Tags |
|
|
Links |
|
|
Add You - Don't Throw Your New Managers to the Wolves -- Train Them!
You don't have to be running your own business for very long to find out that customers are different when it comes to what they expect out of a cleaning service. There are those customers who want the best, no matter what the cost. On the other end of the spectrum are price conscious customers who are more concerned with how their cleaning expenses fit into their ove
It's the boss' job to manage, and to remember that to manage is an active verb. The worst kind of boss is the kind that is not willing to say to the employee's face what they so often say to fellow managers behind the employees back. This kind of management behavior is time consuming and unproductive.
Managers are doing neither themselves or their company any favors when they don't take advantage of employee behavior as an opportunity to teach. After all, managing people requires many of the same skills as raising
With the U.S. economy still slumping and unemployment numbers barely moving forward, many workers may be considering what their employment future could be like if they were to lose their job. If you’re in a healthcare field, or possess computer skills, you don’t have much to worry about, except explaining why you left your last job. On the other hand, if you’re employ
Businesses are notorious for throwing its newly appointed managers to the wolves, many times failing to provide even the most basic management training. When this is the case, organizational productivity is certain to suffer.
Perhaps the shortest and easiest to read high quality management book ever written is The One-Minute Manager by Kenneth Blanchard and Spencer Johnson. While this little management book was first published in 1981, it is still available from your local bookstore.
The authors provide two basic management principles that I believe every new manager should understand and be prepared to practice -- the One Minute Praising and the One Minute Reprimand.
The One-Minute Praising
The One-Minute Praising enables managers to help their people realize their full potential by catching them doing something right. The One Minute Praising works really well when you:
1. Tell people up front that you are going to let them know how they are doing.
2. Praise people immediately.
3. Tell people what they did right -- be specific.
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them "feel" how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.
The One-Minute Reprimand
The One-Minute Reprimand works well when you:
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms. The first half of the reprimand:
2. Reprimand people immediately.
3. Tell people what they did wrong -- be specific.
4. Tell people how you feel about what they did wrong -- and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
The second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it's over.
It's the boss' job to manage, and to remember that to manage is an active verb. The worst kind of boss is the kind that is not willing to say to the employee's face what they so often say to fellow managers behind the employees back. This kind of management behavior is time consuming and unproductive.
Managers are doing neither themselves or their company any favors when they don't take advantage of employee behavior as an opportunity to teach. After all, managing people requires many of the same skills as raising c
Many of you are cold calling—or introductory calling, as I prefer to think about it—to set new business appointments with prospects. In order to effectively set new business appointments, it is important to determine the goal of your initial telephone call. Many of you would say that your goal is to close the sale. And that is true—closing is your ultimate goal. Closi
The One-Minute Praising
The One-Minute Praising enables managers to help their people realize their full potential by catching them doing something right. The One Minute Praising works really well when you:
1. Tell people up front that you are going to let them know how they are doing.
2. Praise people immediately.
3. Tell people what they did right -- be specific.
4. Tell people how good you feel about what they did right, and how it helps the organization and the other people who work there.
5. Stop for a moment of silence to let them "feel" how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.
The One-Minute Reprimand
The One-Minute Reprimand works well when you:
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms. The first half of the reprimand:
2. Reprimand people immediately.
3. Tell people what they did wrong -- be specific.
4. Tell people how you feel about what they did wrong -- and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
The second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it's over.
It's the boss' job to manage, and to remember that to manage is an active verb. The worst kind of boss is the kind that is not willing to say to the employee's face what they so often say to fellow managers behind the employees back. This kind of management behavior is time consuming and unproductive.
Managers are doing neither themselves or their company any favors when they don't take advantage of employee behavior as an opportunity to teach. After all, managing people requires many of the same skills as raising
Football season is just about upon us and many of us are thinking about another Super Bowl championship. One doesn’t have to be very old to remember when the Super Bowl and the New England Patriots were names that were not said in the same sentence. The Packers, Cowboys, Steelers, 49ers were champions, but New England? Yet after three titles, we have come to expect
5. Stop for a moment of silence to let them "feel" how good you feel.
6. Encourage them to do more of the same.
7. Shake hands or touch people in a way that makes it clear that you support their success in the organization.
The One-Minute Reprimand
The One-Minute Reprimand works well when you:
1. Tell people beforehand that you are going to let them know how they are doing and in no uncertain terms. The first half of the reprimand:
2. Reprimand people immediately.
3. Tell people what they did wrong -- be specific.
4. Tell people how you feel about what they did wrong -- and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
The second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it's over.
It's the boss' job to manage, and to remember that to manage is an active verb. The worst kind of boss is the kind that is not willing to say to the employee's face what they so often say to fellow managers behind the employees back. This kind of management behavior is time consuming and unproductive.
Managers are doing neither themselves or their company any favors when they don't take advantage of employee behavior as an opportunity to teach. After all, managing people requires many of the same skills as raising
One of the most important (if not the most important) benefit of a job is the salary. The salary you earn is very important – it's how you pay your bills and support yourself and your family. When looking for a new job you'll often have a number in your head that you want to earn. It doesn't matter if this is an hourly rate or annual salary; it is very important to
2. Reprimand people immediately.
3. Tell people what they did wrong -- be specific.
4. Tell people how you feel about what they did wrong -- and in no uncertain terms.
5. Stop for a few seconds of uncomfortable silence to let them feel how you feel.
The second half of the reprimand:
6. Shake hands, or touch them in a way that lets them know you are honestly on their side.
7. Remind them how much you value them.
8. Reaffirm that you think well of them but not of their performance in this situation.
9. Realize that when the reprimand is over, it's over.
It's the boss' job to manage, and to remember that to manage is an active verb. The worst kind of boss is the kind that is not willing to say to the employee's face what they so often say to fellow managers behind the employees back. This kind of management behavior is time consuming and unproductive.
Managers are doing neither themselves or their company any favors when they don't take advantage of employee behavior as an opportunity to teach. After all, managing people requires many of the same skills as raising
Retailers are constantly seeking different ways to speak to and attract new customers to their store. Some retailers are learning that, when used effectively, sidewalk signs provide a convenient means for reaching out to customers in passing, with a timely message. Sidewalk signs have been an effective medium for drawing in customers for generations.Today ret
It's the boss' job to manage, and to remember that to manage is an active verb. The worst kind of boss is the kind that is not willing to say to the employee's face what they so often say to fellow managers behind the employees back. This kind of management behavior is time consuming and unproductive.
Managers are doing neither themselves or their company any favors when they don't take advantage of employee behavior as an opportunity to teach. After all, managing people requires many of the same skills as raising children. The most effective managers care enough about their people to develop them.
HTTP = HTML link (for blogs, profiles,phorums):
<a href="http://www.addyou.info/article/22490/addyou-Dont-Throw-Your-New-Managers-to-the-Wolves--Train-Them.html">Don't Throw Your New Managers to the Wolves -- Train Them!</a>
BB link (for phorums):
[url=http://www.addyou.info/article/22490/addyou-Dont-Throw-Your-New-Managers-to-the-Wolves--Train-Them.html]Don't Throw Your New Managers to the Wolves -- Train Them![/url]
Related Articles:
Stop Blowing Money on Ads and Start Promoting Your Products
An Introduction To Dimensional Modeling For Data Warehousing - Part 1
Bookmark it:
|