; if it would make the employees happy, it might also improve morale. They proceeded to connect the employees’ favorite radio station to the PA system in the production area.

In addition to the popular tunes, part of this Hispanic radio station’s programming included a comedy segment that was sexually suggestive in nature and replete with “chistes rojos” or not so clean jokes. While the men had a good laugh, many of the women felt uncomfortable with the radio program and found the humor to be offensive and in poor taste. Since they could not leave the work area, they felt as if they were forced to hear the radio show.

When their sentiments were relayed higher up in the organization, the management team immediately ordered an end to the radio broadcasts in the production area. They also launched a Sexual Harassment training program for all the front line employees. Over time, this proved to be a very wise decision.

What was revealed in the training sessions was quite remarkable. Most of the first generation Hispanic males had no idea that some of their everyday actions and words were having a negative impact on the female co-workers. For example, some of the men believed that they were just being friendly and sociable when they greeted the female employees by putting their arm around their shoulder. There were other examples mentioned of inappropriate behavior that are too numerous to mention.

During the training session, the majority of the Hispanic females had an opportunity to express how uncomfortable they felt with this invasive and definitely unwelcome behavior. They also expressed that they were afraid or hesitant to report this behavior for fear of retaliation or job loss. Needless to say the sexual harassment training was an eye opener for all the participants and it certainly helped to educate the front line employees in becoming more aware of the consequences of their actions.

Hispanics in the Workplace -Leadership - The Hispanic Perspective of the American Boss - Volume 4 Edition 60

First generation, front line Hispanic employees view their English speaking leaders with much greater respect and reverence than American employees. This is especially true with the younger Hispanic generation. They have been trained to value the “wisdom” of their bosses and to not question their authority.

In the hierarchy of respect, Hispanics in the workplace place American managers and senior leadership at the top of the list. The level of respect creates both, an opportunity and a burden on the leaders of an organization.

The opportunity is that you, as a leader, have a captive audience by virtue of your title and presence. In your interactions with the front line employees, your conversations and small talk will be greatly appreciated and remembered. The fact that you are viewed as “important” and take the time to mingle with the employees will definitely put you in a good light.

The burden is in the way you use your authority considering the perception and value system they have placed upon your leadership status. Will it be perceived as someone wielding power to command and control in order to get things done? Or will you use this cultural perception as an opportunity to be a source of inspiration, motivation and source of support? Either way, you’ll be respected. The difference is one of quality.

In American style leadership, we’re accustomed to remote leadership. Many large organizations operate successfully with their senior management in one part of the country and their direct reports in another part.

The level and quality of respect that you, the leader, receive is based on your participation and involvement. If you delegate from your office and you don’t make your presence known, you will still be respected by the title you hold but; not as a leader who cares.

If you mingle periodically in the production areas and attempt to make a human connection however brief, you will earn the respect of a “caring boss”. They are already receptive to you by virtue of your rise to management. You have a tremendous opportunity to energize, motivate and improve morale simply by attempting to get acquainted with your Hispanic workforce.

Hispanics in the Workplace -Welcoming the New Hispanic Employee - Volume 4 Edition 59

In previous newsletters, we spoke about the admirable work ethic of first generation, front line Hispanics in the workplace. They come to work ready to roll up their sleeves and keep the production lines running at whatever capacity is required. This strong work ethic is even more pronounced when they are new at the job. They are obviously eager to show their team leaders and their company that they’re capable of doing whatever it takes to move the product out the door.

Whether they maintain or improve on that initial level of energy however; is largely due to your leadership skills. It is in the nature of a new employee to attempt to impress his/her boss and; to show outstanding initiative and enthusiasm in the new job. With first generation Hispanics in the workplace, it is more so.

New, first generation Hispanic employees are eager to demonstrate their “can do” attitude. They are completely open to being molded, shaped and developed in alignment to your leadership guidelines and policies. They want to make a positive impact and they appear in the new job with a clean, blank slate. They are ready for you, the team leader, to set the tone, to guide them and to show them the ropes.

Will you rise to this challenge? This is a momentous time for you to exercise your mentoring abilities. This is the time to let them know who you are as a leader and; how committed you are to their growth and success.

Unfortunately, many leaders miss these early coaching opportunities during the employee trial period. More often than not, the new employee welcome wagon comes and goes without much fanfare. Once the new employees become accustomed to their workplaces, they join their peers and settle in a comfortable zone of “acceptable productivity”.

Orientation meetings are important because team leaders have a wonderful opportunity to make a positive impact on the new recruits and make them feel special. Regrettably, non-English speaking Hispanics feel as if they’ve landed on Mars during these meeting. They are completely overwhelmed with facts, policies, procedures, booklets and videos. Most orientation meetings are dull and boring and they overtax the new employee with too much information in too little time.

It’s crucial that you make the new employees feel accepted and welcome. Your positive and sincere actions need to break through the language barrier. Building trust at this early stage will not only be appreciated but remembered as well. The single message that you should be focusing on is: “Welcome! We are so glad to have you on our team! We want to help you succeed!” These are the kind of upbeat messages that will have a lasting and positive impression on the new front line Hispanic employees.

Hispanics in the Workplace - It's My Way or “La Puerta” (The Door) - Volume 4 Edition 58

Experienced and rational leaders agree that leading by intimidation is not a practice that should be encouraged or sanctioned. One of the main priorities of a leader is to ensure that the front line employees are protected from the unfair demands of an overzealous and aggressive supervisor or team leader. Unfortunately, there are some first generation, Hispanic team leaders and supervisors who use a heavy-handed approach to get the job done. Since their leadership skills arsenal is limited, they rely on the crude tools they learned from their untrained predecessors. In the absence of effective leadership skills training, intimidation techniques are handed over from one unskilled supervisor to another.

Although intimidation is a negative motivator, it is still a powerful motivator. It implies that there are dire consequences for not following “orders” or instructions such as: “do what I say, or else.” Many front line Hispanic employees have often heard the clear threat behind the message: “si no te gusta, allí esta la puerta” which means “if you don’t like it, there’s the door."

Sadly, there are department leaders who are completely unaware or; may not even suspect that their front line supervisors may be using this strong arm tactic. On the contrary, they see impressive production figures and congratulate them for doing a superb job. In effect, giving them the green light to continue doing what they’re doing.

In the mind of the aggressive Hispanic supervisor however; there are pressing realities to address. He’s been given a mandate by his boss and; he feels he has to do everything possible to make sure the production numbers are met. From his point of view, he has to make things happen and; in the absence of effective management skills, he’ll resort to running his team in the only way he knows.

There are many problems associated with leading through intimidation. The most obvious one is that it stifles the individual’s independent thinking and prevents the employees from developing or realizing their potential abilities. Morale and trust are the casualties of a workplace that leads by intimidation.

Leading through intimidation is a sign that there may be a large communication divide or disconnect between the supervisor and his immediate leader. This is another reason why it’s so important for you, the leader, to periodically take an honest and impartial inventory of the leadership style and interpersonal communication skills of the front line Hispanic supervisor. By taking a personal interest in developing the leadership skills of your front line supervisors, you'll be on your way to creating a win-win situation for first generation, Hispanics in the workplace.

Hispanics in the Workplace - Making a Connection with Hispanic Employees - Volume 4 Edition 57

Previously, we mentioned how important it is for English speaking management to look for opportunities that help to gain the trust of Hispanics in the workplace. In production areas where English is not the dominant language, this is definitely a more challenging task. It is up to you, the leader, to find creative ways to make yourself known as a friendly and “approachable” boss. One way to do this is to regularly get out of your office and take a walk inside the production area.

Don’t let the language barrier prevent you from making a human connection with the front line employees. On the contrary, you can turn this apparent handicap into a wonderful opportunity to earn the trust and respect from Hispanics in the workplace.

Take this as a personal challenge by learning workplace specific Spanish key words and sentences. Communicating in Spanish, even if it’s just a few words, will work like magic in developing healthy working relationships between you and your Hispanic workforce.

For example; you can start by learning to say the greetings in Spanish such as:
“Buenos dias” (“good morning”) (boo enos /dee as)
“Buenas tardes” (“good afternoon”) (boo ehnas /tardes)
“Cómo está usted”? (“how are you?”) (komo /estah /oos ted)
“Que tenga un buen día” (“have a nice day”) (keh /tenga /oon /boo en /dee ah)

You can learn to interact with the employees by learning to say simple sentences such as: “Cómo se llama usted”? (“what is your name?”)

(komo /se /yama /oos ted)
“Me llamo William” (“my name is William”) (meh /yamo /William)
“Gracias por su buen trabajo” (“thank you for your good work”) (gracias /por /sue /boo en /trabaho)

“Aprecio sus esfuerzos” (“I appreciate your efforts”) (ap reh see oh /sus /es foo air sos)

You don’t have to be fluent in Spanish but; a working knowledge would certainly go far. It makes all the difference in the world if you can say these and other simple words and sentences in Spanish. You can also involve the employees by asking them to teach you other words. Bit by bit, you can add more words to your vocabulary.

This effort on your part, clearly demonstrates to the Hispanic employees that you’ve taken the time and energy to learn and that it’s important for you to attempt to communicate with them. Don’t worry how you’ll sound. Of course you’ll speak with a foreign accent and you’ll probably sound strange to both, yourself and the Hispanic employees. But that doesn’t matter at all! The important thing is that you’re trying and you can be sure that your efforts will be sincerely appreciated.

