1.Great Environment
Have the place you work comfortable, with all resources in place. You have to get this right first, before expecting a great culture.
2. Be Very Clear
Through having a set of standards you state clearly and a process for identifying to people exactly what is expected of them, there will be no surprises. People will have their goals and targets. It will be easy for them to understand and deliver.
3. Encourage Sharing
Through your own modelling, you can help all of your people to work closely together in a generous and supportive way. Be the ’shining beacon’ in this.
4. Be a Champion
Shout your loudest for how proud you are of your people as individuals and as a team. By flying their flag you will gel positive team spirit with individual performance.
5. Listen and Talk
Make contact with your people regularly, both formally and informally. Just listen to what they have to say, value their contribution (really, and show it!) and tell them the stuff they need to know.
6. Be a Part
Get yourself into the team. Show you are interested in the work they do - and even work with them too. Take the time and trouble to understand their work, their issues and their experiences.
7. Watch for Opportunity
Times will come when more can happen to bond your people together. They may not be obvious - so get alerted to these chances offered. Fine tune your awareness and go for it!
8. Appreciate Effort
Say ‘thank you’ and let people know they have done well - especially when they’ve gone an extra mile for you. Not only will they do it again, but you will also build your personal relationship with them and the culture.
9. Encourage
Where you have the opportunity, take the time to encourage the next phase of their growth. Make it a priority. People love to know how they are doing and what they can expect in their future. Give them some picture of their potential and a route to achieve it.
10. Let it Happen
Having an ongoing culture that works well is just something that can evolve. So keep out of the way as this wondrous thing starts to take place. Great cultures become self-fulfilling!
By Creating A Winning Business Culture, it gives your business an extra dimension - like it’s one big being, rather than loads of individuals working together.
Is it easier to have a bunch of people that are brand new to a team, or one that you mould from those you inherit?
In my business life I only had the latter. An existing group of employees, in each business who I had to work with, from each new day one. Never a new set that I could grow for myself.
There are different challenges in each case.
With an existing team you have to challenge and change ideas and behaviours set in their ways, unchallenged, sometimes for years. You run the risk that they have had poor experiences of what good quality performance is - or, as they say, what ‘good looks like’. This may not be good at all - not necessarily their fault though as no-one showed them differently!
In every business management I had, the outgoing manager was either leaving the business, retiring or being demoted. In one store I managed I was the first manager to be promoted out of there since the war!
That meant that whilst I had the numbers in place with some experience, it was quite a challenge to ensure that they came on board quickly, with what my own ideas of good performance and business delivery were.
Like a new football manager, I had to gradually change the personnel until they fit the team I wanted, with the exception of those who were prepared to change and develop. However, there were rare opportunities to transfer anyone out and definitely not for a fee. Occasionally someone might seriously transgress (like the supervisor who, I found out, regularly sent her staff out to the supermarket to do her weekly food shop for her - in business time - I demoted her to the ranks and she never showed up again!).
In developing a new team from scratch, the challenges are still significant. Their skills and understanding of organisational processes can be lacking, especially if new recruits to the organisation. Yet these individuals aren’t tarnished with poor behaviours, inherited from past underperforming models in the management hierarchy.
The easiest? I don’t know, as I never had a brand new team. Yet, in both cases, it is vital to set in stone standards that are clearly stated and as rigid as necessary to deliver the quality outputs the business needs. In both cases it is vital that the incoming manager is able to be the best example possible.
Then sticking firmly to the path, with consistency, fairness as well as building trusting relationships is the only way to success. There will be ups and downs, with failures and omissions, but this will guide you through successfully in the end.
With such a template, both types of team will work well and deliver outstanding results.
We all have weaknesses. Whatever our roles.
In management positions, one of the bigger challenges is to recognise our own shortcomings and alter our own behaviours. Sometimes this can be very challenging.
