Convey clearly your expectations for the work unit, while at the same time recognizing group differences in communication and perspective. Workers may have different perspectives on a number of issues, such as participation in meetings, leadership style, tolerance for bureaucracy and hierarchy, style of dress, use of English only, and punctuality. The task for the manager is to determine which of these issues differences can be accommodated or utilized and which may interfere with work requirements. In any case, it is the manager s responsibility to clarify and explain the expectations of the organization and to ensure workers understand the expectations. Too often manager s standards for workers in the groups are either too high too low.
Managers expect some workers to be superstars and expect too little from others.
Check your judgments to make sure that you are not magnifying deficits or overlooking problems that legitimately require feedback and correction. On the other hand, don t overlook poor performance because you expect too little or are uncomfortable about giving feedback. Instead, assist the worker to meet your standards. Confront racist, sexist, or other stereotypical or discriminatory behavior - Make your position clear by openly stating that neither you nor the Air Force will tolerate discrimination in the workplace. Become comfortable asking questions about preferred terminology or interaction - Since you can t be an expert on all groups, make it known that you welcome information and feedback, particularly if you have inadvertently made an insensitive or inappropriate offensive remark or done something that had a negative impact on the person s opportunities.