One of my most memorable experiences was when a production manager took the time to deliver an entire announcement in Spanish to the production crew. He planned this event by asking a Spanish speaking supervisor to translate and write the announcement. He practiced it numerous times until he felt fairly comfortable enough to deliver it over the company’s public address system. This made an enormously positive impact on the production crew and; they remembered this for many months afterwards.

The attempt to connect is what really matters. Your sincere efforts to communicate will create a lasting and positive impression with Hispanics in the workplace.

Hispanics in the Workplace - The Macho Thing - Volume 4 Edition 56

What is this Hispanic macho thing? The dictionary defines macho as ‘male’. In simple terms, macho or “machismo” is an expression of masculinity. In some cultures, it is the way men are expected to behave. It is the belief that in society, men have a dominant role over women. Machos are supposed to be physically strong and they are expected to be the prime providers and protectors of the family. First generation Hispanics males often exhibit this cultural behavior in the American workplace.

First generation, front line Hispanic males are usually oblivious to the fact that they’re behaving in a machismo manner. Interestingly enough, Hispanic women are often unaware how they’re being treated and; may even be tolerant or accepting of this behavior.

When macho behavior is observed in the American culture, it is called sexism or male chauvinism. However; as women continue to gain prominence in both, the workplace and in society, the macho culture concept becomes increasingly offensive and intolerable.

In the macho culture, men view women as being weaker, both physically and emotionally. A Hispanic female supervisor will have a much greater challenge gaining the trust, respect and loyalty from her male Hispanic team members. First generation Hispanic men may often find it difficult to accept the fact that they must take “orders” from a woman.

Being macho has to do with wielding power. As a result, it is not uncommon for Hispanic female supervisors to react to this cultural pressure by adopting and exhibiting an aggressive and domineering role. She assumes that by portraying this strong behavior, she lets everyone know “who’s boss”.

Unless Hispanic supervisors have been trained in leading their teams by process and not by personalities, the macho culture tends to prevail. In a macho culture, men do not show emotion because they fear they will be labeled as “flojo” or weak. Even worse, Hispanic men generally do not ask questions in order to seek clarification because they might portray an image of someone who lacks intelligence. This mindset is definitely not conducive to a workplace that strives for high levels of performance and safety.

‘De-macho-ing’ Hispanics in the workplace can be achieved by providing consistent training that leads to personal development. It is up to the leaders to attempt to instill a culture of equality and respect for all employees, regardless of gender. It is not easy to suddenly remove a cultural mindset that has been implanted for many generations. However; by teaching first generation Hispanic employees to respect gender equality, you the leader, would be providing a tremendous benefit in helping Hispanics in the workplace realize the importance of valuing each other as unique individuals and human beings.

Hispanics in the Workplace - Teaching a New Job - Volume 4 Edition 55

If there’s one constant in today’s workplace, it is change. Think of how your job or your team members’ jobs have evolved over a short period of time. Changes occur so frequently that we hardly have time to adjust. Even after we set the new systems in motion, a new change comes along. To a large extent, our character as leaders is determined in the ways we adapt to these fluctuations in the workplace.

Despite the production pressures and fast approaching deadlines, it’s important that you, the team leader, take the time to communicate how a new job should be performed. This is especially true when you are attempting to convey your message to non-English speaking Hispanic employees. Here are some guidelines that will help you and your team members succeed when you are introducing the new responsibilities.

First, please don’t assume that your first directives, instructions or suggestions will be carried out perfectly. No matter what assurances you receive from the employee during the initial presentation, don’t think that your job is done after you’ve communicated the instructions of the work to be performed. Don’t mistake a continuous, affirmative nodding of the head by the employee as a sign that you’re being understood. In fact, take this as an indication that the opposite is true.

Many first generation Hispanics are embarrassed to ask questions or seek clarification of the instructions given. They fear they will appear as "stupid" because they "failed" to understand the first time. So, it's up to you to explain the new jobs. One thing is certain, you can never go wrong by taking the initiative to regularly repeat and review your instructions.

When teaching a new job, it is always an excellent idea to tell the employee that you will first demonstrate how the new job is to be performed from beginning to end. Once this is done, divide the entire task into short sub activities and have the employee perform each section of the new job. The physical act of going through the motions and “living” the actions that need to be performed is a wonderful teaching method and; one that transcends any language barrier. Your employee will appreciate your teaching efforts for years to come.

Repetition and patience are your two greatest assets when teaching a new job to first generation, non English speaking Hispanic employees. Undoubtedly, the employee will make mistakes as all mortals do when learning a new task. Let this be an opportunity for you to show your outstanding leadership abilities by gently and confidently teaching the correct way of performing the tasks. Losing your patience and showing displeasure during this important stage will only make matters worse.

Much too often front line Hispanic employees are thrown into their new workplaces before receiving the adequate, introductory training. The challenges and pressures involved in learning a new skill as well as their inability to adequately communicate in English makes Hispanics in the workplace feel doubly vulnerable. You, the leader, can help ease this tension by making this learning opportunity a time to foster growth and trust!

Hispanics in the Workplace - Understanding Cultural Differences - Volume 3 Edition 54

There is a famous but true story about a Texas oil company that was intensely involved in negotiating a substantial business deal with a major company in Mexico. The American team spared no expense in flying their experts to Mexico and presenting the benefits and long term rewards of their state of the art equipment, hardware and excellent customer support. Throughout the negotiations and long hours of working together, both the Mexican and American teams developed a camaraderie and respect for each other.

The Mexicans were satisfied with the proposal and agreed to proceed with the deal. The Americans were delighted. They phoned their legal department in Houston and instructed them to fax the contract to their Mexican counterparts. Since they felt they had completed their job the American team jumped on the next flight back home.

The Mexicans were incensed! They wondered how the American team could be so rude and insensitive as to just fax a bunch of papers and expect to seal such an important deal after weeks of working closely together. The Mexican team refused to sign the papers. When the Americans inquired about the delay and finally discovered what had happened, they immediately went into damage control.

For the American negotiating team, the signing of the deal meant the final phase of a process. For the Mexicans, it symbolized the beginning of a relationship. They wanted to celebrate this milestone and make it personal. They wanted this important occasion to be marked by having all the players and their spouses, from both sides of the border, come together, celebrate the event and enjoy a memorable dinner.

Fortunately, this story has a happy ending because the American team was able to recover and the deal was finally signed. The lesson from this incident is quite significant because it teaches us the importance of being aware of the different cultural perspectives. While the American business stance is to be task and results oriented, the Hispanic mindset places much more emphasis on the human side of business.

When dealing with Hispanics in the workplace this lesson is just as valuable. Front line Hispanic employees want to see the business as well as the human side of your leadership abilities. They want to know that despite the language differences, you genuinely care about them and the work they do.

Hispanics in the Workplace - Public Criticism and Personal Humiliation! - Volume 3 Edition 53

First generation non-English speaking, front line Hispanics employees know that periodically, they will make mistakes on the job. This is part of normal, everyday working life. Their concern however, is in the way those mistakes are sometimes handled by their supervisors.

One of their greatest fears is that their supervisor will attempt to discipline the employee on the spot in front of his or her coworkers. While the supervisor may feel that this method of discipline may be the most effective way to prevent future mistakes, the employee feels humiliated and embarrassed at being singled out.

Front line Hispanic employees have often described this scenario and expressed how vulnerable they feel when they are at the center of attention and selected as an example for all others to see.

I cannot tell you how many times this concern has been related by front line Hispanic employees. They’ve often expressed that: "I know that I will make mistakes but; I wish my boss would take me aside and talk to me privately on how I could do better next time."

Regardless of the industry, this is an issue that should be of great concern to management. Public criticism is one of the most ineffective methods of improving behavior. On the contrary, it creates resentment among the team members and a lack of trust in the workplace. Although it appears obvious on many levels that this type of behavior should not be used as a disciplinary tool, it is widely used among many first generation Hispanic team leaders and supervisors.

One of the principal reasons for this heavy handed behavior is due to the fact that most first generation Hispanic supervisors have had little training, if any, in leading a team. Although they have significant job knowledge and hands-on experience, they generally lack a fundamental understanding of effective interpersonal and communication skills. In the absence of practical training, they will resort to archaic and ineffective practices they learned from their previous, untrained supervisors.

The impact of this behavior on the front line employees is far reaching because it affects almost every aspect of their daily work life. The success of any team depends on the immediate team leader's ability to relate with his/her team members. As management searches for ways to improve the overall morale of the team members, it should consider empowering their front line supervisors with the essential training in communication and interpersonal skills.

Hispanics in the Workplace - Leader or Friend? - Volume 3 Edition 52

A while back, I was conducting a leadership skills workshop for the English speaking managers and supervisors of a construction company. I was struck by both, the honesty and sheer frustration of one of the team leaders. He said that he felt discouraged because his front line Hispanic team members didn’t treat him with the respect he deserved. I asked him to relate some of the main aspects of his everyday workplace activities and; more importantly, to describe how he interacts with his non-English speaking Hispanic team members.