Often a hint is that there are areas of your work where you feel like you really struggle, or are things you avoid. Or are things that you don’t enjoy doing. So you do other things that you do like and leave gaps. Spaces in your attention that are important, but get missed.
You are not alone, your gaps are natural, because no-one is perfect, not even those at the very top of their game.
You see, the very best executives realise that they aren’t completely rounded. The ones who have wonderful strategic visions may not be the best with the purse strings. The ones who have a very focused view of the operational standards of their business, may well not see the possibilities.
The business world is littered with big-time bosses that missed a trick or two. You may have worked with one or two!
The best ones realise this and take action. Even though it might mean getting over that truly biggest hurdle for top bosses, their ego, the best are able to get the point that they aren’t perfect and they need help, for the greater good.
So they surround themselves with others who have the skills they lack. A great visionary may have an expert with tight financing. The detail guy may have someone who is a whiz at thinking off the wall and with wow ideas.
It’s a blend that the very best bosses understand and let go of. They give up control in the areas where they are not as strong.
If you have weaknesses, accept it - it’s natural and where those are, look for people in your team who have those skills. Nurture them and let them have a free rein to manage that part of your business where you can’t - not effectively anyway.
And get on doing your stuff really, really well, without the worry about those bits that you are less comfortable with.
When we lead and manage a team, whether we are business owners, run a department or just supervise a group of people in our business, we are on show.
Part of our make up ensures that we ‘lead from the front’ and take all that the world throws at us - after all, that’s what we are paid for - isn’t it?
This is where many managers struggle, with the pride factor. And pride can cause many pitfalls because we might feel obliged to battle on fending off every issue that comes our way, day after day.
Or, we could ask for help sometimes.
You see asking for help makes a difference to your people in a number of wonderful ways, makes your life a whole lot easier and sets the scene for a lot less fire-fighting to go on.
Asking for help literally by saying, ‘Julie, I need your help’ is a strong request. It tugs at the emotions and whatever relationship you have had in the past with the person in question, you now have their buy in. Because someone asking for ‘help’ is a strong appeal they will find had to resist.
This works in all sorts of directions. You can use this up the ‘line’ too. Asking your own boss for ‘help’ is not usually heard as a desperate cry from someone incapable.
You may well be pleasantly surprised at the buzz your boss gets from it as well as you will when people ask it of you.
The appeal for help comes with some caution. You have to behave yourself if you are appealing to this level of emotion. It is vital that you show trust and respect as a whole to all in your team (and beyond). You can’t play the ‘I need your help’ card without ties yourself. And you can’t play it too often.
You can even use this appeal with groups. Imagine a CEO asking, even via an e-mail newsletter that ‘I need your help’ to thousands of his people. It still has a ties in (as long as the conditions in the previous paragraph are met).
That CEO really does have to mean it, and show that he means it, especially from a distance. So all interactions one-to-one he has with his people must demonstrate the qualities so vital to maintain the relationship the appeal starts to create.
Why does this work? Here are a few of the reasons:-
1. It appeals to the emotional side of anyone who hears it.
2. It builds a belief that the manager is a real, breathing human being and therefore feels the same sort of thing that mere mortals do.
3. It builds the confidence of those being asked that they are capable of helping at their boss’s level.
4. Being asked to ‘help’ expands capabilities too, as it often works best where those asked have a strength that the manager might not have.
5. Being asked to ‘help’ raises awareness of contributions that might be made alongside the ‘day job’ and that awareness helps things get fixed before the boss becomes aware of it.
6. The manager has more time for the constructive things in their work as the help given takes them away from the minutiae of their work.
7. The occasional use, spread across a team, helps generate team spirit. When asked to ‘help’, people are more likely to:-
a. Ask people themselves as well
b. Recognise that help may be needed before being asked - and not just by the boss
8. The manager asking becomes more capable of seeing themselves honestly and builds their awareness of their weaknesses and the strengths around them.
9. The manager/employee dialogue opens up - the heart of all business relationship building. Conversations spring up where in the past there may have been none.
