But more importantly, most times I listen; I ask questions; and then en-courage commentary or make a decision. I try to show patience and levity, even when my interruptions get interrupted.

It's at these critical points in our days that we define to our staffs how their day will be. If they see us wound tight and ready to vent at the next person, then they will either run and hide or worse - mirror our behavior.

We must be conscious that our actions and reactions build the culture in our organizations. It's great to talk the talk, but walking the talk showcases who we really are.

It creates the environment for our departments or companies. It's easy to be a good leader during calm winds, but it's critical to be that same person during hectic and stormy times.

It is tough when there's a hall full of interruptions on top of the mountain of tasks and duties that are our jobs.

However, addressing each interruption with respect and consideration is vital to an organization. The interruption is a byproduct; the person comes first. So never shoot or berate the messenger; it could have a lasting effect on the culture.

Make the most of these situations by making every interruption a coaching opportunity.

Think about it: Isn't that why your employees are interrupting you? Their pressures are the reason why they have to come to you. Sorry, I interrupted my reading to write this article.

I need to get back to my book, "Playing Possum for Dummies."

 

 

 

 

 

 

 

 

 

 

 

 

The main Library at Indiana University sinks over an inch every year becuase, when it was built, engineers failed to take into account the weight of all the books that would occupy the building.