His answer was truly memorable. “I work alongside my Hispanic employees” he claimed proudly. “When they dig trenches, I’m right there with them. They know that I can work just as hard as they do.” As he continued to share his situation with us, it became obvious that he felt disappointed and frustrated. He hesitantly admitted that “in spite of all my efforts, I know they sometimes joke about me in Spanish. Some of my team members don’t even know my name.”

First, as a group, we congratulated this young man for his brutal honesty. After hearing his particular challenge, I explained that although his heart was in the right place, the process he was following was not conducive to effectively managing or leading his team members.

It’s certainly admirable that this supervisor wanted to bond with his team members. It’s definitely a good idea to always work on gaining the employees’ trust. However; by offering himself as “one of the boys” he gave up whatever authority his job title carried. On the way to becoming a friend to his crew, he lost the ability to lead them. In fact, it wasn’t long before some of his team members were actually telling this supervisor what to do.

For the participants in the workshop, this was a stark example of a leadership process gone wrong. The root of the problem was that this supervisor felt inadequate in not being able to communicate in Spanish with the employees. In order to gain their buy-in, he overcompensated by becoming their good friend and “buddy” and by working with them in the trenches. Unfortunately, this does not mix well. You are either a leader or team member, but certainly not both!

As much as we would like to break through the cultural and language barriers, it’s important not to lose sight of our responsibilities and roles as leaders. Front line Hispanics in the workplace look for leaders they can respect and admire. They are not in the corporate competition game. They have a high regard for leaders who are decisive and deliberate in their actions. They expect leaders to maintain a ‘professional distance’. This means that you understand that there is a fine balance between earning the respect of the employees while taking an active interest in their growth and development. To the Hispanic employees it means that leaders are a source of accurate information as well as someone who supports them when the chips are down.

Hispanics in the Workplace - Is your Supervisor Guilty of Showing Favoritism? - Volume 3 Edition 51

If there is one constant concern that keeps popping up with first generation Hispanics in the workplace, it’s the issue of favoritism. Ask any front line Hispanic employee if they believe that favoritism exists in their work area. The overwhelming response you’ll hear is a resounding “yes”! They believe that they’ve experienced and witnessed occurrences where their immediate supervisor will often give preferential treatment to some employees while not giving as much attention to others.

An example of favoritism is when the supervisor regularly assigns the “easier jobs” to the same people or values the contributions and efforts of some employees over others. Those who are excluded from this inner circle believe that this treatment is unjust and unfair. They feel as if they’re not valued and; that there’s little they can do to win their supervisor’s approval and good standing.

First generation Hispanic supervisors will make decisions on how they’ll interact with their team members by determining their personality types. They judge the individual’s interactions and decide whether it is “friend or foe” behavior. Those who show resistance to the supervisor’s authority are alienated while those who embrace or show passivity are brought into the supervisor’s inner circle of preference. In the absence of effective leadership skills, this “gut feeling” style of management is quite prevalent among first generation Hispanic supervisors and team leaders.

Hispanic supervisors face tremendous challenges especially when it comes to the image they feel they need to project to their higher ups. On the one hand, they work diligently to satisfy the requirements and production goals set by their matter of fact, business driven, American bosses. On the other hand, they have to communicate these goals on an informal and often, on an emotional level, to their non-English speaking Hispanic front line employees. Two separate cultures, two distinct methods of interpersonal relations. The supervisor must satisfy both sides of this cultural and business divide. This is no easy task even for the most sophisticated, seasoned leaders and; it becomes much more complicated when first generation, non-English speaking Hispanics are involved.

Supervisors often complain about team members who are disruptive and attempt to push their buttons and undermine their authority. Since these supervisors have had little training in dealing with challenging personalities, they look for the ‘supporters’ in their teams to get the job done. Some supervisors feel that in order to succeed, they must convey their messages in a “please do me a favor” approach. They believe that the only way to motivate their employees is by communicating on a personal level. The problem with this approach is that it is emotionally based and highly unpredictable.

While it’s of the utmost importance to recognize the employees’ human needs, this should not be done to the extent that it compromises the business needs. A process based balanced approach can satisfy both needs as well as help to avoid and eliminate favoritism in the workplace. Favoritism leads to poor morale and the feeling that individual efforts don’t count. The supervisor must learn effective methods of translating the business requirements to the front line employees in a way that demonstrates complete impartiality and equality.

Hispanics in the Workplace - To Praise or not to Praise - Volume 3 Edition 50

Team leaders should always look for opportunities to give recognition especially; to the front line employees who excel in their everyday work duties and responsibilities. If you want to have a motivated workplace, it's vital to spend one-on-one, quality time with each employee and communicate how much you appreciate their individual efforts.

It's remarkable how many team leaders find it so difficult to say a simple "thank you" for a job well done. Workplace studies have shown that more than 80% of employees seldom if ever, receive praise for the work they do. Leaders have become too preoccupied with their immediate day to day pressures and; far removed from their front line employees.

What makes this issue even more difficult and complicated, is the expectation that first generation Hispanics in the workplace have when they are given positive recognition from their team leaders. Rather than accept and welcome the constructive feedback, Hispanic employees may respond in a way that may surprise the well meaning manager or supervisor. They may hear a response such as: "If you are happy with the work I do, why don't you give me an increase in pay?"

The cultural assumption by the Hispanic employee is that: if good work is recognized then it should automatically be followed with compensation otherwise, why even mention it in the first place? This expectation by Hispanics in the workplace is so prevalent, that it results in preventing many supervisors from giving recognition to their employees. Instead, they wait for the yearly performance appraisal when it's customary to financially reward the employees' level of performance.

It’s important to deal with the cultural perception first generation Hispanics have towards receiving recognition. The danger of not giving positive feedback results in missed opportunities for recognizing and developing the team members. The lack of positive re-enforcement for a job well done also makes the employees feel that their extraordinary efforts are not valued.

Before giving praise or recognition for the employee's superior performance and accomplishments, the supervisor or team leader can introduce a few ground rules. Over time, this effort will pay off and the front line Hispanic employee will understand that there is a distinct difference between positive feedback which is given on a regular and spontaneous basis and yearly performance reviews. If the employee persists in linking this discussion to money issues, the supervisor can calmly and confidently remind and refocus the employee on the reasons for giving recognition.

Once this message is accepted as part of the company's culture, it paves the way for opening up another channel of positive and healthy communications in the workplace. Initially, it may be hard work because you, the team leader, will have to convey the message to one employee at a time. The results however, are well worth the time and energy invested.

Hispanics in the Workplace - The Militant Supervisor - Volume 3 Edition 49

Some of the most powerful and long lasting lessons often occur in a split second. In the blink of an eye, the impact of such an experience can be strong enough to motivate us to spring into action. It’s that rare combination of gut instinct and mental resolve that leads us to remove obstacles and face everyday challenges with a new perspective.

Before starting a leadership training program in a potato packing plant, I was given a fairly extensive tour by the production manager. With great enthusiasm, he showed me how the entire process flowed. It was fascinating to see how the various machines sorted the potatoes by their different sizes and directed them to the specific conveyor belts and onto the packing areas. As the potatoes rolled off the conveyor belts, the various crews packed them into twenty-five and fifty pound burlap sacks.

But what really caught my attention was the behavior of a supervisor of one of the various packing teams. He strategically positioned himself, arms tightly folded, standing about ten feet in front of the six packing teams. He was practically motionless as he watched over the efficiency of people and machines.

The immediate impact of this particular scene conjured up some very unpleasant mental images. It reminded me of an old movie where the master is standing over the workers, carefully watching their performance. I turned to the production manager and asked: "what's going on here?" The manager simply replied, "that’s the way he handles his people."

This stark example, although extreme, is not that unusual. Unfortunately, there are too many front line supervisors and team leaders who lack the skills to treat their team members with the proper regard to their self-esteem and the respect they deserve. They are simply unaware that their behavior may be offensive to others. In the absence of leadership qualities, they resort to primal, and crude methods in order to meet the pressures of 'getting the job done'. This dogmatic behavior alienates the team members and causes low morale. It is certainly not conducive to leading and motivating effectively.

There are many other reasons why this behavior persists among first generation Hispanics in the workplace. In the 'old country', they learned that this is the way leaders were expected to behave. The overwhelming belief by management was that a strong, forceful character commanded respect and was therefore essential to a successful organization.

As leaders, it's important to be aware of the interpersonal relationships that the junior and middle managers have with their front line employees. How do they relate with the team members? What is their communication style? Remember that supervisors are one of the most significant players in an organization with front line employees. Their leadership style and behavior impacts the morale and productivity of the front line employees in ways we may not have imagined

Hispanics in the Workplace - Building Trust with Hispanics in the Workplace - Volume 3 Edition 48

One of your greatest challenges as a leader of an organization that employs Hispanics in the workplace is to inspire them with a sense of belonging and a belief that they are important contributors. During one of our workshops, an English speaking production manager expressed this issue in a very effective and honest manner. He said: "I wish my people would feel comfortable enough to come to me and tell me what's bothering them." When asked to elaborate further, he said that he was definitely aware of a distinct separation, a communication barrier between the front line Hispanic employees and him.

It is not easy for English speaking leaders, to break through this hurdle. It's true that the language and cultural barrier is responsible for causing a wide communication gap and; it's a fact that a common language unites people. However; communication is more than just words; it also involves action. More importantly, it involves trust.