10. Culture shifts from an isolating ‘I’m all right, Jack’ to a supportive team-based success culture - one which is more sustainable at a core level.
Saying those words, ‘I need your help’ is a constructive, honest and developmental way for organisations to evolve. The place to start is a manager asking those words, just once, to set that ball rolling.
You will be surprised at the benefits you will see.
You are the leader of your team, your department or your organisation. You are the owner and amongst you all, no one can do the job; run the place, like you do. We all know that and have been there.
It’s tough because someone has to do it.
In fact it’s a struggle and because you are building something worthwhile, someone once told you that you don’t get anywhere without hard work.
Period; full stop; whatever.
In fact there is a lot of research now that shows you are wrong. Not just a bit wrong. Horribly wrong. In ‘The Wisdom of Crowds’ by Robert Surowiecki, he quotes a number of sources of information.
Like, if you compare the performance of a team of experts with a team of half experts and half not experts, which gives the best results?
It’s the second one.
If you have a bunch of people working on a problem will they find a better solution than just one person. They will. In fact as long as they have the following attributes:-
Diversity of Opinion - each has their own private information
Independence - from other decision makers
Decentralisation - can take into account local (and hence diverse from the big picture)
Aggregation - the capacity to bring together all this variety of opinion
A crowd will always generate the best result - even if they are disparate and not connected in any way!
So, how can you go about getting the best from a group of your people, to enhance what you do?
The findings that Robert Surowiecki brought up are no different in your business and organisation than the many examples he shares. Such as elections, marketing, gambling etc.
There are dozens in the book. Yet, how many organisations truly involve their people in making vital decisions about how the business can do better?
So, as a starter for 10, try asking them.
Next time you face a problem or challenge in your business, gather a group of people - as random a group as possible and give them these three tools and let them get on with it.
Ensure that they are different, empowered and encouraged to contribute. From the evidence from Surowiecki’s book, your people are almost definitely going to produce a better result than you alone ever could. Then you have to go with that flow.
Remember they must generate a solution that works, that doesn’t generate new problems and is cost-effective. If you give them their head, it is almost a given that they will do just that.
The challenge for you is not whether they will do well; more that you are willing to let up your own control and give them the opportunity to test their solution.
And that’s a big ask for you - not them.
The book is a worthy read too!
Building relationships is vital in business. When you are employed and have a boss it’s even more critical, because you have an incentive to get the best from your boss - and the onus is on you.
For bosses, try on this as a set of expectations your people have from you.
You are limited in how much control you can have in the employed world. Much is passed down to you and this can feel frustrating because you feel ‘done to’; without any input in how your experience, day-by-day, goes for you.
It can drive you crazy (and in fact is one of the biggest causes of absence and employee churn, by the way!)
So, it’s time to take some control - here are a few ways that work well.
1. Make the Effort to Communicate
By having an easy dialogue with your boss, you will make it easier all round, when tough talking needs to happen.
In fact, if you have the relationship, none of the discussions need be tough at all. Light requests come when you’ve made the effort up front to get on well. This means appreciating every opportunity to talk - and about anything with your boss.
2. Appreciate Them
It’s a lonely world at the top. Sure, the tangible compensations look great! And that’s not all we need as human beings. Social animals that we are, we need to feel loved a little.
So it’s time for YOU to take the lead in sharing the positives you’ve gotten from your boss; how they have helped you in your work, makes THEM feel good. And when it’s you making them feel good, they will appreciate you - which strengthens the relationship more.
3. Share Successes
Whilst we believe that praise is always best accepted (none of this, oh, ‘it’s nothing’ - just go with it!), remember that a good boss will facilitate success and achievement, yet often step back from the glory (hmmm, well, some will!).
If you are able to acknowledge their involvement and support, they will be able to be a stronger part of the team, want to do more for the greater good and learn to give praise back!
4. Encourage Team Building
Being a good team player, helps a boss with a critical part of their role. Good bosses are only good because of the quality of the team they develop.