Generally speaking, front line Hispanics in the workplace are suspicious of anyone above the supervisor level. They believe that upper management is far removed and not that preoccupied or concerned with their daily challenges and problems. It’s a fair assumption on their part especially; when there is little or no contact between these groups. Although this situation may exist in many workplaces where there are no language differences, the suspicion and trust issues are more prevalent with non-English speaking Hispanic employees.

Many leaders in turn, readily accept the fact that there is nothing they can do about the problems that arise due to the language and culture differences. They believe that their options are limited when it comes to breaking through the communication gap.

This type of thinking can only lead to increased feelings of alienation. As a result, management often prefers to focus on issues they can control such as; getting the product out the door. Unfortunately, they may ignore or pay little attention to the people responsible for producing the product in the first place.

From the Hispanic employees' perspective, the message from the "office world" is not always a welcoming and positive one. Leaders need to convey that Hispanics in the workplace are part of a larger picture and a valuable contributing factor to the success of the organization.

It's important to periodically gather the front line employees and make a fuss over them. Taking a few minutes to express how they've met or surpassed the production schedules, maintained an acceptable safety record, or adhered to quality standards will show how much you appreciate their individual efforts.

Trust is achieved when it is a consistent and deliberate process of regular interactions of sincere human involvement and honest communications. With a great deal of patience and dedication on your part, a culture of trust can be achieved!

Hispanics in the Workplace - Leadership and the Hispanic Supervisor - Volume 3 Edition 47

Front line Hispanic employees know that periodically, they will make mistakes on the job. This is part of normal, everyday working life. Their concern however, is in the way those mistakes are sometimes handled by their immediate higher-ups.

One of their greatest fears is that their supervisor will attempt to discipline the employee on the spot in front of his or her workmates. While the supervisor may feel that this method of discipline may be the most effective way to prevent future mistakes, the employee feels humiliated and embarrassed at being singled out in public.

Front line Hispanic employees have often described this highly unpleasant scenario and they’ve expressed how this feeling of humiliation lingers long after the incident itself. In training workshops they’ve remarked: "I know that I will make mistakes but; I wish my boss would take me aside and talk to me privately on how I could do better next time."

Regardless of the industry, this is an issue that deeply concerns front line Hispanics in the workplace and; it should be of great concern to management. Public criticism is one of the most ineffective methods of improving behavior. On the contrary, it creates resentment among the team members and a lack of trust in the workplace. Unfortunately, this archaic management technique to discipline direct reports is fairly prevalent among some supervisors and team leaders.

One of the principal reasons for this heavy handed response is due to the fact that most Hispanic supervisors have had little, if any, training in leading a team. Although they have significant job knowledge and hands-on experience, they generally lack a fundamental understanding of effective interpersonal and communication skills. In the absence of practical leadership training, they will resort to raw, gut reactive and ineffective practices they learned from their bosses.

The impact of this is far reaching because it affects almost every aspect of daily work life. The success of an organization depends on the team leader’s ability to effectively relate with his/her team members. A competent supervisor must remember that he/she needs to be a source of trust, support and inspiration. Public criticism is never a useful option.

Supervisors are given tremendous challenges to reach production goals, complete reports and manage their people. However; they also need your leadership support in order to succeed. You, the leader, can take an active role in empowering the team leaders and supervisors by providing them with adequate training in communication and leadership skills. Once they learn new and effective management skills, they will gain more competence to effectively improve the overall morale and performance of Hispanics in the workplace.

Hispanics in the Workplace - Helping Hispanics Help Themselves - Volume 3 Edition 46

Although there is no doubt that most Hispanics are much better off financially in the US than they were in their old country, they are still in the lower end of the earning spectrum. In fact, this particular group is almost always on "survival mode".

For many first generation Hispanics in the workplace, life is a matter of attempting to “get by” and meet day-to-day basic needs. Their vision however; is almost always focused on immediate returns. For example, Hispanics are notorious for not enrolling in their company's 401k plan. They find it hard to plan for the future because they’re deeply involved in the financial challenges of their present day lives. A Latino Coalition study recently published revealed that over 70% of Hispanics have saved less than $5,000 for retirement.

Why is this information important to the management team? It's important because it affects the way first generation Hispanics view their world and themselves. Living in a constant cycle of 'survival mode' affects the mental well being of the Hispanic employees.

In his famous study of human needs and motivation, the sociologist Abraham Maslow, discovered a crucial aspect about human motivation. He learned that self actualization, or reaching one's potential, lies in first satisfying the basic human needs such as food, safety and intimacy issues to name a few. Once those needs are met and secured, it becomes easier to go on to the next level and concentrate on self-improvement goals. Until the basic needs are met, it's extremely difficult to attempt to go up the ladder of success because there's a constant pressure and level of stress that comes with just "making it".

In my many interactions with front line Hispanic employees, I have almost always been struck by their low level of positive self-esteem. If there was ever any work group that needed particular attention, praise and encouragement, it's definitely first generation Hispanics in the workplace.

While many Hispanic employees may aspire to become supervisors or team leaders, few are willing to put out the effort. One of the main reasons is due to their lack of self esteem. They have often expressed that they don’t have the learning tools they need to succeed. It’s therefore essential for management to be supportive and look for opportunities to interact with them in positive ways and attempt to build their level of competence and confidence.

Managers and supervisors can play a key role in attempting to change the mindset of the Hispanic employees. They can start by recognizing each individual's unique abilities and contributions and by pointing out ways that may lead to advancement opportunities. They can raise the employees’ level of confidence by teaching them new skills and by challenging them to perform new tasks. Direct involvement and a regular dose of healthy and sincere praise for a job well done will pay big dividends in the long run for Hispanics in the workplace.

Hispanics in the Workplace - Appreciating the Supervisor’s Role in the Bilingual Workplace - Volume 3 Edition 45

Most Hispanic supervisors were promoted to their position because over the years, they've demonstrated special leadership skills. They took the initiative when others simply did the expected or worked at their required minimum. Now, as team leaders, they’re leading and managing the individuals they used to work with in the production line.

Unfortunately, this transition does not often settle well and it may even be a source of resentment among some of the team members. While many may applaud the promotion, some individuals can't get over the fact that their former team player and buddy has moved ahead and they have stayed behind. She has joined the "other side" and become the new boss. The old alliance has been broken.

This resentment may manifest itself in various ways. A few team members may decide to test the supervisor in order to find the limits of her authority. Unfortunately, this causes undue hardship to the supervisor who now has to learn the art of skillfully leading the team, managing personalities and communicating the department's policies and production goals.

For the most part, there is general acceptance and cooperation with the new team leader. However, there are usually a few individual “troublemakers” who are very skillful at creating unwanted tension. They may be highly critical of anything the supervisor says or does and may spread malicious rumors in an attempt to undermine the supervisor’s role and authority.

Since they’ve had little, if any formal training, many supervisors are unsure how to deal with this sudden turn of events. Their gut reaction is to overcompensate by attempting to maintain the old "buddy" relationship that existed prior to the promotion. By giving the message that nothing has changed and that their working relationships will continue to operate on an equal basis, they cause more harm than good.

And that’s not all. On the management side, the supervisor is faced with other challenges that require administrative and communication skills. She has to step into an entirely different role when dealing with the English speaking managers and department leaders. Conversations at this level are more formal and structured since they are concerned with satisfying the business needs of the organization.

The front line Hispanic supervisor often feels as if she is trying to satisfy the needs and requirements of two different and opposing forces. In dealing with management, the supervisor must be able to portray a more professional image and provide facts, figures, and timely reports. In dealing with the team members, the supervisor must deal with a wide variety of interpersonal issues, conflict management and hidden agendas. It’s not easy to deal with two different work cultures that require two different sets of communication skills.

Management would do well to acknowledge the special role that the supervisor plays in an organization with Hispanics in the workplace.

Hispanics in the Workplace - Getting Involved in the Communication Process - Volume 3 Edition 44

Leaders are constantly being tested by the challenges of effective verbal and written communications. As we've mentioned earlier, we’re often misunderstood even when we speak the same language. This applies to an even greater degree when non-English speaking Hispanics in the workplace are involved.

The pressures of production goals, deadlines and everyday workplace issues often influence how we communicate with others. Delivering the message to non-English speaking Hispanic employees is often a difficult task because our communication styles are processed through our own built-in language and cultural filters.

There are certain guidelines that we as leaders can adopt so that our communication process with Hispanics in the workplace is delivered with greater accuracy. First, we can start by helping to develop a culture of trust by encouraging the Hispanic employees to ask questions and seek clarification when they are in doubt. This is one of the most powerful things you can do!

Generally speaking, first generation Hispanics in the workplace are notorious for not asking questions. They will even go as far as to say they understand something when in fact; they don’t. There are a few reasons for this and leaders should attempt to empathize with this seemingly contradictory response. Many Hispanics avoid asking questions because they fear they might appear “unintelligent” in front of their bosses. Also, Hispanic front line employees and supervisors will avoid asking questions so as not to appear "weak" or “inexperienced” in front of their peers.