Your working with and in the team, facilitating development and growth, makes it work for the benefit of the business or organisation - and that is a big plus for your boss.
5. Becoming a Solution Providing, Problem-Free Zone
Your boss will be besieged with problems. Time to take a different tack! By having ideas of how to solve problems and sharing those with them, rather than being a constant whiner, will buck the trend, as well as showing an example to others.
You enable an evolving ‘problem-free’ zone in the team, your ideas are an advert for what you can contribute above and beyond the norm - you will be ‘noticed’ positively.
6. Ask for Their Advice
When you need some suggestions about how to move forward, you can still ask for help. ‘I need your help’ is a great way to get it! An emotional plea that buys them into YOU.
It makes a difference to feel wanted. And your boss, just like you, needs to have that sense of being valued. So be prepared to bite the bullet and ask, constructively and positively and then follow through with action.
7. Listen When They Need You
Sometimes your boss will get it wrong - and be horrified. At times like this, it works well to treat them as who they might not always appear to be - a regular human being.
Helping them through difficulties forms a great bond. No need to be grovelling about it, just positively supportive and on their side. Maybe no-one else will (though you might be the model others follow).
8. Say No Sometimes - Sort Of!
Time will come where your boss tests you out, wanting ‘rush-jobs’ done. Now this is usually down to poor ‘boundary’ setting, which is another article in itself. So you need to say ‘no’ when you can’t. Even better is to say ‘yes’ and on your terms.
A piece of work impinging on what’s important to you, needs negotiation around the ‘when’. This is better solution as it helps develop understanding of what needs to happen for the crisis issue to take priority - and sets a marker for how you will handle such matters in future. And starts their ‘training’! You can start this right away.
9. Be Demanding About You (a bit!)
Employees need to know how they are doing. It’s a bit of a challenging world out there and if no-one tells you how you are doing you need to find out. Sometimes a boss is really good at this.
Usually they aren’t. Their head is full of all sorts of tactical stuff they need to do - and they forget about their people. Often this is because no-one has ever modelled what good looks like and the real priorities in business. People.
So by asking how they think you are doing - what they appreciate about you and what you might do differently, they will come along and get better at it with everyone!
10. Have Patience
Behavioural change doesn’t happen all at once and it can go wrong! If you take your time - keep subtle and keep appreciative of them, without the coffee-machine slagging off they usually get, you will make gradual and steady progress.
Managers need this - trust me - some of us have been on the receiving end, very gently, and it does work.
When you are playing with the fire of managing upwards, it a bit like a male scorpion trying to mate, with a big chance he’ll get eaten. Yet it is so vital!
Feedback is an effective way of communicating with employees, colleagues or members of your team. Feedback can be both positive and constructive (rather than negative).
When giving feedback it is important to have a balance of positive and constructive feedback otherwise the receiver may feel that they only ever receive one type of feedback. It is also important not to always link the two, especially in the same conversation - giving with one hand and taking away with the other.
Build an environment in which feedback is welcomed. This may take time if it’s not something that has been practised before. Try to give positive feedback whenever you can - this will help to build trust and make the person more comfortable when you need to give constructive feedback.
Giving good/effective feedback:
Be timely. Don’t leave it too long after the event to provide any form of feedback. Give feedback as soon as possible, otherwise the effectiveness of the communication will be lost.
Be aware of your body language, tone and the words that you use when giving feedback. Don’t use confrontational words or tone even if it’s likely to be a tough conversation. Be direct, open and honest.
Consider their frame of reference - it may be different from yours, which will affect the message that they receive. What are their values, attitudes and experiences?
Here are four steps to follow when giving feedback:
Be specific. What are the facts as you see them? Describe the specific situation with facts, events and behaviours that you observed. What specifically was said or done?
Your thoughts. What impact has the action had on other people, the business or you generally? What are your thoughts, opinions or conclusions as a result of the action? Remember they are your thoughts so state this - “I think that …”. Link what you observed to what you thought.
Your feelings. How do you feel about this situation (NOT about the individual) - frustrated, disappointed, pleased - “I feel…” not “you made me feel …”
The outcome. What is the result or outcome you want from this? What do you want to change, improve, stop or continue? Be clear about what you want so they can understand and know what they need to do to change or keep doing.
Once you have given feedback, allow them to respond. Have they understood what you have said? Learn to listen actively to what they say. [Contact me if you need information on Active Listening Skills].
Constructive feedback is more difficult to give than positive feedback but both forms need to be effective. Plan your feedback. Why are you giving feedback, when and where will you give it. It may take only need a few seconds or a few minutes.
Maintain a balance when you give feedback. Make sure that you let people know what they doing well and where they can make improvements.
If you would like additional information on providing feedback, active listening or how to deal with difficult situations please contact me to arrange a specific session to discuss this in more detail.
Copyright 2005: Clare Evans
Clare Evans works with busy, stressed individuals and small business owners to help them plan and organise their time more effectively. Contact her now for more details and a free consultation. http://www.clareevans.co.uk
Most of us have heard of these types of instruments before: Myers-Briggs (MBTI), Social Styles, DISC, Colors, etc. There are many of these type tools available. And most of us have taken at least one of these over the years, perhaps as a part of a college course, or in our jobs at work.
Usually our response is something like, “yea, that’s pretty much like me” and then we leave the experience thinking that was nice to know, but “so what?” What do I DO with that knowledge?
Like anything else in our lives, if we want to get better at something, we have to practice. I play golf for fun. I’ll never be a great golfer, because I don’t have the time it would take (and patience) to be really good. But I do enjoy going out with my buddies and playing several times during the year. And I pick up a tip here and there, and try it out. I have even opted for a private lesson from time to time.
And yes, I am a better golfer today than I was a few years back. But it’s not my passion. I have a good friend who took up golf in her mid fifties. She is passionate about the game, and invests a lot of time and energy into it. And she is becoming an exceptional golfer.
I am however passionate about behavioral styles. I have found them to be my roadmap for dealing with people in almost every situation, even on the golf course!
Over the years, I have studied and learned various models of behavior, personality and so on. One of the things I find fascinating is the more I learn, the easier it is to navigate relationships, sales situations, conflict and overall communication.
What if you could find a way to understand what motivates a person, what their main goals, fears and blind spots are? Wouldn’t that be helpful in dealing with them both personally and professionally? Zig Ziglar (and others) said “you can get anything you want in life, if you just help enough other people get what they want”.
As a leader and manager, I have found this to be true. By understanding behavior I can create a win-win situation in most instances. Are you thinking to yourself, isn’t that manipulation? The often-used definition of manipulation is the following: “to control or influence someone or something cleverly and unscrupulously, especially to one’s own advantage”.
When we are practicing people reading and doing as Zig Ziglar suggests, we are not manipulating. We are helping others get what they want, which in turn helps us get the outcome we desire. The key is in being sincere and ethical and wanting the best for both parties involved. Isn’t that what leadership and influence is all about? Isn’t that what good negotiators strive to do?
What I have found is that behavior is highly predictable. Let me give you a quick overview of one of the most popular models out there, the DISC model. It has been used by over 40 million people and is available in numerous languages. Here are the four quadrants of behavior:
Dominance
* Characteristics: Fast-paced, quick to make decisions, intense, bottom-line orientation.
* Key Goal: Results, accomplishment.
* Key Fear: Being taken advantage of, losing control.
* Blind Spot: Insensitive to the thoughts and feelings of others.
Influence
* Characteristics: Fast-paced, communicative, likes people and relationships.
* Key Goal: Being able to influence others, being competent, looking good.
* Key Fear: Losing their influence, social rejection.
* Blind Spot: Disorganized, lack of follow through.