If non-English speaking Hispanics don't ask questions, please don't assume they understand. In fact, the opposite is usually true. Visual aids are always effective especially; when it concerns safety issues. Team leaders should use every available opportunity to create an environment that promotes clear communications. In other words, instill in the Hispanic mindset that the more questions they ask, the better. Also, ensure that your message has been clearly delivered. You can never go wrong by politely and respectfully checking for understanding.

Involve the English speaking employees as a source of training or mentoring. They can help to promote a cultural appreciation of the varying work groups. During a training session, it is important to be in touch with the effectiveness of your own communication style and to be ready to make adjustments along the way. It is also vital to patient with their learning process. Allow a reasonable amount of time to teach the skills required and repeat the learning concepts often. This is a communication technique that will pay off many times over.

By following these steps to clear communications, Hispanic employees will appreciate your sensitivity to their special communication issues and learning needs.

Hispanics in the Workplace - Approach to Training - Volume 3 Edition 43

Training programs are a vital part of most successful organizations. Providing effective training is useful because the employees learn new skills as well as adopt more effective methods of managing and communicating up and down the organization. There is hardly a single organization that is not in a constant state of change. It therefore makes good business sense to give the employees the opportunity to learn the management tools they need to succeed.

In a training session, most American managers are “experienced learners” because they have attained a certain level of college education. They feel fairly comfortable in a corporate learning environment where the facilitator delivers the content and ideas are exchanged and new skills are learned.

Training Hispanics in the workplace however; requires a different instructional approach. Sadly, first generation Hispanics have had a brief and interrupted encounter with the school system in their home country. For many, their memories of “school days” are nothing short of traumatic because they were prematurely yanked out of their classrooms so that they could work and provide for their families. As a result, education almost always took a back seat to survival issues. What Hispanics lack in formal education they make up in an admirable work ethic that is second to none.

The traditional, American style of classroom instruction does not work well with front line Hispanic employees. In fact, it may actually have the opposite, negative effect. For example; even though the workshop literature may be translated into Spanish, it is often beyond their academic grade level. The practical exercises do not take into account the hands-on learning tendencies of this group. Hispanics are rooted in practicality and they prefer to learn on a step-by-step, non-theoretical basis. Instead, they are often bombarded with an enormous amount of content and activities over a short span of time. Also, the workshop content and practical exercises must be designed to suit their special learning needs in order to promote a certain level of reasonable risk taking and independent thinking in the workplace.

The facilitator needs to be aware that the average Hispanic front line employee has an outlook on schooling and learning that borders on the negative. Statistics show that Hispanic youths have the highest high school drop out rate.

When non-English speaking Hispanic employees are invited to attend a training session or placed in a classroom type, learning environment, they often feel vulnerable and disoriented. Since they have not had the opportunity to learn “how to learn” they fear feeling embarrassed in front of their peers. A facilitator who misses this important fact and implements the conventional teaching methods applied to other audiences will fall short in delivering the learning objectives.

Hispanics in the Workplace - Dealing with Cultural and Communication Differences - Volume 3 Edition 42

There are many reasons why first generation non-English speaking Hispanics in the workplace feel isolated from their English speaking management. Without question, the language issue is at the top of the list. The inability to have direct communications, without barriers or impediments, between leaders and team members often creates a distinct division in the workplace.

However, even if team leaders don’t speak Spanish, there are many significant “actions” that can be taken to create an entirely new and positive relationship with the non-English speaking Hispanic employees. Indeed, there are some messages and intentions that go beyond the power of words.

For example; it is always a good practice to periodically get out of your office and spontaneously walk into the production area and start mingling with the employees. Simply by your friendly body language, make them aware that you’re not there to audit or supervise them. You want the employees to know that you care about them. Sincerely expressing your “good intentions” go beyond language because it goes directly to the heart of the person.

Since it is impossible to visit every work area at once, make your visits count by choosing a specific production area beforehand. By making regular visits in different spots, you’re letting the employees know you’re interested in them as individual human beings. Whenever possible, call the individual by name, shake hands, and ask brief and simple questions they understand. The point of your visit is to let them know that you recognize their contributions and you respect them as responsible, hard working individuals.

Often, Hispanics in the workplace have expressed the “us” and “them” syndrome. Whether real or imagined, they have the awareness that except for their immediate supervisors, there is a degree of separation between them and the rest of the organization. As we all know too well, perception is reality.

A language barrier should not prevent us from interacting and conveying that there is a connection between the Hispanic employees and the “Management Team”. It takes time and effort to build the trust and confidence especially; in the absence of a common language.

You, the leader, can contribute to reducing the language and cultural barrier with a plan that consists of regular, consistent and unscheduled visits to the production area. A handshake, a warm smile and a pat on the back can speak more than a thousand words in any language!

Hispanics in the Workplace - Hispanics and Safety in the Workplace - Volume 3 Edition 41

There are over 45 million Hispanics living in the United States today. This is approximately 15% of the entire population and constitutes the largest minority. The figures from the Bureau of Labor Statistics show that there are about 19.6 million Hispanics gainfully employed in America’s workplaces. Most first generation, non-English speaking Hispanics are involved in front line positions, such as machine operators, maintenance and general laborers.

Unfortunately, Hispanics have the highest injury and fatality rate in the workplace. It’s estimated that 25% of Hispanic work fatalities are directly due to limited English language skills and cultural differences with respect to safety. Many Hispanics do not understand English well enough to be thoroughly trained and most managers and supervisors do not speak Spanish well enough to train the Hispanic workforce.

Since the year 2000, there have been 800 to 900 fatalities per year among Hispanic workers. Most injuries are due to falls, transportation incidents and being hit by objects or equipment. The fact that Hispanics have the highest rate of workplace related injuries and fatalities is cause for great concern. In addition to the emotional pain, there are medical expenses, absenteeism and loss of productivity.

First generation, Hispanic employees are often unaware of safety regulations or violations because of poor training, language barriers and a host of other communication related reasons. The issue of safety is further complicated because Hispanics will not generally communicate potentially hazardous situations to their supervisors or team leaders. They feel that it’s not a “macho” thing to do and they also fear that they might be viewed as whiners and complainers by their bosses and may place their jobs at risk.

Most front line Hispanic employees come from countries where they don’t have federal regulations that deal with safety in the workplace. Also, their concept of safety is radically different than that of the safety standards imposed on the American workplaces. For example, how often have you seen Hispanic workers building a roof, working past twilight without adequate protective equipment or adequate lighting?

It is therefore up to the employer to establish a well laid out safety plan and communicate it at all levels of the Hispanic workforce. The training must be delivered in Spanish and at the level of Spanish they are familiar with and understand. Much too often the safety policies and training programs are translated into Spanish but; at a level that is meant for college graduates.

To ensure acceptance and understanding of the safety program, make sure that your managers and supervisors check for understanding. Regular safety meetings, recognition of safety signs and role playing are excellent methods of ensuring that the Hispanic workforce develops and maintains a safety conscious workplace.

When a Spanish speaking manager or supervisor calls an employee by name, the automatic response is usually: “mande” (pronounced mun – deh). This is especially true with first generation, front line Hispanic employees from Mexico. This word has a variety of uses but; when it’s used when replying to someone of a higher rank, its intent is crystal clear. The origin of this word is from the Spanish verb “mandar” (mandate) to command. When used in the workplace, it literally means “order me”.

Now, imagine you’re leading your weekly meeting and you decide to let your assistant manager address the participants on some issues and concerns that have recently surfaced. You call out the assistant manager’s name and he unhesitatingly responds by saying: “order me” or “at your service”.

How would you or others react? Would you not consider this response just a bit subservient and out of place considering today’s business and social etiquette? Perhaps you might even think that this was a sarcastic response or a feeble attempt at some off the wall humor. The point is that most of us would not appreciate or feel comfortable with that type of response.

So let’s go back to the production floor where “mande” is a typical reply when responding to a higher up. Of course we can say it’s a Hispanic “cultural thing” and carry on with the rest of our work day. We can even look optimistically forward and predict that second and third generation Hispanics will not be so submissive in their responses to their bosses.

However; when you really think about it, “mande” is not just a word but; rather a state of mind. It’s based on an archaic caste system of social order. It’s the belief that my sole purpose as a front line employee, is to unquestionably follow my leader’s orders, instructions and often, unspoken wishes. First generation front line Hispanic employees strongly believe that “bosses” especially American bosses, belong to a more privileged and valued segment of the workplace. Hispanics draw a distinct line in the sand and often perceive themselves as less important persons than their bosses.

It’s therefore important for you, the leader, to consider this deeply held belief and attitude and attempt to chip away at some of its negative effects. Your most powerful ally in effecting this change is the front line supervisor or immediate area manager. There are two main reasons for this. First, front line Hispanic employees’ perception of the company is shaped, molded and defined as a result of their daily interactions with their immediate area supervisors. Outside of their production area, Hispanic employees have very little awareness of their company, its impact on the business community or its global identity. This limited perception is a direct result of the “mande” attitude and the supervisor can be instrumental in changing it.

Second, the supervisors have daily contact with the front line employees and they are therefore in an ideal position to attempt to stop this response as it occurs. By directly monitoring this behavior, the supervisors can begin to change this attitude.

Over time, the front line Hispanic employees will realize that their leaders not only appreciate their hard work but; they also have a genuine concern over their well being and self-esteem.

Hispanics in the Workplace - The Guest Mentality - Volume 2 Edition 39

Your behavior as a guest versus the way you behave in your own home is usually completely different. Instinctively, you are much more careful in someone else’s turf and; you try harder to project a favorable impression. As a guest, you are mindful of your temporary status. You maintain a courteous and pleasant demeanor and you avoid topics and conversations that may offend your host or put your stay at risk.

This is how first generation, non-English speaking Hispanics feel in their workplaces. Although they’re hired based on the company’s interview process, their individual skills level and willingness to work, they feel as if they’ve been given a huge favor when they’re offered employment. As a result, they will do everything within their means not to jeopardize the kindness shown by their “benevolent” employer.

Hispanics in the workplace are constantly aware of their behavior and they are careful about protecting their jobs and their future in the company. In the Hispanic mindset this means: “do everything you’re told quickly and willingly” it means “don’t ask questions” and most important of all “don’t complain about anything even if you have a just cause.”

Among first generations Hispanics in the workplace, the guest mentality prevails for most of their working lives. They are single mindedly focused on the belief that they will succeed in the workplace if you: “do a great job” and “don’t bring attention to yourself.”

This may appear like a strange concept for American managers and team leaders to understand. It implies that first generation Hispanics in the workplace have a subservient attitude. In many ways, this is true because the competition among them is so great. They are keenly aware that there is a vast work pool of other Hispanics, waiting in the sidelines, ready to take over their jobs.

In the workplace, Hispanics fear that they will be easily replaced unless they can prove to their immediate supervisors and team leaders that they are reliable and hard working. Their inability to speak English makes this challenge even more pressing. What they are unable to say in words; they attempt to convey in actions. The fear and belief that they are totally dispensable fuels their willingness to work hard in order to give a positive impression to their bosses.

It’s therefore important for you, the leader, to convey to your front line supervisors the anxieties that first generation Hispanics may bring to their workplaces. Without this awareness, supervisors may unknowingly exploit this sensitive vulnerability. After all, it’s a lot easier to make more demands on an eager workforce than one that offers resistance.

It’s also vital to train the front line supervisors to skillfully address the apprehensions of the new recruits. By regularly providing positive and constructive feedback when they demonstrate superior performance in their job duties, they’ll be helping to gradually remove the workplace fears of the front line employees.

Hispanics in the Workplace - Leadership Takes a Walk - Volume 2 Edition 38

Leadership is more than just giving orders and instructions; it’s about making a personal connection. In this high tech world of instant communication, we’re losing the ability to connect on a human level and impact our team members in a way that makes a significant difference.

Periodically, we need to walk away from our computers and manage by walking around the plant. If your goal is to improve your team’s performance and provide an opportunity for individual growth, you must interact and meet the employees’ personal needs. This means going to the production area, engaging in a dialogue and allowing the process of trust to take shape and to develop.

Do you know your employees on a first name basis? Do you know some special facts about them, their wishes, concerns or aspirations? This is the type of information that is truly powerful and will set you apart from the ordinary, everyday leader.

Hispanics in the workplace view their bosses from afar. They feel distant and removed from the powerful and privileged world of management. While American employees believe that climbing up the corporate ladder from a humble desk in a cubicle all the way to a CEO is entirely possible, Hispanics have a different viewpoint. They believe that their individual success in the United States will become a reality through their children and their future generations.

From their cultural perspective, Hispanics understand and accept the fact that their bosses are much too busy to “step down” and enter the ordinary world of the production plant; much less mingle with them.

Imagine the impact that you, the leader, can make when you break that particular Hispanic cultural paradigm. Doing this unexpected and definitely worthwhile action on a consistent basis, will surely get you noticed in the most positive light. Hispanics in the workplace consider it an honor to have a “visit’ from their higher ups.

First generation Hispanics in the workplace believe that their senior management does not need to be concerned with such petty things like walking around the noisy production area. This is precisely why you can take advantage of this opportunity to convey the message that even though you are a department head; you are still accessible and approachable. By doing this, you’ll help to create and develop an environment of trust and boost employee morale.

Hispanics in the Workplace - The Hispanic Employee’s View of the Workplace - Volume 2 Edition 37

Most front line Hispanics in the workplace, have a narrow and limited view of the organizations that employ them. If you were to ask them what happens when their products are packed and shipped out the door, they would most likely be at a loss for words. They have little if any information, beyond the walls of their particular production area or assembly line.

First generation Hispanics in the workplace tend to see their organization as a ‘fábrica’ or a warehouse type, assembly line environment. A place where they work in harmony with various types of machinery distributed throughout the production area. They relate to the products they make in terms of work hours required to maintain and fulfill the production schedules.

Because of the language barriers, urgent customer demands and time constraints, Hispanics in the workplace are generally not kept in the communication loop. For example; they don’t know the names of most of their primary customers. They don’t know whether their company exports to other countries. More often than not, they are unaware of how many widgets they produce on a daily or weekly basis.

Indeed, if information is power, the opposite is also true. The lack of information weakens and isolates the employees. In the case of Hispanics in the workplace, they are of the mindset that “if the company wanted me to know, they would tell me.” They accept a self imposed isolation of information and; as mentioned before, rarely take the time to ask their supervisors relevant questions that would help to increase their product and market knowledge.

Since front line Hispanics in the workplace are largely unaware of their company’s business goals, market share or other relevant information, a golden opportunity exists for you, the leader. It would be well worth your effort to begin a communication process that is designed to inform the employees. You can begin by initiating and distributing literature that contains short and interesting facts and figures about the company. The literature should be made available in both, English and in Spanish. It should convey important and exciting information about the company such as; the communities and markets it serves as well as its short and long term goals.

Regular announcements and publications of useful information are an excellent way of changing the limited perception Hispanics have about their workplace. It also helps to empower the employees by letting them in on the company’s activities and future plans. By helping Hispanics in the workplace gain a more realistic and total picture, you may motivate them to step into higher areas of responsibility.

Hispanics in the Workplace - Hispanics and Gender Equality - Volume 2 Edition 36

It’s truly remarkable how the American workplace has evolved in the effort to achieve gender equality. In the recent past, most managerial positions were exclusively male dominated. Today’s Generation X (those born between 1965 and 1982), make little, if any distinction between job title and gender.

Corporate boardrooms are the last remaining bastion of predominantly male, senior managers and company officers. However; this glass ceiling is also being shattered as more female corporate superstars are recognized and given the opportunity to take on the company’s helm. Women in the American workplace have risen to heights that were unimaginable just a few, short decades ago.

Unfortunately, this is not the case with Hispanics in the workplace. First generation Hispanics in particular, are acutely aware of “macho” dominance. For example, a female Hispanic supervisor will experience a greater level of difficulty asserting her leadership and communication roles and issues than her Hispanic male counterpart.

In the Hispanic culture, especially in the workplace, respect and authority are considered to be male qualities. It is therefore not unusual for a female supervisor to demonstrate her assertiveness by adopting a heavy-handed approach in the beginning of her leadership role. The rationale is; that by coming on twice as strong, you’ll be listened to as much as the other male supervisors.

Interestingly enough, Hispanics in the workplace will respect the authority of an American manager or team leader, whether they are male or female. They are aware that in the American business culture, it is the person and not the gender that carries the authority and weight of the position or job title.

Because the cultural distinction between the sexes is so pervasive among first generation Hispanics in the workplace, it is quite unlikely that they are going to resolve these gender issues on their own. It is therefore useful for you, the leaders, to become more aware of the particular challenges of front line, female Hispanic supervisors.

It’s important that you show your support for her in a subtle and gradual manner and; without giving an impression of favoritism. Doing this is not an easy task and you need to tread very carefully. It’s astounding how often this particular situation is misinterpreted by the front line employees. Dealing with cultural identity issues especially; when breaking deeply set “macho barriers” requires a great deal of forward planning.

Hispanics in the Workplace -Support from Above - Volume 2 Edition 35

A Hispanic supervisor once shared a personal viewpoint that is worth noting. He expressed how frustrated he felt at his inability to make things happen in the production area. He said that as far as he’s concerned; he is a supervisor in “name only”. He went on to explain that his daily routine consists of working on the production line next to his team members, performing the same duties along the people who report to him. An onlooker would have great difficulty distinguishing between the team leader and the team members.

Surprisingly enough, this perception or belief is shared among a significant number of Hispanic supervisors across many industry sectors. Unfortunately, Hispanic supervisors will rarely if ever, relate this situation to their immediate bosses. Because of their “macho” and controlling style of leading and managing, they feel awkward communicating their issues and concerns to their immediate higher ups. They fear this might be seen as a sign of weakness and inability to “handle” the situation. They are also concerned that their leaders might react by replacing them with someone who doesn’t complain as much and is more competently suited to deal with such issues.

The inability to communicate “people problems” is a major concern of first generation, front line Hispanic supervisors. As a result, they sometimes create a self imposed isolation and miss out on the help and guidance their higher ups may be able to offer. And, without the support from their leaders, it becomes very difficult to resolve these issues. Many Hispanic supervisors feel that although they have the job title, they don’t carry the weight and authority of that position.

Although this issue doesn’t surface nearly as often as it should, leaders should not assume that all is well in the supervisor’s world in the production area. On the contrary, prolonged silence from your Hispanic supervisor should be viewed as a definite sign of concern that may require your intervention.