Steadiness
* Characteristics: Slower paced, team player, loyal, good listener, kind, sensitive.
* Key Goal: Acceptance, appreciation, stability.
* Key Fear: Loss of stability, sudden change.
* Blind Spot: Putting their own needs last, overly possessive.
Conscientiousness
* Characteristics: Slower paced, deliberate, methodical, analytical, high standards.
* Key Goal: Accuracy, quality.
* Key Fear: Criticism of their work.
* Blind Spot: Overly critical of self and others.
If I just learn these things and start doing some basic people reading, I can start to observe behavior and practice adapting my style to meet the needs of others. Once you start to ask yourself, what am I seeing right now, you can start to unlock to pieces to the behavioral puzzle. If you are picking up a lot of fear about an upcoming change, you may be observing some “Steadiness” or “S” behavior. Stop and figure out how to be a better listener to their concerns, slow down and offer support and acceptance for their feelings. If they feel listened to and appreciated, you can work through the anxiety and help them adjust to the change. It really can be that simple.
The problem is that most of us stay stuck in our own preferred behavior, and expect everyone else to respond as we do. This only leads to miscommunication, conflict and disappointment.
Behavior is really pretty predictable, and with a little knowledge and practice, we can become students of behavior and get what we want by helping others get what they want.
What a concept!
Paula Switzer is considered a DISC expert and teaches others how to use DISC and other assessment tools. She has developed a unique virtual training program. Visit DISC Training and
“http://www.bearealleader.com”>Be A Real Leader for more information.
Being a strong change catalyst is critical to being an effective mentor. In order to “inspire others to continually strive for higher levels of performance through creative and strategic methods that are always focused to achieving your goals” you must move through the personal emotions that change creates so that you can effectively lead others. Here are some critical suggestions for assisting you in developing strong change management skills in order to assist the organization through transition periods.
1. Communicate upwards, not downwards or sideways.
During any type of change, it is natural to gain insight from your peers or to speak with people who report to you. When a change is first announced, most people react emotionally not logically. So if you are communicating to others based on emotion, you may be releasing some feelings that are not conducive to moving forward with new processes. Focus your communication with those above you for the purpose of understanding more of the reasons, results and ramifications of the change. Once you have information and feel comfortable with the direction, your communication downwards and sideways will be more logical in nature, rather than emotional. At this time your communication will assist the organization in consistently getting out the right message and helping others through their adaptation process. If negative or emotions escape, they are difficult to overcome later and may be detrimental to the success of the organization.
2. Hear others concerns without feeding into them.
You will be hearing many things during a time of change. Some information will be true, some will be assumptions, some will be misunderstandings and some will be created. Focus on what is being said and understanding the feelings. By asking more questions than making statements, you will be acknowledging the feelings of others without contributing to any true or false impressions. By asking strategic questions, you will also be helping others to assess their feelings and gain new insights.
3. Ask questions.
Times of change are not times to be silent. It is not advised that you stuff your feelings, simply channel them in productive directions. Ask questions and seek to understand everything you need to know. Do not be afraid to ask the same questions over and over. Management is there to support the changes and help guide your journey to success.
4. Note your feelings and actions.
Change is definitely a process. Many times change invokes initial fears of inadequacy or uncertainly. Then you may feel confusion and may feel as though everything was going along just fine before and now you feel a sense of disorder or chaos. Then you may experience times of disappointment or anger because this was not your vision or your idea of how things should be. Then there are times of hesitancy as you try the new methods but still feel comfortable with the old ways. And finally there is acceptance. This is now the time for the “new norm”. Things start to settle down and everyone falls into alignment with the new plan. Understand the stages of your feelings and ensure that you are moving in a positive direction through the continuum.
5. Gather followers.
Surround yourself with positive influences and those who are successfully finding their way through the maze of changes. Look to them for answers and direction. Latch on to these change catalysts and follow their lead. They know the way.