The success of the production area is measured by its level of efficiency and output. Do you honestly think that it is possible to run at near capacity and meet customer demands without creating conflict between team members and team leaders? Is this a reasonable expectation even under the most ideal circumstances?

It’s vital for department leaders to realize that Hispanics in the workplace generally do not and will not communicate vital issues that affect their own day to day interactions and challenges in the production area. The supervisors will report to you that the targets and production quotas have been met but; they won’t report the struggles, challenges and manipulating it took to get there.

It is essential for you the leader, to take the time to have regular and honest; face to face discussions that are geared towards making the Hispanic supervisor feel more confident and relaxed in your presence. Take the time to ask non threatening questions and find out what’s really going on in the production world. Make sure to always offer your assistance and support. Be patient, over time, your message will get through.

Hispanics in the Workplace -The Cafeteria – El Mandón – Authority in the Workplace - Volume 2 Edition 34

In a recent interview with Robert Eckert, chairman of the board and chief executive officer of Mattel, Inc., he stated that: “it’s important to connect with folks and; one of the most effective places is in the cafeteria.” Previously, we spoke about the supervisor who rules with a heavy hand. Hispanics in the workplace have a word for this type of individual. They refer to this person as a “mandón”. The word is certainly not complimentary and it is usually associated with someone who has the unappealing characteristics of a dictator. The mandón often makes working life for most Hispanics in the workplace an unpleasant experience. Under the leadership of a mandón, team members will usually do only what is necessary. After all, it’s difficult for individuals to feel motivated when they’re not treated with respect.

What makes this situation even more troubling is the fact that this type of behavior by the mandón often goes unreported. Unless the department manager is astute enough to know what’s going on in the production area, a complaint or objection from the team members will almost never surface. True, the team members will talk about it among themselves but usually; that’s as far as it will go.

There are two main reasons for this: The employees’ inability to communicate their concerns in English to the higher ups and; the fear of retaliation by their immediate supervisors. If you have a busy production area with multiple shifts, you can be fairly certain that there are a few mandóns employing their aggressive management tactics. Most front line Hispanics in the workplace passively accept this behavior as a consequence of working life in America and carry on with the workday as best as they can.

There is no good reason why this form of behavior should continue. There are many constructive measures that you, as a leader, can take to change this type of workplace culture in the production area. The most obvious and effective method is to provide the supervisors with the leadership training they need. Once they learn to replace their aggressive behavior with constructive communication and motivational skills, positive changes begin to occur in the production area.

Another worthwhile suggestion is to place an employee feedback box in the production area. In order for this to work however; the employees must be informed that their individual feedback will remain completely anonymous. This is easier said than done. Remember that as a rule, first generation, non-English speaking Hispanics are not the greatest communicators. They will not ask questions when they need to and; they will not draw attention to themselves. It is up to you to convince them that their opinions really matter. The way you do this is by constantly communicating, at every opportunity, that their privacy will be protected.

Hispanics in the workplace need to know that their job security will not be jeopardized if they choose to voice their concerns and grievances. Addressing those concerns to their satisfaction is often a challenging and arduous task. Once you begin to act on their issues in a fair and honest manner however; you’ll be well on the way to gaining their trust and confidence.

Hispanics in the Workplace -The Cafeteria – A Great Place to Meet! - Volume 2 Edition 33

In a recent interview with Robert Eckert, chairman of the board and chief executive officer of Mattel, Inc., he stated that: “it’s important to connect with folks and; one of the most effective places is in the cafeteria.”

Think about the power of this statement! Once a week, you get out of your office, walk to the cafeteria and you say hello to a few employees. With each visit, you sit down with a different group of people and shoot the breeze. Over time, you make sure that you’ve covered all the different work shifts. Personal connections make strong impressions. With Hispanics in the workplace, you will make unforgettable and positive indentations!

It’s unfortunate that workplace routines and pressures have stifled our ability to be spontaneous. As leaders, much of your behavior in the workplace is driven by the information you receive about your organization’s sales forecasts, production volume, market share, and countless other reports. Often, you’re provided with ongoing information, charts and graphs that measure your progress against your organization’s expected growth, profits and future trends.

No one will disagree that plotting a company’s survival is very serious business. It is necessary to regularly visit the business plan and make strategic decisions and adjustments. It is also necessary to connect the business plan with the human plan. What separates ordinary leaders from exceptional leaders; is in the manner the business plan is executed or communicated on a daily basis. With non-English speaking Hispanics in the workplace this challenge is even greater.

This is why it’s so important to make your presence known on a regular basis. It’s nice that you have supervisors and other team leaders under your wing to communicate your production goals but; in order to gain acceptance and unity; you need to be part of the “information delivery system”. Adopting this behavior, will encourage your Hispanic workforce to trust and follow you even when times are tough and unpredictable. As we’ve mentioned before, Hispanics in the workplace respect your authority as a leader. Letting them know that you don’t live and think in an American ivory tower will pay off not only in profits but, in employee commitment as well.

Delivering and implementing the production plan to your team leaders and front line employees does not have to be such a bland or mundane task. It can be used as an opportunity to connect. Instead, it is usually delivered over a series of dull, serious and uninspiring meetings.

It’s worthwhile to plan to take some time out by visiting the folks who make the products and ship it out to the customers you’ve worked so hard to find and maintain. Let your Hispanic workforce know that you do much more than process reports and lead endless meetings. Find opportunities to go to the cafeteria and mingle with them; even if it’s for a short period of time. You’ll find that this will be one of the best investments you’ve made in motivating Hispanics in the workplace.

Hispanics in the Workplace -Developing Working Relationships - Volume 2 Edition 32

In the 21st century, how does the modern American culture forge and develop relationships? Many of us develop friendships through our work and in our communities through our children’s school friends. Our kids help us to increase our social circles by meeting others through parent-teacher meetings, car pooling, soccer games, and countless other extra curricular activities.

In the American culture, there is a certain degree of structured etiquette and decorum that is rigidly observed especially; during the initial meetings. After formally introducing ourselves, one of the first questions we ask is; “what do you do?” We may try to network for business opportunities or connections. The conversations inevitably lead towards our work activities. We go to great lengths in describing the companies we work for; the products we sell, or the services we provide.

In our social interactions we know how to keep the conversations “pleasant and painless”. We are keenly aware of the accepted topics and their limitations. Even after we’ve made gains in our friendships, our relationships with others are carefully controlled so as not to offend or say something that is not politically correct.

In the American culture, the overall objective of this protocol is so that we can have the freedom to choose whether to keep the friendship at arm’s length as an acquaintance or, to raise the level of interaction and become friends.

Forging relationships in the Hispanic culture is far less rigid and less structured. Even during initial meetings, Hispanics will ask each other questions that Americans would never dare ask so early in the game. Hispanics will ask each other how much they paid for their homes or even how much money they earn. While Americans take their time deciding whether the friendship is worth going to the next level of intimacy, Hispanics take a much more direct route. In Hispanic circles, even the conversations become much more personal and intimate within a few minutes after initial introductions.

Hispanics take far less time in making decisions to take on new friendships because their relationship antennae are finely tuned with greater reception capabilities. They are extremely sensitive to the level of genuine “interpersonal intensity”. They can differentiate between honesty and false praise faster than a New York minute! Their conversations are often structured around family issues. Also, their level of human contact and degree of personal involvement with each other and their community is quite significant.

For Hispanics, heart issues are far more important than head issues. In other words; appealing to the emotions is far more powerful than appealing to logic. When relating to Hispanics in the workplace, it’s essential to keep this in mind. If you want to be an effective leader in motivating Hispanics in the workplace, it is important to realize that “genuine intensity” is crucial.

You, the leader, must use a different set of social rules in order to create trusting and lasting working relationships. You do this by skipping over the decorum and structure that is prevalent in American social interactions and by concentrating on developing your ability to project your individual level of genuine intensity. This means that you motivate by learning to communicate on a consistent basis and by developing a relationship that says: "I care about you"!

Hispanics in the Workplace -The Hispanic Concept of Leadership - Volume 2 Edition 31

Recently, I asked an English speaking supervisor to describe his most pressing challenge in a workplace that has an overwhelmingly large Hispanic workforce. He immediately answered with one word; “communications”. I asked him to provide an example of this. “My job is to keep downtime to a minimum and production to a maximum” he replied. “I don’t speak Spanish” he said. “Whenever I need to move a few of my people from one production line to another, it’s often a chaotic process”.

He went on to explain that the inability to communicate in a common language forces you to use crude communication techniques that at times may appear to be somewhat rude. You use hand signals and wide motions in order to catch the employee’s attention. As you maintain intense eye contact, you point to an area where you would like them to start working. You learn to use a series of hand signals and facial expressions in order to communicate your intentions and keep the production line moving.

The supervisor expressed that resorting to these primitive communication techniques leaves an unwanted and wrong impression in the minds of the non-English speaking Hispanic employees. “That’s not what I’m about” he explained. “It’s very frustrating because it’s not the way I’m used to communicating with other human beings”.

No doubt, this is a difficult situation that every English speaking supervisor faces in the production area. It’s not easy to nurture and motivate your team members under these unnatural communication conditions.

It’s therefore doubly important for the supervisor to make every attempt to relay his/her true intentions and communication style to the non-English speaking Hispanic employees. One way to achieve this is by regularly providing the Hispanic employees with a brief, well written update, on the general requirements of the production area. This should be translated into simple Spanish. The purpose of this communication is to clearly explain your appreciation, expectations and production goals.

It would also be a good idea to explain that your communication gestures in the production area should in no way be construed as your personal communication style. While you are in no certain terms, apologizing for your behavior, you are definitely stating that this is the best and only way that you can communicate under these difficult circumstances.

By communicating this you will achieve two major outcomes. First, the non-English speaking Hispanic employees will appreciate your sensitivity in taking the time and personal effort to convey this crucial information. Second, you will earn the respect of your team members by breaking through the language barrier.

Hispanics in the Workplace -The Hispanic Concept of Leadership - Volume 2 Edition 30

As a leader, it is vital that you devote a significant portion of your efforts in earning the most valuable commodities of leadership from your front line Hispanic employees - trust and respect. For first generation Hispanics, these qualities are perceived in a more traditional manner.

In the corporate world of management where there is a certain amount of competition and turf protection, trust and respect may take on different meanings. Team members may feel compelled to trust and respect the power that the position or title commands and; not necessarily the person. At times, there may be an element of fear that motivates the team members to trust and respect the authority of their team leaders.

In the front line world of Hispanics in the workplace, the leadership qualities of trust and respect conjure up a different image. They envision these traits on a more ideal and noble level. It's interesting to note that the word for trust in Spanish is "confianza". It also means "confidence". Not the confidence that stems from self-assurance or assertivenesss but; from the positive environment that the team leader creates in both the workplace and in the individual.

Hispanics in the workplace want a leader that validates their contributions. In exchange for their hard work, they want a leader that has the strength of character that will shield them and protect them. Most of all, Hispanics in the workplace want a leader who they feel is a "good, kind and caring person".

There was time when loyalty was the most important assurance that an employee could give to his/her organization. In exchange for unquestionable loyalty, the company would provide long term, job security. Today, in corporate America, the concept of loyalty as well as virtues we once considered valuable, are now referred to as "old fashioned" and not in sync with the values, needs and demands of our modern, high tech age.

This however, is not the case with Hispanics in the workplace. In fact, Hispanic employees will go out of their way to show that they still cling to these time-honored virtues. When they seek employment, they are in it for the long haul. The traditional values of loyalty, trust, respect and honor are deeply ingrained into their culture.

Hispanics in the workplace have a clear vision of what they want and expect in a leader. They look to you for these qualities. By showing your own personal brand of compassionate leadership on a consistent basis, you will do much to earn their unwavering trust and respect.

Hispanics in the Workplace -leader or friend? - Volume 2 Edition 29

His answer was truly memorable. “I work alongside my Hispanic employees” he claimed proudly. “When they dig trenches, I’m right there with them. They know that I can work just as hard as they do.” As he continued to share his situation with us, it became obvious that he felt disappointed and frustrated. He hesitantly admitted that “in spite of all my efforts, I know they sometimes joke about me in Spanish. Some of my team members don’t even know my name.”

First, as a group, we congratulated this young man for his brutal honesty. After hearing his particular challenge, I told him that although his heart was in the right place, the process he was following was not conducive to effectively managing or leading his team members. It’s certainly admirable that this supervisor wanted to bond with his team members. It’s definitely a good idea to always work on gaining the employees’ trust. However; by offering himself as “one of the boys” he gave up whatever authority his job title carried. On the way to becoming a friend to his crew, he lost the ability to lead them. In fact, it wasn’t long before some of his team members were actually telling this supervisor what to do.

For the participants in the workshop, this was a stark example of a leadership process going off the rails. The root of the problem was that this supervisor felt inadequate in not being able to communicate in Spanish with the employees. In order to gain their buy-in, he overcompensated by becoming their good friend and “buddy” and by working with them in the trenches. Unfortunately, this does not mix well. You are either a leader or team member, but certainly not both!

As much as we would like to break through the cultural and language barriers, it’s important not to lose sight of our responsibilities and roles as leaders. Front line Hispanics in the workplace look for leaders they can respect and admire. They are not in the corporate competition game. They have a high regard for leaders who are decisive and deliberate in their actions. They expect leaders to maintain a ‘professional distance’. This means that you understand that there is a fine balance between earning the respect of the employees while taking an active interest in their growth and development. To the Hispanic employees it means that leaders are a source of accurate information as well as someone who supports them when the chips are down.

Hispanics in the Workplace -Gossip at Work - Volume 2 Edition 28

Chismes (pronounced cheese – mess) is the Spanish word for gossip. Although gossip or the “rumor mill” is alive and well in many workplaces, it is often more prevalent and much more widespread with individuals who work in close proximity. A production line is an ideal environment for “chismes” to take root and spread. When you’re working shoulder to shoulder with other employees, performing repetitive tasks for many hours each day, you have an available audience to make your work day more tolerable and interesting. It’s a natural inclination for employees to want to share not only their personal stories but; those of others as well.

There is nothing wrong with friendly conversations while keeping the production line moving. The problem however; is when the conversations become malicious. Hispanics in the workplace often complain about the widespread and constant level of chismes they are subjected to. They explain that when you work in close circles, it isn’t long before your life becomes an open book. People start to make false and sometimes dangerous assumptions about other individuals.

I have once heard that the effect of chismes hurts many people. First, it hurts the person who is speaking negatively about others because it almost always backfires. The immediate response is “who said this?” or “where did you hear it?” When the truth comes out, it is the speaker of chismes who loses credibility, trust and respect.

Secondly, it hurts the person who is listening because by believing the gossip, the listener may be strongly inclined to spread it to others. By doing so, the listener places him/herself in the same vulnerable position as the one who originally delivered the gossip. Once this process is repeated by others, the “rumor mill” spreads like a wildfire.

Finally it hurts the individual who is being targeted or talked about because it may very well ruin his/her credibility or reputation.

It is an excellent idea for team leaders to find an opportunity to speak to the front line employees about chismes. This issue should be presented and addressed in a mature and effective manner. No doubt, there will be some individuals who will be embarrassed by the sheer mention of the word ‘chismes’. It’s important however; for you to be direct, respectful and to the point by stating unequivocally that chismes will not be tolerated!

Hispanics in the workplace would welcome your intervention in helping to reduce and eventually eliminate the negative effects of chismes. It is an almost impossible task for the individual employees to put an end to it because it is so pervasive and it is also coming from many different sources. By simply acknowledging that you are aware of this negative and often destructive activity, you will do much to make the perpetrators of chismes realize that this behavior will not be tolerated.

Hispanics in the Workplace - Desire and Achievement - Vol 2, Issue 27

Non English speaking, first generation Hispanics in the workplace have a strong desire to have a working knowledge of the English language. They hope that one day they’ll be able to turn on the TV and understand the news in English. They wish they could walk into a department store and ask the salesperson for assistance in English. On one occasion, they expressed to me that if they could speak English, they would even enjoy practicing their English conversational skills on the telephone with telemarketing sales callers.

Yet the stark reality is; that it’s not uncommon to find Hispanics who have been living in the United States for many years and; they are still unable to speak English.

The fear of failure and lack of confidence in their own abilities often prevents first generation Hispanics from learning a new language. The wish to learn may remain static unless acted upon by a strong desire to take the plunge. The desire to learn needs to be put into motion with a systematic plan otherwise; it is just a wish that remains “parked” in the longing stage. This is where you, the leader, can offer a gentle push and a healthy dose of encouragement along the way.

There are many determined Hispanic employees who have persevered and attained the ability to communicate in English. Even though they may speak on a fundamental level, they feel that they’ve gained a powerful sense of freedom and personal accomplishment.

Many years ago, I was teaching English as A Second Language to a group of Hispanic assembly line workers. I noticed that one individual would never take notes or participate in the learning activities. After a few classes, I learned that he was functionally illiterate. I was amazed that despite this handicap, the job performance did not suffer and he found ways to get his teammates to complete whatever paperwork needed to be done.

With the production manager’s approval, I decided to tactfully approach this person. I asked if he would consider working with me, one-on-one, for thirty minutes before each class. I assured him that his privacy would be protected. The plan was to teach him the alphabet, as well as basic English reading and writing. He agreed. With a little encouragement from me and a great deal of drive on his part, he was able to read and write at the class level within a few short months. The results were astounding! He had accomplished a personal victory. Nothing could compare with the feeling of achieving this personal milestone.

The point of this real life story is that we as leaders in the workplace are in the privileged position to significantly help others. With a little sensitivity and much encouragement, it is very possible to bring out in others what they never thought they could achieve.

Hispanics in the Workplace - ANNIVERSARY ISSUE - October, 2007 - Vol 2, Issue 26

There is a Seinfeld episode where Elaine seems to be completely stressed out and on the verge of panic as she rushes to make her manicure appointment. It’s obvious that this particular beauty salon, owned by Korean immigrants, is quite a popular and busy place. When Elaine finally arrives, she apologizes profusely to the manager for being late. The beauticians are busy attending other patrons as they listen to Elaine’s sincere apologies. The owner reassures Elaine, telling her not to worry and to take a seat. Elaine appears relieved and gratified with the response. However, immediately after, the owner starts speaking in Korean to her other associates and they break out in a burst of hearty laughter.