6. Embrace the opportunity!
Change is always a little scary because it is a place of unknown entities. Take time to explore the new picture and find where you feel comfortable in the grand scheme of things. Everyone must find their place in the new state of the organization. Look for opportunities of growth. Take this time to learn about yourself and explore your strengths. Seize this opportunity and look for ways to capitalize on the transformations. These changes may open up doors for you that you never knew existed. Seize this moment to drive your destiny!
With 23 years of call center experience, national speaker and author, Kimberly King, helps clients create WOW customer experiences. Contact her at http://www.interweavecorp.com or 877-969-3283. You will be WOWed by her passion and knowledge.
Mentoring is not an easy task. It is made even more challenging when dealing with the “difficult” employee. Here are the top 6 techniques for managing through the “difficult relationships” and coming out a winner when it’s all over.
1. Separate the employee from the situation. First of all, it is not the employee who is difficult, it is the situation. Separate the employee from the situation in your mind and through your actions so that you can build a cohesive relationship with your employees. If they think that you consider them to be difficult employees, they will be less likely to build a trusting bond with you and less likely to change their difficult behaviors. Use language such as, “This is a challenging situation.”
2. Identify the behaviors that indicate a “bad attitude”. When we are talking among our management peers, it’s easy to talk about the employees who have a “bad attitude”. But we can’t approach our employees with that kind of label and expect to be a successful leader. Label the behaviors not the attitudes. “Mary, when you cross your arms, roll your eyes and only give me one word answers to the questions I ask, it gives me the perception that you do not want to be here and do not care about what I say. As your leader, I would like to have a productive conversation. Can you tell me what you are thinking or feeling as you display these behaviors?” Do not tolerate behaviors that indicate a “bad attitude”.
3. Ask A LOT of questions. Questions are a key part in being a strong mentor and driving change. Rather than make statements, learn to ask strategic questions. For those employees who are less engaging and appear less interested in coaching situations actually require more questions, even though your inclination to ask fewer just to quickly completely the coaching task. Take the time to think through your questions so they are strategic and contribute to a successful coaching situation.
4. Find out the root cause of the negativity. Maybe this employee is disgruntled because you received the promotion that she thought she deserved. He might be upset because there are personal situations occurring in his life that he does not feel the company is supportive of. She might be reacting to a leader that she had in the past and just can’t seem to make the leap to a fresh perspective with a new manager. Whatever the reason, your employees have root causes for their behaviors. Ask questions to find out the real reason for the negative vibes you are receiving.
5. Provide plenty of inspirational acknowledgements for a job well done. Appropriate and positive praise will go a long way toward making constructive change in your relationship. “I really appreciate your contributions that you make to this team.” “I appreciate the length of service that you have given to this company.” “I value the knowledge and expertise of our products that you bring to this organization.” “I appreciate your feedback on the new processes.” “I respect your opinion about our new procedures that were just announced.” These acknowledging phrases will prompt employees to contribute more to the conversation as long as they sense that you are genuine. The biggest value that is important between leaders and their employees is trust. If your employees feel that they can trust you, you will make tremendous strides in your relationship with them.
6. Hold your ground. It is important that you set the standards and hold them accountable to achieving them. It is not acceptable to talk negatively about other teammates. It is also not acceptable to not make direct eye contact when spoken to. Be sure that you are clear with your expectations and consistently hold them accountable to those same expectations and you will gain their trust and respect.
Examine your coaching style and ensure that these techniques are a natural part of your mentoring strategy. Make a list of the ones that you would like to accomplish better and hold yourself accountable for driving change. The worst feeling is knowing that you have to meet with a difficult employee month after month. Develop a plan for changing the direction of that meeting so that you no longer have to dread calling the “difficult employee” into your office. You have the power to change the direction of these meetings with your WOW mentoring skills.
With 23 years of call center experience, national speaker and author, Kimberly King, helps clients create WOW customer experiences. Contact her at http://www.interweavecorp.com or 877-969-3283. You will be WOWed by her passion and knowledge.